Agenda of Ōtara-Papatoetoe Local Board

No.	Title	Page
a ⇩	Auckland Transport Innovating Streets Pilot Fund Retention Decision Report to the Ōtara-Papatoetoe Local Board	17

Ōtara-Papatoetoe Local Board

15 June 2021

New community lease to Papatoetoe Softball Club Incorporated at Robert White Park, 49R Pah Road, Papatoetoe

File No.: CP2021/04878

Te take mō te pūrongo

Purpose of the report

1. To seek a new community ground-lease for Papatoetoe Softball Club Incorporated at Robert White Park, 49R Pah Road, Papatoetoe.

Whakarāpopototanga matua

Executive summary

2. Community leases are one of the ways in which council provides support to local community organisations, assisting them to sustain the activities and experiences they provide in alignment with recognised local priorities.

3. Papatoetoe Softball Club Incorporated entered into a lease with the former Manukau City Council in July 2001. The lease is due to expire on 30 June 2021. The club has applied for a new ground-lease for the club-owned building at Robert White Park.

4. Staff are satisfied the club meets the standards specified in, and recommend the new lease be granted in accordance with, the Auckland Council Community Occupancy Guidelines 2012.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) note the public notification of the intention to lease 410m² (more or less) of Robert White Park described as Lot 14 Deposited Plan 40185 comprising 1,300 square metres and Lot 34 Deposited Plan 13843 comprising 8,094 square metres and contained in NA1919/15 and NA631/47 (as outlined in red and hatched in Attachment A)

b) nominate the Chair and Deputy Chair for a hearing panel to consider any objections received following the public notification and iwi engagement, and make a decision

c) grant, under Section 54 (1) (b) of the Reserves Act 1977, subject to any objections being resolved, a new community ground-lease to Papatoetoe Softball Club Incorporated for the land at 49R Pah Road, Papatoetoe (outlined in red and hatched in Attachment A) and described as Lot 14 Deposited Plan 40185 comprising 1300 square metres and Lot 34 Deposited Plan 13843 comprising 8094 square metres and are contained in NA1919/15 and NA631/47, subject to the following terms and conditions:

i. term – ten (10) years commencing 1 July 2021 with a single 10-year right-of-renewal and final expiry on 30 June 2041

ii. rent – one dollar ($1.00) plus GST per annum, if requested

iii. rent review date – on renewal

iv. permitted use – purposes of, and associated with, a softball club

v. the approved community outcomes plan (Attachment B), to be included in the lease agreement as Schedule 3

vi.      specific amendment clause – “The tenant will conduct the leased area in a quiet and orderly manner so as not to cause a nuisance or annoyance to the occupiers of any neighbouring premises and will ensure that use of the building ceases no later than the following times:
Monday to Thursday        10.30 pm
Friday and Saturday        12.00 am
Sunday                             8.30 pm”

d) all other terms and conditions in accordance with the Auckland Council Community Occupancy Guidelines 2012 and the Reserves Act 1977.

Horopaki

Context

Papatoetoe Softball Club Incorporated

The land and building

5. The lease at Robert White Park, Papatoetoe is on land described as Lot 14 Deposited Plan 40185 comprising 1300 square metres and Lot 34 Deposited Plan 13843 comprising 8094 square metres and are contained in NA1919/15 and NA631/47, is held by Auckland Council in fee simple as a classified recreation reserve. The club’s activities fit with this classification. Softball is a listed activity in the Manukau City Council Sports Parks Management Plan. The plan is not operative and therefore iwi consultation and public notification of the intention to lease is required.

6. The land of 410m² (more or less) is for the footprint of the group-owned building, adjacent covered seating area and toilets and changerooms, as shown in the aerial plan provided as Attachment A.

7. The building, owned and maintained by the club, consists of clubrooms with a small kitchen/canteen, bar, covered outdoor seating area and toilet/changerooms. Team training takes place for the youngest members (around three years of age) through to senior teams, with weekend home games for juniors in the mornings and seniors in the afternoons.

8. The clubrooms are available to the local community for hire and are often used for birthday parties, family celebrations and have also been used for memorial services.

49R Pah Road, Papatoetoe

The tenant

9. Papatoetoe Softball Club was first established in 1946. The club registered under the Incorporated Societies Act 1908 in November 1964. The aims of the club are to administer, promote and develop the game of softball within the Papatoetoe district by promoting membership of the club, liaison and co-operation with New Zealand Softball Association, Auckland Softball Association and encourage participation and achievement in the game of softball.

10. The club looks to foster softball in the Papatoetoe area as a family oriented, affordable recreation that encourages active play and provide a pathway for players to be selected for representative grades in Auckland and nationally.

11. The club strives to attract and retain top level players and coaches, providing a pathway from T-ball to junior softball, senior and premier teams and on the representative teams. The club has a strong history of volunteers who ensure the club is well represented in the Auckland competitions. Many players have gone on to Auckland representation and some selected to play in national teams. The club provides an infrastructure to encourage and support these players.

12. Current membership of the club is 100 members of all ages; 65% of members are male, 35% female. Māori make up 55% of members, Pacific Island 28%, NZ European 15% and Asian 2%. The club has seven part-time volunteers and no paid staff.

13. Fundraising is by way of grants, canteen and bar sales, raffles and hireage of the clubrooms. Funding for equipment is also available from the Auckland Softball Foundation Charitable Trust. The trust manages its assets for the benefit of softball, particularly in the Auckland region.

14.     The current lease contains a clause outlining the closing times for the building. This clause was varied in 2018, at the club’s request, to the following:
Monday to Thursday     10.30 pm
Friday and Saturday      12.00 am
Sunday                          8.30 pm
The clause will, with the board’s approval, be carried over to the new lease agreement.

Tātaritanga me ngā tohutohu

Analysis and advice

15. Auckland Council’s Community Occupancy Guidelines 2012 sets out the requirements for community occupancy agreements.

16. Under the guidelines, groups that own their buildings have an automatic right to reapply for a new lease at the end of the occupancy term, a right which both groups are exercising. It is recommended that new leases be granted to Papatoetoe Softball Club Incorporated, for a term of 10 years with one right of renewal for a further term of 10 years, in line with the guidelines.

17. Local boards have discretion to vary the term of the leases if they wish. The guidelines suggest that where a term is varied, it aligns to one of the recommended terms contained in the Community Occupancy Guidelines 2012.

18. Staff undertook a site visit of the softball club building on 22 April 2021. The building appears relatively well-maintained and managed. A regular maintenance schedule for the building was suggested for the club to implement.

19. After assessing the lease application and meeting with the tenant, staff have determined that the club qualifies for a new community ground-lease because the:

i. club is registered as an incorporated society with the New Zealand Companies Office

ii. club meets the definition of a community group as defined by the Community Occupancy Guidelines 2012

iii. activity of the group supports the Ōtara-Papatoetoe Local Board Plan 2020 outcome: parks and facilities that meet our people’s needs

iv. Papatoetoe Softball Club Incorporated is not in breach of the current occupancy agreement

v. the club’s financial accounts have sufficient reserves to cover its operating costs with no declared contingent liabilities

vi. club has a clear and effective governance structure

vii. club has provided proof of public liability insurance

viii. premises meet the needs of the local community.

20. In addition, as the group is located on land held under the Reserves Act 1977 additional criteria have been considered – suitability of the building:

i. location – the club has operated in Papatoetoe since 1946 and are well established in the community

ii. physical characteristics – the adjoining reserve is set up for the sport of softball, with playing diamonds and nets

iii. accessibility – the building is accessible for use by the wider community

iv. compatibility with reserve values and classification under the Reserves Act 1977 – the reserve is a classified recreation reserve and the sport of softball is listed in the Manukau City Council Sports Park Management Plan

v. potential impact on neighbours or other users – there have been no complaints from neighbours and the lease contains a specific clause on the closing hours and need for the club to be a good neighbour.

21. Other factors for consideration, outlined in the Community Occupancy Guidelines 2012 are:

i. whether other groups in the community are offering similar services and/or activities – the other softball clubs in south Auckland are Counties Manukau Softball Association (Papakura), Drury Softball, Otahuhu Softball, Pukekohe Softball and Southern Braves United Softball (Rongomai Reserve). Papatoetoe Softball Club is well established with a strong membership base

ii. other options the club may have for accommodation – Robert White Park is a designated softball reserve, with nets and diamonds permanently in place

iii. history and sustainability within the community – the club has been supporting and offering softball to the Papatoetoe community since 1946

iv. the ability of the group to pay the outgoings – the club has sufficient income and financial reserves to continue operating.

22. A community outcomes plan, as outlined in the guidelines, has been developed and agreed to by the club. The agreed plan is included as Attachment B to this report and will be included in the agreement as the Third Schedule.

Tauākī whakaaweawe āhuarangi

Climate impact statement

23. The designated impact level of the recommended decision on greenhouse gas emissions is “no impact” because the proposal continues existing activities and does not introduce any new sources of emissions.

24. Climate change has the potential to impact the club as the site sits within a flood plain zone, as shown in the aerial view below. The building is not near the coast.

49R Pah Road, Papatoetoe

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

25. The Parks and Places Specialist has no objections to the grant of a new lease to the softball club.

26. The proposed new lease has no identified impact on other parts of the council group. The views of council-controlled organisations were not required for the preparation of the advice in this report.

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

Local impacts and local board views

27. The recommendations in this report are within local boards’ allocated authority relating to local recreation, sports and community facilities. The lease is item 400 in the 2020/2021 Ōtara-Papatoetoe Local Board work programme, adopted under resolution number OP/2020/108.

28. This lease was reported to the Ōtara-Papatoetoe Local Board at the 1 September 2020 board workshop and in the 23 March and 27 April 2021Community Facilities Monthly Updates.

Tauākī whakaaweawe Māori

Māori impact statement

29. A presentation was made to the Parks South-Central Mana Whenua Forum hui of 31 March 2021. No objections were recorded by the members present. Formal iwi consultation on the proposed lease will take place alongside the public notification process.

Ngā ritenga ā-pūtea

Financial implications

30. All costs involved in the advertising of the intention to lease, and any subsequent local board hearing, are borne by Auckland Council.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

31. The granting of a new community lease to Papatoetoe Softball Club allows them to continue to provide services to the local, and wider communities.

32. There are no known risks associated with the granting of this new community lease.

Ngā koringa ā-muri

Next steps

33. Subject to local board approval, public notification and iwi engagement will take place. If any objections are received, the nominated panel will consider them and decided. If there are no objections or if all objections are resolved, the lease agreement document will be prepared and sent to the group for signing.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Site Map - 49R Pah Road, Papatoetoe	33
b ⇩	Community Outcomes Plan - Papatoetoe Softball Club Incorporated	35

Ngā kaihaina

Signatories

Authors

Jenny Young - Community Lease Advisor

Authorisers

Taryn Crewe - General Manager Community Facilities

Manoj Ragupathy - Local Area Manager

Ōtara-Papatoetoe Local Board

15 June 2021

Manukau Sports Bowl master plan vision and objectives

File No.: CP2021/07418

Te take mō te pūrongo

Purpose of the report

1. To seek approval of the vision and objectives for the Manukau Sports Bowl Master Plan.

Whakarāpopototanga matua

Executive summary

2. The development of a master plan for Manukau Sports Bowl, a 21ha park located near Manukau City Centre is underway (OP/2020/134).

3. The purpose of the master plan is to identify the long-term development aspirations for the park to guide future decision making.

4. Staff have worked with the local board and mana whenua to develop a vision and objectives for the master plan.

5. The vision and objectives will guide the decision making, development and implementation of the master plan and the long-term management of the park.

6. The vision for Manukau Sports Bowl is: An accessible, inviting and inclusive destination park for everyone in our community.

7. The objectives are to:

· foster stronger community ownership and interactions with the park

· design the park to be safe, vibrant, provide easy connections and reflect the community

· minimise the environmental impact of development and use of the park and enhance environmental outcomes

· provide opportunities which meet local community needs to learn, develop, participate and have fun

· maximise use of, and community benefits, arising from the park.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) approve the vision for Manukau Sports Bowl master plan - An accessible, inviting and inclusive destination park for everyone in our community

b) approve the objectives for Manukau Sports Bowl master plan:

i. foster stronger community ownership, and interactions with the park

ii. design the park to be safe, vibrant, provide easy connections, and reflect the community

iii. minimise the environmental impact of development and use of the park and enhance environmental outcomes

iv. provide opportunities which meet local community needs to learn, develop, participate, and have fun

v. maximise use of, and community benefits, arising from the park.

Horopaki

Context

8. Manukau Sports Bowl is a 21ha park strategically located adjacent to State Highway One and near Manukau City Centre.

9. The Sports Bowl is a local park under the local board’s governance, located within the Transform Manukau programme area. Transform Manukau is a programme led by Panuku to develop Manukau to serve future generations.

10. The park provides for a mix of passive and active recreation activities. The main user groups are the Manukau Velodrome, Tennis Auckland, The Roots Collective and the Auckland Greyhound Racing Club. There are a range of lease arrangements and terms, including the Auckland Greyhound Racing Club lease which has a right of renewal in 2022 for a further term of 33 years.

11. In September 2019, the local board approved the preparation of a programme of work to support master planning for the medium and long-term future of the Sports Bowl (OP/2019/145).

12. Subsequently, the local board approved the development of a masterplan including service property optimisation as a potential funding source for implementing the master plan (OP/2020/134).

13. We are taking a two-phase approach to developing the master plan which consists of a research phase and a design phase as shown the table below. We are currently in the design phase of the master plan.

2020-2021

Sept 20

Mar 21

Apr 21

Oct 21

Nov 21

Feb 22

Mar 22

1) Research phase

2) Design phase

- Consultation on draft master plan

- Analysing feedback and amending master plan

Political endorsement of plan

14. This report seeks to confirm the vision and objectives that will guide the development of the master plan and the park.

Tātaritanga me ngā tohutohu

Analysis and advice

15. Staff have worked with mana whenua and the local board through a series of hui and workshops to develop the vision and objectives to guide the decision making, development and implementation of the master plan and the long-term management of the park.

16. The key issues staff have identified in the park are:

· it is poorly connected to the local neighbourhood

· there are not a lot of things for the local community to do in the park, especially families

· the design and use of the park does not reflect the local community

· the high fences make parts of the park feel like private property.

17. The main focus of the master plan will be to make the park more welcoming and include activities local people want and need. The master plan vision and objectives reflect this.

18. The vision for Manukau Sports Bowl is:

An accessible, inviting and inclusive destination park for everyone in our community

19. The vision recognises the importance of the park to the local community and the potential it has to meet the park, sport and recreation needs of the community.

20. Five objectives for the park have been identified to deliver the vision. The objectives are aligned with wider strategic outcomes including:

· Ōtara-Papatoetoe Local Board Plan 2020

· Auckland Sport and Recreation Strategic Action Plan 2014-2021

· Parks and Open Spaces Strategic Action Plan 2013

· Ongoing discussions with mana whenua about the draft Mana Whenua Kaitiaki Forum Five Pou outcomes.

21. The five objectives for Manukau Sports Bowl are:

1. Foster stronger community ownership and interactions with the park.

2. Design the park to be safe, vibrant, provide easy connections and reflect the community.

3. Minimise the environmental impact of development and use of the park and enhance environmental outcomes.

4. Provide opportunities which meet local community needs to learn, develop, participate and have fun.

5. Maximise use of, and community benefits, arising from the park.

22. The table below outlines the objectives for Manukau Sports Bowl and the key issues they seek to address.

Objective (what are we trying to achieve)	Why (what issues have been identified so far)
Foster stronger community ownership, and interactions with the park.	• The park isn’t welcoming • The park feels like a private property with high fences • The community have limited ownership and interaction with the park. • There are limited opportunities for community interaction in the park.
Design the park to be safe, vibrant, provide easy connections, and reflect the community.	• The current design makes the park feel bland and uninviting. • There are limited pedestrian and cyclist connections to the park. • Lack of pedestrian/cycle infrastructure in the park. • The park could be located anywhere, it does not reflect the local community.
Minimise the environmental impact of development and use of the park and enhance environmental outcomes.	• More care needs to be taken of the stream. • Weed removal which includes the large Phoenix Palms which are a weed species.
Provide opportunities which meet local community needs to learn, develop, participate, and have fun.	• When families visit the park there aren’t things for everyone to do. • The park is too focused on formal recreation. • The park is dominated by single use assets.
Maximise use of, and community benefits arising from the park.	• The park has many single use facilities which have the potential to be used more often for more activities and by more people. • Perception of underutilised facilities and spaces

Tauākī whakaaweawe āhuarangi

Climate impact statement

23. The recommendations in this report have no climate impact. Climate impacts will be assessed in future work on the master plan and will be aligned with Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan.

24. The master plan implementation, design and development will include consideration of aspects such as water sensitive design, use of sustainable and ethical products, use of healthy products and construction waste.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

25. Manukau Sports Bowl sits within the Transform Manukau programme area which is led by Panuku. Council staff are working closely with Panuku on the development of the master plan to ensure that the master plan aligns with the other Transform Manukau programme activity.

26. Staff from various council departments will provide input throughout this project. including Parks Sport and Recreation, Community Facilities, Local Board Services and Service Strategy and Integration. Additional resource from other council departments such as communication and engagement, legal and landscape architecture will input as required.

27. The roles and responsibilities have been outlined in the table below.

Roles and responsibilities for developing the master plan

Team within wider council group	Responsibilities
Regional Service Planning, Investment and Partnerships, Customer and Community Services	Lead the development of the master plan
Strategic Asset Optimisation Team, Panuku	Investigation into optimisation potential
Priority Location Direction and Strategic Projects Team, Panuku	Provide oversight from a Transform Manukau perspective to ensure alignment with the wider programme
Parks, Sport and Recreation	Input into the development of the master plan
Community Facilities	Input into the development of the master plan
Local Board Services	Brokering access and advice between the local board and staff

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

Local impacts and local board views

28. Staff have used existing material gathered from the community in previous consultation to guide the development of the vision and objectives.

29. Staff have met with all the lessees on the park as key stakeholders to understand their use of the park and their aspirations for the future.

30. The vision and objectives will be tested with the community as part of the consultation on the master plan.

31. The local board has been involved in the development of the vision and objectives for Manukau Sports Bowl at workshops on the 223^rd of March and the 11^th of May 2021.

Tauākī whakaaweawe Māori

Māori impact statement

32. Staff have worked closely with mana whenua to develop the vision and principles for Manukau Sports Bowl. At the two hui the key issues identified were:

· the need for the park to reflect the local community

· the need for the park to provide activities for the whole family

· the need for the park to be more welcoming to the local community.

33. Mana whenua will continue to be involved in the development of the master plan.

Ngā ritenga ā-pūtea

Financial implications

Resources are available to develop the master plan for Manukau Sports Bowl

34. Council staff time required to develop the master plan is possible within existing staff resource in the 2020/2021 and 2021/2022 financial years.

35. Visitor Solutions have been engaged to work with staff to prepare the master plan. The costs are being covered by Panuku. Panuku has allocated approximately $80k opex to develop the master plan.

Implementing the master plan is subject to the availability of funding

36. The master plan will include an implementation plan that will consider staging development and estimated investment requirements.

37. Panuku has identified approximately $15m capex for implementation of the master plan using Transform Manukau reinvestment. Panuku will consider funding of projects in the master plan and investment plan. This investment funding will be subject to Panuku Board approval of an indicative business case on the completion of the master plan.

38. Panuku will investigate optimisation as a potential funding source alongside staff who are developing the master plan.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

39. The key risk with taking a vision and objective approach to the development of a master plan is the vision and objectives could be too general.

40. Staff are developing criteria based on the vision and objectives to guide the assessment of activities in the master plan. The vision and objectives have been informed by community feedback and discussions with lessees. They have been developed specifically for Manukau Sports Bowl in conjunction with the local board and mana whenua. The vision and objectives will be included as part of community consultation on the draft plan and will guide ongoing conversations with key stakeholders including current lessees.

Ngā koringa ā-muri

Next steps

41. Staff will continue to work on the design phase of the master plan including:

· reviewing existing community consultation responses on the Sports Bowl

· further investigating the proposed sport and recreation services

· developing criteria to guide the assessment of activities in the master plan.

· continuing to engage with mana whenua and key stakeholders.

42. Staff will present the draft criteria to the local board at a workshop in June or July for their feedback and the board will be asked to formally approve the criteria at a business meeting.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Shyrel Burt - Service and Asset Planning Specialist

Authorisers

Justine Haves - General Manager Service Strategy and Integration

Manoj Ragupathy - Local Area Manager

No.	Title	Page
a ⇩	Eke Panuku Development Auckland - Ōtara-Papatoetoe Local Board Six-Monthly Report to 31 March 2021	45

Ōtara-Papatoetoe Local Board

15 June 2021

Ōtara-Papatoetoe Quick Response Grant Round Three 2020/2021, grant allocations

File No.: CP2021/07180

Te take mō te pūrongo

Purpose of the report

1. To fund, part-fund or decline applications received for the Ōtara-Papatoetoe Quick Response Grant Round Three 2020/2021.

Whakarāpopototanga matua

Executive summary

2. This report presents applications received for the Ōtara-Papatoetoe Quick Response Grant Round Three 2020/2021 as provided in Attachment B.

3. The Ōtara-Papatoetoe Local Board adopted the Ōtara-Papatoetoe Grants Programme 2020/2021 on 19 May 2020 (OP/2020/55) as provided in Attachment A. The document sets application guidelines for contestable community grants submitted to the local board.

4. The Ōtara-Papatoetoe Local Board has set a total community grants budget of $373,057 for the 2020/2021 financial year.

5. Ōtara-Papatoetoe Local Grant and Multi-Board Grant Round One 2020/2021 was completed and a total of $130,767 was allocated.

6. One excellence award was also approved and an amount of $2,000 was allocated. Quick Response Grant Round One 2020/2021 was completed and $14,666.92 was allocated.

7. A Southern Initiative (TSI) fund of $51,500 was added to the grants budget. At the October meeting (OP/2020/164) 10,000 from the grants budget was allocated towards costs for a Te reo translation of the Ōtara-Papatoetoe Local Board Plan 2020.

8. A total of $13,366 was allocated in Quick Response Round Two 2020/2021. A further $19,500 was reallocated from Te Kete Rukuruku, to the grants budget line (OP/2021/47).

9. A total of $193,518.87 was allocated in Local Board Round Two 2020/2021. This leaves a total of $79,738.13 for the remaining quick response grant round.

10. Twenty-one applications were received for consideration by the Ōtara-Papatoetoe Local Board for the Quick Response Round Three 2020/2021, requesting a total of $33,258.65.

Ngā tūtohunga

Recommendation/s

a) That the Ōtara-Papatoetoe Local Board:

agree to fund, part-fund or decline each application in Ōtara-Papatoetoe Quick Response Grant Round Three 2020/2021, outlined in Table One:

Table One: Ōtara-Papatoetoe Quick Response Grant Round Three 2020/2021 applications:

Application ID

Organisation

Main focus

Requesting funding for

Amount requested

Eligibility

QR2113-301	Papatoetoe Association Football Club Incorporated	Sport and recreation	Towards the ceiling renovation at Murdoch Park from 1 to 9 July 2021		$2,000.00	Eligible
QR2113-302	S Double S Services Limited	Sport and recreation		Towards spray paint, bike parts and a laptop for community bicycle repair from 2 July 2021 to 31 December 2022	$2,000.00	Eligible
QR2113-304	Te Pua Inano Incorporated	Arts and culture		Towards materials for an annual show at Te Puke O Tara Community Centre on the 22 November 2021	$1,500.00	Eligible
QR2113-307	Papatoetoe Garden and Floral Art Society Incorporated	Community		Towards venue hire, advertising, engraving, stationary, judging and vouchers for the Papatoetoe Ward Garden Competition and the Rose and Floral Art Show from 1 October 2021 to 13 November 2021	$2,000.00	Eligible
QR2113-310	A.B.K Sports Management Limited	Sport and recreation		Towards the purchase of mixed martial art mats from 1 July 2021 to 1 July 2022	$2,000.00	Eligible
QR2113-312	Papatoetoe Chess Club	Sport and recreation		Towards competition chess sets and clocks for the Papatoetoe Chess Club	$2,000.00	Eligible
QR2113-314	Ladies Probus Club of Papatoetoe West	Community		Towards catering for the Ladies Probus Club of Papatoetoe West celebrations at Wesley Methodist Church Hall from 3 September 2021 to 3 December 2021	$1,864.00	Eligible
QR2113-315	Life Education Trust Counties Manukau	Community		Towards the purchase of a tablet from 2 July 2021 to 30 July 2021	$1,061.65	Eligible
QR2113-316	The TYLA Trust	Community		Towards hygiene items for low-income families in Ōtara from 1 July 2021 to 31 August 2021	$2,000.00	Eligible
QR2113-317	South East Auckland Senior Citizens' Association Inc	Community		Towards venue hire and cleaning of the Texas Smoke House on the 11 December 2021	$2,000.00	Eligible
QR2113-319	Independent Living Charitable Trust	Community		Towards catering, transport, stationary and event coordination at either the Acadia Court Hall or Whitehaven Court Hall from 1 September 2021 to 29 October 2021	$1,000.00	Eligible
QR2113-320	The Otara Rugby League Football Club	Sport and recreation		Towards the purchase of hoodies, water bottles and t-shirts for the Otara Rugby League Football Club from 1 July 2021	$2,000.00	Eligible
QR2113-321	The Renaissance School of Dance	Sport and recreation		Towards dance teachers at the Renaissance School of Dance from 16 July 2021 to 12 December 2021	$1,000.00	Eligible
QR2113-322	Independent Living Charitable Trust	Community		Towards catering, transport, stationary and event coordination for mid-autumn celebrations from 1 September 2021 to 29 October 2021	$1,150.00	Eligible
QR2113-323	Baby Luv	Community		Towards bags, cleaning, delivery and transport at Aorere College from 21 May 2021 to 24 September 2021	$1,500.00	Eligible
QR2113-324	Totara Hospice	Community		Towards clinical care packages at Totara Hospice from 2 July 2021 to 16 July 2021	$1,708.40	Eligible
QR2113-326	Papatoetoe Adolescent Christian Trust	Sport and recreation		Towards exercise equipment and a blender for the girls bootcamp from 1 July 2021 to 31 December 2021	$507.44	Eligible
QR2113-327	Youthline Auckland Charitable Trust	Community		Towards programme resources for Youthline from 1 July 2021 to 31 December 2021	$2,000.00	Eligible
QR2113-329	Blue Light Ventures Incorporated	Community		Towards entry to Rainbow's End from 11 September 2021 to 12 September 2021for disadvantaged youth from the Ōtara-Papatoeote area.	$1,967.16	Eligible
QR2113-331	Arogya Mantra	Community		Towards performances and venue hire at Ōtara Town Centre on 15 August 2021	$2,000.00	Eligible
Total					$33,258.65

Horopaki

Context

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

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

13. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

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

· any additional accountability requirements.

14. The Ōtara-Papatoetoe Local Board adopted its grants programme for 2020/2021 on the 19th of May 2020 (OP/2020/55) and will operate three quick response and two local grant rounds for this financial year. This includes the Ōtara-Papatoetoe Local Board Excellence Awards, which are open all year round (OP/2020/55).

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

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

22. The local board is requested to note that section 48 of the Community Grants Policy states “We will also provide feedback to unsuccessful grant applications about why they have been declined, so they will know what they can do to increase their chances of success next time”.

23. A summary of each application received through the Ōtara-Papatoetoe Quick Response Grant Round One 2020/2021 is provided in Attachment B.

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

25. The Ōtara-Papatoetoe Local Board has set a total community grants budget of $373,057 for the 2020/2021 financial year.

26. Ōtara-Papatoetoe Local Grant and Multi-Board Grant Round One 2020/2021 was completed and a total of $130,767 was allocated.

27. One excellence award was also approved and an amount of $2,000 was allocated. Quick Response Grant Round One 2020/2021 was completed and $14,666.92 was allocated.

28. A Southern Initiative (TSI) fund of $51,500 was added to the grants budget and at the October meeting (OP/2020/164) and $10,000 from the grants budget was allocated towards costs for a Te reo translation of the Ōtara-Papatoetoe Local Board Plan 2020.

29. A total of $13,366 was allocated in Quick Response Round Two 2020/2021. A further $19,500 was reallocated from Te Kete Rukuruku, to the grants budget line (OP/2021/47). This leaves a total of $273,257 for the remaining one local and one quick response grant round.

30. A total of $193,518.87 was allocated in Local Board Round Two 2020/2021. This leaves a total of $79,738.13 for the remaining quick response grant round.

31. Twenty-one applications were received for consideration by the Ōtara-Papatoetoe Local Board for the Quick Response Round Three 2020/2021, requesting a total of $33,258.65.

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

34. Following the Ōtara-Papatoetoe Local Board allocation of funding for Ōtara-Papatoetoe Quick Response Grant Round Three, staff will notify the applicants of the local board’s decision and facilitate payment of the grant.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Ōtara-Papatoetoe Grants Programme 2020/2021	61
b	Otara-Papatoetoe Quick Response 2020/2021 grant applications (Under Separate Cover)

Ngā kaihaina

Signatories

Authors

James Boyd - Grants Advisor

Authorisers

Marion Davies - Grants and Incentives Manager

Manoj Ragupathy - Local Area Manager

Ōtara-Papatoetoe Local Board

15 June 2021

Approval of the 2021/2022 Ōtara-Papatoetoe Local Board Customer and Community Services work programme

File No.: CP2021/07629

Te take mō te pūrongo

Purpose of the report

1. To approve the 2021/2022 Ōtara-Papatoetoe Local Board Customer and Community Services work programme and approve in principle the 2022/2023 and 2023/2024 work programmes included in Attachment A.

Whakarāpopototanga matua

Executive summary

2. This report presents the 2021/2022 Ōtara-Papatoetoe 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 Ōtara-Papatoetoe 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 resolutions 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 Ōtara-Papatoetoe 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 provided in Attachment A

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

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

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

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 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.

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

· Outcome 2 – Prosperous local economy

· Outcome 3 – A thriving, inclusive and safe community

· Outcome 4 – Parks and facilities that meet our people’s needs

· Outcome 5 – Sustainable, healthy natural environment.

15. 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

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

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

18. 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.

19. 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).

20. 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.

21. 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 period, without locking down future investment before that activity is properly scoped.

22. 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.

23. 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.

24. 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.

25. 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

26. 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.

27. 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

28. 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.

29. 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.

30. 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.

31. 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.

32. The Ōtara-Papatoetoe Local Board work programme includes 28 activities that are identified as delivering moderate to high outcomes for Māori.

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

Types of budget

34. 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.

35. 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

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

37. 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.

38. 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.

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

Risk Adjusted Programme

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

41. 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.

42. 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

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

44. 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.

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

46. 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

47. 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.

48. 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.

49. 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.

50. 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

51. 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.

52. 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.

53. 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.

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

55. 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

56. 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.

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

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

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

Local impacts and local board views

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

62. In the local board area, 15.7 per cent of the total population identify as Māori.

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

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

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

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

Table 3: Ōtara-Papatoetoe Local Board budget allocation

Local budgets	2021/2022 (approve)	2022/2023 (approve in principle)	2023/2024 (approve in principle)
Opex: Locally Driven Initiatives (LDI)	$1,486,907	$1,525,413	$1,531,913
Opex: Asset Based Services (ABS)	$15,204,938	$15,204,938	$15,204,938
Capex: Local Asset Renewals - Budget (ABS)	$2,822,624	$4,831,347	$6,992,032
Capex: Local Asset Renewals - Proposed Allocation (ABS)	$2,822,624	$4,831,347	$6,992,032
Capex: Local Asset Renewals - Unallocated budget (ABS)	$0	$0	$0
Capex: Locally Driven Initiatives (LDI) – Budget	$173,000	$173,000	$173,000
Capex: Locally Driven Initiatives (LDI) - Proposed Allocation	$173,000	$173,000	$173,000
Capex: Locally Driven Initiatives (LDI) - Unallocated budget	$0	$0	$0
Capex: Growth projects Allocation	$1,328,001	$1,300,000	$0
Capex: Coastal projects Allocation	$0	$0	$0
Capex: Landslide Prevention projects Allocation	$0	$0	$0
Capex: Specific Purpose Funding - Allocation	$1,675,000	$0	$0
Capex: External Funding Allocation	$1,225,817	$40,000	$0
Capex: One Local Initiative	$0	$0	$0
Capex: Long-term Plan discrete	$0	$0	$0
Capex: Natural Environment Targeted Rate	$0	$0	$0

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

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

Table 4: risks and mitigations

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

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

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

Ngā koringa ā-muri

Next steps

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

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Customer and Community Services Work Programme 2021-2022	79
b ⇩	Ōtara-Papatoetoe Māori Outcomes	121
c ⇩	Ōtara-Papatoetoe Map	123
d ⇩	Ōtara-Papatoetoe - Regional Projects	125
e ⇩	Ōtara-Papatoetoe Climate Impacts	127

Ngā kaihaina

Signatories

Authors

Mirla Edmundson - General Manager Libraries & Information

Taryn Crewe - General Manager Community Facilities

Gael Surgenor – General Manager - Southern Initiative

Mace Ward - General Manager Parks, Sports and Recreation

Justine Haves - General Manager Service Strategy and Integration

Authorisers

Claudia Wyss - Director Customer and Community Services

Manoj Ragupathy - Local Area Manager

Ōtara-Papatoetoe Local Board

15 June 2021

Approval of the 2021/2022 Ōtara-Papatoetoe Local Board Infrastructure and Environmental Services Work Programme

File No.: CP2021/07059

Te take mō te pūrongo

Purpose of the report

1. To approve the 2021/2022 Ōtara-Papatoetoe 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 Ōtara-Papatoetoe 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 provided as Attachment A.

3. The work programme responds to the outcomes and objectives identified in the Ōtara-Papatoetoe 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:

· Manukau Harbour Forum - $7,400

· Ope phase two: building sustainable community – $44,200

· Ōtara Waterways and Lake Trust projects - $151,280

· Ōtara-Papatoetoe Industrial Pollution Prevention Programme - $21,000

· Pest Free Urban South - $30,000

· Tāmaki Estuary Environmental Forum - $8,000.

6. The proposed work programme has a total value of $261,880, which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2021/2022 financial year. Approval in principle is also being sought for activities in the 2022/2023 and 2023/2024 financial years.

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

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

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

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

Activity name	2021/2022 budget for approval
Manukau Harbour Forum	$7,400
Ope phase two: building sustainable community	$44,200
Ōtara Waterways and Lake Trust projects	$151,280
Ōtara-Papatoetoe Industrial Pollution Prevention Programme	$21,000
Pest Free Urban South	$30,000
Tāmaki Estuary Environmental Forum	$8,000
Total	$261,880

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

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

Horopaki

Context

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

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

· restoring biodiversity and improving water quality in local streams, the Manukau Harbour and the Tāmaki Estuary

· promoting and enhancing sustainable practices by local businesses, families and neighbourhoods.

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

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

· Regional Pest Management Plan

· Urban Ngahere Strategy

· Waste Management and Minimisation Plan.

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

14. The work programme in 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.

Manukau Harbour Forum – $7,400

19. 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.

20. 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.

21. 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).

22. 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 phase two: building sustainable community – $44,200

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

24. 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.

25. 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 Ōtara-Papatoetoe.

26. In 2020/2021 the local board provided $46,000 to fund this programme. Funding from locally driven initiative budget of $2,000 from the 2020/2021 financial year will be carried forward and spent in 2021/2022. Staff recommend that the board allocate $44,200 towards this programme in 2021/2022.

27. Approval in principle is also sought from the local board for $47,950 in 2022/2023 and $46,000 in 2023/2024.

Ōtara Waterways and Lake Trust projects - $151,280

28. The board has indicated that it would like to continue to fund the Ōtara Waterways and Lake Trust programme in the 2021/2022 financial year. Ōtara Waterways and Lake Trust delivers a series of stream restoration and community engagement activities in the Ōtara-Papatoetoe Local Board area. This programme will continue to support the trust with budget for staff and other resources to deliver the projects. A breakdown of the activities within the 2021/2022 Ōtara Waterways and Lake Trust work programme is provided in Table 1.

29. Restoration work is undertaken by the Stream Team, a social enterprise within the trust that focuses on hiring local people and training and upskilling them in environmental restoration work.

30. The trust has a proven track record of delivery and has built strong relationships within the community. The trust’s work includes restoration of ecological values and waste minimisation education.

31. In 2020/2021 the local board contributed $172,100 towards this programme. Staff recommend that the board allocate $151,280 towards this programme in 2021/2022.

32. Approval in principle is also sought from the local board for $151,280 in 2022/2023 and 2023/2024.

Table 1: Ōtara Waterways and Lake Trust programme budget for 2021/2022 financial year

Activity	Cost
Ōtara Waterways and Lake Trust coordinator Strategic planning and project management, coordination of board meetings and fundraising.	$27,000
Stream Team manager Stream restoration expertise including restoration plans and overall management of the Stream Team.	$17,600
Maintenance of eight existing sites by five Stream Team members Weed control and replacement planting.	$61,800
One new planting site Includes labour and consumables such as herbicide.	$15,380
One Neat Streets and litter activation	$16,000
Communications Contribution towards the continuation of the trust’s communications campaign including social media.	$2,500
Mahi day assistant Support with on the ground engagement such as illegal dumping activations.	$11,000
Total	$151,280

Ōtara-Papatoetoe Industrial Pollution Prevention programme - $21,000

33. The board has indicated that it would like to continue to fund a new Ōtara-Papatoetoe Industrial Pollution Prevention programme in the 2021/2022 financial year. This is an educational programme which informs businesses about the impacts their activities may be having on local waterways. The programme contributes to improved business practices to protect our streams and tributaries, a reduced risk of pollution events and increased social responsibility.

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

35. This project will focus on targeting businesses within the Ōtara area and the Greater East Tāmaki Business Improvement District.

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

37. Staff recommend that the board allocate $21,000 towards this programme in 2021/2022.

Pest Free Urban South - $30,000

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

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

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

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

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

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

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

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

Tāmaki Estuary Environmental Forum - $8,000

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

45. 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.

46. 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.

47. This funding will enable continued coordinator support for 12 hours per week to progress the forum’s the 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.

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

49. 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.

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

51. Table 2 outlines the key activities in the 2021/2022 work programme that have an impact on greenhouse gas emissions or contribute towards climate change adaptation.

Table 2: Climate impact assessment of proposed activities

Activity name	Climate impact
Ōtara waterways restoration programmes: · Manukau Harbour Forum · Industrial Pollution Prevention programme · Ōtara Waterways and Lake Trust projects · Tāmaki Estuary Environmental Forum	These programmes will contribute to environmental resilience by ensuring waterways and the marine environment are protected and enhanced. Freshwater and marine ecosystems provide many ecosystem services such as flood mitigation, habitat for native biodiversity and carbon sequestration. These services are enhanced when the ecosystems are restored.
Ope phase two: building sustainable community	Intergenerational and action-learning approaches to climate action, such as waterway restoration, waste minimisation, urban ngahere forest regeneration, sustainable transport, local food production and energy and water use efficiencies will contribute to lowering carbon emissions footprints.
Pest Free Urban South	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.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

52. 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.

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

54. Infrastructure and Environmental Services staff delivering the Ōtara Waterways and Lake Trust projects will work closely with Parks, Sports and Recreation staff, as some of the restoration work is undertaken on public land.

55. Natural Environment Strategy staff will be coordinated with 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

56. The projects proposed for inclusion in the board’s Infrastructure and Environmental Services work programme will have positive environmental outcomes across the Ōtara-Papatoetoe Local Board area. Particular focus areas for the 2021/2022 work programme include Ōtara Creek and within the Ōtara area and Greater East Tāmaki Business Improvement District.

57. The projects noted above align with the local board plan outcome ‘sustainable, healthy natural environment’. 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

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

59. 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.

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

61. Table 3 outlines the activities in the 2021/2022 work programme that contribute towards the delivery of specific Māori outcomes.

Table 3: Māori outcome delivery through proposed activities

Activity name	Māori outcome	Māori outcome description
Manukau Harbour Forum	· Kaitiakitanga · Realising rangatahi potential	Māori youth will be involved in the youth sustainability wānanga and are supported to develop and implement projects relevant to them and their communities. The wānanga also engages with kaumātua from Makaurau Marae to provide advice and mātauranga Māori that informs programme delivery. During the wānanga, te reo Māori is actively promoted, as a key component of programme delivery.
Ope phase two: building sustainable community	· Kaitiakitanga · Whānau and tamariki wellbeing · Realising Rangatahi potential · Māori identity and culture · Te reo Māori · Māori business, tourism, employment	Ope phase two will continue to nurture Māori relationships through collaborative manaakitanga and kaitiakitanga action with mana whenua, Ngāti Ōtara, hāhi (churches), and the wider local Māori community. Teachers from schools involved in the programme will receive professional development guided by Māori perspectives. The Enviroschools programme has strong kaupapa Māori content. Connections will be strengthened by growing synergies with Enviroschools sister Māori immersion programme, Te Aho Tū Roa.
Ōtara Waterways and Lake Trust projects	· Realising Rangatahi potential · Kaitiakitanga · Māori business, tourism and employment · Te reo Māori	The programme will focus on consultation and engagement with mana whenua in all aspects of the programme.
Pest Free Urban South	· Kaitiakitanga	The Pest Free Urban South coordinator will reach out to local Māori that are already engaged in conservation activities, such as Te Pua Nga Maara to identify key opportunities for the programme.
Tāmaki Estuary Environmental Forum	· Kaitiakitanga	A strategic focus for Tāmaki Estuary Environmental Forum is engaging with mana whenua to integrate overarching values and guiding principles that align and promote Te Ao Māori. Local iwi will be invited to participate in forum meetings.

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

Ngā ritenga ā-pūtea

Financial implications

63. The proposed environment work programme for 2021/2022 totals to $261,880 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.

64. 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.

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

66. 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.

67. 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.

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

69. 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.

70. Table 4 shows the key risks associated with activities in the proposed 2021/2022 work programme, as well as proposed mitigations.

Table 4: Key risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Manukau Harbour Forum	This programme is dependent on the sourcing of a suitable contractor to coordinate the forum and mana whenua contractor to co-deliver the wānanga.	The mana whenua contractor has worked on the programme for the past two years and has indicated they can continue to support the wānanga, subject to the forum’s agreement to continue to fund the project. Several options have been identified for the Manukau Harbour Forum coordinator and therefore not finding a suitable contractor is considered a low risk.	Low
Ope phase two: building sustainable community	There is a risk that workshops may not have attendees due to schools facing financial pressures and therefore teacher workloads may affect workshop attendance. Lack of community understanding and buy-in will also affect the success of the programme.	The programme has budgeted for teacher release which enables participation. Commitment from the community will be determined from the outset. This will involve establishing a reference group of Enviroschools principals and key teachers, regular hui and opportunity for community involvement in the programme. The Sustainable Communities coordinator will be responsible for fostering these relationships.	Low
Ōtara Waterways and Lake Trust projects	Waterway restoration work will be affected if there are significant weather events. This programme is dependent on the local uptake of community.	A contingency plan will be built into the programme to mitigate the risk of weather events affecting the delivery of this programme. The risk of lack of community participation is low as Ōtara Waterways and Lake Trust have worked with their local community for many years.	Low
Ōtara-Papatoetoe Industrial Pollution Prevention programme	This programme is dependent on businesses willing to cooperate. Success is measured by the number of recommendations implemented, so there is a risk that actions may not take place.	To mitigate the risk of businesses unwilling to cooperate, their level of commitment and participation will be qualified through the initial engagement process.	Medium
Pest Free Urban South	A risk to the programme is if there was a change in community demand and values, for example if they were not supportive of the use of herbicide in their area. There is also potential risk in school programmes that are oversubscribed and are not able to commit.	Alternative options will be identified if there are opposed views to the programme’s approach. Natural Environment Delivery, Sustainable Schools, Healthy Waters and Parks, Sports and Recreation staff will work in partnership to ensure schools are well supported to deliver the Pest Free Urban South vision.	Low
Tāmaki Estuary Environmental Forum	This programme is dependent on the sourcing of a suitable contractor to coordinate the forum. The programme relies on community engagement in the water quality monitoring project.	Several options have been identified for the Tāmaki Estuary Environmental Forum coordinator and therefore not finding a suitable contractor is considered a low risk. Individual leaders within the forum will be designated to oversee an area to actively engage the community to participate in monitoring activities to share ownership and responsibility of water quality results for their local area.	Low

71. 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

72. 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.

73. 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 Ōtara-Papatoetoe Infrastructure and Environmental Services work programme	143

Ngā kaihaina

Signatories

Authors

Linh Tra - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Manoj Ragupathy - Local Area Manager

Ōtara-Papatoetoe Local Board

15 June 2021

Approval of the Ōtara-Papatoetoe Local Board Auckland Unlimited work programme 2021/2022

File No.: CP2021/06821

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

· A thriving, inclusive and safe community

· A prosperous local economy.

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

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

· Young Enterprise Scheme Kick Start Days Sponsorship ($3,000)

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

5. The proposed work programme has a total value of $26,500, 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 Ōtara-Papatoetoe Local Board:

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

Horopaki

Context

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

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

· A thriving, inclusive and safe community

· A prosperous local economy.

Tātaritanga me ngā tohutohu

Analysis and advice

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

Local Business Mentors -$11,000

10. The Regional Business Partnership Programme (RBP) delivered by Auckland Unlimited has, through the COVID-19 Business Advisory Fund, provided almost $13 million of help to over 5,000 businesses across the Auckland region. The COVID-19 fund has now been exhausted. Many small to medium sized enterprises (SMEs) across the region, especially smaller businesses, are not now able to access support via the RBP programme and subsequent research by AUL has shown that there is still significant demand for support.

11. A total of 180 businesses in Ōtara-Papatoetoe accessed the RBP over the course of 2020. In the six months, July – December 2020 2.1% of subscribers to the RBP were from Ōtara-Papatoetoe, an area home to 3.1% of the region’s businesses. All businesses were eligible under the COVID Response package but that won’t be the case going forward. With the average business size in Ōtara-Papatoetoe consisting of 7.7 employees many businesses will now become ineligible.

12. There are 6,513 businesses in Ōtara-Papatoetoe. Over 5,300 (83%) of the area’s businesses have 5 employees or less. These smaller businesses have less access to mainstream government business support and also fewer resources to put towards paying for help to grow their business.

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

14. Auckland Unlimited (AUL) will contract Business Mentor New Zealand to provide the service to businesses from the local board area. AUL Business Advisors can make referrals to businesses that contact AUL looking for support for whom the initiative is suited. Also, AUL is able to promote the opportunity to businesses e.g. via Electronic Direct Mail (email) to Ōtara-Papatoetoe businesses that we hold on our database of 20,000 businesses. In addition, AUL will seek to utilise the local board’s own channels to their community.

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

Rebel Business School - $12,500

16. 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. Supporting local residents by providing entrepreneurial training will generate an increase in local businesses and local employment opportunities. The Ministry of Social Development is also contributing to the project. AUL will manage the contract and provide logistical support on behalf of the Ōtara-Papatoetoe Local Board.

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

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

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

20. 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

21. 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

22. 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.

23. The activities in the proposed work programme align with the Ōtara-Papatoetoe Local Board Plan 2020 outcomes specifically:

· A thriving, inclusive and safe community

· A prosperous local economy

Tauākī whakaaweawe Māori

Māori impact statement

24. 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.
Young Enterprise Scheme Kick Start Days	Young Enterprise Scheme Kick Start Days will support YES Māori students at participating schools to benefit from the experience and learnings from the YES

Ngā ritenga ā-pūtea

Financial implications

25. The proposed AUL work programme budget for 2022/2022 is $26,500 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

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

27. Table 1 shows the identified significant risks associated with activities in the proposed 2021/2022 work programme.

Table 1: Significant risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Pop up Business School	Low attendance	Concerted locally targeted social media promotion and use of local networks to reach target audience. A review of attendance patterns will be undertaken.	Medium
Local Business Mentors	The programme will not recruit the number of businesses envisaged.	AUL will promote the programme via social media, AUL will also work with local business associations to promote the programme. Business Mentors New Zealand will also refer businesses in where they meet the criteria established for engagement in the local board funded programme.	Medium
Young Enterprise Scheme Kick Start Days	There is a risk that the Kick Start days do not proceed due to changes in the Covid-19 alert levels. As a result, the sponsorship provided to the Auckland Business Chamber may not be required.	To maintain contact with the Auckland Business Chamber on the running of the event to ensure that if the events are cancelled the full impact on the need for the local board support is identified.	Medium

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Ōtara-Papatoetoe Local Board Auckland Unlimited (AUL) work programme 2021/2022.	153

Ngā kaihaina

Signatories

Authors

Luo Lei - Local Economic Development Advisor

Authorisers

John Norman - Strategic Planning Manager Local Economic Development

Manoj Ragupathy - Local Area Manager

Ōtara-Papatoetoe Local Board

15 June 2021

Approval of the Ōtara-Papatoetoe Local Board Auckland Emergency Management work programme 2021/2022

File No.: CP2021/07143

Te take mō te pūrongo

Purpose of the report

1. To approve the Ōtara-Papatoetoe Local Board Auckland Emergency Management work programme 2021/2022.

Whakarāpopototanga matua

Executive summary

2. This report presents the board’s Auckland Emergency Management work programme and associated budgets for approval for delivery within the 2021/2022 financial year, provided as Attachment A.

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

· A thriving, inclusive and safe community.

· Promoting health and wellbeing to build capable and resilient communities with a sense of belonging.

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:

· Multi-cultural community emergency resilience programme - $1,000.

5. The proposed work programme has a total value of $1,000, which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2021/2022 financial year.

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

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

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

Horopaki

Context

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

· A thriving, inclusive and safe community.

Tātaritanga me ngā tohutohu

Analysis and advice

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

Multi-cultural community emergency resilience programme - $1,000

10. This initiative involves workshops to promote the Places of Worship and Religious Communities Q & A booklet, the establishment of a Resilient Religious Communities Network and development and delivery of resilience building initiatives that improve multi-cultural partnership approaches to emergency planning and preparedness.

11. Auckland Emergency Management will also support Connected Communities’ capacity building initiatives, utilising existing resources and workshops.

Tauākī whakaaweawe āhuarangi

Climate impact statement

12. 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
Multi-cultural community emergency resilience programme	Positive impact on our resilience to climate change, as this work improves community resilience to emergencies and climate change impacts.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

13. 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

14. The proposed Auckland Emergency Management work programme has been considered by the local board in a series of workshops from November 2020 to May 2021. The views expressed by local board members during the workshops have informed the recommended work programme.

15. The activities in the proposed work programme align with the Ōtara-Papatoetoe Local Board Plan 2020 outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

17. The proposed Auckland Emergency Management work programme budget for 2021/2022 is $1,000 of the boards locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total draft budget for 2021/2022.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

18. 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

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

20. 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 ⇩	AEM work programme	159

Ngā kaihaina

Signatories

Authors

Bridget Vercoe - Principal Business Resilience

Authorisers

Kate Crawford - General Manager Auckland Emergency Management

Manoj Ragupathy - Local Area Manager

Ōtara-Papatoetoe Local Board

15 June 2021

Approval of the Plans and Places work programme 2021/2022

File No.: CP2021/07507

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

· Outcome 3: A thriving, inclusive and safe community

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

5. This work programme activity is funded through the regional budget and is not from within the board’s draft locally driven initiatives (LDI) budget for the 2021/2022 financial year.

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

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

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

Horopaki

Context

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

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

Outcome 3: A thriving, inclusive and safe community.

Tātaritanga me ngā tohutohu

Analysis and advice

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

· Te Ākitai Waiohua

· Te Ahiwaru Waiohua

· Ngaati Whanaunga

· Ngāti Tamaoho

· Ngāi Tai ki Tāmaki

· Te Rūnanga o Ngāti Whātua

· Ngati Te Ata Waiohua.

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Plans and Places Work Programme 2021/2022 - Ōtara-Papatoetoe Local Board	165

Ngā kaihaina

Signatories

Authors

Marc Dendale - Team Leader Planning - South

Authorisers

John Duguid - General Manager - Plans and Places

Manoj Ragupathy - Local Area Manager

Ōtara-Papatoetoe Local Board

15 June 2021

Approval of the Otara-Papatoetoe Urban Ngahere Action Plan 2021

File No.: CP2021/07617

Te take mō te pūrongo

Purpose of the report

1. To adopt the Ōtara-Papatoetoe 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 2018/19, the Ōtara-Papatoetoe 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 Ōtara-Papatoetoe Local Board tree canopy cover. A report identifying cover of 9 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 10 per cent overall with a net increase of 197 hectares between 2013 and 2016-2018 Ōtara-Papatoetoe 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 Ōtara-Papatoetoe Urban Ngahere 10-Year Action Plan in 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 increasing 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 Ōtara-Papatoetoe Local Board:

a) adopt the Ōtara-Papatoetoe Urban Ngahere 10 Year Action Plan in Attachment A

b) request that Parks, Sport and Recreation staff review the Ōtara-Papatoetoe 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

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

d) delegate authority to the General Manager - Parks, Sport and Recreation, to make minor changes and amendments to the text and design of the Ōtara-Papatoetoe 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 Ōtara-Papatoetoe Urban Ngahere (Forest) Analysis Report was approved by the local board on 19 September 2019 (resolution OP/2019/146). It found that the average tree canopy cover across the local board area was 9 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 Ōtara-Papatoetoe 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 197 square hectares more tree canopy cover when compared to 2013. The overall net increases in canopy coverage took place across the entire local board area, with the largest gains being measured on publicly 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 14 per cent on public parks, and 9 per cent in the road corridor. These net gains on public land amount to a total increase in tree canopy cover of 154 hectares indicating a positive trajectory of improvement. Comparative analysis of the two data sets is now finalised and will be presented to the local board in 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 5 per cent in the road corridor and on public reserve land over a 10-year period. This will require the planting of a least two hundred fifty large growing specimen trees annually. Doing this annually 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 10 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 27^th October 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 presented to board members on 25^th May 2021. The Ōtara-Papatoetoe Ngahere action plan 2021 is 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 Locally Driven Initiatives (LDI), 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 not proposed to allocate any LDI CAPEX for new tree planting in the Ngahere programme. The adoption of the action plan will help to direct priorities for any 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 Ōtara-Papatoetoe Urban Ngahere (Forest) Analysis Report 2019 to be updated with an addendum. Staff will provide the addendum to the local board at the end of June 2021.

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Otara-Papatoetoe Urban Ngahere Action Plan 2021 (Under Separate Cover)

Ngā kaihaina

Signatories

Authors

Howell Davies - Senior Advisor - Urban Forest

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Manoj Ragupathy - Local Area Manager

Ōtara-Papatoetoe Local Board

15 June 2021

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

File No.: CP2021/07875

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

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

Horopaki

Context

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

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

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

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

· a representative from mana whenua

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

13. This will take place as follows:

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

· 14 June: presentation to Chairs’ Forum

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

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

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

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

Ngā koringa ā-muri

Next steps

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

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

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

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

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Kat Ashmead, Senior Policy Advisor, Local Board Services

Authorisers

Louise Mason – General Manager Local Board Services

Manoj Ragupathy - Local Area Manager

Ōtara-Papatoetoe Local Board

15 June 2021

Adoption of the Ōtara-Papatoetoe Local Board Agreement 2021/2022

File No.: CP2021/07357

Te take mō te pūrongo

Purpose of the report

1. To adopt the local content for the 10-year Budget, which includes the Ōtara-Papatoetoe Local Board Agreement 2021/22, the message from the chair, and local board advocacy.

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

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

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

c) delegate authority to the Chair to make any final changes to the local content for the 10-year Budget 2021-2031 (the Ōtara-Papatoetoe Local Board Agreement 2021/22, message from the chair, and local board advocacy)

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

Horopaki

Context

7. Local board plans are strategic documents that are developed every three years to set a direction for local boards. Local board plans influence and inform the 10-year Budget 2021-2031 which outlines priorities, budgets and intended levels of service over a 10-year period. For each financial year, Auckland Council must also have a local board agreement, as agreed between the Governing Body and the local board, for each local board area.

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

9. From 22 February to 22 March 2021, the council consulted with the public on the 10-year Budget 2018-2028. Two locally held events were held in the Ōtara-Papatoetoe Local Board area to engage with the community and seek feedback on both regional and local proposals.

10. A report analysing the feedback on local board priorities, as well as feedback from those living in the local board area related to the regional issues, was included as an attachment on the 4 May 2021 business meeting agenda.

11. Local boards considered this feedback, and then held discussions with the Finance and Performance Committee at a workshop on 12 May 2021 on regional issues, community feedback and key local board initiatives and advocacy areas.

Tātaritanga me ngā tohutohu

Analysis and advice

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

15. Some of the proposed projects in the Local Board Agreement will be specifically designed to mitigate climate impact, build resilience to climate impacts, and restore the natural environment.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

20. Of those who submitted to the 10-year Budget 2021-2031 from the Ōtara-Papatoetoe Local Board area 24 identified as Māori. Six mana whenua and 5 mataawaka entities made a submission on both the Ōtara-Papatoetoe Local Board priorities and the 10-year Budget 2021-2031. These submissions were provided to the local board for consideration at local board workshops during the development of their local board agreement.

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

Ngā ritenga ā-pūtea

Financial implications

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

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

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

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

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Local content to support the 10-year Budget 2021-2031: to be tabled at the meeting • Local Board Agreement 2021/2022 • Message from the Chair • Local board advocacy	181
b ⇩	Local fees and charges schedule 2021/2022	183

Ngā kaihaina

Signatories

Authors

Francis Martin - Advisor Plans & Programmes • Central Teams

Authorisers

Louise Mason – General Manager Local Board Services

Manoj Ragupathy - Local Area Manager

Ōtara-Papatoetoe Local Board

15 June 2021

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

File No.: CP2021/07896

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 Ōtara-Papatoetoe 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	197
b ⇩	Governance Framework Review - Service levels and funding - feedback template	237

Ngā kaihaina

Signatories

Authors

Gary Pemberton - Programme Change Lead

Authorisers

Justine Haves - General Manager Service Strategy and Integration

Louise Mason – General Manager Local Board Services

Manoj Ragupathy - Local Area Manager

Ōtara-Papatoetoe Local Board

15 June 2021

Economic Development Action Plan: Draft for feedback

File No.: CP2021/06964

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

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

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

Horopaki

Context

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

· assets

· procurement

· land use and zoning

· regulatory processes

· travel network

· town centres

· pricing

· skills and investment attraction

· tourism attraction

· social support services

· coordination of responses through partnerships.

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

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

· Destination Tāmaki Makaurau: attracting people and investment

· Local Tāmaki Makaurau: enabling thriving local economies

· Skilled Tāmaki Makaurau: supporting quality jobs and skill development

· Future Tāmaki Makaurau: preparing businesses for the future

· Enabled Tāmaki Makaurau: infrastructure enabling economic development

· Enabled Tāmaki Makaurau: regulations that enable economic development.

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

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

Local impacts and local board views

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

Ngā koringa ā-muri

Next steps

28. The draft plan will be distributed to the key groups that have been engaged from the commencement of the project. Feedback will be considered until 17 June 2021.

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

Ngā tāpirihanga

Attachments

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

Ngā kaihaina

Signatories

Authors

Janelle Breckell - Principal Strategic Advisor

James Robinson, Head of Strategy and Planning, Auckland Unlimited

Authorisers

Louise Mason – General Manager Local Board Services

Jacques Victor – General Manager Auckland Plan Strategy and Research

Manoj Ragupathy - Local Area Manager

Chairperson	Apulu Reece Autagavaia
Deputy Chairperson	Dawn Trenberth
Members	Dr Ashraf Choudhary, QSO, JP
	Dr Ofa Dewes
	Lotu Fuli
	Swanie Nelson
	Ross Robertson, QSO, JP

No.	Title	Page
a ⇩	Ōtara-Papatoetoe Local Board Workshop Record, 4 May 2021	277
b ⇩	Ōtara-Papatoetoe Local Board Workshop Record, 11 May 2021	279
c ⇩	Ōtara-Papatoetoe Local Board Workshop Record, 18 May 2021	281
d ⇩	Ōtara-Papatoetoe Local Board Workshop Record, 25 May 2021	283

Authors	Carol McGarry - Democracy Advisor
Authorisers	Manoj Ragupathy - Local Area Manager