Agenda of Maungakiekie-Tāmaki Local Board

No.	Title	Page
a ⇩	Chairperson C Makoare Monthly Update October 2020	13

Maungakiekie-Tāmaki Local Board

27 October 2020

Panuku Development Auckland - Maungakiekie-Tāmaki Local Board Six-Monthly Report 1 March to 31 August 2020.

File No.: CP2020/14509

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. This report is a record of events for the Maungakiekie-Tāmaki 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 currently manages the Transform Onehunga and Unlock Panmure programmes, which fall within the Maungakiekie-Tāmaki Local Board area.

15. Panuku currently manages 81 commercial and residential interests in the Maungakiekie-Tāmaki Local Board area.

16. No properties were purchased in the Maungakiekie-Tāmaki Local Board area during the six month reporting period.

17. Two properties were sold in the Maungakiekie-Tāmaki Local Board area during the six month reporting period.

18. Three properties in the Maungakiekie-Tāmaki Local Board area are currently under review as part of our rationalisation process.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) receive the Panuku Development Auckland - Maungakiekie-Tāmaki Local Board Six-Monthly Report 1 March to 31 August 2020.

Horopaki

Context

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

20. 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.

21. 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.

22. 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.

23. 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

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

25. 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.

26. Below is a high-level update on activities in the Maungakiekie-Tāmaki Local Board area:

Transform Onehunga

27. Panuku is leading the redevelopment of strategically placed council-owned land and works in partnership with government and other organisations to deliver positive outcomes for the local community. Currently, the major focus of the programme is on the development of land owned by council north of the town centre and master planning for the Onehunga Wharf.

28. The presentation of the Transform Onehunga programme business case was delayed from April due to COVID-19, and was instead presented to the Panuku board at its May meeting.

29. There are several key projects in planning and design stages in Onehunga.

Onehunga Dress Smart

30. Auckland Council owns a small site next to the Dress Smart shopping centre on Paynes Lane. Panuku is proposing to facilitate development on this land with the owners of Dress Smart, Lendlease, to improve the shopping centre.

31. Lendlease is finalising designs for the development prior to submitting its resource consent application. It has presented its plans to Panuku for its review, as required by the development agreement.

32. Panuku and Auckland Transport have processed a road stopping application in relation to part of Paynes Lane. The stopped road will be sold to Lendlease with the car park to enable Lendlease’s development. The current Dress Smart is built above some parts of this road and this road is used primarily for ingress and egress to Dress Smart. Selling it enables Dress Smart to undertake a large scale development on the carparks sold to it adjoining the stopped Payne’s Lane (45 Waller St) and a new pedestrian entrance fronting Paynes Lane, on the stopped road.

Laneways

33. Laneway projects 4 and 5 have been paused while issues identified around asset ownership and ongoing maintenance are worked through. This pause will also ensure that the project team, Auckland Transport and the Community Facilities team at Auckland Council work out the overall laneway strategic approach and design outcomes.

The 312 Hub

34. The 312 Hub, a youth group in Onehunga, occupies a council-owned site opposite the Dress Smart shopping centre and council car park on a temporary basis while the premises is empty in advance of its sale. A six-month building lease with 312 Hub has been agreed on the understanding that the building is available temporarily.

35. The 312 Hub is also receiving a strategic partnership grant from the local board, as supporting youth in Onehunga continues to be a priority for them.

Waiapu Precinct

36. The indicative business case board paper for Waiapu precinct was presented to the Panuku board in May. Since May, the draft masterplan outlined in the indicative business case required further refinement and Panuku has been collaborating with development parties and council to resolve the final draft masterplan. It is expected that a final draft masterplan will be formulated by November 2020 for approval by the Maungakiekie-Tāmaki Local Board.

37. Engagement feedback through social pinpoint was collected from the community for consideration as part of the masterplanning process. There were over 3,600 visits to the site and nearly 200 comments or ideas were given by the community. This feedback helped to inform the design process.

Onehunga Wharf

38. A masterplan for the wharf is nearing completion following months of community consultation and design work.

39. The preferred masterplan option was presented to a technical advisory group on 30 July 2020. Feedback received has been considered and incorporated into the revised masterplan where appropriate. The masterplan will be presented to Panuku’s Priority Location Committee in October.

40. A programme update was presented to the Maungakiekie-Tāmaki Local Board on 1 September 2020.

41. A workshop was held with the Mana Whenua Governance Forum on Monday 23 March 2020 and follow up sessions were held on 30 March and 6 April 2020 to review the master planning options for Onehunga wharf and to provide an update on the cultural narrative.

42. This was also an opportunity for the mana whenua technical specialists to present their findings and proposals to mana whenua.

43. Transpower will be initiating an engineering feasibility study on the moving or removal of the transmission lines that cross the Onehunga wharf. It is anticipated to be completed by early October.

44. The next step will be to undertake community consultation on the preferred masterplan. Once the masterplan has been finalised we will work with Council to develop a plan change to progress implementation of the masterplan.

Innovating Streets - Onehunga Mall

45. Members of the Transform Onehunga programme team met with the Maungakiekie-Tāmaki Local Board in May to update them on the Innovating Streets tactical urbanism funding proposal for Onehunga Mall. The application was also approved by the Emergency Committee at Auckland Council.

46. The Innovating Streets initiative funding proposal was unsuccessful. The project team will continue to work with the Maungakiekie Tāmaki Local Board, the business association and Auckland Transport to investigate other opportunities and funding to achieve the outcomes that were identified.

Onehunga Community Needs Assessment

47. The Onehunga community needs assessment was completed in April 2020, led by Auckland Council’s Service Strategy and Integration team. The results and recommendations were presented to the local board in May 2020. This work will influence future decisions regarding the location and services provided by the Sir William Jordan Recreation Centre, that currently sits within the municipal precinct.

48. The teams will now work together to identify and investigate options for optimisation including any alternative locations for the future of the Sir William Jordan Recreation Centre and Pearce Hall.

Unlock Panmure

49. The Unlock Panmure programme covers a 43-hectare footprint including the town centre, main street of Queens Road, the Panmure transport hub, and a commercial area to the west. Within the programme area, Auckland Council has 7.3 hectares and the Crown has three hectares of landholdings. This land will be used to unlock future urban redevelopment potential, including mixed residential and commercial opportunities. Panmure is in a key transport location with the development of the new AMETI busway currently under construction, as well as the opening of a new train station.

50. Despite the challenges of lockdown, the Unlock Panmure programme team sent updates to key stakeholders over the reporting period on the 2020/2021 programme.

51. Meetings were held internally across the council group, with government agencies including Tāmaki Regeneration Company and with community organisations including the Panmure Business Association and the Chinese New Settlers Service Trust (CNSST) to coordinate work programmes and receive input.

52. An update on the Unlock Panmure work programme will be provided to the local board on 1 September 2020.

13-27 Queens Road

53. This site is being considered for the construction of a multi-use community facility that could include a food and beverage offering and community activities and will act as a gateway into the Panmure town centre.

Innovating Streets

54. Members of the Unlock Panmure programme team met with the Maungakiekie Tāmaki Local Board in May to update them on the Innovating Streets funding proposal for Queens road, which was submitted to the Waka Kotahi New Zealand Transport Authority Innovating Streets Initiative.

55. The funding proposal was unsuccessful. The project team will continue to work with the Maungakiekie Tāmaki Local Board, the business association and Auckland Transport to investigate other opportunities and funding to achieve the outcomes that were identified.

Clifton Court

56. The project team met with the Chinese New Settlers Services Trust to discuss the proposed redevelopment of Clifton Court. A survey was also circulated to the businesses on Clifton Court to get their feedback on what they would like on the space, which was accompanied by an online drop-in session to answer queries. The survey responses have been collated and the project team is considering the suggestions.

57. Tactical urbanism initiatives were used to test ideas that have been collected from the community on the look and feel of the Clifton Court space. The key themes indicated four areas for design and included safety and comfort, green and nature, play, community interactions and activities. These elements will form an important foundation for the final design of the space.

Transport Precinct

58. A marketing strategy is underway to understand pricing, evaluation and staging in the proposed transport precinct around the train station.

28-30 Pilkington Road and 3 Kings Road

59. Plan change submissions closed on 12 March 2020.

60. There were two submissions received in support of the rezoning at 3 Kings Road and five submissions in opposition.

61. Two submissions were received opposed to rezoning 28-30 Pilkington Road and one submission was received in support.

62. The key reason submitters had for opposing the rezoning was the removal of available surface car parking that would result from possible development of the sites.

63. Hearings were delayed due to Covid-19 impact, hearings are to occur after the reporting period. Since the end of this reporting period, hearings were held on 7 October 2020.

64. Next steps are that the Hearings Commissioners will release their decision on the plan change and the public and submitters will be notified of the outcome. There will then be 30 days in which to lodge an appeal on the decision. If no appeals are received the plan change will become operative.

1 Kings Road

65. Consultation has been carried out with the Panmure Historical Society, further feedback in the form of a survey is being sourced from St Patrick’s School to get input into the concept design.

Other works

66. A proposed car parking strategy across the Panmure location has been developed by the consultants, MR Cagney. The focus for the strategy is the release of some off-street car park sites for future redevelopment and this will be worked through with Auckland Transport over the next 6 months.

Placemaking

67. Placemaking for Panuku is a process that fosters the creation of vital public spaces; the kind of places where people feel a strong relationship with their communities, a commitment to making things better and the creation of built environments that people can value as special places.

68. In navigating these uncertain times, we continue to assist in building social cohesion and connection to place. With the potential for disruption and delay across development programmes, placemaking will continue building trust and relationships within local communities supporting resilience. We intend to continue delivering smaller more agile initiatives that will build momentum for upcoming Panuku projects. Overall, we are working with a new and innovative approach to enable us to act with flexibility and the ability to pivot and work with rapid change.

69. Our team works closely with local communities, in all their diversity, to learn what is happening in a place, test ideas, show progress, build trust and ensure that regeneration fits with the characteristics of a place. Placemaking has been involved from early on across Maungakiekie-Tāmaki, to support a place-led process of urban renewal throughout the projects.

Focus for placemaking in Onehunga

Placemaking activations

70. To build bridges with key people in the community, foreshadow change and build trust to enable a smooth transition.

Supporting town-centre design

71. Developing an iterative, ‘do-learn-do’ process to test and inform future design. This work will connect with existing work for Transform Onehunga projects, as well as factoring in the wider network of public space, both existing and planned.

Onehunga Wharf

72. To best support the creation of a “sustainable, enabled and connected community”, working with existing and new partners to build the capacity of local community groups, in particular water-base activities.

Working with community

73. Working to build trust in Panuku as part of the community, rather than an outside agency afflicting change. We will listen to the underlying social flow of the community to ensure that plans are reflective of people and place.

Responsive to place

74. It is important to factor in the ongoing changing nature of the place, being agile and responding accordingly.

Focus for placemaking in Panmure

Building relationships

75. Building strong connections with locals and working in a collaborative way that utilises their place sourced knowledge.

Purakau (story of place)

76. Seeking knowledge (mātauranga Māori) and understanding to create truly connected places.

Working with community

77. To deliver regular activities to build trust and enliven the heart of the town centre includes opportunities for regular programming including Matariki, Diwali, Lunar New Year, neighbours’ days.

Responsive to place

78. It is important to factor in the ongoing changing nature of the place, being agile and responding accordingly.

Placemaking activities

79. Due to COVID-19 restrictions, some events planned in the reporting period 1 March to 31 August 2020, were cancelled:

Onehunga

· April - activation in Onehunga Town Centre;

· May - activation in Onehunga Town Centre;

· June - Matariki activations - Nga atua hou video projections in Onehunga Town Centre;

· On 3 July Panuku hosted a placemaking workshop with the Onehunga Business Association. The workshop was attended by a wide range of representatives from within the Onehunga community including developers, the 312 Hub, councillors, members of the Maungakiekie-Tāmaki Local Board, the Priority Location Director and community group representatives. The purpose of the workshop was to visit areas around the town centre, to identify how those spaces made them feel, how other people used the spaces and what improvements could be made to those spaces in both the short and longer-term.

Panmure

· 4 April - Neighbours Day.

Upcoming placemaking activities

80. In coming months Panuku will be planning future programmes of placemaking work in Onehunga and Panmure, including:

· Panorama Project – Supporting Plans and Places;

· Empty shop murals in Panmure– looking to redo some of the creative work on Queens Road to come into line with the work previously done by The Good The Bad (TGTB).

Properties managed in the Maungakiekie-Tāmaki Local Board Area

81. Panuku currently manages 44 commercial and 37 residential interests within the Maungakiekie-Tāmaki Local Board area.

Service Property Optimisation

82. 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.

83. 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.

84. 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.

85. 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

86. 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.

87. 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

88. 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

89. 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.

90. 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.

91. Twenty-one properties have had purchase agreements signed this financial year for open space purposes around the region at a value of $42.6m, and six properties have been purchased for stormwater purposes at a value of $19m.

Acquisitions

92. 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.

93. 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.

94. No properties have been purchased in the Maungakiekie-Tāmaki Local Board area during the reporting period for open space.

Disposals

95. 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.

96. 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.

97. Two properties have been sold in the Maungakiekie-Tāmaki Local Board area during the reporting period.

Property	Details
22-26 Waipuna Rd - 12/06/2020	Acquired in 2007 for the Auckland Manukau Eastern Transport Initiative. No longer required.
28 Waipuna Rd - 13/07/2020	Acquired in 2007 for the Auckland Manukau Eastern Transport Initiative. No longer required.

Under review

98. Properties currently under review in the Maungakiekie-Tāmaki 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
37 Olive Road, Penrose	A 819sqm site located in an industrial area that was vested upon subdivision with the former One Tree Hill Borough Council in 1982. This site is not required for open space network purposes. It is a local purpose (amenity) reserve subject to the Reserves Act 1977. The site was included in Schedule A of Auckland Council’s Emergency Budget asset recycling programme. At its 16 July 2020 meeting, the Finance and Performance Committee approved the disposal. Panuku is undertaking a reserve revocation and plan change process before taking the site to market.
23 Waipuna Road, Mt Wellington	A narrow 437m2 strip of land that is the balance of land acquired in an exchange for council-owned reserve in 2007. It is a local purpose reserve subject to the Reserves Act 1977. The site is not required for open space network purposes. The site was included in Schedule A of Auckland Council’s Emergency Budget asset recycling programme. At its 16 July 2020 meeting, the Finance and Performance Committee approved the disposal. Panuku is undertaking a reserve revocation and plan change process before taking the site to market.
12R Rockfield Road, Ellerslie	A 809m² reserve originally vested upon subdivision with the Crown in 1925 in accordance with the Land Act 1924. It is a recreation reserve subject to the Reserves Act 1977. This site is not required for open space network purposes. The site was included in Schedule A of Auckland Council’s Emergency Budget asset recycling programme. At its 16 July 2020 meeting, the Finance and Performance Committee approved the disposal. Panuku is undertaking a reserve revocation and plan change process before taking the site to market.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

100. 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.

101. 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 Maungakiekie-Tāmaki 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.

102. Panmure - Panmure has been selected as a neighbourhood that we will apply for a Green Star Communities rating. This will inform planning, design and development and ensure Panmure is more liveable and climate-resilient.

103. Onehunga - The Onehunga Wharf draft masterplan is being developed which has climate change as a key focus, with careful consideration given to how to address future sea-level rise.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

104. 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

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

Tauākī whakaaweawe Māori

Māori impact statement

106. 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.

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

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

110. 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

Helga Sonier - Senior Engagement Advisor, Panuku Development Auckland

Victoria Villaraza - Local Area Manager

Maungakiekie-Tāmaki Local Board

27 October 2020

Auckland Tourism, Events and Economic Development six-monthly update to local boards: 1 January to 30 June 2020

File No.: CP2020/15069

Te take mō te pūrongo

Purpose of the report

1. To provide local boards with an update on Auckland Tourism, Events and Economic Development activities in each local board area as well as Auckland Tourism, Events and Economic Development’s regional activities for the period 1 January to 30 June 2020.

Whakarāpopototanga matua

Executive summary

2. To inform the local board about local/regional initiatives and how they are tracking.

3. The role of Auckland Tourism, Events and Economic Development (ATEED) is to support:

· the growth of Auckland’s key internationally competitive sectors

· the provision of quality jobs across Auckland.

4. ATEED has supported multiple local board/regional initiatives that have supported economic development through development of businesses and an increase in events and sustainable tourism growth (including for Māori) across Auckland.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) receive the update from Auckland Tourism, Events and Economic Development for the period 1 January to 30 June 2020.

Horopaki

Context

5. ATEED has two areas of delivery focus:

· Economic Development – including business support, business attraction and investment, local economic development, trade and industry development, skills employment and talent and innovation and entrepreneurship.

· Destination – supporting sustainable growth of the visitor economy with a focus on destination marketing and management, major events, business events (meetings and conventions) and international student attraction and retention.

6. ATEED works with local boards, the council and other council-controlled organisations (CCOs) to support decision-making on local economic growth and facilitates or coordinates the delivery of local economic development activity. It further ensures that the regional activities it leads and/or delivers fully support local economic growth and employment.

7. Additional information about ATEED’s role and activities can be found at: www.aucklandnz.com/ateed

Tātaritanga me ngā tohutohu

Analysis and advice

8. From 1 January to 30 June 2020, 3726 businesses had been through an ATEED intervention, including 3174 businesses for Economic Development-related programmes and 549 for Destination-related programmes.^{^[1]}

9. The COVID-19 pandemic and subsequent lockdowns have seen a marked increase in demand for business support in both resource and monetary terms, cancellation and postponement of major events and significant fallout incurred by the tourism sector. Figure 1 shows the number of businesses in each local board area who have sought out an ATEED Economic Development and/or Destination intervention.

10. Waitematā Local Board had the highest number of business interventions, while Aotea / Great Barrier Local Board had the lowest. Because Waitematā Local Board includes the region’s CBD, it is unsurprising that it has had the highest number of interventions. The data shows that within a local board area, between 1 per cent and 4 per cent of businesses took part in an ATEED intervention.

11. Most local board areas had higher rates of participation in Economic Development-related programmes compared to Destination-related interventions over the six months. The following local board areas had Destination-related interventions of over 25 per cent:

· Waiheke

· Waitematā

· Rodney

· Māngere-Ōtāhuhu.

12. The businesses in these local board areas have high rates of Auckland Convention Bureau^{^[2]} membership and many benefit from ATEED’s tourism advocacy programme.

Māori businesses

13. Māori businesses are represented in ATEED interventions across all local board areas, with Waitematā Local Board having the highest intervention uptake. This is due to the high number of businesses in the Waitematā Local Board area relative to other local board areas.

Jobseekers in Auckland

14. During the April to June 2020 quarter, New Zealand experienced a rapid increase in the number of people who became recipients of a jobseeker benefit from the Ministry of Social Development. Jobseeker benefit data acts as a proxy for unemployment figures. The number of new recipients of the Jobseeker – Work Ready benefit from April to June 2020 can be compared for each local board area in Figure 3. Please note that the data from the Ministry of Social Development grouped together Waiheke and Aotea / Great Barrier local boards and cannot be separated for the purposes of this graph.

15. Maungakiekie-Tāmaki and Henderson-Massey Local Board areas have the highest numbers of recipients in the second quarter of the year. Aotea / Great Barrier, Waiheke, and Devonport-Takapuna Local Boards reflect the lowest number of recipients in Auckland. The number of recipients generally correlate with socio-economic status and population size.

Economic Development

Locally driven initiatives

Table 1: Locally driven initiatives
Local board	Initiative	Update	Budget
Albert-Eden	Sustainability Kick Start	Business participation: 10 Programme completed: March 2020	$24,000
Franklin	Hunua Trail Plan Implementation	Project reinstated after Covid-19 interruptions in Q4 with expected increase in project activity going into 2020/21.	$80,000
Hibiscus and Bays	Pop-Up Business School	Course delivered: 10-21 February 2020 Registrations: 57	$7500
Māngere-Ōtāhuhu	Young Enterprise Scheme	Local board funds supported the Kick Start Days (February). Sponsorship Agreement signed. Expected draw-down of funds by 30 June 2020.	$3500
Manurewa	Young Enterprise Scheme	Local board funds supported the Kick Start Days (February). Sponsorship Agreement signed. Expected draw-down of funds by 30 June 2020.	$2000
Maungakiekie-Tāmaki	Onehunga Sustainability Development Programme	First year of two-year project. First stage focuses on retail/services. Waste audits scheduled for April-June, however continued business participation in programme uncertain due to pandemic.	$20,000
Ōrākei	Young Enterprise Scheme	Local board funds supported the Kick Start Days (February). Sponsorship Agreement signed. Expected draw-down of funds by 30 June 2020.	$2000
Ōtara-Papatoetoe	Young Enterprise Scheme	Local board funds supported the Kick Start Days (February). Sponsorship Agreement signed. Expected draw-down of funds by 30 June 2020.	$3000
	Business Sustainability Follow-Up Programme	Programme launched mid-March, however continued business participation in programme uncertain due to pandemic.	$20,000
	Little India Promotion	The promotion part of Visitor Attraction Programme, launched in February. Programme put on hold in March due to the pandemic.	$20,000
Upper Harbour	Young Enterprise Scheme	Local board funds supported the Kick Start Days (February). Sponsorship Agreement signed. Expected draw-down of funds by 30 June 2020.	$2000
Waitematā	Sustainability Kick Start Programme	Business participation: 10 Programme completed: March 2020	$24,000
Waitematā	Young Enterprise Scheme	Local board funds supported the Kick Start Days (February). Sponsorship Agreement signed. Expected draw-down of funds by 30 June 2020.	$5000
Whau	Young Enterprise Scheme	Local board funds supported the Kick Start Days (February). Sponsorship Agreement signed. Expected draw-down of funds by 30 June 2020.	$1000

Supporting local business growth

16. A key programme in supporting the growth of Auckland’s internationally competitive sectors and the provision of quality jobs is central government’s Regional Business Partnership Network. This is delivered by ATEED’s Business and Innovation Advisors, whose role is to connect local businesses to resources, experts and services in innovation, Research and Development, business growth and management.

17. Three thousand and seven businesses participated in this programme from January 1 to June 30, represented below in Figure 4 which also breaks down business uptake per local board area.

18. Demand for business support increased significantly between March and June because of the fallout from the pandemic. To this end, programme coverage for the region ranged from 1 per cent to 2 per cent of all businesses in each local board area. Local boards with the highest coverage in percentage terms were Waitematā (2.1 per cent), Upper Harbour (2 per cent), Maungakiekie-Tāmaki (2 per cent), and Kaipātiki (1.8 per cent).

Other support for new businesses

19. Figure 5 shows the number of Auckland businesses that took part in ATEED’s business innovation clinics per local board area from January to June 2020. Local board areas with the highest number of participants were:

· Albert-Eden

· Kaipātiki

· Manurewa

· Ōrākei

· Waitematā.

20. As businesses refocus their efforts to cope with uncertainties arising from the pandemic, ATEED has reviewed one of its programmes with a decision for it to be discontinued - no workshops took place over the relevant six-month period. The ‘Starting Off Right’ programme gave free support and provided expert advice to new business owners and managers. ATEED is working on an alternative approach to support Auckland business start-ups and entrepreneurs.

Film activity

21. ATEED’s Screen Auckland team issues film permits for filming in public open spaces. This activity supports local businesses and employment, as well as providing a revenue stream to local boards for the use of local parks.

22. Between 1 January and 30 June 2020, a total of 246 film permits^{^[3]} were issued across Auckland. During lockdown, most filming activity ceased, however once the more restrictive alert levels were lifted in May, there was an increase in permits being issued.

23. Although Waitākere Ranges Local Board had the most permits issued (46), Franklin Local Board’s share of the permit revenue was the highest ($9921.74) from its 12 permits. Total revenue for all local boards was $45,342.49.^{^[4]} This information is shown in Figure 6 and Table 2 below.

Table 2: Film permits and revenue
Local Board	Film permits	Revenue
Albert-Eden	15	$2893.92
Aotea / Great Barrier	0	$0.00
Devonport-Takapuna	16	$3756.51
Franklin	12	$9921.74
Henderson-Massey	31	$3147.82
Hibiscus and Bays	18	$4066.08
Howick	3	$460.87
Kaipātiki	5	$1085.21
Māngere-Ōtāhuhu	8	$2452.18
Manurewa	3	$252.18
Maungakiekie-Tāmaki	6	$600.00
Ōrākei	8	$1017.39
Ōtara-Papatoetoe	14	$2782.60
Papakura	0	$0.00
Puketāpapa	4	$973.91
Rodney	26	$2817.39
Upper Harbour	0	$0.00
Waiheke	0	$0.00
Waitākere	46	$4860.87
Waitematā	30	$4210.34
Whau	1	$43.48
Total:	246	$45,342.49

Young Enterprise Scheme

24. The Auckland Chamber of Commerce has delivered the Lion Foundation Young Enterprise Scheme (YES) since January 2018. ATEED plays a strategic role and provides funding for this initiative. Through the programme, students develop creative ideas into businesses, complete with real products and services generating profit (and sometimes losses). During the period, there were 53 schools (1523 students) that completed the programme. This year, the programme took place mostly online.

Table 3: YES Schools
Local Board	Schools involved
Albert-Eden	Auckland Grammar School Diocesan School for Girls Epsom Girls Grammar School Mt Albert Grammar School St Cuthbert's College (Epsom)
Devonport-Takapuna	Rosmini College Takapuna Grammar School Westlake Boys' High School Westlake Girls' High School
Franklin	Onewhero Area School Pukekohe High School Wesley College
Henderson-Massey	Henderson High School Massey High School Waitakere College
Hibiscus and Bays	Kingsway School Whangaparāoa College
Howick	Macleans College Edgewater College Pakuranga College Saint Kentigern College (Pakuranga)
Kaipātiki	Birkenhead College Glenfield College Northcote College
Māngere-Ōtāhuhu	Al-Madinah School De La Salle College King's College Māngere College Southern Cross Campus TKM o Nga Tapuwae
Manurewa	Alfriston College Manurewa High School
Maungakiekie-Tāmaki	One Tree Hill College Onehunga High School
Ōrākei	Baradene College Glendowie College Sacred Heart College (Auckland) Selwyn College
Ōtara-Papatoetoe	Aorere College Ormiston Senior College Papatoetoe High School Sancta Maria College Sir Edmund Hillary Collegiate Senior School
Rodney	Mahurangi College
Upper Harbour	Albany Senior High School Hobsonville Point School (Secondary) Kristin School
Waitematā	Auckland Girls' Grammar School St Mary's College (Ponsonby) Western Springs College
Whau	Auckland International College Avondale College Kelston Girls' College

25. Figure 7 shows the number of schools participating in the Young Enterprise Scheme by local board area.

26. Higher participation in the scheme occurred in the following local board areas:

· Māngere-Ōtāhuhu

· Albert-Eden

· Ōtara-Papatoetoe.

27. This is mainly due to there being a higher number of schools in these areas.

Local jobs and skills hubs

28. The City Centre, Manukau and Northern hubs were all closed during lockdown and were open in June but with limited public-facing services. A reorganisation of the jobs and skills hubs services is underway in response to the impact of COVID-19 on the labour market and the funding received in the central government budget in May this year.

The South and West Auckland Prosperity Project

29. ATEED, the Southern Initiative (TSI) and the Western Initiative (TWI) have been working together on a project that is focused on how we can ensure that the mega economic shock of Covid-19 does not create further disparity and inequity for South and West Auckland, in partnership with Stakeholder Strategies. The presentation of the South and West Prosperity Project has been compiled using Auckland, South and West, Māori and Pacific-specific data, and includes a number of next steps for ATEED, TSI and TWI, and direction for the eco-system to enable prosperity for South and West Auckland.

Destination

Visitor survey insights report

30. The Auckland Domestic Visitor Insights Report was created to inform the Auckland tourism industry about the changing domestic visitor market to assist with improved product development and destination marketing. This report was released in May 2020 for the year up to January 2020. It contains insights that can be used to market regions and local board areas to domestic visitors. Relevant insights are captured below.

31. Central Auckland (Albert-Eden, Maungakiekie-Tāmaki, Puketāpapa, Ōrākei, & Waitematā local boards):

· The majority of domestic visitors surveyed (78 per cent) came to Central Auckland, with an average satisfaction of experienced activities and attraction of 8.2/10. The top three attractions were Queen Street, Sky Tower and downtown waterfront/viaduct area.

· Of the surveyed domestic visitors that came to Auckland Central (year to December 2019), the most popular activities were frequenting a restaurant/café (59 per cent) followed by shopping (55 per cent). Other activities included visiting the casino or participating in gambling (21 per cent) and attending an event, concert or festival (20 per cent).

32. North Auckland (Devonport-Takapuna, Hibiscus and Bays, Kaipātiki, Rodney, and East Upper Harbour local boards):

· Just under half of surveyed domestic visitors (43 per cent) visited North Auckland. Their average satisfaction with experienced activities and attractions was 8.2/10. Of these domestic visitors, the top attraction was Albany (30 per cent), followed by Devonport (27 per cent) and Takapuna (27 per cent). This group also visited Wellsford (17 per cent) and Whangaparaoa Peninsula (13 per cent).

· The most common activity undertaken by surveyed international (39 per cent) and domestic (50 per cent) visitors was visiting a restaurant/café.

33. East Auckland (Franklin (East) and Howick local boards):

· A third of surveyed domestic visitors (32 per cent) visited East Auckland. Average satisfaction with East Auckland’s experienced activities/attractions was 8.2/10. Almost half (46 per cent) of domestic visitors went to Sylvia Park, a quarter (24 per cent) visited Howick and 18 per cent visited Half Moon Bay. In comparison to the international market, domestic visitors called in on the Howick Historical Village (13 per cent) and the Pakuranga Night Markets (11 per cent) in greater numbers.

· Further, surveyed domestic visitors visited art galleries, museums, historic sites (10 per cent) in the region more than surveyed international visitors.

34. South Auckland (Franklin (West), Māngere-Ōtāhuhu, Manurewa, Ōtara-Papatoetoe, and Papakura local boards):

· Over half of surveyed domestic visitors (52 per cent) to Auckland visited South Auckland, with the average satisfaction with South Auckland’s activities and attractions being 8.0 out of 10. Over half of surveyed domestic visitors that visited South Auckland visited the Auckland Airport (53 per cent); a third (33 per cent) visited Manukau; and a quarter (26 per cent) visited Rainbow’s End. In comparison to the international market, surveyed domestic visitors visited the Ōtara Market (13 per cent) and Ōtara (10 per cent) in greater numbers.

· Of the visitors that visited South Auckland, the top three activities for surveyed international and domestic visitors was visiting a restaurant or café, shopping and general exploration.

35. West Auckland (Henderson-Massey, West Upper Harbour, Waitākere Ranges, and Whau local boards):

· Over a third of surveyed domestic visitors (35 per cent) to Auckland visited West Auckland. The average satisfaction with West Auckland’s activities and attractions for the international market was 8.2 out of 10. A third of the surveyed domestic visitors who visited West Auckland went to Piha Beach (34 per cent); 20 per cent visited Titirangi; and 19 per cent visited the Avondale Sunday Markets. In comparison to the international market, domestic visitors visited the Kumeu Farmers’ Market (14 per cent) and Parakai Hot Pools (13 per cent) more often.

· Visiting a restaurant or café, shopping and going to the beach were the top three domestic visitor activities.

36. Hauraki Gulf Islands (Aotea / Great Barrier and Waiheke local boards):

· 20 per cent of surveyed domestic visitors to Auckland visited Hauraki Gulf Islands. Average satisfaction with the area’s experienced activities/attractions was 8.5/10 (highest satisfaction rating from the domestic market). The top domestic visitor attraction was Waiheke Island (44 per cent), followed by Rangitoto Island (18 per cent) and Onetangi Bay on Waiheke Island (18 per cent). In comparison to the international market, domestic visitors visited the Kaitoke Hot Springs on Great Barrier Island (12 per cent) and Whittaker’s Musical Museum on Waiheke Island (11 per cent) in greater numbers.

· The top three activities for surveyed domestic visitors was visiting a restaurant (33 per cent), general exploration (24 per cent) and sightseeing (22 per cent). Visiting wineries/breweries was a common activity cited by both international and domestic markets and was unique to the Hauraki Gulf Islands.

Local board destination management and marketing activities

37. During the six months to July 2020, there were a number of tourism-related ATEED interventions in each of the local board areas, including:

· Spring Campaign: Number of businsses promoted and supported through a multi-platform campaign to drive domestic visitation and spend in the spring off-season in Auckland.

· Tourism Advocacy: Number of businesses promoted for example in:

o offshore trade events

o trade shows

o marketing material

o broadcasts

o social media

o specific campaign content.

· Tourism Destination Development/Innovation: Tourism business capability building through coaching and facilitation. This includes one-on-one advice from ATEED Tourism team members for new and existing Auckland businesses.

· Tourism Famils (familiarisation trips for travel agents or media): Number of businesses who benefited from agent famils (ATEED links tourism operators to travel agents which results in bookings being made with the operators) and media famils (ATEED facilitated media files/hosting media to showcase tourism products).

38. Figure 8 below shows the number of Auckland businesses in local board areas (excluding Rodney and Waitematā local boards) involved in an ATEED tourism intervention (January-June 2020). Figure 9 depicts the number of Auckland businesses in the Albert-Eden, Rodney and Waitematā local board areas involved in an ATEED tourism intervention for the same period of time.

39. Waitematā and Rodney Local Boards are excluded from Figure 8 to allow for intervention participation scales of the other local boards to be appreciated without distraction. Instead, Waitematā and Rodney local boards are depicted in Figure 9 and compared to the Albert-Eden Local Board to highlight a much larger uptake of interventions by businesses in the two previously mentioned local board areas.

40. The reason for the difference in scale amongst the identified boards is because Waitematā includes the region’s central business district – it is therefore unsurprising that it maintains the highest number of business interventions.

41. Specific tourism interventions in the period included the Nau Mai multi-media content series in collaboration with New Zealand Media and Entertainment, which saw ambassadors promoting their favourite places in Auckland including where they love to eat, shop and go on ‘staycations’. These stories were aimed at encouraging Aucklanders to experience and explore their own region and targeted and encouraged other regions in the upper North Island to come and visit Auckland. Ambassadors mentioned attractions such as cafés, walks, beaches, parks, venues from the Matakana Farmers’ Market in Rodney Local Board to Castaways Resort on the west coast in Franklin Local Board, Ambury Farm in Māngere-Ōtāhuhu Local Board and Waiheke Island’s Oyster Inn.

42. In March, the ‘Journeys North’ project in collaboration with Northland Inc saw the development of ‘Auckland Journeys’ offering visitors richer and easier journeys in the region to enjoy. Promoted locations included:

· Puhoi to Pakiri in Rodney

· Auckland Airport to Wellsford through Waitākere and Kumeu in the Waitākere Ranges

· Rodney.

43. ‘Famils’ are a means of promoting Auckland to influential international travel sellers, and prior to March hosted guests from the United States. Orewa and Waiheke Island were profiled in Air New Zealand’s in-flight magazine. Two episodes of Emmy award-winning US Travel show Samantha Brown’s Places to Love which focused on marketing Auckland to domestic and overseas viewers aired in January with an advertising spend rate of NZ$2.1 million per episode, and a reach of 700,000+ people per episode. Samantha enjoyed sailing in the Waitematā Harbour, eating and drinking in the city’s centre, hiking with a local Māori guide in the Parnell Domain, and taking a surf lesson at Piha beach.

Examples of separate local board area activities include:

44. Aotea / Great Barrier Local Board – Direct/indirect marketing activity increased in late June/July including:

· Surfer Today articulating the best surf spots in New Zealand featuring the Great Barrier Island.

· Stuff.co.nz published an article detailing the successes of Aotea / Great Barrier Island and other small towns, in terms of recovery from the pandemic.

· New Zealand Herald in an article about the ‘Life on Great Barrier Island: Local remedies led to thriving Māori health business’ and other articles (‘Off the Beaten Track’ and ‘The Best of Great Barrier’) promoting Aotea / Great Barrier Island as a great place for domestic tourists to visit.

· Radio New Zealand interviewed the owner of Great Barrier Island’s ‘The Curragh’ to talk about the upswing in domestic tourism after lockdown.

· ATEED will continue to play a supportive and facilitative role for tourism product development in the region to help raise the profile of Auckland as a destination.

45. Devonport-Takapuna Local Board – Devonport, Takapuna and Milford Business Improvement Districts were supported via the marketing activity of Explore North Shore – a digital site encouraging visitation and activity into the North Shore. Takapuna Beach Business Association received a grant from the local board for providing highly targeted and relevant tactics for businesses impacted by the Hurstmere Road infrastructure upgrade. The grant is endorsed and managed by ATEED.

46. Franklin Local Board – Ongoing support to the East Auckland Tourism Group and the Franklin Tourism Group through regular attendance at board meeting and important events, working with ATEED and leveraging this relationship for mutual benefit across marketing and product opportunities, and working with individual operators on product development for example the continuing development of the Hunua Trail and the Glenbrook Vintage Railway. Additionally, there was a focus on ongoing work with the development of Clevedon as a destination.

47. Howick Local Board – Continued engagement and strategy sessions through the ATEED Tourism Innovation team and South Auckland tourism clusters as well as managing an increased Howick Local Board grant to East Auckland Tourism development.

48. Rodney Local Board – Initiated multi-linked support for Aotea Organics in Rodney, which is one of the oldest organic farms in New Zealand. Multi-linked means that ATEED has a very large suite of products and services it can offer businesses, in this case ATEED was able to establish links and actions for tourism; inclusion in the travel maps, identification of event hosting, and research and development activity.

49. Waiheke Local Board – Collaboration with the Waiheke Island Tourism Group and other key stakeholders on the sustainable future of tourism for the island.

Māori Tourism Development Activity

50. ATEED worked with 45 Māori businesses in the tourism and 23 Māori businesses on the Māori and Iwi Tourism Development programme. Table 4 details the number of Maori tourism businesses by local board area:

Table 4: Māori Tourism businesses
Local board	Māori businesses	Māori and Iwi tourism development businesses
Albert-Eden	4	3
Aotea / Great Barrier	1	1
Henderson-Massey	4	4
Māngere-Ōtāhuhu	5	2
Maungakiekie-Tāmaki	1	1
Orākei	2	1
Rodney	4	3
Waiheke	1	-
Waitākere Ranges	4	1
Waitematā	18	7
Whau	1	-

51. Waitematā Local Board had the most Māori businesses involved in an ATEED tourism intervention, once again, owing to its inclusion of the CBD and being a top tourist destination. Just under half of local boards are not included in this table because no businesses that were involved in an ATEED tourism intervention were identified as Māori.

52. The Māori Tourism Innovation Partnership Programme has been established to enable ATEED to work collaboratively with the tourism industry to support the sustainable growth of tourism within Tāmaki Makaurau The programme aims to grow and strengthen the Auckland visitor economy by supporting iwi, hapū, marae, Māori Trusts, Urban Māori Authorities and Māori Tourism collectives within the region, and to aid the development of new Māori tourism experiences, build capability and business partnerships to meet the diverse needs of international and domestic markets.

Delivered, funded and facilitated events

53. The Tāmaki Herenga Waka Festival occurred on 31 January 2020 celebrating Auckland’s Māori heritage. The event was attended by nearly 6000 people and received media coverage. Overall customer satisfaction with the festival was 90 per cent.

54. To date, event cancellations and postponements due to COVID-19 have resulted in the loss of an estimated 74,179 visitor nights and over $10 million in GDP for the local economy. Cancelled events include the 2020 Auckland Lantern Festival, the 2020 Pasifika Festival and the 2020 Corona Piha Pro Challenger Series event.

55. Diwali and the second year of Elemental are confirmed to join other exciting events for the region in the coming months. Elemental 2020, like its inaugural festival last year, will take place all over the Auckland region. It will feature over 30 free and ticketed events in October. Elemental 2019 was attended by over 147,000 people. Due to uncertainty in the domestic tourism market, it is unlikely that there will be the same attendance for the 2020 festival.

56. Diwali is an annual festival that celebrates traditional and contemporary Indian culture in Aotea Square in the city centre and is set to occur in the last weekend of October this year. Last year’s festival was attended by approximately 65,000 people, up 9 per cent from an estimated 59,990 in 2018. Due to COVID-19, festival attendance is uncertain, but likely to decrease.

57. Figure 10 shows businesses ATEED works with across its major events. Major events stallholders are businesses that were supported through ATEED delivered events. Major Events Investments are those that were supported through ATEED sponsored events. Local boards not included in the graph were not part of such interventions.

Go With Tourism

58. Go with Tourism (GWT) is a jobs-matching platform that targets young people (18-30 years) and encourages them to consider a career in tourism. Since 2019, GWT has been expanded from an ATEED initiative to a national programme.

59. The platform signed up over 550 businesses prior to COVID-19, 149 of those were in Auckland.

60. In response to the pandemic, GWT formed a new ‘Support the Tourism Workforce’ Strategy which aims to help redeploy displaced tourism workers and provide guidance to businesses as they navigate their way through the impacts of the pandemic and, in due course, begin a post-crisis rebuild. Go with Tourism has received over 2200 requests for assistance from employees and businesses, since adopting the new strategy.

61. The industries most represented in the Auckland GWT programme (classified by Australian and New Zealand Standard Industrial Classification codes) are:

· Accommodation and Food Services (60 per cent)

· Arts and Recreation Services (19 per cent)

· Administrative and Support Services (7 per cent)

· Transport, Postal and Warehousing (5 per cent).

62. Because the programme is sector-focused, there is a cluster of businesses in tourism-heavy Waitematā Local Board (central city), and surrounding areas (Albert-Eden, Devonport-Takapuna, and Ōrākei local boards). Local boards not included in the graph did not have any businesses take part in the interventions.

Tauākī whakaaweawe āhuarangi

Climate impact statement

63. ATEED is currently considering how we respond to climate impacts in our projects and programmes. In the interim, ATEED assesses and responds to any impact that our initiatives may have on the climate on a case-by-case basis.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

64. The proposed recommendation of receipt of this paper by the local board has no identified impacts on other parts of the council group. The views of council-controlled organisations were not required in the preparation of this report.

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

Local impacts and local board views

65. Local board views were not sought for the purposes of this report. However, such views were sought in the development of some of the initiatives as described in this paper.

Tauākī whakaaweawe Māori

Māori impact statement

66. The proposed decision to receive the six-monthly report has no impact on Māori. ATEED assesses and responds to any impact that our initiatives may have on Māori on a case-by-case basis.

Ngā ritenga ā-pūtea

Financial implications

67. The recommendation to receive the report has no financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

68. The proposed decision to receive the six-monthly report has no risk. ATEED assesses and manages any risk associated with our initiatives on a case-by-case basis.

Ngā koringa ā-muri

Next steps

69. ATEED will provide the next six-monthly report to the local board in February 2021 which will cover the period 1 July to 31 December 2020.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Stephanie Sole, Strategy & Planning Graduate, ATEED

Authorisers

Lesley Jenkins, acting for Louise Mason - GM Local Board Services

Victoria Villaraza - Local Area Manager

Maungakiekie-Tāmaki Local Board

27 October 2020

Local board views on plan change to enable rainwater tank installation for the Auckland region.

File No.: CP2020/15067

Te take mō te pūrongo

Purpose of the report

1. To invite local board views on a plan change by Auckland Council to enable rainwater tank installation across urban and rural Auckland.

Whakarāpopototanga matua

Executive summary

2. Decision-makers on a plan change to the Auckland Unitary Plan must consider local boards’ views on the plan change, if the relevant local boards choose to provide their views.

3. Each local board has a responsibility to communicate the interests and preferences of people in its area on Auckland Council policy documents. A local board can present local views and preferences when expressed by the whole local board.^{^[5]}

4. Auckland Council’s plan change would change the Auckland Unitary Plan by adding a line entry in rural and urban zone activity tables, stating that a rainwater tank is a permitted activity. Additionally, a number of baseline standards designed to avoid objectionable outcomes would be developed for the installation of rainwater tanks along with assessment criteria where a resource consent was still required. Rainwater tanks would be excluded from the definition of “Building” in the Auckland Unitary Plan, and therefore would avoid many rules pertaining to buildings which have the potential to trigger the need for resource consent.

5. This report is the mechanism for the local board to resolve and provide its views on the council’s plan change. Staff do not provide recommendations on what view the local board should convey.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) provide local board views on council’s proposed change to the Auckland Unitary Plan to enable rainwater tank installation for the Auckland region;

b) appoint a local board member to speak to the local board views at a hearing on council’s enabling rainwater tanks plan change for the Auckland region;

c) delegate authority to the chairperson of the Maungakiekie-Tāmaki Local Board to make a replacement appointment in the event the local board member appointed in resolution b) is unable to attend the private plan change hearing.

Horopaki

Context

6. Each local board is responsible for communicating the interests and preferences of people in its area regarding the content of Auckland Council’s strategies, policies, plans, and bylaws. Local boards provide their views on the content of these documents. Decision-makers must consider local boards’ views when deciding the content of these policy documents.^{^[6]}

7. If the local board chooses to provide its views, the planner includes those views in the hearing report. Local board views are included in the analysis of the plan change, along with submissions.

8. If appointed by resolution, local board members may present the local board’s views at the hearing to commissioners, who decide on the plan change request.

9. This report provides an overview of the plan change.

10. The report does not recommend what the local board should convey. The planner must include any local board views in the evaluation of the plan change. The planner cannot advise the local board as to what its views should be, and then evaluate those views.

Tātaritanga me ngā tohutohu

Analysis and advice

Plan change overview

11. The plan change applies to the Auckland region. The definition of “Building” in the Auckland Unitary Plan will be amended so that a rainwater tank will not be considered a building. A new definition will be introduced for “rainwater tank”. The activity tables of the following zones will have a new line entry stating that rainwater tanks are a permitted activity. The zones directly concerned are as follows:

§ Single House Zone

§ Large Lot Zone

§ Rural and Coastal Settlement Zone

§ Mixed Housing Suburban Zone

§ Mixed Housing Urban Zone

§ Terrace Housing and Apartment Buildings Zone

§ Special Character Areas Overlay - Residential

§ Rural Production Zone

§ Mixed Rural Zone

§ Rural Coastal Zone

§ Rural Conservation Zone

§ Countryside Living Zone

§ Waitākere Foothills Zone

§ Waitākere Ranges Zone.

12. The purpose of the plan change is to enable rainwater tank installation across the Auckland region without the need for resource consent. Some baseline standards will be developed to avoid objectionable outcomes.

13. The notified plan change and section 32 document providing the rationale for the council plan change are available on the council’s website at:

https://www.aucklandcouncil.govt.nz/plans-projects-policies-reports-bylaws/our-plans-strategies/unitary-plan/auckland-unitary-plan-modifications/Pages/details.aspx?UnitaryPlanId=83

14. Public submissions will be loaded onto the council’s website once the notification period has closed.

Tauākī whakaaweawe āhuarangi

Climate impact statement

15. The council’s climate goals as set out in Te Taruke-a-Tawhiri: Auckland’s Climate Plan include:

· to reduce greenhouse gas emissions to reach net zero emissions by 2050 and

· to prepare the region for the adverse impacts of climate change.

16. The need to initiate a plan change to enable rainwater tank installation is a response to Auckland’s current drought and potential water shortage in 2020/2021.

17. This uncertainty in water supply is likely to continue as our climate changes. Climate projections released by the National Institute of Water and Atmospheric Research indicated that the Auckland region is likely to experience an increase of unpredictable rainfall and drought events in the Auckland region.

18. Removing unnecessary restrictions around the installation of rainwater tanks will support Auckland’s water security and resilience to climate change.

19. The proposed plan change to the Auckland Unitary Plan supports Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan. One of the goals of the climate plan is to prepare Aucklanders to adapt to the impacts of climate change.

20. Easing barriers to the installation of rainwater tanks supports water supply management and aligns with the ‘Built Environment’ priority area in the Auckland Climate Plan.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

21. Other parts of the council group directly involved with the plan change include Healthy Waters, which has assisted with scoping the plan change, consultation and providing information for inclusion in the section 32 document (which provides the rationale for the plan change). Consultation has also occurred with Watercare and the Independent Māori Statutory Board.

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

Local impacts and local board views

22. This plan change affects all local boards.

23. Factors the local board may wish to consider in formulating its view:

· interests and preferences of people in the local board area

· well-being of communities within the local board area

· local board documents, such as the local board plan and the local board agreement

· responsibilities and operation of the local board.

24. This report is the mechanism for obtaining formal local board views. The decision-maker will consider local board views, if provided, when deciding on the plan change.

Tauākī whakaaweawe Māori

Māori impact statement

25. If the local board chooses to provide its views on the plan change it includes the opportunity to comment on matters that may be of interest or importance to Māori, well-being of Māori communities or Te Ao Māori (Māori worldview).

26. The council has initiated consultation with all iwi authorities in the Auckland region including the Independent Māori Statutory Board. Healthy Waters have engaged with iwi in the past on the matter of rainwater tanks and to date iwi have been very supportive of harvesting rainwater for household use.

27. The hearing report will include analysis of Part 2 of the Resource Management Act which requires that all persons exercising RMA functions shall take into account the principles of the Treaty of Waitangi/Te Tiriti o Waitangi.

Ngā ritenga ā-pūtea

Financial implications

28. The plan change does not pose any financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

29. There is a risk that the local board will be unable to provide its views and preferences on the plan change, if it doesn’t pass a resolution. This report provides:

· the mechanism for the Maungakiekie-Tāmaki Local Board to express its views and preferences;

· the opportunity for a local board member to speak at a hearing.

30. If the local board chooses not to pass a resolution at this business meeting, these opportunities are forgone.

31. The power to provide local board views regarding the content of a plan change cannot be delegated to individual local board member(s).^{^[7]} This report enables the whole local board to decide whether to provide its views and, if so, to determine what matters those views should include.

Ngā koringa ā-muri

Next steps

32. The planner will include, and report on, any resolution of the local board in the hearing report. The local board member appointed to speak to the local board’s views will be informed of the hearing date and invited to the hearing for that purpose.

33. The planner will advise the local board of the decision on the plan change request by memorandum.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Barry Mosley - Principal Planner

Authorisers

John Duguid - General Manager - Plans and Places

Victoria Villaraza - Local Area Manager

Maungakiekie-Tāmaki Local Board

27 October 2020

Resource Recovery Network Strategy update

File No.: CP2020/15070

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 provided as 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 Maungakiekie-Tāmaki Local Board:

a) provide feedback on the Resource Recovery Network Strategy update provided as 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 in 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	61

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 - GM Local Board Services

Victoria Villaraza - Local Area Manager

Maungakiekie-Tāmaki Local Board

27 October 2020

Auckland Transport Update October 2020

File No.: CP2020/15522

Te take mō te pūrongo

Purpose of the report

1. To provide an update to the Maungakiekie-Tāmaki Local Board on Auckland Transport (AT) matters in its area.

Whakarāpopototanga matua

Executive summary

2. This report provides an opportunity to highlight Auckland Transport activities in the Maungakiekie-Tāmaki Local Board area and contains information about the following:

· general advice on the 2019-2022 Local Board Transport Capital Fund (LBTCF) and the Community Safety Fund;

· An update on the AMETI project;

· Notice of changes to bus and ferry services and the reopening of the Eastern Line;

· Introduction of a new regional project, Future Connect; and

· Results of the Community Bike Fund announced.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie- Tāmaki Local Board:

a) receive the Auckland Transport October 2020 update report.

Horopaki

Context

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

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

5. The LBTCF is a capital budget provided to all local boards by the Governing Body and delivered by Auckland Transport. 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.

6. With the Council’s emergency budget now confirmed, the LBTCF for the 20/21 Financial Year has been set at $5,000,000 for allocation across the 21 Local Boards. Allocation will still be based on the Local Board Funding Policy. Decisions about the 2021/2022 and 2022/2023 Financial Years will form part of the LTP/RLTP discussions but early indications are that these years will also see a more constrained capital programme, than prior to the COVID crisis.

7. The specific budget available for the LBTCF in 2021/2022 and 2022/2023 will be determined by the prioritisation of the capital programme through the RLTP and will be subject to the usual consultation and submission processes.

8. The CSF is a capital budget established by Auckland Transport 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 Auckland Transport programme.

9. The Community Safety Fund is funded from Auckland Transport’s safety budget and is dependent on the level of funding Auckland Transport receives from Council. Current indications are that this level of funding will be significantly constrained. Public consultation and design work is progressing so that projects are designed and ready to go when money becomes available.

Tātaritanga me ngā tohutohu

Analysis and advice

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 2020/2021 will be split using the Local Board Funding Policy

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

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

13. The Maungakiekie-Tāmaki Local Board’s share of the 2021/2022 allocation is $224,712.

14. AT attended a workshop with the Board in September 2020 where a progress report was given on the Board’s 2016-2019 LBTCF projects and advice was given to the local board on best use of their 2020/2021 LBTCF.

15. At its September business meeting, the local board resolved to allocate its 2020/2021 LBTCF to fund the 10% requirement for its successful allocation to the Innovating Streets project ($58,000) and the remainder to progress the pedestrian improvement located at 89 Tripoli Road ($166,712).

16. AT will report back to the local board on the outcome of the procurement process for 89 Tripoli Road.

Community Safety Fund Projects

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

18. Public consultation and the design work on local board community safety projects is progressing, with a view to having projects designed and ready to go, when money becomes available. The local board projects are expected to begin delivery in FY 2021/2022.

Eastern Rail Line Services

19. Kiwirail has put in place a speed restriction across the Auckland rail network. This will reduce the frequency of services operating and make most journey times longer. The speed restriction is likely to be in place for around six months until the track maintenance and replacement is completed.

20. Maintenance work on the Eastern Line has been completed and the line reopened on 21 September 2020. Services will continue to run more slowly than normal as maintenance continues on other lines – this is to avoid too many confusing timetable changes for passengers.

Changes to Bus and Ferry Services

21. 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.

22. 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.

23. Changes include the removal of some peak time bus services where they duplicate other all-day services, and poorly patronised routes or sections of routes where there are alternative options for customers.

24. Planned expenditure on additional train service capacity will unfortunately be deferred, while customer demand is reduced due to COVID-19.

25. Ferry service resources will be reallocated from the Stanley Bay service, which will cease on Christmas Eve, to the Hobsonville Point service from late January 2021.

26. There are no service changes that will directly affect Maungakiekie-Tamaki Local Board area.

Future Connect

27. 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.

28. 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.

29. Future Connect was introduced to Local Board Chairs at the 14 September Chairs Forum. In October and November, 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.

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

Community Bike Fund

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

32. 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.

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

34. 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.

35. One of the groups receiving funding is Bike East Auckland – Bike our Burbs and Beyond which will run group bike rides over four consecutive weekends to showcase local attractions and shared paths around East Auckland.

Tauākī whakaaweawe āhuarangi

Climate impact statement

36. 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.

37. 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

38. 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 department or Panuku, engagement 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

Transport Workshops

39. AT held a workshop with the Board in October 2020. Matters covered included:

· AT’s Forward Works Programme 2020/2021

· AMETI update

Auckland Transport Consultations

40. AT provides the Maungakiekie-Tāmaki Local Board with the opportunity to comment on transport projects being delivered in its area. The following consultations were sent to the local board during September 2020 for comment.

Location	Proposal
Corner of Hoheria and Namata Roads, Oranga	The proposal is to upgrade the stops with a new hard stand area, line marking and signs. In addition to this we are proposing a stop control at the intersection of Hoheria and Namata Road The stop at 19 would be shifted to 17 to ensure we do not remove the tree. This also splits the stops to be in a tail to tail arrangement. These stops are fairly well used however there is no intention to place shelters on them at present.
Hayden Avenue, Royal Oak	AT proposes to install install signs to prohibit parking on berms on the northern side of Hayden Avenue in response to complaints from residents.
Mays Road and Mount Smart Road intersection, Onehunga	AT is proposing to signalise the intersection of Mount Smart Road and Mays Road in Onehunga. We have identified that the current layout of this intersection is inefficient in dealing with high traffic demand. The installation of traffic lights aims to improve safety and efficiency for all people travelling through the area. The changes are designed to make it safer for drivers by preventing crashes between turning and oncoming traffic. New, safe places to cross these busy roads will help to improve cyclist and pedestrian safety.
Lunn Avenue, Mt Wellington	AT is proposing to install a new pedestrian island at 80 Lunn Avenue, Mount Wellington. This includes: · Installing a new pedestrian island which is a raised platform in the middle of a road that makes it safer to cross a road by breaking up the journey. · Installing new side islands which are raised platforms at the edge of a road and shorten the multilane section of Lunn Avenue by approximately 30 metres to help with reducing the crossing distance and encouraging lower driver speeds. · Instalingl tactile pavers which are yellow guidance paving markers to help visually impaired people to find their way to the crossing and safely cross the road. · Reconstructing the footpath near the crossing and install new road markings and signage.

Traffic Control Committee resolutions

41. There were no decisions of AT’s Traffic Control Committee that affected the Maungakiekie- Tāmaki Local Board area during the September 2020 reporting period.

Tauākī whakaaweawe Māori

Māori impact statement

42. The proposed decision of receiving this report has no impacts on Māori.

43. 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.

44. Our Maori Responsiveness Plan outlines the commitment to Auckland’s 19 mana whenua groups 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

45. The proposed decision of receiving this report has no financial implications for the Maungakiekie-Tāmaki Local Board.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

46. There is a risk that the procurement of the pedestrian facility at 89 Tripoli Road might come in at over the available budget.

47. To mitigate this, AT will seek other funding sources if necessary and report back to the local board as soon as possible.

Ngā koringa ā-muri

Next steps

48. AT will provide another update 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

Authorisers

Jonathan Anyon, Manager, Elected Member Relationship Unit

Victoria Villaraza - Local Area Manager

Maungakiekie-Tāmaki Local Board

27 October 2020

Submissions and feedback on the draft Maungakiekie-Tāmaki Local Board Plan 2020

File No.: CP2020/15237

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 Maungakiekie-Tāmaki 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 Maungakiekie-Tāmaki Local Board Plan 2020 for public consultation. The consultation period ran from 13 July to 13 August 2020.

4. A total of 263 pieces of feedback was received, including 57 submissions through the online survey tool, 157 hard copy submissions, 45 pieces of feedback from our Have Your Say events and 4 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 akhaveyoursay.aucklandcouncil.govt.nz.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) receive the submissions and feedback on the draft Maungakiekie-Tāmaki 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 23 June 2020, Maungakiekie-Tāmaki Local Board approved the release of a draft Maungakiekie-Tāmaki Local Board Plan 2020 for public consultation.

9. The key features of the draft Maungakiekie-Tāmaki Local Board Plan 2020 were:

· strategic alignment with the six outcomes in the Auckland Plan, making our decisions sustainable in the future

· a new outcome highlighting how the local board will contribute to Māori social and cultural wellbeing

· a celebration of our diverse communities and a commitment to fostering a united, proud and inclusive community

· a commitment to protecting our natural taonga

· the three key themes, te ao Māori, wellbeing, and climate action being woven throughout the entire plan.

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

i. Our diverse communities are active, involved and engaged

ii. Te ao Māori is thriving and visible

iii. Our social and physical infrastructure is future-proofed

iv. Our transport choices are accessible, sustainable and safe

v. Our built, natural and cultural taonga (treasures) are protected and celebrated

vi. Our people and businesses prosper economically and socially

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: Face-to-face and Skype enabled engagement events (spoken interaction) were held on 21 July 2020 at the Oranga Community Centre, and 28 July 2020 at Riverside Community Centre.

· Social media: Comments were received on the Maungakiekie-Tāmaki Local Board Facebook page.

13. The following community partner held an event:

· The Asian Network Incorporated (TANI) community meeting – 23 July 2020

Our other three community partners (Synergy Projects, ASA Foundation and Hāpai te Hauora) engaged in smaller groups, at existing community events and/or online.

14. Due to the restrictions of the COVID-19 alert system on public gatherings, two events, organised by one of our community partners, were cancelled when Auckland moved to alert level 3 on 12 August 2020:

· 12 August - ASA Foundation community meeting, Panmure

· 13 August – ASA Foundation community meeting, Onehunga

15. The impact of this was that the community group was not able to have face-to-face meetings with their members and collect more submissions from those events. They had distributed feedback forms, which were translated to Samoan and Tongan languages, prior to the lockdown and were able to collect and send them through to the local board during the lockdown.

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

· 57 submissions through the online survey tool

· 157 hard copy submissions

· 45 pieces of feedback via face-to-face Have Your Say events

· 4 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. The key messages of the report are described below.

19. Overall, 90% responded positively to the direction of the plan, while 5% responded negatively. A further 5% were unsure.

Impact of COVID-19

20. Overall, 79% felt the plan would help the community recover from the impact of COVID-19, while 5% did not. A further 16% were unsure.

Publishing the results of public consultation

21. 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

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

23. The draft Maungakiekie-Tāmaki 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.

24. The climate impact of any initiatives the Maungakiekie-Tāmaki 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

25. 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

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

Tauākī whakaaweawe Māori

Māori impact statement

27. The draft Maungakiekie-Tāmaki 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 January 2020.

28. The following events were held with iwi:

· Southern local boards hui with mana whenua, Thursday, 30 January 2020, Ngāti Ōtara Marae Kohanga Reo, 100 Ōtara Road, Ōtara. The following iwis participated in the hui: Ngāti Tamaoho, Ngāti Whanaunga, Te Ahiwaru Waiohua and Te Rūnanga o Ngāti Whātua.

· Southern local boards hui with mana whenua, mana whenua rōpū sharing priorities, plans and aspirations with local boards, Tuesday 14 July 2020, Manukau Civic Annex Ground, Manukau Civic Building. The following iwi participated in the hui: Ngāti Tamaoho, Ngāti Whanaunga and Te Akitai.

· Verbal feedback was received from all participating mana whenua iwi at the above hui.

· Chairs’ hui with Ngāti Paoa Trust Board to discuss feedback on the draft Maungakiekie-Tāmaki Local Board Plan2020, Friday, 7 August 2020, Maungakiekie-Tāmaki Local Board office, 7-13 Pilkington Road, Panmure.

· Chairs’ hui with Ngāti Whātua Ōrākei to discuss feedback on the draft Maungakiekie-Tāmaki Local Board Plan 2020, Friday, 14 August 2020, Maungakiekie-Tāmaki Local Board office, 7-13 Pilkington Road, Panmure.

· Verbal feedback from both Chairs’ hui were considered in the feedback report and review of the draft Local Board Plan.

29. 10 submissions were received from those identifying as Māori.

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

32. 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.

33. The local board will consider all submissions and feedback before making changes to the draft Maungakiekie-Tāmaki Local Board Plan 2020.

Ngā koringa ā-muri

Next steps

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

35. The Maungakiekie-Tāmaki Local Board will adopt the Maungakiekie-Tāmaki Local Board Plan 2020 on 10 November 2020.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Maungakiekie-Tāmaki Local Board Submission Analysis Summary	89

Ngā kaihaina

Signatories

Authors

Litia Brighouse-Fuavao, Local Board Engagement Advisor

Mal Ahmu - Local Board Advisor

Authorisers

Louise Mason - GM Local Board Services

Victoria Villaraza - Local Area Manager

[1] Some businesses were involved in an ATEED intervention for both Destination- and Economic Development-related activities, hence the numbers adding to over 3726. Business names must remain confidential for privacy reasons.

[2] Auckland Convention Bureau is responsible for positioning Auckland as a premium business events destination and for sales and marketing activity to grow the value and volume of business events in Auckland.

[3] This does not reflect all filming that takes place in studio, private property or low impact activity that does not require a permit.

[4] This includes local board fees only, other permit fees are directed to Auckland Transport (Special Events) and Regional Parks. Figures exclude GST and are as per the month the permit was invoiced, not necessarily when the activity took place.

[5] Local Government (Auckland Council) Act 2009, section 15(2)(c).

[6] Local Government (Auckland Council) Act 2009, ss15-16.

[7] Local Government Act 2002, Schedule 7, clause 36D.

Chairperson	Chris Makoare
Deputy Chairperson	Debbie Burrows
Members	Don Allan
	Nerissa Henry
	Peter McGlashan
	Maria Meredith
	Tony Woodcock