I hereby give notice that an ordinary meeting of the Puketāpapa Local Board will be held on:

 

Date:

Time:

Meeting Room:

Venue:

 

Thursday, 17 June 2021

10.00am

Local Board Office
560 Mt Albert Road
Three Kings

 

Puketāpapa Local Board

 

OPEN ADDENDUM AGENDA

 

 

 

 

MEMBERSHIP

 

Chairperson

Julie Fairey

 

Deputy Chairperson

Jon Turner

 

Members

Harry Doig

 

 

Ella Kumar, JP

 

 

Fiona Lai

 

 

Bobby Shen

 

 

(Quorum 3 members)

 

 

 

Selina Powell

Democracy Advisor

 

15 June 2021

 

Contact Telephone: 021 531 686

Email: selina.powell@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

 

 


Puketāpapa Local Board

17 June 2021

 

 

ITEM   TABLE OF CONTENTS                                                                                         PAGE

 

15        Approval of the 2021/2022 Puketāpapa Local Board Customer and Community Services work programme                                                                                            5

 


Puketāpapa Local Board

17 June 2021

 

 

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

File No.: CP2021/08555

 

  

 

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2.       This report presents the 2021/2022 Puketāpapa 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 Puketāpapa Local Board Plan 2020.

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

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

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

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

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

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

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

 

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

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

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

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

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

 

Horopaki

Context

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

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

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

·        Outcome 1 – Inclusive communities that are healthy, connected and thriving

·        Outcome 2 – Our people speak up and help shape our future

·        Outcome 3 – Our environment is protected and enhanced for present and future generations

·        Outcome 4 – Well-planned neighbourhoods and vibrant public spaces

·        Outcome 6 – Thriving local economy with opportunities to learn, work and volunteer

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

·        local community needs

·        service and asset availability

·        funding availability

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

·        risks

·        feedback received from the local board at workshops.

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

·        2021/2022 (to be approved)

·        2022/2023 (to be approved in principle)

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

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

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

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

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

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

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

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

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

·     newly vulnerable communities

·     council financial constraints

·     building community resilience for recovery.

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

·     safe and welcoming spaces

·     inclusive events to bring the community back together

·     community supports, including grants

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

Delivering outcomes for, and with, Māori

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

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

Table 1: Kia ora Tāmaki Makaurau outcomes and objectives

Mana outcome

Outcome statement

Mahi objective

Kia ora te Marae

Marae are centres of excellence for whānau Māori and have an abundant presence in communities.

Invest in marae to be self-sustaining and thriving hubs for Māori and the wider community.

Kia ora te Whānau

Empowered whānau Māori across Tāmaki Makaurau.

The council group will enable whānau Māori to experience relevant and welcoming public facilities and services. It will support Māori-led services where appropriate.

Kia ora te Reo

Ko te reo Māori te mauri o te mana Māori

The council group supports te reo Māori be seen, heard, spoken and learned throughout Tāmaki Makaurau.

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

·     Kaitiakitanga

·     Māori business, tourism and employment

·     Māori identity and culture

·     marae development

·     papakāinga and Māori housing

·     realising rangatahi potential

·     te reo Māori

·     whānau and tamariki wellbeing.

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

31.     The Puketāpapa Local Board work programme includes 14 activities that are identified as delivering moderate to high outcomes for Māori.  

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

Types of budget

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

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

Table 2: work programme budget types and purpose

Budget type

Description of budget purpose

Locally Driven Initiatives (LDI)

A development fund used to advance local operational and capital activities at the discretion of the local board

Asset Based Services (ABS)

Allocated by the Governing Body to deliver local activities based on decisions regarding region-wide service levels, including allocation of funds for local asset-based services

Local renewals

A fund dedicated to the renewal (servicing or replacement) of assets including those in local parks and community facilities

Growth (local parks and sports field development)

Primarily funded through development contributions, a regional fund to improve open spaces, including developing newly acquired land into parks, and existing open space to increase capacity to cater for growing population needs

Coastal

A regional fund for the renewal of Auckland’s significant coastal assets, such as seawalls, wharves and pontoons.

Landslide prevention

A regional fund to proactively develop new assets for the prevention of landslides and major slips throughout the region

Specific purpose funding

Funds received by the council from external sources held for specific local board areas and service agreements including compensation funding from other agencies for land acquisitions required for major projects

One Local Initiative (OLI)

Funds allocated by the Governing Body to a local board priority project in alignment with the Long-term Plan 2018-2028

Long-term Plan discrete

Funds associated with activities specifically named and listed in previous long-term plans, including new libraries, community centres and major sports and community infrastructure

Kauri Dieback Funding

As part of the Natural Environment Targeted Rate (NETR) Fund, this is a regional fund from the Environment and Climate Change Committee used to implement the national kauri dieback programme standards

External funding

Budget from external parties, not yet received and held by Customer and Community Services

Capital projects and budgets

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

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

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

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

Risk Adjusted Programme

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

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

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

Regionally funded activities included in the local board work programme

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

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

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

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

Process for changes to the approved work programme

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

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

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

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

Funding decision deferred

50.       Funding for the James Wallace Arts Trust is proposed to be deferred pending the receipt of further information from the trust. Changes to the work programme to reflect the outcome of these discussions will follow the process for changes to the approved work programme identified above.

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 Puketāpapa 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, six 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: Puketāpapa Local Board budget allocation

Local budgets

2021/2022 (approve)

2022/2023 (approve in principle)

2023/2024 (approve in principle)

Opex: Locally Driven Initiatives (LDI)

$860,293

 

           $880,019

 

         $867,019

 

Opex: Asset Based Services (ABS)

$8,245,070

 

$8,245,070

 

$8,245,070

 

Capex: Local Asset Renewals - Budget (ABS)

$910,873

$1,509,625

$2,479,708

Capex: Local Asset Renewals - Proposed Allocation (ABS)

$910,873

$1,509,625

$2,479,708

Capex: Local Asset Renewals - Unallocated budget (ABS)

$0

$0

$0

Capex: Locally Driven Initiatives (LDI) – Budget

$125,000

$125,000

$125,000

Capex: Locally Driven Initiatives (LDI) - Proposed Allocation

$125,000

$125,000

$125,000

Capex: Locally Driven Initiatives (LDI) - Unallocated budget

$0

$0

$0

Capex: Growth projects Allocation

$0

$0

$0

Capex: Coastal projects Allocation

$65,000

$0

$0

Capex: Landslide Prevention projects Allocation

$0

$0

$0

Capex: Specific Purpose Funding - Allocation

$0

$0

$0

Capex: External Funding Allocation

$0

$0

$0

Capex: One Local Initiative

$0

$0

$0

Capex: Long-term Plan discrete

$0

$0

$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

15

b

Puketapapa Māori Outcomes

45

c

Puketāpapa Map

47

d

Puketāpapa - Regional Projects

49

e

Puketāpapa Climate Impacts

51

      

Ngā kaihaina

Signatories

Authors

Justine Haves - General Manager Service Strategy and Integration

Mace Ward - General Manager Parks, Sports and Recreation

Mirla Edmundson - General Manager Libraries & Information

Taryn Crewe -  Acting General Manager Community Facilities

Gael Surgenor – General Manager -  Southern Initiative

Authorisers

Claudia Wyss - Director Customer and Community Services

Nina Siers - Local Area Manager

 


Puketāpapa Local Board

17 June 2021

 

 

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17 June 2021

 

 

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17 June 2021

 

 

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