Agenda of Puketāpapa Local Board

Member Fiona Lai to deliver the welcome message.

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

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

4 Confirmation of Minutes

That the Puketāpapa Local Board:

a) confirm the ordinary minutes of its meeting, held on Thursday, 17 September 2020 as true and correct.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

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

8 Deputations

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

8.1 Deputations - Kristian Eek - NZ Film Industry

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) thank Kristian Eek for his attendance.

9 Public Forum

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

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

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

Puketāpapa Local Board

15 October 2020

Auckland Transport October 2020 Report

File No.: CP2020/14391

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. This report provides an opportunity to highlight AT activities in the Puketāpapa Local Board area and contains information about the following:

· General advice on the 2019-2022 Local Board Transport Capital Fund;

· Update on the proposed bus layover area on Hillsborough Road;

· Future connect;

· Supplier diversity programme;

· General transport items of interest and

· Public consultations and decisions of the Traffic Control Committee in the Puketāpapa Board area.

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) receive the Auckland Transport October 2020 update report.

Horopaki

Context

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

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

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

· be safe

· not impede network efficiency

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Transport Capital Fund (LBTCF)

7. With the Auckland Council’s emergency budget now confirmed the LBTCF for the 2020/2021 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 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.

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

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

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

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

9. The Puketāpapa Local Board’s share of the 2021/2022 allocation is $167,138.

10. Now that the allocations of LBTCF have been determined , AT will attend a workshop with the local board in order to provide quality advice how the money is utilised. This will include high level advice on the LBTCF proposals that the Puketāpapa Local Board was working through pre COVID-19. The Puketāpapa Local Board LBTCF workshop will be held on 8 October 2020.

Community Safety Fund Projects (CSF)

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

12. Safety projects for delivery in FY20/21 have been prioritised according to DSI (death and serious injury) data and therefore local board community safety fund projects will continue with planning and design but cannot be delivered in the 2020/2021 financial year.

13. Puketāpapa Local Board Community Safety fund projects are noted below:

· Pedestrian crossing at 383 Hillsborough Rd, by Waikōwhai Primary

· Pedestrian crossing improvements at 639 Richardson Rd, by Waikōwhai Intermediate and Hay Park School

· Pah Road crossing awareness

· Potter Avenue raised table to replace the kea crossing for Wesley Primary School

Safety Improvements on Frost and Carr Roads - Update

14. Contractors for Auckland Transport are currently constructing a series of safety measures along Frost and Carr Roads. Despite the impact of COVID‑19, substantive work is now complete. The contract was delivered in a timely manner.

15. On the week beginning 12 October AT’s supervising engineer will undertake a “snag” assessment with the contractor. This identifies any minor errors or deficiencies with the project. This is normal practice and part of the contract requirements.

16. Following this an independent safety audit will be undertaken.

Bus Layover on Hillsborough Road

17. There has been a lot of interest in the new bus layover project on Hillsborough Road which is out for public consultation.

18. The bus layover and proposed Exeloo planned for Hillsborough Road generated considerable feedback from local residents concerned about a number of aspects of the proposal.

19. At its workshop on 13 August, AT presented the board with the current proposal and heard feedback from the board on the community’s concerns. AT undertook to investigate the concerns and explore alternatives.

20. The investigation was undertaken over the last month and included on-site assessments. Following this investigation, an updated feedback report was circulated to members on Monday, 31 August. This was then circulated to members of the community who had provided feedback on the proposal.

21. Members of the public presented to the board at it’s September 2020 business meeting. AT staff listened in to the comments and will address the points raised at the upcoming workshop.

22. The AT Metro team are scheduled to provide a further update to the Board on 8 October 2020.

Future Connect

23. 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.

24. 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.

25. 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.

AT’s commitment to Supplier Diversity in Aotearoa

26. AT is creating positive socio-economic change through our procurement activities by partnering with Māori and Pasifika businesses to deliver transport projects.

27. Supplier Diversity is a strategic and intentional business process that proactively engages, supports and enables businesses owned by indigenous peoples, minority ethnic groups, women and social enterprises to be engaged in supply chains. This is known as business to business (B2B) procurement. Its aim is to level the playing field so these businesses have fairer access to customers and markets.

28. For the last 5 years, Auckland Transport has committed to Supplier Diversity and driving socio-economic prosperity through our Sustainable Procurement Programme. We do this by partnering with diverse businesses to deliver our transport projects. AT's Supplier Diversity and Sustainable Procurement activities have been possible through our partnerships with He Waka Eke Noa and the Ākina Foundation.

29. One recent Supplier Diversity success was through the Marae Upgrade Programme. AT upgraded an entrance, driveway and car-park at Makaurau Marae in Māngere. Not only did the project deliver a positive impact for the marae, and the environment, the project was completed this month by a 100 per cent Māori-owned business – Lite Civil Limited.

Procedures for dealing with crashed vehicles

30. On 15 September there was a significant crash on Hillsborough and Commodore intersection. This has been an area of concern that has been identified, by both the board and AT. Some immediate measures, additional broken yellow lines, will be implemented as soon as practical. This is an advance of the project to construct a roundabout at the intersection.

31. A consequential issue was the length of time one of the damaged vehicles remained on the berm on Hillsborough Road. With collisions of this severity there are a number of protocols that are followed. Firstly;

- the NZ Police sticker the car, deeming it no longer safe on the road,

- an investigation is undertaken and the NZ Police tend to leave vehicles kerbside while this happens,

- the NZ Police call AT when they want it removed,

- however, in some instances an insurance company may have a claim on it as well

- if none of the above apply, it’s the owner’s responsibility.

32. Nevertheless it is advised to call the call centre about a vehicle so it can be logged, to ensure that it is in ATs system and can be removed when and if appropriate. In addition, ATs call out staff can ensure the vehicle is safely cordoned off to avoid injury from protruding metal, broken glass etc.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

34. 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

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

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

Local impacts and local board views

Auckland Transport Consultations

36. There were no consultations circulated to the board in September 2020.

Traffic Control Committee resolutions

37. There was one traffic control committee decision that affected the Puketāpapa Local Board area during the September 2020 reporting period.

Arundel Street / Haycock Avenue / Battersby Avenue / White Swan Road

Temporary Traffic and Parking changes (Works)

No Stopping At All Times / No Stopping At Certain Hours / One-Way Road / Stop Control / Give-Way Control / No Right Turn / “Slow” Advisory Marking / Edge Line

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

39. The proposed decision of receiving the report has no financial implications for the Puketāpapa Local Board.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

40. Auckland Council adopted its Emergency Budget 2020/2021 at the end of July 2020.

41. AT’s capital and operating budgets have been reduced through this process. Some projects we had planned for 2020/2021 may not be able to be delivered, which will be disappointing to communities that we had already engaged with.

42. Both the Community Safety Fund and the Local Board Transport Capital Fund are impacted by these budget reductions.

43. In order to mitigate this risk, AT will attend board workshops in October 2020 to discuss with local boards how to get best value from their 2020/2021 LBTCF allocations. Community Safety projects will continue in design and will be delivered once funds become available.

Ngā koringa ā-muri

Next steps

44. Auckland Transport will provide another update report to the Puketāpapa Local Board in November 2020.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Bruce Thomas – Elected Member Relationship Manager - Auckland Transport

Authorisers

Jonanthan Anyon – Manager Elected Member Relationship Unit – Auckland Transport

Nina Siers - Local Area Manager

Puketāpapa Local Board

15 October 2020

Approval for three new private road names for the Roskill South Development by Kāinga Ora

File No.: CP2020/14193

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the PuketāpapaPuketāpapa Local Board to name three new private roads, being three commonly owned access lots (COALs), created by way of subdivision within Stage 2 of the Roskill South development by Kāinga Ora.

Whakarāpopototanga matua

Executive summary

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

2. On behalf of the development partner and applicant, Mike Greer Commercial Limited, Kāinga Ora has proposed the names presented in the tables below for consideration by the Local Board.

3. Any of the nine proposed road name options would be acceptable for the local board to approve for use in this location, having been assessed to ensure that they meet Auckland Council’s Road Naming Guidelines and the National Addressing Standards for road naming. All technical standards are met and the names are not duplicated anywhere else in the region. Mana Whenua and the local community have also been consulted.

4. The proposed names, as suggested by the local community, for the new private roads at the Roskill South development are:

Table 1: Roskill South development Preferred And Alternative Road Names
REF	APPLICANT PREFERRED NAME	ALTERNATIVE 1	ALTERNATIVE 2
COAL 1	Ofanoa Lane	Tuakana Temata Lane	Centennial Lane
COAL 2	Baitul Lane	Umar Lane	Reeve Lane
COAL 3	Herenga Way	Ururangi Lane	Nature Forest Lane

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) approve the following names for three new private roads within the Roskill South development, in accordance with section 319(1)(j) of the Local Government Act 1974 (resource consent references BUN60327511 and SUB6037480, BUN60352465 and SUB60352467, BUN60351392 and SUB60351393):

I) COAL 1: Ofanoa Lane (applicant preferred name)

II) COAL 2: Baitul Lane (applicant preferred name)

III) COAL 3: Herenga Way (applicant preferred name)

Horopaki

Context

5. As part of Kāinga Ora’s Roskill South redevelopment project, Resource Consent BUN60327511 (subdivision reference number SUB60327480) was issued in February 2019 to create 12 residential super lots within five geographical areas in Mount Roskill South. This was in addition to one recreation reserve, two new public roads, two road extensions/upgrades and two widened pedestrian accessways.

6. After the approval of the super lots, resource consent was sought for further residential redevelopment and subdivision of two of the super lots as follows:

i) BUN60351392 (subdivision reference number SUB60351393) was issued in April 2020 for the construction of 19 new residential freehold lots and one commonly owned access lot (COAL). This development (referred to as Superblock 33B & 37C) is located on Burnett Avenue and Freeland Avenue.

ii) BUN60352465 (subdivision reference number SUB60352467) was issued in July 2020 for the construction of 37 new residential freehold lots and two commonly owned access lots (COALs). This development (referred to as Superlot 26B) is located between Sanft Avenue and Burnett Avenue.

7. Site and location plans of the development can be found in Attachments A and B respectively. It can be seen that the three subject private roads (COALs) to be named are relatively short and small in comparison to the overall development area, which contains many public roads that will require names in the future. The existing dwellings shown in the aerial photographs are being demolished and redeveloped into more intensive and modern townhouse styles as part of the overall redevelopment project.

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

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

11. To source names from the community for these private accessways, Kāinga Ora contacted their Roskill South stakeholders (individuals and organizations) asking for suggestions that considered the history, culture, and environment of Roskill South. These stakeholders included the following: Te Whangai Trust, Umma Trust, May Road Primary, Mt Roskill Grammar, Emerge Aotearoa, Roskill Oasis, Roskill Together, Global Hope Mission and Praxis.

12. The table below sets out a selection of viable names that were submitted by the community stakeholders. Submissions received included some names after people who are still alive, however these have not been put forward, and only names of deceased persons have been included.

13. The selection of the ‘Applicant Preferred’ names considers the connection the person had to the area and their contribution. They represent the community’s diversity, and the ‘everyday people’ and connections that make up a community. Although the names have been sourced from the local community, and verified by Kāinga Ora and Council staff, the names of the contributors have been withheld for privacy reasons.

14. The proposed road names and meanings, as received from submissions from the local community are set out in the table below:

Road number	Proposed name	Meaning (as described by applicant)
COAL 1	Ofanoa Lane (Applicant preferred)	“The Ofanoa whanau lived for 20 plus years on Freeland Avenue. Dad Tevita Ofanoa was a well loved and respected member of the Roskill community having been the Mount Roskill Intermediate caretaker for many years. The family environment that he and his wife provided included caring for many of the children that grew up in Freeland Avenue. They had an open-door policy, and all were welcome. Tevita and his wife were immigrants from Tonga, whose family has worked hard and achieved many things in their chosen paths”.
	Tuakana Temata Lane (Alternative 1)	“This beautiful Cook Island family was headed by Tuakana Temata, who was the matriarch of Freeland Ave. They only moved away from Freeland Ave after 40 years with the passing of Tuakana in 2018. When Tuakana passed, many of the Freeland whanau returned from all around the world and the love for each other and their community is a sight to behold. Tuakana was Mum to so many in Freeland Avenue and influenced so many of the community. She was a strong woman who devoted a lot of her time to assist other women at the women's refuge”.
	Centennial Lane (Alternative 2)	“This name is taken from Centennial Park, located in the neighbouring suburb of Mount Eden. The park was officially opened in 1941 and has a beautiful lake. Some members of the community associate Centennial Park with wonderful memories from their childhood”.
COAL 2	Baitul Lane (Applicant preferred)	“Named after the small Islamic Centre, Baitul Mukarram Musalla, which has existed for 5 years at Roskill South shopping centre. The Islamic Centre represents the Islamic community located in the local area. ‘Baitul’ means house, and therefore draws reference to the new development”.
	Umar Lane (Alternative 1)	“Umar is the name of Masjid Umar mosque in Stoddard Road, which has been there for 25 years and is one of the largest mosques in New Zealand. Umar was a well-known caliph in the Islamic world. The mosque represents the large Islamic community in Mount Roskill”.
	Reeve Lane (Alternative 2)	“Jim Reeve was the principal at Edendale School many years ago. According to an ex-pupil he was much respected. He lived in a humble house in Youth Street after WW2. Between the war and the late 1960s Jim Reeve was also a huge influence on hundreds of children and their parents as the coordinator of the Mt Roskill Baptist Sunday School. The Sunday School had a major community influence at that time and Jim was its coordinator and mentor. Many Roskill families have fond memories of Jim. He was completely youth and young person focused, and always looking for potential in the children. Jim was a marvellous man and role model”.
COAL 3	Herenga Way (Applicant preferred)	“In te reo Māori, ‘herenga’ means connections or ties. It demonstrates Mount Roskill’s connections between its people, as it is the connections that make up a community”.
	Ururangi Lane (Alternative 1)	“Ururangi is one of the stars in Te Kāhui o Matariki, the Pleiades star cluster. Ururangi is the Matariki star that people pray to as this star determines the nature of the winds for the year. Matariki plays a big part of Māori culture”.
	Nature Forest Lane (Alternative 2)	“The community describes Mount Roskill to be surrounded by green land and parks, with lots of native trees, plants and flowers. Nature is an attribute New Zealand is well known for all over the world, and this name demonstrates the pride of the community in the area they live in”.

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

16. Land Information New Zealand (LINZ) have also confirmed that all of the proposed names are acceptable for use and not duplicated elsewhere in the region.

17. ‘Lane’ and ‘Way’ are acceptable road types for the new private roads, suiting the form and layout of the road, as per the Auckland Council Road Naming Guidelines.

18. Mana whenua were consulted in line with agreed processes and requirements – see the ‘Māori Impact Statement’ section of this report for more details.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

21. The decision sought for this report does not trigger any significant policy and is not considered to have any immediate local impact beyond those outlined in this report.

Tauākī whakaaweawe Māori

Māori impact statement

22. To aid local board decision making, the Auckland Council Road Naming Guidelines include an objective of recognising cultural and ancestral linkages to areas of land through engagement with mana whenua, particularly through the resource consent process, and the allocation of road names where appropriate, as well as a process to enable mana whenua the opportunity to provide feedback on all road naming applications in a manner and scale that they consider appropriate. Depending on the scale of the development and its level of significance, not all road naming applications receive comments from mana whenua.

23. Roskill South is a very large development, which also involves the creation of public roads. These have been named and approved by the local board in September 2019, e.g. ‘Kōtero Road’, ‘Huakaroro Road’ and the extension of ‘Balfron Avenue’, and mana whenua was involved in suggesting names for those public roads.

24. At a hui held by Kāinga Ora with local iwi, it was discussed that the community should be involved for suggestion of names for the new private roads, seeing as mana whenua had named the public roads.

25. After community engagement was undertaken by Kāinga Ora to obtain name suggestions (as detailed in earlier paragraphs 12-15), mana whenua were contacted and provided the name options received from the community for comment and feedback. However, no response or further comments or suggestions of any other road name options were received. It is therefore taken that the community names were considered fair and appropriate, as discussed at the earlier hui.

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Attachment A - Site Plan	19
b ⇩	Attachment B - Location Plan	21

Ngā kaihaina

Signatories

Author

Andrea Muhme - Planner

Authorisers

Nina Siers - Local Area Manager

Trevor Cullen - Team Leader Subdivision

Puketāpapa Local Board

15 October 2020

Submissions and feedback on the draft Puketāpapa Local Board Plan 2020

File No.: CP2020/14833

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

4. A total of 439 pieces of feedback was received, including 28 submissions through the online survey tool, 300 hard copy submissions, 110 from our Have Your Say event, and 1 piece 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 Puketāpapa Local Board:

a) receive submissions and feedback on the draft Puketāpapa 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

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

8. The implementation of COVID-19 alert levels forced a delay to the consultation period planned in June and July 2020 to be rescheduled to July and August 2020.

9. On 18 June 2020, Puketāpapa Local Board approved the release of a draft Puketāpapa Local Board Plan 2020 for public consultation.

10. The key features of the draft Puketāpapa Local Board Plan 2020 were:

· strategic alignment with the six outcomes in the Auckland Plan

· a focus on strong and connected communities that support each other and have a representative voice in decisions made on their behalf

· sustainable and accessible public transport for all

· a commitment to protecting our environment for future generations through key objectives and initiatives

· support for local businesses and providing opportunities for people to work, learn and volunteer locally

· key themes of te ao Māori, wellbeing, and connected communities woven throughout the plan.

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

i. Inclusive communities that are healthy, connected and thriving

ii. Our people can speak up and be active in their communities

iii. Our environment is protected for present and future generations

iv. Well-planned neighbourhoods and vibrant public spaces

v. A transport network that is sustainable and accessible

vi. Opportunities to learn, work and volunteer locally

12. 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.

a) How we consulted

13. 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 engagement event (spoken interaction) was held on 6 August 2020.

· Social media: One comment was received on the Puketāpapa Local Board Facebook page.

14. The following community partners held events:

· Roskill Chinese Group

· Somali Education and Development Trust

· Puketāpapa Youth Foundation

· Global Hope Missions

b) One of our community partners, Hāpai te Hauora, engaged via social media and online.

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

· 28 submissions through the online survey tool

· 300 hard copy submissions

· 110 pieces of feedback via face-to-face Have Your Say event

· 1 piece of feedback via social media.

Tātaritanga me ngā tohutohu

Analysis and advice

Summary of consultation feedback

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

17. Staff have prepared a report (Attachment A) summarising the results of the consultation. The key messages of the report are described below.

18. Overall, 94% responded positively to the direction of the plan, while 3% responded negatively. A further 3% were unsure.

Impact of COVID-19

19. Overall, 70% felt the plan would help the community recover from the impact of COVID-19, while 6% did not. A further 24% were unsure.

Publishing the results of public consultation

20. 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

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

22. The draft Puketāpapa Local Board Plan 2020 considered the impacts of predicted climate change. It considered such impacts as increasing temperatures and changing rainfall patterns on the local board area.

23. The climate impact of any initiatives the Puketāpapa 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

24. 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

25. The Puketāpapa Local Board has considered all submissions and feedback to the draft Puketāpapa Local Board Plan 2020 and will adopt the final local board plan as a separate agenda item at this business meeting.

Tauākī whakaaweawe Māori

Māori impact statement

26. The draft Puketāpapa 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.

27. 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^th 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.

28. 15 submissions were received from those identifying as Māori.

Ngā ritenga ā-pūtea

Financial implications

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

30. Budget to implement initiatives and projects is confirmed through the annual plan budgeting and work programme processes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

31. 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.

32. The local board will consider all submissions and feedback before making changes to the draft Puketāpapa Local Board Plan 2020.

Ngā koringa ā-muri

Next steps

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

34. The Puketāpapa Local Board will adopt the Puketāpapa Local Board Plan 2020 as a separate agenda item on this business meeting

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	20201015 Puketapapa Local Board submission analysis summary	31

Ngā kaihaina

Signatories

Authors

Samantha Tan Rodrigo - Local Board Advisor

Litia Brighouse-Fuavao – Local Board Engagement Advisor

Authorisers

Louise Mason - GM Local Board Services

Nina Siers - Local Area Manager

No.	Title	Page
a ⇩	20200630 Regional Facilities Auckland Quarter 4 Performance Report	45

Puketāpapa Local Board

15 October 2020

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

File No.: CP2020/14317

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

6. The activities of Panuku cover four broad areas:

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

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

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

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

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

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

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

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

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

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

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

14. Panuku Development Auckland currently manages one residential interest in the Puketāpapa Local Board area.

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

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

17. One property is currently under review as part of our rationalisation process.

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

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

Horopaki

Context

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

Properties managed in the Puketāpapa Local Board Area

26. Panuku currently manages one residential property within the Puketāpapa Local Board area.

Strategic Asset Optimisation

Service Property Optimisation

27. 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.

28. 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.

29. 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.

30. 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

31. 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.

32. 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

33. 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

34. 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.

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

Acquisitions

36. 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.

37. 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.

38. No properties have been purchased in the Puketāpapa Local Board area during the reporting period for open space.

Disposals

39. 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.

40. 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.

41. No properties have been sold in the Puketāpapa Local Board area during the reporting period.

Under review

42. Properties currently under review in the Puketāpapa 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

119A May Road, Mt Roskill

The site was vested upon subdivision with the former Mount Roskill Borough Council in 1952. The long narrow 2,486m2 site is subject to a right of way easements for several adjoining residential properties.

It is a recreation reserve subject to the Reserves Act 1977.
Due to its configuration and limited open space values, it was subject to rationalisation in 2015

No alternate public work requirement or planned and funded future strategic need to retain has been identified.
The local board supports disposal, noting its concerns regarding the loss of trees through the sale of council-owned land.
The site is included in Schedule B of the Auckland Council Emergency Budget asset recycling programme.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

44. 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.

45. 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 Puketāpapa Local Board Area to hotter temperatures and more frequent flooding and drought. Panuku seeks to future-proof our communities by:

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

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

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

· initiatives to build community resilience

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

46. 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

47. 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.

48. Panuku continues to partner with Māori on opportunities which enhance Māori social and economic wellbeing.

Tauākī whakaaweawe Māori

Māori impact statement

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

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

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Perin Gerrand - Engagement Coordinator

Authorisers

Joanne Glasswell – Head of Corporate Affairs - Panuku

Nina Siers - Local Area Manager

Puketāpapa Local Board

15 October 2020

Resource Recovery Network Strategy update

File No.: CP2020/14820

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

3. Key features of the strategy refresh include:

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

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

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

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

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

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

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

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

Horopaki

Context

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

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

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

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

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

Progress of the Resource Recovery Network

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

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

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

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

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

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

Strategic context

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

Key features of the refreshed Resource Recovery Network Strategy

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

26. The refreshed strategy focuses on five key areas:

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

· supporting existing sites and operators to thrive

· strengthening and enabling the network

· developing a fit for purpose operating and governance model

· fostering financial sustainability.

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

Increasing the number of resource recovery facilities

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

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

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

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

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

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

Ongoing operational funding

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

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

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

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

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

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

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

· protection of Papatūānuku by keeping waste from landfill

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

· nurturing relationships, looking after people, taonga and taiao

· fostering mutual respect.

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Table 1: Resource Recovery Network Strategy key risks and mitigations

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

Ngā koringa ā-muri

Next steps

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

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Draft Resource Recovery Network Strategy	69

Ngā kaihaina

Signatories

Authors

Jenny Chilcott – Senior Waste Planning Specialist

Julie Dickinson – Principal Advisor – Waste Planning

Authorisers

Barry Potter – Director Infrastructure and Environment Services

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

Nina Siers - Local Area Manager

Chairperson	Julie Fairey
Deputy Chairperson	Harry Doig
Members	Ella Kumar, JP
	Fiona Lai
	Bobby Shen
	Jon Turner

No.	Title	Page
a ⇩	Harry Doig's Report, 01 September - 30 September 2020	103
b ⇩	Ella Kumar's Report, 01 September - 30 September 2020	105
c ⇩	Bobby Shen's Report, 01 September - 30 September 2020	109

No.	Title	Page
a ⇩	Puketāpapa Local Board Workshop Record 10 September 2020	121
b ⇩	Puketāpapa Local Board Workshop Record 17 September 2020	125
c ⇩	Puketāpapa Local Board Workshop Record 24 September 2020	127
d ⇩	Puketāpapa Local Board Workshop Record 01 October 2020	129

Author	Selina Powell - Democracy Advisor
Authoriser	Nina Siers - Local Area Manager

Author	Mary Hay - Senior Local Board Advisor
Authoriser	Nina Siers - Local Area Manager