Chairperson John
Gillon opened the meeting followed by Member Adrian Tyler leading the meeting
with a Karakia.
2 Apologies
At the close of
the agenda no apologies had been received.
3 Declaration
of Interest
Members are reminded of the need to be
vigilant to stand aside from decision making when a conflict arises between
their role as a member and any private or other external interest they might
have.
The Auckland Council Code of Conduct for
Elected Members (the Code) requires elected members to fully acquaint
themselves with, and strictly adhere to, the provisions of Auckland
Council’s Conflicts of Interest Policy. The policy covers two
classes of conflict of interest:
i) A financial conflict of
interest, which is one where a decision or act of the local board could
reasonably give rise to an expectation of financial gain or loss to an elected
member; and
ii) A non-financial conflict
of interest, which does not have a direct personal financial
component. It may arise, for example, from a personal relationship, or
involvement with a non-profit organisation, or from conduct that indicates
prejudice or predetermination.
The Office of the Auditor General has
produced guidelines to help elected members understand the requirements of the
Local Authority (Member’s Interest) Act 1968. The guidelines
discuss both types of conflicts in more detail, and provide elected members
with practical examples and advice around when they may (or may not) have a
conflict of interest.
Copies of both the Auckland Council Code
of Conduct for Elected Members and the Office of the Auditor General guidelines
are available for inspection by members upon request.
Any questions relating to the Code or the
guidelines may be directed to the Relationship Manager in the first instance.
4 Confirmation
of Minutes
|
That the Kaipātiki Local Board:
a)
confirm the ordinary minutes of its meeting,
held on Wednesday, 26 August 2020, as true and
correct.
|
5 Leave
of Absence
At the close of
the agenda no requests for leave of absence had been received.
6 Acknowledgements
At the close of
the agenda no requests for acknowledgements had been received.
7 Petitions
At the close of
the agenda no requests to present petitions had been received.
8 Deputations
Standing
Order 7.7 provides for deputations. Those applying for deputations are required
to give seven working days notice of subject matter and applications are
approved by the Chairperson of the Kaipātiki Local Board Community Forum.
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 The
Cedar Centre
|
|
Te take mō te pūrongo
Purpose
of the report
1. The
purpose of this deputation is to update the Kaipātiki Local Board
regarding The Cedar Centre.
Whakarāpopototanga matua
Executive
summary
2. Craig
Harris, Vicar of The Cedar Centre, will be in attendance to address the board
in support of this item.
|
|
Ngā tūtohunga
Recommendation/s
That the Kaipātiki Local
Board:
a) receive
the deputation from The Cedar Centre.
b) thank
Craig Harris and The Cedar Centre for their presentation.
|
|
8.2 Film
Industry - Kristian Eek
|
|
Te take mō te pūrongo
Purpose
of the report
1. The
purpose of this deputation is to update the Kaipātiki Local Board
regarding film industry organisations including New Zealand Advertising
Producers Group, Film Auckland, Screen Producers and Development Association
and the Screen Industry Guild of Aotearoa NZ.
Whakarāpopototanga matua
Executive
summary
2. Kristian
Eek, Producer/Production Manager/NZAPG member and who represents several film
industry organisations, will be in attendance to address the board in support
of this item.
|
|
Ngā tūtohunga
Recommendation/s
That the Kaipātiki Local
Board:
a) receive
the deputation from Kristian Eek who represents several film industry
organisations.
b) thank
Kristian Eek for their attendance and presentation.
|
|
8.3 Hearts
and Minds
|
|
Te take mō te pūrongo
Purpose
of the report
1. The
purpose of this deputation is to update the Kaipātiki Local Board
regarding Hearts and Minds.
Whakarāpopototanga matua
Executive
summary
2. Carol
Ryan, Chief Executive and Amberlee Wharton, Manager, will be in attendance to
address the board in support of this item.
|
|
Ngā tūtohunga
Recommendation/s
That the Kaipātiki Local
Board:
a) receive
the deputation from Hearts and Minds.
b) thank
Carol Ryan and Amberlee Wharton for their attendance and presentation.
|
|
8.4 North
Shore Woodturners Guild
|
|
Te take mō te pūrongo
Purpose
of the report
1. The
purpose of this deputation is to update the Kaipātiki Local Board
regarding North Shore Woodturners Guild.
Whakarāpopototanga matua
Executive
summary
2. Julie
Gannaway, Treasurer and Trefor Roberts, Committee member, will be in
attendance to address the board in support of this item.
|
|
Ngā tūtohunga
Recommendation/s
That the Kaipātiki Local
Board:
a) receive
the deputation from North Shore Woodturners Guild.
b) thank
Julie Gannaway and Trefor Roberts for their attendance and presentation.
|
|
Attachments
a 28 October 2020 - Kaipātiki Local Board Community
Forum - North Shore Woodturners Guild............................................................................. 103
b 28 October 2020 - Kaipātiki Local Board Community
Forum - NSWG Agincourt Reserve Building Proposals......................................................... 105
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9 Public
Forum
A period of
time (approximately 30 minutes) is set aside for members of the public to
address the meeting on matters within its delegated authority. A maximum of 3
minutes per item is allowed, following which there may be questions from members.
At the close of
the agenda no requests for public forum had been received.
10 Extraordinary
Business
Section 46A(7) of the Local Government Official Information and
Meetings Act 1987 (as amended) states:
“An item that is not on the agenda for a meeting may be dealt
with at that meeting if-
(a) The
local authority by resolution so decides; and
(b) The
presiding member explains at the meeting, at a time when it is open to the
public,-
(i) The reason why
the item is not on the agenda; and
(ii) The
reason why the discussion of the item cannot be delayed until a subsequent
meeting.”
Section 46A(7A) of the Local Government Official Information and
Meetings Act 1987 (as amended) states:
“Where an item is not on the agenda for a meeting,-
(a) That item
may be discussed at that meeting if-
(i) That
item is a minor matter relating to the general business of the local authority;
and
(ii) the
presiding member explains at the beginning of the meeting, at a time when it is
open to the public, that the item will be discussed at the meeting; but
(b) no
resolution, decision or recommendation may be made in respect of that item
except to refer that item to a subsequent meeting of the local authority for
further discussion.”
|
Kaipātiki
Local Board Community Forum
28 October
2020
|
|
Feedback on Libraries and Service Centre
Integration projects
File No.: CP2020/15423
Te take mō te
pūrongo
Purpose of the report
1. To
seek feedback on the transfer of services currently provided in standalone
customer service centres to online, with customer support for the transition
provided from the libraries in Glenfield and Birkenhead.
Whakarāpopototanga matua
Executive summary
2. In
the last three years our customer services centres have experienced an increase
in the number of online transactions and a subsequent decline in the number of
face-to-face transactions.
3. The
Glenfield and Birkenhead Service Centres experienced a reduction of 33 and 43
per cent respectively in FY2019/2020 when compared to the prior year.
4. In
Libraries there has also been a move to self-service digital resulting in a
downward trend in site visits for transactional activities.
5. In
many local centres the customer service centre is located adjacent or near a
local library.
6. The
transfer of services currently provided in standalone customer service centres
to online, with support for the transition from libraries aims to:
· encourage
the use of online services
· better
utilise Post Shop for payment transactions
· create
a seamless and connected customer experience for face-to-face transactions
· leverage
the library presence in communities and realise the opportunity for libraries
to be the face of Auckland Council in local communities.
7. A
workshop was held with the local board on 24 September 2020 to provide an
overview of the changes to Service Centre services, as they apply to Glenfield
and Birkenhead.
8. This
report seeks formal feedback on the transfer of services currently provided in
standalone customer service centres to online, with support for the transition
from the libraries in Glenfield and Birkenhead.
|
Ngā tūtohunga
Recommendation/s
That the Kaipātiki Local
Board:
a) Kaipātiki
Local Board provide feedback on the transfer of services currently provided
in standalone customer service centres to online, with customer support for
the transition provided from the libraries in Glenfield and Birkenhead.
|
Horopaki
Context
9. In
the last three years our customer services centres have experienced an increase
in the number of online transactions and a subsequent decline in the number of
face-to-face transactions.
10. The Glenfield
and Birkenhead Service Centres experienced a reduction of 33 and 43 per cent
respectively in FY2019/2020 when compared to the year prior. This increases the
average cost of each transaction to a level that is disproportionate to the
service being delivered.
11. In Libraries
there has also been a move to self-service digital resulting in a downward
trend in site visits for transactional activities.
12. In many local
centres the customer service centre is located adjacent or near a local
library.
Tātaritanga me ngā
tohutohu
Analysis and advice
13. The transfer
of services currently provided in standalone customer service centres to
online, with support for the transition from libraries aims to:
· encourage
the use of online services
· better
utilise Post Shop for payment transactions
· create
a seamless and connected customer experience for face-to-face transactions
· leverage
the library presence in communities and realise the opportunity for libraries
to be the face of Auckland Council in local communities.
14. In Glenfield
and Birkenhead this means:
· proactively
supporting customers to transition to online services wherever possible
· offer
general services at libraries, including support and training for online
services and free access to the internet.
Tauākī whakaaweawe
āhuarangi
Climate impact statement
15. There are no
anticipated climate impacts arising from the transfer of services online.
Ngā whakaaweawe me
ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
16. The project
team working on this includes staff from Customer Services, Libraries and
Information, People and Performance and Service Strategy and Integration.
17. Other council
departments and have provided specialist input including Corporate Property and
Local Board Services.
Ngā whakaaweawe
ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
18. A training
programme for libraries staff will ensure they can support customers seeking
assistance with online service centre transactions.
19. Customers
will continue to have access to support and training for online services and
free access to the internet at the libraries in Glenfield and Birkenhead.
20. Customers
will be informed of the changes to service offerings and the alternatives
available through changes to the website, posters and flyers in both service
centres and libraries.
21. A workshop
was held with the local board on 24 September 2020 to provide an overview of
the integration of Service Centre and Libraries services, as they apply to
Glenfield and Birkenhead.
22. The board
expressed concern regarding the potential for job losses, the training required
for staff to be able to offer the range of services and the impact on those
customers who are not comfortable with, or have limited access to, technology.
Tauākī whakaaweawe
Māori
Māori impact statement
23. Library services provide benefit to the community as a place of
information, delivery of services and activities, and local community
interaction and engagement. Māori, as part of the Glenfield and Birkenhead
communities, will benefit from the ongoing delivery of services provided by the
Glenfield and Birkenhead libraries.
Ngā ritenga
ā-pūtea
Financial implications
24. There
are no financial implications for the local board budgets arising from this service
change. The staff cost savings are contributing to the savings targets in the
Emergency Budget 2020/2021.
Ngā raru tūpono me
ngā whakamaurutanga
Risks and mitigations
25. The following
table outlines relevant risks and mitigations.
|
Risk
|
Impact
|
Mitigation
|
|
Customers
are unclear how to access service centre services.
|
Customer need
and expectations for service centre services are not met.
|
Communication
in advance to ensure customers are aware of options to access services and
support available from libraries.
|
|
Customers
don’t have access to online services.
|
Customer need
and expectations for service centre services are not met.
|
Customers will continue to
have access to support and training for online services and free access to
the internet in Glenfield and Birkenhead libraries.
|
Ngā koringa ā-muri
Next steps
26. Feedback
received from the local board will be considered as part of implementation
during November 2020.
27. Communication
to customers regarding migration to online services will commence at the end of
October 2020 and support for customers will continue following implementation.
Ngā tāpirihanga
Attachments
There are no attachments for
this report.
Ngā kaihaina
Signatories
|
Authors
|
Justine Haves – General Manager, Service
Strategy and Integration
|
|
Authorisers
|
Darryl Soljan – Head of Community Libraries
– Central, North and West
Kim Taunga – Head of Community Libraries South
and East
Eric Perry - Local Area Manager
|
|
Kaipātiki
Local Board Community Forum
28 October
2020
|
|
Resource Recovery Network Strategy
update
File No.: CP2020/14864
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 (refer to Attachment A of the agenda report).
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 Kaipātiki 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
number 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 (refer to Attachment A of the agenda report).
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 park. A resource recovery park in the south could provide an
opportunity for economic transformation led by Māori or Pasifika
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⇩
|
21 October 2020 - Kaipātiki Local Board Business
Meeting - Draft Resource Recovery Network Strategy
|
29
|
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
|
