Agenda of Ōtara-Papatoetoe Local Board

Ōtara-Papatoetoe Local Board

15 September 2020

September 2020 - Auckland Transport monthly update to the Ōtara-Papatoetoe Local Board

File No.: CP2020/12867

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. No decision is required this month. This report highlights AT activities and contains information about the following:

· A summary of the board’s Transport Capital Fund and Community Safety Fund projects;

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

· Summary of Auckland Transport projects and operations in the local board area;

· Decisions of the Traffic Control Committee in the Ōtara-Papatoetoe Local Board area

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) receive the report entitled ‘September 2020 - Auckland Transport monthly update report to the Ōtara-Papatoetoe Local Board’.

Horopaki

Context

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

4. This report updates the local board on AT projects and operations in the Ōtara-Papatoetoe Local Board area, it summarises consultations and Traffic Control Committee decisions, and includes information on the status of the Local Board Transport Capital Fund (LBTCF) and Community Safety Fund (CSF).

Tātaritanga me ngā tohutohu

Analysis and advice

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

Local Board Transport Capital Fund

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.

7. Any LBTCF projects selected must be safe, must not impede network efficiency, and must be located in the road corridor or on land controlled by AT (though projects running through parks can be considered if there is a transport outcome).

8. The Ōtara-Papatoetoe Local Board has previously been advised that there would be approximately $2,830,259 available to spend this remaining electoral term

9. Auckland Council’s original resolutions relating to the LBTCF make it very clear that the overall budget allocation for the LBTCF is on the basis that ‘it can be managed by AT within its annual budget’.

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

11. 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.

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

· The $5,000,000 for 2020/21 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.

13. The Ōtara-Papatoetoe Board’s share of the 2020/2021 allocation is $254,943

14. A workshop is scheduled to be held on the 8 September 2020 to prioritise the local board’s projects and to provide guidance on allocation of its funds.

15. To be considered at the same workshop is the allocation of the local boards share (10 percent) of the ‘Papatoetoe West Low Traffic Neighbourhood’ which was announced, on the 31 August, as a successful candidate for Waka Kotahi NZ Transport Agency – Innovating Streets Pilot Fund, which was submitted by the Local Board and Auckland Transport.

16. This project uses Tactical Urbanism principles and methodologies, integrating community engagement to deliver a safer street environment.

17. A report on next month’s agenda will request the local board to allocate funding for this project.

Community Safety Fund (CSF)

18. The Community Safety Fund is funded from AT’s safety budget and is dependent on the level of funding AT receives from Council. Public consultation and the design work informed by this consultation, is progressing, with a view to having projects designed and ready to go, when money becomes available.

19. Safety 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 will not be delivered in the 2020/2021 financial year.

20. In a workshop on the 1 September 2020, the local board was briefed on two of the current projects in progress shown below:

· Raised Pedestrian Crossing Upgrade on Claude Ave outside Aorere College

· Raised Pedestrian Crossing Upgrade on Preston Road outside East Tamaki School.

21. The briefing focussed on the stakeholder feedback, specifically feedback from the schools and requested guidance from the local board on how to progress with these projects.

22. Auckland Transport is arranging meetings school staff and parent representatives of Aorere College and East Tamaki School. Local board members have agreed to attend and support these meetings.

23. The outcomes of those meetings will be reported back to the local board in due course.

Responses to Resolutions

24. There are no resolutions to respond to this month.

Local projects and activities

Intersection upgrade at East Tamaki/ Preston & Ormiston Road

25. A workshop is scheduled for the 8 September to brief the local board on a proposal for intersection improvements to East Tamaki/ Preston and Ormiston roads.

26. The benefits of this proposal are for primarily safety improvements for vulnerable road users – people walking and cycling, improvements to traffic flow and decreases in vehicle queuing lengths and improvements to turning capacity for larger vehicles.

27. Feedback from the local board at the workshop will be assessed by the project team for consideration for the final proposal to go out for consultation.

28. The outcome of the consultation and the finalised plan will be reported back to the local board in due course.

Bairds Road Pedestrian Safety Upgrades

29. The Bairds Road improvement project moved to the Hayman Street side of the road on Thursday, 20 August 2020. A new Traffic Management Plan was established, which allows access into/out of Hayman Street and Bairds Road. This is controlled by a three-way automatic light set up (24/7) and manual control during the day, as required.

30. Initial feedback from monitoring onsite is that commuters seem to be adjusting well to the latest set-up and no complaints have been received by AT or, on site, by the project team. However, some impatience by drivers waiting for their green light has been observed. The light phasing will be adjusted as and when necessary, to give priority to the Bairds detour down Newbury Street.

31. On the week of the 31 August, traffic is expected to increase as Auckland moves to COVID-19 Alert Level 2. Discussions have been held between the project team and the Site Traffic Manager Supervisor (STMS), with a focus on active monitoring of the traffic situation and how to manage accordingly.

32. Work is progressing well despite the myriad of services on the Hayman Street side of Bairds Road and the inclement weather. Vector is conducting daily stand-overs for the Subterranean High Voltage cables that are located there.

Southwest Gateway/Puhinui Rd & Lambie Drive Improvements

33. The public summary report for the Southwest Gateway Programme has been published and is available on the project https://at.govt.nz/projects-roadworks/airport-to-botany-rapid-transit/ - https://at.govt.nz/projects-roadworks/airport-to-botany-rapid-transit/

34. Construction on the Puhinui Road and Lambie Drive Improvements is scheduled to take place from late September/early October 2020. Construction work will initially start on Lambie Drive and on Puhinui Road west of Puhinui Station.

35. Construction on Puhinui Road east of the station is planned to begin in early November 2020. The project is expected to be complete by May 2021. The project team would still like to host a sod turning if the alert levels and timing works out for all parties.

36. The local board will be invited if the sod turning is confirmed.

Puhinui Station Interchange

37. Good progress is being made on the station with the structural slab on the concourse almost complete (a cosmetic wear slab will be added over the top later)

38. Structural steel is also being assembled and lifted into place. At this stage the station is still tracking to be operational by late May 2021.

Redoubt Road Dynamic Lanes

39. To improve traffic flow, AT will install dynamic lanes on Redoubt Road in Manukau, between the Southern Motorway off-ramp and Hollyford Drive.

40. Similar to Panmure Bridge, Auckland Harbour Bridge, and Whangaparaoa Road, the dynamic lanes will use overhead signs and on-road lights to change the direction of the centre lane at busy times.

41. We will also make safety improvements at three road crossings along the route.

42. Works are progressing on Redoubt Road dynamic lanes and are expected to be fully operational by the end of October.

· Most of the ground works completed

· Overhead gantries are being installed

· The mid-block crossing on Redoubt is progressing, and will be switched on as soon as possible (potentially before the dynamic lanes are switched on)

· We are planning a communications campaign to educate the public prior to go live

· The operating time for the dynamic lanes has been confirmed as 3.30pm-7pm weekdays.

43. The arrow signals on the overhead gantries will be switched on at least two weeks before the lane change actually occurs. For this short period the lanes will stay the same as they are now.

44. This will allow time to test the system and will give the public some time to become familiar to following the overhead signals.

Eastern Line Rail Closure

45. As a result of work needed on the Auckland rail network, AT agreed with KiwiRail that from Monday 24 August until Sunday 12 September, the Eastern Line would not operate between Britomart and Ōtāhuhu.

46. The work completed across this 14-day closure period would have taken more than 100 days if done only piecemeal at night and over weekends, as was occurring. While this stoppage has enabled KiwiRail to make significant progress, there will be further work required before we can return this section to full line speed.

47. KiwiRail, AT and NZTA have been working together to ensure the Auckland rail network is fully fit for purpose when CRL is opened and there will be many more trains running on the tracks.

Regional Impacts

Auckland Transport COVID-19 Updates

COVID-19 Level 3 in Auckland

48. 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.

49. 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.

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

51. AT’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

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

53. 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

54. 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.

55. AT 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

56. AT-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.

57. 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.

58. 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

59. 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 will not be accepted by staff in Alert Level 2.

60. 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

61. 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.

62. 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

63. AT’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.

64. These measures include physical distancing, compulsory 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

65. 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.

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

67. 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.

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

69. The impact of information (or decisions) in this report are confined to AT and does not impact on other parts of the Council group.

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

Local impacts and local board views

Auckland Transport Consultations

70. AT provides the Ōtara -Papatoetoe Local Board with the opportunity to comment on transport projects being delivered in the local board area.

71. The local board’s views on any proposed scheme are taken into account during consultation on those proposals. In this reporting period, there were no proposals put forward for local board input.

Traffic Control Committee resolutions

72. Traffic Control Committee decisions within the Ōtara -Papatoetoe area are reported on a monthly basis. The decisions within the local board area in the period of August 2020 are reflected in the table below.

Street name

Type of Report

Nature of Restriction

Committee Decision

Manukau Station Road / MIT Carpark B Access / Lambie Drive / MIT Carpark A Access

Permanent Traffic and Parking changes

No U-Turn / Lanes / Lane Arrow Marking / Cycle Lane / No Stopping At All Times / P5 Parking / Traffic Island / Road Hump / Pedestrian Crossing / Traffic Signal / Give-Way Control / Edge Line

Carried

Tauākī whakaaweawe Māori

Māori impact statement

73. There are no specific impacts on Māori for this reporting period. AT is committed to meeting its responsibilities under Te Tiriti o Waitangi-the Treaty of Waitangi-and its broader legal obligations in being more responsible or effective to Māori.

74. 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.

75. This plan in full 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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

77. AT’s capital and operating budgets have been reduced following the announcement of the Emergency Budget. Some projects we had planned for 2020/2021 may not be able to be delivered.

Ngā koringa ā-muri

Next steps

78. AT will provide an updated report to the local board next month.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Kenneth Tuai - Elected Member Relationship Manager

Authorisers

Jonathan Anyon - Elected Member Relationship Team Manager

Victoria Villaraza - Relationship Manager, Mangere-Otahuhu and Otara-Papatoetoe Local Boards

Ōtara-Papatoetoe Local Board

15 September 2020

Ōtara-Papatoetoe Local Grant and Multi-Board Grant Round One 2020/2021 grant allocations

File No.: CP2020/11938

Te take mō te pūrongo

Purpose of the report

1. To fund, part-fund or decline applications received for the Ōtara-Papatoetoe Local Board and Multi-Board Grant Round One 2020/2021.

Whakarāpopototanga matua

Executive summary

2. This report presents applications received in Ōtara -Papatoetoe Local Board Local Grants, Round One 2020/2021 (refer to Attachment B) and multi-board applications (refer to Attachment C).

3. The Ōtara-Papatoetoe Local Board adopted the Ōtara-Papatoetoe Grants Programme 2020/2021 on 19 May 2020 (see Attachment A, OP/2020/55). The document sets application guidelines for contestable community grants submitted to the local board.

4. The Ōtara-Papatoetoe Local Board has set a total community grants budget of $373,057 for the 2020/2021 financial year.

5. Twenty-four applications were received for consideration by the Ōtara-Papatoetoe Local Board for Local Grant Round One 2020/2021 and seven multi-board applications were also received, requesting a total of $312,917.14.

Ngā tūtohunga

Recommendation/s

a) That the Ōtara-Papatoetoe Local Board:

agree to fund, part-fund or decline each application in Local Grant Round One 2020/2021, as outlined in Table One:

Table One: Ōtara-Papatoetoe Local Board Grant Round One 2020/2021 applications:

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
LG2113-102	PHAB Association Auckland Incorporated	Community	Towards volunteer and activity costs for the PHAB Pasifika programme.	$8,000.00	Eligible
LG2113-104	Manukau Beijing Opera Society Incorporated	Arts and culture	Towards venue hire for the Beijing Opera rehearsals at the Papatoetoe Town Hall.	$2,000.00	Eligible
LG2113-105	The Auckland Sikh Society Incorporated	Community	Towards cameras, cables, network supply and cabling for the older peoples online programme	$10,999.00	Eligible
LG2113-106	XLR8 Sports Trust	Sport and recreation	Towards costs for the affiliation fees to the regional and national body, a sound system, a storage unit and referee uniforms.	$10,470.00	Eligible
LG2113-110	Holistic Education Foundation	Community	Towards venue hire and the education programme license costs for a tutorial programme in Papatoetoe.	$2,617.85	Eligible
LG2113-111	Blue Light Ventures Incorporated	Community	Towards costs for two young people from the local board area to attend a life skills camp, including accommodation, food, activities and transportation.	$869.56	Eligible
LG2113-112	Tautoko Whanau Ora	Community	Towards costs for a Whanganui trip, including marae donations and the graduation event, for an eight week Tu Taiohi youth pathway pilot programme.	$10,000.00	Eligible
LG2113-116	South East Auckland Senior Citizens Association Incorporated	Community	Towards transportation costs and accommodation to the Waitangi grounds and Keri Keri for older people.	$9,000.00	Eligible
LG2113-117	Pacific Fusion Fashion Show	Events	Towards costs of the “Wellness Day” programme an activity of the “Pacific Fusion Fashion Show”, including catering, equipment, marketing, sound and lighting, designer workshops and model workshops, gifts, printing and entertainment.	$14,727.00	Eligible
LG2113-120	Habitat for Humanity Northern Region Limited	Community	Towards laundry costs of curtains for the “Habitat Curtain Bank”.	$3,000.00	Eligible
LG2113-122	The Community Builders NZ Trust	Community	Towards costs of the “Otara Christmas Lights 2020” event, traffic management, waste management, portaloos hire, performers, prize giveaways, food, sound hire, signage, printing and marketing costs.	$38,235.00	Eligible
LG2113-123	Pacific Island Homecare Services Trust	Community	Towards the costs for a defibrillator and installation.	$3,440.18	Eligible
LG2113-124	Compass Housing Services	Community	Towards costs for the garden redevelopment upgrade, decorative screens, insect hotels, wormeries and bokashi bins.	$4,026.00	Eligible
LG2113-125	Roopa Aur Aap Charitable Trust	Community	Towards social worker salaries.	$11,700.00	Ineligible
LG2113-126	Otara Rugby League Football Club Incorporated	Sport and recreation	Towards catering, awards, venue hire, judges fees, media production, promotion and administration support costs for the “Otara Sports Awards”.	$35,000.00	Eligible
LG2113-128	Hope N Help Charitable Trust	Community	Towards wages, salary, stationery and volunteer petrol voucher costs.	$23,290.80	Eligible
LG2113-131	Hunters Corner Town Centre Society Incorporated	Community	Towards costs for Christmas lights in the town centre.	$18,850.00	Eligible
LG2113-133	The Otara Kai Village under the umbrella of The Community Builders Trust NZ	Community	Towards costs of the “Otara Kai Village Christmas” event, including decorations, prize giveaways, entertainment, food, a santa booth and kids’ activations.	$20,000.00	Eligible
LG2113-134	Arogya Mantra	Community	Towards costs of the “Otara Diwali” event, including dancers, workshop costs, petrol vouchers, decorations, and seating chairs.	$5,238.00	Eligible
LG2113-135	Life Education Trust Counties Manukau	Community	Towards costs of the health and wellbeing programme in Papatoetoe West and Ferguson Intermediate schools.	$10,000.00	Eligible
LG2113-136	Environmental Education for Resource Sustainability Trust	Environment	Towards the purchase and delivery of 1309 native plants and 98 classroom recycling bins for registered schools and preschools in the local board.	$12,204.15	Eligible
LG2113-137	Jasmin Ziedan	Arts and culture	Towards costs for the “Base FM Youth Mentoring Programme”. including studio hire time, venue hire, the finale event and video editing costs.	$10,500.00	Eligible
LG2113-139	Mafutaga Samoa Otara	Community	Towards the purchase of walking shoes for the “Mafutaga Samoa Otara walking Samoans” programme.	$4,599.60	Eligible
LG2113-140	The Otara Kai Village under The Community Builders Trust NZ	Community	Towards costs for an information kiosk, including installation of electronic information signage board software and training and setup.	$10,250.00	Eligible
Total				$279,017.14

b) agree to fund, part-fund or decline each application in Multi-Board Grant Round One 2020/2021, as outlined in Table Two:

Table Two: Ōtara-Papatoetoe Multi-Board Grant Round One 2020/2021 applications:

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
MB2021-109	The Parkinson's New Zealand Charitable Trust	Community	Towards the salary of three Auckland Parkinson's Community Educators between November 2020 to November 2021	$3,000.00	Ineligible
MB2021-114	Auckland Softball Association Incorporated	Sport and recreation	Towards operating expenses of the Auckland Softball Association.	$6,000.00	Eligible
MB2021-123	The Middlemore Foundation for Health Innovation	Community	Towards wages for a change behaviour specialist.	$2,500.00	Ineligible
MB2021-131	Victory Youth Group	Community	Towards the youth event “VGA Showdown”, including venue hire, carparking, screens, audio, lighting, labour and additional expenses.	$8,500.00	Eligible
MB2021-135	The Dawson Trust	Community	Towards “Dawson lights up Christmas” event, including sound, disc jockeys, artists, vouchers, barbeque, marquee hire, bouncy castle and administration costs.	$7,000.00	Eligible
MB2021-139	Babystart Charitable Trust	Community	Towards “Babystart Boxes”, including clothing, blankets, towels, toy boxes, laundry and mother and baby products, packaging materials courier fees, logistics and courier costs.	$3,900.00	Eligible
Total				$30,900.00

Horopaki

Context

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

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

8. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

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

· any additional accountability requirements.

9. The Ōtara-Papatoetoe Local Board adopted their grants programme for 2020/2021 on the 19^th of May 2020 (OP/2020/55) and will operate three quick response and two local grant rounds for this financial year. This includes the Ōtara-Papatoetoe Local Board Excellence Awards, which are open all year round (OP/2020/55).

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

Tātaritanga me ngā tohutohu

Analysis and advice

11. Due to the current COVID-19 crisis, staff have also assessed each application according to which alert level the proposed activity is able to proceed. For example, under alert level two, only gatherings of up to 10 people can take place. Events and activities have been assessed according to these criteria.

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

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

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

18. A summary of each application received through Ōtara-Papatoetoe Local Grant Round One and Multi-Board Grant Round One 2020/2021 (see Attachments B and C) is provided.

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

20. The Otara-Papatoetoe Local Board adopted the Ōtara-Papatoetoe Local Grants Programme 2020/2021 on 19 May 2020 (see Attachment A). The document sets application guidelines for contestable community grants submitted to the local board.

21. This report presents applications received for the Ōtara-Papatoetoe Local Board Grant, Round One 2020/2021 and Multi-Board Grant Round One 2020/2021 (see Attachment B and C)

22. The Ōtara-Papatoetoe Local Board has set a total community grants budget of $373,057 for the 2020/2021 financial year.

23. Twenty-four applications were received for consideration by the Ōtara-Papatoetoe Local Board for Local Grant Round One 2020/2021, and seven multiboard applications were also received, requesting a total of $312,917.14.

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

26. Following the Ōtara-Papatoetoe Local Board allocation of funding for Local Grants Round One and Multi-Board Grants Round One, staff will notify the applicants of the local board’s decision and facilitate payment of the grant.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Otara-Papatoetoe Grants Programme 2020-2021	31
b ⇨	Otara-Papatoetoe Local Board Grants Round One 2020-2021 grant applications (Under Separate Cover)
c ⇨	Otara-Papatoetoe Multi-Board Grant Round One 2020-2021 grant applications (Under Separate Cover)

Ngā kaihaina

Signatories

Authors

Helen Taimarangai - Senior Community Grants Advisor

Authorisers

Marion Davies - Grants and Incentives Manager

Victoria Villaraza - Relationship Manager, Mangere-Otahuhu and Otara-Papatoetoe Local Boards

Ōtara-Papatoetoe Local Board

15 September 2020

Grant of a new community lease for the East Tamaki Reserve Community Building at East Tamaki Reserve, 244R East Tamaki Road, Ōtara

File No.: CP2020/12630

Te take mō te pūrongo

Purpose of the report

1. To seek approval of the preferred occupant for a community lease of the East Tamaki Reserve Community Building at East Tamaki Reserve, 244R East Tāmaki Road, Ōtara and to grant a new community lease for the building.

Whakarāpopototanga matua

Executive summary

2. In 2019 the East Tamaki Reserve Community Building was repainted inside and carpeted. Two rounds of advertising that year did not see a tenant installed in the building. The vacancy was advertised again in early 2020 with four applications received and assessed against the criteria in the Community Occupancy Guidelines July 2012.

3. The East Tamaki Reserve Community Building is located at East Tamaki Reserve, 244 East Tāmaki Road, Ōtara on land held in fee simple by Auckland Council under the Reserves Act 1977, public notification and iwi consultation is required before granting a lease at the building.

4. The 1970s building has a covered terrace, leading to a large central space, with an office, small kitchen and single toilet on the northern side of the building. Although there is a ramp up to the terrace there is no disabled access to the building and the doorways to the kitchen and toilet are below the current minimum width for disabled access. A site plan of the building is attached (Attachment A).

5. Four community groups applied for the lease. The applications were assessed against the following criteria:

· Eligibility, legal identity, primary purpose, open membership

· History and financial viability

· Best fit with the building configuration and size; extent and type of use; collaborative initiatives

· Alignment of programmes and services with the Ōtara-Papatoetoe Local Board Plan and the Auckland Plan.

6. The outcome of the assessment identified that three of the groups would be a suitable tenant for the building and that each brings its own strengths and meets different needs. The fourth group is not registered with the New Zealand Companies Office and is therefore ineligible for a lease at this time. This report recommends that XLR8 Sports Trust is the preferred candidate, as a sports-based group they would fit well within the active sports-based reserve and have an identified need for a stable base.

7. Subject to successful public notification and iwi consultation staff recommend the Ōtara-Papatoetoe Local Board approve a new community lease to XLR8 Sports Trust for the East Tamaki Reserve Community Building at 224R East Tāmaki Road, Ōtara for an initial term of one year with one further one-year right of renewal. This is the standard term for a newly established community group. A community outcomes plan will be negotiated with the successful group, to be approved by the Ōtara-Papatoetoe Local Board Chairperson, in consultation with the local board members, and attached to the lease document.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) note the public notification and iwi consultation of Auckland Council’s intention to grant a new community lease to XLR8 Sports Trust.

b) delegate to the Ōtara -Papatoetoe Local Board Chairperson, following public notification, the authority to appoint a hearings panel to consider objections, and to make a decision.

c) grant, subject to any objections being resolved, a new community lease to XLR8 Sports Trust to occupy an area of 73 square meters (more or less) located on Part Lot 9 Deposited Plan 9824 – ROT NA 765/237 (Attachment A) at 224R East Tāmaki Road, Otara, on the following terms and conditions:

i) term - one (1) year commencing 1 November 2020 with a single one (1) year right of renewal, final expiry 31 October 2022.

ii) rent - $1.00 per annum (plus GST), if requested.

iii) a subsidised maintenance fee of $250.00 plus GST per annum.

d) delegate to the Ōtara-Papatoetoe Local Board Chairperson, in consultation with the local board members, the authority to approve the XLR8 Sports Trust’s Community Outcomes Plan, which will be appended to the lease.

e) note all other terms and conditions will be in accordance with the Auckland Council Community Occupancy Guidelines 2012 and the Reserves Act 1977.

Horopaki

Context

8. The East Tamaki Reserve Community Building is currently vacant and has recently been repainted and carpeted. The Ōtara-Papatoetoe Local Board asked staff to undertake an expression of interest (EoI) process for the property. The first round of advertising in early 2019 did not attract any applications. Advertising was repeated later in 2019 and six applications received. The local board did not award a lease at that time. A further round of advertising was undertaken in early 2020. Four applications were received and assessed.

Land and buildings

9. The East Tamaki Reserve Community Building is a small building of four rooms, formerly owned and occupied by the Royal New Zealand Plunket Society. It was previously occupied by Manukau Pacific Island Trust. This group ceased to operate in late 2018.

10. The property is located at the southern edge of East Tamaki Reserve, 244R East Tamaki Road, Ōtara on land described as Part Lot 9 Deposited Plan 9824 – ROT NA 765/237 and is approximately 73 square meters, (including the covered terrace) (outlined in red and hatched on Attachment A). The land is held in fee simple by Auckland Council under the Reserves Act 1977 as a classified recreation reserve.

11. As the current use of the building is not contemplated in the Manukau City Council Sports Parks Management Plan 2007 public notification and iwi engagement is required for this lease.

12. If the recommended applicant is not chosen by the local board, then reclassification of the land will be required – from classified recreation reserve to local purpose (community use) reserve. This may require a survey of the land.

Lease term and costs

13. This report recommends that the Ōtara-Papatoetoe Local Board grant a new lease for the community building at 244R East Tāmaki Road, Ōtara for an initial term of one year with a single one-year right of renewal.

14. This is the recommended term for a newly established community group occupying a council-owned building. A community outcomes plan will be negotiated with the lessee, to be approved by the local board chairperson, in consultation with local board members, and included as a schedule within the lease document.

15. This report recommends that XLR8 Sports Trust is the preferred candidate following assessment against the criteria listed in the Community Occupancy Guidelines 2012.

16. In accordance with the Auckland Council Community Occupancy Guidelines 2012 the recommended rent is $1.00 plus GST per annum, if requested. As this is an exclusive use premises there is an annual maintenance fee based on the size of the leased area. This fee covers building insurance, compliance costs: Building Warrant of Fitness, Health and Safety at Work Act 2015, fire and egress code compliance and maintenance provided by council as outlined in the terms of the lease agreement.

17. The property is approximately 73 square meters and the annual fee for leases of less than 100 square meters is $250.00 (plus GST) per annum. The tenant will be responsible for utilities (electricity and water) supplied to the building.

Expression of Interest

18. The request for expressions of interest was advertised in the Manukau Courier, the council website and through staff networks. Applicants on the Auckland Council community lease interest register were also advised. The facility was open for viewing by interested applicants by appointment. The viewings were delayed by the initial Covid-19 lockdown and took place in June and July 2020.

19. Four community groups applied. The groups are:

i. Bridge the Gap

ii. Ōtara Health Charitable Trust

iii. Tufuga: Creative Hands, Mind and Spirit Charitable Trust Deed

iv. XLR8 Sports Trust.

20. The applications were assessed against the following criteria:

· Eligibility, open membership/users

· Financial stability, accounts, funding, and sustainability

· Best fit with the building configuration and size; extent and type of community use, collaborative initiatives

· Need for the services provided in the area, services of complementary nature to those already in place

· Ability of the group to manage the rooms as community space able to be used by a wider range of people

· Alignment of programmes and services with the Ōtara-Papatoetoe Local Board Plan 2017 and the Auckland Plan

· Preference for an Ōtara-based group providing services to the local Ōtara community.

Applicant groups

Bridge the Gap

21. Bridge the Gap is not registered with the New Zealand Companies Office. They started as part of the leadership team that put together the “Ōtara Stunt 2 Bike Comp” held in 2019 and currently are involved with the pastoral care of a number of Ōtara youth; assisting parents with mentoring of their teenagers when needed.

22. The group aims to provide youth initiatives, events and programmes and propose to use the building as an after-school drop-in centre. The group is willing to share the building.

23. As Bridge the Gap is not a legal entity, they are not eligible for a community lease.

Ōtara Health Charitable Trust

24. Ōtara Health Charitable Trust registered as a charitable trust on 16 August 2010 and registered with the Charities Services on 8 September 2010. The stated purposes of the trust are health promotion, health education, advocacy, community and co-ordination. They have provided a wide range of social and community services since 1998 to the Otara community. Together, they aim to break the intergenerational effects of poverty prevalent within the community and the issues that arise from it. ‘O le ala i le pule o le Tautua’- The Pathway to Leadership is Through Service. The group exists to build a strong family-focused community; Improve the health and wellbeing of Ōtara; and represent and serve Ōtara. This is done with the values of empowering others, integrity, collaboration, innovation and excellence and manaakitanga.

25. The trust employs 18 full-time and six part-time staff. The trust proposes to use the building as a base for their HIPPY programme (Home Interaction Programme for Parents and Youngsters). This is a home-based early education programme working in 40 low-income communities around New Zealand. Particularly those most at risk because of poverty, parents’ limited education and social isolation. Due to the nature of the services provided the trust indicates they would be unable to share the premises.

Tufuga: Hands, Mind and Spirit Charitable Trust Deed

26. Tufuga: Hands, Minds and Spirit Charitable Trust Deed registered as a charitable trust on 2 July 2004. The stated purposes of the trust are to establish a creative space for people on the margins of society and provide a safe supportive arts based environment where consumers are encouraged to improve their well-being and realise their potential through creative expression; and work alongside health, social and justice services to establish appropriate programmes to provide an appropriate mix of part, full and personal work spaces for people with experiences of mental illness and those on the margins.

27. The trust employs two part-time staff and has nine part-time volunteers who currently support 30 adults with their programmes. They have indicated they would like to involve other art-based groups to share the building.

XLR8 Sports Trust

28. XLR8 Sports Trust registered as a charitable trust on 9 July 2018 and with the Charities Services on 18 February 2019. The purpose of the trust is to promote amateur sports, recreation and leisure as a way of developing healthy lifestyles and living; provide safe, wholesome and family orientated sporting opportunities for all ages, cultures, gender and religions; promote, organise, oversee and conduct competitions, tournaments and other events pertaining to sport for the community; select, support or sponsor any team members to represent sports operated by the trust; and provide sporting opportunities to the socially disadvantaged.

29. The trust operates with five part-time volunteers and has 750 members aged from five to over 50 years of age. They have indicated a willingness to share the building.

Tātaritanga me ngā tohutohu

Analysis and advice

30. All the applications received were assessed against the criteria contained in the Community Occupancy Guidelines 2012; with the local board requesting one additional criterion: that they wished to lease the building to an Ōtara-based group.

31. Assessing the three applications on a 100-point scale the following scores were measured:

Group	Score (out of 100)
Bridge the Gap	46
Ōtara Health Community Trust (HIPPY programme)	60
Tufuga: Hands, Mind and Spirit Trust Deed	53
XLR8 Sports Trust	66

Public notification

32. Under the Reserves Act 1977, leases on a recreation reserve and not contemplated in the relevant park management plan must be publicly notified and the relevant local iwi consulted.

33. Public notification will be by way of an advertisement in the Manukau Courier, on the council website and via other social media outlets. Submitters will have one month to make a submission or objection. If any objections are received that request to be heard the local board will convene a hearings panel to consider and decide on the proposed lease.

34. Auckland Council’s Community Occupancy Guidelines 2012 sets out the criteria for community occupancy agreements. The procedure for a new lease of council-owned buildings is to call for expressions of interest from community groups. This allows an assessment of proposals to ensure the best community outcomes are delivered.

35. Under the guidelines, it is recommended that for leases of council-owned buildings the standard term is five (5) years with one five (5) year right of renewal, for a total term of 10 (ten) years.

36. The local board has discretion to vary the term of the lease if it wishes. However, the guidelines suggest that where the term is varied, it aligns to one of the recommended terms within the Community Occupancy Guidelines 2012.

37. As the highest scoring applicant group has been established for just over two years, staff recommend that a term of one year with a single one-year right of renewal be offered to this group.

Tauākī whakaaweawe āhuarangi

Climate impact statement

38. The proposed new lease falls into the “potential increase” category, as the once vacant building will now attract more activity.

39. Climate change is not expected to have the potential to impact this site, as the flood plain and flood prone areas are restricted to the adjacent carpark are (as shown below):

East Tamaki Reserve Community Building, 244R East Tamaki Road, Ōtara

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

40. Staff have obtained input from the Parks, Sport and Recreation, Park Services, Parks and Places Specialist. No concerns were raised, and the new lease is supported.

41. The proposed new lease has no identified impacts on other parts of the council group. The views of council-controlled organisations were not required for the preparation of the advice in this report.

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

Local impacts and local board views

42. The recommendation within this report falls within the local board’s allocated authority relating to local recreation, sports, and community facilities.

43. The assessed applications were considered at the local board workshop of 4 August 2020. The board members in attendance gave their qualified support to the applicant ranked highest in the assessment against the criteria in the Community Occupancy Guidelines 2012.

44. The recommendation supports the Ōtara-Papatoetoe Local Board Plan 2017 outcomes of parks and facilities that meet people’s needs; and empowered, inclusive and prosperous communities.

Tauākī whakaaweawe Māori

Māori impact statement

45. The trust has indicated their ongoing support of the annual Rotorua Maori Touch Tournament

46. Due to the Covid-19 lockdown, the proposed new building has not been reported to the South-Central Mana Whenua Forum, which has not met since February 2020, prior to the closing date for applications. Formal consultation with iwi will take place alongside the public notification of the intended lease.

Ngā ritenga ā-pūtea

Financial implications

47. All costs relating to the advertising of the intention to lease, plus any resulting hearing, and preparation of the lease agreement will be borne by council. If a survey of the land is required to support reclassification of the land, this will come at an additional cost to council.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

48. If a lease is not granted for the currently empty building on East Tamaki Reserve the building will continue to be unavailable to support groups working in the Ōtara area.

49. As there is no significant departure from the approved land use or change in activities there are no identified risks in granting the lease.

Ngā koringa ā-muri

Next steps

50. Subject to the local board granting the lease, public advertising and formal iwi engagement of this intention will take place.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Leased area East Tamaki Reserve Community Building, 244R East Tamaki Road, Otara - XLR8 Sports Trust	43

Ngā kaihaina

Signatories

Authors

Jenny Young - Community Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Victoria Villaraza - Relationship Manager, Mangere-Otahuhu and Otara-Papatoetoe Local Boards

Ōtara-Papatoetoe Local Board

15 September 2020

Manukau Sports Bowl master plan scope and approach

File No.: CP2020/12752

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Ōtara-Papatoetoe Local Board to prepare a master plan for Manukau Sports Bowl and include optimisation as a potential funding source for future implementation.

Whakarāpopototanga matua

Executive summary

2. Manukau Sports Bowl is a 21ha park strategically located adjacent to State Highway One and near Manukau City Centre. The Sports Bowl sits within the Transform Manukau programme area, which is led by Panuku Development Auckland (Panuku).

3. The Sports Bowl provides for a variety of sport and recreation activity, including cycling, tennis and Greyhound racing.

4. The Sports Bowl is a significant site that has potential to better support local community sport and recreation needs through improved community use and accessibility.

5. In 2018, the Ōtara-Papatoetoe Local Board funded a sport and recreation needs assessment of the Sports Bowl that identified a list of sport and recreation services for further investigation (OP/2019/145).

6. The assessment also recognised the need for a master plan to consider the long-term future of the park. The local board approved the preparation of a programme of work to support master planning for the medium and long-term future of the Sports Bowl (OP/2019/145).

7. The purpose of the master plan is to identify the long-term development aspirations for the park to guide future decision making.

8. Developing the master plan will consist of two phases; a research phase - identifying principles and future priority uses; and a design phase - drafting the master plan.

9. The master plan will be developed through internal staff resource with funding support from Panuku’s Transform Manukau prorgramme budget.

10. Implementing the master plan will likely require significant investment and optimisation has been identified as a potential funding opportunity.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) approve developing a master plan for Manukau Sports Bowl

b) approve service property optimisation as a potential funding source for implementing the master plan at Manukau Sports Bowl

Horopaki

Context

11. Manukau Sports Bowl is a 21ha park strategically located adjacent to State Highway One and near Manukau City Centre.

12. The Sports Bowl is a local park under the local board’s governance that is within the Transform Manukau programme area. Transform Manukau is a programme led by Panuku to develop a Manukau that will serve future generations.

13. The park provides for a mix of passive and active recreation activities. The main user groups are the Manukau Velodrome, Tennis Auckland and the Auckland Greyhound Racing Club. There are a range of lease arrangements and terms, including the Auckland Greyhound Racing Club lease which is up for renewal in 2022 for a further term of 33 years.

Drivers and triggers for developing a master plan for Manukau Sports Bowl

14. The Sports Bowl is a significant site that has potential to better support local community sport and recreation needs through improved community use and accessibility.

15. Several contributing factors have been identified including a lack of connectivity, poor legibility of the park’s design and the types of sport and recreation services offered.

16. The need to explore opportunities for future redevelopment of the Sports Bowl to improve community use and accessibility has been recognised as a priority action in the Ōtara-Papatoetoe Open Space Network Plan (2018) and the Ōtara-Papatoetoe Local Board Plan (2017). It has also been identified as part of the wider Transform Manukau programme.

17. Acknowledging the drivers for the park’s redevelopment, in 2018 the local board funded a sport and recreation needs assessment. The key findings were received by the local board in September 2019 (OP/2019/145).

18. The needs assessment identified a list of sport and recreation services for further investigation, including indoor courts, a velodrome, athletics track and aquatic provision. Given the significant investment required to deliver these types of facilities, the local board approved investigating the services further to better understand the long-term priority uses (OP/2019/145).

19. The sport and recreation assessment also recognised the need for a master plan to set the future direction for the Sports Bowl. As a visual representation, a master plan helps determine where new and existing facilities should be located and changes in the nature and use of open areas.

20. In September 2019, the local board approved the preparation of a programme of work to support master planning for the medium and long-term future of the Sports Bowl (OP/2019/145).

21. This report outlines the process and timeframes for developing a master plan for the Sports Bowl.

Tātaritanga me ngā tohutohu

Analysis and advice

The process of developing a master plan consists of two phases

22. Developing a master plan consists of two phases; a research phase and a design phase.

23. The research phase for the Manukau Sports Bowl master plan will build on existing information to establish the principles and long-term priority uses for the park. The research phase will include:

· further investigation of the proposed sport and recreation services

· identifying a set of principles for the park to guide the development of the master plan

· identifying the long-term future priority uses of the Sport Bowl

· engaging with mana whenua

· reviewing existing community consultation responses

· engaging with key stakeholders and current users.

24. The design phase will use the information gathered in the research phase to:

· inform drafting of the master plan

· establishing an implementation plan, including staged redevelopment and indicative costs.

· engaging with the community on the draft master plan

Indicative timeframes for developing the master plan are 18 months

25. Indicative timeframes have been established for developing the master plan:

2020-2021

Sept 20

Mar 21

Apr 21

Oct 21

Nov 21

Feb 22

Mar 22

Research phase

Design phase

Consultation on draft master plan

Analysing feedback and amending master plan

Political endorsement of plan

Optimisation has been identified as a potential funding opportunity for implementing the master plan

26. Optimisation has the potential to provide funding capacity for implementing the master plan. Service property optimisation is a policy tool that aims to deliver improved community outcomes with no impact on rates. The aim is to release value from underperforming assets, through selling development rights or land, to reinvest in improved service delivery.

27. An open space provision assessment completed for the area identified an over provision of open space. This presents the opportunity to consider selling some land to reinvest in the redevelopment of the Sports Bowl. The master plan will help define the optimisation opportunities, identifying the optimal space and layout requirements for the Sports Bowl.

28. Panuku will lead the optimisation workstream and undertake any Reserves Act 1977 processes related to the sale of reserve land. We will work closely with Panuku to ensure that the optimisation opportunities identified and the master plan appropriately align.

29. The local board has the decision-making delegation on whether to proceed with optimisation. Optimisation opportunities will be reported back to the board including details around what area of land could be considered, where the land is located and the expected proceeds of sale for reinvestment into the Sports Bowl.

Tauākī whakaaweawe āhuarangi

Climate impact statement

30. The recommendations in this report have no climate impact. Climate impacts will be assessed in future work on the master plan and will be aligned with council’s Climate Action Plan.

31. The master plan implementation, design and development will include consideration of aspects such as water sensitive design, use of sustainable and ethical products, use of healthy products and construction waste.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

32. Manukau Sports Bowl sits within the Transform Manukau programme area which is led by Panuku. The development of the master plan will be a council led project within the wider Transform Manukau programme. Council staff will work with Panuku to ensure that the master plan aligns with the other Transform Manukau programme activity.

33. Staff from various council departments will provide input throughout this project. including Parks Sport and Recreation, Community Facilities, Local Board Services and Service Strategy and Integration. Additional resource from other council departments such as communication and engagement, legal and landscape architecture will input as required.

34. The roles and responsibilities have been outlined in Table 1 below.

Table 1: Roles and responsibilities for developing the master plan

Team within wider council group	Responsibilities
Service, Strategy and Integration	Lead the development of the master plan
Strategic Asset Optimisation Team, Panuku	Investigation into optimisation potential
Priority Location Direction and Strategic Projects Team, Panuku	Provide oversight from a Transform Manukau perspective to ensure alignment with the wider programme
Parks, Sport and Recreation	Input into the development of the master plan
Community facilities	Input into the development of the master plan
Local board services	Brokering access and advice between the local board and staff

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

Local impacts and local board views

35. Understanding that specific questions regarding the Sports Bowl and its future have been asked of the community already, our engagement approach is to use the existing material gathered rather than re-engage with the wider community in the first instance. If it is found through the research phase that wider community engagement is required, then this will be undertaken accordingly, and project timeframes will be extended. Community engagement will be undertaken once a draft plan has been developed.

36. The existing lessees and clubs operating in the park will be involved in the development of the master plan. These include the Manukau Velodrome, Tennis Auckland, The Roots Creative Entrepreneurs and the Auckland Greyhound Racing Club.

37. Staff discussed the process and timeframes for preparing a master plan for Manukau Sports Bowl at a local board workshop in August 2020. The local board supported the preparation of a master plan for the park.

38. The local board will be involved in the development of the master plan through feedback and input at workshops. All formal decisions regarding the project will be taken to the local board at its business meetings. The board will also receive project updates through quarterly reporting.

Tauākī whakaaweawe Māori

Māori impact statement

39. Sport and leisure contribute to outcomes under three directions in the Māori Plan for Tāmaki Makaurau (2017). The plan, published by the Independent Māori Statutory Board (IMSB), provides a framework to Auckland Council for implementing desired cultural, economic, environmental and social outcomes for Māori:

· Direction – Whanaungatanga: social outcome, Māori communities are connected and safe; action, wellbeing of tamariki through provision of facilities and services such as libraries, community centres, swimming pools

· Direction – Manaakitanga: social outcome, Māori enjoy a high quality of life

· Direction – Wairuatanga: social outcome, Māori social institutions and networks thrive

40. If implemented the master plan has the potential to positively impact on Māori in the community by improving access to sport and recreation facilities.

41. Mana whenua will be engaged throughout the development of the master plan.

Ngā ritenga ā-pūtea

Financial implications

Resources are available to develop the master plan for Manukau Sports Bowl

42. Council staff time required to develop the master plan is possible within existing staff resource in the 2020/2021 financial year.

43. Any costs incurred throughout the master plan process will be covered by Panuku. Panuku has allocated approximately $80k Opex to develop the master plan.

44. The local board has not allocated any LDI Opex for developing the master plan in the 2020/2021 financial year.

Implementing the master plan is subject to the availability of funding

45. The master plan will include an implementation plan that will consider staging development and estimated investment requirements.

46. Panuku has identified approximately $15m CAPEX for implementation of the master plan at the Sports Bowl using Transform Manukau reinvestment. This investment funding will be subject to Panuku Board approval of an indicative business case on the completion of the master plan.

47. Panuku will investigate optimisation as a potential funding source alongside staff who are developing the master plan as outlined in paragraphs 26-29

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

48. The following table outlines the risks and mitigation associated with the recommendations in this report.

Table 2: Risks and mitigations

Risks	Mitigations
The opportunity to receive the Transform Manukau investment may be missed if the time required to deliver the master plan does not align with the Transform Manukau programme.	Ensure project planning and timeframes are reviewed regularly to align with the wider Transform Manukau programme.
Optimisation relies on viable market conditions and may not be a viable funding mechanism	Work with Panuku to understand sensitivity of commercial viability throughout options development.
The potential to raise community expectations through the development of a master plan.	Any engagement on the master plan will need to clearly communicate the timeframes and phasing for the Manukau Sports Bowl redevelopment.
The delivery of the master plan within the proposed timeframes will be dependent on staff resourcing and Panuku funding.	Ensure resourcing and funding arrangements are reviewed regularly with Panuku to ensure delivery is achievable within the timeframes.
The master plan and development of the park could be constrained by existing lease arrangements.	An implementation plan will be developed as part of the master plan to understand how staged development can be used to mitigate any constraints.
Lack of agreement and buy in from the existing lessees on the direction and development of the master plan.	Work closely with existing lessees to ensure they are involved in the development of the master plan.

Ngā koringa ā-muri

Next steps

49. Staff to initiate the project and to undertake the first phase of the research for developing the master plan including:

· reviewing existing community consultation responses on the Sports Bowl

· investigating further the proposed sport and recreation services

· engaging with mana whenua and key stakeholders.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Helaina Farthing - Service and Asset Planner

Authorisers

Justine Haves - General Manager Service Strategy and Integration

Victoria Villaraza - Relationship Manager, Mangere-Otahuhu and Otara-Papatoetoe Local Boards

Ōtara-Papatoetoe Local Board

15 September 2020

Project Streetscapes: Weed Management report

File No.: CP2020/12810

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 Ōtara-Papatoetoe 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
a) Synthetic herbicide, e.g. glyphosate	b) $783	c) $3,958,000
d) Combination of plant-based and synthetic herbicide	e) $1293 f)	g) $6,536,115
h) Plant-based herbicide, e.g. biosafe	i) $2265	j) $11,499,575
k) Thermal technology steam/hot water	l) $3485	m) $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	65
b ⇩	Local board feedback on weed management impact priorities	83
c ⇩	Weed control methodology table	87

Ngā kaihaina

Signatories

Authors

Jenny Gargiulo, Principal Environmental Specialist, Community Facilities

Authorisers

Rod Sheridan - General Manager Community Facilities

Louise Mason - GM Local Board Services

Victoria Villaraza - Relationship Manager, Mangere-Otahuhu and Otara-Papatoetoe Local Boards

Ōtara-Papatoetoe Local Board

15 September 2020

Approval of the Ōtara-Papatoetoe Local Board Youth Connections work programme 2020/2021

File No.: CP2020/11174

Te take mō te pūrongo

Purpose of the report

1. To approve the Ōtara-Papatoetoe Local Board Youth Connections work programme 2020/2021 with carry forward from 2019/20 Youth Connections funding, deferred from the 18 August 2020 business meeting. Resolution OP/2020/112b).

Whakarāpopototanga matua

Executive summary

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

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

· Empowered, inclusive and prosperous communities

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

5. The Ōtara-Papatoetoe Local Board (local board) provided feedback to staff on the projects it would like to use the carry forward funds in a series of workshops. The board indicated its support for the following projects, with budgets as listed below:

· Demand led training for employment - $25,000

· Entrepreneurial pathways - $20,000

· NEETs prevention – 6,500

6. The proposed work programme has a total value of $51,500, which can be funded with the carry forward board’s draft locally driven initiatives (LDI) budget for the 2019/2020 financial year.

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

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) approve the Youth Connections work programme 2020/2021 using the carry forward from 2019/20 (Attachment A to the agenda report).

Horopaki

Context

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

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

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

11. Since there was a carry forward available to deliver Youth Connections outcomes, the board decided to not allocate any new Youth Connections funding for 2019/20 and carry forward the Youth Connections funding from 2019/20 into 2020/21 financial year.

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

· Empowered, inclusive and prosperous communities

Tātaritanga me ngā tohutohu

Analysis and advice

13. The Corporate and Local Board Performance team have identified projects from the Ōtara-Papatoetoe Local Board locally driven initiatives (LDI) operational budget 2019/2020 where there was an agreed scope and cost which were not been delivered. These projects total $51,500.

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

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

Activity name	Budget
Demand led training for employment	$25,000
Entrepreneurial pathways	$20,000
NEETs prevention	$6,500

15. TSI has delivered two demand led workforce development programmes in South Auckland area in 2019/20, which has been very successful in getting young people into quality employment. These two programmes have resulted in over 75% of the young people securing quality employment outcomes and the others pursuing educational pathways. All young people who took part in these programmes have clear goals set and are working towards them.

16. Post COVID-19, there is a need to look at the employment preparation programme with the input from the employers. TSI is organized a workshop (two-part workshop) on Wednesday, 5 August from 1 pm to 3.30 pm and has another workshop this week Wednesday, 12 August from 1 pm to 3.30 pm at Manukau Civic Council building. This will be to bring employers from various sectors, young people, community groups and one elected member from each of the southern local boards. This will help to develop an employment preparation programme that Youth Connections can support to deliver using the local groups. Idea is to understand the needs, challenges, and opportunities for each group to find a solution in terms of appropriate training for young people to get them into quality employment. This will help to shape the demand led workforce development post COVICD-19 that TSI is wanting to get going across South Auckland.

17. If the above way of workshop works well, TSI will hold another similar workshop for the entrepreneurial space. TSI will involve ATEED and YEP to make sure that this support is effective and directed to the gap that exists in this eco system. As TSI understands from talking to the local communities and local schools, there is not enough support available for enterprise support for young people. Some of the young people specially after COVID-19 will find it hard to get into traditional employment and this might be a good time to consider other alternative income earning potentials that can be supported and which will keep the young people engaged.

18. TSI has worked with KidsCoins to a develop the Three Bags Full (3BF) programme at the Papakura High School in 2018/19 which was successful in keeping students engaged at school, provide exposure to technology and how to use technology for employment and it also gave a solid understanding of financial literacy. In 2019/20 KidsCoin received further funding from Foundation North to develop the version two of this programme which is a lot more comprehensive and it can help to gain credits towards NCEA. This new version is being delivered currently. This programme can not only help with digital technology learning that can help to earn some money while studying, it also will teach financial literacy. KidsCoin is looking to support a young person and their whanau with digital technology and financial literacy and will like to give the young people living waged paid work for a period. Cost for this programme is $6,500 per whanau.

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

23. The activities in the proposed work programme align with the Ōtara-Papatoetoe Local Board Plan 2017 outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

24. Table 2 outlines the activities in the 2019/2020 work programme that contribute towards the delivery of specific Māori outcomes.

Table 2: Māori impact assessment of proposed activities

Activity name	Māori impact
Demand led training for employment	Will be assisting rangatahi to train and get into quality employment opportunities.
Enterprise pathways	Opportunity for rangatahi to learn enterprise skills and attach to local economy.
NEETs prevention	Will assist rangatahi to be engaged in employment and training activities.

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

Ngā ritenga ā-pūtea

Financial implications

26. The proposed Youth Connections work programme budget for 2020/2021 is $0 of the boards locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total draft budget for 2020/2021.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

Table 3: Significant risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Demand led training for employment	COVID-19 effects on being able to deliver the training and employment opportunities.	Some training can be provided online, and the young people can be kept engaged. Employment outcomes may still be affected.	medium
Enterprise pathways	COVID-19 effects on being able to deliver the training and employment opportunities.	Online training and online trading can take place. Depending on the availability of device and connection.	low
NEETs prevention	COVID-19 effects on being able to deliver the training and employment opportunities.	Online training and mahi can be done, long as the initial workshops are held.	Low

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

Ngā koringa ā-muri

Next steps

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Youth Connections work programme 2020/2021	99

Ngā kaihaina

Signatories

Authors

Dhaya Haran, Specialist Advisor – Youth Employment

Authorisers

Sue Travaglia, Manager – Shared Prosperity, The Southern Initiative

Victoria Villaraza - Relationship Manager, Mangere-Otahuhu and Otara-Papatoetoe Local Boards

Ōtara-Papatoetoe Local Board

15 September 2020

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

File No.: CP2020/12587

Te take mō te pūrongo

Purpose of the report

1. To provide the Ōtara-Papatoetoe 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 Ōtara-Papatoetoe 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. 101 activities within the agreed work programmes were delivered including multi-year projects that have progressed as expected. 46 activities were undelivered, cancelled, put on hold or deferred.

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

· Build capacity, community-led response to alcohol licensing and advertising (WP124): Successful application withdrawal of new off-licence liquor store.

· Neat Streets Papatoetoe (WP488): Successful Neat Streets event delivered during COVID-19 restriction period.

· Little India Promotion (WP1303): Launch of the digital visitors’ programme including offering on all major social media platforms and mobile apps.

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

· Clean, Safe and attractive town centres programme (WP123): This programme was not fully delivered due to unsatisfactory accountability reporting. Some of the funding will be carried forward into the new financial year ($50,000) the rest will be absorbed as savings.

· Capacity Building for Seniors (WP127): Due to COVID-19 programmes have been partially completed. Staff have worked with several community partners to process funding agreements during the lockdown period.

· Youth Connections (WP131): The disestablishment of the Local Governance Group (LGG) has resulted in a funding carried forward to FY2020/2021.

· The following work programmes were cancelled due to COVID-19 lockdown restrictions:

o Anzac Ceremony (WP283)

o Local civic events (WP284)

o Local Citizenship Events (WP282)

7. Budgets of unfinished activities have been carried forward into 2020/2021 work programmes.

8. 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 Ōtara-Papatoetoe 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 October 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.

e) request staff to work closely with our community partners to ensure that funds not spent as a result of COVID-19 restrictions can be repurposed, if needed, for COVID-19 community recovery programmes.

Horopaki

Context

9. The Ōtara-Papatoetoe Local Board has an approved 2019/2020 work programme for the following operating departments:

· Arts, Community and Events;

· Parks, Sport and Recreation;

· Libraries;

· Community Services: Service, Strategy and Integration;

· Community Facilities: Build Maintain Renew;

· Community Leases;

· Infrastructure and Environmental Services;

· ATEED;

· The Southern Initiative.

10. 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, are not captured in this graph.

Graph 1: work programme activities by outcome

11. 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.

12. 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.

13. 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.

14. 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

Local Board Work Programme Snapshot

15. 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

16. The graph below shows the activity status of activities which shows the stage of the activity in each departments the 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

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

· Build capacity, community-led response to alcohol licensing and advertising (WP124): Following opposition from the community, Police and Medical Officers an application for a new off-licence liquor store (Flat Bush Liquor,62 Ormiston Road, Flat Bush) was withdrawn.

· Neat Streets Papatoetoe (WP488): The final Neat Streets event took place on Ashlynne Avenue in Papatoetoe on 20 June 2020. The event was adapted to be smaller than previous events due to COVID-19 restrictions, but still provided an opportunity for residents to drop off inorganic waste, metal and e-waste. Across the year, three Neat Streets events were held in Papatoetoe, with 179 households attending and 25,510 kg of landfill waste was collected, along with over 2,000 kilograms of e-waste, and 21 bikes were repaired.

· Little India Promotion (WP1303): Launch of the digital visitors’ programme including offering on all major social media platforms and mobile apps.

Overview of work programme performance by department

Arts, Community and Events work programme

18. In the Arts, Community and Events work programme, there are 18 activities that were completed by the end of the year or will be by end of July 2020 (green), 2 activities that are in progress but are delayed (amber), 1 activities that are significantly delayed, on hold or not delivered (red) and 5 activities that have been cancelled and deferred in quarter four (grey). Activities with significant impact other than COVID-19 are discussed below:

Table 1: Arts, Community and Events activities with significant impact other than COVID-19

Activity name	WPID	RAG status	Activity status	Explanation and mitigation
Capacity-Building for seniors in Ōtara-Papatoetoe	127	Amber	In progress	Covid-19 changed the internal conditions for issuing grants (there were strict criteria staff had to adhere to under the emergency response conditions). The capacity of community partners was different during Q4 and the Covid-19 environment impacted what could be achieved in community settings. Despite these internal and external constraints, two funding agreements were issued in Q4, in response to the needs of older people - $10,000 to Haumaru Housing and $20,000 to Independent Living Services. In Q4 Sistema were able to re-instate performances to Haumaru Housing residents under alert level 1 of the Covid-19 framework. These performances had been deferred in Q3 due to alert level 4 lockdown.
Clean, safe and attractive town centres programme	123	Amber	In progress	Funds were not distributed to all business associations within the local board area due to unsatisfactory accountability report. Staff have carried forward $50,000 from these funds to progress recovery and implementation plans for the Otara and Papatoetoe Mainstreet Business Associations
Respond to Māori aspirations - Māori responsiveness	130	Amber	In progress
Citizenship Ceremonies - Ōtara-Papatoetoe	282	Grey	Cancelled	Unable to deliver workshops due to COVID-19 restrictions
Anzac Services - Otara-Papatoetoe	283	Grey	Cancelled	Unable to deliver workshops due to COVID-19 restrictions
Local Civic Events - Otara-Papatoetoe	284	Grey	Cancelled	Unable to deliver workshops due to COVID-19 restrictions
Event Partnership Fund - Ōtara-Papatoetoe (Empowered Events Workshops)	280	Grey	Cancelled	Unable to deliver workshops due to COVID-19 restrictions
Business Plan Initiatives - Fresh Gallery Otara	704	Grey	Deferred	Programme delayed due to COVID-19, Scope to be adjusted to leverage work being done in the Otara Town Centre

Parks, Sport and Recreation work programme

19. In the Parks, Sport and Recreation work programme, there are 7 activities that were completed by the end of the year or will be by end of July 2020 (green), 8 activities that are in progress but are delayed (amber), no activities that are significantly delayed, on hold or not delivered (red) and no activities that have been cancelled and deferred in quarter four (grey). Activities with significant impact other than COVID-19 are discussed below:

Table 2: Parks, Sport and Recreation activities with significant impact other than COVID-19

Activity name	WPID	RAG status	Activity status	Explanation and mitigation
Te Kete Rukuruku	365	Amber	In progress	Due to COVID-19 there are delays for decision-making and slowing of the gifting process. Gifted names from mana whenua are expected to be received in September 2020. Bilingual signage design underway.
Otara Pool and Leisure Centre: Operations	407	Amber	In progress	Delivery impacted due to COVID-19 restrictions
Papatoetoe Centennial Pool: Operations	408	Amber	In progress	Delivery impacted due to COVID-19 restrictions
Allan Brewster Leisure Centre: Operations	409	Amber	In progress	Delivery impacted due to COVID-19 restrictions
Urban Forest (Ngahere) Strategy	452	Amber	In progress	Development work on the 10-year Ngahere Action Plan was delayed due to COVID-19 restrictions.
OP: Learn to Ride (cycle) programme	1172	Amber	In progress	Papatoetoe East Primary School was postponed from 6-9 April, due to COVID-19 but has been re-scheduled and confirmed for delivery between 3-6 August 2020. Yendarra School had a proposed date of 18-20 May which wasn’t confirmed before COVID-19-19 Lockdown. In Term 2, delivery of the Learn to Ride Programme stopped when schools closed on 25 March. There was no delivery in Q4. Schools were contacted to reschedule delivery, starting in Term 3, which started on 20 July. The schools were hesitant to commit to delivery prior to 20 July as they were focused on resettling children after lockdown.
Stadium Reserve service assessment	1259	Amber	In progress	Delays in planning and approval due to COVID-19 lockdown. The board endorsed the Stadium Reserve service assessment outcomes presented at a May workshop. These outcomes will inform masterplan preparation for the park which forms part of the Panuku-led Unlock Old Papatoetoe regeneration programme. A report seeking formal approval of the service outcomes.
Puhinui Reserve service assessment	3223	Amber	In progress	Delays in planning and approval due to COVID-19 lockdown. The hui planned for Q4 2019/2020 was deferred and will now take place in Q1 2020/2021

Libraries work programme

20. In the Libraries work programme, there are 6 activities that were completed by the end of the year or will be by end of July 2019 (green), 2 activities that are in progress but are delayed (amber), no activities that are significantly delayed, on hold or not delivered (red) and no activities that have been cancelled and deferred in quarter four (grey). Activities with significant impact other than COVID-19 are discussed below:

Table 3: Libraries activities with significant impact other than COVID-19

Activity name

WPID

RAG status

Activity status

Explanation and mitigation

Support customer and community connection and Celebrate cultural diversity - Ōtara-Papatoetoe

1005

Amber

Discontinued

Not all of the programme has been completed, on track in Q1-3 but could not be delivered in Q4 due to COVID-19 restrictions

Student internship programme

1006

Amber

In progress

Programme was impacted by COVID-19 lockdown and ongoing level restrictions.

Service Strategy and Integration work programme

21. In the Service Strategy and Integration work programme, no activities were completed by the end of the year or will be by end of July 2020 (green), 1 activity is on hold (amber), there are no activities that are significantly delayed, or not delivered (red) and no activities that have been cancelled and deferred in quarter four (grey). Activities with significant impact other than COVID-19 are discussed below:

Table 4: Service Strategy and Integration activities with significant impact other than COVID-19

Activity name

WPID

RAG status

Activity status

Explanation and mitigation

Investigate community need and demand in Papatoetoe recognising current provision and anticipated growth.

1227

Amber

On hold

Project on hold in Q4 due to COVID-19 and the Emergency Budget but expected to proceed in FY21 Q1 Background work for community needs assessment completed pending Emergency Budget 2020/2021 decisions to commence consultant engagement.

Community Facilities: Build Maintain Renew work programme

22. In the Community Facilities: Build Maintain Renew work programme, there are 43 activities that were completed by the end of the year or will be by end of July 2020 (green), 7 activities that are in progress but are delayed (amber), no activities that are significantly delayed, on hold or not delivered (red) and 12 activities that have been cancelled and deferred in quarter four (grey). Activities with significant impact other than COVID-19 are discussed below:

Table 5: Community Facilities activities with significant impact other than COVID-19

Activity name	WPID	RAG status	Activity status	Explanation and mitigation
Te Puke o Tara Sports Park - develop change rooms	2071	Amber	In progress	Concept design to be workshopped with the board in Q1 FY2020/21
Allan Brewster Recreation Centre - comprehensive renewal	2149	Amber	In progress	Works have started but are behind original timeline.
Otara-Papatoetoe - renew car parks and roading FY18+	2207	Grey	Deferred	As result of the Emergency Budget this programme has been deferred.
Otara-Papatoetoe - renew park access FY18+	2210	Amber	In progress	Project behind original timeline, estimated to be completed end of Q1 FY2020/21
Otara-Papatoetoe - investigate options for sports lighting and sport field upgrades	2470	Grey	Deferred	Growth funding aspect of this project has been affected by the Emergency Budget. The programme has been pushed out to outer years.
Cambria House - renew homestead heritage chimney	2589	Grey	Cancelled	Considering the budget constraints caused by COVID-19 this project is a low priority.
Otara Business Hub - replace roof stage 2	2735	Grey	Cancelled	This project record is no longer required. Stage 2 will be delivered under the WPID 2206
Otara-Papatoetoe - renew park furniture FY20+	2762	Grey	Deferred	Due to budget constrains the project is now deferred to FY23 Next steps: Re-assess and pricing the work
Manukau and South Research Centre Library - furniture, fittings and equipment renewal	2863	Grey	Deferred	Project is being deferred due to the budgetary impacts of the COVID-19 Emergency Budget
Whitley No:2 Reserve (Coopers) - Renew court(s) and playgrounds	2890	Grey	Merged	This programme has been merged with WPID 2889
Cambria House (Park Homestead) - Investigate building criticality	2932	Grey	Deferred	Project is being deferred due to the budgetary impacts of the COVID-19 Emergency Budget
Otara-Papatoetoe - Auckland Urban Forest (Ngahere) Strategy 2019-2020 Planting Plan	3056	Grey	Deferred	Project is being deferred due to the budgetary impacts of the COVID-19 Emergency Budget
Ferguson Oaks Reserve - maintain Christmas lights	3057	Amber	In progress	This activity line will be cancelled in then new financial year. This activity will now be delivered through the ABS maintenance budget.
Papatoetoe RSA (22 Wallace Road) - maintain Christmas lights	3058	Amber	In progress	This activity line will be cancelled in then new financial year. This activity will now be delivered through the ABS maintenance budget.
Otara Town Centre - install LED Christmas lights	3065	Grey	Deferred	Project is being deferred due to the budgetary impacts of the COVID-19 Emergency Budget
Kohuora Park - renew toilet and changing rooms	3066	Grey	Deferred	Project is being deferred due to the budgetary impacts of the COVID-19 Emergency Budget
Ōtara-Papatoetoe -LDI minor capex fund FY20	3211	Amber	On hold	As a result of COVID-19 the funding has been deferred to 2022
Otara-Papatoetoe - install CCTV cameras	3272	Grey	Deferred	Project is being deferred due to the budgetary impacts of the COVID-19 Emergency Budget
Colin Dale Park Development - undertake landowner’s works (Stage 2)	3804	Amber	In progress	Pending financial review remaining physical works have been suspended. Lack of utilities and platform development will impact park users and lease holders. First phase car park project now complete. Kart and radio control area preliminary design complete. Design for road access and additional car park bays underway. Local board are requesting a workshop to discuss the future plans for Colin Dale Park.

Community Leases work programme

23. In the Community Leases work programme, there are 16 activities that were completed by the end of the year or will be by end of July 2020 (green), 2 activities that are in progress but are delayed (amber), 1 activities that are significantly delayed, on hold or not delivered (red) and 2 activities that have been cancelled and deferred in quarter four (grey). Activities with significant impact other than COVID-19 are discussed below:

Table 6: Community Leases activities with significant impact other than COVID-19

Activity name	WPID	RAG status	Activity status	Explanation and mitigation
100R Otara Road, Otara: Lease to Ngati Otara Marae Society Incorporated	3421	Amber	Completed	This lease was passed at the July 8^th, 2020 Business meeting.
35 St George Street, Papatoetoe, Papatoetoe Chambers: new tenants	3428	Amber	Deferred	Lease application to be reviewed by the local board.
95R Ōtara Road, Ōtara:The Otara Rugby League Football Club Incorporated	3446	Grey	Deferred	This lease will progress closer to the completion of the physical works at Ngāti Ōtara Park
24R York Road, Papatoetoe: The Scout Association of NZ (Puhinui)	3456	Grey	Deferred	Application due from group wishing to purchase the building, deferred to 2020/2021.
244R East Tamaki Road, Ōtara: Lease to East Tamaki Bowling Club Incorporated	3410	Red	Deferred	The local board have requested that a needs assessment be done for East Tamaki Reserve, including the bowling club. This work will need to be scheduled by the Parks, Sport and Recreation team in a future annual work programme.

Infrastructure and Environment Services work programme

24. In the Infrastructure and Environment Services work programme, there are 10 activities that were completed by the end of the year or will be by end of July 2020 (green), 1 activities that are in progress but are delayed (amber), no activities that are significantly delayed, on hold or not delivered (red) and no activities that have been cancelled and deferred in quarter four (grey). Activities with significant impact other than COVID-19 are discussed below:

Table 7: Infrastructure and Environment Services activities with significant impact other than COVID-19

Activity name

WPID

RAG status

Activity status

Explanation and mitigation

Manukau Harbour Forum- Ōtara-Papatoetoe

875

Amber

In Progress

The full amount of unspent budget has been approved to be carried forward to the 2020/2021 financial year. The project coordinator role will continue through July and August 2020, funded by this carry-forward budget.

ATEED work programme

25. In the ATEED work programme, there are 3 activities that were completed by the end of the year or will be by end of July 2020 (green), no activities that are in progress but are delayed (amber), no activities that are significantly delayed, on hold or not delivered (red) and 1 activity that has been cancelled and deferred in quarter four (grey). Activities with significant impact other than COVID-19 are discussed below:

Table 8: ATEED activities with significant impact other than COVID-19

Activity name	WPID	RAG status	Activity status	Explanation and mitigation
Business Sustainability Follow- Up programme	1261	Grey	Cancelled	The programme was launched in mid-March. However, COVID-19 disrupted the delivery of the programme.

The Southern Initiative

26. In the Southern Initiative work programme, there were no activities that were completed by the end of the year or will be by end of July 2020 (green), 1 activity that is in progress but are delayed (amber), no activities that are significantly delayed, on hold or not delivered (red) and 1 activities that have been cancelled and deferred in quarter four (grey). Activities with significant impact other than COVID-19 are discussed below:

Table 9: The Southern Initiative / The West Initiative activities with significant impact other than COVID-19

Activity name

WPID

RAG status

Activity status

Explanation and mitigation

Youth Connections- Ōtara-Papatoetoe

131

Amber

In progress

The disestablishment of the Local Governance Group (LGG) has resulted in a funding carried forward to FY2020/2021.

Deferred activities

27. 2019/2020 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 were not been delivered. These have been added to the work programme to be delivered in 2020/2021.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

29. 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

30. This report informs the Ōtara-Papatoetoe 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

31. Maori specific outcomes were severely impacted due to COVID-19, these programmes include:

· Te Kete Rukuruku programme

· Ngahere Stratergy

· Regular Library programmes (Whakatipu i te reo Māori)

Ngā ritenga ā-pūtea

Financial implications

32. This report is provided to enable the Ōtara-Papatoetoe 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

33. Auckland Council (Council) currently has a number of bonds quoted on the NZ Stock Exchange (NZX). As a result, the 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 October. 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

34. 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

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

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

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

38. 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 ⇩	Ōtara-Papatoetoe Q4_Attachment A WP Update	149
b ⇩	OPLB LB Q4 Financial Report Attachment B June 2020 - Confidential

Ngā kaihaina

Signatories

Authors	Albert Scott - Local Board Advisor
Authorisers	Victoria Villaraza - Relationship Manager, Mangere-Otahuhu and Otara-Papatoetoe Local Boards

Ōtara-Papatoetoe Local Board

15 September 2020

Local Board Annual Report 2019/2020

File No.: CP2020/12324

Te take mō te pūrongo

Purpose of the report

1. To seek local board adoption of the 2019/2020 Annual Report for the Ōtara-Papatoetoe 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 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 Ōtara-Papatoetoe Local Board:

a) adopt the 2019/2020 Ōtara-Papatoetoe 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 Ōtara-Papatoetoe Local Board Annual Report (refer to Attachment A to the agenda report) 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 story 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 Ōtara-Papatoetoe Local Board Annual Report - Confidential

Ngā kaihaina

Signatories

Authors

Faithe Smith – Lead Financial Advisor

David Rose - Lead Financial Advisor

Authorisers

David Gurney - Manager Corporate & Local Board Performance

Kevin Ramsay - Acting Group Chief Financial Officer

Victoria Villaraza - Relationship Manager, Mangere-Otahuhu and Otara-Papatoetoe Local Boards

[1] Waitākere Ranges Strategic Weed Management Plan 2015

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

[4] Streetscapes Specifications - 19 March 2019_

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

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

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

[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).

[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.

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

[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.

Chairperson	Lotu Fuli
Deputy Chairperson	Dr Ashraf Choudhary, QSO, JP
Members	Apulu Reece Autagavaia
	Dr Ofa Dewes
	Swanie Nelson
	Ross Robertson, QSO, JP
	Dawn Trenberth

Authors	Carol McGarry - Democracy Advisor Otara-Papatoetoe
Authorisers