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

 

Date:

Time:

Venue:

 

Wednesday, 23 September 2020

4.30pm

Via Skype for Business. Either a recording or written summary will be uploaded on the Auckland Council website.

 

Papakura Local Board

 

OPEN AGENDA

 

 

 

 

MEMBERSHIP

 

Chairperson

Brent Catchpole

Deputy Chairperson

Jan Robinson

Members

Felicity Auva'a

 

George Hawkins

 

Keven Mealamu

 

Sue Smurthwaite

 

(Quorum 3 members)

 

 

 

Paula Brooke

Democracy Advisor

 

17 September 2020

 

Contact Telephone: 021 715 279

Email: Paula.Brooke@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

 

 


 

 


Papakura Local Board

23 September 2020

 

 

ITEM   TABLE OF CONTENTS                                                                                         PAGE

1          Welcome                                                                                                                         5

2          Apologies                                                                                                                        5

3          Declaration of Interest                                                                                                   5

4          Confirmation of Minutes                                                                                               5

5          Leave of Absence                                                                                                          5

6          Acknowledgements                                                                                                       5

7          Petitions                                                                                                                          5

8          Deputations                                                                                                                    5

8.1     Deputation - Kristian Eek                                                                                    5

9          Public Forum                                                                                                                  6

10        Extraordinary Business                                                                                                6

11        Governing Body Member's Update                                                                              7

12        Chairperson's Update                                                                                                   9

13        Auckland Transport September 2020 report to the Papakura Local Board         11

14        Approval of the Prince Edward Sports Park and Drury Sports Complex Master Plans                                                                                                                                        21

15        Papakura Local Board Grants Round One and Multi-Board Grants Round One 2020/2021, grant allocations                                                                                       31

16        Approval for a new private road name at 25-31 Porchester Road, Papakura      45

17        Papakura City Football Club Inc - Community Loan & Variation to Lease           51

18        Project Streetscapes: Weed Management                                                                55

19        Additions to the Papakura Local Board Key Stakeholder Liaison Roles 2019-2022 Triennium list                                                                                                               95

20        Papakura Local Board Achievements Register 2019-2022 Political Term            99

21        Papakura Local Board Governance Forward Work Calendar - September 2020 107

22        Papakura Local Board Workshop Records                                                            115

23        Auckland Council’s Year End and Quarterly Performance Report: Papakura Local Board for quarter four 2019/2020                                                                             127

24        Local Board Annual Report 2019/2020                                                                    157  

25        Consideration of Extraordinary Items 

PUBLIC EXCLUDED

26        Procedural Motion to Exclude the Public                                                               161

23        Auckland Council’s Year End and Quarterly Performance Report: Papakura Local Board for quarter four 2019/2020

b.      Papakura Local Board Financial Performance Report for Quarter Four   161

24        Local Board Annual Report 2019/2020

a.      Draft 2019/2020 Papakura Local Board Annual Report CONFIDENTIAL   161

C1       Statement of proposal for a new Navigation Safety Bylaw                                  161  

 


1          Welcome

 

A board memebr will lead the meeting in prayer.

 

2          Apologies

 

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

 

3          Declaration of Interest

 

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

 

4          Confirmation of Minutes

 

That the Papakura Local Board:

a)         confirm the ordinary minutes of its meeting held on Wednesday 26 August 2020, as  true and correct.

 

 

5          Leave of Absence

 

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

 

6          Acknowledgements

 

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

 

7          Petitions

 

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

 

8          Deputations

 

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

 

8.1       Deputation - Kristian Eek

Te take mō te pūrongo

Purpose of the report

1.   Kristian Eek, Producer/Production Manager, representing the New Zealand Advertising Producers Group would like to talk to the board about fostering better relationships between the screen industry and local stakeholders.

 

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

a)      thank Kristian Eek for his attendance.

 

 

 

9          Public Forum

 

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

 

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

 

10        Extraordinary Business

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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


Papakura Local Board

23 September 2020

 

 

Governing Body Member's Update

File No.: CP2020/12572

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide an opportunity for the Manurewa and Papakura ward councillors to update the board on Governing Body issues they have been involved with since the previous meeting.

Whakarāpopototanga matua

Executive summary

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

 

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

a)      receive Councillor Angela Dalton and Councillor Daniel Newman’s updates.

 

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.      

Ngā kaihaina

Signatories

Author

Paula Brooke  - Democracy Advisor

Authoriser

Manoj Ragupathy - Relationship Manager Manurewa & Papakura

 


Papakura Local Board

23 September 2020

 

 

Chairperson's Update

File No.: CP2020/12573

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide an opportunity for the Papakura Local Board Chairperson to update the local board on issues he has been involved in over the past month.

 

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

a)      receive the verbal report from the Papakura Local Board Chairperson.

 

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.     

Ngā kaihaina

Signatories

Author

Paula Brooke  - Democracy Advisor

Authoriser

Manoj Ragupathy - Relationship Manager Manurewa & Papakura

 


Papakura Local Board

23 September 2020

 

 

Auckland Transport September 2020 report to the Papakura Local Board

File No.: CP2020/12575

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       Each month, Auckland Transport provides an update to the Papakura Local Board on transport-related matters, relevant consultations in its area, Local Board Transport Capital Fund (LBTCF) projects and decisions of Auckland Transport’s Traffic Control Committee.

2.       The Auckland Transport September 2020 update report is attached to this report.

 

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

a)      receive the Auckland Transport September 2020 monthly update report as provided in Attachment A to this report.

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Auckland Transport September 2020 report to the Papakura Local Board

13

     

Ngā kaihaina

Signatories

Author

Paula Brooke  - Democracy Advisor

Authoriser

Manoj Ragupathy - Relationship Manager Manurewa & Papakura

 


Papakura Local Board

23 September 2020

 

 


 


 


 


 


 


 


Papakura Local Board

23 September 2020

 

 

Approval of the Prince Edward Sports Park and Drury Sports Complex Master Plans

File No.: CP2020/11914

 

  

 

Te take mō te pūrongo

Purpose of the report

 

1.       To seek approval from the Papakura Local Board for both the Prince Edward Sports Park and Drury Sports Complex Master plans.

Whakarāpopototanga matua

Executive summary

 

2.       The Papakura Local Board adopted the Papakura Local Board Sports Needs Assessment in June 2018. The purpose of the needs assessment is to provide local strategic guidance for investment into facility development projects and the sharing of resources across the local board area.

3.       During workshops with the local board on 13 February and 10 April 2019, the following two projects were recommended for funding in the 2019/2020 financial year:

a)    To complete a master plan for the Drury Sports Complex. Completing a master plan would enable the sports groups based at the park to progress with planning the facilities that would be club owned. In preparing, the document a landscape plan developed by the community was reviewed, and user groups and potential user groups were consulted.

b)    To develop a master plan for Prince Edward Sports Park in Papakura. This would include engagement with the user groups. The preparation of a master plan needed to consider the possibility of a new umpire building, new clubrooms, storage, additional changing rooms, softball lighting and the location of four batters’ boxes on the park.

4.       Both master plans are now completed and are being presented to the Papakura Local Board for approval through this report.

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

a)      adopt the Prince Edward Sports Park master plan provided as Attachment A and Drury Sports Complex master plan provided as Attachment B to this report.

Horopaki

Context

Drury Sports Complex

5.       The purpose of the master plan is to implement the recommendations of the Papakura Local Board Sports Needs Assessment in relation to the Drury Sports Complex.

6.       The park is located on the edge of the draft Drury Opāheke Structure Plan area.  The population within the structure plan area is forecast to increase by 60,000 – 90,000 and development has already commenced. This will put more pressure on the park.

7.       Sports facilities can be developed in accordance with park capacity. By maximizing the use of an existing asset, participation will increase, with the potential to meet future needs for summer football. Although there is no capex at present to develop facilities, user groups would like to start planning for new facilities they will own, such as multisport clubrooms.

8.       The current user groups based at Drury Sports Complex are the Drury United Football Club, Drury United Cricket Club and Drury Rugby Club. Drury Rugby Club has winter allocations on one field, which is also shared with the football club. This one field has dual goal posts. The rugby club owns the training lights on the top northern fields. 

9.       The proposed master plan includes field realignment, flood lights, fully lit tennis courts, a playground and a location for a new multisport centre and clubrooms. The multisport community centre will include an indoor training area and will include use by local groups such as the Drury Scouts and Tennis Club.

10.     Drury United Football Club would like to start fundraising in order to develop facilities. Before facilities are developed, it is appropriate to prepare a master plan for the park and have it adopted by the local board.  This will ensure that any future development is well planned.

11.     The Franklin Local Board and the Runciman Tennis Club have indicated support for Runciman Tennis Club to join a sports partnership at Drury Sports Complex.

12.     The Drury Scouts Club is also included as part of the master plan as it currently does not have a base of operations.

13.     Mana Whenua has been consulted as part of this project and have given feedback. Ngati Tamaoho and Ngati Te Ata’s feedback is captured in the master plan under points 4 and 8 of the notes.

Prince Edward Sports Park

14.     Prince Edward Sports Park is located in Papakura and is the home of Counties Manukau Softball Association and Papakura Sea Eagles Rugby League Club. Membership in the two codes is as follows:

a)        Counties Manukau Softball Association: 67 teams across the eight clubs based at the park (over 1,100 members)

b)        Papakura Sea Eagles Rugby League Club: 24 rugby league teams.

15.     In June 2018, the Papakura Local Board adopted the Papakura Local Board Sports Needs Assessment.  Recommendations in the plan included developing facilities at the Prince Edward Sports Park as follows:

a)         full sports field lighting for both softball diamonds, 3G artificial softball diamonds, outfield drainage, sandcarpet, laser levelling and irrigation

b)         increasing the capacity of the changing rooms

c)         upgrading the fencing surrounding softball diamonds

d)         removal of the Counties Manukau Softball Association building 

e)         installation of four permanent batters’ boxes, which will mean the park can be used for more batting practice, as the batter’s box turf is artificial 

f)          coastal planting to address erosion and rain gardens for storm water outlets

g)         fitness equipment installed along the path to promote health and regular use of the paths 

h)         nature play space with recycled timber seating, picnic and BBQ area with inlet view

i)          currently there are two clubroom buildings.  There is the opportunity to plan for future clubrooms for softball and rugby league.

16.     In addition, facilities are required for softball umpires as the umpires building burnt down in 2018.  The playing spaces for softball need to be formalised on the league fields at the park.

17.     Community Facilities, with input from the Parks Sports and Recreation team and all user groups, with support from Ngati Tamaoho and Ngati Te Ata iwi, have completed the master plan for Prince Edward Sports Park. This is to ensure that future development is well planned.

18.     As previously stated, sports facilities can be developed in accordance with park capacity. By maximising the use of an existing asset, participation will increase, with the potential to meet future needs for both sporting codes. The development of Prince Edward Sports Park will enhance park capacity and use.

Tātaritanga me ngā tohutohu

Analysis and advice

19.     The two master plans align with various Auckland Council plans and strategies, two of which are the Auckland Plan 2050 and the Auckland Sport and Recreation Strategic Action Plan 2014-2024.

20.     The Auckland Plan 2050 aims to increase the number of school-aged children participating in organised sport and informal physical activities. It also aspires to increase the number of Aucklanders actively participating in recreation and sport every week, as well as increasing the number of council sports fields that are usable throughout the year.

21.     The Auckland Sport and Recreation Strategic Action Plan 2014-2024 endeavours to develop and improve accessibility of open spaces, facilities, harbours and waterways to encourage physical activity as part of everyday life and provide for a range of safe recreation and sport uses. The provision of quality fit-for-purpose facilities at regional, sub-regional and local levels for informal recreation and sport is also an aspiration of the action plan.

22.     The master plans for the Drury Sports Complex and Prince Edward Sports Park assist in meeting the objectives of both the Annual Plan and the Auckland Sport and Recreation Strategic Action Plan 2014-2024. 

Drury Sports Complex

23.      The Drury Sports Complex Master Plan proposes the following:

a)    five fully lit fields including a designated training area. One field with multiuse goal posts for both rugby and football shared use

b)    one cricket artificial wicket

c)    that the park caters for active recreation for formal/informal activities

d)    tennis courts near the clubrooms

e)    a kayak landing pad

f)     nature play areas and informal open space

g)    a playground that caters for all ages

h)    a basketball half court

i)     additional native trees and weed management onsite, especially along the Papakura Channel

j)     permanent additional carparking along Victoria Street and as mapped in Attachment A

k)    a footpath connection throughout the entire park with cultural signage or pou to be installed along the path

l)     multipurpose building with an indoor training area for the use of the Scouts and other community groups.

24.      The master plan has been developed in conjunction with all the applicable sports clubs, the community and iwi groups Ngati Tamaoho and Ngati Te Ata.

 

Prince Edward Sports Park

25.      The Prince Edward Sports Park Master Plan proposal includes the following:

a)          a new umpire building which includes clubrooms, storage, additional changing facilities and flood lights

b)          extra seating for picnic and barbecue areas, within the inlet view

c)          a new nature play area

d)          existing diamond outfield surfaces to be upgraded to sand carpet and diamonds to be upgraded to fully artificial turf. In addition, the diamonds will be fully lit to National (NCAA) lighting standards. This will give the club the ability to hold national tournaments and nighttime games

e)          viewing mounds enhanced for spectator seating in front of both diamonds

f)           the upgrade of all junior diamonds situated on the winter league fields to full Hybrid. This will add benefit to both maintenance and playability. Hybrid turf is reinforced natural grass combining natural grass with long synthetic reinforcing fibers. The fibers are hidden, do not effect play and prevents the subsurface from digging out. 

g)          the inspection of the league fields drainage for a full upgrade or possible renewal

h)          improved carparking flow and connection of footpaths. Widening of the existing coastal path for shared purposes and a proposed 1.8-meter-wide path through the middle of the park to provide linkages to the main road and coastal path

i)            the removal of the existing old building (number 19 of Attachment B) and replacement with two proposed softball warm up cages

j)            the renewal of the existing public toilets (number 13 of Attachment B) and its extension to accommodate softball gear storage, four new changing rooms and a referees’ room

k)          proposed fitness equipment installed at intervals along the path to promote health and regular use of the coastal path.

26.      The master plan has been developed in conjunction with all the applicable sports clubs, the community and iwi groups Ngati Tamaoho and Ngati Te Ata.

Tauākī whakaaweawe āhuarangi

Climate impact statement

27.      The adoption of the master plans for both Prince Edward Sports Park and Drury Sports Complex will have no direct impact on climate change or greenhouse gas emissions. 

28.      Once the implementation of the master plans begins, each individual element would need to be assessed for its climate change and gas emissions impacts.  Appropriate mitigation measures would need to be put in place to reduce the overall impacts, not only during the construction phase, but also considering the life of the equipment being installed and the constructed buildings.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

29.      There has been ongoing consultation with the Community Facilities Operational Management and Maintenance team, as well as the full facilities contractors that manage these parks.

30.      The Parks Sports and Recreation department have been extensively involved throughout the master plan development process and are in support of the proposed activities highlighted in the master plans.  

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

Local impacts and local board views

31.     The master plans meet the aspirations of the Papakura Local Board Plan 2017 through outcome 2 – People in Papakura lead active, healthy and connected lives. Of particular reference is the objective ‘Papakura’s parks, sports and recreation facilities are well used’.

32.     During workshops with the local board on 13 February and 10 April 2019, two projects were recommended for funding in the 2019/2020 financial year. The two recommended projects were:

a)      To complete a master plan for the Drury Sports Complex. Completing a master plan would enable the sports groups based at the park to progress with planning the facilities that would be club owned. In preparing, the document a landscape plan developed by the community was reviewed, and user groups and potential user groups were consulted.

b)      To develop a master plan for Prince Edward Sports Park in Papakura. This would include engagement with the user groups. The preparation of a master plan needed to consider the possibility of a new umpire building, new clubrooms, storage, additional changing rooms, softball lighting and the location of four batters’ boxes on the park.

Tauākī whakaaweawe Māori

Māori impact statement

33.      Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations to Māori. The council recognises these responsibilities are distinct from the Crown’s Treaty obligations and fall within a local government Tāmaki Makaurau context. These commitments are articulated in the council’s key strategic planning documents the Auckland Plan, the 2018-2028 Long-term Plan, the Unitary Plan and Local Board Plans.

34.      The provision of quality sportsfield has broad benefits for Māori, including the promotion of good health, the fostering of strong family and community relationships, and connection to the natural environment.

35.      Ngati Tamaoho and Ngati Te Ata were consulted as part of the development of the master plans and their feedback is reflected in the masterplans.

Ngā ritenga ā-pūtea

Financial implications

36.      Neither master plan currently has either Locally Driven Initiatives (LDI) or Growth funding allocated, or form part of the future work program, to enable the further implementation of the recommendations. However, Drury United Football Club would like to start fund raising in order to develop facilities.

37.      Before facilities are developed, it is appropriate to prepare a master plan for the park and have it adopted by the local board.  This will ensure that any future development is done in a well-managed way.

38.      Sports facilities can be developed in accordance with park capacity. By maximizing the use of an existing asset, participation will increase, with the potential to meet future needs for summer football. Although there is no capex at present to develop facilities, user groups would like to start planning for new facilities they will own, such as multisport clubrooms.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

39.      Delays in proceeding with design work will incur additional costs as construction prices continue to rise.

Ngā koringa ā-muri

Next steps

40.      Once the Papakura Local Board has adopted both the Prince Edward Sports Park and Drury Sports Complex master plans, these documents will be utilised to ensure that any future development is done in a well-managed way that meets the needs of the community.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Prince Edward Park - Master Plan

27

b

Drury Sports Park - Master Plan

29

     

Ngā kaihaina

Signatories

Author

Phil Gedge - Programme Manager Community Facilities

Authorisers

Rod Sheridan - General Manager Community Facilities

Manoj Ragupathy - Relationship Manager Manurewa & Papakura

 


Papakura Local Board

23 September 2020

 

 


Papakura Local Board

23 September 2020

 

 



Papakura Local Board

23 September 2020

 

 

Papakura Local Board Grants Round One and Multi-Board Grants Round One 2020/2021, grant allocations

File No.: CP2020/12138

 

  

 

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2.       This report presents applications received for the Papakura Local Board Grants Round One and Multi-Board Grants Round One 2020/2021.

3.       The Papakura Local Board adopted the Papakura Local Grants Programme 2020/2021 on 22 April 2020 (PPK/2020/52) as provided in Attachment A to this report. The document sets application guidelines for contestable grants submitted to the local board.

4.       The Papakura Local Board has set a total community grants budget of $217,972 for the 2020/2021 financial year.

5.       At the 22 April 2020 business meeting, the Papakura Local Board resolved to allocate a grant of $2,268.05 to the Papakura Senior Citizens annual rates. This grant is allocated from the 2020/2021 community grant budget.

6.       At the August 2020 business meeting, the Papakura Local Board resolved to allocate $2,500 to Badminton New Zealand (PPK/2020/136) from the community grants budget line. That leaves an amount of $213,203.95 for the remaining grant rounds.

7.       Twenty-three applications were received for consideration in Papakura Local Board Grants Round One 2020/2021, and three Multi-Board Grants Round One 2020/2021 applications were received, with a total combined amount requested of $108,446.90.

 

 


 

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

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

 

Application ID

Organisation

Main focus

Requesting funding for

Amount requested

Eligibility

LG2114-101

Mountains to Sea Conservation Trust

Environment

Towards the costs of "Te Papa Kaitiaki Programme" to Rosehill Intermediate School, snorkelling, Papakura guided paddle, kayaks and administration costs.

$4,967.39

Eligible

LG2114-102

Papakura Parents Centre

Community

Towards a contribution to fees of the "Papakura Parents Centre" programme.

$2,691.00

Eligible

LG2114-104

Southside Drama

Arts and culture

Towards venue hire for production workshops and finale.

$5,575.00

Eligible

LG2114-105

Papakura Rugby League Foundation

Sport and recreation

Towards costs of a new gear shed and to fix club room doors.

$3,273.36

Eligible

LG2114-106

Bruce Pulman Park Trust

Environment

Towards the purchase and installation costs of commercial-grade composting worm farm.

$5,000.00

Eligible

LG2114-108

Blue Light Ventures Incorporated

Community

Towards cost for two youth from the local board area to attend a week-long life skills camp. Accommodation food, activities and transportation.

$869.56

Eligible

LG2114-109

Road Safety Education Limited

Community

Towards venue hire and facilitation costs of the road safety programme for youth in Papakura.

$4,570.00

Eligible

LG2114-110

Papakura Swimming Club

Sport and recreation

Towards pool hire costs for swimming classes in the local board area.

$3,850.00

Eligible

LG2114-111

Auckland southern District Chinese Association Incorporated

Community

Towards costs of the "Southern District Chinese Association" programmes in Papakura, tai chi coaching, Maori cultural exchange lecture, laptop, printer, audio equipment, microphone, table tennis platform and table tennis racket.

$4,959.00

Eligible

LG2114-112

Papakura Business Association

Community

Towards costs of stars for the Papakura town centre tree for Christmas.

$5,000.00

Eligible

LG2114-113

Shiloh Creative Life Centre Charitable Trust

Arts and culture

Towards venue hire costs and facilitator fees for the "Youth Tribe Art Connection Works" 8-week programme.

$3,276.16

Eligible

LG2114-114

Children's Autism Foundation

Community

Towards salaries of staff for "Social, Communication and Friendship Project" workshops.

$5,124.25

Eligible

LG2114-116

Life Education Trust Counties Manukau

Community

Towards costs of the health and wellbeing programme in Kelvin Rd School and Kauri Flats School.

$5,000.00

Eligible

LG2114-118

Sustainable Papakura

Community

Towards costs of gazebos, trolleys and tables, for the community education programme on resource recovery to minimize waste.

$3,120.00

Eligible

LG2114-119

Arogya Mantra

Arts and culture

Towards costs of the Papakura Diwali event, dancers, workshop costs and volunteer petrol vouchers.

$4,863.00

Eligible

LG2114-120

Ki o Rahi Tamaki Makaurau

Sports and Recreation

Towards "Te Whaitua o Ueunuku Ki o Rahi Papakura 2020" costs, uniform and gift cards for referees, taonga engraved, first aid, generator, line marking, sound system and photographer.

$2,830.88

Eligible

LG2114-121

Youthline Auckland Charitable Trust

Community

Towards the Papakura area share of Youthline Auckland Charitable Trust annual costs.

$4,000.00

Eligible

LG2114-122

Leader in U

Community

Towards "Idea 2 Launch Program" small business workshops for migrant women, workshop resources and mentor costs.

$5,000.00

Eligible

LG2114-123

Papakura Tennis and Squash Club

Sport and recreation

Towards tennis court windbreaker and social participation image uplift costs.

$2,552.30

Eligible

LG2114-124

Shiloh Creative Life Centre Charitable Trust

Arts and culture

Towards venue hire costs and facilitator fees for "The ART Collective Project" 8-week art programme.

$8,000.00

Eligible

LG2114-125

School Start First Impressions

Community

Towards school packs for new entrant students in the local board, including, uniforms, school bags, stationery and birthday cakes.

$5,000.00

Eligible

LG2114-126

Kokako Lodge Trust

Sport and recreation

Towards helmets and harnesses, for the abseiling and rock climbing AIMHI programmes.

$5,000.00

Eligible

LG2114-127

Mafutaga Samoa Papakura

Community

Towards training t-shirts and 50 training jackets for the walking programme.

$4,925.00

Eligible

Total

 

 

 

$99,446.90

 

 

That the Papakura Local Board:

b)      agree to fund, part-fund or decline each application received in Papakura Multi-Board Grants Round One 2020/2019 listed in Table Two.

 

Application ID

Organisation

Main focus

Requesting funding for

Amount requested

Eligibility

MB2021-123

The Middlemore Foundation for Health Innovation

Community

Towards salary/wage cost for a change behaviour specialist.

$2,000.00

Eligible

MB2021-137

CLM Programme Limited

Events

Towards entry fee cost for 350 children across the local boards to participate in the Building Champions Obstacle Challenge Series.

$2,000.00

Eligible

MB2021-144

The Auckland King Tides Initiative
under the umbrella of The Institution of Professional Engineers New Zealand Incorporated

Environment

Towards the "King Tides" project including design and installation of gauge, data digitization and public launch.

$5,000.00

Eligible

Total

 

 

 

$9,000.00

 

 

 

 

Horopaki

Context

1.       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.

2.       Auckland Council’s Community Grants Policy supports each local board to adopt a grants programme.

3.       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.

 

4.       The Papakura Local Board adopted the grants programme for 2020/2021 on 22 April 2020 (PPK/2020/52) and will operate three small grants and two local grants rounds for this financial year.

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

6.       For the 2020/2021 financial year, the Papakura Local Board has set a total community grants budget of $217,972.

Tātaritanga me ngā tohutohu

Analysis and advice

8.       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. Events and activities have been assessed according to this criterion.

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


 

Tauākī whakaaweawe āhuarangi

Climate impact statement

7.       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 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

·    education about sustainable lifestyle choices that reduce carbon footprints.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

10.     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.

11.     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

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

13.     Staff will provide feedback to unsuccessful grant applicants about why they have been declined, so they can increase their chances of success in the future.

14.     A summary of each application received through Papakura Local Board Grant Round One 2020/2021 is provided in Attachment B and C to this report.

Tauākī whakaaweawe Māori

Māori impact statement

15.     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

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

17.     The Papakura Local Board has set a total community grants budget of $217,972 for the 2020/2021 financial year.

18.     At the April 2020 Business meeting the Papakura Local Board resolved to allocate a grant of $2268.05 to Papakura senior citizens annual rates.

19.     At the August 2020 business meeting, the Papakura Local Board resolved to allocate $2,500 to Badminton New Zealand (PPK/2020/136), from the community grants budget line. That leaves an amount of $213,203.95 for the remaining grant rounds.

20.     Twenty-three applications were received for consideration in Papakura Local Board Grants Round One 2020/2021, and three Multi-Board Grants Round One 2020/2021 applications were received, with a total combined amount requested of $108,446.90

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

23.     Following the Papakura Local Board allocating funding for the local grants round one, council staff will notify the applicants of the local board’s decision.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Papakura Local Board Grants Programme 2020/2021

41

b

Papakura Local Board Grants Round One 2020/2021 - Applications Summary (Under Separate Cover)

 

c

Papakura Multi-Board Grant Round One 2020/2021 - Applications Summary (Under Separate Cover)

 

     

Ngā kaihaina

Signatories

Author

Helen Taimarangai - Senior Community Grants Advisor

Authorisers

Marion Davies - Grants and Incentives Manager

Manoj Ragupathy - Relationship Manager Manurewa & Papakura

 


Papakura Local Board

23 September 2020

 

 


 


 


Papakura Local Board

23 September 2020

 

 

Approval for a new private road name at 25-31 Porchester Road, Papakura

File No.: CP2020/13296

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To seek approval to name a new private road, being a commonly owned access lot (COAL), created by way of a subdivision development at 25-31 Porchester Road, Papakura, by Kāinga Ora.

Whakarāpopototanga matua

Executive summary

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

3.       On behalf of the applicant, McMillan & Lockwood Auckland Limited, Kāinga Ora has proposed the name presented below for consideration by the local loard.

4.       The proposed road name has been gifted by Te Ākitai Waiohua.

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

6.       The proposed name gifted by Te Ākitai Waiohua for the one new private road at 25-31 Porchester Road, Papakura is

·    Tauārai Place.

 

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

a)      approve the name Tauārai Place, as gifted by Te Ākitai Waiohua, for the new private road created by way of subdivision at 25-31 Porchester Road, Papakura in accordance with section 319(1)(j) of the Local Government Act 1974 (resource consent reference BUN60077843 and SUB60215308).

 

 

Horopaki

Context

7.       Resource consent BUN60077843 (subdivision reference number SUB60215308) was issued in May 2017 for the construction of 36 residential dwellings, comprising of 12 freehold dwellings and four three-storey apartment buildings containing six units each, and the creation of two commonly owned access lots (COALs).

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

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

10.     Te Ākitai Waiohua gifted the road name option for Kāinga Ora to use, as detailed below.

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

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

13.     Kāinga Ora undertook extensive consultation with Te Ākitai Waiohua, as they are the tangata whenua for this area, in order to find a suitable name for the road in this development. The proposed name was gifted by Te Ākitai Waiohua and refers to the interest in the area Te Ākitai Waiohua has.

14.     The applicant has only proposed one name option because the name has been gifted and the applicant adopted Te Ākitai Waiohua’s view that no other names would be suitable for use in this location. This approach is considered acceptable, as the proposed name is meaningful and clearly links to the local area.

15.     The applicant’s proposed name and meaning is set out in the table below:

Table 1: 25-31 Porchester Road, Papakura, Preferred Names and Meaning

Road number

Proposed Name

Meaning (as described by applicant)

ROAD 1

Tauārai Place

Te Reo Māori word meaning ‘boundary’, in reference to Te Ākitai Waiohua’s Interest in the area (rohe)

 

16.     The name option listed in the table above is acceptable for use, having been assessed by the Council Subdivision team to ensure that it meets Auckland Council’s Road Naming Guidelines and the National Addressing Standards for road naming. All technical standards are met and the name is not duplicated anywhere else in the region. Therefore, it is up to the local board to decide upon the suitability of the name within the local context.

17.     Land Information New Zealand (LINZ) has confirmed that the proposed name is acceptable for use and not duplicated elsewhere in the region.

18.     ‘Place’ is an acceptable road type for the new private road, suiting the form and layout of the road, as per the Auckland Council Road Naming Guidelines.

19.     Mana whenua were consulted in line with agreed processes and requirements.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

22.     This report seeks the local board’s decision  and the decision is not considered to have any immediate local impact beyond those outlined in this report.

Tauākī whakaaweawe Māori

Māori impact statement

23.     The naming of roads is linked to the Auckland Plan Outcome “A Māori identity that is Auckland’s point of difference in the world”. The use of Māori names for roads, buildings and other public places is an opportunity to support Auckland’s Māori identity. To aid local board decision making, the ‘Auckland Council Road Naming Guidelines’ includes:

·   The objective of recognising ancestral linkages to areas of land by engagement with mana whenua and the allocation of road names as appropriate, as well as the principle that Māori road names are actively encouraged.

·   An agreed process to enable mana whenua to provide timely feedback on all proposed road names in a manner they consider appropriate.

24.     As Te Ākitai Waiohua is the tangata whenua for this area, the applicant did not approach any other mana whenua groups for naming suggestions. Te Ākitai Waiohua gifted the proposed name and deemed that no other naming options were suitable for use in this location.

25.     Upon receiving the gifted name from Te Ākitai Waiohua, the applicant also contacted the other mana whenua groups with interests in the wider area in order to obtain their feedback on the name. All of these groups were contacted twice seeking feedback, but only one response was received from  Waikato Tainui, who deferred back to Te Ākitai Waiohua as the tangata whenua for the area. No others provided any comments, or suggested any other road name options. 

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

29.     Approved road names are notified to Land Information and recorded on its New Zealand wide land information database which includes street addresses issued by local councils.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Site & Location Plans - 25-31 Porchester Road, Papakura

49

     

Ngā kaihaina

Signatories

Author

Andrea Muhme - Planner

Authorisers

David Snowdon - Team Leader Subdivision

Manoj Ragupathy - Relationship Manager Manurewa & Papakura

 


Papakura Local Board

23 September 2020

 

 


 


Papakura Local Board

23 September 2020

 

 

Papakura City Football Club Inc - Community Loan & Variation to Lease

File No.: CP2020/12267

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To obtain approval for a variation to Papakura City Football Club Inc’s  existing lease agreement to provide for a cross-default clause in respect of the community loan arrangements with the club.

Whakarāpopototanga matua

Executive summary

2.       The Papakura City Football Club leases premises at McLennan Park, 98R Arimu Place, Papakura. The club also has a community loan from council dating from 1991.  The original loan was for $200,000.  The current balance to be repaid is $72,304.

3.       In March 2020, the Finance and Performance Committee approved the restructuring of the community loan arrangements with the club (FIN/2020/17).

4.       The new arrangements mean that the maturity date of the loan is extended, the interest rate is reduced to zero and accrued interest will be waived, subject to all loan payments being made on time and in full.

5.       During discussions and negotiations of the loan agreement, the club has previously agreed that security for the loan will be:

a.      a registered General Security Agreement (if requested), and

b.       a cross-default clause in the loan and existing lease agreements (meaning a default under one agreement is automatically a default under the other).

7.       A variation to the existing lease agreement is required to insert the cross-default clause.

8.       As delegations for community leases resides with the local board, approval of this variation is required from the board prior to execution of the variation to lease agreement.          

 

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

a)      approve the variation to the existing lease agreement between Auckland Council and Papakura City Football Club Inc. at McLennan Park, to provide for the inclusion of a cross-default clause in respect of the community loan agreement between the club and council

 

Horopaki

Context

9.       The club leases premises from council at McLennan Park, Papakura.

10.     The club also has an existing community loan of $72,304 remaining from an original loan of $200,000 from the former Papakura District Council dating back to approximately 1991.   In March 2020, the Finance and Performance Committee approved the restructuring of the loan to assist the club.

11.     The restructure of the loan included:

a.       extending out the maturity date

b.       reducing the interest rate to zero, subject to the club making all repayments in full and on time

c.       arrears of interest will be waived if the loan is fully repaid on time

d.       security to be:

i.     a General Security Agreement (registered with the Personal Property Security Register (PPSR)) – if requested by council, and

ii.     a variation to the existing lease to include a ‘cross-default’ clause.

Tātaritanga me ngā tohutohu

Analysis and advice

12.     The approval for the variation to the lease resides with the Papakura Local Board.

13.     The recommendations to the Finance and Performance Committee followed negotiations between council and the club to agree terms and conditions satisfactory to both parties to ensure the loan was repaid.

14.     The community loan was restructured following negotiations between council and the club to address the non-payment of regular instalments since 2017.

15.     All efforts have been made to be as accommodating as possible to the club to ensure the repayments remain affordable and achievable. The monthly principal payments are the lowest they can possibly be.

16.     The requirements for alternative forms of security arise because the facilities are already on council owned land and the club cannot provide mortgage or similar security over the site.

17.     The requirements for a General Security Agreement and cross-default are the limits of council’s security.

Tauākī whakaaweawe āhuarangi

Climate impact statement

18.     There are no climate impacts arising from executing a variation to the lease.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

19.     Where a community group leases land and or buildings from council, and is in receipt of a community loan, the inclusion of a cross-default clause is a standard provision and requirement in the respective agreements recording the transactions.

20.     The cross-default clause requirement is supported by the Finance and Legal departments of council.

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

Local impacts and local board views

21.     The club operates as a successful football club, serving the local community.

22.     The purpose of this report is to obtain local board approval to the variation to the lease.

Tauākī whakaaweawe Māori

Māori impact statement

23.     There are no impacts for Maori or any other parties arising from this variation to the lease.

Ngā ritenga ā-pūtea

Financial implications

24.     Matters relating to community loans are delegated to the Finance and Performance Committee, that previously approved the restructuring of the loan in March 2020.

25.     As this is a relatively simple variation to an existing lease arrangement, there are no direct financial implications for council or the club.

26.     If the club fails to adhere to the repayment plan, council can exercise its rights in the loan agreement to either make alternative arrangements or enforce payment.

27.     There is no intention to change any other terms within the existing lease agreement.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

28.     The purpose of including a cross-default clause is to provide council with further security in the event of the club not fulfilling its obligations under either the loan or lease agreements.

29.     A cross-default clause provides that, should the club default on its obligations under either agreement, and defaults are not remedied within the timeframes and in accordance with the provisions stated in the respective agreement, this will be deemed to be a default and termination event under the other agreement. 

30.     The club will be in default under both agreements, giving council access to remedies under either / both agreements.

Ngā koringa ā-muri

Next steps

31.     As part of the negotiations to restructure the community loan arrangements, the club has previously agreed that it will execute a variation to the lease agreement to incorporate the cross-default provisions.

32.     Following local board approval, the lease variation will be finalised and executed by the parties.

33.     Loan repayments will commence on/about 1 November 2020.

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.    

Ngā kaihaina

Signatories

Author

Leigh Redshaw - Strategic Investment Specialist

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Manoj Ragupathy - Relationship Manager Manurewa & Papakura

 


Papakura Local Board

23 September 2020

 

 

Project Streetscapes: Weed Management

File No.: CP2020/12674

 

  

 

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, of 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 its 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) and was 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. The results are provided in Attachment A to this report.

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 as outlined in 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 Papakura 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, of 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 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 and is provided in 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 as outlined in 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.

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

Methodology

Estimated cost per km (per annum)

Estimated cost (per annum) across 5055km

Synthetic herbicide, e.g. glyphosate

$783

$3,958,000

Combination of plant-based and synthetic herbicide

$1293

 

$6,536,115

Plant-based herbicide, e.g. biosafe

$2265

$11,499,575

Thermal technology steam/hot water

$3485

$17,616,675

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

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Options

Risk

Mitigation

No change

Continuing with legacy arrangements, with inconsistent funding

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

Standardising a regional weed methodology

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

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

Ngā koringa ā-muri

Next steps

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

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

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

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Results of October 2019 People's Panel survey

67

b

Local board feedback on weed management impact priorities

85

c

Weed control methodology table

89

     

Ngā kaihaina

Signatories

Author

Jenny Gargiulo, Principal Environmental Specialist

Authorisers

Rod Sheridan - General Manager Community Facilities

Louise Mason - GM Local Board Services

Manoj Ragupathy - Relationship Manager Manurewa & Papakura

 


Papakura Local Board

23 September 2020

 

 

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Papakura Local Board

23 September 2020

 

 

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23 September 2020

 

 

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23 September 2020

 

 

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23 September 2020

 

 

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23 September 2020

 

 

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23 September 2020

 

 

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Papakura Local Board

23 September 2020

 

 

Additions to the Papakura Local Board Key Stakeholder Liaison Roles 2019-2022 Triennium list

File No.: CP2020/13667

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To review the Papakura Local Board Key Stakeholder Liaison Roles 2019-2022 Triennium list.

Whakarāpopototanga matua

Executive summary

1.       The Papakura Local Board Key Stakeholder Liaison Roles 2019-2022 Triennium list was approved at the 4 December 2019 business meeting. The approved list is attached to this report as Attachment A.

2.       The board also resolved that “a review of all appointments and delegations be scheduled on or before 30 April 2021.”

3.       The board agreed to reconstitute the Manukau Harbour Forum at the 4 December 2019 business meeting and appointed Member Sue Smurthwaite as the local board representative with member George Hawkins as the alternate.  The Manukau Harbour Forum and representatives needs to be added to the list.

4.       The board reviewed the list at the 2 September 2020 workshop and requested that Kāinga Ora be added to the list.

5.       The board will need to appoint a member and alternate to the Kāinga Ora stakeholder responsibility.

 

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

a)      agree the local board members allocations made at the 4 December 2019 business meeting to the Papakura Local Board Key Stakeholder Liaison Roles 2019-2022 Triennium list remain unchanged.

b)      approve the addition of the Manukau Harbour Forum and Kāinga Ora to the Papakura Local Board Key Stakeholder Liaison Roles 2019-2022 Triennium list with representatives as follows:

Organisation

Lead

Alternate

Manukau Harbour Forum

(as per 4 Dec 2019 resolution no. PPK/2019/218)

Sue Smurthwaite

George Hawkins

Kāinga Ora

 

 

 

 


 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Papakura Local Board Key Stakeholder Liaison Roles 2019-2022 Triennium list

97

     

Ngā kaihaina

Signatories

Author

Paula Brooke  - Democracy Advisor

Authoriser

Manoj Ragupathy - Relationship Manager Manurewa & Papakura

 


Papakura Local Board

23 September 2020

 

 


Papakura Local Board

23 September 2020

 

 

Papakura Local Board Achievements Register 2019-2022 Political Term

File No.: CP2020/12617

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide an opportunity for members to record the achievements of the Papakura Local Board for the 2019 – 2022 political term.

Whakarāpopototanga matua

Executive summary

2.       An opportunity to note the achievements of the Papakura Local Board for the 2019 – 2022 political term.

 

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

a)      request any new achievements be added to the Papakura Local Board Achievements Register for the 2019-2022 political term.

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Papakura Local Board Achievements Register 2019-2022 Political Term

101

     

Ngā kaihaina

Signatories

Author

Paula Brooke  - Democracy Advisor

Authoriser

Manoj Ragupathy - Relationship Manager Manurewa & Papakura

 


Papakura Local Board

23 September 2020

 

 


 


 


 


 


 


Papakura Local Board

23 September 2020

 

 

Papakura Local Board Governance Forward Work Calendar - September 2020

File No.: CP2020/12618

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To present to the Papakura Local Board the three months Governance Forward Work Calendar.

Whakarāpopototanga matua

Executive summary

2.       The Governance Forward Work Calendar is a schedule of items that will come before the local board at business meetings and workshops over the next three months. The Governance Forward Work Calendar for the Papakura Local Board is included in Attachment A of this report.

3.       The calendar aims to support local boards’ governance role by:

i)    ensuring advice on agendas and workshop material is driven by local board priorities

ii)   clarifying what advice is required and when

iii)   clarifying the rationale for reports.

4.       The calendar will be updated every month, be included on the agenda for business meetings and distributed to relevant council staff. It is recognised that at times items will arise that are not programmed. Board members are welcome to discuss changes to the calendar.

 

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

a)      note the Governance Forward Work Calendar as at 14 September 2020.

 

 

Horopaki

Context

5.       The council’s Quality Advice Programme aims to improve the focus, analysis, presentation and timeliness of staff advice to elected representatives. An initiative under this is to develop forward work calendars for Governing Body committees and local boards. These provide elected members with better visibility of the types of governance tasks they are being asked to undertake and when they are scheduled.

6.       There are no new projects in the Governance Forward Work Calendar. The calendar brings together in one schedule reporting on all of the board’s projects and activities that have been previously approved in the local board plan, long-term plan, departmental work programmes and through other board decisions. It includes Governing Body policies and initiatives that call for a local board response.

7.       This initiative is intended to support the board’s governance role. It will also help staff to support local boards, as an additional tool to manage workloads and track activities across council departments, and it will allow greater transparency for the public.

8.       The calendar is arranged in three columns, “Topic”, “Purpose” and “Governance Role”:

i)    Topic describes the items and may indicate how they fit in with broader processes such as the annual plan.

ii)   Purpose indicates the aim of the item, such as formally approving plans or projects, hearing submissions or receiving progress updates

iii)   Governance role is a higher-level categorisation of the work local boards do. Examples of the seven governance categories are tabled below:

Governance role

Examples

Setting direction / priorities / budget

Capex projects, work programmes, annual plan

Local initiatives / specific decisions

Grants, road names, alcohol bans

Input into regional decision-making

Comments on regional bylaws, policies, plans

Oversight and monitoring

Local board agreement, quarterly performance reports, review projects

Accountability to the public

Annual report

Engagement

Community hui, submissions processes

Keeping informed

Briefings, cluster workshops

 

9.       Board members are welcome to discuss changes to the calendar. The calendar will be updated and reported back every month to business meetings. Updates will also be distributed to relevant council staff.

Tātaritanga me ngā tohutohu

Analysis and advice

10.     This report is an information report providing the governance forward work programme for the next three months.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

11.     The council is required to provide Governance Forward Work Calendar to the Manurewa Local Board for their consideration.

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

Local impacts and local board views

12.     All local boards are being presented with a Governance Forward Work Calendar for their consideration.

Tauākī whakaaweawe Māori

Māori impact statement

13.     The projects and processes referred to in the Governance Forward Work Calendar will have a range of implications for Māori which will be considered when the work is reported.

Ngā ritenga ā-pūtea

Financial implications

14.     There are no financial implications relating to this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

15.     This report is a point in time of the Governance Forward Work Calendar. It is a living document and updated month to month. It minimises the risk of the board being unaware of planned topics for their consideration.

Ngā koringa ā-muri

Next steps

16.     Staff will review the calendar each month in consultation with board members and will report an updated calendar to the board.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Governance Forward Work Calendar - September 2020

111

     

Ngā kaihaina

Signatories

Authors

Paula Brooke  - Democracy Advisor

Authorisers

Manoj Ragupathy - Relationship Manager Manurewa & Papakura

 


Papakura Local Board

23 September 2020

 

 


 


 


Papakura Local Board

23 September 2020

 

 

Papakura Local Board Workshop Records

File No.: CP2020/12622

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To note the Papakura Local Board record for the workshops held virtually on 19 August 2020, and 2 and 9 September 2020.

Whakarāpopototanga matua

Executive summary

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

3.       Resolutions or decisions are not made at workshops as they are solely for the provision of information and discussion. This report attaches the workshop record for the period stated below.

 

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

a)      note the Papakura Local Board workshop records held on:

i)        19 August 2020

ii)       2 September 2020

iii)      9 September 2020.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Papakura Local Board Workshop Record 19 August 2020

117

b

Papakura Local Board Workshop Record 2 September 2020

121

c

Papakura Local Board Workshop Record 9 September 2020

125

     

Ngā kaihaina

Signatories

Author

Paula Brooke  - Democracy Advisor

Authoriser

Manoj Ragupathy - Relationship Manager Manurewa & Papakura

 


Papakura Local Board

23 September 2020

 

 


 


 


Papakura Local Board

23 September 2020

 

 


 


 


Papakura Local Board

23 September 2020

 

 


 


Papakura Local Board

23 September 2020

 

 

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

File No.: CP2020/13469

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide the Papakura 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 Papakura Local Board and includes financial performance and delivery against work programmes for the 2019/2020 financial year.

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

4.       Seventy-nine activities within the agreed work programmes were delivered including multi-year projects that have progressed as expected. Sixty-five activities were discontinued, undelivered, cancelled, put on hold or deferred including some multi-year projects/activities which have not progressed as expected during 2019/2020.

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

·    the renewal of changing rooms and toilet facilities at numerous locations including Ray Small Park, Southern Park, McLennan Park, Central Park, Keri Downs Park and Smiths Reserve and the new construction of the Opaheke Park changing rooms and toilet facilities.

·    the renewal of play equipment at Berwyn Reserve, Clarice Reserve, Cross Street Reserve and Smiths Avenue.

·    working with the Pukekiwiriki Pā Joint Management Committee on improvements to Pukekiwiriki Pā, including the construction of a stairway to access the site.

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

·    Elliot Street to Pescara Point shared pathway (project 12 and 13): This project is awaiting  Community Facilities staff to write a business case that can be passed to Auckland Transport for Auckland Transport to liaise with NZTA about possible co-funding of this project.

·    Central Park Reserve - prepare concept plan: This project was not commenced during 2019/2020 and budget was not requested to be deferred into 2020/2021 and therefore budget has been foregone.

·    Mangrove Seedling & Juvenile Removal: This project was incorrectly reported at Q2 2019/2020 as completed. Budget was not requested to be deferred into 2020/2021 and therefore budget has been foregone.

7.       Budgets of some 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 2020.

 

Ngā tūtohunga

Recommendation/s

That the Papakura 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 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.

 

 

Horopaki

Context

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

·        Arts, Community and Events;

·        Parks, Sport and Recreation;

·        Libraries;

·        Community Facilities: Build Maintain Renew;

·        Community Leases;

·        Infrastructure and Environmental Services;

·        Plans and Places;

·        ATEED.

·        External Partnerships;

·        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.     Reporting on quarter three 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 2020) 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.     Key achievements in the delivery of the local board work programmes for 2019/2020 include:

·    the renewal of changing rooms and toilet facilities at numerous locations including Ray Small Park, Southern Park, McLennan Park, Central Park, Keri Downs Park and Smiths Reserve

·    the new construction of the Opaheke Park changing rooms and toilet facilities which have activated the park for use by a variety of sports

·    the renewal of play equipment at Berwyn Reserve, Clarice Reserve, Cross Street Reserve and Smiths Avenue

·    continued funding for placemaking at Smiths Avenue with great results

·    progressed construction of the Takanini Community Hub and Library, with an expected completion date in early 2021

·    working with the Pukekiwiriki Pā Joint Management Committee on improvements to Pukekiwiriki Pā, including the construction of a stairway to access the site.

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), three activities that are in progress but are delayed (amber), no activities that are significantly delayed, on hold or not delivered (red) and five activities that have been cancelled and deferred in quarter four (grey). Some of the activities with significant impact including some of those impacted by COVID-19 are discussed below:

Table 1: Arts, Community and Events activities with significant impact including some of those impacted by COVID-19

Activity name

RAG status

Activity status

Explanation and mitigation

Community led placemaking: facilitate community-led planning and neighbourhood development in Smiths Ave

Amber

In progress

Progress has been slowed due to the Alert Level 4 lockdown period, a stand down period following a fatal incident, and a delay in the recruitment of the coordinators.

The renewed playground has been open to the public. Due to COVID-19 lockdown restrictions, no opening event was undertaken.

 

Community Arts Programmes - Papakura

Amber

In progress

Matariki ki Papakura was successfully delivered to an online audience during the Matariki Festival (20 June - 15 July).

Delivery of the Lightbox arts initiative was delayed due to COVID-19. This is a one-off initiative and can be delivered in quarter one of 2020/2021, pending approval of the budget carry-forward.

 

Parks, Sport and Recreation work programme

19.     In the Parks, Sport and Recreation work programme, there are four activities that were completed by the end of the year or will be by end of July 2020 (green), five activities that are in progress but are delayed and one activity that was discontinued (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). Some of the activities with significant impact including impact from COVID-19 are discussed below:

Table 2: Parks, Sport and Recreation activities with significant impact including impact from COVID-19

Activity name

RAG status

Activity status

Explanation and mitigation

PPK: Te Kete Rukuruku (Māori naming of parks and places) FY20

 

Amber

In progress

Due to COVID-19 there were delays for decision-making and slowing of the gifting process. Names are expected to be received from iwi in October 2020.

Preparation to design bilingual signs is underway.

Massey Park Pool: Operations

Amber

In progress

All pools and leisure centres were closed from Saturday 21 March 2020 as New Zealand entered COVID-19 alert level two.

All memberships and services were suspended. Contracted centres re-opened on the 14 May 2020, with managed social distancing and recommended public health measures.

As one of Auckland’s largest consumers of potable water a staged approach to re-opening was required that included effective COVID-19 public health practices and processes to effectively manage the water consumption. Visitation, programme enrolments and bookings have gradually increased in all centres throughout the month of June as Aucklanders have become more confident about public hygiene and resumed their active habits.

The outdoor pool closed earlier than scheduled, due to the lockdown from 21 March 2020.

Papakura playspace network analysis

 

Amber

In progress

There have been delays in planning and approval due to COVID-19 lockdown. The analysis will be completed in quarter one of 2020/2021 and findings will be presented to the board in quarter two.

PPK: Ecological volunteers and environmental programme FY20

 

Amber

In progress

This programme was unable to be completed in quarter four due to COVID-19 restrictions. This will carry over into the new financial year. Volunteer activities in local parks were very severely reduced due to COVID-19 restrictions, especially during April and May 2020. Following the move to level 2 lockdown in mid-May animal pest control and ongoing restoration work re-commenced at the usual sites.

School plantings and community planting are planned for Keri Downs, Longford and Boundary Road reserves.

Drought has had an impact on the Children Forest with large losses and this year’s planting has to be delayed while we replant. Scoping areas for potential planting sites across the parks landscape has been a focus.

 

Libraries work programme

20.     In the Libraries work programme, there are six 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 no activities that have been cancelled and deferred in quarter four (grey).

Community Facilities: Build Maintain Renew work programme

21.     In the Community Facilities: Build Maintain Renew work programme, there are 56 activities that were completed by the end of the year or will be by end of July 2020 (green), 12 activities that are in progress but are delayed (amber), four activities that are significantly delayed, on hold or not delivered (red) and 12 activities that have been cancelled and deferred in quarter four (grey).  Two of the activities with significant impact other than COVID-19 are discussed below:

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

Activity name

RAG status

Activity status

Explanation and mitigation

Elliot to Freelance Greenway – develop shared path (Section12)

Grey

Deferred

This project is waiting for Community Facilities staff to write a business case that can be passed to Auckland Transport for Auckland Transport to liaise with NZTA about possible co-funding of this project.

Freelance to Pescara Point Greenway - develop shared path (Section 13)

 

Amber

On hold

This project is waiting on Community Facilities staff to write a business case that can be passed to Auckland Transport for Auckland Transport to liaise with NZTA about possible co-funding of this project.

Central Park Reserve - prepare concept plan

 

Red

In progress

This project was not commenced during 2019/2020 and budget was not requested to be deferred into 2020/2021 and therefore budget has been foregone.

Mangrove Seedling &

Juvenile Removal

Red

In progress

Project was incorrectly reported at quarter two 2019/2020 as completed. Budget was not requested to be deferred into 2020/2021 and therefore budget has been foregone. 

 

Community Leases work programme

22.     In the Community Leases work programme, there are seven activities that were approved, completed or in progress by the end of the year or will be completed 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 no activities that have been cancelled and deferred in quarter four (grey). 

Infrastructure and Environment Services work programme

23.     In the Infrastructure and Environment Services work programme, there are three activities that were completed by the end of the year or will be by end of July 2020 (green), one activity that is in progress but is delayed (amber), two activities that were not delivered (red) and no activities that have been cancelled and deferred in quarter four (grey).  Activities with significant impact including those impacted by COVID-19 are discussed below:

Table 4: Infrastructure and Environment Services activities with significant impact including those impacted by COVID-19

Activity name

RAG status

Activity status

Explanation and mitigation

Manukau Harbour Forum - Papakura

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. The Manukau Harbour Forum underwent a governance and management review in quarter two of the 2019/2020 financial year.

Following the review, the forum agreed to fund a part-time Manukau Harbour Forum coordinator to undertake a stocktake of all activity around the Manukau Harbour. The coordinator role was appointed in March 2020.

All non-essential contracts were put on hold from April to early May 2020, due to COVID-19. The youth sustainability wānanga could not occur due to the COVID-19 lockdown, leaving some budget unspent. This wānanga will be delivered in 2021.

Wai Care schools (Papakura)

Red

Not delivered

This project was not able to be completed within the financial year, due to the financial impacts of COVID-19. In quarter four, land was prepared for riparian planting. However, the remainder of the project was not able to be completed due to COVID-19.

Support to schools will continue in the fourth school term this year if budget is allocated to this project by the local board through its 2020/2021 work programme.

Be a Tidy Kiwi litter prevention project (Papakura)

Red

Not delivered

No work was able to be completed for this project prior to the start of lockdown due to the contractor being overseas in quarters one and two. This project is not recommended to continue in the 2020/2021 financial year.

 

Plans and Places work programme

24.     In the Plans and Places work programme, there is one activity that was completed by the end of the year or will be by end of July 2020 (green), one activity that was in progress but 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 5: Plans and Places activities with significant impact other than COVID-19

Activity name

RAG status

Activity status

Explanation and mitigation

Heritage trails

Amber

On hold

Project paused while mana whenua engagement sought. No progress in quarter four as the project is on hold while relationships with Mana Whenua are strengthened. Budget has been carried forward to FY21 and the project will be progressed then.

 

ATEED work programme

25.     In the ATEED work programme, there was one activity that was 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 no activities that have been cancelled and deferred in quarter four (grey).

 

External Partnerships work programme

26.     In the External Partnerships work programme, there were no 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 one activity that was cancelled in quarter four (grey). 

 

The Southern Initiative

27.     In The Southern Initiative work programme, there was one activity that was 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 no activities that have been cancelled and deferred in quarter four (grey).

Deferred activities

28.     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 delivered. These have been added to the work programme to be delivered in 2020/2021.

Tauākī whakaaweawe āhuarangi

Climate impact statement

29.     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

30.     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

31.     This report informs the Papakura Local Board of the performance for quarter ending 30 June 2020 and the performance for the 2019/2020 financial year.

Tauākī whakaaweawe Māori

Māori impact statement

32.     During quarter four the ‘Improving Māori input into local board decision making project’ continued with monthly project delivery group hui taking place over zoom during the rāhui. The reference group ratified the work plan for future delivery with a hui for local board services to present back to mana whenua on the local board draft plans to take place in July 2020.

33.     Staff supported kootuitui ki Papakura to be approved as an essential social service provider during the rāhui enabling Kootuitui ki Papakura to demonstrate manaakitanga to the local community assisting more than 350 whanau with essential supplies including baby car seats, clothing and blankets.

34.     Staff ensured local Māori communities were aware of the manaaki funding and Auckland Emergency Management (AEM) support. Staff worked with Papakura Marae which was a hub for the community with their local food bank and hygienic packs and community dinners returning through takeaways in Alert level 3.

35.     The museum reopened on 8 June 2020 with the Matariki Exhibition ‘Kupe Sites’. The Te Papa Photographic exhibition explores the names and places that mark the encounter of the Great Voyager Nga Tapuwae o Kupe and will run until 22 August 2020.

36.     As part of the arts programme, Matariki ki Papakura was successfully delivered to an online audience during the Matariki Festival (20 June - 15 July 2020).

Ngā ritenga ā-pūtea

Financial implications

37.     This report is provided to enable the Papakura 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

38.     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 2020. 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

39.     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

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

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

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

43.     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

Papakura Local Board Work Programmes

139

b

Papakura Local Board Financial Performance Report for Quarter Four - Confidential

 

     

Ngā kaihaina

Signatories

Authors

Victoria Hutt - Senior Local Board Advisor - Papakura

Authorisers

Manoj Ragupathy - Relationship Manager Manurewa & Papakura

 



Papakura Local Board

23 September 2020

 

 


Papakura Local Board

23 September 2020

 

 


Papakura Local Board

23 September 2020

 

 


Papakura Local Board

23 September 2020

 

 


Papakura Local Board

23 September 2020

 

 


Papakura Local Board

23 September 2020

 

 


Papakura Local Board

23 September 2020

 

 


Papakura Local Board

23 September 2020

 

 


Papakura Local Board

23 September 2020

 

 


Papakura Local Board

23 September 2020

 

 


Papakura Local Board

23 September 2020

 

 


Papakura Local Board

23 September 2020

 

 


Papakura Local Board

23 September 2020

 

 


Papakura Local Board

23 September 2020

 

 


Papakura Local Board

23 September 2020

 

 


Papakura Local Board

23 September 2020

 

 


Papakura Local Board

23 September 2020

 

 



Papakura Local Board

23 September 2020

 

 

Local Board Annual Report 2019/2020

File No.: CP2020/12571

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To seek adoption of the 2019/2020 Annual Report for the Papakura 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 Papakura Local Board:

a)      adopt the 2019/2020 Papakura Local Board Annual Report as set out in Attachment A to the agenda report

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 Papakura Local Board Annual Report in Attachment A to this 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 Papakura Local Board Annual Report CONFIDENTIAL - Confidential

 

     

Ngā kaihaina

Signatories

Author

Faithe Smith - Lead Financial Advisor

Authorisers

David Gurney – Manager Corporate and Local Board Performance

Kevin Ramsay - Acting Group Chief Financial Officer

Manoj Ragupathy - Relationship Manager Manurewa & Papakura

      

 


Papakura Local Board

23 September 2020

 

 

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

That the Papakura Local Board

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

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

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

 

23        Auckland Council’s Year End and Quarterly Performance Report: Papakura Local Board for quarter four 2019/2020 - Attachment b - Papakura Local Board Financial Performance Report for Quarter Four

Reason for passing this resolution in relation to each matter

Particular interest(s) protected (where applicable)

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

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

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

In particular, the report contains.

s48(1)(a)

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

 

24        Local Board Annual Report 2019/2020 - Attachment a - Draft 2019/2020 Papakura Local Board Annual Report CONFIDENTIAL

Reason for passing this resolution in relation to each matter

Particular interest(s) protected (where applicable)

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

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

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

In particular, the report contains.

s48(1)(a)

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

 

C1       Statement of proposal for a new Navigation Safety Bylaw

Reason for passing this resolution in relation to each matter

Particular interest(s) protected (where applicable)

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

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

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

In particular, the report contains

s7(2)(f)(ii) - The withholding of the information is necessary to maintain the effective conduct of public affairs through the protection of such members, officers, employees and persons from improper pressure or harassment.

In particular, the report contains

s48(1)(a)

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

 

   



[1] Waitākere Ranges Strategic Weed Management Plan 2015

[2] Auckland Council Weed Management Policy

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

[4] Streetscapes Specifications - 19 March 2019_

[5] Transport Authorities - Glyphosate use

[6] Novachem Manual - Glyphosate 510

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

[8] Novachem Manual - Glyphosate 510

[9] Product Label Green Glyphosate 510

[10] Supplementary material glyphosate

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

[12] Vegetation management Trial 2002

[13] Review PwC Weed Management Cost

[14] Novachem – Bio Safe

[15] Information provided by Kiwicare

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

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

[18] Watercare - Drought response

[19] Weedtechnics A4-SW900-Product-Specifications

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

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

[22] Review PwC Weed Management Cost 15092015

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

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

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

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

[27] Water use -Bio Blast

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

[29] People Survey - 2019

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

 

 

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