Agenda of Upper Harbour Local Board

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

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

The Auckland Council Code of Conduct for Elected Members (the code) requires elected members to fully acquaint themselves with, and strictly adhere to, the provisions of Auckland Council’s Conflicts of Interest Policy. The policy covers two classes of conflict of interest:

i) a financial conflict of interest, which is one where a decision or act of the local board could reasonably give rise to an expectation of financial gain or loss to an elected member

ii) a non-financial conflict interest, which does not have a direct personal financial component. It may arise, for example, from a personal relationship, or involvement with a non-profit organisation, or from conduct that indicates prejudice or predetermination.

The Office of the Auditor General has produced guidelines to help elected members understand the requirements of the Local Authority (Member’s Interest) Act 1968. The guidelines discuss both types of conflicts in more detail, and provide elected members with practical examples and advice around when they may (or may not) have a conflict of interest.

Copies of both the Auckland Council Code of Conduct for Elected Members and the Office of the Auditor General guidelines are available for inspection by members upon request.

Any questions relating to the code or the guidelines may be directed to the Relationship Manager in the first instance.

4 Confirmation of Minutes

That the Upper Harbour Local Board:

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

5 Leave of Absence

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

6 Acknowledgements

6.1 Beverley Furness

Te take mō te pūrongo

Purpose of the report

1. To acknowledge Beverley’s service to the Albany Community Pre-school.

Whakarāpopototanga matua

Executive summary

2. Beverley Furness recently resigned as Centre Manager at the Albany Community Pre-school after 26 years of service.

3. During these 26 years, Beverley had a close liaison with the previous Albany Community Board and the Upper Harbour Local Board. She has been a key figure in providing an excellent community pre-school for Albany residents and their families and will be missed.

4. The board wishes Beverley all the best in her well-earned retirement.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) acknowledge and thank Beverley Furness for her 26 years of service to the Albany Community Pre-school.

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 Upper Harbour 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 ActivAsian update

Te take mō te pūrongo

Purpose of the report

1. To introduce board members to the Harbour Sport ActivAsian programme and discuss their experience with local board plan engagement.

Whakarāpopototanga matua

Executive summary

2. Alvin Cheung, Development Manager, and Naomi Stewart, Capability Manager, from ActivAsian at Harbour Sport, will be in attendance to provide an overview of their programme and activities in the Upper Harbour area.

3. They will also discuss their recent experiences with the Asian community during the consultation period for the 2020 Local Board Plan and share their learnings from their involvement in the process.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) receive the deputation from Alvin Cheung and Naomi Stewart from ActivAsian and thank them for their attendance and presentation.

Attachments

a ActivAsian presentation............................................... 281

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.”

No.	Title	Page
a ⇩	Upper Harbour Local Board open unconfirmed minutes - 17 September 2020	11
b ⇩	Upper Harbour Local Board minutes attachments - 17 September 2020	21

Upper Harbour Local Board

15 October 2020

Upper Harbour Local Board Volunteer Recognition Awards

File No.: CP2020/13678

Te take mō te pūrongo

Purpose of the report

1. To approve the Upper Harbour Local Board Volunteer Recognition Awards criteria (refer Attachment A).

Whakarāpopototanga matua

Executive summary

2. The Upper Harbour Local Board approved a carry-forward amount of $10,000 from the 2019/2020 Arts, Community and Events work programme to the 2020/2021 Arts, Community and Events work programme to deliver a Volunteer Recognition Awards Programme.

3. The purpose of the Volunteer Recognition Awards Programme is to acknowledge and recognise individuals and community groups for their voluntary efforts which provides benefit to the Upper Harbour community.

4. At a workshop on 14 November 2019, the local board requested that staff develop a proposal for the volunteer awards, including the criteria for nominations and date for the ceremony.

5. Staff have developed a draft criteria document (refer Attachment A) for the Upper Harbour Volunteer Recognition Awards which contains the guidelines for the delivery of the awards. This includes five categories which were developed based on demographics of the Upper Harbour Local Board area to ensure a range of ages were given the opportunity to be nominated. It also states the eligibility criteria based on the direction provided by the board.

6. It is proposed that the event will be delivered by the end of this financial year. Four main tasks will be developed during this period:

· nomination pack created and approved (30 days)

· nomination period opens (30 days)

· nominations are reviewed and winners are chosen (15 days)

· winners are notified and invited to the awards night (15 days).

7. The selection panel will comprise of all Upper Harbour Local Board members.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) approve the criteria for the Upper Harbour Local Board Volunteer Recognition Awards (refer to Attachment A to the agenda report).

Horopaki

Context

8. The Upper Harbour Local Board approved a carry-forward amount of $10,000 from the 2019/2020 Arts, Community and Events work programme to the 2020/2021 Arts, Community and Events work programme to deliver a volunteer recognition awards programme. The programme could not be delivered in 2019/2020 due to the restrictions in place following the nationwide COVID-19 response.

9. The purpose of the Volunteer Recognition Awards Programme is to acknowledge and recognise individuals and community groups for their voluntary efforts which provides benefit to the Upper Harbour community.

10. At a workshop on 14 November 2019, the local board provided direction about the areas and categories, nomination process, how the wider community would be reached, frequency of the awards and venues for the ceremony.

11. A special category has been added to the draft criteria which aims to recognise the voluntary work done by individuals or groups to support the local community during the first and second COVID-19 outbreaks.

12. A new timeframe has been developed and this includes the estimated length of the stages of the programme. This information will be used as a reference for choosing the date for the awards night.

Tātaritanga me ngā tohutohu

Analysis and advice

13. Staff have developed draft criteria for the Volunteer Recognition Awards Programme based on direction provided by the local board and the format developed for similar events being held by other local boards.

14. The criteria set out the objectives of the awards, to recognise voluntary efforts, which benefits individuals and/or communities within the Upper Harbour Local Board area and to maintain a quality awards scheme to which people aspire.

15. The criteria outline further details around the categories, eligibility, nomination process and selection procedure.

16. The Upper Harbour Local Board area demographics were considered when developing the criteria to ensure all ranges of ages were given the opportunity to be nominated.

17. According to the data provided by Stats NZ, 69.5 per cent of the population in the local area are within 15 and 64 years of age. By adding a category specifically targeted to children and young people under 24, this group will have the opportunity to ensure nominations are considered appropriately for all groups.

Graphic 1. Upper Harbour age structure

18. Another determining factor for developing the criteria was the access to technology. The nomination process will be mainly done electronically. However, paper submissions will be allowed to ensure the opportunity to nominate recipients is given to the 22.3 per cent of the population in the local area who have no or limited access to technology.

Graphic 2. Upper Harbour access to technology

19. Staff will work with council’s marketing and communications team to develop the communications plan for the awards programme. This includes a user-friendly accessible platform to submit the nominations and effective communication channels and media are used to promote participation from the wider community.

20. Due to the restrictions on mass gatherings following the second COVID-19 outbreak, the date for the awards ceremony can only be set once indoor gatherings of over 100 people are allowed as it is anticipated that approximately 200 people will attend the Volunteer Recognition Awards event. However, the timeframe for the programme has been developed based on the length of every stage of the programme.

21. The following table shows the proposed timeframe for the Volunteer Recognition Awards which was designed to ensure there is enough time for the promotion and development of the awards:

Proposed timeframe for the Volunteer Recognition Awards
Process	Timeframe	Responsible
Nomination pack created and approved	30 days	· Civic events team · Marketing and communications team · Upper Harbour Local Board
Nominations period open	30 days	· Civic events team · Marketing and communications team
Nominations reviewed and winners chosen	15 days	· Upper Harbour Local Board · Local board services team
Winners notified and invited to awards night	15 days	· Civic events team · Local board services team

22. A local venue will be sourced to host the awards ceremony based on the capacity, taking into account the new health and safety requirements related to COVID-19, and also ensuring good accessibility and parking.

23. The programme for the awards ceremony will include entertainment by local performers and refreshments offered to the guests.

24. Debrief meetings will be held after the delivery of the Volunteer Recognition Awards night to review the success of the project.

Tauākī whakaaweawe āhuarangi

Climate impact statement

25. A category is being proposed which aims to recognise and acknowledge the contributions made by locals through their voluntary work influencing the enhancement and sustainability of the natural environment in the Upper Harbour area.

26. The awards night event will comply with the Auckland Council smoke-free policy. Council’s zero-waste policy through the waste management and minimisation plan will also be considered during the event facilitation process.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

27. The Marketing and Communications team will support the Civic Events team to manage the nominations process. The awards ceremony will be delivered inhouse by the Civic Events team.

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

Local impacts and local board views

28. The Volunteer Recognition Awards supports the local board to achieve the outcome in the 2017 Upper Harbour Local Board Plan, ‘Empowered, engaged and connected Upper Harbour communities.’

29. The Volunteer Recognition Awards is an opportunity for local groups or individuals to be recognised and celebrated for their contributions to the local community.

30. One of the criteria for receiving an award is that the volunteer work occurred in or benefited the community in the local board area.

31. The awards ceremony is an effective platform for the local community to connect and gain knowledge about the volunteer work done and projects developed by individuals and groups in the local area.

Tauākī whakaaweawe Māori

Māori impact statement

32. In order to enhance the local board’s commitment to Māori and the relationship with mana whenua, proper elements of Māori tikanga will be included in the programme for the awards night. This could include the opening and closing karakia, supporting waiata and performances by local kapa haka groups as part of the entertainment provided at the event.

Ngā ritenga ā-pūtea

Financial implications

33. The 2020/2021 Arts, Community and Events work programme has an allocated budget of $10,000 to deliver the Volunteer Recognition Awards.

34. Due to the second outbreak of COVID-19, there is uncertainty on the specific dates when mass gathering restrictions for over 100 people will be lifted. Therefore, it is difficult to choose a date for the awards night. Cancellation fees could also be charged by some suppliers in case the awards night event has to be cancelled or postponed.

35. To mitigate this, staff recommend reviewing the possible dates for the awards night event once there is more clarity around mass gathering restrictions in Auckland. Staff will also confirm the logistics for the awards night event closer to the chosen date.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

36. There is a risk that delivery of the Volunteer Recognition Awards will be significantly delayed due to uncertainty around mass gathering restrictions following the second outbreak of COVID-19. Staff have tried to mitigate the impact of this by developing a timeframe for each stage in the process, which can be implemented once there is more clarity around mass gathering restrictions.

Ngā koringa ā-muri

Next steps

37. Staff will commence planning for the Volunteer Recognition Awards and will keep the Upper Harbour Local Board updated on progress.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Upper Harbour Volunteer Recognition Awards 2020 criteria	33

Ngā kaihaina

Signatories

Author

Karem Colmenares – Senior Event Organiser

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Lesley Jenkins - Local Area Manager

Upper Harbour Local Board

15 October 2020

Auckland Transport monthly update - October 2020

File No.: CP2020/14512

Te take mō te pūrongo

Purpose of the report

1. To receive an update on the following:

· traffic-related matters in the Upper Harbour Local Board area

· the Local Board Transport Capital Fund (LBTCF).

Whakarāpopototanga matua

Executive summary

2. This report highlights Auckland Transport’s (AT’s) activities in the Upper Harbour Local Board area and contains information about the following:

· 2019-2022 LBTCF

· an update on COVID-19 in the Auckland region

· January 2021 bus and ferry changes

· Future Connect (AT’s long-term plan for Auckland’s future integrated transport system)

· ‘The Year Ahead’ presentation responses to the Upper Harbour Local Board workshop

· decisions of the Traffic Control Committee (TCC) in the Upper Harbour Local Board area.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) receive the monthly update report from Auckland Transport for October 2020.

Horopaki

Context

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

4. This report provides updates on:

· AT projects and operations in the local board area

· consultations in the local board area

· the status of the LBTCF.

5. The Community Safety Fund 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. There is no update on this fund at this time.

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

· be safe

· not impede network efficiency

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

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Transport Capital Fund (LBTCF)

7. Following the setting of the Emergency Budget, the LBTCF programme received $5 million for the 2020/2021 year for allocation across all 21 local boards.

8. Decisions about the 2021/2022 and 2022/2023 financial years will form part of the Long-term Plan/Regional Land Transport Plan discussions but early indications are that these years will also see a more constrained capital programme than prior to the COVID-19 crisis.

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

· the $5 million for 2020/2021 will be split using the Local Board Funding Policy

· currently, with budgets unknown for 2021/2022 and 2022/2023, local boards are unable to combine future years allocations into a single project

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

10. The Upper Harbour Local Board’s share of the 2020/2021 allocation is $184,360.

11. AT attended a workshop with the local board on 27 August 2020 when a progress report was provided on 2016-2019 LBTCF projects. There was also discussion on how to plan for the next two years as it appears that budgets will continue to be constrained.

12. At the workshop, AT staff outlined some options on how to deliver a number of projects over the next three years with the available budget.

13. A separate report will be presented at the October 2020 meeting requesting confirmation of the board’s LBTCF expenditure for 2020/2021.

‘The Year Ahead’ presentation: Responses to the Upper Harbour Local Board

14. COVID-19 has had a significant impact on the finances of the entire council family. AT is no exception with many projects and programmes needing to be delayed or paused. AT presented a brief overview of what will actually be delivered in the Upper Harbour area in the 2020/21 year. Following that presentation, there were a number of questions from the local board and responses to these are provided in the following paragraphs of this report.

Ōtehā Valley Road extension

15. Works that were mentioned at the workshop (described below) have already been completed and no further work is scheduled:

North Shore Package 1

Oteha Valley Road extension intersection

Additional westbound lane during peak period on Ōtehā Valley Road extension

Renewals information requests

16. Gills Road: asphalt concrete (AC) will be applied at the bottom end of Gills Road, from the Albany Expressway to the one-way bridge through the industrial area.

17. Greenhithe Road (the section from Tauhinu Road to the roundabout at Isobel / Churchouse Roads by Greenhithe Road): there are two requirements to qualify for the application of AC, however business and school areas are an exception to the policy and half of this section already has AC due to the Watercare pipeline reinstatement.

18. The section previously completed towards the state highway bridge did not qualify for AC as it did not meet the policy requirements and was therefore, done in chipseal.

Rosedale bus station

19. The detailed design for the Rosedale bus station has been completed and the resource consent has been granted by Auckland Council.

20. Construction works for the upper plaza bridge and retaining wall is underway. The Rosedale bus station building works is expected to start in 2022 following completion of the bridge and retaining wall works. Rosedale bus station is expected to open in early 2024.

21. Please note, there is no park and ride facility at the Rosedale bus station as it is not economically viable as land prices are too high. Studies show that Albany and Constellation has travellers overlapping from both areas. If AT decided to provide a park and ride in the future, any of the following options could be considered:

· extension at Albany (multi-storey)

· extension at Constellation, or

· a new facility at Rosedale.

22. AT’s vision is to bring commuters to these stations by local feeder buses rather than providing park and ride. AT policy states that park and ride should be provided in the surrounding areas where good local connector networks are not available.

Rosedale Road 4-laning

23. This work includes signalising the intersection of Tawa Drive / Rosedale Road and Triton Drive / Rosedale Road and providing an additional bus lane between Tawa Drive and Triton Drive on Rosedale Road.

24. It also includes improvements to walking and cycling infrastructure in and around the Rosedale bus station. Detailed design is 95 per cent complete and resource consent has been granted by Auckland Council. Construction is expected to start in early to mid-2022 and completed by late 2023.

Constellation bus station (delivered by Waka Kotahi)

25. This station is the busiest hub of all bus stations along the northern busway. It is being upgraded as part of the Northern Corridor Improvements (NCI) project which, along with motorway and walking and cycling improvements, is extending the northern busway from Constellation Station all the way to Albany Station.

26. Work on the $15 million project includes building a new northbound platform and pedestrian bridge. The bridge will span over the busway so passengers can access both the north and southbound platforms. This is similar to the layout at Smales Farm bus station. New toilets, lifts, driver facilities and a kiosk area will also be added to the fit-out.

27. Constellation bus station upgrade work is currently underway by Waka Kotahi and expected to be completed by mid-2021.

Changes to bus and ferry services

28. AT is making some changes to bus and ferry services which will:

· enable cost savings with as little impact on customers as possible

· better suit the needs of some areas

· involve the removal of some duplicated and poorly performing services

· add more electric buses, better connectivity, and services to new developments

· add increased capacity on some routes.

Cost savings

29. AT is making cost savings in its public transport budget to contribute to the overall cost savings Auckland Council is required to make following the COVID-19 pandemic. This requires a reduction in public transport service operations.

30. The cost savings fall into three broad categories:

· peak-only services

· poor performing routes

· ferry changes.

31. In addition, AT will make some important improvements to provide better services to areas in most need which are scheduled to be implemented as follows:

· 728 and 729 bus services – 20 December 2020

· Stanley Bay ferry – 25 December 2020

· all other changes – 24 January 2021.

32. Timetables, the Journey Planner and the AT Mobile app will be updated closer to the date of the changes.

Detail for bus changes

33. West:

· changes to 151X, 171X and 172X bus services – 25 January 2021

· introduction of Sunday bus services for 171 – 24 January 2021

· removal of 114 bus service from Herald Island – 24 January 2021.

34. North:

· reduction in peak frequency for 95 and 97 bus services – 25 January 2021

· reduction in frequency for 842 bus service – 25 January 2021

· removal of 890 bus service on Corinthian Drive, Albany – 25 January 2021

· changes to NX2 to Hibiscus Coast late night Saturday and Sunday – 25 January 2021.

Detail for ferry changes

35. Changes are scheduled as follows:

· removal of Stanley Bay ferry service – last trip will be 24 December 2020

· additional ferry services for Hobsonville and Beach Haven – 25 January 2021

· additional shoulder peak ferry services for West Harbour and Pine Harbour – from January 2021 (both to be confirmed)

· Birkenhead ferry timetable changes to be confirmed.

36. From 16 September 2020, details of these changes will be on the AT website at www.AT.govt.nz/metrochanges.

Future Connect

37. Future Connect is AT’s long-term plan for Auckland’s future integrated transport system. It maps Auckland’s strategic networks, the most critical links of Auckland’s current and future transport system and will ultimately set a 30-year vision for all modes:

· public transport

· general traffic

· freight

· cycling

· walking.

38. 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 (AT’s 10-year investment programme) and will guide future planning and investment.

39. Future Connect was introduced to local board chairs at the 14 September 2020 Chairs’ Forum. In October and November 2020, the project team will be available to talk to interested local board transport representatives. This will be an opportunity to provide a more detailed project overview, answer questions, seek local knowledge and identify opportunities for alignment with local board plans.

Tauākī whakaaweawe āhuarangi

Climate impact statement

40. AT 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 council’s priorities.

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

42. The impact of information in this report is confined to AT. Where LBTCF projects are being progressed by Auckland Council’s Community Facilities department, engagement on progress has taken place. Any further engagement 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

Scott Point pedestrian safety issues

43. Work for the temporary fence will be completed during the first week of October 2020. However, the fence can only be installed after the high-voltage cable is located by Chorus/ Spark. This has also been scheduled for completion during the first week in October 2020.

44. The following photo shows the white post which indicates where the cable runs underground. However, the cable could be anywhere within 1m to the left or right of the white post position, which is where AT will be installing the temporary steel posts with temporary netting. AT will provide an update should there be any further delays.

Local board issues under investigation

45. The local board has requested the following issue be investigated and this is still under investigation:

· Rahui Reserve path safety issues.

Consultation documents on proposed improvements

46. Consultation documents for the proposals listed below have been provided to the Upper Harbour Local Board for feedback and are summarised for information purposes only.

47. After consultation, AT considers the feedback received and determines whether to proceed further with the proposal as consulted on or proceed with an amended proposal if changes are considered necessary:

· proposal to improve road safety by adding broken yellow lines (no stopping at all times) on Nugget Avenue at the intersection with Hobsonville Point Road in Hobsonville

· proposal to make parking changes on Library Lane, Albany

· proposal to install motorcycle parking at the Constellation Drive park and ride, Rosedale.

Traffic Control Committee (TCC) report

48. A decision of the TCC during the month of September 2020 affecting the Upper Harbour Local Board area is listed below:

Street (Suburb)

Type of report

Nature of restriction

Decision

Waenganui Road / Te Rito Road / Clark Road / Ringa Matau Road / Nugget Avenue / Tarakoi Road, Hobsonville

Permanent traffic and parking changes

Cycle path / no stopping at all times / angle parking / bus stop – AT Metro Only / road hump / give-way control / traffic island

Approved in principle

Tauākī whakaaweawe Māori

Māori impact statement

49. 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. AT’s Māori Responsiveness Plan outlines its commitment to 19 mana whenua tribes in delivering effective and well-designed transport policy and solutions for Auckland. AT also recognises mataawaka and their representative bodies and its desire to foster a relationship with them. This plan is available on the AT website at: https://at.govt.nz/about-us/transport-plans-strategies/maori-responsiveness-plan/#about.

Ngā ritenga ā-pūtea

Financial implications

50. The decision to receive this monthly update report has no financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

51. Auckland Council adopted its Emergency Budget 2020/2021 at the end of July 2020. AT’s capital and operating budgets have been reduced through this process and some projects planned for 2020/2021 may not be able to be delivered.

52. Both the CSF and the LBTCF are impacted by these budget reductions.

53. AT attended workshops in August 2020 to discuss how to get the best value from their 2020/2021 LBTCF allocation. Community safety projects will continue in design and will be delivered once funds become available.

Ngā koringa ā-muri

Next steps

54. AT will provide a further update report to the Upper Harbour Local Board in November 2020.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Owena Schuster – Elected Member Relatioship Manager, Auckland Transport

Authorisers

Jonathan Anyon – Elected Mermber Relationship Team Manager, Auckland Transport

Lesley Jenkins - Local Area Manager

Upper Harbour Local Board

15 October 2020

Allocation of Local Board Transport Capital Fund

File No.: CP2020/14648

Te take mō te pūrongo

Purpose of the report

1. To allocate the Local Board Transport Capital Fund (LBTCF) to transport projects in Upper Harbour for the 2020/21 financial year.

Whakarāpopototanga matua

Executive summary

2. This report outlines the following:

· confirmation of the Upper Harbour LBTCF allocation of $184,360 for 2020/21

· an update on the progress of the LBTCF projects started in the 2019-2022 political term

· an overview of the various options the board could choose to allocate its LBTCF to in the 2020/21 financial year.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) allocate the 2020/2021 Local Board Transport Capital Fund as follows:

Project	Estimated cost to complete	2020/21 budget	2021/22 budget	Comment
		$ 184,360	$ 379,885
Schnapper Rock Road	$89,000	$ 89,000		Build in 2020/21
Kyle Road	$305,000	$ 25,000	$ 280,000	Complete design and consenting in 2020/21, build in 2021/22
Ōtehā Valley Road	$1,243,000	$ 70,360		Carry out a section of work as a trial site for future, larger project
Rame Road				Decision needed on whether to continue this project in some form or pause for the time being
Gills Road Contribution	$39,060		$ 39,060	Contribution to Community Safety Fund project
		$184,360	$ 319,060
Unallocated balance			$ 60,825	The board may identify other projects they want to allocate funds to

b) provide direction on the Rame Road project, to either progress (invest now) or not proceed any further.

Horopaki

Context

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

4. Any LBTCF projects selected must be safe, must not impede network efficiency, and must be located in the road corridor or on land controlled by AT, although projects running through parks can be considered if there is a transport outcome.

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

Tātaritanga me ngā tohutohu

Analysis and advice

6. Following the setting of council’s Emergency Budget, the LBTCF programme received $5 million for the 2020/21 year to allocate across all 21 local boards.

7. Decisions about the 2021/22 and 2022/23 financial years will form part of the Long-term Plan (LTP) / Regional Land Transport Plan (RLTP) discussions, but early indications are that these years will also see a more constrained capital programme than prior to the COVID-19 crisis.

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

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

· currently, with budgets unknown for financial years 2021/22 and 2022/23, local boards are unable to combine future years allocations into a single project

· local boards are encouraged to target delivery of smaller projects or complete design and documentation for a project that can be physically delivered in 2021/22.

9. The Upper Harbour Local Board’s allocation for the 2021/22 financial year is $184,360.

10. The figures for the next two financial years are currently unknown and will be subject to consultation early in 2021 to set the new RLTP budget. They are provided to allow local boards to plan which projects they are likely to be able to afford in subsequent years and allow targeted funding in 2020/21.

Financial year	Allocated budget
2020/21	$184,360
2021/22	*$379,885
2022/23	**$379,885

*Subject to confirmation late in 2020/21

**Subject to confirmation late in 2021/22

Progress report: LBTCF projects 2019-2022

Project name	Status	External consultation complete	Estimated cost to complete
Rame Road upgrade (refer to Attachments A and B for original and additional memos on rough order of costs)	Project currently on hold, as the local board is to make a clear decision to either invest further into this project or decide not to proceed	Yes	Would depend on the option which will come with further costs and designs
Gills Road footpath extension	Detailed design complete – currently the main project is unfunded in 2020/2021	No	$39,000 (board contribution to the project)
Kyle Road footpaths	Detailed design complete and building consent issued Resource consent for Kyle Road section underway Needs to be coordinated with adjacent subdivision which has been delayed	Yes	$89,000 Schnapper Rock Road section $305,000 Kyle Road section

11. At an earlier workshop to discuss the Upper Harbour LBTCF allocation for 2020/21, the board made the following requests for further information:

· Would it be possible to construct the Kyle Road retaining wall, which is part of the Kyle Road footpath project, this financial year and construct the remaining works next financial year, and what would the implications be in doing that?

· What would be the likely design cost of the Bush Road shared path?

· What would the design cost be for the Ōtehā Valley Road footpath widening project?

12. The purpose of this information is to update the local board on these requests so that they can make decisions on the use of their funds for this financial year.

Discussion on the project requests is as follows:

Kyle Road footpath and retaining wall

13. The estimate to complete the full construction of the kerb, channel, footpath and retaining wall is $305,000, as illustrated below:

14. The detailed design is complete, a building consent for the wall has been received but a late requirement for a resource consent is still in progress and this consent may not be received until sometime in November 2020.

15. The subdivision works have been significantly delayed by COVID-19 and the developer is expecting to be working on Kyle Road until May 2021.

16. With this work, plus AT’s planned reconstruction works, it seems the earliest time for the board project to proceed will be late May or June 2021, and that is conditional on all other works going to plan.

17. Commencing a large retaining wall across a stream during winter would create much higher risks, and hence higher tender prices, and is not recommended. It may also not receive winter earthworks approval due its proximity to the stream.

18. The current proposed programme for the works is as follows:

19. Due to the amount of works soon to commence on Kyle Road, it is impractical to commence the retaining wall works until June 2021 at the earliest. This negates the need to do the work in two separate contracts. Option 1 above illustrates a June to August 2021 contract period and Option 2, a September to November 2021 period.

20. Option 2 is recommended for the following reasons:

· it gives residents some respite from potentially 10 months of constant traffic disruption (due to commence during October 2020)

· it will not be subject to winter works earthworks approval

· as it will be constructed during better weather conditions, it removes risk from the project, resulting in a cheaper price.

Schnapper Rock Road kerbing and footpath

21. The sub-divider is programmed to carry out works in Schnapper Rock Road in November and December 2020.

22. If the board gives approval for this work, it could be completed in conjunction with the sub-divider’s works which would be the ideal scenario for residents in the area and potentially give the best price.

23. The estimated cost for this work is $89,000.

Bush Road shared path design cost

24. This design cost is estimated to be $25,000. As this is a relatively simple exercise, it is probably best left until the year the physical work is likely to occur. The original ROC report can be found at Attachment B.

Ōtehā Valley Road design cost

25. The costs to identify priority sections and provide design drawings and costings is $15,000.

26. Should the board wish to progress this project this financial year and construct some sections, it could allocate the full remaining $95,000 (assuming that the Schnapper Rock Road path is a priority).

Rame Road project

27. The local board needs to provide clear direction on the Rame Road project, to either progress (invest now) or not proceed any further.

28. The heavily reduced Emergency Budget and likely further constrained budgets for the following two years gives good reason to pause this project until budgets return to pre COVID-19 levels. There is now an inability to deliver a substantial project in Rame Road for the next three years.

29. When budgets are confirmed in the RLTP for the next 10 year period, this may be an appropriate time to review the project, consider what the needs and priorities are for the road, and look to a future staged plan of delivery. The original memo and ROC report can be found at Attachments A and B. Also included (Attachment C) is a presentation provided to the local board at a workshop in September 2019.

Recommendations for allocation of the 2020/21 LBTCF budget

30. The board has $184,360 to allocate for the 2020/21 financial year.

31. It has already invested considerable design and consenting costs into Kyle and Schnapper Rock Road footpaths.

32. A suggested option for the next two years is as follows:

Project	Estimated cost to complete	2020/21 budget	2021/22 budget	Comment
		$ 184,360	$ 379,885
Schnapper Rock Road	$89,000	$ 89,000		Build in 2020/21
Kyle Road	$305,000	$ 25,000	$ 280,000	Complete design and consenting in 2020/21, build in 2021/22
Ōtehā Valley Road	$1,243,000	$ 70,360		Carry out a section of work as a trial site for future, larger project
Rame Road				Decision needed on whether to continue this project in some form or pause for the time being
Gills Road Contribution	$39,060		$ 39,060	Contribution to Community Safety Fund project
		$184,360	$ 319,060
Unallocated balance			$ 60,825	The board may identify other projects they want to allocate funds to

Next steps

33. Once the Upper Harbour Local Board makes their decision on which project/s they wish to proceed with in 2020/21, Auckland Transport will deliver the projects in the 2020/21 financial year.

34. The board can consider projects for later years when these budgets are known or advocate through the RLTP for additional funding to the LBTCF and the Community Safety Fund to support the planning and delivery of Kyle and Gills Roads early next year.

Tauākī whakaaweawe āhuarangi

Climate impact statement

35. AT 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.

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

37. AT attended a workshop with the Upper Harbour Local Board in August 2020 where options were discussed on how to get the best value from its 2020/21 LBTCF allocations. In addition, further projects for investigation were discussed and are included in this report for consideration.

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

39. There is currently $184,360 in the local board’s LBTCF.

40. The options outlined in this report provide the board a number of choices from which funds can be allocated. The board is advised to commit all of the 2020/21 budget as soon as possible.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

41. There is a risk that any unallocated funds from the 2020/21 LBTCF will not be able to be carried into the new financial year.

Ngā koringa ā-muri

Next steps

42. AT will report back monthly on progress.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Rame Road memo	53
b ⇩	Rough order of costs (ROC) report	57
c ⇩	Rame Road presentation	69

Ngā kaihaina

Signatories

Author

Owena Schuster – Elected Member Relationship Manager, Auckland Transport

Authorisers

Jonathan Anyon – Elected Member Relationship Team Manager, Auckland Transport

Lesley Jenkins - Local Area Manager

Upper Harbour Local Board

15 October 2020

Resource Recovery Network Strategy update

File No.: CP2020/14719

Te take mō te pūrongo

Purpose of the report

1. 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 5213 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 the 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 10 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 Upper Harbour 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 the Environment and Climate Change Committee in November 2020 seeking adoption of the updated Resource Recovery Network Strategy.

Horopaki

Context

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

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

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

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

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

Progress of the Resource Recovery Network

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

17. Across the nine existing sites, 80 local full-time and part-time jobs have been created. In the 2019/2020 financial year, 5213 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 the 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 park. 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 ongoing 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 the Community Empowerment Unit and the Southern Initiative who have provided support to 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 the 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 10 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 the following table:

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 the 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	85

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 General Manager Local Board Services

Upper Harbour Local Board

15 October 2020

Local board input into the Auckland Council submission on the Ministry for the Environment’s consultation document on hard-to-recycle plastics and single-use items

File No.: CP2020/14371

Te take mō te pūrongo

Purpose of the report

1. To receive Upper Harbour Local Board’s input into the Auckland Council submission on the Ministry for the Environment (MfE) consultation document on hard-to-recycle plastics and single-use items.

Whakarāpopototanga matua

Executive summary

2. The Ministry for the Environment is consulting on proposed mandatory phase-outs of specific hard-to-recycle plastic packaging materials and single-use items sold, used, and manufactured in Aotearoa New Zealand.

3. Feedback is sought on two proposals outlined by the MfE:

· Proposal 1: phasing out hard-to-recycle plastic packaging made from polyvinyl chloride (PVC) and polystyrene packaging, and all oxo-degradable plastic products

· Proposal 2: a phase-out of specified single-use plastic items, including plastic straws and fruit stickers.

4. Submissions on the proposal are due to MfE by 4 November 2020.

5. Approval of the Auckland Council submission has been delegated by the Environment and Climate Change Committee to its Chair, Deputy Chair and an Independent Māori Statutory Board representative.

6. Local boards can provide formal feedback to inform the council’s submission by 30 September 2020.

7. As the Upper Harbour Local Board’s next business meeting is not scheduled until 15 October 2020, the local board could not resolve their feedback by the deadline, therefore the below agreed process has been followed:

Local board feedback for inclusion in Auckland Council submissions

Resolution number UH/2020/47

MOVED by Member N Mayne, seconded by Member A Atkinson:

That the Upper Harbour Local Board:

a) delegate authority to the chairperson to approve the local board’s input into Auckland Council submissions on formal consultation from government departments, parliament, select committees and other councils, where timeframes do not allow for local board input to be considered and approved at a local board meeting.

b) restate resolution number UH/2019/138 b) iv) from the local board business meeting on 21 November 2019 as follows:

b) agree to establish topic area leads to effectively and efficiently manage some aspects of the governance work of the local board for the 2019-2022 triennium, and confirm that topic area leads will:

iv) lead the development of local board feedback on regional policies, plans and strategies relevant to the topic area and report back to the full local board for approval.

c) note all local input approved and submitted for inclusion in an Auckland Council submission is to be included on the next local board meeting agenda for the public record.

CARRIED

8. Upper Harbour Local Board’s feedback was submitted on 30^th September 2020 to be considered by the delegated Environment and Climate Change Committee members.

9. A copy of the Upper Harbour Local Board feedback as submitted is set out in Attachment A of this report.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) receive input into the Auckland Council submission on the Ministry for the Environment’s consultation document on hard-to-recycle plastics and single-use items.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Upper Harbour Local Board input into the Auckland Council submission on the Ministry for the Environment (MfE) consultation document on hard-to-recycle plastics and single-use items	99

Ngā kaihaina

Signatories

Author	Heather Skinner - Local Board Advisor
Authoriser	Lesley Jenkins - Local Area Manager

Upper Harbour Local Board

15 October 2020

Submissions and feedback on the draft Upper Harbour Local Board Plan 2020

File No.: CP2020/13840

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 Upper Harbour 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 the draft plan for public consultation. The consultation period ran from 13 July to 13 August 2020.

4. A total of 274 pieces of feedback was received, including 156 submissions through the online survey tool, 114 hard copy submissions 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/upperharbourplan.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) receive submissions and feedback on the draft Upper Harbour 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 18 June 2020, the local board approved the release of the draft local board plan for public consultation.

Key features

9. Key features of the draft Upper Harbour Local Board Plan 2020 include:

· Five outcomes that are intended to complement one another:

o Empowered, connected and resilient Upper Harbour Communities: Our diverse communities feel connected, confident in their ability to face adversity together and are able to influence what happens in their neighbourhoods

o An efficient and accessible travel network: Our travel network offers multiple transport choices in an accessible and efficient way

o Healthy and Active Communities: People of all abilities have access to a wide variety of sports and recreation opportunities and well-maintained parks and community facilities

o Our unique natural environment is protected and enhanced: Our communities care for Upper Harbour’s natural environment and are actively involved in preserving and restoring it

o A resilient local economy: Our businesses are resilient and our residents have easy access to quality employment opportunities.

· Key initiatives deliver on identified priorities and are linked to identified challenges, such as growth, COVID-19 recovery, and environmental degradation.

10. 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

11. 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 events (spoken interaction) were held on 16 July 2020 and 6 August 2020.

· Social media: Comments were received on the Upper Harbour Local Board Facebook page.

12. The following community partners held events:

· Upper Harbour Youth Caucus held two events, one on 8 August 2020 at Rangitoto College, and another on 10 August 2020 at Hobsonville Point Secondary School

· ActivAsian held one event on 5 August 2020 at Harbour Sport in Albany.

13. Due to the restrictions of the COVID-19 alert system on public gatherings, the following events were cancelled when Auckland moved to alert level 3 on 12 August 2020:

· Upper Harbour Youth Caucus at Kristin School on 13 August 2020

· Upper Harbour Youth Caucus at Rangitoto College on 13 August 2020.

Tātaritanga me ngā tohutohu

Analysis and advice

Summary of consultation feedback

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

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

16. A total of 274 pieces of feedback was received, including 156 submissions through the online survey tool, 114 hard copy submissions and 4 pieces of feedback through social media.

17. Overall, 78 per cent responded positively to the direction of the plan, while just 9 per cent responded negatively. The remaining 13 per cent were unsure.

18. Fifty-five per cent of submitters supported the investigation of a possible targeted rate for additional public transport services, while just 22 per cent did not. The remaining 23 per cent were unsure.

Impact of COVID-19

19. Overall, 45 per cent felt the plan would help the community recover from the impact of COVID‐19, while 10 per cent did not. The remaining 45 per cent 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 Upper Harbour 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.

23. The climate impact of any initiatives the Upper Harbour 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 Upper Harbour Local Board will consider all submissions and feedback to the draft Upper Harbour 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 Upper Harbour Local Board Plan 2020 was developed with consideration given to existing feedback from mana whenua and mataawaka.

27. One submission came from a partnership with Hāpai te Hauora aimed at increasing Māori engagement in the Local Board Plan consultation

28. Eleven 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 process.

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 upper Harbour Local Board Plan 2020.

Ngā koringa ā-muri

Next steps

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Summary of submissions report for Upper Harbour	105

Ngā kaihaina

Signatories

Authors

Heather Skinner - Local Board Advisor

Meaghan Fisher – Engagement Advisor

Authoriser

Lesley Jenkins - Local Area Manager

Upper Harbour Local Board

15 October 2020

Adoption of the Upper Harbour Local Board Plan 2020

File No.: CP2020/14406

Te take mō te pūrongo

Purpose of the report

1. To adopt the Upper Harbour 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 every three years and uses the special consultative procedure to engage with their communities.

3. The consultation period for the special consultative procedure ran from 13 July to 13 August 2020.

4. The local board has considered all submissions and feedback received from the consultation period. Minor edits for clarification are proposed.

5. The Upper Harbour Local Board Plan 2020, which includes the proposed changes, is attached to this report.

6. Pending adoption of the plan, photographs, maps and other design features will be added for final publication due in February 2021.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) adopt the Upper Harbour Local Board Plan 2020 as set out in Attachment A (15 October 2020) of the agenda report.

b) delegate authority to the Chairperson to approve any minor edits that may be necessary to the Upper Harbour Local Board Plan 2020 prior to publication.

c) request that Auckland Council and Auckland Transport staff investigate and report back to the local board no later than December 2020, options for a targeted rate to fund additional public transport routes through areas of the local board that do not currently have public transport options.

d) delegate authority to the Chairperson and Local Board Member Anna Atkinson, as the Topic Area Leads for Transport, to approve the detailed scope for the investigation of a targeted rate to fund additional public transport routes through areas of the local board that do not currently have public transport options.

Horopaki

Context

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

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

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

8. Local board plans are strategic documents developed every three years. They set a direction for local boards and reflect community priorities and preferences. They provide a guide for local board activity, funding and investment decisions. They also influence local board input into regional strategies and plans, including annual budgets.

9. The plans inform the development of the council’s 10-year budget. They also form the basis for development of the annual local board agreement for the following three financial years and subsequent work programmes.

Tātaritanga me ngā tohutohu

Analysis and advice

Consideration of submissions and feedback

10. The Upper Harbour Local Board has considered the submissions and feedback received. The details of the feedback received are outlined in a separate report in this agenda.

11. In general, public feedback on the draft plan was positive, with the majority of submitters supportive of the strategic direction outlined and the themes covered. Comments from submitters who expressed support for the plan particularly noted that the needs and aspirations outlined in the plan are relevant, inclusive and well-balanced.

12. For instance, submitters commented that:

“The plans outlined for improving public transport networks in the Upper Harbour region reflect the needs of our community very well. The environmental considerations around sustainability, especially in the construction sector are also well considered and detailed.”

“Your plan reflect my own concerns for protecting the natural environment, the impacts on that of the rampant construction going on in the area, as well as the need to lower the carbon emissions of our transport systems, reduce congestion, provide better transport options, as well as adapt to the impacts of climate change.”

13. A majority of submitters were particularly supportive of the transport initiatives, in particular public transport, transport options that benefit the environment and transport-related infrastructure such as footpaths and cycleways.

14. Other key themes from the feedback were:

· support for the plan being community-focused and centred on the needs of the community

· the need for community resilience building and connectiveness, particularly in light of the COVID-19 pandemic

· support for the environmental outcomes and initiatives in the plan

· the importance of both active and passive recreation options for the community.

15. The key concerns raised in regard to the plan related to how the initiatives will be implemented and achieved and the level of funding available to do so.

16. A majority of submitters agreed that the plan will help the community and local businesses recover from the impact of the COVID-19 pandemic.

Consideration of submissions and feedback on the proposed investigation of a public transport targeted rate

17. One key goal of the Upper Harbour Local Board is for there to be an affordable, frequent and reliable public transport network that encourages higher use uptake.

18. In order to achieve this goal, the Upper Harbour Local Board has included a key initiative in its plan to investigate options to deliver public transport routes in areas where currently there are none.

19. The Upper Harbour Local Board consulted on this specific proposal by asking its residents and communities if they thought it should investigate the possibility of a targeted rate to fund additional public transport routes through areas that do not currently have public transport options.

20. Fifty-five per cent of submitters who responded to this question supported the proposal to investigate a targeted rate for public transport services. Key themes from these respondents were:

· a desire for improvements to the public transport network within the local board area

· acknowledgment of the reductions of carbon emissions if less people drove cars and more people had access to public transport options

· a number of specific requests for public transport services within individual areas with a large number requesting a bus service from Paremoremo in particular.

21. Twenty-two per cent of submitters that responded to this question were not in support of the proposal to investigate a targeted rate for public transport services.

22. Themes that came through from the submissions that did not support the proposal to investigate a targeted rate were:

· submitters felt that public transport services should be provided by Auckland Transport and should be a user pays service, not at additional costs to ratepayers

· concerns regarding the additional costs to ratepayers

· non-public transport users that would not benefit from the service did not support the proposal.

23. The Governing Body is responsible for setting rates and a rate can only be set for an activity identified in the funding impact statement (FIS) in an annual or long-term plan, as community consultation is a requirement for any proposed targeted rate.

24. The next available opportunity is through the Long-term Plan 2021-2031 (LTP) process, currently underway and due to be completed in June 2021 with the adoption of the LTP.

25. In the first instance, a robust analysis needs to be carried out on the proposal to determine options, costs and benefits. This information will then form the basis for targeted rates modelling.

26. The outcome of this investigation will then be reported back to the local board, along with options and recommendations for a proposed targeted rate to be agreed and included as part of the overall LTP consultation document (no later than December 2020).

27. Public consultation will take place between February and March 2021, and any final decisions by the Governing Body on a new targeted rate will take place in June 2021 with the adoption of the LTP.

28. While it is possible to set a targeted rate through any annual budget process, it is recommended that the Upper Harbour Local Board request this investigation be carried out for consideration in the current LTP process.

Key changes and features of the Upper Harbour Local Board Plan 2020

29. Based on the feedback provided, no substantial changes are proposed.

30. A few minor changes to the plan have been made to update information that was not available at the time the draft was adopted for consultation.

31. These minor changes include:

· updating the figures provided for the urban tree canopy coverage in Upper Harbour, based on new data published by Auckland Council’s Research and Evaluation Unit in July 2020 (Golubiewski, N., G. Lawrence, J. Zhao and C. Bishop, 2020, Auckland’s urban forest canopy cover: state and change 2013-2016/2018. Auckland Council technical report, TR2020/009)

· amending references to Auckland Tourism, Events and Economic Development (ATEED) to reflect the Governing Body decision to amalgamate this council-controlled organisation (CCO) with Regional Facilities Auckland (RFA); the name of the new entity which will be responsible for Auckland Council’s local economic development is not available as at October 2020.

32. Staff recommend adopting the Upper Harbour Local Board Plan 2020 (Attachment A) which incorporates the proposed minor changes described above.

33. The proposed plan (Attachment A), includes:

· Five outcomes that are intended to complement one another:

o Empowered, connected and resilient Upper Harbour Communities: Our diverse communities feel connected, confident in their ability to face adversity together and are able to influence what happens in their neighbourhoods

o An efficient and accessible travel network: Our travel network offers multiple transport choices in an accessible and efficient way

o Healthy and Active Communities: People of all abilities have access to a wide variety of sports and recreation opportunities and well-maintained parks and community facilities

o Our unique natural environment is protected and enhanced: Our communities care for Upper Harbour’s natural environment and are actively involved in preserving and restoring it

o A resilient local economy: Our businesses are resilient and our residents have easy access to quality employment opportunities.

· Key initiatives linked to each outcome to deliver on identified priorities, and linked to identified challenges, such as growth, ongoing COVID-19 impacts and environmental degradation.

Tauākī whakaaweawe āhuarangi

Climate impact statement

34. The Upper Harbour Local Board Plan 2020 takes the impacts of predicted climate change into account.

35. The plan includes objectives and key initiatives outlined under each outcome. These include:

· a key initiative under the community outcome to deliver initiatives that help our communities prepare for emergencies and the impact of climate change, for instance by developing community resilience plans

· a focus on sustainability under the transport outcome, with initiatives aiming to ease congestion, enable residents to use public transport and have access to more active transport options

· an environment outcome focused on supporting Upper Harbour’s communities to care for Upper Harbour’s natural environment and be actively involved in protecting and enhancing it

· a focus on supporting initiatives that promote a circular economy.

36. The impact on the climate of the final plans has been considered. The final publication will be an online document to minimise printing hard copies.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

37. The adoption of the Upper Harbour Local Board Plan 2020 will inform the development of council’s 10-year budget. It will also form the basis for the development of the following three years’ work programmes.

38. Planning and operational areas of the council have taken part in the development and review of the draft and final plans.

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

Local impacts and local board views

39. The local board’s views have informed the development of the final Upper Harbour Local Board Plan 2020. A workshop was held in September 2020 to discuss and consider feedback and changes.

40. In developing the plan, the Upper Harbour Local Board considered:

· what is already known about our communities and what is important to them

· submissions received via online forms, hardcopy forms, emails and post

· feedback provided at engagement events and online through Facebook

· regional strategies and policies

· staff advice.

Tauākī whakaaweawe Māori

Māori impact statement

41. In developing the plan, the Upper Harbour Local Board:

· considered existing feedback from Māori with an interest in the local board area

· reviewed submissions received.

42. The Upper Harbour Local Board Plan 2020 includes the following key initiatives of importance to Māori:

· Māori culture and identity are celebrated in Upper Harbour: Partner with mana whenua to deliver initiatives that celebrate Māori identity and culture, for instance through local storytelling

· Our communities practice te ao Māori guardianship (kaitiakitanga) principles: Partner with mana whenua and community groups to deliver initiatives that increase understanding of matauranga Māori (knowledge).

Ngā ritenga ā-pūtea

Financial implications

43. Budget to implement initiatives and projects is confirmed through the annual plan budgeting process. The local board plan informs this process.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

44. There is a minor reputational risk associated with the adoption of the final Upper Harbour Local Board Plan 2020. The process of consultation is likely to have raised expectations of the local board being able to achieve particular initiatives.

45. As a result of the economic impact of COVID-19 and the council’s significantly reduced budget, it may no longer be possible to achieve all the priorities and aspirations that were identified in the draft plan.

46. The Upper Harbour Local Board has been upfront with its communities on this matter and will continue to work to mitigate this risk by providing clear communication and undertake robust decision-making processes.

Ngā koringa ā-muri

Next steps

47. Following adoption, a final version will be produced with any minor edits that may be needed.

48. The adopted plan will inform the development of council’s 10-year budget and the local board’s annual work programmes.

49. Photographs, maps and other design features will be added to the plan for final publication. This will be an online digital document that is due for publication in February 2021.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Upper Harbour Local Board Plan 2020	119

Ngā kaihaina

Signatories

Author	Rita Bento-Allpress - Senior Local Board Advisor
Authoriser	Lesley Jenkins - Local Area Manager

Upper Harbour Local Board

15 October 2020

New name for extension of Westpoint Drive in the subdivision at 86, 88 and 90 Hobsonville Road, Hobsonville.

File No.: CP2020/14076

Te take mō te pūrongo

Purpose of the report

1. To approve a name for the extension of an existing road, Westpoint Drive, Hobsonville, being created by way of a subdivision at 86, 88 and 90 Hobsonville Road, Hobsonville.

Whakarāpopototanga matua

Executive summary

2. Auckland Council has road naming guidelines that 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.

3. The agent acting for the developer, Austino New Zealand Limited, has requested approval that the extension of Westpoint Drive, Hobsonville, be given the same name.

4. The site is located within sub-precinct ‘C’ in the Hobsonville corridor precinct. The extension of Westpoint Drive is required by the Hobsonville precinct plan and the road is in alignment with council plans for the precinct.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) approve the name ‘Westpoint Drive’ for the extension of the existing road with the same name, constructed within the subdivision being undertaken by Austino New Zealand Limited at 86, 88 and 90 Hobsonville Road, Hobsonville.

Horopaki

Context

5. Resource consent has been obtained for a 10-lot subdivision at 86, 88 and 90 Hobsonville Road, Hobsonville (council reference numbers BUN60340051 and SUB60340052).

6. The following attachments are included with this report:

· Attachment A – site plan of the road and development

· Attachment B – roading plan

· Attachment C – location map of the proposed development.

Tātaritanga me ngā tohutohu

Analysis and advice

7. Taking into account the alignment and arterial nature of the new portion of road, it is logical that it be considered an extension to the existing road and, therefore, assume the same name of ‘Westpoint Drive’.

8. Consultation has not been undertaken with either Land Information New Zealand (LINZ) or mana whenua given that the name ‘Westpoint Drive’ has been through a previous consultation and approval process.

Tauākī whakaaweawe āhuarangi

Climate impact statement

9. 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

10. The decision sought for this report does not trigger any significant policy and is not considered to have any immediate impacts on any council groups.

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

Local impacts and local board views

11. The decision sought for this report does not trigger any significant policy and is not considered to have any immediate impact on the community.

Tauākī whakaaweawe Māori

Māori impact statement

12. Mana whenua have not been consulted in this instance, recognising the previous road naming approval process undertaken for ‘Westpoint Drive’.

Ngā ritenga ā-pūtea

Financial implications

13. The applicant has responsibility for ensuring that appropriate signage will be installed and this will be done once approval is obtained for the name.

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

15. 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

16. Approved road names are notified to LINZ and recorded on its New Zealand-wide land information database which includes street addresses issued by councils.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Site plan - 86, 88 and 90 Hobsonville Road	155
b ⇩	Roading plan - 86, 88 and 90 Hobsonville Road	157
c ⇩	Location map - 86, 88 and 90 Hobsonville Road	159

Ngā kaihaina

Signatories

Author

Dale Rewa - Subdivision Advisor

Authorisers

Trevor Cullen - Team Leader Subdivision

Lesley Jenkins - Local Area Manager

Upper Harbour Local Board

15 October 2020

Upper Harbour Local Grants round one and Multi-board Grants round one 2020/2021 grant allocations

File No.: CP2020/14135

Te take mō te pūrongo

Purpose of the report

1. To provide the Upper Harbour Local Board with information on applications in the 2020/2021 Upper Harbour Local Grants round one and Multi-board Grants round one, and to enable a decision to fund, part fund or decline each application.

Whakarāpopototanga matua

Executive summary

2. This report presents applications received in the 2020/2021 Upper Harbour Local Grants round one (refer Attachment B), and Multi-board Grants round one (refer Attachment C).

3. The Upper Harbour Local Board adopted the Upper Harbour Local Board Community Grants Programme 2020/2021 on 21 May 2020 (refer Attachment A). The document sets application guidelines for contestable grants.

4. The local board has set a total community grants budget of $237,383 for the 2020/2021 financial year. A total of $20,369 has been allocated to the Upper Harbour Local Board Quick Response Grants round one 2020/2021. This leaves a total of $217,013.98 to be allocated to two local grant rounds and two quick response rounds.

5. Twenty-one applications were received for local grants round one 2020/2021, including eight multi-board applications, requesting a total of $93,863.75.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) agree to fund, part-fund or decline each application received in the 2020/2021 Upper Harbour Local Grants round one listed in the following table:

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
LG2117-106	Auckland Softball Association Incorporated	Sport and recreation	Towards the Easter Classic Softball Tournament 2021, including venue hire, waste management, toilet hire, printing, and softballs	$10,000	Eligible
LG2117-103	AFL New Zealand Incorporated	Sport and recreation	Towards the venue hire at North Harbour Stadium to deliver AFL 2020 Youth Season	$7034.72	Eligible
LG2117-110	Greenhithe Tennis Club Incorporated	Sport and recreation	Towards the purchase and installation costs of a court access system	$6743	Eligible
LG2117-111	Youthline Auckland Charitable Trust	Community	Towards the Youthline Auckland Charitable Trust annual operating costs for the Upper Harbour area	$5000	Eligible
LG2117-107	Harbour Hospice Trust	Community	Towards venue hire, catering, promotion, decorations and the purchase of an auction item for ‘Rock the Hithe’ fundraising event	$2500	Eligible
LG2117-115	Greenhithe Community Trust	Environment	Towards the photographer's wage to promote local reserves and volunteer restoration	$2500	Eligible
LG2117-114	Sustainable Paremoremo Group	Environment	Towards the annual cost of traps, bait and bait stations	$2471.73	Eligible
LG2117-104	Blue Light Ventures Incorporated	Community	Towards costs for five young people from the local board area to attend a week-long life skills camp	$2173.90	Eligible
LG2117-117	North Harbour Synchronised Swimming Club	Sport and recreation	Towards bus hire for a Synchro National competition in Hamilton	$1147.88	Ineligible
LG2117-112	The StarJam Charitable Trust	Community	Towards operational costs for Albany Jazzy Jamming workshops between January and December 2021	$3344.80	Eligible
LG2117-108	Milford Tennis Club Incorporated	Sport and recreation	Towards the club's annual power costs	$3795	Eligible
LG2117-102	Greenhithe Residents Association Incorporated	Community	Towards the purchase of tableware for community use in the Greenhithe Community Hall	$2000	Eligible
LG2117-113	East Coast Bays and Districts Cricket Club Incorporated	Sport and recreation	Towards the purchase of two tablets for electronic scoring	$1698	Eligible
Total				$50,409.03

b) agree to fund, part-fund or decline each application received in the 2020/2021 Upper Harbour Multi-board Grants round one listed in the following table:

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
MB2021-125	Badminton North Harbour Incorporated	Sport and recreation	Towards the replacement of court lighting at Badminton North Harbour	$5000	Eligible
MB2021-104	North Shore Centres of Mutual Aid Incorporated	Community	Towards a proportion of operational costs, excluding wages, for six centres in the North Shore	$4000	Eligible
MB2021-126	North Shore Women's Centre	Community	Towards four weeks of salaries for the social workers at North Shore Women's Centre	$2000	Eligible
MB2021-142	Gymnastics Community Trust	Sport and recreation	Towards salary costs for trampoline coach coordinator and purchase of Tumble Trak, Tumble Trak Air Floor Pro, and floor rolls	$20,000	Eligible
MB2021-117	CNSST Foundation (formerly known as Chinese New Settlers Services Trust)	Community	Towards classroom rental costs, advertising and contracted teacher fees for the Unite Against COVID-19 CNSST Education and Wellbeing Programme	$4500	Eligible
MB2021-139	Babystart Charitable Trust	Community	Towards BabyStart boxes, including baby clothes, care products, toys, books, logistics and courier costs to deliver to disadvantaged families	$3954.72	Eligible
MB2021-138	The New Zealand Society of Authors Te Puni Kaituhi o Aotearoa (PEN NZ Incorporated)	Arts and culture	Towards the Oral History Project, including catering, transport, equipment, printing, research, transcription and project management fees	$2000	Eligible
MB2021-140	The Kids for Kids Charitable Trust	Arts and culture	Towards venue hire and production cost of the Kids Youth Choir performance at Bruce Mason Centre from 2 to 6 November 2020	$2000	Eligible
Total				$43,454.72

Horopaki

Context

6. The local board allocates grants to groups and organisations delivering projects, activities and services that benefit Aucklanders and contribute to the vision of being a world class city.

7. The Auckland Council Community Grants Policy supports each local board to adopt a grants programme.

8. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

· grant types, the number of grant rounds and when these will open and close

· any additional accountability requirements.

9. The Upper Harbour Local Board adopted the Upper Harbour Local Board Community Grants Programme 2020/2021 on 21 May 2020 (Attachment A). The document sets application guidelines for contestable grants.

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

12. The Local Board Community Grants Programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups for projects that support and enable community climate action. Community climate action involves reducing or responding to climate change by local residents in a locally relevant way.

13. Local board grants can contribute to expanding climate action by supporting projects that reduce carbon emissions and increase community resilience to climate impacts. Examples of projects include:

· local food production and food waste reduction

· increasing access to single-occupancy transport options

· home energy efficiency and community renewable energy generation

· local tree planting and streamside revegetation

· educating about sustainable lifestyle choices that reduce carbon footprints.

14. Five applicants applying to the 2020/2021 Upper Harbour Local Grants round one and Multi-board Grants round one indicated that their project responds to community climate action.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

15. Based on the main focus of an application, a subject matter expert from the relevant department will provide input and advice. The focus is identified as arts, community, events, sport and recreation, environment or heritage.

16. The grants programme has no identified impacts on council-controlled organisations and therefore, their views are not required.

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

Local impacts and local board views

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

18. The local board is requested to note that section 48 of the Local Board Community Grants Policy states:

We will also provide feedback to unsuccessful grant applicants about why they have been declined, so they will know what they can do to increase their chances of success next time.

19. A summary of each application received through the 2020/2021 Upper Harbour Local Grants round one and Multi-board Grants round one is provided in Attachments B and C.

Tauākī whakaaweawe Māori

Māori impact statement

20. The local board grants programme aims to respond to Auckland Council’s commitment to improving Māori wellbeing by providing grants to individuals and groups who deliver positive outcomes for Māori. Auckland Council’s Māori Responsiveness Unit has provided input and support towards the development of the community grant processes.

21. Ten applicants applying to the 2020/2021 Upper Harbour Local Grants round one and Multi‑board Grants round one indicated that their project targets Māori or Māori outcomes.

Ngā ritenga ā-pūtea

Financial implications

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

23. The local board has set a total community grants budget of $237,383 for the 2020/2021 financial year. A total of $20,369 has been allocated to Quick Response Grants round one 2020/2021. This leaves a total of $217,013.98 to be allocated to two local grants rounds and two quick response rounds.

24. Twenty-one applications were received for 2020/2021 Local Grants round one, including eight Multi-board Grants applications requesting a total of $93,863.75.

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

27. Following the Upper Harbour Local Board allocation of funding for the 2020/2021 Local Grants round one and Multi-board Grants round one, the grants staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Upper Harbour Local Grant Programme 2020/2021	169
b ⇩	Upper Harbour Local Grants round one 2020/2021 applications	173
c ⇩	Upper Harbour Multiboard Grants round one 2020/2021 applications	229