Agenda of Maungakiekie-Tāmaki Local Board

No.	Title	Page
a ⇩	Chair M Meredith Monthly Update June 2021	11

No.	Title	Page
a ⇩	Auckland Unlimited Quarterly Report ending 31 March 2021	19

Maungakiekie-Tāmaki Local Board

22 June 2021

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

File No.: CP2021/08205

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 in Attachment A sets out the draft recommendations from the Joint Governance Working Party in relation to:

· improving the equity of funding allocation across local boards

· increasing the decision-making responsibility of local boards

· establishing minimum service levels

· implications of multi-board services.

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

5. The local board’s feedback on these proposals can be provided in the template in Attachment B.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) provide feedback using the 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. The draft report in provided as 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. The proposals in the draft report are significant changes. If adopted by the Governing Body, these recommendations would:

· increase local board decision-making responsibilities over community services

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

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

· have a high community interest

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

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

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

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

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

21. More detailed discussion of the local implications of the policy proposal is included in the draft report.

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	37
b ⇩	Governance Framework Review - Service levels and funding - feedback template	77

Ngā kaihaina

Signatories

Author

Gary Pemberton - Programme Change Lead

Authorisers

Justine Haves - General Manager Service Strategy and Integration

Louise Mason - GM Local Board Services

Victoria Villaraza - Local Area Manager

Maungakiekie-Tāmaki Local Board

22 June 2021

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

File No.: CP2021/08452

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 Chairs’ Forum, Margi Watson was selected for this role.

5. The Establishment Unit now has until early September 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 Maungakiekie-Tāmaki 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) a single representative (the chief executive or a senior delegate) from Auckland Council, Auckland Transport, Waka Kotahi, Kāinga Ora and the Ministry of Transport

b) a representative from mana whenua

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

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

e) 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 such as mode, route alignment and delivery, based on evidence.

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.

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 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.

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

Author

Kat Ashmead – Senior Policy Advisor

Authorisers

Louise Mason - GM Local Board Services

Victoria Villaraza - Local Area Manager

Maungakiekie-Tāmaki Local Board

22 June 2021

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

File No.: CP2021/06714

Te take mō te pūrongo

Purpose of the report

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

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

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

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

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

Whakarāpopototanga matua

Executive summary

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

7. Transform Onehunga: Investigations and further engagement is ongoing with key stakeholders, including Waka Kotahi NZ Transport Agency (Waka Kotahi) and Auckland Transport (AT), to inform the draft Onehunga Wharf Masterplan. Lendlease is undertaking the process to obtain resource consent for its development at Dress Smart. Negotiation with a potential development partner is ongoing regarding incorporating a new supermarket as part of Waiapu Precinct. Auckland Council Community Facilities completed a needs assessment of the Sir William Jordan Recreation Centre, which will help inform precinct planning for the Municipal Precinct.

8. Unlock Panmure: The concept design for Clifton Court has been approved, meaning work on the business case can continue, with further opportunities for community involvement under investigation as part of the next phase. We are working with the Auckland Council Community Facilities team around its needs as we progress work on the proposed Community Hub and civic space. There has been a review of the direction of the Panmure programme resulting in a change in focus and areas of emphasis for the programme business case (PBC) and masterplan. Work with key partners (such as Tāmaki Regeneration Company and Auckland Transport) are ongoing to inform masterplanning and explore opportunities for collaboration.

9. Eke Panuku currently manages 85 leases in the Maungakiekie-Tāmaki Local Board area.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) receive the Eke Panuku Development Auckland - Maungakiekie-Tāmaki Local Board Six-Monthly report to 31 March 2021.

Horopaki

Context

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

Urban regeneration – Maungakiekie-Tāmaki Local Board area

14. A temporary Priority Location Director (PLD) was engaged in late 2020 while recruitment for a replacement was underway. A permanent Priority Location Director for the Isthmus locations, Richard Taylor, joined Eke Panuku in mid-February.

15. A programme update was presented to the local board on 1 September 2020.

Transform Onehunga

16. The vision for Onehunga is a flourishing town centre that is well-connected to its past, its communities and the environment, including the Manukau Harbour. Onehunga's proximity to Manukau Harbour, Auckland’s city centre and Auckland Airport make it an ideal candidate for commercial and residential investment. It also has excellent public transport amenities and infrastructure which is necessary to accommodate future growth and demand in the area.

17. Focus areas for the Transform Onehunga programme presently relate to the Onehunga Wharf Masterplan, Waiapu Precinct, Dress Smart and the Municipal Precinct.

Onehunga Wharf Masterplan

18. The proposed timeframe for public engagement around the Onehunga Wharf Masterplan has been altered, after discussions with the Chair of the Planning Committee and the Mayor’s Office, to achieve more appropriate alignment with the Long-term Plan public consultation process. This means the timing for the Eke Panuku Board to approve the draft masterplan has shifted to late 2021. If approved, key partner and stakeholder consultation can proceed, including with the local board. Thereafter the public consultation process can begin, with the envisioned plan change to follow in 2022. At the same time, work to refine the draft masterplan continues, with feedback received from our Technical Advisory Group (TAG) members being considered and incorporated where appropriate. Planning for the wharf is complicated by outstanding decisions on key Crown infrastructure projects, notably Auckland Light Rail and the East-West Link.

Waiapu Precinct

19. The precinct at Waiapu Lane will be a key development site in Onehunga, eventually containing shops, homes and eateries. Negotiations with a potential development partner are ongoing with plans for a proposed new supermarket to serve Onehunga and the wider area. These plans have been reviewed and commented on by Eke Panuku and were then taken to TAG on 30 October 2020. The precinct plan has been updated to reflect the proposed changes. This was endorsed by the local board on 24 November and went to the 16 December Eke Panuku Board meeting to seek approval for this change. Current negotiations relate to envisioned urban regeneration outcomes as part of the overall development on the site.

Dress Smart

20. Auckland Council owns a small site next to the Dress Smart shopping centre on Paynes Lane. Eke Panuku is proposing to facilitate development on this land with the owners of Dress Smart, Lendlease, to improve the shopping centre.

21. Lendlease met with TAG to review its plans and received feedback for the development. The required road stopping of part of Paynes Lane is almost complete. The title has been issued by Land Information NZ (LINZ). This will enable Eke Panuku to amalgamate the stopped road with the adjoining council car park site, as part of its agreement with Lendlease. Eke Panuku is working with Lendlease to finalise plans to submit to the council for resource consent. Eke Panuku has a specific interest in the public realm elements that can support good urban outcomes for the community as part of the development.

Municipal Precinct

22. Eke Panuku has been working with Auckland Council to incorporate the outcomes of the Onehunga community needs assessment completed last year in our precinct planning. Timing and resourcing to progress a business case is currently under investigation.

Placemaking

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

· Supporting communities through ongoing change taking place

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

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

· Foster reciprocal relationships between place and people

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

Placemaking for Transform Onehunga

24. Working with local organisations such as the 312 Hub and Synergy Projects Trust. The aim being to build a strong local presence and capacity, providing space for local community organisations to work in and for their community. The following activations Placemaking were held in Onehunga:

· 30 January, 13 February, 13 March 2021 - Small-scale community events run by Eke Panuku, outside Onehunga Library and Onehunga Police Station, with free sausage sizzle, music and entertainment, drawing people into the town centre and providing creative ways to celebrate neighbourhood

· 19 December 2020 – Oranga Christmas Festival, supported by Eke Panuku

· 27 March 2021 – Oranga Neighbours Day – A free community event run by Synergy Projects and supported by Eke Panuku, to bring the Oranga community together and display local services available, including services in Onehunga.

· Upcoming: Trident Mural projection activation in June 2021, support for Auckland Council Libraries’ WeRead event will be held in June 2021.

Unlock Panmure

25. The vision for Panmure is to reinvigorate the town centre into an ever better place to live, visit and do business, embrace the stunning natural landscape of Mt. Wellington and the Panmure Basin, which sits at the heart of the township. Local services and the sense of community will be enhanced with inviting, revitalised public spaces and streetscapes. Panmure town centre is well-located, with excellent public transport links to the wider region. This position made it prime for regeneration, along with the development opportunities provided by large areas of underused Auckland Council land in the town centre.

26. Focus areas for the Unlock Panmure programme presently relate to Clifton Court and the proposed Community Hub and civic space.

27. There has been a review of the Unlock Panmure programme resulting in a change in focus and areas of emphasis for the programme business case (PBC) and masterplan.

28. Eke Panuku held two workshops with Tāmaki Regeneration Company (TRC), where we agreed to explore collaboration opportunities that could be included in the Unlock Panmure programme. Further work to progress these will be undertaken in this year.

Clifton Court

29. A survey was circulated to the residents and other businesses of Clifton Court (and a drop-in Zoom session held) to ask for their thoughts on what should be included in the design in place of a workshop that had to be cancelled due to COVID-19 restrictions. The three concept options for the upgrade were presented to the local board at a 13 September 2020 workshop. Eke Panuku took Clifton Court to a mana whenua hui on 30 November 2020 to seek their input into the proposed concept options and to understand engagement interest. A refined concept option has been developed based on feedback received on the three options. Feedback from mana whenua has been incorporated into this refined concept. A preferred concept design was presented to the local board at a workshop on 8 December 2020. Formal approval for the concept design was received on 23 March 2021. Work is now continuing on the project business case, alongside detailed design and consenting workstreams. Further key stakeholder and community engagement is planned for later in the year. This will be the first new asset development works for the Unlock Panmure programme with a tentative construction start date of early 2022.

Community hub and civic space

30. Following a Panmure Community Needs Assessment undertaken by Auckland Council, which recommended that Panmure would benefit from more integrated community spaces, Eke Panuku began working with the wider council whānau to consider current requirements for a new multipurpose community facility. The facility will incorporate community space, a library and will deliver community services to better serve the neighbourhood. Eke Panuku is working on options for the community facility and civic space, and we’re working with our council partners to ensure it will meet the aspirations and needs of the Panmure community. Local board, stakeholder and community engagement is planned once a preferred (and deliverable) option has been identified.

28-30 Pilkington Road and 3 Kings Road

31. Plan changes for these sites were accepted by the Hearing Commissioners in January 2021, with 28-30 Pilkington Road re-zoned as Business Town Centre and 3 Kings Road re-zoned as Residential Mixed Housing Urban.

32. A project update on Clifton Court was provided to the Panmure Business Association at their 21 October 2020 meeting.

Placemaking for Unlock Panmure

33. The focus has been around developing strong linkages throughout the Panmure town centre in the physical and social environment. Part of this is working to strengthen connections already in place and undertaking work to explore and highlight key elements in the natural landscape.

· 5 December 2020 – supported a local Christmas event at Panmure Community Hall.

· 17 April 2021 – A panorama photographic exhibit showcasing historical images alongside modern equivalents within the town centre, to show the change that has occurred in the area within the Maungakiekie-Tāmaki landscape over the last 100 years.

· Ongoing – Support for local community events, similar to Tāmaki Community Day and Basin Day

· Coming up - Placemaking support for Clifton Court, creating opportunities for the local community to participate in the layout and design of modular furniture and public amenity features, exploring opportunities for improving wayfinding around the town centre and connecting the town centre to the basin

Property management and properties of Maungakiekie-Tāmaki Local Board interest

34. Eke Panuku manages 85 leases in the Maungakiekie-Tāmaki Local Board area.

Acquisitions

35. Eke Panuku has purchased no properties on behalf of the Auckland Council group, in the Maungakiekie-Tāmaki Local Board area, during the reporting period 1 September 2020 to 31 March 2021.

Disposals

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

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

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

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

40. Work is underway on the following properties which have been approved for sale in principle by the Finance and Performance Committee:

Property

Status

23 Waipuna Road, Mt Wellington

12R Rockfield Road, Ellerslie

37 Olive Road, Penrose

Eke Panuku is supporting Auckland Council through statutory processes to progress the sale of a number of properties following the Emergency Budget. The council, supported by Eke Panuku, undertook public consultation from February 2021 on the reserve revocation process on sites that were identified as not being required to deliver current and future parks and open space outcomes. Auckland Council’s Parks, Events, Community and Arts (PACE) Committee will consider the reserve revocation and if the Committee resolves to revoke the reserve status the decision will then refer to the Department of Conservation for final approval.

24 Upper Municipal Place, Onehunga

This property is on the site of the old Onehunga Workingmen’s Club. It was not originally proposed for disposal as it was held by council for a service use (for Watercare). Watercare has subsequently sold its holding in the adjacent property at 26 Upper Municipal Place to the adjoining owner, meaning the property was no longer required and was proposed for disposal. The local board recently enquired as to whether the proceeds from the sale would be allocated to the Eke Panuku Transform/Unlock budget, Eke Panuku confirmed that it would be.

41. There were no unconditional agreements reached in the Maungakiekie-Tāmaki Local Board area during the reporting period.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

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

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

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

· Initiatives to build community resilience

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

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

Local impacts and local board views

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

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

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

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

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

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

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

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

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

58. Eke Panuku is working with mana whenua to refine the draft masterplan for Onehunga Wharf. Eke Panuku is also talking to mana whenua about a potential walking and cycle connection between Onehunga Wharf and Taumanu Reserve.

59. Eke Panuku invited mana whenua to nominate an artist to commission a panorama to show how the landscape has changed over the last 200 years. Unfortunately, no mana whenua-nominated artists were available to take-up the opportunity.

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Perin Gerrand - Engagement Coordinator

Authorisers

Lydia Sheridan - Head of Community Affairs

Victoria Villaraza - Local Area Manager

Maungakiekie-Tāmaki Local Board

22 June 2021

Approval of the Maungakiekie-Tāmaki Local Board Auckland Unlimited work programme 2021/2022

File No.: CP2021/08473

Te take mō te pūrongo

Purpose of the report

1. To approve the Maungakiekie-Tāmaki 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 (see Attachment A).

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

· Our people and businesses prosper economically and socially

- work with Auckland Unlimited, the BIDs and the council’s BIDs team to encourage business resiliency and business continuity planning

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:

· Rebel Business School ($12,500)

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

5. The proposed work programme has a total value of $23,500, 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 Maungakiekie-Tāmaki Local Board:

a) approve the AUL work programme 2021/2022 (Attachment A to the agenda report).

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 Maungakiekie-Tāmaki Local Board Plan 2020. The specific outcomes that are reflected in the work programme are:

· Our people and businesses prosper economically and socially

- work with Auckland Unlimited, the BIDs and the council’s BIDs team to encourage business resiliency and business continuity planning.

Tātaritanga me ngā tohutohu

Analysis and advice

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

Rebel Business School - $12,500

10. 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 Maungakiekie-Tāmaki Local Board.

Local Business Mentors

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

12. A total of 506 businesses in Maungakiekie-Tāmaki accessed the RBP over the course of 2020. In the six months, July – December 2020, 5.8% of subscribers to the RBP were from Maungakiekie-Tāmaki, an area home to 5.4% of the region’s businesses. All businesses were eligible under the COVID response package but that won’t be the case going forward.

13. There are 11,112 businesses in Maungakiekie-Tāmaki. The average business size in Maungakiekie-Tāmaki is 9.4 employees and over 8,500 (77%) 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.

14. 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.

15. Auckland Unlimited (AUL) Business Advisors can make referrals to businesses that contact AUL looking for support for whom the initiative is suited. Also, AUL is able to promote to businesses e.g. via EDM to Maungakiekie-Tāmaki 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.

16. 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.

Tauākī whakaaweawe āhuarangi

Climate impact statement

17. 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

18. 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

19. 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.

20. The activities in the proposed work programme align with the Maungakiekie-Tāmaki Local Board Plan 2020 outcomes. Specifically:

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

Tauākī whakaaweawe Māori

Māori impact statement

21. 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 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.

Ngā ritenga ā-pūtea

Financial implications

22. The proposed AUL work programme budget for 2021/2022 is $23,500 of the boards locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total draft budget for 2021/2022.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

23. Table 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
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

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

Ngā koringa ā-muri

Next steps

25. Delivery of the activity in the approved work programme will commence 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 ⇩	Maungakiekie-Tamaki Local Board Auckland Unlimited Work Programme FY 21/22	101

Ngā kaihaina

Signatories

Author

Jonathan Sudworth – Local Economic Development Advisor

Authorisers

John Norman – Strategic Planning Manager

Victoria Villaraza - Local Area Manager

Maungakiekie-Tāmaki Local Board

22 June 2021

Approval of the 2021/2022 Maungakiekie-Tāmaki Local Board Infrastructure and Environmental Services work programme

File No.: CP2021/07517

Te take mō te pūrongo

Purpose of the report

1. To approve the 2021/2022 Maungakiekie-Tāmaki 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 Maungakiekie-Tāmaki 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 (see Attachment A).

3. The work programme responds to the outcomes and objectives identified in the Maungakiekie-Tāmaki 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

· conservation education and action in Maungakiekie-Tāmaki schools - $12,000

· love your neighbourhood - $10,000

· low carbon lifestyles - $30,000

· Maungakiekie Songbird - $20,000

· Maungakiekie-Tāmaki bike hub - $20,000

· Manukau Harbour Forum - $7,400

· Ope – building sustainable communities - $26,000

· responsible pet ownership (SPCA cat desexing and microchipping) programme - $10,000

· Tāmaki Estuary Environmental Forum - $8,000

· valuing our water, education and action in Maungakiekie-Tāmaki schools - $40,000.

6. The proposed work programme has a total value of $203,400, which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2021/2022 financial year. Approval in principle is also being sought for activities in the 2022/2023 and 2023/2024 financial years.

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

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

Ngā tūtohunga

Recommendations

That the Maungakiekie-Tāmaki Local Board:

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

Activity name	2021/2022 budget for approval
Climate action programme	$20,000
Conservation education and action in Maungakiekie-Tāmaki schools	$12,000
Love your neighbourhood	$10,000
Low carbon lifestyles	$30,000
Maungakiekie Songbird	$20,000
Maungakiekie-Tāmaki bike hub	$20,000
Manukau Harbour Forum	$7,400
Ope – building sustainable communities	$26,000
Responsible pet ownership (SPCA cat desexing and microchipping) programme	$10,000
Tāmaki Estuary Environmental Forum	$8,000
Valuing our water, education and action in Maungakiekie-Tāmaki schools	$40,000
Total	$203,400

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

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

Horopaki

Context

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

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

· more people have the choice to use public or active transport to go about their daily lives

· the mauri / life force of our harbour and waterways is respected and restored

· our ecosystems are protected and regenerated

· our community is resilient and feels prepared for the effects of climate change

· the character and heritage of our area is acknowledged and celebrated.

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

· Live Lightly Regional Programme

· Mahere ā-Rohe Whakahaere Kaupapa Koiora Orotā mō Tāmaki Makaurau: Auckland Regional Pest Management Plan

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

· Te Rautaki Ngahere ā-Tāone o Tāmaki Makaurau: Auckland’s Urban Ngahere Strategy

· Te Mahere Whakahaere me te Whakaiti Tukunga Para i Tāmaki Makaurau: Auckland Waste Management and Minimsation 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 Maungakiekie-Tāmaki Local Board Plan 2020 environmental objectives, as detailed above.

14. The work programme (Attachment A) 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 year 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 Maungakiekie-Tāmaki 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 towards this programme in both 2022/2023 and 2023/2024. This proposed increase will allow for a dedicated resource to coordinate and implement the low climate action plan.

Conservation education and action in Maungakiekie-Tāmaki schools - $12,000

24. The local board has indicated that it would like to continue funding the conservation education and action programme. This programme educates and empowers school students to undertake investigations and management of both native biodiversity and introduced pests in their schools, households and wider local environments.

25. Funding for this programme will support:

· experiential education sessions to connect students with the biodiversity of the local environment and discover what a healthy thriving environment looks like.

· professional development to teachers for them to support deeper student learning and inquiry

· facilitation of student-led inquiry and citizen science methods to understand their local issues

· facilitation of student-led action projects to protect or enhance their local environment and engage with the wider community.

26. In 2020/2021 the local board provided $20,000 to fund this programme. Staff recommend that the board allocate $12,000 in 2021/2022 towards this programme.

27. Approval in principle is also sought from the board for $12,000 in both 2022/2023 and 2023/2024.

Love your neighbourhood - $10,000

28. The local board has indicated that it would like to continue funding the love your neighbourhood programme which supports community action in Maungakiekie-Tāmaki. The programme enables community volunteers and not-for-profit early childhood centres to carry out practical environmental initiatives.

29. This programme provides rapid response assistance of up to $500 to support volunteer-driven practical environmental initiatives. These could include environmental clean ups and restoration, community planting and food growing.

30. The programme also provides practical assistance to not-for-profit preschools to enable environmental education initiatives, such as edible gardens and water saving or collection devices.

31. In 2020/2021 the local board provided $10,000 to fund this programme. Staff recommend that the board allocate $10,000 towards this programme in 2021/2022.

32. Approval is also sought from the local board for $10,000 in both 2022/2023 and 2023/2024.

Low carbon lifestyles - $30,000

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

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

35. 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 reduced 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.

36. 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.

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

Maungakiekie Songbird - $20,000

38. The local board has indicated that it would like to continue to fund the Maungakiekie Songbird programme. This programme educates and involves residents, local organisations and schools to undertake pest control and monitoring around Maungakiekie Maunga. This initiative will help support native wildlife and birdsong to flourish in and around the maunga as well as encouraging the community to become kaitiaki of their local area.

39. Funding for this programme will support the coordinator of Maungakiekie Birdsong as well as pest control tools and resources.

40. In 2020/2021 the local board provided $20,000 to fund this programme. Staff recommend the board allocate $20,000 towards this programme in 2021/2022.

41. Approval in principle is also sought from the board for $15,000 in both 2022/2023 and 2023/2024.

Maungakiekie-Tāmaki bike hub - $20,000

42. The board has indicated that it would like to continue supporting the Maungakiekie-Tāmaki bike hub in Maybury Reserve. This programme supports the community to learn and apply basic bike maintenance skills.

43. The bike hub diverts bikes from the waste stream and reconditions them so they can be provided back into the community at low or no cost. This programme provides communities with the skills, knowledge and resources to make positive choices for sustainable living and reduce their ecological footprint.

44. Funding for this programme will:

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

· maintain 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.

45. In 2020/2021 the local board provided $15,000 to fund this programme. Staff recommend that the board allocate $20,000 toward this programme in 2021/2022.

46. Approval in principle is also sought from the local board for $25,000 in 2022/2023 and $25,750 in 2023/2024 towards this programme.

Manukau Harbour Forum - $7,400

47. 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.

48. 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.

49. 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).

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

Ope – building sustainable communities - $26,000

51. The board has indicated that it would like to fund the Ope programme in the 2021/2022 financial year. This programme will generate momentum for climate resilient, sustainable futures for Maungakiekie-Tāmaki communities. The Ope programme will continue to establish partnerships to increase engagement with local schools and students and bring together local communities.

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

· engagement of a local kairāranga, a sustainable community coordinator to connect community and schools

· the development of buddy relationships between new and established Enviroschools

· experiential learning opportunities

· professional development workshops for teaching staff

· mana whenua engagement and progression of the community reference group.

53. By increasing the influence of sustainability practices within whānau and communities, the programme aims to improve the wellbeing, resilience and prosperity of the people of Maungakiekie-Tāmaki.

54. Staff recommend that the board allocate $26,000 toward this programme in 2021/2022. Approval in principle is also sought from the local board for $40,000 in 2022/2023 and $50,000 in 2023/2024.

Responsible pet ownership (SPCA cat desexing and microchipping) programme - $10,000

55. The board has indicated it would like to continue funding the cat desexing and microchipping programme in the 2021/2022 financial year. Funding for this programme will enable the SPCA to deliver the following:

· approximately 150 cats will be desexed and microchipped

· multi-lingual marketing to create awareness for the programme

· a booking service to schedule appointment times.

56. The programme will increase animal welfare, reduce nuisance to the community, support pet owners in lower socio-economic areas and reduce impacts on the native species and local ecosystems.

57. The estimated stray cat population in Onehunga is greater than 20 cats per square kilometre, which is the thirteenth highest suburb in Auckland. Microchipping is a useful tool to identify owners of cats and helps in returning lost cats to their owners to be cared for.

58. In 2020/2021 the local board reallocated locally driven initiative operating expenditure of $10,000 from the Point England North planting project to the SPCA cat desexing and microchipping programme (resolution MT/2021/6). Staff recommend that the board allocates $10,000 to fund this programme in 2021/2022.

59. Approval is also sought from the board for $10,000 towards this programme in both 2022/2023 and 2023/2024.

Tāmaki Estuary Environmental Forum - $8,000

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

61. 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.

62. 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.

63. 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.

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

Valuing our water, education and action in Maungakiekie-Tāmaki schools - $40,000

65. The board has indicated that it would like to continue to support the experiential learning and action for water in schools project for 2020/2021.

66. This project aims to educate and empower school students to undertake investigations and actions in their schools and local communities with a focus on freshwater and marine environments. Specific activities to be undertaken in 2020/2021 include:

· experiential freshwater and marine education sessions, where students participate in water testing in their local waterway and visit a marine reserve to connect with their local environment

· professional development for teachers to support students’ learning and inquiry

· facilitation of student-led inquiry and citizen science to understand local issues

· facilitation of student-led action projects to protect or enhance the local environment

· connecting schools to each other and to their community.

67. In 2020/2021 the local board provided $40,000 to fund this programme. Staff recommend that the board allocate $40,000 towards this programme in 2021/2022.

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

69. 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.

70. Each activity in the work programme is assessed to identify impacts on greenhouse gas emissions and contributing towards climate change adaptation.

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

Table 1: Climate impact assessment of proposed activities

Activity name	Climate impact
Climate action programme	This programme aims to reduce emissions by identifying gaps and strategic opportunities and collaborations that will build on existing local activity. In alignment with priorities of Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan, specifically the ‘Community and Coast’ priority actions, the programme will support Aucklanders to become more resilient and reduce their carbon footprint. It will reduce carbon emissions through encouraging and enabling local residents to make changes in personal lifestyle or respond in community-based ways, creating new social norms.
Love your neighbourhood
Low carbon lifestyles
Conservation education and action in Maungakiekie-Tāmaki schools	These educational programmes will directly link student action to carbon measures and adaptation behaviours, which will increase community resilience for the future.
Ope – building sustainable communities
Maungakiekie Songbird	The improved health of native biodiversity will improve the resilience of Auckland’s indigenous ecosystems against the impacts of climate change. Additionally, the increase of trees through planting and pest control will help reduce carbon in the atmosphere.
Maungakiekie-Tāmaki bike hub	This project aims to reduce emissions and increase community resilience through: · expanding community uptake of active transport and reducing carbon footprints · encouraging sustainable living · increasing community connections.
Manukau Harbour Forum	These programmes will improve the health of freshwater ecosystems which will build on our resilience to climate change through ecological services such as flood mitigation, habitat for native biodiversity and carbon sequestration through riparian plants.
Tāmaki Estuary Envionmental Forum
Valuing our water, education and action in Maungakiekie-Tāmaki schools
Responsible pet ownership (SPCA cat desexing and microchipping) programme	This programme will reduce the impacts of cats on native species, leading to improved health and resilience of Auckland’s indigenous ecosystems against the impacts of climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

72. 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.

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

74. Infrastructure and Environmental Services staff will work closely with Parks, Sports and Recreation and Community Facilities staff to implement work that will be undertaken on public land.

75. The bike hub programme will also work with Auckland Transport as they are a co-funder and share the same objectives for the project.

76. 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

77. The projects proposed for inclusion in the board’s Infrastructure and Environmental Services work programme will have positive environmental outcomes across the Maungakiekie-Tāmaki Local Board area. Particular focus areas for the 2021/2022 work programme include the Maungakiekie Maunga and Maybury Reserve.

78. The projects noted above align with the local board plan outcome ‘our built, natural and cultural taonga / treasures are protected and celebrated’. 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

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

80. 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.

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

82. 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
Conservation education and action in Maungakiekie-Tāmaki schools	· Te reo Māori · Kaitiakitanga · Realising rangatahi potential · Whānau and tamariki wellbeing	The conservation education and action programme will involve common uses of kupu in te reo Māori when teaching students about sustainability and environmental concepts. For the Ope programme, mana whenua and mātāwaka, through Ruapōtaka marae involvement will be sought and established from the outset. Te reo Māori and Te ao Māori will be incorporated throughout the programme. 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 scientists and shown career pathways, learning skills on a pathway for green jobs. Connecting students and their community with nature improves mental health and wellbeing.
Ope - building sustainable communities
Valuing our water, education and action in Maungakiekie-Tāmaki schools
Maungakiekie Songbird
· Kaitiakitanga	The main outcome of this programme is kaitiakitanga. The project will encourage others to be kaitiaki of their place. The Tūpuna Maunga Authority will be a stakeholder in this project and therefore will play a key role throughout the programme.

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

Ngā ritenga ā-pūtea

Financial implications

84. The proposed environment work programme for 2021/2022 totals to $203,400 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.

85. 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

86. 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.

87. 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.

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

89. 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.

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

91. 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

92. 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.

93. 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 Maungakiekie-Tāmaki Infrastructure and Environmental Services work programme	115
b ⇩	Risks and mitigations Maungakiekie-Tāmaki Infrastructure and Environmental Services work programme 2021/2022	119

Ngā kaihaina

Signatories

Author

Linh Tra - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Victoria Villaraza - Local Area Manager

Maungakiekie-Tāmaki Local Board

22 June 2021

Changes to Community Facilities Work Programme 2020-2023

File No.: CP2021/08533

Te take mō te pūrongo

Purpose of the report

1. To seek approval for amendments to the Maungakiekie-Tāmaki 2020–2023 Community Facilities work programme.

Whakarāpopototanga matua

Executive summary

2. The Maungakiekie-Tāmaki Local Board approved the Community Facilities Work Programme 2020-2023 on 25 August 2020 (resolution MT/2020/114).

3. As projects progress through the design and delivery process the specific work required and the cost of delivery can change, impacting the approved budget. As a result, variations are required to the work programme to accommodate final costs for some projects.

4. Budget reductions are declared when there is a delay in delivery of a project in the current financial year. Which results in the approved budget not expected to be spent until early the following financial year.

5. Four projects require less funding in financial year 2020/2021 and project details that were approved for these projects as part of the 2020-2023 Community Facilities work programme and the proposed amendment to the projects are contained in Table 2.

6. The reductions identified as of 21 April 2021, within the ABS: Capex Local Renewal 2020/2021 financial year are summarised below:

Project ID 2419 – Maungakiekie-Tāmaki – renew signage $23,000

Project ID 3515 – Waikaraka Park – replace seating infrastructure $94,000

Project ID 3121 – Ian Shaw Reserve – renew carpark $46,000

Project ID 2586 - Maungakiekie-Tāmaki – renew play spaces $15,000

Project ID 2553 – Stone Cottage – renew roof and joinery $29,500

Project ID 2943 - Maungakiekie-Tāmaki Coast to Coast Walkway –

renew walkway signage $14,100

7. Two projects which require additional ABS: Capex Local Renewal funding in the 2020/2021 financial year have been identified as follows:

Project ID 3552 – Onehunga War Memorial Pool – comprehensive renewal

Additional budget allocation sought: $65,000

Project ID 3592 – Panmure Squash Club – roof remediation and refurbishment

Additional budget allocation sought: $230,000

8. The proposed budget variations can be managed within the local board 2020/2021 financial year budget envelopes and will not impact the approved projects or the overall work programme.

9. Staff recommend that the Maungakiekie-Tāmaki Local Board approve the variations to the Community Facilities Work Programme 2020-2023 to better reflect the true cost of delivery.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) approve the budget change amendments to the adopted Community Facilities 2020-2023 Work Programme as per table 2 of the report, and as detailed below:

i) Project ID 2419 - Maungakiekie-Tāmaki – renew signage – budget reduction of $23,000 resulting in revised budget in 2020/2021 of $14,800

ii) Project ID 3515 – Waikaraka Park – replace seating infrastructure - budget reduction of $94,000 resulting in revised budget in 2020/2021 of $6,000

iii) Project ID 3121 – Ian Shaw Reserve – renew carpark - budget reduction of $46,000 resulting in revised budget in 2020/2021 of $294,000

iv) Project ID 2586 – Maungakiekie-Tāmaki – renew play spaces – budget reduction of $15,000 resulting in revised budget in 2020/2021 of $65,000

v) Project ID 2553 – Stone Cottage – renew roof and joinery – budget reduction of $29,500 resulting in revised budget in 2020/2021 of $5,500

vi) Project ID 2943 - Maungakiekie-Tāmaki Coast to Coast Walkway – renew walkway signage – budget reduction of $14,100 resulting in revised budget in 2020/2021 of $900

vii) Project ID 3552 – Onehunga War Memorial Pool – comprehensive renewal – budget increase of $64,590 resulting in revised budget in 2020/2021 of $890,590

viii) Project ID 3592 – Panmure Squash Club – roof remediation and refurbishment – budget increase of $230,000 resulting in revised budget in 2020/2021 of $255,000

Horopaki

Context

10. The Maungakiekie-Tāmaki Local Board approved the Community Facilities Work Programme 2020-2023 on 25 August 2020 (resolution MT/2020/114). The budget allocated for all projects in the work programme are best estimates only. Project costings are subject to change and refinement as projects progress through the design and delivery phase.

Financial Year 2020/2021 Variations

11. Staff have identified required changes to the work programme in financial year 2020/2021 to ensure delivery of approved projects, and the utilisation of available Asset Based Service (ABS): capital expenditure (Capex) – Local Renewals funding. The proposed variations are detailed under the Analysis and Advice section of this report.

Budget Reductions

12. The six projects identified are currently underway and they require less local renewals funding than anticipated for 2020/2021 financial year, totalling a reduction of $221,600. This funding is available to be reallocated at the discretion and prioritisation of the local board.

Budget Increases

13. Two projects that require additional local renewals funding are a result of physical works completion and budget reconciliation, totalling $295,000.

Table 1: Community Facilities Work Programme – approved financial allocations – financial years 2020/2021.

Resolution Number	Project ID	Activity Name	Activity Description	Budget Source	Approved Allocation
MT/2020/114	3552	Onehunga War Memorial Pool – comprehensive renewal	Comprehensive renewal to include a full paint and refurbishment; renewal of the auto dosing system; pool pumps replacement; refit outdoor changing rooms; refurbish swim club building and changing rooms; upgrade of the air conditioning infrastructure and upgrade pool concourse area. FY18/19 - investigation, design and planning FY19/20 to FY21/22 - physical works Risk Adjusted Programme (RAP) project	Local Renewals	$826,000
MT/2020/114	3592	Panmure Squash Club - roof remediation and refurbishment	Remediate the roof to resolve leaks and refurbish the exterior and interior of the building to ensure the service level is maintained. FY20/21 - investigation and design FY21/22 to FY23/24 - physical works Risk Adjusted Programme (RAP) project	Local Renewals	$25,000
MT/2020/114	2419	Maungakiekie-Tāmaki – renew signage	Renew park signage as identified. FY19/20 - investigation and design FY20/21 - physical works	Local Renewals	$37,800
MT/2020/114	3515	Waikaraka Park – replace seating infrastructure	Purchase and re-install seating at the stadium. FY20/21 - planning, consenting and physical works. FY21/22 - deferred payment for the seating.	Local Renewals	$100,000
MT/2020/114	3121	Ian Shaw Reserve – renew carpark	Renew the carpark and associated drainage. FY19/20 - investigation and design FY20/21 to FY21/22 - physical works Risk Adjusted Programme (RAP) project	Local Renewals	$340,000
MT/2020/114	2586	Maungakiekie-Tāmaki – renew play spaces	Renew play space equipment in open spaces as identified in the asset assessments undertaken by the subject matter experts. FY19/20 - investigation and design. FY20/21 to FY22/23 - physical works Risk Adjusted Programme (RAP) project	Local Renewals	$80,000
MT/2020/114	2553	Stone Cottage – renew roof and joinery	Renew minor building components as identified in the asset assessment. FY21/22 - investigation and design. FY22/23 - planning and consenting. FY23/24 - physical works. Risk Adjusted Programme (RAP) project	Local Renewals	$35,000
MT/2020/114	2943	Maungakiekie-Tāmaki Coast to Coast Walkway – renew walkway signage	Renew signage along the coast-to-coast walkway in the local board area. FY20/21 - investigation and design FY21/22 - physical works Risk Adjusted Programme (RAP) project	Local Renewals	$15,000

Tātaritanga me ngā tohutohu

Analysis and advice

Proposed Variations

14. The staff managing the delivery of the projects have identified budget provision amendments and scope of work variations.

15. The proposed project amendments to the approved work programme were discussed with the local board at a workshop held on the 27 April 2021.

16. Staff recommend variations as noted in Table 2.

Table 2: Community Facilities Work Programme 2020-2023 – proposed variations for financial year 2020/2021.

Project ID	Activity Name	Budget Variations 2020/2021	Description
3552	Onehunga War Memorial Pool – comprehensive renewal	Renewal budget variations: Approved FY20/21 budget $826,000 Revised FY20/2021 budget $891,000 Renewal budget increase of $65,000	This variation is to pay for the final invoice of the comprehensive renewal which is now completed.
3592	Panmure Squash Club - roof remediation and refurbishment	Renewal budget variations: Approved FY20/21 budget $25,000 Revised FY20/21 budget $255,000 Renewal budget increase of $230,000	The remediation to the roof is complete and will not require a further project in later years as previously expected which has saved the local board in circa of $500k. This variation pays for the last stage.
2419	Maungakiekie-Tāmaki – renew signage	Renewal budget variations: Approved FY20/21 budget $37,800 Revised FY20/21 budget $14,800 Renewal budget reduction of $23,000	The investigation stage of the project required less budget than anticipated this financial year, funding proposed to deliver staged physical works over the coming years.
3515	Waikaraka Park – replace seating infrastructure	Renewal budget variations: Approved FY20/21 budget $100,000 Revised FY20/21 budget $6,000 Renewal budget reduction of $94,000	The payment for the seating will be processed next financial year once the seating infrastructure has been valued and agreed upon
3121	Ian Shaw Reserve – renew carpark	Renewal budget variations: Approved FY20/21 budget $340,000 Revised FY20/21 budget $294,000 Renewal budget reduction of $46,000	The project forecast this financial year is less than anticipated due to detailed scoping and design, resulting in a reduction in the high-level budget of the 2020/2021 work programme
2586	Maungakiekie-Tāmaki – renew play spaces	Renewal budget variations: Approved FY20/21 budget $80,000 Revised FY20/21 budget $65,000 Renewal budget reduction $15,000	The project forecast this financial year is less than anticipated due to up-to-date condition data of the assets, resulting in a reduction in the high-level budget of the 2020/2021 work programme.
2553	Stone Cottage – renew roof and joinery	Renewal budget variations: Approved FY20/21 budget $35,000 Revised FY20/21 budget $5,500 Renewal budget reduction $29,500	The project forecast this financial year is less than anticipated due to detailed scoping and design, resulting in a reduction in the high- level budget of the 2020/2021 work programme
2943	Maungakiekie-Tāmaki Coast to Coast Walkway – renew walkway signage	Renewal budget variations: Approved FY20/21 budget $15,000 Revised FY20/21 budget $900 Renewal budget reduction $14,100	The project forecast this financial year is less than anticipation due to the project being placed on hold, as decision making has not allowed the project to progress

Tauākī whakaaweawe āhuarangi

Climate impact statement

17. The council’s climate goals as set out in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan area:

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

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

18. The budget variations have no direct effect on climate change. Each project will be considered individually to assess the impacts of climate change and the approach to reduce greenhouse gas emissions. The sorts of impacts to be considered include:

· maximum upcycling and recycling of old material

· installation of energy efficiency measures

· building design to ensure the maximum lifetime and efficiency of the building is obtained

· lifecycle impacts of construction materials (embodied emissions)

· exposure of building location to climate change hazards (sea level rise, flooding (floodplains), drought, heat island effect)

· anticipated increase in carbon emissions from construction, including contractor emissions

· lifecycle impacts of construction materials.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

19. Collaboration with staff will be ongoing throughout the life of the project to ensure integration into the operational maintenance and asset management systems.

20. The decision sought for this report has no direct impact on other parts of the council group. The overall 2020-2023 work programme was developed through a collaborative approach by operational council departments, with each department represented in an integrated team.

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

Local impacts and local board views

21. Community facilities and open spaces provide important community services to the people of the local board area. They contribute to building strong, healthy and vibrant communities by providing spaces where Aucklanders can participate in a wide range of social, cultural, art and recreational activities. These activities improve lifestyles and a sense of belonging and pride amongst residents.

22. The activities in the work programme align with the listed Maungakiekie-Tāmaki Local Board Plan 2017 outcomes, as this was the relevant plan at the time of the work programme approval.

i) Maungakiekie-Tāmaki has quality infrastructure

ii) Maungakiekie-Tāmaki is the place to be

iii) Maungakiekie-Tāmaki is an active and engaged community.

23. The Maungakiekie-Tāmaki Local Board approved the Community Facilities Work Programme 2020-2023 on 25 August 2020 (resolution MT/2020/114).

24. The proposed project budget variations were discussed with the local board at the workshop held on the 27 April 2021 and supported the proposal in principle.

Tauākī whakaaweawe Māori

Māori impact statement

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

26. The projects discussed in this report will benefit Māori and the wider community through the provision of quality facilities and open spaces that promote good health, the fostering of family and community relationships and connection to the natural environment.

27. Where aspects or the work programme are anticipated to have an impact on activity of importance to Maori, then appropriate engagement will be undertaken.

Ngā ritenga ā-pūtea

Financial implications

28. Although there are significant financial variations, the proposed budget requirements for the 2020/2021 financial year can be achieved by reallocating surplus budget from delayed projects and utilising unallocated Local Renewal funding.

29. Details of the proposed variations for funding are outlined in Table 2 above.

30. The budgets and allocations including the proposed variation requests are provided in Table 3 below.

Table 3: Financial summary for 2020/2021 Community Facilities work programme

2020/2021 Maungakiekie-Tāmaki Local Board Budget Sources – as at	Budget Amounts
ABS: Capex - Local Renewals - Total Budget	$2,442,445
ABS: Capex - Local Renewals – Allocated ABS: Capex – Local Renewals - Unallocated	$2,363,945 $78,500
ABS: Capex – Local Renewals – reduction in budget required ABS: Capex - Local Renewals – additional budget required	$221,600 $295,000
Budget shortfall	$73,400

31. The proposed budget variations have a net requirement of $73,400. This shortfall will be covered by the unallocated Local Renewal Budget from across the Work Programme in the 2020/2021 financial year.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

32. The COVID-19 pandemic could have a further negative impact on the delivery of the work programme if the COVID-19 Alert level changes.

Ngā koringa ā-muri

Next steps

33. Subject to local board approval, the work programme will be amended to reflect the local board’s decision. The local board will continue to be updated on the progress of the delivery of the work programme as part of the quarterly reports to the local board.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Tessa Dymond - Work Programme Lead

Authorisers

Taryn Crewe - Acting General Manager Community Facilities

Victoria Villaraza - Local Area Manager

Maungakiekie-Tāmaki Local Board

22 June 2021

Approval of the 2021/2022 Maungakiekie-Tāmaki Local Board Customer and Community Services work programme

File No.: CP2021/08704

Te take mō te pūrongo

Purpose of the report

1. To approve the 2021/2022 Maungakiekie-Tāmaki Local Board Customer and Community Services work programme and approve in principle the 2022/2023 and 2023/2024 work programmes (Attachment A).

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

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

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

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

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

Horopaki

Context

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

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

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

· Outcome 1 - Our diverse communities are active, involved and engaged

· Outcome 2 - Te ao Māori is thriving and visible

· Outcome 3 - Our social and physical infrastructure is future-proofed

· Outcome 5 - Our built, natural, and cultural taonga / treasures are protected and celebrated

· Outcome 6 - Our people and businesses prosper economically and socially

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

· local community needs

· service and asset availability

· funding availability

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

· risks

· feedback received from the local board at workshops.

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

· 2021/2022 (to be approved)

· 2022/2023 (to be approved in principle)

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

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

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

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

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

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

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

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

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

· newly vulnerable communities

· council financial constraints

· building community resilience for recovery.

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

· safe and welcoming spaces

· inclusive events to bring the community back together

· community supports, including grants

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

Delivering outcomes for, and with, Māori

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

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

Table 1: Kia ora Tāmaki Makaurau outcomes and objectives

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

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

· Kaitiakitanga

· Māori business, tourism and employment

· Māori identity and culture

· marae development

· papakāinga and Māori housing

· realising rangatahi potential

· te reo Māori

· whānau and tamariki wellbeing.

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

31. The Maungakiekie-Tāmaki Local Board work programme includes 19 activities that are identified as delivering moderate to high outcomes for Māori.

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

Types of budget

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

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

Table 2: work programme budget types and purpose

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

Capital projects and budgets

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

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

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

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

Risk Adjusted Programme

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

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

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

Regionally funded activities included in the local board work programme

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

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

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

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

Process for changes to the approved work programme

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

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

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

· natural environment

· built environment

· transport

· economy

· communities and coast

· food

· Te Puāwaitanga ō te Tātai

· energy and industry.

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

· Connected Communities

· Community Facilities

· Community and Social Innovation

· Parks, Sports and Recreation

· Regional Service Planning, Investment and Partnerships.

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

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

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

Local impacts and local board views

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

61. In the local board area, 14 per cent of the total population identify as Māori.

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

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

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

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

Table 3: Maungakiekie-Tāmaki Local Board budget allocation

Local budgets	2021/2022 (approve)	2022/2023 (approve in principle)	2023/2024 (approve in principle)
Opex: Locally Driven Initiatives (LDI)	1,214,043	1,047,300	993,300
Opex: Asset Based Services (ABS)	11,823,178	11,823,178	11,823,178
Capex: Local Asset Renewals - Budget (ABS)	$4,851,962	$3,525,579	$4,062,908
Capex: Local Asset Renewals - Proposed Allocation (ABS)	$4,797,141	$3,522,976	$4,060,000
Capex: Local Asset Renewals - Unallocated budget (ABS)	$54,821	$2,603	$2,908
Capex: Locally Driven Initiatives (LDI) – Budget	$176,000	$176,000	$176,000
Capex: Locally Driven Initiatives (LDI) - Proposed Allocation	$176,000	$176,000	$176,000
Capex: Locally Driven Initiatives (LDI) - Unallocated budget	$0	$0	$0
Capex: Growth projects Allocation	$270,000	$2,000,000	$2,304,785
Capex: Coastal projects Allocation	$270,401	$0	$20,000
Capex: Landslide Prevention projects Allocation	$0	$0	$0
Capex: Specific Purpose Funding - Allocation	$0	$0	$0
Capex: External Funding Allocation	$170,000	$1,045,000	$250,000
Capex: One Local Initiative	$0	$0	$0
Capex: Long-term Plan discrete	$1,000,000	$568,530	$0
Capex: Natural Environment Targeted Rate	$0	$0	$0

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

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

Table 4: risks and mitigations

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

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

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

Ngā koringa ā-muri

Next steps

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

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Maungakiekie-Tāmaki Local Board Customer and Community Services work programme 2021/2022, 2022/2023, 2023/2024	139
b ⇩	Māori outcomes activity	177
c	Local Board Area Maps – capital expenditure and leasing (Under Separate Cover)
d ⇩	Regionally funded activities	179
e ⇩	Climate impacts activities	181

Ngā kaihaina

Signatories

Authors

Mirla Edmundson – General Manager Connected Communities

Justine Haves - General Manager Service Strategy and Integration

Taryn Crewe - General Manager Community Facilities

Mace Ward - General Manager Parks, Sports and Recreation

Gael Surgenor – General Manager Commercial and Social Innovation

Authorisers

Claudia Wyss - Director Customer and Community Services

Victoria Villaraza - Local Area Manager

Maungakiekie-Tāmaki Local Board

22 June 2021

Adoption of Maungakiekie-Tāmaki Urban Ngahere 10 Year Action Plan 2021

File No.: CP2021/08195

Te take mō te pūrongo

Purpose of the report

1. To adopt the Maungakiekie-Tāmaki Urban Ngahere 10-Year Action Plan

Whakarāpopototanga matua

Executive summary

2. The regional Te Rautaki Ngahere ā-Tāone o Tāmaki Makaurau/ Auckland’s Urban Forest Strategy responds to changes in ngahere canopy cover and potential climate change impacts. The strategy’s target is to increase tree canopy cover across all local board areas in Tāmaki Makaurau to 30 per cent by 2050.

3. In 2018/2019, the Maungakiekie-Tāmaki Local Board funded an implementation plan to understand the current canopy cover and plan for increasing ngahere cover in the local area. The three stages of the implementation plan are ‘knowing’, ‘growing’ and ‘protecting’.

4. The first part of the ‘knowing’ stage involved analysis of the 2013 Light Detecting and Ranging Technology (LiDAR) data for the Maungakiekie-Tāmaki Local Board tree canopy cover. A report identifying cover of 11 per cent was adopted by the local board in 2019.

5. Comparative analysis work has been completed for the more recent LiDAR data. The findings show that net canopy coverage has increased to 12 per cent overall with a net increase of 128 hectares between 2013 and 2016-2018 Maungakiekie-Tāmaki Local Board.

6. The final part of the ‘knowing’ stage has been to develop a 10-year action plan that identifies target areas where trees can be planted to help increase canopy cover in the local board area.

7. This report is seeking adoption of the Maungakiekie-Tāmaki Urban Ngahere 10-Year Action Plan (Attachment A).

8. The local board’s adoption of the action plan will set the direction for tree planting over the next 10 years and enable planning and preparation for the ‘growing’ phase to commence in June 2021.

9. It is recommended the action plan is reviewed every three years to align with local board plan development. This will update the board on planting progress and enable planning for maintaining existing and highlighting next steps to further increase canopy cover.

10. Each year an annual planting plan, including site specific analysis, tree selection, soil and environmental condition analysis, will be prepared. The annual planting plan will require local board funding.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) adopt the Maungakiekie-Tāmaki Urban Ngahere 10 Year Action Plan (Attachment A);

b) request that Parks, Sport and Recreation staff review the Maungakiekie-Tāmaki Urban Ngahere Action Plan implementation work programme annually and provide a report to the local board on the delivery of new tree plantings;

c) request that Parks, Sport and Recreation staff review the Maungakiekie-Tāmaki Urban Ngahere 10-Year Action Plan every three years and provide a report updating the local board on progress of delivery of the action plan;

d) delegate authority to the General Manager - Parks, Sport and Recreation, to make minor changes and amendments to the text and design of the Maungakiekie-Tāmaki Urban Ngahere (Forest) 10-year Action Plan.

Horopaki

Context

11. In 2016 staff studied the extent of urban forest canopy coverage across Tāmaki Makaurau using information captured from an aerial flight using LiDAR survey technology.

12. A detailed tree canopy analysis report was developed by staff from the Research Investigation Monitoring Unit (RIMU) and a regional strategy was developed, which the Governing Body approved in October 2018.

13. The regional strategy’s objective is to increase regional tree canopy cover to 30 per cent, with no local board area having less than 15 per cent canopy cover by 2050.

14. Local boards’ role in reaching this target is to develop local implementation plans to address the canopy loss in their local board area. The local implementation plan has three stages: ‘knowing’, ‘growing’ and ‘protecting’.

15. The ‘knowing’ stage of this planning included analysis of the cover that currently exists across the local board area, and a comparison of net change over a three to five-year period. The percentage canopy cover analysis measures all vegetation on public and private land that is over three metres in height.

16. The Maungakiekie-Tāmaki Urban Ngahere (Forest) Analysis Report was approved by the local board on 19 September 2019 resolution MT/2019/114. It found that the average tree canopy cover across the local board area was 11 per cent based on the findings of the 2013 LiDAR work.

17. The findings from the analysis report have been used to help inform development of the Maungakiekie-Tāmaki Urban Ngahere 10-Year Action Plan, providing guidance on how to direct new tree planting efforts to increase overall tree canopy cover.

18. The action plan will provide long-term direction on planting new trees across the local board area with a goal to increase overall tree canopy coverage.

19. Adoption and implementation of the action plan will lead to:

· planting of new specimen trees

· undertaking enrichment planting in local parks

· working with Auckland Transport to increase tree cover in the road corridor

· providing guidance and direction for community groups and council departments undertaking or organising community planting events.

20. Targets and areas to focus planting efforts are outlined in the action plan. Planting trees in these areas will increase canopy cover, establish or enhance ecological corridors for wildlife and provide shade for key areas in parks and reserves.

Tātaritanga me ngā tohutohu

Analysis and advice

21. The action plan has been informed by findings from the canopy analysis report. Findings in the analysis report were based on a LiDAR survey that was completed in 2013.

22. A follow up LiDAR survey was carried out in 2016-2018 and findings show a net increase in canopy cover in the local board area between 2013 and 2018. The net increase in overall tree canopy coverage equates to approximately 128 square hectares more tree canopy cover when compared to 2013. The overall net increases in canopy coverage took place across the local board area, with the largest gains being measured on publicly owned land. These net gains were however offset by the loss of 73 hectares of tree canopy cover on private and other public land (E.g. Crown Owned Land).

23. The comparative findings show an overall positive increase in tree cover took place between 2013 and 2018. The largest increases in tree canopy coverages were observed on public land with net increases of 1 per cent on public parks, and 2 per cent in the road corridor. These net gains on public land amount to a total increase in tree canopy cover of approximately 202 hectares indicating a positive trajectory of improvement. Comparative analysis of the two data sets is now finalised and will be reported to the local board in late June 2021.

24. Site assessments have been carried out to investigate suitable locations for planting new specimen trees based on the information in the analysis report. The primary areas of assessment were parks with playgrounds and local streets that could provide green corridor connections between local parks.

25. These investigations, along with extensive site visits and subject matter expert input, have helped to inform the proposed locations and set the target for planting that is outlined in the action plan.

26. The target for the local board is to maintain existing and to increase tree canopy cover by at least three per cent in the road corridor and on public reserve land over a 10-year period. This will require the planting of at least one hundred and twenty large growing specimen trees annually. Doing this annually over 10 years will increase overall tree canopy coverages on publicly managed land by 2030.

27. The adoption of the action plan and its implementation will (over a 30-year period), lead to incremental changes that will help work towards achieving above the regional target of 30 per cent canopy cover.

28. Reporting on implementation of the plan every three years aligns with local board plan development. This will enable the local board to review the target and planting strategy, plan for the next areas of planting and consider the allocation of budgets required.

29. Staff have recommended a realistic target for the local board to work towards in the action plan. It is forecast that with small increases in new planting and decreases in tree removal year on year; the current 12 per cent cover is at least maintained with potentially an incremental increase as the new annual tree plantings mature over the next 10 years.

Tauākī whakaaweawe āhuarangi

Climate impact statement

30. Implementation of the strategy and the action plan is an example of an integrated approach to help mitigate emissions, build resilience longer term and enable adaptation to the impacts of climate change to meet Auckland Council’s climate goals.

31. The strategy is identified as a key action in Te Tāruke-ā-Tāwhiri - Auckland’s Climate Plan 2020.

32. Increasing stock of trees and vegetation in Tāmaki Makaurau will increase carbon sequestration and contribute towards reducing net greenhouse gas emissions.

33. Increasing trees and vegetation also provides various natural functions that assist with adaptation to the climate change impacts for humans and other species, such as:

· providing a shading and cooling effect to counter rising temperatures

· slowing and reducing stormwater runoff to assist in managing increased rainfall events

· improve air quality by trapping particulates and filtering vehicle pollutants

· providing additional habitat for indigenous species to occupy, enhancing their resilience to climate change impacts.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

34. Collaboration across Parks, Sport and Recreation (PSR), Infrastructure and Environmental Services (I&ES) and Community Facilities (CF) has been key to the development of the action plan.

35. Community Facilities has helped inform where the current maintenance and renewal programme for trees can be strengthened to improve the overall diversity and increase the extent of the tree canopy cover.

36. Parks, Sport and Recreation will work with Community Facilities in developing the renewals programme to ensure an ongoing programme of tree renewal occurs to replace poor and ailing stock and to replant where dead, dying or diseased trees are removed.

37. Staff will continue to collaborate and develop a tree planting programme and implementation plan for the delivery of new tree plantings in the 2021 planting season and beyond.

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

Local impacts and local board views

38. The early draft action plan was workshopped with the local board on 10^th September 2020. At the workshop board members were presented the draft plan and were asked to provide feedback.

39. The feedback received at the workshop has been incorporated into the final draft of Maungakiekie-Tāmaki Ngahere action plan 2021 included as Attachment A to this report.

Tauākī whakaaweawe Māori

Māori impact statement

40. The strategy was workshopped with mana whenua during its development in three workshops during 2017 and 2018. Feedback and views discussed at the hui helped to shape the final version of the strategy.

41. The use of native trees for all new tree planting is a strong view of mana whenua, and as such natives are the first choice for planting as outlined in the strategy. Native trees are also identified as the preference for planting in the action plan.

42. New tree plantings will benefit local Māori and the wider community by providing increased opportunities for access to nature and providing shade in the local park network.

43. Mana whenua will be updated in the coming months on the local implementation programme and will be engaged to support tree planting advice and to provide a cultural narrative in the choice of species for local areas.

Ngā ritenga ā-pūtea

Financial implications

44. The adoption of the action plan will conclude the ‘knowing’ stage of the local board’s implementation of the strategy, which is funded by the Locally Driven Initiative (LDI) OPEX budget.

45. Delivery of the ‘growing’ stage will be funded by CAPEX from various budgets. These include local board Locally Driven Initiatives (LDI), and Asset Based Services (ABS), the Natural Environment Targeted Rate (NETR) and Mayor’s Million Trees budgets that are allocated by the Governing Body.

46. In 2021/2022 the local board has proposed to allocate $8,000 LDI CAPEX for new tree planting in the Ngahere programme. The adoption of the action plan will help to direct priorities for this and future funding and ensure the right trees are planted in the right place.

47. To ensure the target outlined in the action plan is met, it is recommended that a scaled approach to increasing the amount of LDI CAPEX through the local board’s Community Facilities annual work programme to increase the numbers of new trees being planted. The amount of funding required will be quantified annually based on priorities to advance new tree plantings in areas of need.

48. LDI OPEX will be required each year for development of site-specific plans, for board approval to enable delivery of the local board’s annual tree planting programme. This is currently included in the draft 2021/2022 – 2023/2024 work programme.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

49. The trajectory of loss of tree canopy cover across the local board area is expected to continue on private land as the area develops. New tree planting on public land is necessary to help offset these changes over the longer term.

50. Sufficient time is required to plan and prepare for planting. Should the local board not adopt the plan there is a risk that the ‘growing’ stage of the strategy will not be able to start in June 2021.

51. The 10 year action plan outlines a detailed ‘Planting Opportunities List’ to ensure the right tree is planted in the right place. Should the local board not adopt the action plan there is a risk that trees planted in 2021 will not be appropriate for their location.

52. There is a risk of poor maintenance of plants once they are in the ground. Adoption of the action plan will help mitigate this risk and enable staff to employ best practice tree planting and ongoing maintenance methods.

Ngā koringa ā-muri

Next steps

53. Following adoption of the action plan, annual planting plans will be completed that identify areas for new planting in 2021, 2022 and 2023. These assessments will advise CF, Auckland Transport and other delivery partners on priorities for the ‘growing’ stage.

54. If funding becomes available to fund new tree planting through CAPEX projects, sponsorship, renewals and upgrades an annual update on the ‘growing’ stage will be developed for the local board. These reports will be provided by departments that are leading the tree planting and collated by Parks, Sport and Recreation staff to enable high level reporting on total numbers of new trees planted.

55. In 2023, staff will review the strategy, report to the board on successes and challenges and recommend direction for planting and funding allocation for the following three years.

56. The analysis of the 2018 data is complete which will enable the Maungakiekie-Tāmaki Urban Ngahere (Forest) Analysis Report 2019 to be updated. Staff will provide the updated report to the local board at the end of June 2021.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Urban Ngahere Action Plan 2021	191

Ngā kaihaina

Signatories

Author

Howell Davies - Senior Advisor - Urban Forest

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Victoria Villaraza - Local Area Manager

Maungakiekie-Tāmaki Local Board

22 June 2021

Approval for a new private road name at 46 & 48 Barrack Road, Mount Wellington

File No.: CP2021/08119

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Maungakiekie-Tāmaki Local Board to name a new private road, being a commonly owned access lot (COAL), created by way of a subdivision development at 46 & 48 Barrack Road, Mount Wellington.

Whakarāpopototanga matua

Executive summary

2. The Auckland Council Road Naming Guidelines (the Guidelines) set out the requirements and criteria of the Council for proposed road names. The guidelines state that where a new road needs to be named as a result of a subdivision or development, the subdivider /developer shall be given the opportunity of suggesting their preferred new road name/s for the Local Board’s approval.

3. On behalf of the developer and Applicant, M & C International Limited, agent Mike Wong of Envivo Limited has proposed the names presented below for consideration by the Local Board.

4. The proposed road name options have been assessed against the Guidelines and the Australian & New Zealand Standard, Rural and Urban Addressing, AS NZS 4819:2011 and the Guidelines for Addressing in-fill Developments 2019 – LINZ OP G 01245 (the Standards). The technical matters required by those documents are considered to have been met and the proposed names are not duplicated elsewhere in the region or in close proximity. Mana Whenua have been consulted in the manner required by the Guidelines.

5. The proposed names for the new private road at 46 & 48 Barrack Road are:

· Paku Lane (Applicant Preferred)

· Glory Lane (Alternative 1)

· Micah Lane (Alternative 2)

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) approves the name Paku Lane (applicant’s preferred name) for the new private road created by way of subdivision at 46 & 48 Barrack Road, Mount Wellington, in accordance with section 319(1)(j) of the Local Government Act 1974 (resource consent references BUN60340023 and SUB60340025).

Horopaki

Context

6. Resource consent reference BUN60340023 (subdivision reference number SUB60340025) was issued in January 2020 for the construction of 22 new residential freehold units and one commonly owned access lot (COAL).

7. Site and location plans of the development can be found in Attachment A.

8. In accordance with the Standards, any road including private ways, COALs, and right of ways, that serve more than five lots generally require a new road name in order to ensure safe, logical and efficient street numbering.

9. Therefore, in this development, the new COAL requires a road name because it serves more than five lots. This can be seen in Attachment A, where the COAL that requires a name is highlighted in light blue.

Tātaritanga me ngā tohutohu

Analysis and advice

10. The Guidelines set out the requirements and criteria of the Council for proposed road names. These requirements and criteria have been applied in this situation to ensure consistency of road naming across the Auckland Region. The Guidelines allow that where a new road needs to be named as a result of a subdivision or development, the subdivider/developer shall be given the opportunity of suggesting their preferred new road name/s for the Local Board’s approval

11. The Guidelines provide for road names to reflect one of the following local themes with the use of Maori names being actively encouraged:

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

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

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

12. Theme: The Applicant chose to draw reference to the new development and the names are as detailed in the table below:

Proposed name	Meaning (as described by applicant)
Paku Lane (Applicant preferred)	Te Reo wording meaning: (modifier) small or little
Glory Lane (Alternative 1)	The word ‘glory’ draws reference to the development in that the Applicant sees the development as a ‘distinguished asset’
Micah Lane (Alternative 2)	This is in reference to the Applicant however as it is not a full name no reference will be drawn back to a person.

13. Assessment: All the name options listed in the table above have been assessed by the council’s Subdivision Specialist team to ensure that they meet both the Guidelines and the Standards in respect of road naming. The technical standards are considered to have been met and duplicate names are not located in close proximity. It is therefore for the Local Board to decide upon the suitability of the names within the local context and in accordance with the delegation.

14. Confirmation: Land Information New Zealand (LINZ) has confirmed that all of the proposed names are acceptable for use at this location.

15. Road Type: ‘Lane’ is an acceptable road type for the new private road, suiting the form and layout of the COAL.

16. Consultation: mana whenua were consulted in line with the processes and requirements described in the Guidelines. Additional commentary is provided in the Tauākī whakaaweawe Māori section that follows.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

20. To aid local board decision making, the Guidelines include an objective of recognising cultural and ancestral linkages to areas of land through engagement with mana whenua, particularly through the resource consent approval process, and the allocation of road names where appropriate. The Guidelines identify the process that enables mana whenua the opportunity to provide feedback on all road naming applications and in this instance, the process has been adhered to.

21. On 25^th May mana whenua were contacted by Council on behalf of the applicant, through the Resource Consent department’s central facilitation process, as set out in the Guidelines. Representatives of the following groups with an interest in the general area were contacted:

· Ngāi Tai Ki Tāmaki (Ngāi Tai ki Tāmaki Tribal Trust)

· Ngāti Maru (Ngāti Maru Rūnanga Trust)

· Ngāti Pāoa (Ngāti Paoa Iwi Trust)

· Ngāti Pāoa (Ngāti Paoa Trust Board)

· Ngāti Tamaterā (Ngāti Tamaterā Settlement Trust

· Ngāti Te Ata (Te Ara Rangatu o Te Iwi o Ngāti Te Ata Waiohua)

· Ngāti Whanaunga (Ngāti Whanaunga Incorporated)

· Te Ahiwaru – Waiohua (Makaurau Marae Māori Trust)

· Te Ākitai Waiohua (Te Ākitai Waiohua Iwi Authority)

· Te Patukirikiri (Te Patukirikiri Incorporated)

· Waikato – Tainui (Te Whakakitenga o Waikato Incorporated)

· Ngāti Tamaoho (Ngāti Tamaoho Trust)

· Ngāti Whātua o Kaipara (Ngā Maunga Whakahii o Kaipara Development Trust)

· Ngāti Whātua Ōrākei (Ngāti Whātua Ōrākei Trust)

· Te Kawerau ā Maki (Te Kawerau Iwi Settlement Trust)

22. By the close of the consultation period indicated in the Guidelines, the only response received was from Ngāti Whātua o Kaipara who indicated support for mana whenua to take the lead role in this matter.

No mana whenua have identified an interest or responded to the request for feedback to date and the applicant has signaled a desire to proceed to a decision on the basis of the names supplied.

Noting the scale of the development and that the site is not listed as a site of significance to mana whenua, it is considered that a suitable period of time has been made available to receive commentary from mana whenua and, as no feedback has been received, the naming process can continue.

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

26. Approved road names are notified to LINZ which records them on its New Zealand wide land information database. LINZ provides all updated information to other users, including emergency services.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Attachment A - Site & Location Plans	231

Ngā kaihaina

Signatories

Author

Andrea Muhme - Planner

Authorisers

David Snowdon - Team Leader Subdivision

Victoria Villaraza - Local Area Manager

Maungakiekie-Tāmaki Local Board

22 June 2021

New community lease to Auckland Canine Agility Club Incorporated

File No.: CP2021/08618

Te take mō te pūrongo

Purpose of the report

1. To grant a new community lease to the Auckland Canine Agility Club Incorporated, for land situated at Waikaraka Park, 246 Neilson Street, Onehunga.

Whakarāpopototanga matua

Executive summary

2. The Auckland Canine Agility Club Incorporated (the club) seeks a new community lease for land at Waikaraka Park, 246 Neilson Street, Onehunga. The club holds a community lease for the council owned building (stone cottage) marked “A”, and land marked “B”, both hatched in red, on Attachment A.

3. The lease commenced on 1 April 2009 for a term of five years with two five-year rights of renewal with a final expiry on 31 March 2019. The lease is holding over on a month by month basis on the same terms and conditions.

4. The club has submitted a comprehensive application in support of the new lease request. They have surrendered the lease for the stone cottage, area marked “A”, and seek a new lease only for the area marked “B”, shown on Attachment A.

5. Staff have assessed the application and are satisfied that the requirements for a new lease under Auckland Council’s Community Occupancy Guidelines 2012 have been met.

6. The club was established in 1990 to fill the gap in the canine agility activity in the Auckland central area and has operated from the premises since 1993. The club was initially based at Crossfield Park, Glendowie and moved to its current location following further growth in its membership.

7. As the club’s activities are contemplated in the newly endorsed Waikaraka Park Reserve Management Plan 2021 and Waikaraka Park Master Plan 2021, public notification of the proposed new lease and iwi engagement is not required.

8. This report recommends that the Maungakiekie-Tāmaki Local Board approve a new community lease to Auckland Canine Agility Club Incorporated for the land marked B, hatched in red on Attachment A. The recommendations within this report aligns with the Local Board Plan 2020 outcome one “our diverse communities are active, involved and engaged”.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) approve the surrender of the stone cottage lease area shown in Attachment A marked “A”, outlined and hatched in red.

b) approve a new community lease to the Auckland Canine Agility Club Incorporated, for the land comprising approximately 32.5m² shown in Attachment A marked “B” outlined and hatched in red and situated at Waikaraka Park, 246 Neilson Street, Onehunga, legally described as Allotment 96 Small Lots Near Onehunga comprised in the record of title NA28A/755, classified as local purpose (community buildings) reserve, vested in the Auckland Council under the Reserves Act 1977 subject to:

i) term – five (5) years commencing on the resolution date of this report, with no renewals

ii) rent – $500 plus GST per annum if demanded

iii) the board using if required the Locally Driven Initiative (LDI) allocation to meet the shortfall in rent if the board endorses a new rental different to the recommended rental at (ii) above

iv) the approved Auckland Canine Agility Club Incorporated Community Outcomes Plan be attached to the lease document

v) the board resolving on the outstanding rental arrears

vi) the board using if required part of the Locally Driven Initiative (LDI) allocation to write off any arrears (to the maximum of $1725 plus GST) owed by the club which the board resolves to waive

vii) all other terms and conditions to be in accordance with Auckland Council’s Community Occupancy Guidelines 2012 and the Reserves Act 1977

c) delegate authority to the Chair and Deputy Chair to approve the Community Outcomes Plan to be attached to the lease as a schedule.

Horopaki

Context

9. The Maungakiekie-Tāmaki Local Board is the allocated authority relating to local, recreation, sport and community facilities, including community leasing matters.

10. The lease to the club fully expired on 31 March 2019. The group have indicated they wish to continue their activities at the premises and there is a continued need for their services in the community.

The land and building

11. The Auckland Canine Agility Club Incorporated holds a community lease for the council-owned building (stone cottage) and land situated at Waikaraka Park, 246 Neilson Street, Onehunga. Both parcels are owned by the Crown through the Department of Conservation and vested in trust in the Auckland Council as Recreation Reserve and Local Purpose Reserve.

12. The stone cottage is situated on land described as Part Allotment 48 Small Lots Near Onehunga in title NA47A/1200, classified as a recreation reserve subject to the Reserves Act 1977, and consists of approximately 60.9m², marked “A”, hatched in red, shown in Attachment A.

13. The land marked “B”, consists of approximately 32.5m², hatched in red, shown in Attachment A, described as Allotment 96 Small Lots Near Onehunga comprised in title NA28A/755, and is classified as local purpose (community buildings) reserve. A container used by the group for storage of its club equipment is in this area.

The lease

14. The lease commenced on 1 April 2009 for a term of five years with two five-year rights of renewal and finally expired on 31 March 2019. The lease is holding over on a monthly basis on the same terms and conditions. Rent at termination was $500 plus GST per annum.

15. The council-owned stone cottage was used by the club as a club base and office for members. It has fallen into disrepair and requires significant remedial work. Due to its deteriorated condition the club wished to surrender the lease of the building and continue to occupy the site area marked “B”, the location of the club’s storage container.

16. The club seek a new lease for the container site only and they will continue to use the surrounding park area for training through the parks booking system, so do not require a lease or license to continue to use this space.

17. A site visit has been undertaken, the stone cottage has been returned to council, and the proposed new lease marked “B” on Attachment A is well maintained.

The Auckland Canine Agility Club Incorporated

18. The Auckland Canine Agility Club Incorporated was established in 1990 and incorporated in October 1994, to fill a gap in canine agility activities in the Auckland Central area. The nearest clubs at the time were in Manukau, Papakura, and Akarana. They were originally based at Crossfield Park, Glendowie and relocated to the current site in 1993, as Waikaraka Park was well lit during winter the season, the grounds were more suitable for training dogs and it allowed for growth in their club membership.

19. Dog agility is a competitive sport in New Zealand. The club provides training for handlers to direct a dog through an obstacle course in the fastest time possible. The club is associated with the New Zealand Kennel Club.

20. The club has 27 members, with 70 per cent being in the 22 to 50 year age group and the rest in the 51 years plus group. 90 per cent are female members with 90 per cent identifying as Pākeha.

Tātaritanga me ngā tohutohu

Analysis and advice

21. The club has submitted a comprehensive application and is able to demonstrate its viability to deliver services. The club’s audited accounts show proper accounting records have been kept.

22. The delay in progressing this matter was while the Waikaraka Park Reserve Management Plan 2021 and Waikaraka Master Plan 2021 were completed. The application for a new lease was workshopped with the local board in April 2021 following the endorsement of these plans. The board informally indicated support for the application, providing for a two (2) year lease term with no rights of renewal and a rental of $1 per annum to align with the Community Occupancy Guidelines 2012, and to acknowledge the club’s financial challenges due to Covid-19 and the area’s need for an affordable and accessible canine agility facility.

23. After assessing the lease application and meeting with the club secretary, staff advise that the club qualifies for a new community lease over the area marked “B” outlined and hatched in red shown on Attachment A by virtue of the following:

· Its activities support the Maungakiekie-Tāmaki Local Board Plan 2020 outcome one “our diverse communities are active, involved and engaged”.

· It is not in breach of the current occupancy agreement.

· The financial accounts have sufficient reserves to cover its operating costs with no declared contingent liabilities. It sustains its activities predominantly through membership funding and course fees.

24. This report recommends that a new lease be granted to the Auckland Canine Agility Club Incorporated for one term of five (5) years with no right of renewal, with a $500 plus GST per annum rental. This rental recommendation is based on the recently developed staff direction for rentals to remain at the same level as the expiring lease until a governing body review of rental policies is completed.

25. A community outcomes plan is being negotiated with the club that identifies the benefits it provides to the community. This will be attached as a schedule to the lease when complete and approved.

Tauākī whakaaweawe āhuarangi

Climate impact statement

26. The issue of a lease is administrative. This decision does not contribute to greenhouse emissions.

27. The activity on the land under the proposed lease does not add to current greenhouse emissions relating to the lease nor introduces new emissions.

28. Climate change has some potential to impact the lease, as the site is in a flood-prone area and is two kilometres north of the Manukau Harbour with overland flow paths running across the site and adjacent to it.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

29. The proposed new lease has identified impacts on other parts of the council group. The views of the local board Financial Advisor was sought in preparation of this report’s advice who was supportive of the new lease to the Auckland Canine Agility Club Incorporated.

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

Local impacts and local board views

30. This was an approved item on the Community Facilities Work Programme for 2019/2020. The proposed new community lease was delayed to the 2020/2021 year while the Waikaraka Park Reserve Management Plan 2021 and Master Plan 2021 were prepared. The matter was workshopped with the local board in April 2021.

31. As the club’s activities are specified in the recently approved Waikaraka Park plans, and public notification and iwi consultation was undertaken as part of the statutory plan preparation requirements there is no need to publicly notify or engage with local iwi in the issuing of the lease.

32. The club’s activities offer services that are beneficial to the local community and meets identified needs. There are no changes to the use or operational activities being conducted on the land.

33. The Maungakiekie-Tāmaki Local Board is the allocated authority to approve the granting of a new community lease.

Tauākī whakaaweawe Māori

Māori impact statement

34. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi which are articulated in the council’s key strategic planning documents, the Auckland Plan, the 10-year Budget 2018-2028, the Unitary Plan and local board plans.

35. An aim of community leasing is to increase targeted support for Māori community

36. development. This proposal seeks to improve access to facilities for all Aucklanders, including Māori living in the Maungakiekie-Tāmaki area.

37. Iwi engagement is not required as the club’s activities are provided for under the recently approved Waikaraka Park Reserve Management Plan 2021 and Master Plan 2021.

Ngā ritenga ā-pūtea

Financial implications

Proposed rental

38. Staff have developed a direction for rentals until a governing body review of rental policies is completed. All new and renewed lease rentals should remain at the same level as the expiring lease until the policy review is undertaken.

39. The recommended rental of $500 plus GST per annum aligns with this direction.

40. There is also the option to decrease the rent to $1 per annum as provided for in the Community Occupancy Guidelines 2012. There is no maintenance fee charged as the club owns the container and is responsible for all maintenance costs.

41. If the board supports reducing the rent from $500 to $1 per annum, there will be a shortfall of $499 in the Maungakiekie-Tāmaki Local Board’s revenue account. This shortfall will need to be met from the Board’s locally-driven initiatives budget allocation.

Arrears

42. There are arrears for rent of $1725 inclusive of GST owed by the club.

43. The club is surrendering the lease of the stone cottage owing to its poor condition. The club has not paid rent for three years, although they are still exclusively occupying area “B”, and using the container shown on the leased site plan.

44. The club seeks relief for the outstanding rental amount due to challenges brought by Covid-19, as well as having surrendered the stone cottage lease which they claim to not have been able to use for some years.

45. This was part of the workshopped materials in April 2021 and the local board requested this be included in a report for consideration and resolution. The local board can either waive the total arrears or half the amount or enforce payment for the full amount. Any amount to be waived will need to be met from the board’s locally-driven initiatives allocation.

46. Council staff sought advice and input from the local board’s Lead Financial Advisor on the report content who supports the advice provided.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

47. If a new community lease is not granted to the Auckland Canine Agility Club Incorporated, the lease will continue to roll over on a month-by-month basis. This will adversely affect the club financially who requires surety of tenure as it depends solely on funding from its memberships and training programmes.

48. Without the surety of a new lease, the club will be inhibited in continuing to deliver its services to the community.

Ngā koringa ā-muri

Next steps

49. Subject to the grant of a new community lease, staff will work with the Auckland Canine Agility Club Incorporated to finalise the community outcomes plan and community lease arrangement.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Site Plan of existing and proposed lease area	239

Ngā kaihaina

Signatories

Author

Valerie Vui - Community Lease Advisor

Authorisers

Taryn Crewe - Acting General Manager Community Facilities

Victoria Villaraza - Local Area Manager

Chairperson	Maria Meredith
Deputy Chairperson	Chris Makoare
Members	Don Allan
	Debbie Burrows
	Nerissa Henry
	Peter McGlashan
	Tony Woodcock

Author	Tracey Freeman - Democracy Advisor
Authoriser	Victoria Villaraza - Local Area Manager

Author	Jan Brown – Manager, Local Board Engagement, Auckland Unlimited
Authoriser	Victoria Villaraza - Local Area Manager

Author	Mal Ahmu - Local Board Advisor
Authoriser	Victoria Villaraza - Local Area Manager