Agenda of Kaipātiki Local Board - Wednesday, 16 June 2021

Kaipātiki Local Board

16 June 2021

Kaipātiki Youth Development Trust

File No.: CP2021/07969

Te take mō te pūrongo

Purpose of the report

1. To approve an amendment to the Asset Based Services (ABS) funding for the Kaipātiki Youth Development Trust (KYDT) from $126,210 plus CPI to $80,000 plus CPI.

Whakarāpopototanga matua

Executive summary

2. KYDT has advised staff that their current full funding of ABS $126,210 could be reduced to $80,000 per annum and they can still meet all the KPI’s in their three-year Community Centre Management Agreement (CCMA).

3. Staff recommend that long-term, KYDT may not be the most suitable organisation to operate Marlborough Park Youth Hall for the following reasons:

· The targeted nature of KYDT’s services

· The local board’s aspiration to make Marlborough Park Youth Hall more accessible to a broader range of young people

· The venue lends itself to more multiuse activity type.

4. KYDT are interested in relocation however this is not currently possible, due to no other premises being available at this time.

5. Staff recommend KYDT continue to manage the Marlborough Park Hall with a reduced amount of $80,000 plus CPI on a two-year CCMA. In year two, staff will conduct an EOI for youth providers to operate from Marlborough Park for $126,210 + CPI per annum and review outcomes and KPIs

6. For FY2021/2022 the local board could reallocate the remaining $46,210 ABS to the community houses currently recommended for an additional top up to the total value of $106,000 LDI in the FY2021/2022 work programme line 260.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) approve a new Community Centre Management Agreement with Kaipātiki Youth Development Trust for $80,000 plus CPI per annum for two years commencing 1 July 2021.

b) approve the reallocation of $46,210 Asset Based Services funding from the 2021/2022 local board work programme to support the top up of the Locally Driven Initiative funding for line 260.

Horopaki

Context

7. In 2013 and 2014 council research identified a gap in youth provision in Kaipātiki. As part of these findings the Kaipātiki Local Board requested a feasibility investigation and concept design for the repurposing and refurbishing of Marlborough Park Hall as a youth facility.

8. In 2015, the refurbishment and repurposing of the Marlborough Park Hall to a youth focused community facility with some capacity for community use was approved. The refurbishment cost approximately $800,000.

9. A community governed approach was approved at the Kaipātiki Local Board meeting in December 2015.

10. In 2016/2017, an asset-based services (ABS) operational budget of $90,000 was allocated, and thereafter an on-going annual budget was made available to enable the activation and operation of Marlborough Park as a community managed youth-focussed facility. This budget is now $126,210 + CPI per annum.

Tātaritanga me ngā tohutohu

Analysis and advice

11. KYDT are the preferred partner to deliver youth services on behalf of Auckland Council since 2016. KYDT have met all the KPI’s set within the CCMA’s each year.

12. KYDT have advised that they do not require their current level of $126,210 per annum ABS funding of to deliver the service, as they receive sufficient funding from other funders. They recommend annual funding from council of $80,000 per annum, resulting in a surplus of ABS $46,210.

13. The local board could reallocate the remaining $46,210 ABS to the community houses currently recommended for an additional top up to the total value of $106,000 LDI in the FY2021/2022 work programme line 260. This would result in surplus LDI of $46,210 which could be reallocated elsewhere.

14. KYDT is as a community-based social service provider working alongside ‘at-risk’ young people and their whanau.

15. Staff recommend that long term, KYDT may not be the most suitable organisation to operate Marlborough Park Youth Hall for the following reasons:

· The targeted nature of KYDT’s services

· The local board’s aspiration to make Marlborough Park Youth Hall more accessible to a broader range of young people

· The venue lends itself to more multiuse activity type.

16. KYDT are interested in relocation however this is not currently possible, due to no other premises being available at this time.

17. In 2021/2022 a review and refresh of the 2016 Tattico Community House report is recommended to take place to understand appropriate investment levels for sustainable and successful community house operations (FY2021/2022 work programme line 1673). This work will inform any review of funding levels and measures of success across the community houses in Kaipātiki ward.

18. Table 1 outlines the three options for consideration.

Table 1 – Options analysis

Options

Description

Implications

Option one – Status quo

KYDT to continue managing the Marlborough Park Hall with the funding amount of $126,210 + CPI per annum on a 1-year CCMA

· KYDT have indicated that they only require $80,000 per annum to deliver their services.

· A one-year term does not enable sufficient time to consider findings from the Tattico Community House report, to undertake a comprehensive EOI process and/or enable a successful transition to a new partner.

Option two - Council to fully manage Marlborough Park Hall

Auckland Council Venue Hire to manage Marlborough Park Hall

· Venue Hire would only provide access to community groups to hire the facility

· The Kaipātiki Local Board area would not have a Youth Facility.

Option three - Reduce funding and a 2-year CCMA (recommended)

KYDT to manage the Marlborough Park Hall with a reduced amount of $80,000 on a 2-year CCMA. In year 2, staff will conduct an EOI for youth providers to operate from Marlborough Park for 126,210 + CPI per annum and review outcomes and KPIs.

· The remaining $46,210 per annum of ABS will be available for reallocation, and could offset some of the current LDI allocation for ‘top-ups’ for other community centres

· Marlborough Park Hall would continue to have a youth provider activating the hall for the next 2 years

· Provides staff the time to explore additional options for the facility including potential new operating models or the time to conduct a more rigorous EOI to find other youth providers.

19. Option 3, a phased approach to transitioning from KYDT management of Marlborough Park Youth Hall is recommended, as outlined in further detail in Table 2:

Table 2: Recommended approach

	Recommended approach
Year 1: FY21/22	· Enter into a two-year CCMA with KYDT to manage Marlborough Park · Reduce funding to $80,000 ABS p/a as per KYDT’s recommendation · Reallocate $46,210 ABS funding to top up LDI funding to offset the current funding for line 260.
Year 2: FY22/23	· KYDT continue to manage the facility as per CCMA · Staff to explore options for the facility’s potential and future and conduct an EOI process to identify other groups to manage the youth facility · Reallocate $10,000 ABS funding to undertake the EOI and transition support · Reallocate $36,210 ABS to top up LDI funding to offset the current funding for line 260
Year 3: FY23/24	· New approach to managing the youth facility decided on and a new group takes on management of Marlborough Park via a three-year CCMA · New group is funded $126,210 ABS + CPI per annum

20. If option three is the approved approach, staff will report to the local board in FY2021/2022 to outline the approach to undertaking the EOI process in FY2022/2023.

21. COVID-19 implications and council’s Recovery Budgets will impact advice for the next three years. The recommended approach aligns with the Recovery Budget.

22. If a two-year CCMA is approved, KYDT will continue to complete KPI requirements including access statistics once a month and a quarterly report for council.

Tauākī whakaaweawe āhuarangi

Climate impact statement

23. Auckland Council’s community venues can have a positive climate impact as they enable people to connect, participate and recreate locally without having to travel long distances. They help foster a sense of community and contribute positively to people’s views of where they live.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

24. Auckland Council provides fair, easy and affordable access to safe and welcoming venues through the Connected Communities department.

25. The Connected Communities units manage the relationship and contracts with community- led partners.

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

Local impacts and local board views

26. At a workshop in May 2021, the local board discussed the following:

· The recommended approach responds to the local board’s proposal that funding for KYDT be reduced from $126,210 plus CPI to $80,000 plus CPI per annum, and that the CCMA be reduced to two years and not the recommended three years.

· Discussion regarding the reallocation of $46,210 per annum of ABS funding to top up LDI funding to offset the current funding.

· Top ups for community houses; review funding and operations in the refresh of the 2016 Tattico report.

Tauākī whakaaweawe Māori

Māori impact statement

27. Council’s Community Places network supports Māori outcomes through its programmes and activations and works with mana whenua and iwi on a range of projects.

Ngā ritenga ā-pūtea

Financial implications

28. The recommended approach can be fully funded from the $126,210 ABS funding allocated to Marlborough Park Youth Facility to finalise local board work programmes for 2021/2022.

29. The recommendation of reducing the budgeted amount of $80,000 plus CPI per annum to KYDT will make available $46,210 ABS to reallocated.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

30. Approval of a new Community Centre Management Agreement (CCMA) with Kaipātiki Youth Development Trust has been identified as low risk.

Ngā koringa ā-muri

Next steps

31. Staff will organise the agreement and payment to KYDT no later than mid-July 2021.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Kate Holst - Team Leader Programmes and Partnerships North/Central

Authorisers

Mirla Edmundson - General Manager Libraries & Information

Eric Perry - Local Area Manager

Kaipātiki Local Board

16 June 2021

Approval of the 2021/2022 Kaipātiki Local Board Auckland Unlimited work programme

File No.: CP2021/07415

Te take mō te pūrongo

Purpose of the report

1. To approve the Kaipātiki Local Board Auckland Unlimited (AUL) work programme 2021/2022.

Whakarāpopototanga matua

Executive summary

2. This report presents the board’s Auckland Unlimited (AUL) work programme and associated budgets for approval for delivery within the 2021/2022 financial year (refer to Attachment A of the agenda report). Attachment B of the agenda report provides further details on the new project proposed.

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

· Opportunity and Prosperity

- The Wairau Valley and our other business areas provide our people with the opportunity to work locally

4. The 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:

· Local Small Business Mentors Programme ($11,000)

· Wairau business research ($15,000)

· Young Enterprise Scheme ($1,000)

5. The proposed work programme has a total value of $27,000, which can be funded from within the board’s draft locally driven initiatives (LDI) 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 Kaipātiki Local Board:

a) approve the Auckland Unlimited work programme 2021/2022 (refer to Attachment A to the agenda report) as follows, noting that budgets will be sourced from the local board’s locally driven initiatives (LDI) operational budget:

i) Local Small Business Mentors Programme - $11,000

ii) Wairau business research - $15,000

iii) Young Enterprise Scheme - $1,000

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 Kaipātiki Local Board Plan 2020. The specific outcomes and objectives that are reflected in the work programme are:

· Opportunity and Prosperity

- The Wairau Valley and our other business areas provide our people with the opportunity to work locally.

Tātaritanga me ngā tohutohu

Analysis and advice

9. The proposed activities for delivery as part of the board’s AUL work programme 2021/2022 are detailed below. See Attachment A for further detail.

Local Business Mentors

10. The Regional Business Partnership Programme (RBP) delivered by Auckland Unlimited has, through the COVID-19 Business Advisory Fund, provided almost $13 million of help to over 5000 businesses across the Auckland region. The COVID-19 fund has now been exhausted. Many SMEs across the region, especially smaller businesses, will not now be able to access support via the RBP programme and subsequent research has shown there is still . significant demand.

11. A total of 403 businesses in Kaipātiki accessed the RBP over the course of 2020. In the six months July – December 2020 4.6% of subscribers to the RBP were from Kaipātiki, an area home to 4.8% of the region’s businesses. All businesses were eligible under the COVID Response package but that will not be the case going forward.

12. There are 9,972 businesses in Kaipātiki. Kaipātiki has smaller than average business size as that seen regionally, with 3.2 employees on average compared to 4.5 regionally. Over 8,900 (90%) of the area’s businesses have 5 employees or less. These smaller businesses have less access to mainstream government business support and also fewer resources to put towards paying for help to grow their business.

13. The Small Business Mentoring service provides up to 12 months of confidential, one-on-one assistance for small business owners who want to grow or need help to solve specific business challenges. Business Mentors have experience and empathy for small business, offering guidance, a sounding board, challenging their thinking, and providing them with an independent and fresh perspective.

14. Auckland Unlimited (AUL) Business Advisors can make referrals to businesses that contact AUL looking for support for whom the initiative is suited. Also, AUL is able to promote to businesses e.g. via EDM to Kaipātiki businesses that we hold on our database of 20,000 businesses. In addition AUL will seek to utilise the local board’s own channels to their community.

15. Business Mentors NZ or AUL Business Advisors will be able to assess whether a business will benefit from the support being made available. Any recruitment programme would be strengthened by Business Association support in order to reach their membership.

Wairau Business Research

16. This project is to undertake work with businesses in the Wairau Valley to understand in better detail the issues they face in terms of growth, productivity, and employment of local people. Costs are based on a mix of a survey / face to face interview approach to elicit business views of key challenges and report on potential actions.

17. The research will provide information for the local board to advocate on behalf of this important employment precinct as well as the opportunity to identify potential future actions to support businesses in the area's main employment zone.

Young Enterprise Scheme Kick Start Days Sponsorship

18. The Auckland Business Chamber, on behalf of the Young Enterprise Trust, delivers the Young Enterprise Scheme (YES) in Auckland. YES is a practical, year-long programme for year 12 and 13 students.

19. Fostering youth entrepreneurship is a key requirement for developing an innovative economy and creating employment pathways for our young people. Through the programme, students develop creative ideas into actual businesses, complete with real products and services and real profit and loss. Students learn key work skills and business knowledge including business fundamentals, planning, interpersonal relations, financial, decision making, reporting, risk management and teamwork. YES helps create a culture of innovation and entrepreneurship amongst Auckland’s young people.

20. The funding from the local board will support the delivery of the overall YES programme, including the Kick Start days in February 2022 where the Auckland Business Chamber will specifically acknowledge local board support. The Kick Start days enable students to meet the Young Enterprise team, and find out about their 2022 year, what YES is about, and what is in store for them. All schools in the local board area that have shown an interest in YES are invited. In addition, the invite is extended to those schools who have not shown an interest to enable them to make a decision as to whether to participate.

Tauākī whakaaweawe āhuarangi

Climate impact statement

21. 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

22. 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.

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

Local impacts and local board views

23. The proposed AUL 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.

24. The activities in the proposed work programme align with the Kaipātiki Local Board Plan 2020 outcomes. Specifically:

· Support local business networks, business associations and BIDs to strengthen business resilience and economic prosperity

Tauākī whakaaweawe Māori

Māori impact statement

25. The table below outlines the activities in the 2020/2021 work programme that contribute towards the delivery of specific Māori outcomes:

Activity name	Māori impact
Local Business Mentors	The Local Business Mentors project will ensure Māori businesses identified on our database and that are a part of the Whariki Māori Business Network are made aware of the programme available. Data on Māori business participation will be collected as part of AUL’s KPI reporting and will be shared with the local board. The current Business Mentors New Zealand Strategic plan identifies aligning the mentoring service with te ao Māori and expanding the pool of Māori mentors through partnerships such as with Te Puni Kōkiri and Poutama Trust as one of its current strategic objectives.
Wairau Business Research	There are no specific Māori impacts from this project.
Young Enterprise Scheme Kick Start Days	Young Enterprise Scheme Kick Start Days will support YES Māori students at participating schools to benefit from the experience and learnings from the YES

Ngā ritenga ā-pūtea

Financial implications

26. The proposed AUL work programme budget for 2021/2022 is $27,000 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

27. The table below shows the identified significant risks associated with activities in the proposed 2021/2022 work programme:

Activity name	Risk	Mitigation	Rating after mitigation
Wairau Business Research	Local board expectations are not met by the research.	Workshop with Local board regarding expectations of what can be achieved within the allocated budget, what longer term objectives of the local board are and identify any potential follow on resource needs.	Low
Local Business Mentors	The programme will not recruit the number of businesses envisaged.	AUL will promote the programme via social media, AUL will also work with local business associations to promote the programme. Business Mentors New Zealand will also refer businesses in where they meet the criteria established for engagement in the local board funded programme.	Medium
Young Enterprise Scheme Kick Start Days	There is a risk that the Kick Start days do not proceed due to changes in the Covid-19 alert levels. As a result, the sponsorship provided to the Auckland Business Chamber may not be required.	To maintain contact with the Auckland Business Chamber on the running of the event to ensure that if the events are cancelled the full impact on the need for the local board support is identified.	Medium

28. 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

29. 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.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	16 June 2021 - Kaipātiki Local Board Business Meeting - Auckland Unlimited Work Programme 2021-2022 - Kaipātiki Local Board	19

Ngā kaihaina

Signatories

Authors

Jonathan Sudworth - Local Economic Development Advisor

Authorisers

John Duguid - General Manager - Plans and Places

Eric Perry - Local Area Manager

Kaipātiki Local Board

16 June 2021

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

File No.: CP2021/04294

Te take mō te pūrongo

Purpose of the report

1. To approve the 2021/2022 Kaipātiki 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 Kaipātiki 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 (refer to Attachment A of the agenda report).

3. The work programme responds to the outcomes and objectives identified in the Kaipātiki 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:

· Climate action programme - $20,000

· Industrial pollution prevention programme - $40,000

· Kaipātiki Project - $100,000

· Water quality monitoring and implementation programme - $46,000

· Para kore zero waste Northcote – phase two - $20,000

· Pest Free Kaipātiki strategy implementation - $200,000

6. The proposed Infrastructure and Environmental Services work programme has a total value of $426,000, which can be funded from within the board’s draft locally driven initiatives (LDI) 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 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.

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

Ngā tūtohunga

Recommendations

That the Kaipātiki Local Board:

a) approve its 2021/2022 Infrastructure and Environmental Services work programme and associated locally driven initiative (LDI) operational budgets, as summarised in the table below (refer to Attachment A to the agenda report):

Activity name	2021/2022 budget for approval
Climate action programme	$20,000
Industrial pollution prevention programme	$40,000
Kaipātiki Project	$100,000
Water quality monitoring and implementation programme	$46,000
Para kore zero waste Northcote – phase two	$20,000
Pest Free Kaipātiki strategy implementation	$200,000
Total	$426,000

b) approve in principle the 2022/2023 and 2023/2024 Infrastructure and Environmental Services work programmes (refer to Attachment A of the agenda report).

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

9. 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 (refer to Attachment A of this agenda report).

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

· our natural environment, harbours and waterways are protected and enhanced, in partnership with mana whenua and our community

· our people are environmentally aware and work together to live sustainably

· our birds and other native wildlife flourish with fewer pest plants and animals

· our urban forest (ngahere) is protected and enhanced through the greening of Kaipātiki.

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

· Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan

· National Policy Statement on Freshwater Management

· Regional Pest Management Plan.

12. 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

13. The proposed Infrastructure and Environmental Services 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 Kaipātiki Local Board Plan 2020 environmental objectives, as detailed above.

14. The work programme (refer to Attachment A of this agenda report) 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.

15. 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.

16. 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.

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

18. 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.

Climate action programme – $20,000

19. The board has indicated it would like to support a new climate action programme in the 2021/2022 financial year to develop a community-based climate change mitigation action plan for the Kaipātiki Local Board area.

20. This will be part of a three-year programme which will guide design and prioritisation, and facilitate implementation of impactful community-based climate change mitigation actions for the Kaipātiki Local Board area.

21. The programme will be a step towards Kaipātiki becoming a low carbon community through actions ranging from food waste reduction to sustainable transport to the development of a local circular economy. This will align with the priority climate change mitigation actions identified in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan.

22. In this first year, the programme will engage a contractor to identify existing local initiatives that contribute to low carbon outcomes, assist in the formation of a stakeholder working group and lead the development of the plan. Staff recommend the board allocate $20,000 of its locally driven initiatives (LDI) operational budget towards the delivery of this programme in the 2021/2022 financial year. Approval in principle is also sought for $20,000 in the 2022/2023 and 2023/2024 financial years.

Industrial pollution prevention programme – $40,000

23. The board has indicated it would like to continue to support the industrial pollution prevention programme in Wairau Valley and expand it across the wider local board area in the 2021/2022 financial year.

24. The programme aims to educate and inform industry about the impacts that their activities may be having on local waterways. This is achieved through site inspections and discussions with business owners, as well as providing pollution risk management support and spill training. If changes are recommended, a report is sent to the business and a follow up is conducted (depending on budget, this is either a phone call or site visit).

25. This financial year the programme is divided into two parts. The first is to address the water quality concerns in the Wairau catchment. The Wairau catchment sits between the Kaipātiki and Devonport-Takapuna Local Board areas, and this will therefore be a joint initiative. Devonport-Takapuna Local Board is being asked to provide funding of $7,000 for the 2021/2022 financial year for visits to businesses in their area of the catchment.

26. The second part of the programme will be the expansion to other areas outside of the Wairau catchment, such as Glenfield.

27. Phase one of this programme in Wairau was supported by the local board in the 2018/2019 financial year, with a budget of $30,000, phase two with a budget of $30,000 in 2019/2020 and phase three with a budget of $32,000. Staff recommend the board allocate $40,000 for delivery of phase four within Wairau and for the expansion of the programme into the wider local board area in 2021/2022. Approval in principle is also sought for $40,000 in the 2022/2023 and 2023/2024 financial years for further expansion across the local board area.

28. The budget will support 70 visits to remaining businesses in the Wairau catchment, $2,000 towards the addition of ‘blue drain fish’ and 80 visits to businesses in the wider local board area (including spill training and/or pollution patrolling). Staff are aiming for at least 50 percent of recommendations to be implemented by the identified businesses following these visits.

Kaipātiki Project– $100,000

29. The board has indicated it would like to continue funding Kaipātiki Project’s environmental programmes in the 2021/2022 financial year.

30. This funding will support Kaipātiki Project to deliver locally on the local board’s aspirations for the environment and community across the seven areas identified below.

31. Funding in 2021/2022 will support:

· Environment hub operations and support - $25,000

· Hands on Ecology education and implementation programmes - $15,000

· Volunteer opportunities – native plant nursery and teaching garden - $15,000

· Education for Sustainability/environmental learning centre staff - $15,000

· Kaipātiki Streamcare programme for two additional schools - $15,000

· EcoFest backyard actions, including online engagement - $5,000

· Skills and capability building - $10,000.

32. The board has allocated $45,000 per year to the Kaipātiki Project since 2016/2017 and $80,000 in the 2020/2021 financial year. Staff recommend that the board increase this funding and allocate $100,000 towards these additional environmental programmes in the 2021/2022 financial year. Approval in principle is also sought for $100,000 in the 2022/2023 and 2023/2024 financial years.

Water quality monitoring and implementation programme – $46,000

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

34. This project monitors and collects data on how current and future developments affect local water quality in freshwater streams and the receiving coastal environments.

35. Staff have advised that long-term data collection and analysis programme must be undertaken before water quality interventions can be made.

36. A water quality monitoring programme report developed by the council’s Research and Evaluation Unit recommended that this project focuses on monitoring 10 sites in the Kaipātiki Local Board area in 2021/2022, as follows:

· Kaipātiki Stream - Witheford Scenic Reserve opposite Stanley Road

· Eskdale Stream - lower part of the Eskdale Reserve

· Kahika Stream - Fordham Street in the Rangitira Reserve

· Wairau Creek - Chartwell Avenue near Marlborough Park

· Onepoto Stream - Kauri Glen Reserve

· Little Shoal Bay Stream - Le Roys Bush Reserve

· Chelsea Stream - Chatswood Reserve

· Soldiers Bay Stream - Kauri Park Domain

· Awataha downstream

· Awataha upstream.

37. This will be the third year the board has provided funding towards this programme, including an allocation of$43,000 in the 2020/2021 financial year. Staff recommend that the board increase this funding to $46,000 in the 2021/2022 financial year to conduct the monitoring and to fund a report detailing specific steps and costs needed to make measurable positive impacts on local water quality. Approval in principle is also sought for $43,000 in the 2022/2023 and 2023/2024 financial years.

Para kore zero waste Northcote – phase two – $20,000

38. The board has indicated it would like to continue to support the para kore zero waste Northcote programme in the 2021/2022 financial year to continue reducing waste produced in the area.

39. The development of the zero waste Northcote plan was led by Kaipātiki Project, Eke Panuku Development Auckland and the council’s Waste Solutions department in the 2019/2020 financial year. The plan has the support of local community organisations, local schools, Kāinga Ora, Piritahi and Para Kore ki Tāmaki.

40. The action plan has five focus areas:

· leadership, advocacy and empowerment

· activation and communication

· food systems

· development planning

· deconstruction.

41. The funding sought will continue to resource a zero waste Northcote activator (via Kaipātiki Project) to deliver phase two of the action plan through an empowered communities approach. Phase two will focus on area one - leadership, advocacy and empowerment and two - activation and communication.

42. The plan implementation is also supported by funding from the Waste Minimisation and Innovation Fund grant to deliver on focus area three. Focus areas four and five will be led by Eke Panuku, Waste Solutions and Kāinga Ora.

43. The board allocated $20,000 to this programme in the 2020/2021 financial year. Staff recommend that the board continue this funding and allocate $20,000 towards this programme in the 2021/2022 financial year. Approval in principle is also sought for $20,000 in the 2022/2023 and 2023/2024 financial years.

Pest Free Kaipātiki strategy implementation – $200,000

44. The local board has also indicated it would like to continue its support for the implementation of the Pest Free Kaipātiki Strategy in 2021/2022.

45. This programme will be delivered in collaboration with the Pest Free Kaipātiki Incorporated Society, and will involve community engagement in pest animal and plant removal and habitat and species restoration projects across the local board area by community groups. Environmental Services staff will continue to provide technical and logistical support to the society and community groups who undertake the restoration projects.

46. The board has allocated funding towards the implementation of the Pest Free Kaipātiki Strategy since the 2018/2019 financial year, including $160,000 in the 2020/2021 financial year. Staff recommend that the board allocate $200,000 towards the continuation of this work in the 2021/2022 financial year. Approval in principle is also sought for $200,000 in the 2022/2023 and 2023/2024 financial years.

Tauākī whakaaweawe āhuarangi

Climate impact statement

47. 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.

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

49. 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
Climate action programme	This programme responds to Auckland Council’s climate emergency declaration and commitments to address climate change by supporting and enabling community climate action. It also aligns with the priorities of Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan, specifically the ‘community and coast’ priority actions, supporting Aucklanders to become more resilient and reduce their carbon footprints. The programme aims to reduce carbon emissions through encouraging and enabling local residents to make changes in their personal lifestyles or respond in community-based ways, creating new social norms.
Industrial pollution prevention programme	This educational programme will inform business owners how to mitigate risk of stormwater pollution, ultimately increasing healthy freshwater ecosystems. 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.
Kaipātiki Project	Kaipātiki Project has a climate resilience and greenhouse gas reduction focus. As part of its business plan it is looking into adopting a bench-marked certification to measure its own carbon impact. Kaipātiki Project works as a Live Lightly partner and is planning its role in delivering part of Te Tāruke a Tawhiri: Auckland’s Climate Plan. Increased native tree protection, propagation and planting is a primary focus for increasing carbon sequestration. Kaipātiki Project are also advocating for care of existing mature kauri and protection from kauri dieback. The wider Kaipātiki Project programme also empowers the community and business to reduce their impact.
Water quality monitoring and implementation programme	Freshwater ecosystems provide many ecological services such as flood mitigation, habitat for native biodiversity and carbon sequestration (riparian planting). This water quality monitoring will assist with making decisions on how the waterway and land use upstream needs to be restored in the future to enhance the ecosystem.
Para kore zero waste Northcote – phase two	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. This programme will assist residents in taking practical steps to reduce a proportion of these waste-related emissions. These steps include encouraging re-use, trading and exchanging locally, rather than consuming new products, which reduces emissions from transport and the production of goods.
Pest Free Kaipātiki strategy implementation	Native tree planting, and animal and plant pest removal will increase carbon sequestration.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

50. The Infrastructure and Environmental Services 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.

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

52. The climate action programme will be delivered alongside the Chief Sustainability Office. Both Kaipātiki Project and Pest Free Kaipātiki work closely with staff from Parks, Sports and Recreation and Connected Communities to ensure alignment with work occurring in parks. The water quality monitoring and implementation programme will be delivered with support from the Research and Evaluation Unit to ensure consistent monitoring approaches. The para kore zero waste Northcote programme will be delivered alongside Eke Panuku, Community Facilities, Libraries and Connected Communities staff.

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

Local impacts and local board views

53. The programmes proposed for inclusion in the board’s Infrastructure and Environmental Services work programme will have positive environmental outcomes across the Kaipātiki Local Board area. Particular focus areas for the 2021/2022 work programme include Northcote and the Wairau catchment.

54. The programmes noted above align with the local board plan outcomes including ‘belonging and wellbeing’, ‘environment’ and ‘places and spaces. 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

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

56. The Infrastructure and Environmental Services 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.

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

58. 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
Kaipātiki Project	· Te reo Māori · Māori identity and culture · Kaitiakitanga	Kaipātiki Project has been developing its capability to support the aspiration of recognising Te Tiriti in its work, upskilling in te reo, tikanga and mātauranga Māori, and developing an intentional partnership approach to reflect this. As part of Kaipātiki Project’s strategy, they are developing a Māori Responsiveness Plan, identifying why, when, how and who to engage. This will then be implemented as appropriate.
Para kore zero waste Northcote – phase 2	· Te reo Māori · Māori business and employment · Māori identity and culture · Kaitiakitanga	The Eke Panuku kaitiaki project working group have initiated this kaupapa through the Eke Panuku ‘Unlock Northcote’ Programme. As part of their role as kaitiaki, this iwi forum has led development of mauri indicator framework ‘Take Mauri Take Hono’ for the overall Te Ara Awataha project. The indicators relating to para kore have framed the para kore zero waste Northcote programme’s work. Regular reports and engagement with mana whenua representatives ensure their ongoing role as kaitiaki. Engagement with the wider Māori community and Māori organisations is being planned through existing local community anchor organisations and existing relationships, as well as potentially working with Para kore ki Tāmaki, who specialise in walking with Māori organisations towards conscious climate and para kore zero waste goals.
Pest Free Kaipātiki strategy implementation	· Māori identity and culture · Realising rangatahi potential · Kaitiakitanga	Pest Free Kaipātiki are committed to building a relationship with mana whenua through ensuring that Māori identity, culture and language will be consistently incorporated into their activities. Planning and conversations have started to set up: · Māori food and foraging experience from the local environment · the history and use of Kahika Reserve, with the suggestion of a mural depicting this · discussions regarding training Māori youth using the Jobs for Nature programme · a talk from a Māori arborist describing his relationship with the forests · Pest Free Kaipātiki Board and staff encouraged to take part in a waka experience.

59. 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

60. The proposed environment work programme for 2021/2022 totals to $426,000 of the board’s locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total draft budget for 2021/2022.

61. 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.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

62. 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.

63. 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.

64. The COVID-19 pandemic could have a further negative impact on the delivery 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.

65. 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.

66. Attachment B of the agenda report shows the key risks associated with activities in the proposed 2021/2022 work programme, as well as proposed mitigations.

67. 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

68. 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.

69. 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 ⇩	16 June 2021 - Kaipātiki Local Board Business Meeting - 2021/2022 Kaipātiki Infrastructure and Environmental Services work programme	33
b ⇩	16 June 2021 - Kaipātiki Local Board Business Meeting - Key risks and mitigations for activities	35

Ngā kaihaina

Signatories

Authors

Hannah Brightley - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Eric Perry - Local Area Manager

Kaipātiki Local Board

16 June 2021

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

File No.: CP2021/07691

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. This report presents the 2021/2022 Kaipātiki Local Board Customer and Community Services work programme with associated budgets 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 Kaipātiki 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 (RAP). 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 Kaipātiki 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 (refer to Attachment A to the agenda report).

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

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 (refer to 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 to the agenda report) 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 - Te whai wāhitanga me te oranga | Belonging and wellbeing

· Outcome 2 - Te taiao | Environment

· Outcome 3 - Ngā wāhi me ngā takiwā | Places and spaces

· Outcome 4 - Te ikiiki me ngā tūhononga | Transport and connections.

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 Kaipātiki 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 of the agenda report.

31. The Kaipātiki Local Board work programme includes 19 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 (RAP) 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 to the agenda report.

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 to the agenda report. 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 Kaipātiki 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 of the agenda report.

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, 8.7 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 of the agenda report.

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: Kaipātiki Local Board budget allocation

Local budgets	2021/2022 (approve)	2022/2023 (approve in principle)	2023/2024 (approve in principle)
Opex: Locally Driven Initiatives (LDI)	$1,000,163	$1,000,163	$960,163
Opex: Asset Based Services (ABS)	$16,378,771	$16,378,771	$16,378,771
Capex: Local Asset Renewals - Budget (ABS)	$8,586,668	$6,584,988	$6,962,145
Capex: Local Asset Renewals - Proposed Allocation (ABS)	$8,586,668	$6,534,988	$6,725,465
Capex: Local Asset Renewals - Unallocated budget (ABS)	$0	$50,000	$236,680
Capex: Locally Driven Initiatives (LDI) – Budget	$165,000	$165,000	$165,000
Capex: Locally Driven Initiatives (LDI) - Proposed Allocation	$193,000	$135,000	$25,000
Capex: Locally Driven Initiatives (LDI) - Unallocated budget	-$28,000	$30,000	$140,000
Capex: Growth projects Allocation	$0	$500,000	$2,500,000
Capex: Coastal projects Allocation	$786,909	$42,500	$0
Capex: Landslide Prevention projects Allocation	$123,000	$66,312	$182,500
Capex: Specific Purpose Funding - Allocation	$0	$0	$0
Capex: External Funding Allocation	$0	$0	$0
Capex: One Local Initiative	$0	$0	$0
Capex: Long-term Plan discrete	$0	$0	$150,000
Capex: Natural Environment Targeted Rate	$0	$3,214,213	$0

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 (RAP) 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 ⇩	16 June 2021 - Kaipātiki Local Board Business Meeting - Customer and Community Services Work Programme 2021-2022	49
b ⇩	16 June 2021 - Kaipātiki Local Board Business Meeting - Kaipātiki Māori Outcomes	101
c ⇩	16 June 2021 - Kaipātiki Local Board Business Meeting - Kaipātiki Map	105
d ⇩	16 June 2021 - Kaipātiki Local Board Business Meeting - Kaipātiki - Regional Projects	107
e ⇩	16 June 2021 - Kaipātiki Local Board Business Meeting - Kaipātiki Climate Impacts	109

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

Eric Perry - Local Area Manager

Kaipātiki Local Board

16 June 2021

Adoption of the Kaipātiki Local Board Agreement 2021/2022

File No.: CP2021/07325

Te take mō te pūrongo

Purpose of the report

1. To adopt the local content for the 10-year Budget, which includes the Kaipātiki Local Board Agreement 2021/22, the message from the chair, 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 Kaipātiki Local Board:

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

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

c) delegate authority to the Chair to make any final changes to the local content for the 10-year Budget 2021-2031 (the Kaipātiki Local Board Agreement 2021/22, 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. Local board plans are strategic documents that are developed every three years to set a direction for local boards. Local board plans influence and inform the 10-year Budget 2021-2031 which outlines priorities, budgets and intended levels of service over a 10-year period. For each financial year, Auckland Council must also have a local board agreement, as agreed between the Governing Body and the local board, for each local board area.

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 2018-2028. Two locally held events were held in the Kaipātiki 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 included as an attachment on the 5 May 2021 business meeting agenda.

11. Local boards considered this feedback, and 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.

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 10-year Budget 2021-2031 and local boards have received a report analysing the local feedback. It is now recommended that local boards adopt local content for the 10-year Budget 2021-2031 (refer to Attachment A of the agenda report), including the Local Board Agreement 2021/2022, the message from the chair, and local board advocacy, as well as a local fees and charges schedule for 2021/2022 (refer to Attachment B of the agenda report).

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 will 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 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. Of those who submitted to the 10-year Budget 2021-2031 from the Kaipātiki Local Board area 4% identified as Māori. Five mana whenua entities made a submission on both the Kaipātiki Local Board priorities and the 10-year Budget 2021-2031. These submissions were provided to the local board for consideration at local board workshops during the development of their local board agreement.

21. 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

22. 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.

23. 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.

24. 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.

25. A local fees and charges schedule for 2021/2022 is adopted alongside of the Local Board Agreement 2021/2022. The fees and charges have been formulated based on region-wide baseline service levels and revenue targets. Where fees and charges are amended by a local board that results in lower revenue for the council, the shortfall will need to be made up by either allocating LDI funds or reducing expenditure on other services to balance overall budgets.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

26. Decisions on the local content of the 10-year Budget 2021-2031, including the Local Board Agreement 2021/2022 and a local fees and charges schedule for 2021/2022, are required by 17 June 2021 to ensure the Governing Body can adopt the final 10-year Budget 2021-2031, including each Local Board Agreement, at its 29 June 2021 meeting.

Ngā koringa ā-muri

Next steps

27. The resolutions of this meeting will be reported to the Governing Body on 29 June 2021 when it meets to adopt the 10-year Budget 2021-2031, including 21 local board agreements.

28. It is possible that minor changes may need to be made to the attachments before the 10-year Budget 2021-2031 is adopted, such as correction of any errors identified and minor wording changes. Staff therefore recommend that the local board delegates authority to the Chair to make any final changes if necessary.

29. Local board agreements set the priorities and budget envelopes for each financial year. Work programmes then detail the activities that will be delivered within those budget envelopes. Work programmes will be agreed between local boards and operational departments at business meetings in June 2021.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	16 June 2021 - Kaipātiki Local Board Business Meeting - Kaipātiki Local Board Agreement 2021/2022	123
b ⇩	16 June 2021 - Kaipātiki Local Board Business Meeting - Fees and Charges	137

Ngā kaihaina

Signatories

Authors

Francis Martin – Advisor Plans and Programmes

Authorisers

Louise Mason - GM Local Board Services

Eric Perry - Local Area Manager

Kaipātiki Local Board

16 June 2021

Eke Panuku Development Auckland - Kaipātiki Local Board Six-Monthly Report to 31 March 2021

File No.: CP2021/06692

Te take mō te pūrongo

Purpose of the report

1. To update the Kaipātiki Local Board on Eke Panuku Development Auckland (Eke Panuku) activities within the local board area and the region, for the period from 1 September 2020 to 31 March 2021.

2. This report is for information only and no decision-making is required.

3. This report covers our urban regeneration programme in relation to the local board area from 1 September 2020 to 31 March 2021.

4. It also includes information on property management, purchases and sales in relation to the local board area, which Eke Panuku undertakes on behalf of Auckland Council.

5. Please note that this report is for seven months. This is to align future reports with other Eke Panuku reporting cycles.

Whakarāpopototanga matua

Executive summary

6. This report is a record of events for the Kaipātiki Local Board area during the stated period.

7. Eke Panuku is completing work on a development strategy for the Northcote town centre and is aiming to begin seeking a development partner in the second half of 2021. The Northcote Community Needs Assessment and recommendations on the size, nature and location of the community facilities were workshopped with the Kaipātiki Local Board by Panuku and Auckland Council’s Community Services team in April 2021. Construction commenced on the schools’ edge portion of Te Ara Awataha (greenway) in October 2020. Eke Panuku presented a signage and wayfinding strategy for the greenway to the Kaipātiki Local Board at a workshop in September 2020. Eke Panuku presented an update on the Para Kore / Zero Waste Northcote programme and next steps to the Kaipātiki Local Board at a workshop in February 2021.

8. Eke Panuku currently manages 205 leases in the Kaipātiki Local Board area.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) receive the Eke Panuku Development Auckland - Kaipātiki Local Board Six-Monthly Report to 31 March 2021.

Horopaki

Context

9. Eke Panuku Development Auckland is the council-controlled organization (CCO) that delivers urban regeneration in Tāmaki Makaurau (Auckland). Urban regeneration is the planning of neighbourhoods to strengthen communities and the economy to make it an even better place to live.

10. Our city is facing rapid growth. Quality development is required to accommodate this growth and to ensure people love and can afford to live in Auckland. We imagine a city of strong neighbourhoods. We work across many neighbourhoods throughout our city from large, long-term urban regeneration plans to small projects on specific sites to meet the needs of the city’s long-term growth - including more types of homes people can afford. We work alongside the locals, other parts of the council and businesses to regenerate our city in ways that benefit both our local communities and Auckland as a whole.

11. We deliver returns for the council, and at the same time, we ensure our assets contribute positively to the neighbourhoods of Tāmaki Makaurau. We manage around $2.4 billion of land and buildings owned by the Auckland Council.

12. In the period 1 September 2020 to 31 March 2021, we continued our urban regeneration programme across the region, brought a $22.8 million return to the council via property management, purchased six properties on behalf of the group, and sold nine properties as part of either our neighbourhood regeneration or as directed by Auckland Council.

Tātaritanga me ngā tohutohu

Analysis and advice

Urban regeneration – Kaipātiki Local Board area

Unlock Northcote

13. The vision for Northcote is to renew the town centre so that it truly becomes the heart of the neighbourhood. Northcote has become a multi-cultural centre with a great array of food outlets and established community facilities. With its central location and easy connection to Auckland’s city centre, Takapuna and other North Shore beaches, the appeal of Northcote will only continue to increase. With new housing continuing to pop up, very soon more people than ever will call Northcote home.

14. The Kaipātiki Local Board resolved at its 9 December 2020 business meeting to appoint Deputy Chairperson Danielle Grant as the Unlock Northcote topic lead for the 2019-2022 political term. These meetings have been set up on a bi-monthly basis starting from Tuesday 23 March.

Northcote town centre

15. In late 2020, Auckland Council sought the community’s views on the future provision of community services in Northcote. Eke Panuku has used this feedback, alongside the 2019 Northcote Town Centre Benchmark Masterplan and Criteria for Success, to identify suitable locations for a new community hub building in the future town centre.

16. At the request of the Kaipātiki Local Board, Auckland Council’s Community Services team and Eke Panuku presented their findings to the local board on 28 April 2021 for further discussion.

17. Eke Panuku is proceeding to acquire four commercial/retail properties in the town centre by either using the compulsory provisions of the Public Works Act 1981 (PWA) or by a willing agreement.

18. Eke Panuku is completing work on a development strategy for the town centre and is aiming to begin seeking a development partner in the second half of 2021.

19. C40 Students Reinventing Cities global competition was launched in Auckland by Mayor Phil Goff in December 2020. Northcote town centre was identified as the focus neighbourhood for the competition. It provides a unique opportunity for academics and students to collaborate and rethink how neighbourhoods are planned and designed. The finalists will then be selected and invited to submit their final proposals by May 2021.

Te Ara Awataha (greenway)

20. Construction of the schools’ edge portion of the greenway commenced in October 2020 and is ongoing. This section of work is being led by Kāinga Ora and supported by Eke Panuku. The schools’ edge runs alongside Northcote Intermediate and Onepoto Primary Schools and will include an outdoor classroom with a learning deck and terraced seating that will provide an open-air learning space for students. This work also includes daylighting a significant portion of the historic Awataha Stream.

21. Jessie Tonar Scout Reserve design work has commenced to improve access to the reserve and make it more useable for the community.

22. Eke Panuku presented a signage and wayfinding strategy to the Kaipātiki Local Board at a workshop in September 2020.

Pare Kore / Zero Waste

23. The action plan for the Para Kore / Zero Waste Northcote project was presented to the Kaipātiki Local Board at a workshop on 24 February 2021. This was positively received by the local board. The action plan is for 2021-2024 with key contributors including Kaipātiki Project and Kāinga Ora. This project aligns closely with the council's climate change strategy.

Placemaking

24. Placemaking is a process that fosters the creation of vital public spaces. At Eke Panuku this is done through:

· Supporting communities through ongoing change taking place

· Building trust and knowledge through relationships to ensure that regeneration fits with the characteristics of a place

· Develop an iterative, ‘do-learn-do’ process to inform, test, and foreshadow future design

· Foster reciprocal relationships between place and people

· Capacity-building towards socio-economic regeneration through sustainable procurement and regenerative economics

25. Placemaking in Northcote – Eke Panuku is working with the community to develop a meaningful programme of placemaking activities to assist in navigating the change underway in Northcote. This work is undertaken to enable resilient and healthy places and communities where all people feel welcome and accommodated now and into the future.

· Ongoing - Jessie Tonar Scout Reserve restoration days as part of the regeneration of natural environment within Te Ara Awataha (greenway project).

· Ongoing - Para Kore Zero Waste Northcote, working closely with local community organisations to implement the action plan.

· January to March 2021 - the pump track encouraged people into the town centre and promoted cycling activity.

· April 2021 - Supported the ‘One Night in Northcote’ event and Chinese cultural stalls as part of an activity to draw people into the town centre.

· 28 March 2021 – Facilitated an Easter treasure hunt activity to draw people into the town centre, introduce them to new spaces they may not have visited before and create community connections.

Haumaru

26. 27-31 Greenslade Crescent – this is an existing Haumaru village where the units have been identified for redevelopment. Panuku is currently developing a proposal with Haumaru which has the potential to provide additional fit for purpose housing for the elderly on the site. The Kaipātiki Local Board has indicated its support for the proposal and will be kept informed as it progresses.

Property management and properties of Kaipātiki Local Board interest

27. Eke Panuku manages 205 leases in the Kaipātiki Local Board area.

Acquisitions

28. Eke Panuku has purchased no properties on behalf of Auckland Council departments in the Kaipātiki Local Board area in the reporting period 1 September 2020 to 31 March 2021.

Disposals

29. On behalf of the Auckland Council, Eke Panuku sells properties that are no longer required by the Auckland Council group for service use.

30. The decision to sell these properties is made by Auckland Council’s Governing Body with advice from its Finance team.

31. Eke Panuku does not have a decision-making role in the sale of properties that are surplus to the council’s requirements.

32. The role of Eke Panuku is to provide property transaction services. Proceeds from these sales are returned to Auckland Council to be reinvested in council services.

Tauākī whakaaweawe āhuarangi

Climate impact statement

33. The Eke Panuku Priority Location programmes support the regeneration of existing town centres while also addressing climate mitigation and adaptation.

34. Mitigation of climate change involves reducing the carbon emissions that contribute to climate change. Our Priority Locations are transport-oriented communities that utilise existing infrastructure and transport links, and we seek to make local walking and cycling safe and viable alternatives to the private vehicle. Eke Panuku has also adopted a Homestar-6 minimum standard to ensure we can reduce energy, water, and landfill waste. We are working to adopt similar standards for our public realm and commercial developments, whilst also taking guidance from precinct sustainability rating tools like Green Star Communities.

35. Adaptation to climate change involves planning for the changes to our climate and associated impacts that are already happening or are projected to happen, including sea-level rise, hotter temperatures, extreme weather events, flooding and droughts. Climate change is likely to subject the Kaipātiki Local Board area to hotter temperatures and more frequent flooding and drought. Eke Panuku seeks to future-proof our communities by:

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

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

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

· Initiatives to build community resilience.

36. In October 2020, the Eke Panuku executive team agreed to a work programme of priority actions to help Eke Panuku deliver on the council’s sustainable procurement objectives which Eke Panuku has adopted. Targeting these objectives will help further leverage the economic, social and environmental benefits of Eke Panuku urban regeneration projects and the products and services we procure as a business. Implementation of these priority projects has commenced which focus on embedding sustainable procurement into Eke Panuku procurement processes and systems, including the inclusion of climate considerations into procurement for capital works and renewals.

37. The Eke Panuku Climate Change Strategy was adopted by the Eke Panuku Board in November. The strategy guides how Eke Panuku will support the implementation of Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan.

38. In October work commenced on Te Ara Awataha. This significant green infrastructure project is a key part of our response to climate change adaptation for Northcote, providing flood risk mitigation and an enhanced green space that will provide ecological, amenity and health and wellbeing benefits.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

39. Eke Panuku cannot achieve its vision alone. Our complex operating environment means we need the expertise of others. Therefore, building and maintaining strong relationships and partnerships, and working together with others in general, is an ongoing focus for us.

40. Eke Panuku Development Auckland works collaboratively with other Auckland Council departments, CCOs and Crown agencies to deliver joined-up urban regeneration in our neighbourhoods.

41. Impacts and views are considered both on a programme and project level for the neighbourhoods we work in, to maximise community outcomes.

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

Local impacts and local board views

42. Any local or sub-regional impacts are considered on a programme and project basis.

43. Eke Panuku regularly engages with local boards on its projects and programmes within local board areas.

Tauākī whakaaweawe Māori

Māori impact statement

44. Eke Panuku supports the aspirations described in the Auckland Plan 2050.

45. Eke Panuku has worked closely with our mana whenua partners to understand their priorities in Tāmaki Makaurau. Mana whenua have shared their top five aspirations with Eke Panuku. Below is a summary:

· Governance: We involve mana whenua in transparent decision-making.

· Culture: We will increase our practice of kaitiakitanga (by all) and increase the visibility of Māori identity and culture in our projects.

· Economic: We will create more commercial investment, procurement, and engagement opportunities for Māori.

· Social: We will foster a sense of community and connectedness and help enhance the well-being of Māori here in Tāmaki Makaurau.

· Natural environment: We will work together to ensure we are working towards significant improvements to te mauri o te taiao.

46. Eke Panuku continues to make progress on the Eke Panuku Mana Whenua Outcomes Framework actions and presented a six-month status report to mana whenua in February 2021.

47. Eke Panuku has achieved 36 of 40 significant initiatives in the 2020-2021 financial year. Highlights include the numerous whakawātea with our mana whenua partners to celebrate significant milestones to build the stage for the 2021 America’s Cup.

48. Following the Emergency Budget 2020/2021, Eke Panuku is still working with mana whenua to identify potential development and disposal opportunities. Eke Panuku has invited mana whenua to register commercial interests in properties Eke Panuku is preparing to dispose of on the market.

49. Eke Panuku has started a pilot programme focused on growing the capability of young leaders to enable placemaking activities. The programme, He Pia He Tauira, has hosted several wānanga with tauira to prepare for upcoming activities.

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

52. This report must be received to meet the requirements of the Local Government Act 2002.

Ngā koringa ā-muri

Next steps

53. The next six-monthly report will cover the period 1 April to 30 September 2021.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Perin Gerrand - Engagement Coordinator

Authorisers

Lydia Sheridan - Head of Community Affairs

Eric Perry - Local Area Manager

Kaipātiki Local Board

16 June 2021

Feedback on Equity of Service Levels and Funding Proposals - Draft Report

File No.: CP2021/07976

Te take mō te pūrongo

Purpose of the report

1. To provide local board feedback to the Joint Governance Working Party on the funding and decision-making proposals set out in the Equity of Service Levels and Funding - Draft Report.

Whakarāpopototanga matua

Executive summary

2. The Kaipātiki Local Board received and discussed the Equity of Service Levels and Funding - Draft Report at its 28 April 2021 workshop.

3. The Draft Report (refer to Attachment A of the agenda report) sets out the draft recommendations from the Joint Governance Working Party in relation to:

· improving the equity of funding allocation across local boards

· increasing the decision-making responsibility of local boards

· establishing minimum service levels

· implications of multi-board services.

4. The Joint Governance Working Party seeks local board feedback on these proposals to consider in the preparation of a final set of proposals to be reported to the Governing Body.

5. The local board’s feedback on these proposals (refer to Attachment B of the agenda report) has been prepared on the template provided.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) provide feedback using the attached template (refer to Attachment B of the agenda report) to the Joint Governance Working Party on the funding and decision-making proposals set out in the Equity of Service Levels and Funding Proposals – Draft Report.

Horopaki

Context

6. In October and November 2020 workshops, local boards considered and provided input on the Equity of Service Levels and Funding Discussion paper which presented options, in respect of local community services, to:

· increase local board decision making responsibility

· increase equity of funding allocation between local boards

· establish minimum service levels where required

· address funding of multi-board services and decision-making on their service levels.

7. The Joint Governance Working Party considered this local board input and provided direction to staff in the preparation of the funding and decision-making proposals of the Equity of Service Levels and Funding Draft Report (refer to Attachment A of the agenda report).

8. Staff presented the Draft Report to local boards in workshops between 6 April and 6 May 2021.

9. The purpose of this report is to enable the local board to provide formal feedback on the draft recommendations which propose:

· changes to local board decision-making responsibilities over local community services

· implementation of an equity-based funding allocation approach for local community services.

10. These matters will be reported to the Joint Governance Working Party and then to the Governing Body later this year. If adopted, public consultation would be undertaken with the aim of implementing decisions progressively between 2022 and 2024.

Tātaritanga me ngā tohutohu

Analysis and advice

11. These proposals (refer to Attachment A of the agenda report) are significant changes. If adopted by the Governing Body, these recommendations would:

· increase local board decision-making responsibilities over community services

· change the allocation of Asset Based Services (ABS) funding to local boards

· require collaboration between local boards on some multi-board service decisions

· have a high community interest

· not affect existing local board responsibility for Local Discretionary Initiatives (LDI) service decisions or the current LDI funding approach.

12. Feedback on these proposals is sought from the local board to assist the Joint Governance Working Party in providing direction to staff and the Governing Body on progressing these proposals.

13. The Working Party’s final report to the Governing Body will also update illustrative funding outcomes with asset values and ABS budgets updated and adopted under Long-term Plan 2021-31. Funding outcomes remain illustrative until funding model and financial inputs are adopted, planned for Long-term Plan 2024-34.

Tauākī whakaaweawe āhuarangi

Climate impact statement

14. Providing feedback on the draft report does not have a direct impact on climate change.

15. Changes made to local community services as a result of the proposed policy may have a climate impact and will be assessed on a case-by-case basis.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

16. If adopted, the proposed policy will impact on several divisions of the council including Customer and Community Services, Finance and Governance. Staff from these divisions have been involved in the development of these proposals.

17. Staff from these divisions will also be significantly involved in the implementation of Governing Body decisions on the proposals. A critical implementation workstream will ensure staff have the capacity and the knowledge required to enable sound advice to be provided to local boards under these proposals.

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

Local impacts and local board views

18. Over time, these proposals have the potential to fundamentally change local community service delivery depending on the extent to which local boards and their communities make changes.

19. Local boards have discussed policy options in workshops in October and November 2021 and considered the proposed policy in workshops in April and May 2021. Local boards can also provide their input and views through their representatives on the Joint Governance Working Party.

20. This report provides the opportunity for local boards to provide their formal feedback on the Draft Report proposals.

21. More detailed discussion of the local implications of the policy proposal is included in the Draft Report, provided in Attachment A of this report.

Tauākī whakaaweawe Māori

Māori impact statement

22. As part of increased decision-making for asset-based services, and under local government legislation, local boards must demonstrate how Māori are involved, and their needs are reflected, in these decisions. This means that in making service decisions, local boards should be able to:

· demonstrate effective Māori involvement in the local board planning processes

· clearly articulate Māori priorities in local board funding and delivery of asset-based services.

23. It is likely that these changes will result in more responsive services for Māori communities at the local level.

Ngā ritenga ā-pūtea

Financial implications

24. Introduction of the proposed policy would have several significant financial impacts, including:

· changes to local board funding allocations that may result in funding increases for some local boards and funding decreases for others

· broader local board decision-making responsibilities that will require greater flexibility in how local boards allocate their funding to service delivery

· local board decisions which would include service impacts on assets, such as investment, enhancement, renewal, optimisation and removal from service.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

25. Development of the proposed policy involved several workshops with each local board. Several local boards requested additional workshops on the proposals as their implications became better understood.

26. A range of risks associated with approval and implementation of these proposals were discussed during workshops and considered in the development of these proposals, including:

· whether there will be sufficient understanding of the proposals and support for their benefits to enable them to be adopted

· what alternative approaches might address the issues these proposals seek to address, should they not proceed

· developing alternative funding equity transition options including implications on local board funding and overall timing

· developing options to respond to concerns of local boards which might be adversely affected by equity funding proposals

· addressing local board concerns for the perceived downside of greater decision-making responsibility if the level of decision support does not increase

· ensuring the organisation is structured, resourced and adequately supported to provide the quality service advice needed by local boards to make well-informed decisions.

27. Plans are either in place or currently being developed to address these risks. The proposed two stage implementation timeline (see below) is designed to progressively grow the council capability, develop robust processes, and ensure effective and transparent management of necessary changes.

Ngā koringa ā-muri

Next steps

28. Staff will report local board feedback to the Joint Governance Working Party which will consider this feedback, along with further staff advice, and provide its recommendations to the Governing Body later this year.

29. The Governing Body would undertake public consultation on its draft decisions as follows:

· under the Annual Plan 2022/23, in the case of changes to the Allocation of Decision-making Responsibilities policy

· under the Long-term Plan 2024-2034, in the case of changes to the Local Board Funding policy.

30. Proposals adopted by the Governing Body would be progressively implemented from 2022 to 2024.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	16 June 2021 - Kaipātiki Local Board Business Meeting - Equity of Service Levels and Funding Draft Report	155
b ⇩	16 June 2021 - Kaipātiki Local Board Business Meeting - Governance Framework Review - Service levels and funding - feedback template	195

Ngā kaihaina

Signatories

Authors

Gary Pemberton - Programme Change Lead

Authorisers

Justine Haves - General Manager Service Strategy and Integration

Louise Mason - GM Local Board Services

Eric Perry - Local Area Manager

Chairperson	John Gillon
Deputy Chairperson	Danielle Grant, JP
Members	Paula Gillon
	Ann Hartley, JP
	Melanie Kenrick
	Cindy Schmidt
	Andrew Shaw
	Adrian Tyler

Authors	Paul Edwards - Senior Local Board Advisor
Authorisers	Eric Perry - Local Area Manager

Authors	Jacinda Short - Democracy Advisor
Authorisers	Eric Perry - Local Area Manager