Agenda of Albert-Eden Local Board

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

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

4 Confirmation of Minutes

That the Albert-Eden Local Board:

a) confirm the ordinary minutes of its meeting, held on Tuesday, 15 September 2020, including the confidential section, 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

6.1 Acknowledgement - Ramblers Softball Club 75th Jubilee

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. The members of the Albert-Eden Local Board wish to acknowledge and congratulate Ramblers Softball Club on their 75th Jubilee and wish them many more years of softball and community success, noting that they were previously based at Anderson Park, Fowlds Park, Coke Park and Western Springs but now have their home ground and clubrooms at Warren Freer Park.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) acknowledge and congratulate Ramblers Softball Club on their 75th Jubilee and wish the club many more years of softball and community success, noting that they were previously based at Anderson Park, Fowlds Park, Coke Park and Western Springs and now have their home ground and clubrooms at Warren Freer Park.

6.2 Acknowledgement - Mt Albert Primary School 150th Jubilee

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. The members of the Albert-Eden Local Board wish to acknowledge and congratulate Mt Albert Primary School on celebrating their 150th Jubilee and wish them every success for the future, acknowledging that the school once stood at School Reserve in Kingsland and in 1940 moved onto their current site on Sainsbury Road.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) acknowledge and congratulate Mt Albert Primary School on celebrating their 150th Jubilee and wish them every success for the future and note that the school once stood at School Reserve in Kingsland and in 1940 moved onto their current site on Sainsbury Road.

7 Petitions

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

8 Deputations

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

8.1 Deputation - Kate Anderson, Citizens Advice Bureau Auckland City Incorporated (CABAC)

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. Kate Anderson - Citizens Advice Bureau Auckland City Incorporated (CABAC), will be in attendance to present to the local board under Deputation regarding services provided to the Albert-Eden community through the Eden Albert Citizens Advice Bureau located in the premises beside the Mt Albert Library.

3. Kate will outline trends happening in local board area, including the latest data on key issues of concerns and the demographics of CABAC clients. Kate will also update the local board on how CABAC operations have continued to be delivered during the recent COVID ‑19 lockdown and the types of issues that were concerning Aucklanders during this period. Lastly, Kate will also discuss work that is happening on delivery of Citizen Advice Bureau (CAB) services across greater Auckland and in particular the joint strategic project underway involving Auckland Council and CAB staff.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) thank Kate Anderson - Citizens Advice Bureau Auckland City Incorporated (CABAC), for her attendance and Deputation presentation.

9 Public Forum

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

9.1 Public Forum - Valerie Tomlinson - Cycling opportunities in the Albert-Eden Local Board area

Te take mō te pūrongo

Purpose of the report

1. To enable an opportunity for Valerie Tomlinson to deliver a presentation during the Public Forum segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2. Valerie Tomlinson will be in attendance to deliver a presentation to the local board regarding cycling opportunities in the Albert-Eden Local Board area.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) thank Valerie Tomlinson for her attendance and Public Forum presentation.

9.2 Public Forum - Mark Bateman - Eden Rugby

Te take mō te pūrongo

Purpose of the report

1. To enable an opportunity for Mark Bateman (Club President, Eden Rugby) to deliver a presentation during the Public Forum segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2. Mark Bateman will be in attendance to deliver a presentation to the local board regarding the centennial celebrations of 100 years in 2022 for Eden Rugby Club. This is the same year that Mt Albert Grammar and Kowhai Intermediate will also turn a 100 years.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) thank Mark Bateman for his attendance and Public Forum presentation

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.”

Albert-Eden Local Board

20 October 2020

Auckland Transport October 2020 Update

File No.: CP2020/15104

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

· Mount Eden Residential Parking Zone

· Wagner Place Artwork

· Neville Street bus layover

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

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) receive the Auckland Transport October 2020 update report.

Horopaki

Context

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

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

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

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

· be safe

· not impede network efficiency

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

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Transport Capital Fund (LBTCF)

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

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

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

· The $5,000,000 for 2020/21 will be split using the Local Board Funding Policy

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

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

10. The Albert-Eden Local Board’s share of the 2021/2022 allocation is $281,009 and a separate report provides advice for the local board on the allocation of this budget.

Community Safety Fund Projects

11. The Community Safety Fund is funded from AT’s safety budget and is dependent on the level of funding AT receives from Auckland Council. This level of funding has been constrained through the 2020 Emergency Budget process.

12. Safety projects for delivery in FY20/21 have been prioritised according to DSI (death and serious injury) data and therefore local board community safety fund projects will continue with planning and design but will not be delivered in the 2020/2021 financial year. If it wishes, the Board is able to use the LBTCF to bring these projects forward.

Mt Eden Residential Parking Zones (RPZ)

13. In late 2019, AT consulted on a residential parking zone extension in Mount Eden. Community feedback requested to extend the zone even wider than what was proposed.

14. As a result of this feedback, AT has run two further extension consultations – one east of Mount Eden Road, and one South of View Road.

15. Feedback from the consultation east of Mount Eden Road indicated most people wanted the extension here, so AT has confirmed it will be implemented alongside the other extension zone west of the area in late 2020.

16. The extension proposed south of View Road is currently being consulted on, and feedback will help us determine if this goes ahead or not.

17. For more information on the different extension zones see here: https://at.govt.nz/projects-roadworks/mt-eden-residential-parking-zone-extension/

Future Connect

18. Future Connect will be AT’s long-term plan for Auckland’s future integrated transport system. It maps Auckland’s Strategic Networks, the most critical links of our current and future transport system and will ultimately set a 30-year vision for all modes: public transport, general traffic, freight, cycle and walking.

19. Strategic Networks have been investigated to surface critical problems, opportunities and Focus Areas. This will help inform the development of the Regional Land Transport Plan (our 10-year investment programme) and will guide future planning and investment.

20. Future Connect was introduced to Local Board Chairs at the 14 September 2020 Chairs Forum. In October and November 2020, the project team will be available to talk to interested Local Board Transport Representatives. This will be an opportunity to provide a more detailed project overview, answer questions, seek local knowledge and opportunities for alignment with Local Board Plans.

21. The team is also producing a short video that we will be able to show board members once it becomes available.

Wagner Place Artwork

22. The new toilet block at Wagner Place was wrapped with artwork at the end of the September 2020. AT collaborated with Mana Whenua to design the artwork. The Exeloos will feature the design below, that also assists in protection against graffiti.

23. AT’s graphic designer created the artwork from ideas workshopped with Mana Whenua (via the central Hui) with the aim of delivering a vibrant, community friendly design.

24. The initial site for installation is located at Quay St, opposite Spark Arena, pictured below.

Quay Street wrap

Proposed Neville Street Bus Layover

25. AT staff met with five members of the Albert-Eden Local Board on 24th September 2020 to discuss bus layover issues related to Route 66 (Coyle Park) and Route 650 (Walker Park / Parr Rd). AT recently publicly consulted on a proposal to establish a bus layover area in Neville Street, Point Chevalier which was received negatively by local residents.

26. The background to this is that in 2019, changes to the Employment Relations Act 2000 came into force that provide workers with a minimum entitlement to rest and meal breaks. These changes mean bus drivers are entitled to a 10-minute break during typical driving shift. To support AT’s legal requirements around rest and meal breaks, we need to establish two, 15m P30 bus parking areas, for each route, that are close to public toilets.

27. The 650 bus route which serves Point Chevalier and Selwyn Village does not have adequate access to bus parking (layover) for bus drivers that is in close proximity to toilet facilities. There are also longer-term proposals to increase the frequency of this service to a 15-minute all-day bus services, which will require more bus parking than is the case for the current level of service.

28. For the 650 service, board members agreed that the location that has been publicly consulted upon (south east corner of Walker Park on Neville Street adjacent to the park) has some challenges and this meshes with the negative feedback received from residents.

29. The possibility of locating the layover on Target Street (NE corner of the park) was explored on the site visit but the general feeling was that the parking loss here (to avoid the power poles and on the North West and South West corners of the park – for buses to be able to turn) was quite significant. It also would involve a lot of bus circulation around the park for the bus to reposition from its layup to the start of the next trip – which would be either Selwyn Village or Stop 8057 at #7 Target St.

30. A better location was suggested at the northern end of Neville Street – adjacent to the changing sheds. This had been explored by AT, but not progressed as deemed to be quite tight in terms of available bus space. It was agreed that this should be re-examined, as it only converts five car park spaces to bus parking rather than ten at the other locations. In addition, the properties on the other side of Neville St in this location are well screened. Toilets are available, and it is further away from the playground.

31. In terms of space requirement, AT is of the view that the space is a little tight but can be made to work. AT has been asked to look at “co-use” of the layover space to support peak parking demands and the possibility of making this location a bus stop (as well as bus parking) will also be explored – as it would give the community a way to directly access Walker Park on public transport.

32. AT will reconsult on the bus layover proposal at the northern end of Neville Street.

33. AT Coyle Park, the establishment of a “drop-off” zone was discussed as well as the problems experienced by bus operators on busy summer days. Board members also visited the Parr Rd car park and it was agreed that this site has merit for a longer-term solution to bus interchange and bus layover facilities in Pt Chevalier.

Changes to Bus and Ferry Services

34. Auckland Transport (AT) is regrettably changing some public transport services across Auckland in response to Auckland Council’s emergency budget and customer demand. The reworked budget requires a $10m cost reduction in public transport operating expenditure compared to the pre-COVID budget.

35. By making changes to existing services and unfortunately deferring some improvements, AT will achieve the necessary savings and support Council’s budget reductions. This will mean being able to make much-needed improvements to areas where there is increased customer demand for services, without the need for additional public funding.

36. Changes in the Albert-Eden Local Board area will affect some bus services on Sandringham Road and New North Road from 25 January 2021. These are detailed below:

· 221X, 223X, 243X, 248X express bus services on New North Rd and Sandringham Rd will be replaced with more trips on the regular all-day all-stop bus services on these routes from Monday 25 January 2021

· Journeys may take slightly longer for those people travelling from further out

· This change allows more people to get a seat on a bus in Kingsland along New North Rd and Sandringham Rd as the express buses currently don’t stop to pick these people up even if they have space on board to do so

· Sandringham Rd between the Sandringham shops and the city centre will get 7 extra trips in the morning and 4 extra trips in the evening

· New North Rd between the Morningside shops and the city centre will get 12 extra trips in the morning and 3 extra trips in the evening

· New peak-hour timetables will be introduced for the all-stops services. Trip departure times will be more evenly spaced out during the peak than they currently are (having express buses on the same route as all-stopping services creates hold ups at bus stops and bunching preventing an even spread of buses). More all-stopping services at peak times means people will have more options of departure times

· This will provide additional bus capacity from Kingsland Station now that Mt Eden Station is closed

Community Bike Fund

37. Communities right across the region will benefit from further cycling initiatives with the announcement of this year’s Community Bike Fund recipients.

38. Now in its fourth year, the fund is made available from Auckland Transport (AT) to support communities or special interest groups who have ideas for activities, events or projects which encourage people to ride bikes more often.

39. Fifteen successful groups from a diverse mix of applications across the region will receive funds from the 2020 grant totaling $50,000.

40. Successful initiatives range from guided rides to a ‘commute recruit’ and the creation of maps to promote local cycleways. All recipients demonstrated strong engagement with the community which was core to the selection criteria.

41. The Community Group to benefit in the Albert-Eden Local Board area is the Bike Point Chevalier – Bike Point Chevalier Commute Recruit. This is a one-month programme focused on boosting the number of Point Chevalier locals who commute to work by bike. It is focused on people who have thought about commuting before but are having trouble getting started.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

45. AT attended a workshop with the Albert-Eden Local Board in September 2020. At this workshop, AT presented its forward works programme for the financial year 2020/2021.

Auckland Transport Consultations

46. AT provides the Albert-Eden Local Board with the opportunity to comment on transport projects being delivered in their area. The decisions of the Traffic Control Committee affecting the Albert-Eden Board area during the September 2020 reporting period are noted:

Location	Proposal
64, 69, 66 Empire Road, Epsom	AT is proposing to upgrade the matching bus stops with new road markings, extending No Stopping markings as parked vehicles make it difficult to access the stop. Further, to improve the customer experience new hardstands and shelters are proposed. This stop has been identified by operators having issues with maneuvering along the street due to proximity between existing large trees and the bus stop layout.
150 Carrington Road, Mt Albert	AT is looking to address bus maneuvering issues and upgrade bus stops at sites around Auckland. At this site AT is proposing to: 1. Install new green cycle lane surfacing and cycle land road markings on the lead into the existing bus stop on the western side of Carrington Rd 2. Widen the footpath on the western side of Carrington Rd 3. Install new bus stop markings at the existing bus stop on the western side of Carrington Rd 4. Relocate the existing P5 (8am–9am, 2.30pm–3.30pm, Monday to Friday) sign on the eastern side of Carrington Road Install new bus stop markings and new No Stopping At All Times road markings (broken yellow lines) on the eastern side of Carrington Road by removing one on-street parking space.
Eden Terrace Paid Parking	A proposal to extend the paid parking area in Eden Terrace to help manage the high demand for parking within this area. Introducing paid parking to this area will ensure parking is well-used and people can easily find a space.
North West Interim Bus Improvements	Auckland Transport (AT), supported by Waka Kotahi NZ Transport Agency (Waka Kotahi), have prepared the Northwest Interim Bus Improvements DBC to identify a range of improvements that can be undertaken within the next five years. The improvements proposed over the next five years include: · bus interchange at Westgate · interim bus interchanges at the Lincoln Road and Te Atatū motorway interchanges to improve connections between local and motorway bus services · improved bus priority along the Northwestern Motorway (SH16) shoulders and within the interchanges to provide more consistent and reliable bus travel times; and improvements to bus services including a new service pattern based around New Network principles to support growing bus patronage and set a foundation for more substantial rapid transit investment in this area in the future.

Traffic Control Committee resolutions

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

Street Name	Nature of Restriction	Type of Report	Decision
Monaghan Avenue/Grant Street, Mt Albert	Permanent Traffic and Parking Changes	No Stopping At All Times / Give-Way Control / Road Hump / Traffic Island	Approved with conditions
Boscawen street/Point Chevalier Road, Point Chevalier	Permanent Traffic and Parking Changes	No Stopping At All Times / Traffic Island / Give-Way Control	Carried
Kingsland Terrace/First Avenue, Central Road, Kingsland	Temporary Traffic and Parking Changes (Works)	No Stopping At All Times / Loading Zone / P120 Parking / Traffic Signal Control	Carried
McDonald Street/Morningside Drive/Altham Avenue, Morningside	Permanent Traffic and Parking Changes	No Stopping At All Times / P120 Parking / Edge Line / Give-Way Control	Carried
Baldwin Avenue/Asquith Avenue/Burch Street, Mt Albert	Permanent Traffic and Parking Changes	No Stopping At All Times / Give-Way Control	Carried

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

50. The proposed decision of receiving the report has no risks.

Ngā koringa ā-muri

Next steps

51. Auckland Transport will bring a report to the Board in November 2020

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Lorna Stewart – Elected Member Relationship Manager – Auckland Transport

Authorisers

Jonathan Anyon – Manager Elected Relationship Unit – Auckland Transport

Nina Siers – Local Area Manager

Albert-Eden Local Board

20 October 2020

Allocation of Local Board Transport Capital Fund

File No.: CP2020/15107

Te take mō te pūrongo

Purpose of the report

1. For the Albert-Eden Local Board to allocate its Local Board Transport Capital Fund (LBTCF) for financial year 2020/2021 to transport projects in its area.

Whakarāpopototanga matua

Executive summary

2. This report outlines:

3. Confirmation of the Albert-Eden’s Local Board’s transport capital fund allocation for 2020/2021 as $281,009;

4. An update on the progress of Albert-Eden Local Board’s LBTCF projects begun in 2016-2019 political term;

5. Three options the Albert-Eden Local Board could choose from to allocate its LBTCF in the 2020/2021 financial year. The options are outlined in the report and have been put forward for consideration because projects are in detailed design stage or underway, there is a mix of projects in the Maungawhau and Owairaka subdivisions and they can be delivered in this financial year;

6. A recommendation for option three which outlines an opportunity to complete two of the LBTCF projects from 2016-2019, a Woodward Road crossing facility and Sutherland Road cycle markings, along with a raised crossing outside Mt Albert Grammar in Alberton Avenue as the first stage of the Mount Albert traffic calming project, with the final project delivered in a subsequent year. These three projects are designed and ready for tender, and all provide added protections to vulnerable road users such as children, pedestrians and cyclists. Remaining funds can be allocated to a bus shelter.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) allocate the 2020/2021 local board transport capital fund of $281,009 to option three projects comprising of 2016-2019 LBTCF projects to be delivered in 2020/2021, as follows:

i) Alberton Avenue raised crossing outside Mt Albert Grammar School, as the first stage of the Mount Albert traffic calming project, $160,000.

ii) Woodward Road crossing facility to provide a safe crossing point and better pedestrian connection from Phyllis Reserve/Harbutt Reserve/Waterview Shared Path to the Mount Albert shops and train station, $60,000

iii) Sutherland Road cycle markings and improvements to Sutherland Road entrance to enhance safety and provide wayfinding for cyclists and pedestrians, $10,000

iv) A high value bus shelter/s (supported by patronage numbers or public requests) in the Maungawhau subdivision, $51,009.

Horopaki

Context

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

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

9. Auckland Council consulted on an Emergency Budget from May to July 2020 to take into account the effects of COVID-19 on its financial position. This has affected the amount of funding available to local board to deliver LBTCF projects.

Tātaritanga me ngā tohutohu

Analysis and advice

1. Local Board Transport Capital Fund (LBTCF)

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

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

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

· The $5,000,000 for 2020/21 will be split using the Local Board Funding Policy

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

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

13. The Albert-Eden’s Local Board’s share of the 2021/2022 allocation is $281,009.

3. Progress Report LBTCF Projects 2016-2019

Project Name	Status	External Consultation Complete	Estimated Cost to Complete
Woodward Rd Crossing Point	Design completed – Ready for tender	No – on hold	$60,000
Sutherland Rd Cycle Markings	Design completed – Ready for tender	Not required	$10,000
Mt Albert South Traffic Calming	Design completed – Ready for tender	Yes	$427,000
Waterview Signalised Crossing	Design completed – Ready for tender	Yes	$290,000
New North Rd Signalised Crossing	Design completed – Ready for tender	Yes	$310,000
Western Springs Signalised Crossing	Detailed Design in progress – could be ready to tender in 3 months	Yes	$320,000
Chamberlain Park Shared Path (Total ROC IS $700,000)	Preliminary Design underway.	No	$35,000 (Prelim Design Only)

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

15. The Albert-Eden Local Board’s position is outlined above - the Board has many projects ready or almost ready to be delivered but only a limited ability to fund them. AT outlined some options on how to deliver these projects over the next three years with the available

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

17. At the workshop, a progress report on the Community Safety projects was also presented. Limited funding in the road safety budget for the 2020/2021 financial year means that these projects will continue through design but will not be constructed in this financial year. Local boards are able to use LBTCF to deliver these projects sooner to benefit their communities if they so wish.

Progress Report on Community Safety Projects

Project Name	Status	External Consultation Complete	Estimated Cost to Complete
Waterview School (Herdman Street) - Upgrade the existing courtesy crossing into a formal zebra crossing on a raised concrete speed table.	Detailed design – completed Road Safety Audit is 25% completed Can tender in 2020/2021	Yes	$115,000
Mt Eden Normal Primary School - Upgrade the existing at grade zebra crossing located near the school to a raised table zebra crossing. In addition, high friction surfacing is proposed at the approaches to the crossing facility.	Detailed design – completed Road Safety Audit is 25% completed Can tender in 2020/2021	Yes	$211,000
Our Lady of the Sacred Heart School - Install a new signalised mid-block crossing on Manukau Rd near Banff Ave to facilitate high pedestrian crossing movement across a busy arterial with high traffic volumes.	Detailed design – completed Road Safety Audit is 25% completed Can tender in 2020/2021	Yes	$321,000
Epsom Normal School Pedestrian Crossing upgrade - Raise existing zebra crossing outside school and upgrade existing school zone signage.	Detailed design – completed Road Safety Audit is 25% completed Can tender in 2020/2021	Yes	$166,000

Allocation of 2020/2021 LBTCF Budget

18. There are any number of options that the Board could choose to allocate its LBTCF for 2020/2021. Three options are noted below for consideration.

19. The first option gives the Board an opportunity to deliver a Community Safety project in the Maungawhau subdivision and two other LBTCF projects in the Owairaka subdivision with any remainder being used to deliver bus shelters.

20. The second option delivers two of the Board’s projects in the Owairaka subdivision, contributes to the design of the Chamberlain Park pathway and provides for bus shelters with the remaining funds.

21. The third option delivers part of the Mt Albert traffic calming project outside of a busy school, two further LBTCF projects and allows the remainder for a bus shelter in Maungawhau subdivision.

Option One

Project	Option	Estimated Cost to Complete	Comment

Epsom Normal School Pedestrian Crossing Upgrade	Detailed design – completed Can tender in 2020/2021	$166,000	Raise the existing zebra crossing outside school and upgrade the existing school zone signage.
Woodward Rd Crossing Point		$60,000	The provision of a safe crossing point and better pedestrian connection from Phyllis Reserve/Harbutt Reserve/Waterview Shared Path to the Mount Albert shops and train station.
Sutherland Rd Cycle Markings	Deliver in 2020/2021	$10,000	Improvements to Sutherland Road entrance to enhance safety and provide wayfinding for cyclists and pedestrians.
Bus Shelter/s		$45,009	Either subdivision
Total		$281,009

Option Two

Project	Option	Estimated Cost to Complete	Comment

Woodward Rd Crossing Point	Deliver in 2020/2021	$60,000	The provision of a safe crossing point and better pedestrian connection from Phyllis Reserve/Harbutt Reserve/Waterview Shared Path to the Mount Albert shops and train station.
Sutherland Rd Cycle Markings	Deliver in 2020/2021	$10,000	Improvements to Sutherland Road entrance to enhance safety and provide wayfinding for cyclists and pedestrians.
Chamberlain Park	Complete Preliminary Design	$35,000	The Board proposes to construct a shared path through Chamberlain Park to make a connection between the north western shared path and Rawalpindi Street. This budget allocation will be used to complete the design of the shared path.
Bus Shelters	Deliver in 2020/2021	184,009	Maungawhau Subdivision
		$281,009

Option Three

Project	Option	Estimated Cost to Complete	Comment

Mt Albert South Traffic Calming	Deliver split option in 2020/2021	$160,000	A raised crossing outside Mt Albert Grammar in Alberton Avenue.
Woodward Rd Crossing Point	Deliver in 2020/2021	$60,000	The provision of a safe crossing point and better pedestrian connection from Phyllis Reserve/Harbutt Reserve/Waterview Shared Path to the Mount Albert shops and train station.
Sutherland Rd Cycle Markings	Deliver in 2020/2021	$10,000	Improvements to Sutherland Road entrance to enhance safety and provide wayfinding for cyclists and pedestrians.
High-value bus shelter/s		$50,009	Maungawhau subdivision
Total		$281,009

Note: The Mt Albert Traffic Calming project can easily be split into separate contracts. The largest site overall is a raised crossing outside Mt Albert Grammar in Alberton Ave. This could be delivered in the first year with the remainder of the project delivered in a subsequent year.

22. AT’s recommendation is for Option Three. This option delivers a safety project in Alberton Avenue that acknowledges the large volume of students who use this crossing and provides a further safety benefit. In addition, it slows vehicles down as they travel down Alberton

23. The Woodward Road crossing point provides a safer route from the Waterview Pathway to the Mt Albert train station for pedestrians and cyclists as this road becomes very busy at peak times.

24. The Sutherland Road cycle markings are designed to promote cycle safety on the north western cycleway which is the most heavily used shared path in Auckland.

25. By choosing Option Three, the Board completes two of its LBTCF projects from 2016-19 and half of the Mount Albert traffic calming project. These three projects all provide added protections to vulnerable road users such as children, pedestrians and cyclists.

26. Any remaining funds can be utilised to provide a bus shelter at a stop in the Maungawhau subdivision, which is shown to be supported by patronage figures and/or by public request, in order to support the use of public transport.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

30. AT attended a workshop with the Albert-Eden Local Board in September 2020 where options were discussed on how to get best value from its 2020/2021 LBTCF allocations as well as future planning.

31. The LBTCF projects being put up for consideration have been workshopped with the Board and been through a public consultation process.

32. The Board has expressed its interest in providing more bus shelters in its area. These will need to be publicly consulted once sites are confirmed.

Tauākī whakaaweawe Māori

Māori impact statement

33. Any engagement with Māori, or consideration of impacts and opportunities, as result of decisions in this report, will be carried out on an individual project basis.

Ngā ritenga ā-pūtea

Financial implications

34. There is currently $281,009 in the Board’s transport capital fund.

35. The options outlined above give the Board a number of choices from which funds can be allocated. The Board is advised to commit all of the 2020/2021 budget as soon as possible.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

36. There is a risk that any unallocated funds from the 2020/2021 LBTCF will not be able to be carried into the new financial year.

Ngā koringa ā-muri

Next steps

AT will report back monthly on progress.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Lorna Stewart – Elected Member Relationship Manager – Auckland Transport

Authorisers

Jonathan Anyon – Manager Elected Member Relationship Unit – Auckland Transport

Nina Siers - Local Area Manager

Albert-Eden Local Board

20 October 2020

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

File No.: CP2020/14405

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

1. This report presents applications received for the Albert-Eden Local Grants Round One (Attachment B) and Multi-Board Round One 2020/2021 (Attachment C).

2. The Albert-Eden Local Board adopted the Albert-Eden Local Board Community Grants Programme 2020/2021 on 5 May 2020 (Attachment A). The document sets application guidelines for contestable grants.

3. The local board has set a total community grants budget of $140,500 for the 2020/2021 financial year. A total of $21,712.88 was allocated in the previous grant round. This leaves a total of $118,787.12 to be allocated to one local grants and two quick response rounds.

4. Twenty-nine applications were received for Albert-Eden Local Grants, Round One 2020/2021, requesting a total of $193,407.80 and eight multi-board applications were also received requesting a total of $39,808.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) agree to fund, part-fund or decline each application in Albert-Eden Local Grants Round One 2020/2021 listed in the following table:

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
LG2101-109	Manukau Beijing Opera Society Incorporated	Arts and culture	Towards the venue hire and instrument cost for Beijing Opera rehearsals at the Outhwaite hall.	$3,000.00	Eligible
LG2101-116	Jasmin Ziedan Ngā Rangatahi Toa	Arts and culture	Towards costs for the “Base FM Youth Mentoring Programme”. including marketing, studio hire, venue hire, the finale event, video editing, and staffing costs.	$8,000.00	Eligible
LG2101-101	Asthma New Zealand Incorporated	Community	Towards the costs of the free distribution of twenty-five nebulisers to people with severe respiratory conditions in the Albert -Eden local board area and the salary of an asthma nurse educator	$7,250.00	Eligible
LG2101-102	Dance Therapy NZ	Community	Towards venue hire, marketing, facilitation, equipment, coordination, administration, client support, and liaison costs for the “STARS” Mt Albert programme from 17 February to 23 June 2020.	$6,200.00	Eligible
LG2101-103	Mountains To Sea Conservation Trust	Community	Towards the project costs for three "Motu Manawa Kayak Day" events.	$8,000.00	Eligible
LG2101-110	Blue Light Ventures Incorporated	Community	Towards the cost for ten young people from the local board area to attend the Blue Light life skills programme.	$4,347.80	Eligible
LG2101-112	Inner Fit New Zealand	Community	Towards annual telecommunication costs for the trust from 1 October 2020 to 30 June 2021.	$4,000.00	Eligible
LG2101-113	Afghan Funeral Services Charity in New Zealand	Community	Towards education and sports activities for the charity.	$6,000.00	Eligible
LG2101-114	Youthline Auckland Charitable Trust	Community	Towards the costs of the training and management of the volunteer counsellors from 1 November 2020 to 30 June 2021.	$5,000.00	Eligible
LG2101-115	Hapori Marketing Limited	Community	Towards the cost of running the monthly "Mt Eden Design Market" from 14 November 2020 to 13 May 2021, specifically the costs of venue hire, social media promotion and marketing, trestle tables, signage, banners, entertainment, and activities.	$7,520.00	Eligible
LG2101-119	Deaf Wellbeing Society Incorporated	Community	Towards the fortnightly workshops, including the zero waste workshops at the Melville Cricket Pavillion from 1 November 2020 to 31 October 2021.	$7,592.00	Eligible
LG2101-121	Auckland Central Community Shed Incorporated	Community	Towards the cost of monthly maintenance of the machinery at the community shed.	$6,900.00	Eligible
LG2101-122	The Remuera Railway Station Preservation Trust	Community	Towards the cost of holding four open days including the costs of printing, advertising, hireage of equipment, and scanning high-resolution archived photographs.	$6,700.00	Eligible
LG2101-123	Youthtown Incorporated	Community	Towards the cost of "Youthtown Maungawhau Youth Hub and Kaitiaki Group", including merchandise, catering, strategic event, youth fest, and staffing cost.	$8,000.00	Eligible
LG2101-128	Circus Sphere Limited	Community	Towards the purchase of an enclosed trailer.	$8,000.00	Eligible
LG2101-129	Morningside Playcentre	Community	Towards the purchase and installation of a rainwater tank.	$7,280.00	Eligible
LG2101-130	VetNet NZ Limited	Community	Towards the cost of delivering the VetNet NZ leadership and education programme, including advertising, printing, materials, telecommunications, administration, website and accounting application costs.	$8,000.00	Eligible
LG2101-131	Age Concern Auckland Incorporated	Community	Towards the cost of delivering the "Social Connections Programme" across West and Central Auckland specifically the cost of salaries.	$8,000.00	Eligible
LG2101-134	Mount Albert Primary School	Community	Towards the event costs to celebrate the 150 year anniversary of the Mt. Albert Primary School, specifically the costs of the stage, sound system hire, marquees, bar leaners, and folding chairs.	$4,630.00	Eligible
LG2101-138	New Zealand Eid Day Trust Board	Community	Towards the costs of venue hire, security, audio-visual equipment, sound, cleaning, games, and entertainment to host New Zealand Eid Day 2021 - Eid al Fitr.	$8,000.00	Eligible
LG2101-139	Interacting	Community	Towards the cost of a three day InterACT 2020 online festival, including the costs of hiring a master of ceremonies, a site manager, workshop tutors, face painters, and printing of posters.	$8,000.00	Eligible
LG2101-120	Garden to Table Trust	Environment	Towards the programme coordinator’s salary to deliver a food education programme to Mt Albert School, Balmoral School, Marist School, Maungawhau School, Edendale School, and Owairaka District School.	$5,000.00	Eligible
LG2101-140	Sir Peter Blake Marine Education And Recreation Board	Environment	Towards the Sea week programme costs.	$4,970.00	Eligible
LG2101-117	New Zealand AIDS Foundation	Events	Towards waste management for the "2021 Ending HIV Big Gay Out" to be held in February 2021.	$7,818.00	Eligible
LG2101-133	Point Chevalier Social Enterprise Trust	Historic Heritage	Towards the professional fees for industrial experts to digitise the historical aspects of the old Carrington Hospital.	$8,000.00	Eligible
LG2101-108	Pt Chevalier Tennis and Squash Club Incorporated	Sport and recreation	Towards the costs to uplift, dispose of, and install a new synthetic turf on two Pt Chevalier Tennis Club courts.	$8,000.00	Eligible
LG2101-127	Marist Rugby League Football Club Auckland Incorporated	Sport and recreation	Towards the Marist Saints Health and Wellbeing programme, specifically the cost of pool entry fees for 90 children and 30 adults, the purchase of a sound system, and sports equipment.	$5,200.00	Eligible
LG2101-136	Auckland Badminton Association Incorporated	Sport and recreation	Towards the court hire at Epsom Girls Grammar School and the purchase of shuttlecocks and racquets.	$8,000.00	Eligible
LG2101-137	Mia Evans	Sport and recreation	Towards the cost of venue and equipment hire for a three 8-week boxing programmes entitled "Empowher".	$6,000.00	Ineligible
Total				$193,407.80

b) agree to fund, part-fund or decline each application in Albert-Eden Multi-board Round One 2020/2021, listed in the following table:

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
MB2021-138	The New Zealand Society of Authors Te Puni Kaituhi o Aotearoa (PEN NZ Incorporated)	Arts and culture	Towards the recording of oral histories of people who have made significant contributions to New Zealand literature.	$4,000.00	Eligible
MB2021-140	The Kids for Kids Charitable Trust	Arts and culture	Towards venue hire and production costs for the Kids Youth Choir performance at the Bruce Mason Centre.	$5,000.00	Eligible
MB2021-115	Charlotte Museum Trust	Community	Towards rent, coordinator's and tutor costs for the museum.	$5,000.00	Eligible
MB2021-119	CNSST Foundation, formerly known as Chinese New Settlers Services Trust	Community	Towards classroom rental costs, advertising, and contracted teacher fees for the “Unite Against COVID-19 CNSST Education and Well-being Programme”.	$3,000.00	Eligible
MB2021-130	YMCA North Incorporated	Community	Towards the resources, marketing, catering, transport, training, and development costs for the planning and implementing of the “Youth Advisory Panel” initiatives across the four YMCA centres.	$4,000.00	Eligible
MB2021-133	Assistance Dogs New Zealand Trust	Community	Towards operating costs for a four-month period from 2 November 2020 to 28 February 2021.	$5,000.00	Eligible
MB2021-136	The ReCreators Limited	Environment	Towards the costs of Christmas upcycling workshops in local board areas, including the costs of facilitators, materials, preparation, project management and administration.	$5,808.00	Eligible
MB2021-114	Auckland Softball Association Incorporated	Sport and recreation	Towards operating expenses for the Auckland Softball Association.	$8,000.00	Eligible
Total				$39,808.00

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 Albert-Eden Local Board adopted the Albert-Eden Local Board Community Grants Programme 2020/2021 on 5 May 2020 (Attachment A). The document sets application guidelines for contestable grants.

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 and community networks.

6. The local board has set a total community grants budget of $140,500 for the 2020/2021 financial year. A total of $21,712.88 was allocated in the previous grant round. This leaves a total of $118,787.12 to be allocated to one local grants and two quick response rounds.

Tātaritanga me ngā tohutohu

Analysis and advice

5. 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.

6. 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

7. 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.

8. 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

9. Local boards are responsible for the decision-making and allocation of local board community grants. The Albert-Eden 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.

10. 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.

11. A summary of each application received through Albert-Eden Local Grants, Round One 2020/2021 and multi-board applications is provided in Attachment B and Attachment C.

Tauākī whakaaweawe Māori

Māori impact statement

12. 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.

13. Eighteen applicants applying to Albert-Eden Local Grants Round One and five applicants applying to the multi-board round one 2020/2021 indicate projects that target Māori or Māori outcomes.

Ngā ritenga ā-pūtea

Financial implications

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

15. The local board has set a total community grants budget of $140,500 for the 2020/2021 financial year. A total of $21,712.88 was allocated in the previous grant round. This leaves a total of $118,787.12 to be allocated to one local grants and two quick response rounds.

16. Twenty-nine applications were received for Albert-Eden Local Grants, Round One 2020/2021, requesting a total of $193,407.80 and eight multi-board applications were also received requesting a total of $39,808.

17. 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 financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

18. 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

19. Following the Albert-Eden Local Board allocating funding for round one of the local grants and multi-board grants, grants staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Albert-Eden Local Board Grants Programme 2020/2021	33
b ⇨	Albert-Eden Local Grant Round One 2020/2021 grant applications (Under Separate Cover)
c ⇨	Albert-Eden Multi-Board Round One 2020/2021 - grant applications (Under Separate Cover)

Ngā kaihaina

Signatories

Authors

Moumita Dutta - Senior Grants Advisor

Authorisers

Marion Davies - Grants and Incentives Manager

Nina Siers - Local Area Manager

Albert-Eden Local Board

20 October 2020

Parks Sport and Recreation Plan for Unitec

File No.: CP2020/13737

Te take mō te pūrongo

Purpose of the report

1. To seek adoption of the Parks Sport and Recreation Service Plan (plan) that will guide open space development at the new urban village being planned for the Crown-owned land at Unitec.

Whakarāpopototanga matua

Executive summary

2. The Ministry of Housing and Urban Development (MHUD) has purchased just over 29 hectares of land from Unitec Institute of Technology in Mount Albert. The land will be developed into medium and high-density housing, with 2,500-3,000 homes and local amenities being planned for the area.

3. Parks and open space are core infrastructure required to support the growth of Tāmaki Makaurau. A mixture of new open space and connections to existing parks in the area will be required for the new community to participate in parks sport and recreation activities.

4. Parks Sport and Recreation (PSR) staff have assessed the current PSR service provision in the Unitec area, identified gaps and measured these against goals and outcomes from strategic plans and policies. This analysis has informed the recommendations outlined in the plan on attachment A to this report.

5. The Albert Eden Local Board (AELB) are the decision-makers on the development of local parks and open space in the AELB area. The local board’s adoption of the plan will ensure the planning and delivery of PSR services at Unitec will best serve the new community and benefit existing residents in the surrounding area.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) adopt the Parks Sport and Recreation Service Plan that will guide the Ministry of Housing and Development in the planning of open space on the Crown‑owned land at Unitec Pt Chevalier.

Horopaki

Context

6. The Wairaka Precinct extends from the north western motorway at Point Chevalier through to Woodward Road in the south, and from Oakley Creek in the west to Carrington Road in the east.

7. Unitec Institute of Technology (Unitec), the Crown, Waitemata District Health Board, one private landowner and Ngati Whatua Orakei own contiguous blocks of land that make up the precinct.

8. The sale of 29 hectares to the Crown for housing at Unitec and the development of 2,500 – 3,000 homes will change the character of the precinct. Mana Whenua and the Crown are partnering to deliver an urban village on this land that is inclusive, sustainable and world class.

9. The Crown’s Unitec Strategic Plan and Framework 2020 commits to ‘a generous provision of interconnected, prominent open space setting with the amenity necessary to support the new community and its residential neighbours’.

10. The PSR Department plans and delivers services that enable the communities of Tāmaki Makaurau to connect with nature, get active and enjoy their rich natural surroundings.

11. PSR service outcomes are guided by several plans and policies, including:

· The Sport and Recreation Strategic Action Plan (SARSAP)

· Parks and Open Space Strategic Action Plan (POSSAP)

· Local Board Plans

· Open Space Network Plans

· The Ngahere Strategy

· Local development plans and strategies

· Planning and strategy that delivers outcomes for Māori

12. The plan has been developed through analysis of these documents and of current provision in the area. This has informed the evidence-based recommendations in the executive summary of the plan.

13. These services will best enable the new community to get out, get active, gather and socialize with their neighbours, find places for respite and connect with nature. They will be able to enjoy the benefits that having a local, accessible, diverse and well-connected open space brings to a neighbourhood.

Tātaritanga me ngā tohutohu

Analysis and advice

14. Parks Sport and Recreation provide services that support healthy communities. These services include a wide range of sport, recreation and park-based activities and programs that are tailored for the diverse communities of Tāmaki Makaurau.

15. Tāmaki Makaurau is growing. The Auckland Unitary Plan allows for higher density and infill housing that will change the way the city looks and functions. The Wairakaka Precinct has been designated as a medium to high density residential area which permits the development of terrace and apartment style housing.

16. Living in terraced housing or apartments means less accessibility to private open space or gardens. This will put more pressure on public open space, so ensuring the right PSR services are provided in the urban village is therefore very important.

17. The Unitec area is flanked by quality open space and natural areas. Te Auaunga (Oakley Creek) and Waterview Reserve runs along the western boundary, Phyllis reserve is connected to the south and Chamberlain Park is close to the eastern edge of the site.

18. Services these open spaces provide have been considered in the PSR plan and gaps in provision identified. Further analysis has been undertaken of strategic plans and policies that guide open space service provision.

19. The plan is intended to be used as a guide for the planning and development of open space at Unitec. Any ensuing plans should reference how they respond to and deliver on recommendations listed in the Executive Summary of the plan.

Tauākī whakaaweawe āhuarangi

Climate impact statement

20. The plan outlines environmental outcomes and actions that will mitigate the impacts of climate change and lead to sustainably developed open space that is resilient to a changing climate.

21. The plan also recommends a network of accessible walking and cycling routes, which will lead to a reduction in carbon emissions as people are able to access more services and amenities without driving.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

22. The plan has been developed collaboratively between Parks Sport and Recreation, Community and Social Policy, the Development Program Office and Local Board Services staff.

23. It is focussed on Parks Sport and Recreation service outcomes and as such the community outcomes relate to activation and recreation. Community outcomes for facilities such as libraries and community centres and arts and culture services were not in scope for the plan.

24. Environmental outcomes in the plan have a Parks Services focus (i.e. connecting people with nature). Conservation outcomes and more targeted environmental or ecological initiatives were not in scope for this plan.

25. Engagement across the other departments such as Community Facilities (CF) will be the next step, should the plan be adopted by the local board. CF will lead in the concept planning and asset solution stages of the development.

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

Local impacts and local board views

26. The plan was workshopped with the local board on 15 April and 11 August 2020. Changes and amendments were made following feedback received at the workshops.

27. Should the local board adopt the plan, the outcomes and actions recommended will guide future decision-making on open space service provision for the Unitec development site.

Tauākī whakaaweawe Māori

Māori impact statement

28. The plan outlines ways the open space planning and development should consider and respond to PSR outcomes for Māori. The final draft of the plan was forwarded to mana whenua in September 2020 for comment and any feedback. At the time of finalising this report no feedback has been received.

29. The Crown and Mana Whenua will build on their existing partnership models to establish a Rōpū development structure for the project which will recognise the development rights Ngā Mana Whenua o Tāmaki Makaurau have to the site. PSR staff will work with the development structure that is formed and further engage with mana whenua as plans progress for the site.

Ngā ritenga ā-pūtea

Financial implications

30. The plan has been developed by staff and adoption of it by the local board has no financial implications. Further planning work for open space provision may require funding, however this will be sought when required as the project progresses.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

31. Should the board not adopt the plan there is a risk that PSR services planned for the Unitec site will not be aligned with strategic outcomes and not fill provision gaps identified in the area.

32. Adoption of the plan will also ensure advice given to development agencies on PSR service provision is politically and departmentally aligned. Should the board not adopt the plan there is a risk that advice provided to MHUD will be misaligned, which risks confusion, poorly planned services and project delays.

Ngā koringa ā-muri

Next steps

33. Should the local board adopt the plan (as attached on attachment A to this report) it will be forwarded to MHUD for information. Parks Sport and Recreation staff will continue to work with MHUD and their development partners to provide advice and guidance on how PSR services will be best delivered at the new urban village.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Park Sports and Recreation Service Plan for Unitec	45

Ngā kaihaina

Signatories

Author

Pippa Sommerville - PSR Portfolio Manager

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Nina Siers - Local Area Manager

Albert-Eden Local Board

20 October 2020

Panuku Auckland Development- Albert-Eden Local Board Six-Monthly Report 01 March to 31 August 2020

File No.: CP2020/14314

Te take mō te pūrongo

Purpose of the report

1. To update the Albert-Eden Local Board on Panuku Development Auckland (Panuku) activities within the local board area and the region for the six months from 01 March to 31 August 2020.

Whakarāpopototanga matua

Executive summary

2. This report is a record of events for the Albert-Eden Local Board area during the stated time period. CCOs are legally required to prepare six-monthly and annual reports containing financial and other information about their performance. By reporting clearly the record of events, this report enables the council, and Panuku, to meet its legislative reporting obligations and also satisfy New Zealand Stock Exchange obligations. No decisions are to be made from this report.

3. The Auckland Plan sets out, among other things, reporting requirements (statutory or otherwise), audit and risk reporting requirements, attendance at council meetings, and the process for buying, managing and selling assets.

4. Panuku collaborates with other CCOs, government and non-governmental organisations as appropriate to obtain positive outcomes for Auckland.

5. Panuku is charged with balancing our obligation to deliver returns for council with ensuring our regeneration projects are good quality, strategic and better for the environment.

6. The activities of Panuku cover four broad areas:

· urban regeneration of particular neighbourhoods, as determined by Auckland Council

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

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

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

7. The Auckland Council Group (‘the council group’) is made up of Auckland Council, and five substantive council-controlled organisations (CCOs) of which Panuku is one. Panuku delivers core activities and plays a major role in achieving the council group’s strategic outcomes for Tāmaki Makaurau. The Governance Manual for Substantive CCOs sets out the council’s expectations for CCOs including Panuku, and the key policies that guide our activities.

8. Panuku has supported Auckland Council throughout its response to COVID-19 and continues to do so.

9. Throughout the Alert Level 4 lockdown, our primary focus was to support our tenants and find savings across our organisation.

10. Our capital programme delivery was impacted by the Alert Level 4 lockdown, however, this resumed on the return to Alert Level 3, with only minor delays across our capital programme as a result.

11. Like Auckland Council, Panuku has made savings, with the majority of our people earning over $100,000, our executive leaders and our board taking voluntary salary reductions.

12. To respond to the changing property market and the impacts of the Auckland Council group we confirmed a new organisational structure to deliver our programme.

13. We have supported Auckland Council through the Emergency Budget 2020/2021. Our capital envelope for this financial year will allow us to deliver a credible urban regeneration programme in our neighbourhoods across the region.

14. Panuku Development Auckland currently manages 21 commercial and residential interests in the Albert-Eden Local Board area.

15. No properties were purchased in the Albert-Eden Local Board area during the six month reporting period.

16. No properties were sold in the Albert-Eden Local Board area during the six month reporting period.

17. Three properties are currently under review as part of our rationalisation process.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) receive the Panuku Auckland Development- Albert-Eden Local Board Six-Monthly Report 01 March to 31 August 2020.

Horopaki

Context

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

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

20. Panuku leads urban redevelopment in Manukau, Onehunga, Wynyard Quarter, Waterfront, Northcote, Avondale, Takapuna, Henderson, Old Papatoetoe, Ormiston, Panmure, Pukekohe, the City Centre and redevelopment of the Haumaru Portfolio.

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

22. As at 31 August 2020, the Panuku-managed non-service property portfolio comprises 1,674 properties, containing 998 leases. This includes vacant land, industrial buildings, warehouses, retail shops, cafes, offices, medical centres and a large portfolio of residential rental homes.

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

25. Below is a high-level update on activities in the Albert-Eden Local Board area:

Dominion Road/Valley Road

26. On 9 March 2020, the Environment Court released an interim decision on the resource consent for the mixed-use development on this property. The court concluded that, excepting construction noise and vibration, the appeal could be granted subject to revised conditions. Panuku and council are now considering the decision and in particular, the court’s directions on the conditions for construction noise and vibration. Panuku plans to enter into discussions with neighbours on mitigation measures.

Properties managed in the Albert-Eden Local Board Area

27. Panuku currently manages nine commercial and 12 residential properties within the Albert-Eden Local Board area.

Strategic Asset Optimisation

Service Property Optimisation

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

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

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

31. Local boards are allocated decision making for the disposal of local service property and reinvestment of sale proceeds under the service property optimisation approach.

Portfolio review and rationalisation

Overview

32. Panuku is required to undertake ongoing rationalisation of the council’s non-service assets, including the identification of properties from within the council’s portfolio that may be suitable for potential sale and development if appropriate. This contributes towards Auckland Council’s Emergency Budget asset recycling target, as well as outcomes identified in the Long-term Plan, by providing the council with efficient use of capital and prioritisation of funds to achieve its activities and projects.

33. Panuku has a focus on achieving housing and urban regeneration outcomes for properties no longer required for a council service use. Identifying potential sale properties contributes to the Auckland Plan focus of accommodating the significant growth projected for the region over the coming decades.

Process

34. Once identified as no longer delivering the council service use for which it was acquired, property is taken through a multi-stage rationalisation process. The agreed process includes engagement with council departments and CCOs, the local board, mana whenua and the relevant ward councillor The Finance and Performance Committee has the delegation to approve recommendations for disposal. Panuku works closely with Auckland Council business units, Auckland Council’s Finance team and Auckland Transport to identify and progress potential surplus properties to help achieve disposal targets.

Acquisitions and disposals

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

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

Acquisitions

37. Panuku undertakes acquisitions for Auckland Council’s parks team and Healthy Waters under delegation from council’s Chief Executive. Panuku does not unilaterally decide which properties to buy and when, but rather follows a directive to manage the commercial transactions following committee approval to purchase a particular property. A prerequisite of the committee resolution is reporting to the local board.

38. Panuku has purchased one property for open space across Auckland, in Flat Bush between March 2020 and August 2020 at a cost of $3.3 million.

39. No properties have been purchased in the Albert-Eden Local Board area during the reporting period for open space.

Disposals

40. In the current reporting period from March 2020 to August 2020, the Panuku disposals team has entered into four sale and purchase agreements, with an estimated value of $5.4 million of unconditional net sales proceeds.

41. Panuku 2020/21 disposals target is $24 million for the year. The disposals target is agreed with the council and is reviewed on an annual basis.

42. No properties have been sold in the Albert-Eden Local Board area during the reporting period.

Under review

43. Properties currently under review in the Albert-Eden Local Board area are listed below. The list includes any properties that may have recently been approved for sale or development and sale by the governing body.

Property	Details
520 Dominion Road (aka 173 Balmoral Road), Mt Eden	A small landlocked property, directly adjacent to Potters Park. It was acquired by the former Mount Eden Borough Council in 1940. The property is a local purpose (Plunket rooms) reserve subject to the Reserves Act 1977. Council’s Community Facilities department is currently undertaking a building condition assessment of the property. The site is included in Schedule B of Auckland Council’s Emergency Budget asset recycling programme.
738 Mount Eden Road, Mount Eden	The site consists of two land parcels totalling 478m² located either side of a driveway that provides access to adjacent residential properties. It is not required for open space network purposes. 738 Mount Eden Road is a recreation reserve subject to Reserves Act 1977. The site is included in Schedule B of Auckland Council’s Emergency Budget asset recycling programme.
2 Wiremu Street, Balmoral	This site is a former residential property leased as a commercial childcare centre. No public work requirement has been identified for the property. Various options were investigated at the request of the local board, including retaining the property for community leasing purposes, but the proposed service uses are not supported by council departments. In June 2016 council’s Finance and Performance Committee deferred making a decision to enable time for a possible location for a senior’s hub to be identified. Council’s Community Facilities department has reconfirmed advice previously provided that the property is not required for public works. The property is included in Schedule B of Auckland Council’s Emergency Budget asset recycling programme.

Tauākī whakaaweawe āhuarangi

Climate impact statement

44. The Panuku urban regeneration programmes support the regeneration of existing town centres while also addressing climate mitigation and adaptation.

45. Mitigation of climate change involves reducing the carbon emissions that contribute to climate change. Our neighbourhoods are transport-oriented communities that utilise existing infrastructure and transport links and we seek to make local walking and cycling safe and viable alternatives to the private vehicle. Panuku has also adopted a Homestar-6 minimum standard to ensure we can reduce energy, water and landfill waste. We are working to adopt similar standards for our public realm and commercial developments, whilst also taking guidance from precinct sustainability rating tools like Green Star Communities.

46. Adaptation to climate change involves planning for the changes to our climate and associated impacts that are already happening or are projected to happen, including sea-level rise, hotter temperatures, extreme weather events, flooding and droughts. Climate change is likely to subject the Albert-Eden Local Board Area to hotter temperatures and more frequent flooding and drought. Panuku seeks to future-proof our communities by:

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

· the use of green infrastructure and water sensitive design to increase flood resilience and provide ecological and biodiversity benefits

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

· initiatives to build community resilience

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

53. The next six-month update is scheduled for March 2021.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Perin Gerrand - Engagement Coordinator

Authorisers

Alice Tobin - Senior Community Affairs Advisor

Nina Siers - Local Area Manager

Albert-Eden Local Board

20 October 2020

Submissions and feedback on the draft Albert-Eden Local Board 2020

File No.: CP2020/14854

Te take mō te pūrongo

Purpose of the report

1. To provide an overview of feedback and submissions received from public consultation on the draft Albert-Eden Local Board Plan 2020.

Whakarāpopototanga matua

Executive summary

2. The Local Government (Auckland Council) Act 2009 requires that each local board complete a local board plan for adoption by 31 October of the year following election and uses the special consultative procedure (SCP) to engage with its communities.

3. In June 2020, the local board approved a draft Albert-Eden Local Board Plan 2020 for public consultation. The consultation period ran from 13 July to 13 August 2020.

4. A total of 305 pieces of feedback was received, including 114 submissions through the online survey tool, 189 hard copy submissions and two pieces of feedback through social media.

5. Staff have prepared a report (Attachment A) summarising the results of the consultation.

6. All feedback will be available on the Auckland Council website at https://akhaveyoursay.aucklandcouncil.govt.nz/albertedenplan/widgets/298779/documents.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) receive submissions and feedback on the draft Albert-Eden Local Board Plan 2020.

Horopaki

Context

7. The Local Government (Auckland Council) Act 2009 requires that each local board must:

· adopt its local board plan by 31 October of the year following an election

· use the special consultative procedure (SCP) to engage with their communities.

8. On 16 June 2020, Albert-Eden Local Board approved the release of a draft Albert-Eden Local Board Plan 2020 for public consultation.

9. The key features of the draft Albert-Eden Local Board Plan 2020 were:

· A focus on change occurring in and being experienced by the community. This includes population and demographic change, housing development and intensification of neighbourhoods, and environmental and climate change.

· Setting the direction for how to respond those changes. This includes welcoming new neighbours and supporting those with less access to services, providing multi-purpose and flexible spaces to meet the different needs of the growing population, protecting heritage and the environment, supporting local economic development and providing more options for travelling around the area.

10. The outcomes of the draft local board plan were:

· Resilient, connected and empowered communities who value diversity

· Character neighbourhoods we call home that reflect our heritage and unique identity

· A strong local economy with thriving town centres

· Parks and community facilities meet a wide range of needs

· High quality natural environments and sustainable lifestyles

· Safe, easy and sustainable options for moving around.

11. In addition to understanding the needs and aspirations of the community, feedback was sought on how the local board can support the community and local businesses in recovering from the impact of COVID-19.

How we consulted

12. The consultation was held between 13 July and 13 August 2020. A range of engagement activities were undertaken to encourage the public to have their say, with a focus on digital and online platforms:

· Public submissions: These were hard copy and online collected via email, post, libraries, service centres, local board offices, People’s Panel and the online survey tool akhaveyoursay/lovelocal

· Have Your Say: Four face-to-face and Skype enabled engagement events (spoken interaction) were held on:

o 23 July 2020 - online webinar

o 25 July 2020 - all outcomes event, Mount Albert

o 1 August 2020 - environment and sustainability themed event, Western Springs

o 6 August - community changes themed event, Epsom.

· Social media: Comments were received on the Albert-Eden Local Board Facebook page.

13. The following community partners held events:

· The Asian Network Inc, 20 July 2020, with a target demographic of Asian communities.

· Kāhui Tū Kaha, 29 July 2020, with a target demographic of former refugee communities.

· Epsom Network, 6 August 2020, with a target demographic of the Epsom community.

· Maungawhau School, 7 August 2020, with a target demographic of children aged 7-11 years.

· Youth Board and UN Youth, 10 August 2020, with a target demographic of youth.

14. The following community partners undertook engagement activities:

· Hāpai Te Hauora engaged with Māori communities.

· The Asian Network Inc consulted with local Indian communities at the Bharatiya Mandir Temple.

· Albert-Eden Youth Board promoted the process on social media and to local schools to encourage submissions, and all 17 Youth Board members made a submission. The Youth Board also worked with UN Youth to promote the process and have estimated to generate about 70 submissions across the Albert-Eden, Waitematā and Ōrākei local board plans.

· The Auckland Central Chinese Community Coalition engaged with communities through WeChat.

15. Due to the restrictions of the COVID-19 alert system on public gatherings, the following community partner event was cancelled when Auckland moved to alert level 3 on 12 August 2020:

· The Asian Network Inc, 12 August 2020, with a target demographic of South Asian communities.

16. In response, the local board received the following feedback:

· 114 submissions through the online survey tool

· 189 hard copy submissions, around 100 of which came via an Asian community engagement partner and around 35 via from targeted youth engagement with Maungawhau School (submitters younger than 15 years old).

· 2 pieces of feedback via social media.

Tātaritanga me ngā tohutohu

Analysis and advice

Summary of consultation feedback

17. The results and analysis of the public consultation will form the basis for the development of the final local board plan.

18. Staff have prepared a report (Attachment A) summarising the results of the consultation, including analysis and theming of comments against the relevant draft local board plan outcome. The key messages of the report are described below.

19. The majority of submitters were supportive of the plan, its direction and the themes covered. It is noteworthy that across all questions there were 139 feedback points in general support of the draft plan.

20. There were no new substantive issues or topics raised that were not already covered in the plan; however, submitters took the opportunity to put forward a range of views and suggestions.

21. There was substantial feedback from previously under-represented groups, young people and different ethnic groups. Submissions were gathered from these groups with support from community partners as outlined in paragraphs 13 and 14 above.

22. Below is a summary of responses to the consultation questions.

Consultation question	Results
Q1. How well do you think our plan reflects the needs and aspirations of you and your community over the next three years?	Overall, 80 per cent responded positively to the direction of the plan, while 13 per cent responded negatively. The remaining 9 per cent were unsure. 113 comments were provided for this question and the top five themes are: · General support for the plan (45 feedback points) · Environment / sustainability (24 feedback points) including: Support environment / sustainability initiatives (18 feedback points), more environment / sustainability initiatives (6 feedback points) · Support for the community focus (19 feedback points) · Would like more details and specifics in the plan (17 feedback points) · Transport (17 feedback points).
Q2. Do you think our plan will help our community and local businesses recover from the impact of COVID‐19?	Overall, 56 per cent felt the plan would help the community recover from the impact of COVID‐19, while 13 per cent did not. The remaining 31 per cent were unsure. 107 comments were provided for this question and the top five themes are: · Promote local businesses / buying local (22 feedback points) · Create / promote community initiatives and events (19 feedback points) · Invest in local infrastructure to support businesses / groups (17 feedback points) · Invest in / improve other infrastructure / services (9 feedback points) · Central government’s responsibility (3 feedback points).
Q3. With a limited budget, which key project areas should we be more focused on? (Choose your top three).	Submitters could choose from the following options: · Local economy e.g. support our business associations to increase their capability and deliver projects which benefit businesses and town centres; · Transport e.g. prioritise pedestrian and cycling safety improvements, especially around schools and in town centres; · Community e.g. supporting local services, volunteers and networks to respond to changing needs in our community; · Environment e.g. support for individuals, neighbours and businesses to adopt low carbon lifestyles and form climate action networks; · Parks and sports fields e.g. addressing the projects shortfall of competition and training hours through upgrades to key sports fields. 57 per cent of responses felt community and local economy were the most important areas to focus on, closely followed by the transport with 56 per cent selecting that option. 52 per cent felt the environment is an important focus area and 26 per cent supported a focus on parks and sports fields. Comments were not gathered for this question.
Q4. Do you think the actions we have included throughout our plan will make our communities more resilient, connected and empowered?	Overall, 67 per cent felt the plan would make the community more resilient, connected and empowered, while 11 per cent did not. The remaining 22 per cent were unsure. 102 comments were provided for this question and the top five themes are: · General support for the plan (30 feedback points) · Support for the focus on community (21 feedback points) · Feedback on council consultation / engagement (21 feedback points) · Would like more details / specifics (13 feedback points) · Support the focus on diversity (13 feedback points)
Q5. Do you support our environmental and sustainability approach?	Overall, 86 per cent support the plans environmental and sustainability approach, while 6 per cent did not. The remaining 8 per cent were unsure. 99 comments were provided for this question and the top five themes are: · General support for the approach (46 feedback points) · Support for the focus on awa (streams) (15 feedback points) · Support for the focus on flora / fauna / ngahere (forest) (13 feedback points) · Would like more education initiatives / support for community groups (13 feedback points) · Concern regarding tree removal (11 feedback points).

Consultation question

Results

Q1. How well do you think our plan reflects the needs and aspirations of you and your community over the next three years?

Overall, 80 per cent responded positively to the direction of the plan, while 13 per cent responded negatively. The remaining 9 per cent were unsure.

113 comments were provided for this question and the top five themes are:

· General support for the plan (45 feedback points)

· Environment / sustainability (24 feedback points) including: Support environment / sustainability initiatives (18 feedback points), more environment / sustainability initiatives (6 feedback points)

· Support for the community focus (19 feedback points)

· Would like more details and specifics in the plan (17 feedback points)

· Transport (17 feedback points).

Q2. Do you think our plan will help our community and local businesses recover from the impact of COVID‐19?

Overall, 56 per cent felt the plan would help the community recover from the impact of COVID‐19, while 13 per cent did not. The remaining 31 per cent were unsure.

107 comments were provided for this question and the top five themes are:

· Promote local businesses / buying local (22 feedback points)

· Create / promote community initiatives and events (19 feedback points)

· Invest in local infrastructure to support businesses / groups (17 feedback points)

· Invest in / improve other infrastructure / services (9 feedback points)

· Central government’s responsibility (3 feedback points).

Q3. With a limited budget, which key project areas should we be more focused on? (Choose your top three).

Submitters could choose from the following options:

· Local economy e.g. support our business associations to increase their capability and deliver projects which benefit businesses and town centres;

· Transport e.g. prioritise pedestrian and cycling safety improvements, especially around schools and in town centres;

· Community e.g. supporting local services, volunteers and networks to respond to changing needs in our community;

· Environment e.g. support for individuals, neighbours and businesses to adopt low carbon lifestyles and form climate action networks;

· Parks and sports fields e.g. addressing the projects shortfall of competition and training hours through upgrades to key sports fields.

57 per cent of responses felt community and local economy were the most important areas to focus on, closely followed by the transport with 56 per cent selecting that option. 52 per cent felt the environment is an important focus area and 26 per cent supported a focus on parks and sports fields.

Comments were not gathered for this question.

Q4. Do you think the actions we have included throughout our plan will make our communities more resilient, connected and empowered?

Overall, 67 per cent felt the plan would make the community more resilient, connected and empowered, while 11 per cent did not. The remaining 22 per cent were unsure.

102 comments were provided for this question and the top five themes are:

· General support for the plan (30 feedback points)

· Support for the focus on community (21 feedback points)

· Feedback on council consultation / engagement (21 feedback points)

· Would like more details / specifics (13 feedback points)

· Support the focus on diversity (13 feedback points)

Q5. Do you support our environmental and sustainability approach?

Overall, 86 per cent support the plans environmental and sustainability approach, while 6 per cent did not. The remaining 8 per cent were unsure.

99 comments were provided for this question and the top five themes are:

· General support for the approach (46 feedback points)

· Support for the focus on awa (streams) (15 feedback points)

· Support for the focus on flora / fauna / ngahere (forest) (13 feedback points)

· Would like more education initiatives / support for community groups (13 feedback points)

· Concern regarding tree removal (11 feedback points).

Publishing the results of public consultation

23. To conclude this phase of the local board plan development, staff recommend that the local board receive the submissions and feedback for consideration.

Tauākī whakaaweawe āhuarangi

Climate impact statement

24. Receiving the submissions and feedback has a neutral climate impact. The submissions are available online to reduce the printing of hard copies.

25. The draft Albert-Eden Local Board Plan 2020 reflected the impacts of predicted climate change. It considered such impacts as increasing temperatures, rising sea levels and changing rainfall patterns on the local board area.

26. The draft plan included Outcome 5: High quality natural environments and sustainable lifestyles, with the following specific objective and initiatives:

· Objective: Our community has sustainable lifestyles and takes climate action.

· Initiative: Support educational opportunities and ongoing waste recovery functions of the Central Community Recycling Centre in Western Springs.

· Initiative: Support the development and delivery of waste minimisation initiatives in the community and advocate for safe, local disposal options for hazardous waste.

· Initiative: Increase support for individuals, neighbours and businesses to adopt low carbon lifestyles and form climate action networks.

27. The draft plan included Outcome 6: Safe, easy and sustainable options for moving around, with the following specific objective and initiatives:

· Objective: Our community has more transport options and we see a shift in transport modes used by the community.

· Initiative: Implement over time the network of paths and connections prioritised in the Albert-Eden Local Paths (Greenways) Plan 2018, including working with other agencies and advocating for routes which are outside the limits of our funding, such as the Motu Manāwa Marine Boardwalk and the Western Springs to Greenlane express cycle connection.

· Initiative: Advocate for faster, frequent and convenient public transport, including the Government development of light rail along Dominion Road, with associated spatial planning for the areas alongside the route.

28. In comments provided across all consultation questions, 59 feedback points were in support of the focus on environment and sustainability in the draft plan.

29. The climate impact of any initiatives the Albert-Eden Local Board chooses to progress will be assessed as part of the relevant reporting requirements and project management processes.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

30. Staff will work closely with the local board in the development of the final plan.

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

Local impacts and local board views

31. The Albert-Eden Local Board will consider all submissions and feedback to the draft Albert-Eden Local Board Plan 2020 prior to adopting the final local board plan in November 2020.

Tauākī whakaaweawe Māori

Māori impact statement

32. The draft Albert-Eden Local Board Plan 2020 was developed with consideration given to existing feedback from mana whenua and mataawaka. This included seeking their views and values in March 2020 at the Kai Festival held at Te Kura Kaupapa Māori o Ngā Maungarongo. Three other events were planned for focused mana whenua and mataawaka engagement but were cancelled due to COVID-19 impacts.

33. The draft plan included Outcome 1: Resilient, connected and empowered communities who value diversity, with the following specific objective and initiative:

· Objective: People are included, interconnected and celebrate our diversity.

· Initiative: Support mana whenua in sharing Māori cultural knowledge and practices through storytelling projects, celebrating Te Reo Māori and responding to Māori aspirations.

34. The draft plan included Outcome 2: Character neighbourhoods we call home that reflect our heritage and unique identity, with the following specific narrative, objective and initiatives:

· Narrative: Acknowledgment of Māori cultural heritage sites of significance, natural features and landscapes in the local board area, aacknowledgment of the importance of the maunga (mountains) and the special and significant relationship mana whenua have with them.

· Objective: Māori cultural heritage is valued and protected.

· Initiative: Share Māori knowledge, history and stories so Māori identity can be recognised, appreciated and seen on the landscape.

· Initiative: Dual naming - work with mana whenua to complete Māori naming and associated storytelling for identified parks to value and promote Auckland’s Māori identity and the use of Te Reo Māori.

35. The draft plan included Outcome 5: High quality natural environments and sustainable lifestyles, which includes the following narrative and initiative:

· Narrative: Acknowledgment of the unique and significant role of mana whenua as kaitiaki.

· Initiative: Work with mana whenua on restoration initiatives to implement mātauranga Māori (Māori knowledge) and design into projects.

36. During the consultation community partner Hāpai Te Hauora engaged with Māori communities.

37. Six submissions were received from those identifying as Māori.

Ngā ritenga ā-pūtea

Financial implications

38. There are no financial implications associated with receiving the submissions and feedback.

39. Budget to implement initiatives and projects is confirmed through the annual plan budgeting process.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

40. There is a risk relating to managing public expectations. The process of consultation is likely to have raised expectations as to the inclusion of the communities’ priorities and aspirations, while the full social and economic effects of COVID-19 are still being determined.

41. The local board will consider all submissions and feedback before making changes to the draft Albert-Eden Local Board Plan 2020.

Ngā koringa ā-muri

Next steps

42. The submissions and feedback are available on the Auckland Council website.

43. The Albert-Eden Local Board will adopt the Albert-Eden Local Board Plan 2020 on 10 November 2020.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Submissions analysis summary	71

Ngā kaihaina

Signatories

Authors

Emma Reed - Local Board Advisor

Claire Abbot - Local Board Services Graduate

Authoriser

Nina Siers - Local Area Manager

Albert-Eden Local Board

20 October 2020

Resource Recovery Network Strategy update

File No.: CP2020/14824

Te take mō te pūrongo

Purpose of the report

1. To provide an opportunity for local boards to give formal feedback on the Resource Recovery Network Strategy update (Attachment A).

Whakarāpopototanga matua

Executive summary

2. The Resource Recovery Network Strategy, which was approved in October 2014, is being refreshed. This will respond to the updated Waste Management and Minimisation Plan 2018 and Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan. It will also reflect the current global context including changes to global recycling markets and the impacts of COVID-19.

3. Key features of the strategy refresh include:

· expanding the current strategy from 12 community recycling centres in total to 23 facilities by 2031, including nine additional community recycling centres and two resource recovery parks (capital expenditure to be funded through the central government waste levy)

· seeking additional funding for ongoing operational support for community recycling centres beyond their current five-year contracts to enable continued service provision (to be funded through the waste targeted rate).

4. The aim of the network is to maximise diversion of waste from landfill, contribute to creating a circular economy, achieve wider social and economic benefits and deliver local green jobs. The network helps to drive the aspiration of the Waste Management and Minimisation Plan to achieve a zero waste Auckland by 2040.

5. The Resource Recovery Network of nine community recycling centres has provided 80 local jobs. The network diverted 5,213 tonnes of materials from landfill in 2019/2020.

6. Central government funding has boosted the development of existing sites in the Resource Recovery Network. The revised Resource Recovery Network Strategy will build on this funding and enable greater accessibility for residents and businesses.

7. A number of local boards have provided support for the Resource Recovery Network through the funding of scoping and feasibility studies, assistance with identifying suitable sites and support for local initiatives such as education outreach.

8. Staff presented the key points of the strategy refresh to the Waste Political Advisory Group and local boards in September and October 2020. Formal feedback from local boards will be included in a report to Environment and Climate Change Committee seeking adoption of the updated Resource Recovery Network Strategy in November 2020.

9. Approximately $8.6 million spread over 10 years is proposed to fund new and existing sites. This funding will be sought through the Long-term Plan 2020-2031 process.

10. An additional $28 million for the new resource recovery facilities, spread over ten years, is proposed to be funded through the budget allocated to Auckland Council from the central government waste levy.

Ngā tūtohunga

Recommendation/s

That the Albert Eden Local Board:

a) provide feedback on the Resource Recovery Network Strategy update (Attachment A of the agenda report).

b) note that local board feedback will be included in a report to Environment and Climate Change Committee in November 2020 seeking adoption of the updated Resource Recovery Network Strategy.

Horopaki

Context

11. The Resource Recovery Network is one of the nine priority actions in Te Mahere Whakahaere me te Whakaiti Tukunga Para i Tāmaki Makaurau – Auckland Waste Management and Minimisation Plan 2018.

12. The network was initially identified as a key initiative under the Waste Management and Minimisation Plan 2012 and has been developing across the region since that time.

13. The purpose of the Resource Recovery Network is ‘to maximise the diversion of reusable and recyclable materials from landfill and, in the process, generate multiple environmental, social, cultural and economic benefits for Auckland’. The network helps to drive the aspiration of the plan to achieve a zero waste Auckland by 2040, taking care of people and the environment and turning waste into resources.

14. A 10-year strategy for the Resource Recovery Network was adopted in 2014 (resolution REG/2014/121). This strategy enabled the establishment of 12 community recycling centres across the Auckland region by 2024, funded by a combination of waste levy funding and targeted rates.

15. Community recycling centres provide communities with a ‘one stop shop’ for people to drop off unwanted goods and recyclables. The focus is on reuse, repair, repurposing and upcycling resources, as well as providing low cost retail goods to the community.

Progress of the Resource Recovery Network

16. As of September 2020, nine community recycling centres have been established. These centres are located in Waiuku, Helensville, Henderson, Wellsford, Warkworth, Aotea / Great Barrier, Devonport, Waiheke and Whangaparaoa. Community recycling centres are also under development in Western Springs and Onehunga.

17. Across the nine existing sites, 80 local full-time and part-time jobs have been created. In the 2019/2020 financial year, 5,213 tonnes of materials were diverted from landfill for reuse or recovery.

18. The development of the Resource Recovery Network in Auckland has been further boosted by central government Waste Minimisation Fund and shovel-ready funding, including:

· $2.3 million from the Waste Minimisation Fund was provided to support development of a Community Recycling Centre in Onehunga

· $10.6 million in shovel-ready funding for infrastructure development for the existing Devonport, Waiheke, Helensville, Warkworth, Wellsford and Western Springs community recycling centres as well as the Waitākere Waste Transfer Station/ Resource Recovery Park.

19. The recent central government shovel-ready investment will fast track the improvement of existing community recycling centres through developing fit for purpose infrastructure. It will expand employment by increasing the volume of materials and the number of related activities they can undertake to work towards zero waste.

Strategic context

20. COVID-19 continues to put pressure on international recycling markets, as countries restrict import and export activity through their borders. In addition to this, China implemented its National Sword policy in January 2018, which sets tight contamination limits on imported recyclable materials, including paper and plastics. As a result, global commodity prices for these products have dropped significantly as there is an oversupply to other existing markets.

21. Several strategic changes have occurred since the initial Resource Recovery Network was approved in 2014. These include the adoption of the Long-term Plan 2018-2028, the Waste Management and Minimisation Plan 2018 and Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan 2020.

22. These strategic changes draw focus to the significance of the Resource Recovery Network, which is identified as a priority action in the Waste Management and Minimisation Plan and is also an action in Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan. The revised Resource Recovery Network Strategy will also feed into the Long-Term Plan 2021-2031 which is currently being developed for adoption in June 2021.

23. The opportunities for community recycling centres to divert waste from landfill, generate income and create local jobs are expected to increase significantly over the next few years as government policy changes come into effect. These include the increase in the waste levy, a container return scheme currently under consideration by the government, and the 2019 Climate Change response (Zero Carbon) Amendment Act.

24. An overview of the revised strategy was presented to the Waste Political Advisory Group on 1 September 2020. The Waste Political Advisory Group indicated its support for the draft strategy refresh.

Tātaritanga me ngā tohutohu

Analysis and advice

Key features of the refreshed Resource Recovery Network Strategy

25. The refreshed Resource Recovery Network Strategy provides a pathway for futureproofing and scaling up the network. In developing the strategy, the priorities, budgets and method of delivery from the original 2014 strategy have been reassessed.

26. The refreshed strategy focuses on five key areas:

· increasing the number of sites from 12 to 21 community recycling centres to provide more equitable access to all Aucklanders and establishing two commercially focused resource recovery parks, bringing the total number of sites to 23 by 2031

· supporting existing sites and operators to thrive

· strengthening and enabling the network

· developing a fit for purpose operating and governance model

· fostering financial sustainability.

27. Overall, the review has suggested that the strategy approved in 2014 is still valid. Two key changes have been identified that will require additional budget to enable the network to reach its full potential. These key changes are outlined below. Further detail is provided in the draft Resource Recovery Network Strategy update (Attachment A).

Increasing the number of resource recovery facilities

28. One of the key changes in the updated strategy is an increase in the number of sites planned. The original strategy proposed 12 community recycling centres. The updated strategy proposes an expanded network with an additional nine community recycling centres and two resource recovery parks. This will bring the total number of sites up to 23, including:

· 21 community recycling centres that are strategically located across Auckland. They will be connected with their local communities, providing trusted places to take unwanted goods as well as fostering local innovation and resilience.

· two resource recovery parks, which are larger-scale facilities that focus mainly on diverting commercial waste from landfill back into the circular economy, while also accepting and diverting domestic waste. One of these will be the upgrade of Waitākere Transfer Station to a resource recovery park and the second will be in south Auckland.

29. Staff anticipate that an appropriate site will be found in south Auckland for a resource recovery parks. A resource recovery park in the south could provide an opportunity for economic transformation led by Māori or Pacifika businesses, social enterprises and local businesses. Studies have found that recycling results in around 10 times more jobs compared to sending materials to landfill.

30. The location of facilities will be determined by the availability of suitable sites, opportunities for joint ventures or partnerships, local board feedback, location of existing facilities and accessibility for Auckland residents and businesses. Centres will be equitably spread across the region, depending on the availability of appropriate sites.

31. Increasing the number of sites will enable greater accessibility for residents and businesses to maximise diversion from landfill and deliver further local green jobs.

Ongoing operational funding

32. Another key change in the updated strategy is the provision of ongoing operational funding for existing community recycling centres.

33. When the strategy was originally created in 2014, it was expected that the centres would become self-funding by the end of their initial five-year contract period. Revenue would be generated from income from gate fees, the sale of reusable and recyclable materials, and other services that the centres provide.

34. This intention was reflected by a reducing management fee from the council over the course of the centres’ five-year contracts. However, although sites that have come to the end of their contracts have significantly reduced their management fee from the council, they are not in a position to be completely self-funding.

35. This has been caused by a combination of factors, including sites not being developed as quickly as anticipated and the impacts of COVID-19. China’s National Sword restrictions on global recycling have also presented a challenge due to reduced revenue from recycling commodities such as paper, cardboard and plastics.

36. To ensure the on-going viability and impact of the existing sites, an ongoing site management fee from council will be required beyond the initial five years. This will be negotiated on a site by site basis and will be reassessed as the increase in the waste levy and introduction of product stewardship schemes come into force.

37. No additional operational funding is planned for resource recovery parks, which should operate as commercial ventures and be self-funding.

Tauākī whakaaweawe āhuarangi

Climate impact statement

38. The expanded Resource Recovery Network is part of Action E6 in Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan (manage our resources to deliver a zero waste, circular economy).

39. The Auckland Zero Waste Programme as part of Auckland’s Climate Plan estimates that this programme will reduce emissions by 39,650 tonnes of carbon dioxide equivalents per year by 2030.

40. Resource recovery facilities also provide zero waste learning opportunities which will have impacts on residents’ purchasing decisions, with resulting climate impacts.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

41. Waste Solutions staff have worked closely with Community Empowerment Unit and The Southern Initiative who have provided support the development of the community recycling centres. The Southern Initiative have also advocated for a resource recovery park in south Auckland as a contribution to the economic transformation for the south.

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

Local impacts and local board views

42. Several local boards have provided support and funding to enable the Resource Recovery Network through their local board work programmes. This has included funding for a range of initiatives from feasibility studies, local capacity building and waste minimisation and learning.

43. Local boards have also provided feedback through the Waste Management and Minimisation Plan 2018 development process. A number of boards supported the establishment of community recycling centres in their area, with Māngere-Ōtāhuhu, Manurewa, Ōtara-Papatoetoe and Papakura stating the establishment of a southern community recycling centre should be a priority.

44. Staff will engage with local boards on individual sites in their local areas as new facilities are investigated and developed.

45. Staff attended workshops with local boards between 15 September and 14 October 2020 to present on the key points of the strategy refresh.

46. This report presents the draft Resource Recovery Network Strategy and seeks formal feedback from the local board ahead of Environment and Climate Change Committee adoption of the strategy in November 2020.

Tauākī whakaaweawe Māori

Māori impact statement

47. Mana whenua and matāwaka were engaged in the development of the 2018 Waste Management and Minimisation Plan and identified priority actions for Māori.

48. The draft Resource Recovery Network Strategy aligns to a number of the Māori priorities that were identified, in particular:

· protection of Papatūānuku by keeping waste from landfill

· developing respectful and innovative partnerships for waste minimisation in order to restore the ‘mauri’ of Papatūānuku

· nurturing relationships, looking after people, taonga and taiao

· fostering mutual respect.

49. The council also partners with Para Kore ki Tāmaki – a Māori-developed and implemented programme that integrates mātauranga Māori and zero waste principles and practices to support marae, Māori organisations, Kura Kaupapa Māori and Kōhanga Reo to divert significant quantities of recycling and organic waste from landfill.

50. The draft Resource Recovery Network Strategy was presented to the Infrastructure and Environmental Services Mana Whenua Forum on 11 September 2020, and then at a workshop on 14 September 2020. As a result of the workshop a number of mana whenua identified interest in potential opportunities for engaging with the development of the Resource Recovery Network.

Ngā ritenga ā-pūtea

Financial implications

51. The 2020/2021 net operating cost of the community recycling centres that are currently in operation is approximately $2.6 million per year. An additional budget of approximately $8.6 million spread over 10 years is proposed to fund new and existing sites.

52. Ongoing operational funding will mainly be provided through the solid waste targeted rate. Changes to the strategy will not result in any increase to the waste targeted rate until 2025 in order to maintain budgets during the post COVID-19 recovery and response phase. Any minor increases in operational expenditure over this period will be covered by waste levy funding from central government.

53. No operational expenditure is planned for resource recovery parks, which should operate as commercial ventures and be self-funding.

54. An additional $28 million in capital expenditure is proposed for the new resource recovery facilities, spread over ten years. The new facilities are proposed to be funded through the budget allocated to Auckland Council from the central government waste levy. The waste levy will increase incrementally from its current rate of $10 per tonne to $60 per tonne by 2025.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

55. The key risks and mitigations associated with the revised Resource Recovery Network Strategy are outlined in Table 1.

Table 1: Resource Recovery Network Strategy key risks and mitigations

Risk	Mitigation
Community recycling centres will not be able to become financially viable.	The increase in the waste levy will provide a greater incentive to keep resources out of landfill and increase use (and revenue generation) of community recycling centres. It will also provide increased funding to the council to establish new facilities. The introduction of product stewardship schemes, such as a container return scheme will provide additional revenue for community recycling centres and attract new users of the facilities. Additional operational funding provided as proposed in the refreshed strategy will support the centres until sufficient revenue is generated.
Suitable sites will not be available for the proposed additional nine community recycling centres.	Staff are investigating a wide range of opportunities to secure sites, including new models of ownership and operation. This could include joint ventures or lease arrangements.
There will not be suitable operators to tender for the operation of the community recycling centres.	Staff are undertaking early engagement in areas where community recycling centres are planned to build capacity and link interested groups to existing operators and the national membership body for community recyclers, the Zero Waste Network.

Ngā koringa ā-muri

Next steps

56. Local board feedback will be included in a report to Environment and Climate Change Committee on 12 November 2020 seeking adoption of the updated Resource Recovery Network Strategy.

57. Budgets to deliver the revised strategy will be sought through the Long-term Plan 2020-2031 process.

58. The Resource Recovery Network will continue to develop over the next 10 years, with the Western Springs and Onehunga Community Recycling Centres expected to be operational by the end of 2021.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Draft Resource Recovery Network Strategy	97

Ngā kaihaina

Signatories

Authors

Jenny Chilcott – Senior Waste Planning Specialist

Julie Dickinson – Principal Advisor Waste Planning

Authorisers

Barry Potter – Director Infrastructure and Environmental Services

Lesley Jenkins – acting for Louise Mason – General Manager Local Board Services

Nina Siers - Local Area Manager

Albert-Eden Local Board

20 October 2020

Chairperson	Margi Watson
Deputy Chairperson	Lee Corrick
Members	Graeme Easte
	Rachel Langton
	Ben Lee
	Julia Maskill
	Christina Robertson
	Kendyl Smith

No.	Title	Page
a ⇩	8 September 2020 - Albert-Eden Local Board Workshop Record	247
b ⇩	22 September 2020 - Albert-Eden Local Board Workshop Record	251
c ⇩	6 October 2020 - Albert Eden Local Board Workshop Record	253

Author	Michael Mendoza - Democracy Advisor
Authoriser	Nina Siers - Local Area Manager