Agenda of Māngere-ŌtāhuhuLocal Board

Māngere-Ōtāhuhu Local Board

16 June 2021

Local Board Leads and Appointments Report

File No.: CP2021/07029

Te take mō te pūrongo

Purpose of the report

1. To allow the local board members an opportunity to present verbal and written updates on their lead roles, such as relevant actions, appointments and meetings.

2. To make any appointments to vacant positions.

Whakarāpopototanga matua

Executive summary

3. Members have an opportunity to update the board on their activities as topic area leads.

4. The table below outlines the current leads and alternates for topic areas of local board business meetings and organisations on which the board is represented through a formal appointment.

Topic Area	Lead	Alternate
Infrastructure and Environmental Services	Togiatolu Walter Togiamua	Lemauga Lydia Sosene
Arts, Community and Events (including libraries)	Christine O’Brien	Tauanu’u Nanai Nick Bakulich
Parks, Sport and Recreation and Community Facilities	Tauanu’u Nanai Nick Bakulich	Christine O’Brien
Local planning, housing, and heritage – includes responding to resource consent applications on behalf of board	Lemauga Lydia Sosene	1^st Togiatolu Walter Togiamua 2^nd Harry Fatu Toleafoa
Transport	Makalita Kolo	Lemauga Lydia Sosene
Economic development	Harry Fatu Toleafoa	1^st Christine O’Brien 2^nd Lemauga Lydia Sosene
Youth, Children, Seniors and Uniquely Abled	Harry Fatu Toleafoa	1^st Papaliitele Lafulafu Peo 2^nd Christine O’Brien
Landowner Consents (excluding filming)	Lemauga Lydia Sosene	Tauanu’u Nanai Nick Bakulich
Landowner Consents Filming	Christine O’Brien	Tauanu’u Nanai Nick Bakulich
Events (receive staff notifications of areas that may involve reputational, financial, performance or political risk)	Christine O’Brien	Tauanu’u Nanai Nick Bakulich
Liquor Licences Hearings	Tauanu’u Nanai Nick Bakulich	Lemauga Lydia Sosene
Resource Consent (proceed as a non-notified, limited notified or fully notified application)	Lemauga Lydia Sosene	Tauanu’u Nanai Nick Bakulich
Resource Consents (notified hearings)	Lemauga Lydia Sosene	Tauanu’u Nanai Nick Bakulich
Area Plan Working Group	MOLB All board members OPLB Apulu Reece Autagavaia, Dawn Trenberth
LGNZ (Local Government New Zealand	Chairperson	Deputy Chairperson

Organisation / Initiative	Lead	Alternate
Community Impact Forum for Kohuora Corrections Facility	Makalita Kolo
Mangere Bridge BID	Lemauga Lydia Sosene
Mangere Town Centre BID	Makalita Kolo
Mangere East Village BID	Tauanu’u Nanai Nick Bakulich
Otahuhu Business Association	Christine O’Brien
South Harbour Business Association BID	Harry Fatu Toleafoa
Auckland Airport Community Trust for Aircraft Noise Community Consultative Group	Tauanu’u Nanai Nick Bakulich
Te Pukaki Tapu O Poutukeka Historic Reserve & Associated Lands Co-Management Committee	Togiatolu Walter Togiamua
Ambury Park Centre	Papaliitele Lafulafu Peo	Christine O’Brien
Mangere Mountain Education Trust	Lemauga Lydia Sosene	Togiatolu Walter Togiamua
Tamaki Estuary Environmental Forum	Togiatolu Walter Togiamua	Lemauga Lydia Sosene
Maori input into local board decision-making political steering group	Togiatolu Walter Togiamua	Lemauga Lydia Sosene
Ōtāhuhu Portage Project Steering Group	Lemauga Lydia Sosene	Togiatolu Walter Togiamua
The Southern Initiative (TSI) Steering Group	Lemauga Lydia Sosene	Togiatolu Walter Togiamua
Otahuhu Town Hall Community Centre Incorporated Society	Makalita Kolo	Harry Fatu Toleafoa

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) receive the verbal and written reports from local board members.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors	Janette McKain - Democracy Advisor
Authorisers

Māngere-Ōtāhuhu Local Board

16 June 2021

Māngere-Ōtāhuhu Local Board Quick Response Grant Round One 2020/2021 grant allocations

File No.: CP2021/07833

Te take mō te pūrongo

Purpose of the report

1. To fund, part-fund or decline applications received for Māngere-Ōtāhuhu Local Board Quick Response Grant Round One 2020/2021.

Whakarāpopototanga matua

Executive summary

2. The Māngere-Ōtāhuhu Local Board adopted the Māngere-Ōtāhuhu Quick-Response Grants Programme 2020/2021 on 20 May 2020 provided as Attachment A. The document sets application guidelines for contestable community grants submitted to the local board.

3. This report presents applications received in Māngere-Ōtāhuhu Local Board Quick Response Grants Round One 2020/2021. Further details of the applications are provided as Attachment B.

4. The Māngere-Ōtāhuhu Local Board has set a total community grants budget of $373,000 for the 2020/2021 financial year. A total of $335,078 has been allocated to Local Grant and Multi-Board Rounds One and Two, leaving $37,922 to be allocated to Quick Response Round One.

5. Seventeen applications were received for the Quick Response Grant Round One 2020/2021, requesting a total of $29,991.98.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) agree to fund, part-fund or decline each application in Māngere-Ōtāhuhu Local Board Quick Response Grant Round One 2020/2021 listed in Table One.

Table One: Māngere-Ōtāhuhu Local Board Quick Response Grant Round One 2020/2021

Application ID	Organisation	Main focus	Requesting funding for	Amount requested
QR2109-101	Pacific Island Law Students Association (PILSA) under the umbrella of Auckland University Law Student Society (AULSS)	Community	Towards venue hire for the end of year gala dinner	$2,000.00
QR2109-102	Colleen Pacific Malu Laumatia	Community	Towards fitness equipment for workout sessions	$1,000.00
QR2109-104	Richette Rodger	Sport and recreation	Towards 18 paddles for Tamariki Moana Cook Island Paddlers	$1,000.00
QR2109-105	Life Education Trust Counties Manukau	Community	Towards 2000 workbooks for Life Education lessons in Favona School, Robertson Road School, Kingsford School, Waterlea School and Mangere Central School	$2,000.00
QR2109-109	Ōtāhuhu Kindergarten	Community	Towards the hire costs of two buses and child entry fee to the Auckland War Memorial Museum	$915.00
QR2109-110	Pacific Advance Secondary School Waka Ama Team	Sport and recreation	Towards 12 paddles and 12 life-jackets for their biannual regatta event on 6 November 2021	$2,000.00
QR2109-112	Friends of the Farm under the umbrella of Mangere Bridge Residents and Ratepayers Association Incorporated	Community	Towards costs for a website developer, designer, and photographer to build a community website	$2,000.00
QR2109-114	Mangere Otahuhu Netball centre	Sport and recreation	Towards trophies and awards for the end of year prizegiving event	$2,000.00
Run Report	Auckland Basketball Services Limited	Sport and recreation	Towards in-school coaching and part of the affiliation fees to Basketball New Zealand	$2,000.00
8 of 17	Youthline Auckland Charitable Trust	Community	Towards annual costs for the Youthline service in the Māngere-Ōtāhuhu area.	$2,000.00
QR2109-117	Panacea Arts t/a Mapura Studios	Arts and culture	Towards specialist wages for the arts tutor and venue hire of the Otahuhu Town Hall for the weekly art making sessions from 27 July to 21 December 2021.	$2,000.00
QR2109-118	Mangere Hawks Netball Club	Sport and recreation	Towards participation trophies for players for the end of year prizegiving for the club.	$2,000.00
QR2109-120	Māngere Bridge Vipers Netball Club	Sport and recreation	Towards 10 sets of junior bibs and four sets of senior bibs, four first aid kits, and extra high use first aid supplies.	$1,429.00
QR2109-121	NewZealand Hindu Temple Society Incorporated	Arts and culture	Towards promotional marketing, food, and a public address system for Guru Purnima	$2,000.00
QR2109-122	New Zealand Blue Light Ventures Incorporated	Community	Towards Rainbows End entry tickets for 78 disadvantaged and at-risk youth and youth participating in leadership roles from primary and intermediate schools in the local board area.	$1,967.16
QR2109-125	Tōtara Hospice	Community	Towards the purchase of clinical care car packs for the hospice	$1,680.82
QR2109-127	Polynesian Entertainers Limited	Community	Towards administration fees, fire expert tutors, and practice sticks for the free “Siva Afi” workshops from 4 September to 20 November 2021.	$2,000.00
Total				$29,991.98

Horopaki

Context

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

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

8. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

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

· any additional accountability requirements.

9. The Māngere-Ōtāhuhu Local Board adopted its grants programme for 2019/2020 on 20 May 2020 and will operate one quick response and two local grants rounds for this financial year.

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

13. Local board grants can contribute to expanding climate action by supporting projects that reduce carbon emissions and increase community resilience to climate impacts. Examples of projects include local food production and food waste reduction; decreasing use of single-occupancy transport options; home energy efficiency and community renewable energy generation; local tree planting and streamside revegetation; and education about sustainable lifestyle choices that reduce carbon footprints.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

16. Local boards are responsible for the decision-making and allocation of local board community grants. Māngere-Ōtāhuhu Local Board is required to fund, part-fund or decline these grant applications against the local board priorities identified in the local board grant programme.

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

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

19. The Māngere-Ōtāhuhu Local Board adopted the Māngere-Ōtāhuhu Grants Programme 2020/2021 on 20 May 2020 in Attachment A. The document sets application guidelines for contestable community grants submitted to the local board.

20. The Māngere-Ōtāhuhu Local Board has set a total community grants budget of $373,000 for the 2020/2021 financial year. A total of $335,078 has been allocated to Local Grant and Multi-Board Rounds One and Two, leaving $37,922 to be allocated to Quick Response Round One.

21. Seventeen applications were received for the Quick Response Grant Round One 2020/2021, requesting a total of $29,991.98.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

23. Following the Māngere-Ōtāhuhu Local Board allocation of funding for the Quick Response Grants Round One, staff will notify the applicants of the local board’s decision and facilitate payment of the grant.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Māngere-Ōtāhuhu Grant Programme 2020/2021	21
b	Māngere-Ōtāhuhu Grant Programme 2020-2021 grant applications (Under Separate Cover)

Ngā kaihaina

Signatories

Authors

Rikka Barbosa - Grants Advisor

Authorisers

Marion Davies - Grants and Incentives Manager

Manoj Ragupathy - Local Area Manager

No.	Title	Page
a ⇩	Eke Panuku Development Auckland - Māngere-Ōtāhuhu Local Board Six-Monthly Report to 31 March 2021	29

Māngere-Ōtāhuhu Local Board

16 June 2021

Approval of the 2021/2022 Māngere-Ōtāhuhu Local Board Infrastructure and Environmental Services work programme

File No.: CP2021/07235

Te take mō te pūrongo

Purpose of the report

1. To approve the 2021/2022 Māngere-Ōtāhuhu 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 Māngere-Ōtāhuhu 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 as provided in Attachment A.

3. The work programme responds to the outcomes and objectives identified in the Māngere-Ōtāhuhu 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 - $23,000

· Low carbon lifestyles - $30,000

· Māngere bike hub - $25,000

· Māngere waterways restoration - $70,600

· Manukau Harbour Forum - $7,400

· Pest Free Ihumātao - $100,000

· Pest Free Urban South - $30,000

· Pūkaki Crater restoration - $52,500

· Māngere-Ōtāhuhu Resource Recovery Network - $20,000

· Schools waste minimisation programme - $30,000

· Tāmaki Estuary Environmental Forum - $8,000.

6. The proposed work programme has a total value of $416,500, 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

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

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

Activity name	2021/2022 budget for approval
Climate action programme	$20,000
Industrial pollution prevention programme	$23,000
Low carbon lifestyles	$30,000
Māngere bike hub	$25,000
Māngere waterways restoration	$70,600
Manukau Harbour Forum	$7,400
Pest Free Ihumātao	$100,000
Pest Free Urban South	$30,000
Pūkaki Crater restoration	$52,500
Māngere-Ōtāhuhu Resource Recovery Network	$20,000
Schools waste minimisation programme	$30,000
Tāmaki Estuary Environmental Forum	$8,000
Total	$416,500

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

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

Horopaki

Context

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 in Attachment A.

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

· promoting climate change awareness and resilience

· protecting and preserving our waterways, shorelines and wildlife for future generations to enjoy and look after

· preserving our local heritage.

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

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

· Regional Pest Management Plan

· Urban Ngahere Strategy

· Waste Management and Minimisation 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 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 Māngere-Ōtāhuhu Local Board Plan 2020 environmental objectives, as detailed above.

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

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 local board has indicated that it would like to fund this new community-based climate action programme to prioritise reducing emissions and supporting adaptation to climate impacts. The programme encourages collaboration between existing community organisations and businesses already involved in low carbon initiatives.

20. Funding for the 2021/2022 will support the following activities:

· an analysis of existing local initiatives contributing to low carbon outcomes

· forming a working group of community stakeholders and iwi to help identify and prioritise strategic action

· developing a local climate action plan, which will provide a roadmap for Māngere-Ōtāhuhu to become a low carbon community.

21. The programme will engage and activate local community action in food waste reduction, local food production, plant-based diets, sustainable transport, energy efficient homes, carbon sequestration, local circular economy and climate advocacy.

22. Staff recommend that the board allocate $20,000 towards this programme in 2021/2022.

23. Approval in principle is also sought for $40,000 in 2022/2023 and $70,000 in 2023/2024 towards this programme. This proposed increase will allow for a dedicated resource to coordinate and implement the low climate action plan.

Industrial pollution prevention programme - $23,000

24. The local board has indicated that it would like to fund this programme for another year to focus on a second stage of visits within the Airport Oaks area. Due to extensive growth and many businesses seeing a change in ownership since the initial roll out of the programme in February 2018, a second phase of the programme is recommended to educate new businesses and follow up on existing practices.

25. This is an educational programme which informs businesses about the impacts their activities may be having on local waterways. The programme contributes to improved business practices to protect our streams and tributaries, a reduced risk of pollution events and social responsibility.

26. The programme involves site inspections and discussion with business owners about potential issues around pollution, waste minimisation techniques and spill training. If changes are recommended, a report is sent to the business and a follow up visit is conducted. The programme also involves a mapping exercise to ensure that commercial businesses understand how the stormwater network connects to local waterways.

27. A report will be presented to the local board at the end of the financial year to identify specific locations where businesses were targeted, what recommendations were made and if the recommendations have been implemented.

28. In 2020/2021 the local board provided $29,000 to fund this programme. Staff recommend that the board allocate $23,000 towards this programme in 2021/2022.

Low carbon lifestyles - $30,000

29. The board has indicated it would like to continue to fund the low carbon lifestyles programme in the 2021/2022 financial year. The programme will continue to engage in conversation with residents on their doorstep in targeted areas to encourage behavioural changes that will help reduce carbon emissions.

30. The low carbon lifestyles programme is expanding its climate action advice to include food and transport in addition to home energy advice.

31. Funding this programme in 2021/2022 will help residents with:

· improved health and wellbeing through changes in home health and dietary improvements

· better home performance and more comfortable living conditions

· savings and reducing carbon emissions through efficiencies such as reducing power bills and food wastage

· improved health and fitness for residents by exchanging vehicle travel for active and public transport.

32. In 2020/2021 the local board provided $35,000 to fund this programme. Staff recommend that the board allocate $30,000 towards this programme in 2021/2022.

33. Approval in principle is also sought for $30,000 in 2022/2023 and $30,000 in 2023/2024.

Māngere bike hub - $25,000

34. The local board has indicated that it would like to fund the Māngere bike hub for the 2020/2021 financial year.

35. This project will support the community to learn and apply basic bike maintenance skills. Bike hubs also divert bikes from the waste stream and recondition them so they can be provided back into the community at low or no cost. The project provides communities with the skills, knowledge and resources to make positive choices for sustainable living and reduce their ecological footprint.

36. Local board funding for the 2020/2021 financial year will:

· contribute to the operation of the community-led EcoMatters bike hub

· develop a sustainable operating model for the bike hub

· secure funding and support from other sources to enable the development of the bike hub and its programmes.

37. Staff recommend that the board allocate $25,000 towards this programme in 2021/2022.

38. Approval in principle is also sought for $25,750 in 2022/2023 and $26,523 in 2023/2024 towards this programme.

Māngere waterways restoration - $70,600

39. The board has indicated that it would like to continue to fund the Māngere Waterways restoration programme. In 2021/2022 the programme will continue to engage with schools and community, while enhancing streams through canopy tree planting and weed control.

40. Continued funding will enable the local stream coordinator to maintain the shared vision for the regeneration of Māngere’s streams – Tararata, Harania, Ōruarangi and Waokauri. The coordinator connects communities to local waterways by engaging with stream neighbours, schools and other stakeholders to raise awareness around stream health, littering and the ecological and cultural significance of the waterways.

41. The programme will involve regular water quality monitoring with schools and fish surveys to locate the best sites for artificial stream habitat to protect threatened native species such as the giant kōkopu.

42. The stream coordinator will work closely with the Pest Free Urban South coordinator to facilitate predator management and research around the stream catchments as well as support community events, such as predator control to protect native biodiversity.

43. This year’s programme will add to the foundation work that has been undertaken in 2019/2020 and 2020/2021. Schools will continue to use the stream as resource to complete national curriculum coverage for science and social studies.

44. In 2020/2021 the local board provided $74,100 to fund this programme. Staff recommend that the board allocate $70,600 towards this programme in 2021/2022.

45. Approval in principle is also sought for $65,000 in 2022/2023 and $60,000 in 2023/2024 towards this programme.

Manukau Harbour Forum - $7,400

46. The board has indicated that it would like to continue to fund the Manukau Harbour Forum in the 2021/2022 financial year. The board is one of nine local boards who make up the Manukau Harbour Forum (Franklin, Māngere-Ōtāhuhu, Manurewa, Maungakiekie-Tāmaki, Ōtara-Papatoetoe, Papakura, Puketāpapa, Waitākere Ranges and Whau Local Boards). These local boards border the Manukau Harbour and have an interest in protecting and restoring the mauri of the harbour.

47. In 2020/2021, each of the member local boards provided $1,750 to co-fund the Manukau Harbour Forum and $43,650 was carried forward from the 2019/2020 financial year. This was allocated to several activities including a Manukau Harbour Forum coordinator, a youth sustainability wānanga, and a youth freshwater monitoring training programme.

48. Staff recommend that each of the nine member boards contribute a further $7,400 each towards the forum in the 2021/2022 financial year, allowing a total budget of $66,600. Staff recommend that this funding supports:

· a Manukau Harbour Forum coordinator to assist with the delivery of the forum’s goals ($45,000)

· funding for a youth sustainability wānanga which would involve around 50 students from all member local board areas to develop leadership skills, sustainability knowledge, and collaborative action projects ($15,000)

· funding to develop a communications plan for the Manukau Harbour Forum ($6,000).

49. Approval in principle is also sought for $8,000 towards this programme from each member local board in both 2022/2023 and 2023/2024.

Pest Free Ihumātao - $100,000

50. The local board has indicated that it will continue to fund Pest Free Ihumātao. In its fourth year, this programme will continue to work collaboratively with iwi to protect and enhance the environment of Ihumātao.

51. In 2021/2022 the programme will:

· boost Makaurau Marae nursery’s production capability through training and development with whānau members

· continue to implement the Ōruarangi Awa catchment management plan

· support community groups and adjacent businesses who are keen to be part of a Pest Free Ihumātao

· assess native species in the Ihumātao area

· pest plant and animal control, including buffer control in and around the coastal walkway area.

52. Staff will work closely with iwi to enhance public awareness of pest plant species, engage the local community in pest control and support the protection of rare ecological landscapes and species such as the māwhai.

53. In 2020/2021 the local board provided $60,000. Staff recommend that the board allocate $100,000 towards this programme in 2021/2022.

54. Approval in principle is also sought for $120,000 towards this programme in both 2022/2023 and 2023/2024.

Pest Free Urban South - $30,000

55. The local board has indicated that it would like to continue to support the Pest Free Urban South programme in the 2021/2022 financial year. The programme will maintain momentum for the Pest Free Auckland vision across the Māngere-Ōtāhuhu and Ōtara-Papatoetoe Local Board areas by continuing to fund a local Pest Free Urban South coordinator.

56. Funding for the 2021/2022 financial year will support:

· Pest Free Urban South coordinator – identifying key opportunities and areas for community engagement

· empowering local communities by providing pest plant and animal control equipment, contractor assistance to the coordinator and education programmes.

57. The Pest Free Urban South coordinator will identify and work in specific areas of Ōtara-Papatoetoe, such as Māngere Mountain, to focus on improving biodiversity and water quality. They will also build key relationships to actively educate and empower communities to participate in conservation activities.

58. The programme will continue to expand community action through assistance and education to reduce pest plants and animals in the urban south environment. This will involve working with local schools and sports clubs to implement an education programme, coordinating community days and school competitions involving pest control to engage local communities.

59. When the programme was established in 2020/2021, the local board provided $15,000 to fund its first year. Staff recommend that the board allocate $30,000 towards this programme in 2021/2022.

60. Approval in principle is also sought from the local board for $40,000 in 2022/2023 and $50,000 in 2023/2024.

Pūkaki Crater restoration - $30,000

61. The local board has indicated that it would like to continue to support the Pūkaki Crater restoration programme in the 2021/2022 financial year. This programme will continue work on the final stage of revegetation planting of the south-west Pūkaki crater rim to protect the urupā and enhance the biodiversity values of the site. The programme will also continue maintenance of previous plantings, weed control and a section of fencing to protect new planting.

62. This restoration work, in collaboration with Pūkaki Marae, will enhance biodiversity values at Pūkaki Crater, reduce erosion of the crater rim and protect the urupā from further degradation.

63. In 2020/2021 the local board provided $30,000 to fund this programme. Staff recommend that the board allocate $30,000 towards this programme in 2021/2022.

64. Approval in principle is also sought for $20,000 towards this programme in both 2022/2023 and 2023/2024.

Māngere-Ōtāhuhu Resource Recovery Network - $20,000

65. The local board has indicated that it would like to support the Māngere-Ōtāhuhu Resource Recovery Network programme in the 2021/2022 financial year. This programme, previously known as the Māngere Trade and Exchange Network, will continue to expand and build on the shared vision and plan of action for converting waste into resources.

66. This will involve identifying opportunities to leverage off other large-scale programmes happening in the community, such as Kāinga Ora, Tūpuna Maunga Authority, Innovating Streets, Sustainable Business Network and Enviroschools. It will also involve identifying and applying to other potential funding sources, for example Waste Minimisation and Innovation Fund, Love Food Hate Waste or SouthSci, as well as develop and co-ordinate projects.

67. Funding for this programme will support the following activities:

· designing and facilitating a regenerative process

· documentation of the process and outcomes

· engagement and alignment with organisations like the Zero Waste Network and other para kore organisations

· attending Zero Waste Network meetings and training

· planning and delivery of stakeholder hui

· continued promotion of the Resource Recovery Network within the Māngere-Ōtāhuhu community

· maintaining the Resource Recovery Network database.

68. In 2020/2021 the local board provided $20,000 to fund the Māngere Trade and Exchange Network. Staff recommend that the board allocate $20,000 toward this programme in 2021/2022.

69. Approval in principle is also sought for $20,000 towards this programme in both 2022/2023 and 2023/2024.

Schools waste minimisation programme - $30,000

70. The board has indicated that it would like to continue to fund the schools waste minimisation programme in the 2021/2022 financial year. This programme will continue to support 12 schools already in the programme and four additional secondary schools to decrease the amount of waste they are sending to landfill by 20 per cent and engage students and teachers in waste reduction learning.

71. A community waste coordinator will engage with schools for five hours a week to provide experiential education sessions that focus on understanding current waste behaviours, and supporting students and teachers to implement waste reduction practices in their schools.

72. The coordinator will arrange food waste management systems where appropriate to enable schools to reduce waste, such as bokashi bins, compost bins, worm farms and mulchers.

73. Materials and products will be provided by grants direct to schools. At the beginning and conclusion of the project each school will conduct waste audits so that the extent of waste reduction in result of the project can be measured.

74. The project supports community action through education to schools on compost, worm farms, bokashi and mulching green waste. Students will learn how to reduce waste and litter at school, in stormwater drains, on beaches and in their homes and communities.

75. In 2020/2021 the local board provided $30,000 to fund this programme. Staff recommend that the board allocate $30,000 towards this programme in 2021/2022.

76. Approval in principle is also sought for $32,000 towards this programme in both 2022/2023 and 2023/2024.

Tāmaki Estuary Environmental Forum - $8,000

77. The board has indicated that it would like to continue to fund the Tāmaki Estuary Environmental Forum in the 2021/2022 financial year.

78. The Tāmaki Estuary Environmental Forum includes the Howick, Māngere-Ōtāhuhu, Maungakiekie-Tāmaki, Ōrākei and Ōtara-Papatoetoe Local Boards. Members include local community groups, businesses and individual residents who have an interest in protecting and restoring the mauri of the Tāmaki Estuary.

79. In 2020/2021, the five member local boards each provided $9,000 to co-fund the Tāmaki Estuary Environmental Forum. Staff recommend that each member local board contributes a further $8,000 each towards the forum in the 2021/2022 financial year, allowing a total budget of $40,000.

80. This funding will enable continued coordinator support for 12 hours per week to progress the forum’s vision for the Tāmaki Estuary. The funding will also support Tāmaki Estuary Clean Stream Watch, a community stream monitoring and response project, which will enable real time stream water quality data to be captured with community support and guardianship of each sensor.

81. Approval in principle is also sought for $8,000 towards this programme from each member local board in both 2022/2023 and 2023/2024.

Tauākī whakaaweawe āhuarangi

Climate impact statement

82. 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.

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

84. Attachment B outlines the activities in the 2021/2022 work programme that have an impact on greenhouse gas emissions or contribute towards climate change adaptation.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

85. 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.

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

87. Infrastructure and Environmental Services staff will work closely with the Community Empowerment Unit and Parks, Sports and Recreation staff to implement the work programme. Programmes delivering restoration and pest management programmes such as Pūkaki Crater restoration and Pest Free Urban South will require engagement with community groups and will be undertaken on public land.

88. Infrastructure and Environmental Services staff will also work closely with Natural Environment Strategy staff on work related to the Manukau Harbour Forum.

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

Local impacts and local board views

89. The projects proposed for inclusion in the board’s Infrastructure and Environmental Services work programme will have positive environmental outcomes across the Māngere-Ōtāhuhu Local Board area. Particular focus areas for the 2021/2022 work programme include the Airport Oaks, Harania Creek, Ōruarangi Creek, Pūkaki Crater, Tararata Creek and Waokauri Creek.

90. The projects noted above align with the local board plan outcome ‘Protecting our environment and heritage for future generations’. 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

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

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

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

94. 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
Pūkaki Crater restoration	· Kaitiakitanga · Māori identity and culture	Pūkaki Crater co-management committee meetings are held with members from Te Ākitai Waiohua, Auckland Council’s Environmental Services department and Park, Sports and Recreation. These meetings enable proposed works to be discussed openly and are agreed upon before they commence. This ensures the Māori outcomes identified are aligned. All work is delivered in collaboration with the kaitiaki manager of Pūkaki Marae. Half of the plants sourced are supplied by Makaurau Marae nursery to support local Māori business.
Pest Free Ihumatāo	· Māori business, tourism and employment · Kaitiakitanga · Realising rangatahi potential	This project is led and mostly delivered by Makaurau Marae’s environmental division to support economic opportunities for Māori and to boost the nursery’s capabilities in becoming self-sufficient and more resilient. This project facilitates mana whenua to exercise their responsibilities of tino rangatiratanga and kaitiakitanga and Māori to apply tiakitanga. This is achieved through enabling mana whenua to undertake in their rohe - covering Ōruarangi Awa and buffering the land around Ōtuataua Stonefields. Allowing for mātauranga Māori to inform the project design leading to improved community involvement (for example, not using toxins/bait for pest control). This project also enables Māori youth participation and empowers them in decision making, leadership, education and employment.
Schools waste minimisation programme	· Te reo Māori · Kaitiakitanga · Realising Rangatahi Potential	This programme will involve uses of common kupu when teaching students about sustainability and environmental concepts. Students will also be taught about kaitiakitanga and encouraged to act as guardians for their local place. Students will be encouraged to see themselves as part of their communities’ economic system and shown career pathways, learning skills on a pathway for green jobs.

95. 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

96. The proposed environment work programme for 2021/2022 totals to $394,000 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.

97. 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

98. 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.

99. 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.

100. 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.

101. 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.

102. Attachment c shows the key risks associated with activities in the proposed 2021/2022 work programme, as well as proposed mitigations.

103. 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

104. 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.

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	2021/2022 Māngere-Ōtāhuhu Infrastructure and Environmental Services work programme	47
b ⇩	Climate impact assessment of proposed activities Māngere-Ōtāhuhu 2021/2022	51
c ⇩	Risks and mitigations Māngere-Ōtāhuhu work programme 2021/2022	53

Ngā kaihaina

Signatories

Authors

Linh Tra - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Manoj Ragupathy - Local Area Manager

Māngere-Ōtāhuhu Local Board

16 June 2021

Approval of the Plans and Places work programme 2021/2022

File No.: CP2021/07501

Te take mō te pūrongo

Purpose of the report

1. To approve the Māngere-Ōtāhuhu Local Board Plans and Places work programme 2021/2022.

Whakarāpopototanga matua

Executive summary

2. This report presents the Plans and Places’ work programme for the 2021/2022 financial year for approval by the Māngere-Ōtāhuhu Local Board provided in Attachment A.

3 The work programme responds to the following outcome that the local board identified in the Māngere-Ōtāhuhu Local Board Plan 2020:

· Outcome 1: A confident and sustainable local economy.

4. Plans and Places has one activity on the Māngere-Ōtāhuhu work programme for the 2021/2022 financial year, namely undertaking a review of parts of the Māngere-Ōtāhuhu area plan and Ōtara-Papatoetoe area plan. This is an existing project which is currently underway and will continue into the 2021/2022 financial year.

5. This work programme activity is funded through the regional budget and is not 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 activity will be provided through the board’s quarterly performance reports.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) approve the Plans and Places work programme 2021/2022 for the Māngere-Ōtāhuhu Local Board in Attachment A.

Horopaki

Context

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

8. The work programme activity for delivery by Plans and Places responds to the outcomes and objectives that the local board identified in the Māngere-Ōtāhuhu Local Board Plan 2020. The specific outcome that is reflected in the work programme is:

· Outcome 1: A confident and sustainable local economy.

Tātaritanga me ngā tohutohu

Analysis and advice

9. The proposed activity for delivery as part of the local board’s Plans and Places work programme 2021/2022 is the undertaking of a review of parts of the Māngere-Ōtāhuhu area plan and Ōtara-Papatoetoe area plan. This is an existing project which is underway and will continue into the 2021/2022 financial year. See Attachment A for further detail.

Tauākī whakaaweawe āhuarangi

Climate impact statement

10. The decision does not impact on greenhouse gas emissions or contribute towards adapting to the impacts of climate change. However, the integrated area plan will contribute to the council’s climate goals as set out in Te Tatuke-a-Tawhiri: Auckland’s Climate Plan which are:

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

12. The review of parts of the Māngere-Ōtāhuhu area plan and Ōtara-Papatoetoe area plan is being undertaken in close collaboration with relevant council departments and CCOs.

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

Local impacts and local board views

13. The proposed Māngere-Ōtāhuhu work programme has been considered by the local board at a series of workshops from November 2020 to May 2021.

14. The review of parts of the Māngere-Ōtāhuhu area plan and Ōtara-Papatoetoe area plan aligns with the Māngere-Ōtāhuhu Local Board Plan 2020 outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

15. Mana whenua are playing an integral role in the review of parts of the Māngere-Ōtāhuhu area plan and Ōtara-Papatoetoe area plan and this will continue until the review has been completed. The following mana whenua have participated closely with the Plans and Places team and the working group guiding the development of the review:

· Te Ākitai Waiohua

· Te Ahiwaru Waiohua

· Ngaati Whanaunga

· Ngāti Tamaoho

· Ngāi Tai ki Tāmaki

· Te Rūnanga o Ngāti Whātua

· Ngati Te Ata Waiohua.

Ngā ritenga ā-pūtea

Financial implications

16. The review of parts of the Māngere-Ōtāhuhu area plan and Ōtara-Papatoetoe area plan is funded through the regional budget and not from within the board’s draft locally driven initiatives (LDI) budget for the 2021/2022 financial year.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

17. It is envisaged that the review of parts of the Māngere-Ōtāhuhu area plan and Ōtara-Papatoetoe area plan will be completed during the 2021/2022 financial year. If due to unforeseen circumstances, this activity is delayed, it will be signalled to the local board at the earliest opportunity.

Ngā koringa ā-muri

Next steps

18. Delivery of the activity is currently underway and will continue into the 2021/2022 financial year. Activity progress will be reported to the local board on a quarterly basis.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Plans and Places work programme 2021-2022 - Māngere-Ōtāhuhu Local Board	61

Ngā kaihaina

Signatories

Authors

Marc Dendale - Team Leader Planning - South

Authorisers

John Duguid - General Manager - Plans and Places

Manoj Ragupathy - Local Area Manager

Māngere-Ōtāhuhu Local Board

16 June 2021

Approval of the 2021/2022 Māngere-Ōtāhuhu Local Board Customer and Community Services work programme

File No.: CP2021/07699

Te take mō te pūrongo

Purpose of the report

1. To approve the 2021/2022 Māngere-Ōtāhuhu Local Board Customer and Community Services work programme and approve in principle the 2022/2023 and 2023/2024 work programmes.

Whakarāpopototanga matua

Executive summary

2. This report presents the 2021/2022 Māngere-Ōtāhuhu Local Board Customer and Community Services work programme with associated budget for approval, as well as the subsequent two financial years, 2022/2023 and 2023/2024 work programmes for approval in principle. The work programme is provided as Attachment A.

3. 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.

4. 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 Māngere-Ōtāhuhu Local Board Plan 2020.

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

6. 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.

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

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

9. 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.

10. 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.

11. 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 Māngere-Ōtāhuhu 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 as provided in Attachment A

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

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

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

Horopaki

Context

12. 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.

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

14. 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.

15. 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 2 - We are building well connected, engaged, and active communities

· Outcome 3 - Protecting our environment and heritage for future generations

· Outcome 4 - Celebrating our unique Tangata Whenua and Pasifika identities

· Outcome 5 - Our children and young people grow and succeed

· Outcome 6 - We thrive and belong in safe, healthy communities.

16. 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

17. Delivery of the work programme is the realisation of the local board’s aspirations for its community, as identified in the Māngere-Ōtāhuhu Local Board Plan 2020.

18. The local board has discretion to allocate a portion of its budget to a project or activity that it identifies as a priority across the three-year work programme period.

19. 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.

20. 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).

21. 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.

22. 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.

23. 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.

24. 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.

25. 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.

26. 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

27. 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.

28. 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

29. 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.

30. 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.

31. 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.

32. 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.

33. The Māngere-Ōtāhuhu Local Board work programme includes 31 activities that are identified as delivering moderate to high outcomes for Māori.

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

Types of budget

35. 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.

36. 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

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

38. Attachment C 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.

39. 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.

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

Risk Adjusted Programme

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

42. 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.

43. 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

44. 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.

45. 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.

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

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

Process for changes to the approved work programme

48. 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.

49. 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.

50. 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.

51. 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

52. 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.

53. 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.

54. 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.

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

56. Attachment E 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

57. 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.

58. 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

59. Delivery of the work programme is the local board’s implementation of outcomes and objectives in the Māngere-Ōtāhuhu Local Board Plan 2020.

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

Tauākī whakaaweawe Māori

Māori impact statement

61. 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.

62. In the local board area, 16.4 per cent of the total population identify as Māori.

63. 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.

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

Ngā ritenga ā-pūtea

Financial implications

65. 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.

66. 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.

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

68. 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.

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

Table 3: Māngere-Ōtāhuhu Local Board budget allocation

Local budgets	2021/2022 (approve)	2022/2023 (approve in principle)	2023/2024 (approve in principle)
Opex: Locally Driven Initiatives (LDI)	$1,516,500	$1,717,300	$1,717,300
Opex: Asset Based Services (ABS)	$13,250,494	$13,250,494	$13,250,494
Capex: Local Asset Renewals - Budget (ABS)	$2,804,128	$3,286,933	$5,397,039
Capex: Local Asset Renewals - Proposed Allocation (ABS)	$2,804,128	$3,286,933	$5,397,039
Capex: Local Asset Renewals - Unallocated budget (ABS)	$0	$0	$0
Capex: Locally Driven Initiatives (LDI) – Budget	$167,000	$167,000	$167,000
Capex: Locally Driven Initiatives (LDI) - Proposed Allocation	$167,000	$167,000	$167,000
Capex: Locally Driven Initiatives (LDI) - Unallocated budget	$0	$0	$0
Capex: Growth projects Allocation	$0	$515,000	$0
Capex: Coastal projects Allocation	$400,000	$0	$0
Capex: Landslide Prevention projects Allocation	$0	$0	$0
Capex: Specific Purpose Funding - Allocation	$1,800,000	$0	$0
Capex: External Funding Allocation	$507,000	$0	$0
Capex: One Local Initiative	$0	$0	$0
Capex: Long-term Plan discrete	$160,000	$650,000	$0
Capex: Natural Environment Targeted Rate	$0	$0	$0

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

71. 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.

72. 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

73. 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.

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

Table 4: risks and mitigations

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

75. 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.

76. 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

77. 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.

78. 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.

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Customer and Community Services Work Programme 2021-2022	75
b ⇩	Māngere-Ōtāhuhu Māori Outcomes	117
c ⇩	Māngere-Ōtāhuhu Map	121
d ⇩	Māngere-Ōtāhuhu - Regional Projects	123
e ⇩	Māngere-Ōtāhuhu Climate Impacts	125

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

Manoj Ragupathy - Local Area Manager

Māngere-Ōtāhuhu Local Board

16 June 2021

Approval of the Māngere-Ōtāhuhu Local Board Auckland Unlimited work programme 2021/2022

File No.: CP2021/08142

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. This report presents the board’s AUL work programme and associated budgets for approval for delivery within the 2021/2022 financial year in Attachment A.

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

· A confident and sustainable local economy.

· Our children and young people grow and succeed.

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 Economic Development Broker ($85,000)

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

· Young Enterprise Scheme Kick Start Days Sponsorship ($3,500)

· Rebel Business School (formally PopUp Business School) ($12,500).

5. The proposed work programme has a total value of $112,000, 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 Māngere-Ōtāhuhu Local Board:

a) approve the Auckland Unlimited work programme 2021/2022 in Attachment A.

Horopaki

Context

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

8. The work programme responds to the outcomes and objectives that the local board identified in the Māngere-Ōtāhuhu Local Board Plan 2020. The specific outcomes that are reflected in the work programme are:

· A confident and sustainable local economy.

· Our children and young people grow and succeed.

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. Attachment A has further detail.

Local Economic Development Broker -$85,000

10. The primary purpose of this role is to champion Mangere-Otahuhu businesses and facilitate access of local people to training, skills and quality employment opportunities, in order to grow local prosperity and employment.

11. The broker will be to help identify local economic opportunities and help businesses make the necessary connections to enable them to take advantage of those opportunities. The broker will utilise their links with relevant CCOs and departments within the Auckland Council family to ensure businesses are informed of relevant opportunities.

12. The $85,000 budget allocation will cover the broker’s salary for six months, expenses up to $10,000, and a project delivery budget of up to $10,000. The project delivery budget will be allocated to local projects that meet certain criteria where these help seed initiatives with strong economic benefit potential. A Local Economic Broker is expected to:

• promote the business support that is available to ensure Mangere-Otahuhu businesses take up assistance that has been made available

• build key strategic relationships with employers and training providers to promote access to opportunities for Mangere-Otahuhu residents

• support development of specific key local attractions

• establish what the board’s expectations are in terms of the opportunities they wish to support

• enable the delivery of small-scale economic development projects that boost local business capability or grow an economic opportunity.

13. The local board will fund the employment/contracting of a Local Economic Broker who has a small ‘interventions’ budget to deliver projects that meet an identified need within the local business community. The broker and their work programme would be managed through the AUL Local Economic Development team but be dedicated to facilitating local economic initiatives and programmes in partnership with local businesses and other groups.

14. The role will be scoped in detail with the local board early in FY 21/22 with a view to having a broker in Quarter 3.

Local Business Mentors - $11,000

15. 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 small to medium sized enterprises (SMEs) across the region, especially smaller businesses, are now unable to access support via the RBP programme. Subsequent research by AUL has shown that there is still significant demand for support.

16. A total of 170 businesses in Māngere-Ōtāhuhu accessed the RBP over the course of 2020. In the six months, July – December 2020, 2.0% of subscribers to the RBP were from Māngere-Ōtāhuhu, an area home to 2.3% of the region’s businesses. All businesses were eligible under the COVID Response package but that won’t be the case going forward.

17. There are 4,689 businesses in Māngere-Ōtāhuhu. Over 3,500 (75%) 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.

18. 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.

19. Auckland Unlimited (AUL) will contract Business Mentor New Zealand to provide the service to businesses from the local board area. 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 the opportunity to businesses e.g. via email to Māngere-Ōtāhuhu 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.

20. 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.

Rebel Business School - $12,500

21. The Rebel Business School (previously known as PopUp Business School) provides a free 10-day business school to provide education and support for local people interested in starting their own business. Examples elsewhere have had positive results in terms of the numbers of businesses established. By supporting local residents, by providing entrepreneurial training, the generation of local businesses will be increased and local employment opportunities provided. A contribution from the Ministry of Social Development is also being made. AUL will manage the contract and provide logistical support on behalf of the Māngere-Ōtāhuhu Local Board.

Young Enterprise Scheme Kick Start Days Sponsorship- $3,000

22. 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.

23. 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 team work. YES helps create a culture of innovation and entrepreneurship amongst Auckland’s young people.

24. The funding from the local board will support the delivery of the overall YES program, including the Kick Start days in February 2022 where the Auckland Business Chamber will specifically acknowledge local board support. The Kick start days are the first day students get 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

25. 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

26. 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

27. 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.

28. The activities in the proposed work programme align with the Māngere-Ōtāhuhu Local Board Plan 2020 outcomes specifically:

· A confident and sustainable local economy

· Our children and young people grow and succeed.

Tauākī whakaaweawe Māori

Māori impact statement

29. Table 1 outlines the activities in the 2020/2021 work programme that contribute towards the delivery of specific Māori outcomes.

Table 1: Māori impact assessment of proposed activities

Activity name	Māori impact
Local Economic Development Broker	Māori economic development will be considered as part of brokers’ work programme. The broker will work with Auckland Council, AUL, and other relevant organisations to ensure Māori economic development outcomes are actively sought.
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.
Rebel Business School	Rebel Business School project will report on the numbers of Māori participating on the course and establishing a Māori owned business are collected as a part of the reporting on the effectiveness of the 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

30. The proposed AUL work programme budget for 2022/2022 is $112,000 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

31. 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.

32. Table 2 shows the identified significant risks associated with activities in the proposed 2021/2022 work programme.

Table 2: Significant risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Local Economic Development Broker	Unable to recruit the suitable person	Work with Auckland Council Recruitment to develop job description and take role to market.	Medium
Rebel Business School	Low attendance	Concerted locally targeted social media promotion and use of local networks to reach target audience. A review of attendance patterns will be undertaken.	Medium
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

33. 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

34. 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 ⇩	Auckland Unlimited (AUL) work programme 2021/2022.	133

Ngā kaihaina

Signatories

Authors

Luo Lei – Local Economic Development Advisor

Authorisers

John Norman – Strategic Planning Manager

Manoj Ragupathy - Local Area Manager

Māngere-Ōtāhuhu Local Board

16 June 2021

Economic Development Action Plan: Draft for feedback

File No.: CP2021/07027

Te take mō te pūrongo

Purpose of the report

1. To seek local board feedback on the draft Economic Development Action Plan: Council’s role in Auckland’s recovery 2021-24.

Whakarāpopototanga matua

Executive summary

2. The council organisation and council-controlled organisations have worked collaboratively to develop the draft Economic Development Action Plan. This plan defines and agrees, for the next three years, the council family’s economic objectives and priorities and determines a coordinated course of action. The plan is limited to actions that are within the remit of council and council-controlled organisation (CCO) activities.

3. The draft plan aligns with the 10-year budget and will inform the work programmes of relevant council family departments. The work is supported by the chief executives of council and all substantive council-controlled organisations.

4. The draft plan outlines detailed actions within six areas of focus (‘workstreams’) as outlined in Attachment A. It reflects the guiding principles of transitioning towards a regenerative and low carbon economy, supporting economic opportunities for Māori, and responding to our communities of greatest need.

5. There will be targeted engagement on the draft plan, including with iwi, advisory panel members and business groups. Feedback will be sought until 17 June 2021.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) receive the draft Economic Development Action Plan: Council’s role in Auckland’s recovery 2021-24

b) provide feedback by 17 June 2021 for consideration in the final draft Economic Development Action Plan: Council’s role in Auckland’s recovery 2021-24.

Horopaki

Context

6. In August 2020, the CCO Review Panel delivered its report alongside 64 recommendations which were endorsed in full by the Governing Body. The review stated that council and all substantive council-controlled organisations (CCOs) should together define the economic outcomes for Auckland and agree on how to achieve and measure them. The review also acknowledged the need for better coordination and definition of responsibilities for local economic development within the council family. The Economic Development Action Plan forms part of council’s response to that review.

7. The plan is not a long-term strategy and does not replace the Economic Development Strategy 2012. The priorities and focus over the next three years, however, consider direction from council’s existing strategies i.e., the Auckland Plan 2050, Economic Development Strategy 2012, Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan and Kia Ora Tāmaki Makaurau: Council’s Māori Outcomes Framework.

Tātaritanga me ngā tohutohu

Analysis and advice

8. Comprehensive background work to support the development of the action plan has been completed by the Chief Economist Unit (CEU), the Auckland Plan Strategy and Research Department (APSR) and Auckland Unlimited. This includes a report from the CEU providing a profile of Auckland’s economy over the last 10 years, the impact of Covid-19 on the Auckland economy, and the main roadblocks to recovery. The same report also identified areas where the council group can have a material impact on economic development. Key areas are:

· assets

· procurement

· land use and zoning

· regulatory processes

· travel network

· town centres

· pricing

· skills and investment attraction

· tourism attraction

· social support services

· coordination of responses through partnerships.

9. There has also been an extensive review of plans and strategies across the council and CCOs to identify common economic development themes. These were: innovation and technology, Māori economy, regenerative, resilient, low carbon economy, workforce transition, competitive high-value sectors, local economic development, infrastructure, and culture and creativity.

10. This background work formed the basis for six workstreams:

· Destination Tāmaki Makaurau: attracting people and investment

· Local Tāmaki Makaurau: enabling thriving local economies

· Skilled Tāmaki Makaurau: supporting quality jobs and skill development

· Future Tāmaki Makaurau: preparing businesses for the future

· Enabled Tāmaki Makaurau: infrastructure enabling economic development

· Enabled Tāmaki Makaurau: regulations that enable economic development.

11. Each workstream has both council and CCO staff representation. These workstreams have developed a set of actions with responsibilities and timeframes as detailed in this draft plan. A monitoring framework will be developed to ensure roles, responsibilities and accountabilities of council and each CCO are clearly defined as they relate to the actions in the draft plan.

Tauākī whakaaweawe āhuarangi

Climate impact statement

12. Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan has provided direction to the development of the draft plan, aspiring to a more resilient economy that is regenerative, inclusive, local and enables Aucklanders to thrive.

13. The draft action plan has embedded the guiding principle of ‘transitioning to a regenerative and low carbon economy’ into each of its six workstreams. The development of actions is underpinned by kaitiakitanga and considers how resources used give back to nature and increase value through reuse and renewal. Where applicable, actions broadly encourage a decrease in greenhouse gas emissions, low carbon products and services, climate innovation, and less dependency on natural resources.

14. The actions presented in this draft action plan will go through a further climate impact assessment using tools developed by the Chief Sustainability Office. The results of this assessment will be incorporated into the final plan.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

15. The draft plan responds to the CCO review recommendation for council and all CCOs to together define the economic outcomes for Auckland and agree on how to achieve and measure them. The actions in the draft plan will be shared and accountabilities of council and each CCO well defined. Some CCOs will have a more active role than others.

16. The scope and development of the Economic Development Action Plan has been agreed to through the council and CCO Chief Executives’ group. This group is updated with progress on the plan as appropriate. The project team includes a representative and contribution from each CCO.

17. The scope of the plan is limited to actions that are within the remit of council and CCO activities. A review and discussion document of the council group’s levers that materially contribute to economic development formed the basis for this draft plan (refer to Attachment B).

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

Local impacts and local board views

18. Each workstream of the plan will have a local impact, acknowledging the interdependency of local economies and the regional economy. The draft plan includes the focus area ‘Local Tāmaki Makaurau: enabling thriving local economies’ and has been informed by the recent local board plans’ local economic priorities.

19. The Local Tāmaki Makaurau workstream seeks to clarify what the Auckland Council group will do to support the local economies of Auckland. This includes setting out the roles that each part of the group plays in delivering actions, while also setting the foundations to help the group identify the economic places (sub-regional and local) of Auckland and deliver outcomes at the local level.

20. A memo was distributed on 17 February 2021 to inform local board members of the development of council’s Economic Development Action Plan 2021-24 and to outline the process for local board feedback to the plan. At the request of the local board chairpersons, the draft plan will be provided at all local board business meetings in May 2021 with written feedback by formal resolution provided to the project leads by 17 June 2021.

Tauākī whakaaweawe Māori

Māori impact statement

21. Kia Ora Tāmaki Makaurau has provided direction to the development of the draft plan, in particular, the Kia ora te Umanga mahi objective of supporting economic opportunities for Māori businesses and iwi organisations. The draft plan has also considered direction from the Auckland Plan 2050, the Kaitiaki Forum’s strategic plan and the Independent Māori Statutory Board’s Issues of Significance (2017) as they relate to Māori economic development.

22. The draft action plan has embedded the guiding principle of ‘supporting economic opportunities for Māori’ into each of its six workstreams. The development of actions will consider partnership opportunities with mana whenua and mataawaka, a focus on equity and addressing systemic barriers, and identifying new economic opportunities for Māori.

23. The project team have communicated with iwi from the commencement of the project to determine and initiate the preferred process of engagement for each iwi. This draft plan will be sent to all iwi for input and feedback through to 14 June 2021.

Ngā ritenga ā-pūtea

Financial implications

24. The scope of the Economic Development Action Plan states that actions will be funded within the existing 10-year Budget 2021-2031 and therefore, no additional funding is required. The draft plan identifies some actions that rely on external funding sources and partnerships.

25. At the advice of the finance division, budget alignment is demonstrated in the draft plan at both the group of activity and CCO / council directorate level.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

26. The draft plan outlines actions that require a commitment from the responsible directorate to include in their work programmes and within their existing budgets. The monitoring framework will include regular progress reporting to ensure effective implementation of the action plan.

27. This action plan is an internal document, outlining work to be done within the remit of council and its CCOs. The content of the plan builds on earlier consultation undertaken in the development of key strategies that have provided direction. Input and feedback for this action plan has therefore been targeted to key groups.

Ngā koringa ā-muri

Next steps

28. The draft plan will be distributed to the key groups that have been engaged from the commencement of the project. Feedback will be considered until 14 June 2021.

29. The final Economic Development Action Plan: Council’s role in Auckland’s recovery 2021-24 and its monitoring framework will be presented to the Parks, Arts, Community and Events committee on 8 July 2021 for adoption.

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Draft Economic Development Action Plan (Under Separate Cover)
b	Auckland's economic recovery and council's role (Under Separate Cover)

Ngā kaihaina

Signatories

Authors

Janelle Breckell - Principal Strategic Advisor

James Robinson, Head of Strategy and Planning, Auckland Unlimited

Authorisers

Jacques Victor - GM Auckland Plan Strategy and Research

Louise Mason - GM Local Board Services

Manoj Ragupathy - Local Area Manager

Māngere-Ōtāhuhu Local Board

16 June 2021

Delegation of feedback to be provided to the Establishment Unit Board of the City Centre to Māngere light rail project

File No.: CP2021/07872

Te take mō te pūrongo

Purpose of the report

1. To formally delegate one local board member to provide feedback to the Establishment Unit Board of the City Centre to Māngere light rail project.

Whakarāpopototanga matua

Executive summary

2. An Establishment Unit is being set up by the Cabinet to provide the public face of the City Centre to Māngere light rail project, undertake stakeholder and community engagement, and take forward work to resolve key outstanding questions in relation to project scope and delivery. A key output of the unit will be to develop a business case over approximately six months which looks at the available options.

3. The work of the Establishment Unit will be guided by an inclusive governance structure made up of representatives of central and local government, Treaty partners and an independent chairperson.

4. Minister of Transport Hon Michael Wood wrote to local board members in May 2021 inviting local board members to select a single representative to be appointed to the Establishment Unit Board. At the May 2021 Chairs’ Forum, Margi Watson was selected for this role.

5. The Establishment Unit now has until early September 2021 to gather the views of local boards, ward councillors, and the public.

6. Staff are requesting that local boards delegate a member to provide feedback on behalf of the local board, to ensure that feedback can be provided in a short timeframe after public feedback has been collated and provided to the local board.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) delegate one local board member to provide feedback on behalf of the local board to the Establishment Unit Board of the City Centre to Māngere light rail project.

Horopaki

Context

7. In March 2021, the Cabinet met to agree how to progress the next steps for the City Centre to Māngere light rail project (CC2M).

8. To give effect to this, the Cabinet has directed that an Establishment Unit be set up to provide the public face of the project, undertake stakeholder and community engagement, and take forward work to resolve key outstanding questions in relation to project scope and delivery entity.

9. The Establishment Unit Board will be chaired by an independent chair appointed by the Minister of Transport and the Minister of Finance. Membership will comprise:

· a single representative (the chief executive or a senior delegate) from Auckland Council, Auckland Transport, Waka Kotahi, Kāinga Ora and the Ministry of Transport

· a representative from mana whenua

· a representative of Auckland Council’s local boards (Margi Watson)

· a representative of Auckland Council’s Governing Body (Chris Darby)

· Te Waihanga (the New Zealand Infrastructure Commission) and Treasury will support the work of the Establishment Unit Board as observers.

10. A key output of the unit will be to develop a business case over approximately six months which looks at the available options. This will enable quality decisions on key matters based on evidence, such as mode, route alignment and delivery.

11. The Mayor and Deputy Mayor have been invited to join Minister of Transport Hon Michael Wood and Minister of Finance Hon Grant Robertson as sponsors of this project. This sponsors group will play an important function in ensuring political alignment on the project between central and local government and setting strategic direction.

Tātaritanga me ngā tohutohu

Analysis and advice

12. The Auckland Light Rail team will be engaging with local boards first so that local board members are clear about the scope and programme of engagement.

13. This will take place as follows:

· 11 June: briefing the six local boards that are within the planned corridor for light rail - Waitematā, Albert-Eden, Puketāpapa, Maungakiekie-Tāmaki, Māngere-Ōtāhuhu and Ōtara-Papatoetoe

· 14 June: presentation to Chairs’ Forum

· 30 June: inviting local board chairs or their delegate to attend a Planning Committee briefing

· Further briefings will be organised to take place after the public consultation period in July/ August 2021.

14. Staff will focus on providing local board members with an understanding of the approach being taken by the Establishment Unit and key constraints, so that local board members can respond to any queries they received and champion the engagement process within their community.

15. Throughout the engagement period, the Establishment Unit will be seeking broad views, key themes (could be geographically based) and feedback on the outcomes the project is set to achieve. This will mirror the public engagement process that will also focus on outcomes and community experience.

16. In order to ensure that there is adequate time for local boards to review public feedback ahead of providing local board feedback, staff are recommending that local boards delegate a member to provide the local board’s feedback

Tauākī whakaaweawe āhuarangi

Climate impact statement

17. Delegating to one local board member the authority to provide feedback to the Establishment Unit Board of the City Centre to Māngere light rail project does not have any quantifiable climate impacts.

18. The Establishment Unit Board will have an opportunity to consider climate impacts as part of making recommendations on the project.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

19. The Mayor and Deputy Mayor have been invited to join the Minister of Transport Hon Michael Wood and Minister of Finance Hon Grant Robertson as sponsors of the project. The project sponsors will set the strategic direction for the project, including the project scope and engagement plans, and maintain political cooperation between central government and Auckland Council with regards to the project.

20. The Governing Body representative and the local board representative will be joined by the Chief Executive as the representatives of Auckland Council on the Establishment Unit Board.

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

Local impacts and local board views

21. This delegation will provide the opportunity for all local boards to provide formal feedback to the Establishment Unit Board within the given timeframe of this first stage of work.

22. Margi Watson, as the local board representative on the Establishment Unit Board, will develop good lines of communication with other local board members. Having a local board representative on the Establishment Unit Board is not a proxy for local board engagement on this project and does not replace the need to obtain feedback from local boards.

Tauākī whakaaweawe Māori

Māori impact statement

23. The work of the Establishment Unit will be guided by an inclusive governance structure made up of representatives of central and local government, Treaty Partners and an independent chairperson.

24. A key function of the Establishment Unit will be to undertake high quality engagement with communities, stakeholders, mana whenua and mataawaka.

Ngā ritenga ā-pūtea

Financial implications

25. Delegating to one local board member the authority to provide feedback to the Establishment Unit Board of the City Centre to Māngere light rail project does not have any financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

26. No risks have been identified for delegating to one local board member the authority to provide feedback to the Establishment Unit Board of the City Centre to Māngere light rail project.

27. The risks of not appointing a delegate may be that formal feedback is not able to be provided by the local board within the relevant timeframe or may need to be provided via the urgent decision mechanism.

Ngā koringa ā-muri

Next steps

28. Staff will work with the Establishment Unit to make arrangements for local board briefings ahead of public consultation.

29. Public consultation will take place in July and August 2021.

30. Further briefings to provide analysis of the public feedback received will be provided towards the end of August 2021.

31. Delegated local board members will provide feedback on behalf of their local board by 2 September 2021.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Kat Ashmead, Senior Policy Advisor, Local Board Services

Authorisers

Louise Mason - GM Local Board Services

Manoj Ragupathy - Local Area Manager

Māngere-Ōtāhuhu Local Board

16 June 2021

Local Board Views on Plan Change 60 - Open Space (2020) and Other Rezoning Matters

File No.: CP2021/07028

Te take mō te pūrongo

Purpose of the report

1. To invite the local board to provide its views on the council initiated Plan Change 60 – Open Space (2020) and Other Rezoning Matters (PC60).

Whakarāpopototanga matua

Executive summary

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

3. Each local board has a responsibility to communicate the interests and preferences of people in its area on Auckland Council policy documents, including plan changes. A local board can present local views and preferences when that view is expressed by the whole local board.^{^[1]}

4. On 28 January 2021, Auckland Council notified Plan Change 60. Submissions closed on 1 March 2021. The plan change includes 105 sites (in some cases, a site comprises more than one lot) and aims to rezone land to:

(a) recognise land recently vested or acquired as open space

(b) correct zoning errors or anomalies (including rezoning land to better reflect its use)

(d) facilitate Kainga Ora’s and Auckland Council redevelopment of certain neighbourhoods.

5. One hundred and six submissions have been received on the proposed plan change. The vast majority of these oppose Panuku’s rezoning and land disposal. In summary there are 15 submissions in support of the plan change, four in support but seeking amendments, 85 in opposition and two out of scope.

6. No iwi authority has made a submission in support or opposition to Plan Change 60.

7. This report is the mechanism for the local board to resolve and provide its views on Plan Change 60 should it wish to do so. Staff do not recommend what view the local board should convey.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) provide local board views on Plan Change 60 - Open Space (2020) and Other Rezoning Matters.

b) appoint a local board member to speak to the local board views at a hearing on Plan Change 60.

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

Horopaki

Context

8. Each local board is responsible for communicating the interests and preferences of people in its area regarding the content of Auckland Council’s strategies, policies, plans, and bylaws. Local boards provide their views on the content of these documents. Decision-makers must consider local boards’ views when deciding the content of these policy documents.^{^[2]}

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

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

11. This report provides an overview of the proposed plan change to the Auckland Unitary Plan (AUP), and a summary of submissions’ key themes.

12. The report does not recommend what the local board should convey, should the local board decide to convey its views on plan change 60. The planner must include any local board views in the evaluation of the plan change. The planner cannot advise the local board as to what its views should be, and then evaluate those views.

13. The key theme from submissions is opposition to the proposed rezonings relating to Kainga Ora/Auckland Council redevelopment and Panuku’s land rationalisation and disposal. Attachment A identifies the land parcels that are the subject of submissions.

Tātaritanga me ngā tohutohu

Analysis and advice

14. Plan Change 60 affects land across the Auckland region.

15. The purpose of the proposed plan change is to rezone land to either:

(a) recognise land recently vested or acquired as open space

(b) correct zoning errors or anomalies (including rezoning land to better reflect its use)

(d) facilitate Kainga Ora’s and Auckland Council redevelopment of certain neighbourhoods.

16. The Section 32 Report and details of the plan change are available from the council’s website at Plan Change 60. The council’s planner, and other experts, will evaluate and report on:

· section 32 Report that accompanies the plan change

· submissions and

· the views and preferences of the local board, if the local board passes a resolution.

17. Submissions were made by 106 people/organisations as outlined below.

Submissions	Number of submissions
In support	15
In support but requesting change(s)	4
In opposition	85
Out of scope	2
Total	106

18. Key submission themes are listed below.

Oppose the rezoning of:

· 142 Triangle Road, Massey (Maps 4 & 37)

· 1-5 Lippiatt Road, Otahuhu (Map 73)

· 23 Waipuna Road, Mount Wellington (Map 75)

· 12R Rockfield Road, Ellerslie (Map 76)

· 11R Birmingham Road, Otara (Map 77)

· 2R Keeney Court, Papakura (Map 78)

· Walkway adjacent to 45 Brandon Road, Glen Eden (Map 79)

· 45 Georgina Street, Freemans Bay (Map 81)

· 36 Cooper Street, Grey Lynn (Map 82)

· 13 Davern Lane, New Lynn (Map 85)

· 67 East Street, Pukekohe (Map 86)

· Princes Street West, Pukekohe (Map 87)

· R105 Stott Avenue, Birkenhead (Map 93)

· 26 Princes Otahuhu (Map 96).

Support the rezoning but request an alternative zone:

· 2157 East Coast Road, Stillwater (Map 71).

Both support for and opposition to the rezoning:

· 50 Mayflower Close, Mangere East (Map 100)

· 62 Mayflower Close, Mangere East (Map 105).

Support for rezoning or further information required:

· 1337 Whangaparaoa Road, Army Bay (Map 104).

19. The key reasons for submission opposing the plan change include:

· opposed to the rezoning of pocket parks – they are needed to support intensification and for social and environmental benefits

· loss of valuable reserve land

· few parks in the area

· significant negative effect on enjoyment of our neighbourhood/ adverse effects on property and locality

· park has significant cultural heritage associations and natural value

· contradicts Auckland Unitary Plan heritage policies

· inadequate public notification

· green areas needed in more intensive housing areas

· contrary to climate change/greenhouse effects – green spaces are needed for low carbon Auckland Council

· inconsistent with Auckland Unitary Plan objectives and policies

· park has trees which will be lost with rezoning and development

· site is an overland flow path and flood plain

· property values will be adversely affected

· loss of walkway and critical linkage

· sale of spaces is desperate revenue gathering/selling due to Covid is short-sighted

· subsequent building will severely impact on sunlight and amenities of adjoining sites

· contrary to Auckland Council’s declaration of a climate emergency, open space network plans, National Policy Statement – Urban Development – well functioning environments, open space provision policy, Auckland Plan 2050, the Urban Ngahere Strategy

· site is a Significant Ecological Area and part of a wildlife corridor and refuge

· inconsistent with Local Boards goal of increasing tree canopy.

20. Information on individual submissions, and the summary of all decisions requested by submitters, is available from council’s website: Plan Change 60.

Tauākī whakaaweawe āhuarangi

Climate impact statement

21. Several submissions raised specific climate concerns. These relate to the loss of locally accessible open space and the associated vegetation, particularly mature trees.

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

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

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

23. The local board could consider if Plan Change 60:

· will reduce, increase or have no effect on Auckland’s overall greenhouse gas emissions (e.g. does it encourage car dependency, enhance connections to public transit, walking and cycling or support quality compact urban form)

· prepare the region for the adverse impacts of climate change. That is, does the proposed plan change elevate or alleviate climate risks (e.g. flooding, coastal and storm inundation, urban heat effect, stress on infrastructure).

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

24. Panuku is a council-controlled organisation that resulted from the merging of Auckland Council Property Limited and Waterfront Auckland. One of the roles of Panuku is the release of land or properties that can be better utilised by others.

25. In conjunction with Auckland Council’s Stakeholder and Land Advisory team, Panuku has identified 26 council-owned parcels of land which are either surplus to requirements or they are part of a Panuku regeneration project (i.e. a series of projects and initiatives designed to kickstart the transformation process and bring about changes that will help centres prosper in the future). Those parcels considered to be surplus to requirements have been cleared for sale by Auckland Council.

26. Auckland Council’s decision to dispose of or sell the land parcels is separate from the zoning of the land. Zoning is a method used to implement the Auckland Unitary Plan’s objectives and policies and to achieve the purpose of the Resource Management Act 1991 (RMA). The merit of any rezoning of land (from open space to residential or business) therefore must be assessed against the purpose of the RMA and the relevant Auckland Unitary Plan objectives and policies. Other relevant considerations which will be considered in the section 42A hearing report include the Auckland Plan 2050, Auckland’s Climate Plan and the Urban Ngahere Strategy and open space network plans.

27. Auckland Transport made a submission in relation to the rezoning of 1337 Whangaparaoa Road, Army Bay. The key matter raised is the traffic effects of rezoning the Whangaparaoa Golf course from Residential – Single House to Open Space – Sport and Active Recreation zone.

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

Local impacts and local board views

28. The plan change affects sites throughout the Auckland region and feedback is therefore sought from all local boards.

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

· interests and preferences of people in local board area

· well-being of communities within the local board area

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

· responsibilities and operation of the local board.

30. A memo was sent to all local boards on 27 October 2020 outlining the proposed changes, the rationale for them and the likely plan change timeframes.

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

Tauākī whakaaweawe Māori

Māori impact statement

32. If the local board chooses to provide its views on Plan Change 60 it may also comment on matters that may be of interest or importance to Māori generally. In the 2018 census, approximately 11.5 per cent (or 181,194) of the Auckland region’s population identified as Māori.

33. Plans and Places consulted with all iwi authorities when it prepared Plan Change 60. On 27 October 2020, a memorandum outlining the draft proposed plan change was sent to all Auckland’s 19 mana whenua entities and the Tupuna Maunga Authority as required under the RMA.

34. Comments were received from:

· Ngāti Manuhiri – asking for an extension of time to 11 December 2020 to enable a discussion with their governance arm

· Waikato Tainui – they will support manawhenua to take the lead role on such plan changes

· Tupuna Maunga Authority – their interest is those sites that are within Height Sensitive Areas or regionally Significant Volcanic Viewshafts.

35. No iwi authorities made a formal submission.

36. The hearing report will include analysis of Part 2 of the RMA which requires that all persons exercising RMA functions shall take into account the principles of the Treaty of Waitangi/Te Tiriti o Waitangi.^{^[3]} The plan change does not trigger an issue of significance as identified in the Schedule of Issues of Significance and Māori Plan 2017.^{^[4]}

Ngā ritenga ā-pūtea

Financial implications

37. Panuku’s land rezoning and rationalisation (26 land parcels) is part of the Auckland Council’s financial recovery.

38. The draft Long-term Plan 2021-2031 proposes the selling of surplus properties and reinvesting the proceeds into critical infrastructure for the city. Over the next three years, Auckland Council is seeking to increase these sales to return $70 million a year to invest in Auckland.

39. The 26 land parcels that are part of this plan change form part of the $70 million return sought.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

· the mechanism for the local board to express its views and preferences if it so wishes

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

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

42. The power to provide local board views regarding the content of a plan change cannot be delegated to individual local board member(s).^{^[5]} This report enables the whole local board to decide whether to provide its views and, if so, to determine what matters those views should include.

Ngā koringa ā-muri

Next steps

43. The planner will include, and report on, any resolution(s) of the local boards in the Section 42A hearing report. The local board member appointed to speak to the local board’s views will be informed of the hearing date and invited to the hearing for that purpose.

44. The planner will advise the local boards of the decision on the plan change request by memorandum.

Ngā tāpirihanga

Attachments

No.	Title	Page
a	The land parcels in PC60 that are the subject of submissions (Under Separate Cover)

Ngā kaihaina

Signatories

Authors

Tony Reidy - Team Leader Planning

Authorisers

Eryn Shields - Team Leader Regional, North West and Islands

John Duguid - General Manager - Plans and Places

Louise Mason - GM Local Board Services

Manoj Ragupathy - Local Area Manager

Māngere-Ōtāhuhu Local Board

16 June 2021

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

File No.: CP2021/07940

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 local board has received and discussed the Equity of Service Levels and Funding - Draft Report at its April/May 2021 workshop.

3. The Draft Report is provided as Attachment A and 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. A template has been provided in Attachment B to capture the local board’s feedback on these proposals.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) provide feedback using the attached template in Attachment B 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 provided in Attachment A.

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 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 in Attachment A.

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	Equity of Service Levels and Funding Draft Report (Under Separate Cover)
b	Governance Framework Review - Service levels and funding - feedback template (Under Separate Cover)

Ngā kaihaina

Signatories

Authors

Gary Pemberton - Programme Change Lead

Authorisers

Justine Haves - General Manager Service Strategy and Integration

Louise Mason - GM Local Board Services

Manoj Ragupathy - Local Area Manager

Māngere-Ōtāhuhu Local Board

16 June 2021

Adoption of the Māngere-Ōtāhuhu Local Board Agreement 2021/2022

File No.: CP2021/07328

Te take mō te pūrongo

Purpose of the report

1. To adopt the local content for the 10-year Budget, which includes the Māngere-Ōtāhuhu 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. Auckland Council must have a local board agreement, as agreed between the Governing Body and the local board, for each local board area in each financial year.

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 Māngere-Ōtāhuhu Local Board:

a) adopt the local content for the 10-year Budget, which includes the Māngere-Ōtāhuhu Local Board Agreement 2021/22, the message from the chair, and local board advocacy (Attachment A - tabled at the business meeting)

b) adopt a local fees and charges schedule for 2021/2022 provided in Attachment B

c) delegate authority to the Chair to make any final changes to the local content for the 10-year Budget 2021-2031 (the Māngere-Ōtāhuhu 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. In 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. Due to COVID-19 restrictions only one locally held event through a webinar platform was held in the Māngere-Ōtāhuhu 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 (Attachment A - tabled at the business meeting), 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.

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 Māngere-Ōtāhuhu Local Board area 26 identified as Māori. In total, seven mana whenua and four mataawaka entities from the Māngere-Ōtāhuhu Local Board rohe also submitted to 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 ⇩	Local content to support the 10-year Budget 2021-2031: (to be tabled at the meeting) • Local Board Agreement 2021/2022 • Message from the Chair • Local board advocacy	159
b ⇩	Local fees and charges schedule 2021/2022	161

Ngā kaihaina

Signatories

Authors

Francis Martin – Advisor Plans and Programmes

Authorisers

Louise Mason - GM Local Board Services

Manoj Ragupathy - Local Area Manager

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

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

[4] Schedule of Issues of Significance and Māori Plan 2017, Independent Māori Statutory Board

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

Chairperson	Lemauga Lydia Sosene
Deputy Chairperson	Tauanu’u Nanai Nick Bakulich
Members	Makalita Kolo
	Christine O'Brien
	Papaliitele Lafulafu Peo
	Togiatolu Walter Togiamua
	Harry Fatu Toleafoa