Agenda of Hibiscus and Bays Local Board

Hibiscus and Bays Local Board

17 June 2021

Approval of the 2021/2022 Hibiscus and Bays Local Board Infrastructure and Environmental Services Work Programme

File No.: CP2021/04293

Te take mō te pūrongo

Purpose of the report

1. To approve the 2021/2022 Hibiscus and Bays Local Board’s Infrastructure and Environmental Services work programme and approve in principle the 2022/2023 and 2023/2024 work programmes.

Whakarāpopototanga matua

Executive summary

2. This report presents the Hibiscus and Bays Local Board’s Infrastructure and Environmental Services work programme and associated budgets for approval for the 2021/2022 financial year, and for approval in principle for the subsequent two financial years, 2022/2023 and 2023/2024 (Attachment A to the agenda report).

3. The work programme responds to the outcomes and objectives identified in the Hibiscus and Bays Local Board Plan 2020.

4. The work programme has been developed through a series of workshops between December 2020 and May 2021, where the local board provided feedback to staff on programme and activity prioritisation.

5. The local board indicated its support for the following activities to be delivered in 2021/2022, with budgets as listed below:

· EcoNeighbourhoods - $30,000

· Īnanga spawning sites – survey and restoration - $25,000

· Ko te wai he taonga: Water is a treasure - $25,000

· Pest Free Hibiscus Coast - $53,560

· Pest plans on private land Okura - $15,000

· Restore Hibiscus and Bays - $133,120

· Sediment related water quality testing – year three - $25,000

· Te ao Māori and community led conservation - $5,000

· Trash free Taiaotea (Browns Bay waste minimisation) - $20,000

· Zero waste early childhood education programme - $25,200.

6. The proposed work programme has a total value of $356,880, which can be funded from within the board’s draft locally driven initiatives budget for the 2021/2022 financial year. Approval in principle is also being sought for activities in the 2022/2023 and 2023/2024 financial years.

7. The North-West Wildlink streamside awareness programme from the 2020/2021 programme has a proposed $5,000 carry forward into the 2021/2022 financial year.

8. The indicative programmes and budgets for 2022/2023 and 2023/2024 are subject to change and will be confirmed on an annual basis through the approval of the respective work programmes.

9. Updates on the delivery of this work programme will be provided through the board’s quarterly performance reports.

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a) approve its 2021/2022 Infrastructure and Environmental Services work programme and associated budgets, as summarised in the table below (Attachment A):

Activity name	2021/2022 budget for approval
EcoNeighbourhoods	$30,000
Īnanga spawning sites – survey and restoration	$25,000
Ko te wai he taonga: Water is a treasure	$25,000
Pest Free Hibiscus Coast	$53,560
Pest plans on private land Okura	$15,000
Restore Hibiscus and Bays	$133,120
Sediment related water quality testing – year three	$25,000
Te ao Māori and community led conservation	$5,000
Trash free Taiaotea (Browns Bay waste minimisation)	$20,000
Zero waste early childhood education programme	$25,200
Total	$356,880

b) approve in principle the 2022/2023 and 2023/2024 Infrastructure and Environmental Services work programmes (Attachment A)

c) note that the indicative programmes and budgets for 2022/2023 and 2023/2024 are subject to change and will be confirmed on an annual basis through the approval of the respective work programmes.

Horopaki

Context

10. Each year, the local board decides which activities to allocate its annual budget toward through a series of workshops. The local board feedback in these workshops has informed the development of the Infrastructure and Environmental Services work programme.

11. The proposed work programme responds to the outcomes and objectives identified in the Hibiscus and Bays Local Board Plan 2020. The specific objectives reflected in the work programme are:

· Continue to align and support community and volunteer groups, schools, and iwi to enhance and protect our natural environment

· Support the development and implementation of ecological and environmental restoration plans

· Support communities to live more sustainably, and prepare for the impacts of climate change

· Our waterways and beaches are clean and safe for people and wildlife

· Hibiscus and Bays communities are supported, connected and vibrant.

12. The following adopted strategies and plans also guided the development of the work programme:

· Tāruke-ā-Tāwhiri: Auckland's Climate Plan

· National Policy Statement for Freshwater Management

· Waste Management and Minimisation Plan

· Regional Pest Management Plan.

13. The development of the work programme has been informed by staff assessments and identification of local environmental priority areas, and feedback received from the local board at workshops.

Tātaritanga me ngā tohutohu

Analysis and advice

14. The proposed work programme is made up of activities continuing from previous financial years, including annually occurring events or ongoing programmes. It also includes new initiatives supported by the local board. These programmes contribute towards the delivery of the Hibiscus and Bays Local Board Plan 2020 environmental objectives, as detailed above.

15. The work programme provides a three-year view that demonstrates the phasing or continuation of programme delivery over the 2021/2022, 2022/2023 and 2023/2024 financial years.

16. This report seeks local board approval for budgets and activities in year one of the three-year work programme (2021/2022), and approval in principle for 2022/2023 and 2023/2024.

17. Approving in principle does not commit the local board to funding in future years, as the budget for years two and three will still need to be approved on an annual basis. However approval in principle will help staff, contractors and community groups to plan activities and resourcing in the longer-term.

18. Budgets for years two and three are subject to change, as the programmes are further refined or if local board priorities shift.

19. The proposed activities for delivery as part of the board’s 2021/2022 Infrastructure and Environmental Services work programme are detailed below, alongside indicative plans and budgets for the 2022/2023 and 2023/2024 financial years:

EcoNeighbourhoods - $30,000

20. The local board has indicated it would like to continue to fund the EcoNeighbourhoods project in the 2021/2022 financial year.

21. EcoNeighbourhoods is a programme that supports six or more neighbours from different households to come together to adopt sustainable, low carbon practices and increase resilience within their homes, lifestyles and neighbourhoods. These activities are decided by the groups and can range from local food production to rainwater collection.

22. The programme funding supports the groups by providing 12 hours of facilitation support and up to $1,000 worth of incentives, discounts and training to support behaviour change.

23. Funding in 2021/2022 will continue to support the six existing EcoNeighbourhood groups (should they wish to continue with the programme) and up to two new groups.

24. The local board allocated $30,000 towards this project in the 2019/2020 and 2020/2021 financial years, and staff recommend the board allocate a further $30,000 towards the programme in 2021/2022. Approval in principle is also sought for $30,000 in both the 2022/2023 and 2023/2024 financial years.

Īnanga spawning sites – survey and restoration - $25,000

25. The local board has indicated support for the new survey and restoration programme for īnanga spawning sites in the 2021/2022 financial year to help protect the at-risk species through targeted restoration.

26. The programme involves the collection of data in streams to establish a baseline understanding of the current state of īnanga populations within the Hibiscus and Bays Local Board area.

27. This work will identify areas in need of urgent protection and restoration, and this will be communicated back to the community as an awareness-raising exercise. The community will then be supported to maintain, enhance and promote the restoration and care of these waterways.

28. The local board had previously supported this work as one of the programmes funded by the North-West Wildlink streamside awareness project.

29. Staff recommend the local board allocate $25,000 towards the programme in 2021/2022. Approval in principle is also sought for $27,000 in the 2022/2023 financial year and $29,000 in the 2023/2024 financial years.

Ko te wai he taonga: Water is a treasure - $25,000

30. The local board has indicated it would like to continue to fund the ko te wai he taonga (water is a treasure) programme in the 2021/2022 financial year to further help children, teachers and their whanāu understand the importance of water.

31. The programme involves a series of interactive school sessions helping students to understand the impact of stormwater and pollution to receiving environments. Through the programme, students are encouraged to interact with their local streams. At the end of the educational sessions an action piece is decided upon and undertaken by all participating students.

32. The board allocated $20,000 towards this project in the 2019/2020 financial year and $25,000 in the 2020/2021 financial year. Staff recommend the board allocate $25,000 towards the programme in 2021/2022. Approval in principle is also sought for $25,000 in the 2022/2023 and 2023/2024 financial years.

Pest Free Hibiscus Coast - $53,560

33. The local board has indicated support for the new Pest Free Hibiscus Coast programme in the 2021/2022 financial year to deliver the Pest Free Hibiscus Coast Project Plan 2019-2022 and beyond.

34. The programme funds Forest and Bird Hibiscus Coast’s proposal for a predator control specialist and support roles. These roles assist the 80 existing volunteers, attract more volunteers, carry out pest animal monitoring and assist six schools in getting involved with trapping.

35. The roles help to maintain and grow the progress that has been made to date establishing predator control networks, therefore enhancing the local native ecosystems.

36. Staff recommend the local board allocate $53,560 towards the programme in 2021/2022. Approval in principle is also sought for $54,363 in the 2022/2023 financial year and $55,178 in the 2023/2024 financial year.

Pest plans on private land Okura - $15,000

37. The local board has indicated support for the new pest plans on private land Okura programme in the 2021/2022 financial year to support Friends of Okura Bush to restore the biodiversity of the Okura Bush, shoreline and surrounds.

38. The programme funds a coordinator to assist private landowners surrounding the estuary to undertake pest plant and animal control in their properties, creating a pest free buffer zone along the Okura estuary.

39. The pest control helps protect the biodiversity in the Okura region, and is an essential part in the operation of the North-West Wildlink buffer zone.

40. Staff recommend the local board allocate $15,000 towards the programme in 2021/2022. Approval in principle is also sought for $15,225 in the 2022/2023 financial year and $15,453 in the 2023/2024 financial year.

Restore Hibiscus and Bays - $133,120

41. The local board has indicated support to continue to allocate funding towards a manager and field advisor for the Restore Hibiscus and Bays programme in the 2021/2022 financial year.

42. These roles are essential to the implementation of the revised 2021 Restore Hibiscus and Bays strategic plan. The roles bring together a wide range of expertise to support a growth in community restoration activities.

43. The manager focuses on strategic priorities, promoting the groups and applying for funding and gaining support. The field advisor provides technical advice, builds rapport with the community, and supports work on the ground.

44. The manager role was funded in 2019/2020 as part of the North-West Wildlink restoration funding, but this has been separated out for ease of reporting. In the 2020/2021 financial year the local board allocated $90,000 to the programme.

45. Staff recommend the local board allocate $133,120 towards the programme in 2021/2022, this increase in cost is the actual cost for two staff at 32 hours a week. Approval in principle is also sought for $135,117 in the 2022/2023 financial year and $137,144 in the 2023/2024 financial year.

Sediment related water quality testing – year three - $25,000

46. The local board has indicated it would like to continue to fund the sediment water quality monitoring programme in the 2021/2022 financial year.

47. The programme undertakes water quality testing and analysis of contaminants in waterways related to sediment discharged from small site development. Collecting additional data in future years will allow staff to build a solid programme for reducing sediment that targets both existing and potential sediment issues for the benefit of the local community.

48. This is the third year of the programme supported, with at least three years total needed for collection before meaningful trends and conclusions can be identified. At the conclusion of the 2021/2022 financial year a report is produced which identifies necessary next steps to reduce sedimentation from small site development to the freshwater environment.

49. For the last two years (2019/2020 and 2020/2021) the local board allocated $20,000 to the programme. Staff recommend that the board allocate another $25,000 in the 2021/2022 financial year. Approval in principle is also sought for $25,000 in the 2022/2023 and 2023/2024 financial years.

Te ao Māori and community-led conservation - $5,000

50. The local board has indicated support for a new te ao Māori and community-led conservation programme in the 2021/2022 financial year.

51. The programme will support community-led conservation groups to learn about te ao Māori and to grow relationships with local iwi, through a series of te ao Māori workshops.

52. Community groups are increasingly expressing their wish to connect with local iwi. The workshops will help groups gain an understanding of mātauranga Māori, sites of significance and historical land uses, and be able to establish meaningful relationships to inform their conservation activities.

53. The first year of this programme is dedicated to planning for the delivery of the workshops, with the first occurring toward the end of the 2021/2022 financial year. The programme will look to build on iwi’s capacity and capability if needed.

54. Staff recommend the local board allocate $5,000 towards the programme in 2021/2022. Approval in principle is also sought for $3,000 in the 2022/2023 and 2023/2024 financial years.

Trash free Taiaotea (Browns Bay Waste Minimisation) - $20,000

55. The local board has indicated it would like to continue support the Trash Free Taiaotea (Browns Bay waste minimisation) programme in the 2021/2022 financial year.

56. This programme continues to support Browns Bay residents, community groups and local businesses to care for the local environment and reduce waste.

57. In 2021/2022, this will involve working alongside a further five businesses to support them to reduce their waste. This will be achieved through encouraging the use of Hibiscus Coast Zero Waste’s food scraps collection services, an awards event to recognise waste champions and businesses, and integration with catchment restoration activities including Restore Hibiscus and Bays.

58. The local board allocated $19,500 to the programme in 2020/2021 financial year. Staff recommend that the board allocate $20,000 in the 2021/2022 financial year. Approval in principle is also sought for $20,300 in the 2022/2023 financial year and $20,605 in the 2023/2024 financial year.

Zero waste early childhood education programme - $25,200

59. The local board has indicated support to continue to allocate funding to the zero waste early childhood education programme in the 2021/2022 financial year to further support to waste minimisation outcomes.

60. This programme supports kindergartens, early childhood education centres and residents connected to these centres to reduce their waste and live more sustainably.

61. After three years, staff aim to have engaged with 100 per cent of centres in the local board area.

62. The local board allocated $14,200 in the 2020/2021 financial year. Staff recommend the local board allocate $25,200 towards the programme in the 2021/2022. This increase in funding allows for the:

· ongoing support for centres already part of the programme

· development of resources for centres

· translation of materials so all families can connect with the programme

· hosting of training events for staff members and whānau

· improved communications to help inspire more centres to participate.

63. Approval in principle is also sought for $25,578 in the 2022/2023 financial year and $25,962 in the 2023/2024 financial year to continue engaging with these early childhood education centres.

Activities carried forward from 2020/2021:

64. Staff have indicated a $5,000 carry forward is required for the North-West Wildlink streamside awareness programme from the 2020/2021 financial year to cover the maintenance of 800 plants planted at Stanmore Bay. The funding will be spent before 30 September 2021.

Tauākī whakaaweawe āhuarangi

Climate impact statement

65. In June 2019 Auckland Council declared a climate emergency and in response to this the council adopted the Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan in July 2020.

66. Each activity in the work programme is assessed to identify whether it will have an impact on greenhouse gas emissions and contributing towards climate change adaptation

67. Table 1 outlines the key activities in the 2021/2022 work programme that have an impact on greenhouse gas emissions or contribute towards climate change adaptation.

Table 1: Climate impact assessment of proposed activities

Activity name	Climate impact
EcoNeighbourhoods	This programme aims to reduce emissions and increase community resilience through the priorities identified by the EcoNeighbourhoods such as reducing energy demand, reducing waste, using sustainable transport options, increasing local food production and consumption, improving biodiversity and reducing pests.
Īnanga spawning sites – survey and restoration	When freshwater ecosystems are healthy and thriving, they provide many ecological services such as flood mitigation, habitat for native biodiversity, and carbon sequestration through riparian plants.
Ko te wai he taonga: Water is a treasure	The actions identified by students can range from streamside plantings to rain barrel installation to providing education materials to the wider community. These actions will improve community resilience to future climate change. Plantings will also create carbon sinks and increase biodiversity, decrease erosion and help clean runoff before entering the water system.
Pest Free Hibiscus Coast	These programmes will contribute to fewer native plants being browsed, hence the survival and regeneration of increasing amounts of native vegetation. Plantings will also increase biodiversity and act as a carbon sink.
Pest plans on private land Okura
Restore Hibiscus and Bays
Sediment related water quality testing – year three	This programme will gather information on the levels of sediment entering waterways from small building sites. This data will lead to an improvement in climate resilience for Auckland. Ensuring small building sites have appropriate erosion and sediment controls in place is important to reduce and mitigate flooding events which are expected to increase due to climate change.
Trash free Taiaotea (Browns Bay Waste Minimisation)	The contribution of waste to overall greenhouse gas emissions in the Auckland region is approximately 3.1 per cent as per the Auckland Greenhouse Gas Inventory to 2016. The largest source of emissions within the waste sector in Aotearoa New Zealand is solid waste disposal to landfill. These programmes will assist in taking practical steps to reducing a proportion of these waste-related emissions.
Zero waste early childhood education programme

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

68. The work programme was developed through a collaborative approach by operational council departments, with each department represented in the integrated team that presented the draft work programme to the local board at a series of workshops.

69. In particular, the attached Infrastructure and Environmental Services work programme reflects the integrated activities developed by Environmental Services, Healthy Waters and Waste Solutions.

70. The Pest Free Hibiscus Coast and Restore Hibiscus and Bays programmes will be delivered with support from Parks, Sports and Recreation staff to ensure alignment in achieving biodiversity outcomes. The sediment related water quality testing programme will be delivered with support from the Proactive Compliance team to reduce the volume of sediment entering waterways. Māori Outcomes and Connected Communities staff will help to inform the te ao Māori and community-led conservation programme.

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

Local impacts and local board views

71. The programmes proposed for inclusion in the local board’s Infrastructure and Environmental Services work programme will have positive environmental outcomes across the Hibiscus and Bays Local Board area. Particular focus areas for the 2021/2022 work programme include Okura Bush and Browns Bay areas.

72. The programmes noted above align with the local board plan outcomes including ‘a protected and enhanced environment’ and ‘a connected community’. The proposed work programme has been considered by the local board in a series of workshops from December 2020 to May 2021. The views expressed by local board members during the workshops have informed the recommended work programme.

Tauākī whakaaweawe Māori

Māori impact statement

73. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader obligations to Māori.

74. The work programme includes activities that aim to deliver outcomes for and with Māori, in alignment with the strategic priority areas outlined in Kia ora Tāmaki Makaurau (Auckland Council’s Māori Outcome Framework). Progress on how the activities are achieving these outcomes will be reported to the local board on a quarterly basis.

75. Staff recognise that environmental management, water quality and land management have integral links with the mauri of the environment and concepts of kaitiakitanga.

76. Table 2 outlines the activities in the 2021/2022 work programme that contribute towards the delivery of specific Māori outcomes.

Table 2: Māori outcome delivery through proposed activities

Activity name	Māori outcome	Māori outcome description
Ko te wai he taonga: Water is a treasure	· Te reo Māori · Kaitiakitanga	The interactive sessions will incorporate a te ao Māori perspective and te reo Māori into the delivery.
Te ao Māori and community led conservation	· Te reo Māori · Kaitiakitanga	The programme is led by local iwi. The purpose of the programme is to help conservation groups understand the mātauranga Māori approach and foster connections with iwi.
Trash free Taiaotea (Browns Bay Waste Minimisation)	· Te reo Māori	Te reo Māori will be used throughout promotional material and impact stories.
Zero waste early childhood education programme	· Kaitiakitanga	The programme will build connections with Te Herenga Waka o Orewa Marae to establish an ongoing relationship throughout the programme. The contractor will seek advice on incorporating te ao Māori into the programme’s delivery and approach.

77. Where aspects of the proposed work programme are anticipated to have a significant impact on activity of importance to Māori then appropriate engagement will be undertaken.

Ngā ritenga ā-pūtea

Financial implications

78. The proposed environment work programme for 2021/2022 totals to $356,880 of the local board’s locally driven initiatives (LDI) operational budget. This amount can be accommodated within the local board’s total draft budget for 2021/2022.

79. Budgets for activities in the 2022/2023 and 2023/2024 financial years are indicative. While local board approval in principle is being sought for these future years through this report, formal approval will be sought on an annual basis, once budgets and programme costs are confirmed.

80. In addition to the 2021/2022 budget, staff have indicated a $5,000 carry forward from the 2020/2021 financial year is required for the North-West Wildlink streamside awareness programme. This will be spent on plant maintenance before 30 September 2021.

81. An overall locally-driven initiatives opex carry-forward provision for projects to be carried forward from 2020/2021 to 2021/2022 was approved by the Finance and Performance committee as part of the 10-year budget adoption. Work programme activities to be carried forward from 2020/2021 will be finalised post 30 June 2021. Local boards will receive detail of carry forwards in their first scheduled performance report for 2021/2022.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

82. If the proposed Infrastructure and Environmental Services work programme is not approved before the start of the financial year, there is a risk that activities may be delayed or not delivered within the financial year.

83. Risks and mitigations for new activity lines were considered during the scoping phase. There may be risks associated with trialling a new activity for the first year. These will be continually assessed and reported to the local board.

84. The COVID-19 pandemic could have a further negative impact on the delivery of local board work programmes if the COVID-19 alert level changes (New Zealand’s 4-level alert system specifies measures to be taken against COVID-19 at each level). The deliverability of some activities will decrease if there is an increase to the COVID-19 alert level. Drought conditions may also lead to delays in any programmes which involve planting.

85. Resourcing of the work programme is based on current staff capacity within departments. Therefore, changes to staff capacity may also have an impact on work programme delivery.

86. Attachment B (to the agenda report) shows the key risks associated with activities in the proposed 2021/2022 work programme, as well as proposed mitigations.

87. Where a work programme activity cannot be completed on time or to budget, due to unforeseen circumstances, this will be signalled to the local board at the earliest opportunity.

Ngā koringa ā-muri

Next steps

88. Delivery of the activity in the approved work programme will commence once approved and continue until 30 June 2022. Activity progress will be reported to the local board on a quarterly basis.

89. Where the work programme identifies further decisions and milestones for each activity, these will be brought to the local board when appropriate.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	2021/2022 Hibiscus and Bays Infrastructure and Environmental Services work programme	17
b ⇩	Key risks and mitgations for activities	23

Ngā kaihaina

Signatories

Author

Hannah Brightley - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Lesley Jenkins - Local Area Manager

Hibiscus and Bays Local Board

17 June 2021

Approval of the Hibiscus and Bays Local Board External Partnership - Business Associations work programme 2021/2022

File No.: CP2021/07326

Te take mō te pūrongo

Purpose of the report

1. To approve the Hibiscus and Bays Local Board External Partnerships - Business Associations work programme 2021/2022.

Whakarāpopototanga matua

Executive summary

2. This report presents the board’s External Partnerships – Business Associations work programme and associated budgets for approval for delivery within the 2021/2022 financial year (Attachment A to the agenda report).

3. The work programme responds to the following outcomes and objectives that the local board identified in the Hibiscus and Bays Local Board Plan 2020:

· Outcome 2: A strong local economy

o Objective: Our businesses and business centres feel supported and empowered.

4. The local board provided feedback to staff on the projects it would like to fund in a series of workshops. The board indicated its support for the following projects, with budgets as listed below:

o Supporting business associations, Silverdale Area Business Association - $20,000

§ Preparation towards the establishment of a new Business Improvement District programme in Silverdale business area.

5. The proposed work programme has a total value of $20,000, which can be funded from within the board’s draft locally driven initiatives budget for the 2021/2022 financial year.

6. Updates on the delivery of this work programme will be provided through the board’s quarterly performance reports.

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a) approve the External Partnerships – Business Association work programme 2021/2022 (Attachment A)

Horopaki

Context

7. Each year, the local board decides which activities to allocate its annual budget toward, through a series of workshops. The local board feedback in these workshops have informed the work programme.

8. The work programme responds to the outcomes and objectives that the local board identified in the Hibiscus and Bays Local Board Plan 2020. The specific outcome that are reflected in the work programme is:

· Outcome 2: A strong local economy

o Objective: Our businesses and business centres feel supported and empowered.

Tātaritanga me ngā tohutohu

Analysis and advice

9. The proposed activities for delivery as part of the board’s External Partnerships – Business Associations work programme 2021/2022 are detailed below. Refer to Attachment A for further detail.

Supporting business associations, Silverdale Area Business Association (SABA) - $20,000

10. To assist and work alongside SABA in the planning and preparation towards the establishment of a new Business Improvement District (BID) programme in Silverdale.

11. To develop a project plan, timeline and budget for the next 18 months. The plan will include the following:

12. 2021/2022 Year 1: The plan will utilise the $20,000 funding and focus on:

· membership and engagement

· increase the association membership and developing a good database of members.

· focus on communication and engagement to gather information from the businesses

· communicate the benefits of a BID

· develop the BID programme two-year business plan including identifying the projects, activities and initiatives that will be delivered to BID members

· confirm the proposed BID boundary map

· decide on the targeted rate mechanism

· confirm the BID income and expenditure budget (including the BID targeted rate grant amount) for the first two years of BID operation.

Presenting proposals to the local board

13. When ready the BID Team and SABA will present to the local board an overview of the 18-month project plan, timeline and budget. Progress will be reported directly to the local board as required.

14. The External Partnerships work programme progress will be reported directly to the local board as part of the quarterly local board work programme report produced by Local Board Services.

Tauākī whakaaweawe āhuarangi

Climate impact statement

15. The proposed work programme does not significantly impact on greenhouse gas emissions or contribute towards adapting to the impacts of climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

16. The work programme was developed through a collaborative approach by operational council departments, with each department represented in the integrated team that presented the draft work programme to the local board at a series of workshops.

17. The External Partnerships Team (BID Team) work collaboratively with the other council departments and council-controlled organisations who are working with business associations and or in the town centre space.

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

Local impacts and local board views

18. The proposed External Partnerships – Business Associations work programme has been considered by the local board in a series of workshops from November 2020 to May 2021. The views expressed by local board members during the workshops have informed the recommended work programme.

19. The activities in the proposed work programme align with the Hibiscus and Bays Local Board Plan 2020 outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

20. Individual business associations may, through operating their BID programme, identify opportunities for niche support or development of any Māori business sector in their business area.

21. Where aspects of the proposed work programme are anticipated to have a significant impact on activity of importance to Māori, then appropriate engagement will be undertaken.

Ngā ritenga ā-pūtea

Financial implications

22. The proposed External Partnerships – Business Association work programme budget for 2021/2022 is $20,000 of the boards locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total draft budget for 2021/2022.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

23. Table 3 shows the identified significant risks associated with activities in the proposed 2021/2022 work programme.

Table 3: Significant risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Supporting business associations – SABA	Insufficient support or interest from businesses to engage	Quarterly reporting on progress	Low

24. Where a work programme activity cannot be completed on time or to budget, due to unforeseen circumstances, this will be signalled to the local board at the earliest opportunity.

Ngā koringa ā-muri

Next steps

25. Delivery of the activity in the approved work programme will commence on 1 July 2021 and continue until 30 June 2022. Activity progress will be reported to the local board on a quarterly basis.

26. Where the work programme identifies further decisions and milestones for each activity, these will be brought to the local board when appropriate.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	External Partnerships Business Associations Work Programme 2021-2022 - Hibiscus and Bays Local Board	29

Ngā kaihaina

Signatories

Author

Claire Siddens - Principal Advisor

Authorisers

Alastair Cameron - Manager - CCO Governance & External Partnerships

Lesley Jenkins - Local Area Manager

Hibiscus and Bays Local Board

17 June 2021

Approval of the 2021/2022 Hibiscus and Bays Local Board Customer and Community Services work programme

File No.: CP2021/07750

Te take mō te pūrongo

Purpose of the report

1. To approve the 2021/2022 Hibiscus and Bays Local Board Customer and Community Services work programme and approve in principle the 2022/2023 and 2023/2024 work programmes (Attachment A to the agenda report).

Whakarāpopototanga matua

Executive summary

2. This report presents the 2021/2022 Hibiscus and Bays Local Board Customer and Community Services work programme with associated budget for approval, as well as the subsequent two financial years, 2022/2023 and 2023/2024 work programmes for approval in principle.

3. The local board approves the work programme each financial year. Delivery of the approved work programme will support the local board to achieve the outcomes and aspirations in the Hibiscus and Bays Local Board Plan 2020.

4. The work programme details the activities to be delivered by departments within the Customer and Community Services directorate.

5. The work programme has been developed through a series of workshops between December 2020 and May 2021, where the local board provided feedback to staff on project and activity prioritisation.

6. The work programme development process takes an integrated approach to scoping activity, involving collaboration between staff from across council and the local board.

7. Several projects in the 2022/2023 and 2023/2024 work programme have been identified as part of the Risk Adjusted Programme. Approval is sought for the planning and design of these projects to commence during 2021/2022, so that they are ready to be delivered early if approved projects for delivery in 2021/2022 are delayed for any unforeseen reason.

8. The work programme includes projects proposed to be funded from regional budgets subject to approval by the relevant Governing Body committee. The local board can provide formal feedback on these regional projects through resolution to this report.

9. The most significant risk to successful delivery of the 2021/2022 work programme is a change in COVID-19 alert levels that would impact delivery timeframes and budget.

10. Updates on the progress of the work programme delivery will be provided through the local board’s quarterly performance reports.

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a) approve the 2021/2022 Customer and Community Services work programme and associated budget and approve, in principle, the 2022/2023 and 2023/2024 work programmes (Attachment A).

b) approve the Risk Adjusted Programme projects identified in the 2021/2022 Customer and Community Services work programme (Attachment A).

c) note that funding for the Coastal Renewals, Landslide Prevention, Local Parks and Sports Field Development and the Natural Environment Targeted Rate budgets are subject to approval by the relevant Governing Body committee.

d) provide feedback for consideration by the relevant Governing Body committee on projects funded from the Coastal Renewals, Landslide Prevention, Local Parks and Sports Field Development and the Natural Environment Targeted Rate budgets (Attachment D to the agenda report).

Horopaki

Context

11. Customer and Community Services provide a wide range of services, facilities, open spaces and information that support communities to connect, enjoy and embrace the diversity of our people, places and natural environment. These are tailored to the unique needs of the local community in a place-based approach.

12. The 2021/2022 Customer and Community Services work programme (included as Attachment A) outlines the local board’s priorities to be delivered within the financial year.

13. The work programme aligns to council plans, policies and strategies. Each activity in the work programme delivers to a specific objective relating to one or more of the following 2020 Local Board Plan outcomes:

· Outcome 1 - A connected community

· Outcome 3 - A protected and enhanced environment

· Outcome 4 - Open spaces to enjoy.

14. Development of the work programme is based on the understanding of:

· local community needs

· service and asset availability

· funding availability

· the work performed by other parties, including iwi partners, Council Controlled Organisations, community groups and commercial enterprises

· risks

· feedback received from the local board at workshops.

Tātaritanga me ngā tohutohu

Analysis and advice

15. Delivery of the work programme is the realisation of the local board’s aspirations for their community, as identified in the Hibiscus and Bays Local Board Plan 2020.

16. The local board has discretion to allocate a portion of their budget to a project or activity that they identify as a priority across the three-year work programme period.

17. Out of the initiatives signalled in the local board plan, the local board has prioritised the activities to be delivered in the next three years within available budgets.

18. The work programme provides a three-year view that demonstrates the phasing of programme and project delivery for the following financial years:

· 2021/2022 (to be approved)

· 2022/2023 (to be approved in principle)

· 2023/2024 (to be approved in principle).

19. The local board can approve the work programme for the first financial year and subsequently, delivery of this activity will commence from 1 July 2021. The local board can approve the following two years in principle only.

20. This allows the work programme to be presented in a future focused way that shows how the local board plan will be responded to for the entirety of its three-year strategy, without locking down future investment before that activity is properly scoped.

21. The local board will approve the 2022/2023 work programme in June 2022 and approve the 2023/2024 work programme in June 2023. This will include opportunity to make changes to these work programmes prior to approval, including adding or removing activities and budget allocations, unless funding has already been committed.

22. However, approval of unique multi-year projects, particularly capital works, in the 2021/2022 work programme will commit the local board to the future funding associated with completing the project in 2022/2023 or 2023/2024.

23. The work programme includes a continuation of delivery from previous financial years, including annually occurring events or projects, ongoing programmes, new activities and investments, and potential carry-forward items.

24. Regular updates on the delivery of the programme will be provided to the local board through quarterly performance reports. These updates will identify progress of all projects, highlight risks, and advise if amendments to the budget or delivery timeframes are required.

COVID-19 recovery is a priority for Customer and Community Services

25. A priority of the work programme is to deliver activities that respond to the impacts of COVID-19 on the following:

· newly vulnerable communities

· council financial constraints

· building community resilience for recovery.

26. Customer and Community Services is positioned well to deliver services that are key to the economic and social recovery of communities most in need, including by providing:

· safe and welcoming spaces

· inclusive events to bring the community back together

· community supports, including grants

· stronger connections with other organisations, including Council Controlled Organisations, iwi partners, business associations, community organisations and central government agencies who also serve our communities.

Delivering outcomes for, and with, Māori

27. Council has important statutory obligations with respect to Te Tiriti o Waitangi – The Treaty of Waitangi. The strategic framework that informs council’s delivery and performance measurement of Māori outcomes is Kia Ora Tāmaki Makaurau Māori Outcomes Measurement Framework.

28. Within this strategic framework, Customer and Community Services is responsible for leading activities that deliver against the following outcomes and objectives in Table 1.

Table 1: Kia ora Tāmaki Makaurau outcomes and objectives

Mana outcome	Outcome statement	Mahi objective
Kia ora te Marae	Marae are centres of excellence for whānau Māori and have an abundant presence in communities.	Invest in marae to be self-sustaining and thriving hubs for Māori and the wider community.
Kia ora te Whānau	Empowered whānau Māori across Tāmaki Makaurau.	The council group will enable whānau Māori to experience relevant and welcoming public facilities and services. It will support Māori-led services where appropriate.
Kia ora te Reo	Ko te reo Māori te mauri o te mana Māori	The council group supports te reo Māori be seen, heard, spoken and learned throughout Tāmaki Makaurau.

29. The work programme includes activities that have an objective to deliver moderate to high outcomes for and with Māori in one or more of the following strategic priority areas:

· Kaitiakitanga

· Māori business, tourism and employment

· Māori identity and culture

· marae development

· papakāinga and Māori housing

· realising rangatahi potential

· te reo Māori

· whānau and tamariki wellbeing.

30. Activities in the work programme that aim to achieve high Māori outcomes in one or more of the strategic priority areas are identified in Attachment B to the agenda report.

31. The Hibiscus and Bays Local Board work programme includes 23 activities that are identified as delivering moderate to high outcomes for Māori.

32. Progress updates on delivery of Māori outcomes will be provided to the local board through quarterly performance reports.

Types of budget

33. Work programme activities are funded from budget sources dependent on the type of delivery. Some activities within the work programme have budget allocated from two or more sources, including budgets from both local and regional programmes.

34. Table 2 outlines the different budget types and their purpose that fund the work programme.

Table 2: work programme budget types and purpose

Budget type	Description of budget purpose
Locally Driven Initiatives (LDI)	A development fund used to advance local operational and capital activities at the discretion of the local board
Asset Based Services (ABS)	Allocated by the Governing Body to deliver local activities based on decisions regarding region-wide service levels, including allocation of funds for local asset-based services
Local renewals	A fund dedicated to the renewal (servicing or replacement) of assets including those in local parks and community facilities
Growth (local parks and sports field development)	Primarily funded through development contributions, a regional fund to improve open spaces, including developing newly acquired land into parks, and existing open space to increase capacity to cater for growing population needs
Coastal	A regional fund for the renewal of Auckland’s significant coastal assets, such as seawalls, wharves and pontoons.
Landslide prevention	A regional fund to proactively develop new assets for the prevention of landslides and major slips throughout the region
Specific purpose funding	Funds received by the council from external sources held for specific local board areas and service agreements including compensation funding from other agencies for land acquisitions required for major projects
One Local Initiative (OLI)	Funds allocated by the Governing Body to a local board priority project in alignment with the Long-term Plan 2018-2028
Long-term Plan discrete	Funds associated with activities specifically named and listed in previous long-term plans, including new libraries, community centres and major sports and community infrastructure
Kauri Dieback Funding	As part of the Natural Environment Targeted Rate (NETR) Fund, this is a regional fund from the Environment and Climate Change Committee used to implement the national kauri dieback programme standards
External funding	Budget from external parties, not yet received and held by Customer and Community Services

Capital projects and budgets

35. The capital works programmes have been geo-spatially mapped to indicate the location of projects within a local board area.

36. Attachment C to the agenda report demonstrates the year of the three-year work programme that capital budget is proposed to be allocated to specific projects and indicates the main funding source for each project.

37. Activity budgets for capital programme delivery are estimates only, as costs are subject to change and to be refined as the activity / project progresses through the design and delivery process. Greater clarity will be determined once activity details are defined with the work programme updated accordingly.

38. Some projects are unable to be mapped as they reference multiple locations, or the work locations are yet to be determined.

Risk Adjusted Programme

39. The Risk Adjusted Programme was implemented in 2019 and is designed to mitigate risk so that the total budget is delivered.

40. Several capex projects in the 2022/2023 and 2023/2024 work programme have been identified as part of the Risk Adjusted Programme as highlighted in Attachment A.

41. Approval is sought for the commencement of these projects in the 2021/2022 financial year, so that they can replace delays in projects that may not be delivered for unforeseen reasons.

Regionally funded activities included in the local board work programme

42. There are activities, from the Coastal Renewals, Landslide Prevention and Local Parks and Sports Field Development and the Natural Environment Targeted Rate budgets, which are funded regionally and will be approved by the Governing Body after 30 June 2021.

43. These activities are included in the work programme because the local board has decision-making responsibility for that activity within the parameters set by the Governing Body, which include project location, scope and budget.

44. These activities may be conducted by a number of teams, including within the Customer and Community Services and Infrastructure and Environmental Services directorates.

45. The local board can provide feedback on the activities outlined in Attachment D. This feedback will be presented to the relevant Governing Body committee when they consider regionally funded activities.

Process for changes to the approved work programme

46. Staff will provide progress updates to and seek approval from the local board if there are any projects that require scope, budget or timing changes throughout the financial year, or if activities need to be cancelled or added to the work programme.

47. The work programme includes community leases. Straight-forward lease renewals without variations will be processed in accordance with agreed delegations through a written memo. Expired and more complex community leases will be workshopped with the local board and reported to a business meeting.

48. For a change to the work programme considered to be minor, in that it does not substantially alter the approved work programme, staff will workshop this with the local board and then implement the change. A description of the change will be included in the following round of quarterly reporting.

49. A change to the work programme that is considered substantial, will be presented to the local board at a business meeting for approval.

Tauākī whakaaweawe āhuarangi

Climate impact statement

50. In June 2019, council declared a climate emergency and in response to this, council adopted the Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan in July 2020.

51. Each activity in the work programme is assessed to identify whether it will have a positive, negative, or neutral impact on greenhouse gas emissions and impact on resilience to climate change.

52. To deliver on climate goals, Te Tāruke-ā-Tāwhiri includes eight priorities for action:

· natural environment

· built environment

· transport

· economy

· communities and coast

· food

· Te Puāwaitanga ō te Tātai

· energy and industry.

53. The work programme indicates which of these priorities each activity responds to.

54. Attachment E to the agenda report outlines the activities in the work programme identified to have a positive and negative climate change impact.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

55. The work programme is presented at a directorate level which reflects the integrated approach to developing the activities between the directorate’s departments of:

· Connected Communities

· Community Facilities

· Community and Social Innovation

· Parks, Sports and Recreation

· Regional Service Planning, Investment and Partnerships.

56. The Customer and Community Services work programme was developed through a collaborative approach by representatives from across council departments, directorates and Council Controlled Organisations. The integrated team developed the proposed work programme with the local board through a series of workshops.

57. Some of the activities in the work programme are delivered collaboratively between directorates, for example the Kauri Dieback programme.

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

Local impacts and local board views

58. Delivery of the work programme is the local board’s implementation of outcomes and objectives in the Hibiscus and Bays Local Board Plan 2020.

59. The feedback received from the local board through a series of workshops from December 2020 to May 2021 has informed the proposed Customer and Community Services work programme in Attachment A.

Tauākī whakaaweawe Māori

Māori impact statement

60. Consideration is given to how the provision of services, facilities and open spaces can support the aspirations of Māori, promote community relationships, connect to the natural environment, and foster holistic wellbeing of whānau, hapu and iwi Māori.

61. In the local board area, 6.5 per cent of the total population identify as Māori.

62. The work programme includes activities that will have an impact on a service, facility, or location of significance to Māori. In these situations, appropriate and meaningful engagement and consultation will be undertaken, including to meet our obligations under Te Tiriti o Waitangi – Treaty of Waitangi.

63. Activities identified as delivering a moderate and high level of Māori outcomes are presented as Attachment B.

Ngā ritenga ā-pūtea

Financial implications

64. The financial implications of the COVID-19 pandemic have resulted in a reduced renewals budget per local board and significantly reduced development budgets for growth.

65. Each activity line has a budget allocation for delivery in one or more of the financial years (e.g., 2021/2022, 2022/2023 and 2023/2024). Where activity lines show a zero-dollar budget, this reflects implementation costs met through staff salary or other funding sources.

66. The 2021/2022 activities recommended for local board approval can be accommodated within their draft 2021/2022 budgets.

67. The budgets allocated to activities in the financial years 2022/2023 and 2023/2024 are indicative only and are subject to change due to any increased costs, inflation or reduction to the overall available annual council budget that may occur.

68. Table 3 summarises the budget sources for each work programme financial year.

Table 3: Hibiscus and Bays Local Board budget allocation

Local budgets	2021/2022 (approve)	2022/2023 (approve in principle)	2023/2024 (approve in principle)
Opex: Locally Driven Initiatives (LDI)	$1,360,317	$1,381,614	$1,395,855
Opex: Asset Based Services (ABS)	$17,372,966	$17,372,966	$17,372,966
Capex: Local Asset Renewals - Budget (ABS)	$4,723,228	$7,863,171	$6,044,404
Capex: Local Asset Renewals - Proposed Allocation (ABS)	$4,108,197	$6,412,870	$6,044,404
Capex: Local Asset Renewals - Unallocated budget (ABS)	$615,031	$1,450,301	$0
Capex: Locally Driven Initiatives (LDI) – Budget	$205,000	$205,000	$205,000
Capex: Locally Driven Initiatives (LDI) - Proposed Allocation	$205,000	$205,000	$205,000
Capex: Local Discretionary Initiatives (LDI) - Unallocated budget	$0	$0	$0
Capex: Growth projects Allocation	$25,000	$500,000	$2,000,000
Capex: Coastal projects Allocation	$711,622	$35,000	$285,000
Capex: Landslide Prevention projects Allocation	$20,000	$20,000	$0
Capex: Specific Purpose Funding - Allocation	$0	$0	$0
Capex: External Funding Allocation	$0	$0	$0
Capex: One Local Initiative*	$6,160,000	$8,000,000	$0
Capex: Long-term Plan discrete	$0	$0	$0
Capex: Natural Environment Targeted Rate	$26,422	$612,091	$0

* One Local Initiative (OLI) funding subject to future decisions of the Governing Body

69. The proposed budgets are based on the anticipated budget allocations from the Long-term Plan 2021-2031.

70. Any 2020/2021 capex budget unspent on 30 June 2021 will be assessed for carry-forward to the 2021/2022 work programme. Carry forwards will be added to the work programme as separate activity lines.

71. Where an activity is cancelled or no longer required, the local board can reallocate the budget to an existing work programme activity or create a new activity within that financial year.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

72. If approval of the Customer and Community Services work programme is not obtained, there is significant risk that the activities within it will be delayed or not delivered.

73. Table 4 outlines the key risks and mitigations associated with the work programme.

Table 4: risks and mitigations

Risk	Mitigation
Non-delivery, time delays and budget overspend of activities that are managed through the work programme.	Having agreed processes to amend the work programme if activities need to be changed or cancelled. Utilising the Risk Adjusted Programme to progress those activities identified as ready to proceed under the Risk Adjusted Programme at the beginning of the financial year.
Unknown risks associated with trialling a new activity for the first year.	Risks and mitigations for new activity lines are considered during the scoping phase, continually assessed and reported to the local board.
The COVID-19 pandemic could have a negative impact on the progress of the work programme as some activities cannot be delivered if there is an increase in an alert level.	Development of the work programme has included consideration for all activities regarding potential impacts on delivery in the event of alert level changes. Some activities may be delayed but still deliverable within the agreed timeframes. Where activities need to be cancelled the local board can reallocate budget to other activities.

74. The majority of activities in the work programme are ongoing and annually occurring. Risks associated with these activities have been identified in previous years and are managed on an ongoing basis.

75. Other risks may also exist, including with respect to the health, safety and wellbeing of council staff. Work programmes may also need to be adjusted where these risks exist and cannot be safely mitigated via control measures.

Ngā koringa ā-muri

Next steps

76. Delivery of the work programme will start following approval by the local board and continue until 30 June 2022, with progress reported to the local board on a quarterly basis.

77. Regional projects will commence after approval by the Governing Body in July 2021. The local board will receive the first quarter report in November 2021.

78. Where the work programme identifies further decisions and milestones for activities, these will be brought to the local board when appropriate.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Customer and Community Services Work Programme 2021/2022 (Under Separate Cover)
b ⇨	Hibiscus and Bays Māori Outcomes (Under Separate Cover)
c ⇨	Hibiscus and Bays Map (Under Separate Cover)
d ⇨	Hibiscus and Bays - Regional Projects (Under Separate Cover)
e ⇨	Hibiscus and Bays Climate Impacts (Under Separate Cover)

Ngā kaihaina

Signatories

Authors

Justine Haves - General Manager Service Strategy and Integration

Mace Ward - General Manager Parks, Sports and Recreation

Mirla Edmundson - General Manager Libraries & Information

Gael Surgenor - GM - Southern Initiative

Taryn Crewe - General Manager Community Facilities

Authorisers

Claudia Wyss - Director Customer and Community Services

Lesley Jenkins - Local Area Manager

Hibiscus and Bays Local Board

17 June 2021

Adoption of the Hibiscus and Bays Local Board Agreement 2021/2022

File No.: CP2021/08073

Te take mō te pūrongo

Purpose of the report

1. To adopt the local content for the 10-year Budget 2021-2031, which includes the Hibiscus and Bays Local Board Agreement 2021/2022, the message from the chairperson, and local board advocacy.

2. To adopt a local fees and charges schedule for 2021/2022.

Whakarāpopototanga matua

Executive summary

3. Each financial year, Auckland Council must have a local board agreement, as agreed between the Governing Body and the local board, for each local board area.

4. From 22 February to 22 March 2021, council consulted on the proposed 10-year Budget 2021-2031. Local boards considered this feedback and then held discussions with the Finance and Performance Committee on 12 May 2021 on regional issues, community feedback, and key local board initiatives and advocacy areas.

5. Local boards are now considering local content for the 10-year Budget 2021-2031 which includes a local board agreement, a message from the chair, and local board advocacy, as well as a local fees and charges schedule for 2021/2022.

6. On 29 June 2021, the Governing Body will meet to adopt Auckland Council’s 10-year Budget 2021-2031, including 21 local board agreements.

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a) adopt the local content for the 10-year Budget 2021-2031, which includes the Hibiscus and Bays Local Board Agreement 2021/22, the message from the chair, and local board advocacy (refer Attachment A to the agenda report).

b) adopt a local fees and charges schedule for 2021/2022 (refer Attachment B to the agenda report).

c) delegate authority to the chairperson to make any final changes to the local content for the 10-year Budget 2021-2031 (the Hibiscus and Bays Local Board Agreement 2021/2022, message from the chair, and local board advocacy).

d) note that the resolutions of this meeting will be reported back to the Governing Body when it meets to adopt the 10-year Budget 2021-2031, including each local board agreement, on 29 June 2021.

Horopaki

Context

7. Each financial year, Auckland Council must have a local board agreement between the Governing Body and the local board, for each local board area, outlining local priorities, budgets and intended levels of service. They are informed by the local board plans, which are strategic documents that are developed every three years to set a direction for local boards, by reflecting the priorities and preferences of the communities within the local board area. Local board plans can also provide a basis for local board feedback on regional content in the 10-year Budget.

8. Throughout the development of the 10-year Budget 2021-2031, local board chairs (or delegated local board representatives) have had the opportunity to attend Finance and Performance Committee workshops on key topics and provide local board views on regional issues being considered as part of the 10-year Budget 2021-2031.

9. From 22 February to 22 March 2021, the council consulted with the public on the 10-year Budget 2021-2031. Two locally held events were held in the Hibiscus and Bays Local Board area to engage with the community and seek feedback on both regional and local proposals.

10. A report analysing the feedback on local board priorities, as well as feedback from those living in the local board area related to the regional issues, was considered by the local board at its 6 May 2021 business meeting.

11. The local board then held discussions with the Finance and Performance Committee at a workshop on 12 May 2021 on regional issues, community feedback and key local board initiatives and advocacy areas. The local board input was also reported to the Finance and Performance Committee on 25 May 2021.

Tātaritanga me ngā tohutohu

Analysis and advice

12. Both staff and the local board have reviewed the local feedback received as part of consultation on the 10-year Budget 2021-2031 and local boards have considered a report analysing the local feedback. It is now recommended that local boards adopt local content for the 10-year Budget 2021-2031 including the Local Board Agreement 2021/2022, the message from the chairperson, and local board advocacy (Attachment A), as well as a local fees and charges schedule for 2021/2022 (Attachment B).

Tauākī whakaaweawe āhuarangi

Climate impact statement

13. The decisions recommended in this report are procedural in nature and will not have any climate impacts themselves.

14. Some of the proposed projects in the local board agreement may have climate impacts. The climate impacts of any projects Auckland Council chooses to progress with will be assessed as part of the relevant reporting requirements.

15. Some of the proposed projects in the local board agreement may be specifically designed to mitigate climate impact, build resilience to climate impacts, and restore the natural environment.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

16. Local boards worked with council departments to develop their local board work programmes for 2021/2022 that will be adopted at June 2021 business meetings. The local board work programmes help inform the local board agreements.

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

Local impacts and local board views

17. This report seeks local board adoption of its content for the 10-year Budget 2021-2031 and other associated material, including the Local Board Agreement 2021/2022.

Tauākī whakaaweawe Māori

Māori impact statement

18. Many local board decisions are of importance to and impact on Māori. Local board agreements and the 10-year budget are important tools that enable and can demonstrate council’s responsiveness to Māori.

19. Local board plans, which were developed in 2020 through engagement with the community including Māori, form the basis of local priorities. There is a need to continue to build relationships between local boards and iwi and, where relevant, the wider Māori community.

20. Ongoing conversations will assist local boards and Māori to understand each other’s priorities and issues. This in turn can influence and encourage Māori participation in council’s decision-making processes.

Ngā ritenga ā-pūtea

Financial implications

21. The local board agreement includes the allocation of locally driven initiatives (LDI) funding and asset-based services (ABS) funding to projects and services for the 2021/2022 financial year.

22. LDI funding is discretionary funding allocated to local boards based on the Local Board Funding Policy (included in the 10-year budget), which local boards can spend on priorities for their communities. Local boards can also utilise LDI funding to increase local levels of service if they wish to do so.

23. Funding for asset-based services (ABS) is allocated by the Governing Body to local boards based on current levels of service to run and maintain local assets and services including parks, pools and recreation facilities, community facilities, and libraries.

24. A local fees and charges schedule for 2021/2022 is adopted alongside the Local Board Agreement 2021/2022. The fees and charges have been formulated based on region-wide baseline service levels and revenue targets

Chairperson	Gary Brown
Deputy Chairperson	Victoria Short
Members	Andy Dunn
	Janet Fitzgerald, JP
	Gary Holmes
	Julia Parfitt, JP
	Alexis Poppelbaum
	Leanne Willis