Agenda of Whau Local Board - Wednesday, 25 May 2022

At the close of the agenda no apologies had been received.

Members are reminded of the need to be vigilant to stand aside from decision making when a conflict arises between their role as a member and any private or other external interest they might have. Specifically, members are asked to identify any new interests they have not previously disclosed, an interest that might be considered as a conflict of interest with a matter on the agenda.

The following are declared interests of the Whau Local Board:

Member

Organisation

Position

Kay Thomas

· New Lynn Citizens Advice Bureau

· Friends of Arataki

· Western Quilters

· Citizens Advice Bureau
Waitākere Board

Volunteer

Committee member

Member

Chair

Susan Zhu

· Chinese Oral History Foundation

· The Chinese Garden Steering Committee of Auckland

Committee member

Board member

Fasitua Amosa

· Equity NZ

· Massive Theatre Company

· Avondale Business Association

Vice President

Board member

A family member is the Chair

Catherine Farmer

· Avondale-Waterview Historical Society

· Blockhouse Bay Historical Society

· Portage Licensing Trust

· Blockhouse Bay Bowls

· Forest and Bird organisation

· Grey Power

Member

Trustee

Patron

Member

Te’eva Matafai

· Pacific Events and Entertainment Trust

· Miss Samoa NZ

· Malu Measina Samoan Dance Group

· Aspire Events

Co-Founder

Director

Director/Founder

Director

Warren Piper

· New Lynn RSA

· New Lynn Business Association

Associate member

Member

Jessica Rose

· Women in Urbanism-Aotearoa, Auckland Branch

· Forest & Bird

· Big Feels Club

· Frocks on Bikes

· Bike Auckland

· Department of Conservation

Committee member

Member

Patron

Former co-chair

Former committee member

Employee

Member appointments

Local board members are appointed to the following bodies. In these appointments the local board members represent Auckland Council.

External organisation	Leads	Alternate
Aircraft Noise Community Consultative Group	Warren Piper	Catherine Farmer
Avondale Business Association	Kay Thomas	Warren Piper
Blockhouse Bay Business Association	Warren Piper	Fasitua Amosa
New Lynn Business Association	Susan Zhu	Kay Thomas Warren Piper
Rosebank Business Association	Fasitua Amosa	Warren Piper
Whau Coastal Walkway Environmental Trust	Fasitua Amosa	Jessica Rose

4 Confirmation of Minutes

That the Whau Local Board:

a) confirm the ordinary minutes of its meeting, held on Wednesday, 27 April 2022, and the extraordinary minutes of its meeting, held on Wednesday, 11 May 2022, as true and correct.

5 Leave of Absence

At the close of the agenda no requests for leave of absence had been received.

6 Acknowledgements

At the close of the agenda no requests for acknowledgements had been received.

7 Petitions

At the close of the agenda no requests to present petitions had been received.

8 Deputations

Standing Order 7.7 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Whau Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

8.1 Deputation - Health Freedom New Zealand Petition

Te take mō te pūrongo

Purpose of the report

1. Kevin Murphy and Laurie Ross from Health Freedom New Zealand will be in attendance to present on the rights of citizens to use community facilities without discrimination on the basis of vaccination status.

Whakarāpopototanga matua

Executive summary

2. Health Freedom New Zealand urges the local boards and Auckland Council to lift discrimination policies dividing the community by asking for vaccine passports. This policy is harmful for social and mental health which also leads to increased physical illness.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) receive the presentation on the rights of citizens to use community facilities without discrimination on the basis of vaccination status, and thank Kevin Murphy and Laurie Ross for their attendance.

8.2 Deputation - Golf New Zealand

Te take mō te pūrongo

Purpose of the report

1. Hana-Rae Seifert, Legal Counsel for Golf New Zealand, will be in attendance to present to the Whau Local Board their concerns regarding the draft Auckland Golf Investment Plan.

Whakarāpopototanga matua

Executive summary

2. Golf New Zealand requests that the Local Board support the restart of the process to build a draft Auckland Golf Investment Plan from a place of accuracy, fairness and sufficient collaboration.

3. Golf New Zealand is the leadership body for Golf in New Zealand. Many people in the Whau area have their lives enriched through golf. The organisation works with golf courses across Auckland, including in the Whau region. Therefore, they believe that the draft Auckland Golf Investment Plan may have significant impacts on the Whau golf courses and community.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) receive the presentation on draft Auckland Golf Investment Plan and thank Hana-Rae Seifert for her attendance.

Attachments

a Golf New Zealand Email to Whau Local Board........................................... 561

b Golf New Zealand Request to Auckland Council - 8 April 2022.................. 563

c Golf New Zealand Infographic...................................................................... 571

9 Public Forum

A period of time (approximately 30 minutes) is set aside for members of the public to address the meeting on matters within its delegated authority. A maximum of 3 minutes per item is allowed, following which there may be questions from members.

At the close of the agenda no requests for public forum had been received.

10 Extraordinary Business

Section 46A(7) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

“An item that is not on the agenda for a meeting may be dealt with at that meeting if-

(a) The local authority by resolution so decides; and

(b) The presiding member explains at the meeting, at a time when it is open to the public,-

(i) The reason why the item is not on the agenda; and

(ii) The reason why the discussion of the item cannot be delayed until a subsequent meeting.”

Section 46A(7A) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

“Where an item is not on the agenda for a meeting,-

(a) That item may be discussed at that meeting if-

(i) That item is a minor matter relating to the general business of the local authority; and

(ii) the presiding member explains at the beginning of the meeting, at a time when it is open to the public, that the item will be discussed at the meeting; but

(b) no resolution, decision or recommendation may be made in respect of that item except to refer that item to a subsequent meeting of the local authority for further discussion.”

11 Notices of Motion

Under Standing Order 2.5.1 a Notice of Motion has been received from Member J Rose and Chair K Thomas for consideration under item 12.

No.	Title	Page
a ⇩	Whau Ward Councillor's Update	11

No.	Title	Page
a ⇩	Notice of Motion: Member J Rose to recommend that Auckland Transport investigate, standardise and reduce the cost for ANZAC Traffic Management Plans	15

Whau Local Board

25 May 2022

Whau Local Board Grants Programme 2022/2023

File No.: CP2022/04913

Te take mō te pūrongo

Purpose of the report

1. To adopt the Whau Grants Programme 2022/2023.

Whakarāpopototanga matua

Executive summary

2. The Auckland Council Community Grants Policy guides the allocation of local, multi-board and regional grant programmes to groups and organisations delivering projects, activities and services that benefit Aucklanders.

3. The Community Grants Policy supports each local board to review and adopt their own local grants programme for the next financial year.

4. This report presents the Whau Grants Programme 2022/2023 for adoption (Attachment A).

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) adopt the Whau Grants Programme 2022/2023.

Horopaki

Context

5. The Auckland Council Community Grants Policy guides the allocation of local, multi-board and regional grant programmes to groups and organisations delivering projects, activities, and services that benefit Aucklanders.

6. The Community Grants Policy supports each local board to review and adopt its own local grants programme for the next financial year. The local board grants programme guides community groups and individuals when making applications to the local board.

7. The local board community grants programme includes:

· outcomes as identified in the local board plan

· specific local board grant priorities

· which grant types will operate, the number of grant rounds, and opening and closing dates

· any additional criteria or exclusions that will apply

· other factors the local board consider to be significant to their decision-making.

8. Once the local board grants programme 2022/2023 has been adopted, the types of grants, grant rounds, criteria, and eligibility with be advertised through an integrated communication and marketing approach which includes utilising the local board channels.

Tātaritanga me ngā tohutohu

Analysis and advice

9. 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. The new Whau Grants Programme has been workshopped with the local board and feedback incorporated into the grants programme for 2022/2023.

Tauākī whakaaweawe āhuarangi

Climate impact statement

10. 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. Local board grants can contribute to climate action through the support of projects that address food production and food waste; alternative transport methods; community energy efficiency education and behaviour change; build community resilience and support tree planting.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

13. The grants programme has been developed by the local board to set the direction of its grants programme. This programme is reviewed on an annual basis.

Tauākī whakaaweawe Māori

Māori impact statement

14. All grant programmes respond to Auckland Council’s commitment to improving Māori wellbeing by providing grants to organisations delivering positive outcomes for Māori. Applicants are asked how their project aims to increase Māori outcomes in the application process.

Ngā ritenga ā-pūtea

Financial implications

15. The allocation of grants to community groups is within the adopted Long-term Plan 2021 -2031 and local board agreements.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

16. The allocation of grants occurs within the guidelines and criteria of the Community Grants Policy. Therefore, there is minimal risk associated with the adoption of the grants programme.

Ngā koringa ā-muri

Next steps

17. An implementation plan is underway, and the local board grants programme will be locally advertised through the local board and council channels, including the council website, local board Facebook page and communication with past recipients of grants.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Whau Local Board Grants Programme 2022/2023	21

Ngā kaihaina

Signatories

Author

Zee Phakathi - Grants Advisor

Authorisers

Pierre Fourie - Grants and Incentives Manager

Adam Milina - Local Area Manager

Whau Local Board

25 May 2022

Whau Local and Multiboard Grant Rounds Two 2021/2022 grant allocations

File No.: CP2022/05135

Te take mō te pūrongo

Purpose of the report

1. To provide the Whau Local Board with information on applications in Whau Local Grant and Multiboard Grant Rounds Two 2021/2022; to enable a decision to fund, part-fund or decline each application.

Whakarāpopototanga matua

Executive summary

2. This report presents applications received in Whau Local Grant Round Two 2021/2022 (Attachment B) and Multiboard Grant Round Two 2021/2022(Attachment C).

3. The Whau Local Board adopted the Whau Local Grant Programme 2021/2022 on 24 March 2021. The document sets application guidelines for contestable grants submitted to the local board (Attachment A).

4. The Whau Local Board originally set a total community grant budget of $109,909 for the 2021/2022 financial year. A total of $57,086.40 was allocated to Local Grant Round One and Quick Response rounds One and Two.

5. At its business meeting of 27 April 2022, the Whau Local Board resolved (resolution WH/2022/36) to re-allocate $8,455 to Community Grants Whau. This additional budget is now available for allocation.

6. This leaves a total of $61,277.60 be allocated to one local and Multiboard grant round, and one quick response round.

7. A total of 43 applications were received for the Local and Multiboard Grant Round Two, requesting a total of $237,846.50.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) agree to fund, part-fund, or decline each application in Whau Local Grant Round Two 2021/2022 listed in listed in Table One:

Table One: Local Grant Round Two 2021/2022 grant applications

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
LG2221-2201	Auckland Pilipino Trust	Community	Towards decorations and wages at Rizal Reserve and New Lynn Community Centre on 11 June 2022	$4,450.00	Eligible
LG2221-2203	Encounter Hope foundation	Community	Towards computers and computer equipment at 4109A Great North Road from 2 June 2022 to 30 June 2022	$4,300.00	Eligible
LG2221-2204	Shager Ethiopian Entertainment NZ Inc	Community	Towards hall hire, decorations and instructor costs at Mt Roskill Memorial Hall from June 2022 to December 2022	$5,000.00	Eligible
LG2221-2205	Green Bay Community House	Environment	Towards four Compost bins, drag fork and thermometer in Green Bay Community House from July 2022 to February 2023	$8,000.00	Eligible
LG2221-2206	Avondale Business Association	Community	Towards Māori wardens operational costs, this includes safety equipment, kitchen ware and consumables in Avondale Town Centre from June 2022 to May 2023	$7,544.50	Eligible
LG2221-2208	Asthma New Zealand Incorporated	Community	Towards operating costs for west Auckland mobile asthma nurse educator in Auckland from July 2022 to December 2022	$8,000.00	Eligible
LG2221-2209	Doughnut Economics Advocates New Zealand	Community	Towards Repair Café event in New Lynn Community Center from June 2022 to December 2022	$3,100.00	Eligible
LG2221-2211	Auckland Ice Hockey Association	Sport and recreation	Towards the learn to play hockey project in Paradice Ice Skating Avondale from June 2022 to August 2022	$8,000.00	Eligible
LG2221-2212	Youthline Auckland Charitable Trust	Community	Towards Youthline operational costs in Youthline House,13 Maidstone St, Grey Lynn from June 2022 to March 2023	$5,000.00	Eligible
LG2221-2213	The Period Place	Community	Towards purchasing reusable and disposable period products to be donated in the Whau area from June 2022 to May 2023	$8,000.00	Eligible
LG2221-2214	Bay Olympic Soccer & Sports Club Assoc	Sport and recreation	Towards facility improvement in Bay Olympic, 36 Portage Road, New Lynn from October 2022 to December 2022	$20,000.00	Eligible
LG2221-2215	New Lynn Kindergarten (Auckland Kindergarten Association)	Community	Towards fence installation to develop a vegetable garden in New Lynn Kindergarten from June 2022 to July 2022	$3,180.00	Eligible
LG2221-2217	Maryann Savage	Historic Heritage	Towards Heritage Restoration of family home in 76 Astley Avenue, New Lynn from June 2022 to June 2024	$8,000.00	Eligible
LG2221-2218	New Lynn Tennis Sports and Social Club Inc.	Sport and recreation	Towards purchase of tennis balls and racquets and tennis coaching costs for juniors in New Lynn Tennis Club from May 2022 to December 2022	$4,200.00	Eligible
LG2221-2219	Fakatoukatea Trust	Community	Towards the purchase of 12 industrial sewing machines in Te Pae o Kura, 126 Awaroa Road, Sunnyvale from December 2022 to January 2023	$8,000.00	Eligible
LG2221-2220	Shared Garden Space Under the umbrella of Whau The People Charitable Trust	Community	Towards purchasing seeds, seedlings, gardening equipment, slug pellets, compost, soil, gardening tools, advertising and signage for a shared garden space in 99 Rosebank Road, Avondale from June 2022 to October 2022	$3,863.03	Eligible
LG2221-2221	Afghans Funeral Services Charity in New Zealand	Community	Towards purchase of laptop, storage cupboard, stationery and hall hire in Auckland City from November 2022 to December 2023	$4,000.00	Eligible
LG2221-2222	Asylum Seekers Support Trust	Sport and recreation	Towards purchasing exercise equipment and building storage to shelter the equipment in 229 Blockhouse Bay Road, Avondale from June 2022 to July 2023	$3,027.00	Eligible
LG2221-2223	New Windsor School Board of Trustees	Arts and culture	Towards Kapa Haka uniforms for Kapa Haka groups in New Windsor School from June 2022 to January 2028	$4,712.50	Eligible
LG2221-2225	Polynesian Entertainers Limited	Arts and culture	Towards Siva Afi Whau Term 2 2022 in Avondale Community Centre from August 2022 to December 2022	$7,725.14	Eligible
LG2221-2226	Graeme Dingle Foundation Auckland	Community	Towards salaries of trained Kiwi Can Leaders in Kelston Primary School, 5 Archibald Road, Kelston, from June 2022 to September 2022	$5,000.00	Eligible
LG2221-2227	Whau Coastal Walkway Environmental Trust	Environment	Towards the costs of laboratory testing and collection of samples for Whau river water quality monitoring from June 2022 to June 2023	$8,000.00	Eligible
LG2221-2228	Auckland King Tides Initiative under the umbrella of The Institution of Professional Engineers New Zealand Inc	Environment	Towards costs of design, production, installation and launch of CoastSnap beach monitoring device in Archibald Park from June 2022 to December 2022	$10,000.00	Eligible
Total				$147,684.17

b) agree to fund, part-fund or decline each application received in Multiboard Grant Round Two 2021/2022, listed in Table Two:

Table Two: Multiboard Grant Round Two 2021/2022 grant applications

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
MB2022-202	Re-Creators Charitable Trust	Community	Towards free or subsidised classes of Community Upcycling DIY Workshops in various locations in Auckland (June 2022 - March 2023)	$4,766	Eligible
MB2022-204	The Auckland Association Incorporated	Sport and recreation	Towards ongoing operating expenses for facilitating softball leagues and tournaments in the Auckland Region from July 2022 to December 2022	$3,000	Eligible
MB2022-205	New Zealand Eid Day Trust Board	Community	Towards the cost of venue hire, sound, video and electrical costs, entertainment games, furniture and fixtures, volunteers, marketing and ambulance hire, for the 2022 NZ Eid day	$5,000	Eligible
MB2022-206	Waitākere Adult Literacy Inc.	Community	Towards rent and tutor wages to carry out literacy and numeracy programmes at Great North Road New Lynn (June 2022 - December 2023)	$5,000	Eligible
MB2022-215	The Reading Revolution	Community	Towards wages of the manager delivering the "Readers Leaders programme"	$3,000	Eligible
MB2022-219	Young Workers Resource Centre	Community	Towards education coordinator wages and mileage from June 2022 - March 2023	$4,000	Eligible
MB2022-220	Bellyful New Zealand Trust	Community	Towards meal production, volunteer support, and delivery costs in Auckland (June 2022 - December 2023)	$3,000	Eligible
MB2022-225	Outline Aotearoa Incorporated	Community	Towards cost of the peer support service programme`s volunteer training, clinical supervision, advertising, stationery, insurance and information technology service	$2,000	Eligible
MB2022-226	Social Enterprise Auckland/ Impact Hub Auckland	Community	Towards business events with a focus on equity and climate from June 2022 to June 2023	$4,445	Eligible
MB2022-229	The StarJam Charitable Trust	Community	Towards the workshops costs of tutor fees, venue hire, tutor and volunteer training, regional programme coordinator`s salary and equipment between 1st June 2022 to 31st December 2022	$6,000	Eligible
MB2022-232	Garden to Table Trust	Community	Towards the salary, mileage and home office costs of three regional coordinators of the "Garden to Table Food Education Programme"	$7,500	Eligible
MB2022-234	Fiji Girmit Foundation	Community	Towards the Girmit musical festival and Girmit seniors recognition event in Mangere	$5,000	Eligible
MB2022-236	Big Buddy Mentoring Trust	Community	Towards operational costs (such as wages, rent, transport, equipment) to recruit volunteer mentors for young boys with no father in their lives in Auckland (September 2022 - September 2023)	$10,000	Eligible
MB2022-238	Zeal Education Trust - Waitakere	Community	Towards youth worker wages and resources for Zeal Nights in west Auckland (July 2022 - June 2023)	$3,900	Eligible
MB2022-239	The Operating Theatre Trust t/a Tim Bray Theatre Company	Arts and culture	Towards Gift a Seat funding for 2,700 children to attend The Whale Rider in their local area for free (September 2022 - December 2022)	$5,218	Eligible
MB2022-240	Age Concern Auckland Incorporated	Community	Towards delivering specialized Asian services to Chinese, Korean and Japanese people aged 65 and older across Auckland	$4,000	Eligible
MB2022-243	Anxiety New Zealand Trust	Community	Towards the marketing material costs and wages of co-ordinators and facilitators of the Community Education Webinars	$2,500	Eligible
MB2022-245	Sport Waitakere Trust	Community	Towards developing ethnic leaders project in Henderson from September 2022 to August 2023	$4,333.33	Eligible
MB2022-248	KidsCan Charitable Trust	Community	Towards items to deliver the KidsCan programme in schools and early childhood centres in Auckland (June 2022 - December 2022)	$5,000	Eligible
MB2022-255	Habitat for Humanity Northern Region Limited	Community	Towards healthy homes interventions and winter warmer essentials from June 2022 to August 2022	$2,500	Eligible
Total				$90,162.33

Horopaki

Context

8. 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.

9. Auckland Council Community Grant Policy supports each local board to adopt a grant programme.

10. The local board grant 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.

11. The Whau Local Board adopted its grant programme for 2021/2022 on 24 March 2021 (Attachment A) – resolution WH/2022/36. The document sets application guidelines for contestable grant.

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

Tātaritanga me ngā tohutohu

Analysis and advice

13. 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 Grant 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

14. The Local Board Grant Programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups for projects that support and enable community climate action. Community climate action involves reducing or responding to climate change by local residents in a locally relevant way. 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; increasing access to single-occupancy transport options; home energy efficiency and community renewable energy generation; local tree planting and streamside revegetation; and educating about sustainable lifestyle choices that reduce carbon footprints.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

15. 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.

16. The grant 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

17. Local boards are responsible for the decision-making and allocation of local board community grants. The Whau Local Board is required to fund, part-fund or decline these grant applications against the local board priorities identified in the Whau Local Board Community Grant Programme 2021/2022.

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

19. A summary of each application received through Whau Local Grant Round Two (refer Attachment B), and Multiboard Grant Round Two 2021/2022 (refer Attachment C) is provided.

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

21. The allocation of grants to community groups is within the adopted Long-term Plan 2018-2028 and local board agreements.

22. The Whau Local Board originally set a total community grant budget of $109,909 for the 2021/2022 financial year. A total of $57,086.40 was allocated to Local Grant Round One and Quick Response rounds One and Two.

23. At its business meeting of 27 April 2022, the Whau Local Board resolved (resolution WH/2022/36) to re-allocate $8,455 to Community Grants Whau. This additional budget is now available for allocation.

24. This leaves a total of $61,277.60 to be allocated to Local and Multiboard grant round two, and quick response round three.

25. Twenty-three applications were received for the Local Grant Round Two, and 20 Multiboard applications, requesting a total of $237,846.50. Local grants applications requested a total of $147,684.17 and Multiboard grants applications requested $90,162.33 from Whau Local Board.

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

28. Following the Whau Local Board allocation of funding for Local Grant and Multiboard Grant Rounds Two 2021/2022, the grant staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Whau Local Board Grants Programme 2021-2022	43
b ⇩	Whau Local Grants Round Two Application Summary 2021-2022	47
c ⇩	Whau Multiboard Grants Round Two Application Summary 2021-2022	149

Ngā kaihaina

Signatories

Authors

Zee Phakathi - Grants Advisor

Authorisers

Pierre Fourie - Grants and Incentives Manager

Adam Milina - Local Area Manager

Whau Local Board

25 May 2022

Whau Toilet Provision Assessment 2022

File No.: CP2022/06234

Te take mō te pūrongo

Purpose of the report

1. To adopt the Whau Toilet Provision Assessment 2022 (Attachment A).

Whakarāpopototanga matua

Executive summary

2. Auckland Council has a role to play in the provision of public toilets within public open space. Toilets enable people to spend longer in open spaces, particularly for families with young children, seniors and those with specific access needs.

3. The Whau Toilet Provision Assessment was undertaken to review the current provision of public toilets in the local board area, develop provision principles and identify opportunities to improve the public toilet network.

4. Five locations have been identified for new public toilets, four locations for major alterations and five locations for optimisation or amalgamation. These opportunities align to the toilet provision principles.

5. This assessment will support the local board to prioritise investment into toilet provision across its local board area. Opportunities have been prioritised to assist in targeted investment. Identified opportunities are high level and will require further site-specific feasibility.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) adopt the Whau Toilet Provision Assessment 2022 (Attachment A).

Horopaki

Context

6. The Whau Local Board approved the Toilet Provision Assessment as part of their financial year 2020/2021 work program, carried forward into financial year 2021/2022. This assessment was undertaken using staff time, with no local board funding requested.

7. The Whau Toilet Provision Assessment 2022 (Attachment A) is an assessment of the current public toilet network, provides provision principles (why to invest) and identifies opportunities (how and where to invest) to improve toilet provision. The document also provides design considerations to ensure alignment to best practice outcomes.

8. The purpose of this assessment is to assist the Whau Local Board to understand the current network, make informed decisions and identify priority locations for future investment into public toilet facilities. The key outcome is to guide the investment into new public toilets and upgrades the network of existing facilities.

9. This project aligns with the Parks and Open Spaces Strategic Action Plan 2013, to support different amenities on parks based on typology, and the Active Recreation Strategic Action Plan 2017, by providing supporting infrastructure to enhance sporting activities.

Tātaritanga me ngā tohutohu

Analysis and advice

10. There are currently 34 toilet facilities provided across the Whau Local Board area. These toilet facilities are of mixed type and quality and can be found in local parks, civic spaces/transport hubs and community facilities (libraries, leisure/community centres). In addition, there are 15 supporting facilities, such as clubs or community hubs. The below table summarises the current facility locations:

Location Type	# Toilet Facilities
Local Parks	27
Civic Space / Transport Hub	1
Community Facilities (Libraries, Leisure, Community Centres)	6
Community Hubs	3
Club Only Access	12

11. Public toilets require significant investment for construction and ongoing maintenance. Toilet provision principles have been developed alongside the local board to identify when this investment would provide a significant benefit. Provision principles are outlined below:

· Suburb or destination typology open space and/or has features or amenities which encourage users to spend an extended period of time

· The sports park holds at least one full field equivalent

· The park provides a destination or suburb sized playground or play space

· It is situated on a strategic cycle way or significant recreational walkway route as indicated in the Greenways Plan and Auckland Transport Cycle Micro Mobility Network

· Neighbourhood centre/civic space which enables community activity

· A public toilet has been included in a previously endorsed plan.

12. These provision principles have been used to assess the current public toilet network and have informed the identification of opportunities to improve public toilet provision.

13. Five locations have been identified for new public toilets, four locations for major alterations and five locations for optimisation or amalgamation. These opportunities align to the toilet provision principles and would improve the public toilet network. The location, rationale and priority for each of these investment opportunities is detailed in Attachment A, pages 13-17.

14. The assessment includes a section on design considerations. Topics such as sustainability, universal design, inclusion of murals, signage, and safety are listed in Attachment A, pages 18-19. These design considerations will assist project managers in the development of high-quality toilet facilities for both new assets and renewal works.

Tauākī whakaaweawe āhuarangi

Climate impact statement

15. Strategic application of the provision principles to identify priority opportunities will guide future investment into toilet provision. This ensures that new toilets are strategically located, to ensure Council assets are only located as and where needed, leading to reduced construction emissions.

16. Carbon emissions can be reduced by incorporating sustainability into the design or renewal of toilet facilities. Sustainable designs can reduce the amount of power and water used, improve maintenance requirements, and use locally sourced materials which will reduce the carbon footprint over its asset life.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

17. Staff from Community Facilities and the wider Parks, Sports and Recreation department were involved in the development of the toilet provision principles.

18. The Community Facilities department will lead the more detailed investigation phase into opportunities for both new toilets and renewal of existing.

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

Local impacts and local board views

19. A high-quality network of public toilet facilities will directly respond to the following outcome listed in the Whau Local Board Plan (2020):

Outcome three – Quality urban development and community facilities to meet the needs of our growing and changing population

Objective – The Whau has community assets and open spaces that can accommodate future growth and increased housing densityInitiative – Assess the need for provision of more drinking fountains and toilets in parks and open spaces throughout the Whau.

20. New public toilets facilities require significant investment for their construction and ongoing maintenance. As such, they must provide significant benefits to the community for investment to be justified. Staff have applied the provision principles to identify the best opportunities for future investment into public toilet facilities within the Whau, to enable informed decision making and ensure value for money for Aucklanders.

21. In 2021 the local board funded an accessible parks assessment of 10 local parks. Outcomes identified in the toilet provision assessment will address some aspects of the accessibility assessments by identifying opportunities to improve public toilet facilities. This will ensure that facilities are designed to best practice standards, especially for those with access needs.

22. A workshop was held with the Whau Local Board to discuss current toilet provision on 18 November 2020 and draft provision principles on 28 July 2021. A further workshop was held to receive feedback on the final draft assessment on 13 April 2022. Members were supportive of the approach taken, and of all opportunities identified within the document.

Tauākī whakaaweawe Māori

Māori impact statement

23. Mana whenua will be engaged to provide input into the planning and design stages of future development opportunities.

Ngā ritenga ā-pūtea

Financial implications

24. There are no direct financial implications for adopting the assessment. To initiate the new opportunities identified within the assessment, investment of Capital Locally Driven Initiatives (LDI CAPEX) budget will be required. Individual projects will require investigation and design to determine more accurate feasibility and costings.

25. Opportunities for major renewal work, or investigating further optimization, can be aligned with the Community Facilities toilet renewal programme. This programme will be discussed with the local board, as part of future work programme planning, as well as any additional LDI CAPEX funding requirements.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

26. There is a risk in adopting the provision assessment when there is no capital funding identified to deliver the recommendations. Like most planning documents, this may raise community expectations of delivery which may need to be managed through appropriate communications.

27. There is also a risk that the investigation and design phase of project delivery may identify issues that require the feasibility of each opportunity to be reassessed.

Ngā koringa ā-muri

Next steps

28. Following the adoption of the Whau Toilet Provision Assessment 2022, the assessment will be used to inform the Community Facilities future work programme to progress and investigate the opportunities as funding and programming allows.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Whau Toilet Provision Assessment 2022	249

Ngā kaihaina

Signatories

Author

Thomas Dixon - Parks & Places Specialist

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Adam Milina - Local Area Manager

Whau Local Board

25 May 2022

Endorsing Business Improvement District (BID) target rate grants for 2022/2023

File No.: CP2022/00325

Te take mō te pūrongo

Purpose of the report

1. To request the local board to recommend that the Governing Body sets the targeted rates for the Avondale, Blockhouse Bay, New Lynn and Rosebank Business Improvement District (BID) programmes for the 2022/2023 financial year.

Whakarāpopototanga matua

Executive summary

2. Business Improvement Districts (BIDs) are areas within Tāmaki Makaurau, where local business and property owners have agreed to work together to improve their business environment, encourage resilience and attract new businesses and customers.

3. Auckland Council supports business associations operating BID programmes, including Avondale Business Association (ABA), Blockhouse Bay Business Association (BBBA), New Lynn Business Association (NLBA) and Rosebank Business Association (RBA) by collecting a targeted rate from business rated properties within a defined geographic area. The funds from the targeted rates collected are then provided by way of a BID targeted rate grant to the relevant business association.

4. Under the Auckland Council shared governance arrangements, local boards are allocated several decision-making responsibilities in relation to BID programmes. One of these is to annually recommend BID targeted rate grants to the Governing Body.

5. Each business association operating a BID programme sets the BID targeted rate grant amount at its Annual General Meeting (AGM) when members vote to approve an operational budget for the following financial year (see Attachment A). This budget funds the implementation of a business plan that delivers programmes based on each BID’s strategic priorities.

6. ABA members approved a BID grant sum of $154,000 for 2022/2023. This figure is unchanged from the current financial year.

7. BBBA members approved a BID grant sum of $66,000 for 2022/2023. This figure has increased by 10 per cent from the current financial year.

8. NLBA members approved a BID grant sum of $209,475 for 2022/2023. This figure has increased by 5 per cent from the current financial year.

9. RBA members approved a BID grant sum of $495,000 for 2022/2023. This figure has increased by 9.9 per cent from the current financial year.

10. The business associations operating BID programmes are incorporated societies that are independent of the council. However, to sustain public trust and confidence in the Council, there needs to be a balance between the independence of the business association and the accountability for monies collected by a public sector organisation.

11. For the Council to be confident that the targeted rate grant funds provided to the BID-operating business associations are being used appropriately, the Council requires the BIDs to comply with the Business Improvement District (BID) Policy (2016) (Kaupapa Here ā-Rohe Whakapiki Pakihi), known as the BID Policy.

12. The Council staff regularly monitor compliance with the BID Policy and this report is part of an active risk management programme to minimise inappropriate use of funds.

13. Staff are satisfied the ABA, BBBA, NLBA and RBA sufficiently comply with the BID Policy.

14. After the Annual Budget is approved, the Council collects the BID targeted rate funds and distributes them in quarterly BID grant payments, effective from 1 July 2022. This enables ABA, BBBA, NLBA and RBA to implement programmes that contribute to Outcome 6: Thriving town centres, a strong local economy and neighbourhoods that are supportive and connected. Thereby supporting the aspirations of the Whau Local Board Plan 2020.

15. Whau’s BID programmes, managed by the four BID-operating business associations, will continue to play an important role in supporting its members facing two global challenges. A BID programme can support local businesses to mitigate some of the economic flow-on effects from the COVID 19 pandemic through business resilience and recovery initiatives. A BID programme can also facilitate opportunities that address the climate change emergency, with a focus on sustainability.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) recommend to the Governing Body the setting of the targeted rates for inclusion in the Annual Budget 2022/2023 for the following Business Improvement District (BID) programmes:

i) $154,000 for Avondale Business Association

ii) $66,000 for Blockhouse Bay Business Association

iii) $209,475 for New Lynn Business Association

iv) $495,000 for Rosebank Business Association.

Horopaki

Context

BID programmes promote economic well-being and collaboration with the Council

16. The Auckland Council Growth Model 2021-2051 reports Tāmaki Makaurau is projected to include approximately 660,000 more people in the next 30 years. This level of population growth presents challenges and opportunities for Auckland town centres and commercial precincts.

17. Business Improvement Districts (BIDs) are rohe within Auckland where local business and property owners have agreed to work together, with support from the Council, to improve their business environment, encourage resilience and attract new businesses and customers.

18. The BID programme does not replicate services provided by the Council but channels the capabilities and knowledge of the private sector to improve economic outcomes and achieve common goals.

19. BID programmes provide the opportunity for the Council group to work with business associations to seize on the opportunities from Auckland’s growth.

20. BID programmes encourage collaboration to achieve greater local outcomes. They provide a mechanism to enable local boards to engage with the business sector in local town centres and business areas in a coordinated way.

BID programmes provide essential support in building business resilience and aiding economic recovery

21. The economy continues to be impacted by the flow-on effects from the COVID-19 pandemic, affecting both retail-based town centres and commercial precincts.

22. BID-operating business associations provide the local business leadership required to help their members to mitigate some of the economic effects of the pandemic through business resilience and recovery initiatives.

BID programmes are funded by a targeted rate on business ratepayers within a set area

23. BID programmes are funded by a targeted rate applied to all business rated properties within a designated area around a town centre or business precinct.

24. Auckland Council supports business associations operating BID programmes by collecting the targeted rates and providing these funds, in their entirety, by way of a BID targeted rate grant to the relevant business association.

25. This revenue is paid to the business associations every quarter to provide a regular and sustainable income stream to implement an agreed work programme.

The BID Policy is the mechanism to ensure accountability for BID targeted rate grants

26. Auckland Council’s Business Improvement District (BID) Policy (2016) (Kaupapa Here ā-Rohe Whakapiki Pakihi) ensures accountability for BID targeted rate grant funding and encourages good governance and programme management.

27. The policy outlines the principles behind the council’s BID programme; creates the process for establishing, expanding, amalgamating and disestablishing a BID programme; determines rating mechanisms; prescribes operating standards and guidelines; and sets accountability requirements.

Diagram A: From calculation to approval, how the BID targeted rate is set

Diagram

Description automatically generated

The business association sets the BID targeted rate grant amount to deliver its work programme

28. BID-operating business associations are provided with a rate modelling spreadsheet to help with their budget decision-making. The spreadsheet models any proposed changes to their current BID targeted rate grant amount and, most importantly, how that influences the BID targeted rate for everyone who will pay it. When weighing up a change to the BID targeted rate grant amount, business associations must consider what the local business and property owners can afford.

29. Each BID-operating business association prepares an annual business plan for the following financial year that will deliver programmes based on their strategic priorities and financial parameters.

30. The cost of implementing that business plan is set out in an annual budget that the BID’s board (governing committee) agrees will be recommended for approval by the business association membership.

31. The AGM provides the forum where members vote to approve the operational budget and, in doing so, set the requisite BID targeted rate grant amount for the following financial year.

Local boards are responsible for recommending the targeted rate grant if a BID complies with the BID Policy

32. Under the Auckland Council shared governance arrangements, local boards are allocated several decision-making responsibilities in relation to BID programmes. One of these is to annually recommend BID targeted rate grants to the Governing Body. The local board should recommend the setting of the targeted rate if it is satisfied that the BID is substantially complying with the BID Policy.

33. The Whau Local Board approved similar recommendations for the rohe’s four BID programmes last year (resolution number WH/2021/49), as did 17 other local boards that have BID programmes operating in their rohe.

The Governing Body sets the targeted rates when it approves the Annual Budget

34. The recommendations in this report are put into effect with the Governing Body’s approval of the Annual Budget 2022/2023 and its striking (setting) of the targeted rates.

35. In accordance with the provisions of the Local Government Act 2002 and the Local Government (Rating) Act 2002, the Governing Body is authorised to make the final decisions on what BID programme targeted rates, if any, to set in any particular year or property (in terms of the amount and the geographic area to be rated).

Tātaritanga me ngā tohutohu

Analysis and advice

36. BID programmes are operated by independent business associations, and their programmes and services are provided according to their members’ stated priorities. In recognition of their independent status, the BID Policy does not prescribe standards for programme effectiveness. That is a matter for the business association members to determine. Staff, therefore, cannot base recommendations on these factors, but only on the policy’s express requirements.

Avondale, Blockhouse Bay, New Lynn and Rosebank comply with the BID Policy

37. Staff are satisfied the ABA, BBBA, NLBA and RBA have sufficiently met the requirements of the BID Policy.

38. Staff require BID-operating business associations to provide to the Council the following documents, and stay in touch with their local board(s) at least once a year:

· Current strategic plan – evidence of achievable medium- to long-term opportunities.

· Audited accounts – assurance that the BID-operating business association is managing its members’ BID targeted rate grant funds responsibly.

· Annual report on the year just completed – evidence that programmes are addressing priority issues that benefit BID targeted ratepayers.

· Business plan for the coming year – one-year programme with key performance indicators, based on the strategic plan, to be resourced and achieved.

· Indicative budget for the following year – Auckland Council’s Annual Budget requires targeted rates to be identified a year in advance to inform the budgeting process which sets all rates.

· Board Charter – establishes guidelines for effective board governance and positive relationships between the association and its members.

· Annual Accountability Agreement – certification that these requirements have been met.

· Programme Agreement – a good faith agreement between each BID-operating business association and the council that sets basic parameters of the council-business association relationship.

· AGM minutes - provisional minutes of each business association’s 2021 AGM meetings which contain the resolution, voted on by members, confirming the BID targeted rate grant amount for the 2022/2023 financial year.

39. In addition, BID-operating business associations must inform the Council of progress with other compliance requirements, including:

· Incorporated Society registration of the business association and all required documents up to date and filed.

· Resolving problems or issues, if any, that have an impact on the governance or operation of the BID programme.

40. The BID Policy sets an annual compliance deadline of 10 March for the information to be forwarded to the council, as summarized in the table below:

Table 1: Business associations’ compliance with the BID Policy as of 10 March 2022

Requirement Financial Year 2020/2021
Strategic Plan*	2017-2022	2021-2026	2020-2022	2022-2024
Audited financials
Annual Report
Business Plan
Indicative budget
Board Charter
Annual Accountability Agreement
Annual meeting w/ local board	9 March 2022	9 March 2022	9 March 2022	9 March 2022
Programme Agreement	valid to Dec 2023	valid to Dec 2023	signed 2017, no expiry date	valid to Dec 2022
Incorporated society registration
2020 AGM minutes (provisional)
Resolving problems or issues	Nothing to record	Nothing to record	Nothing to record	Nothing to record

41. As the ABA, BBBA, NLBA and RBA have sufficiently complied with the BID Policy, staff advise the local board to recommend to the Governing Body the striking (setting) of the targeted rates.

Avondale Business Association retained its BID targeted rate grant amount for 2022/2023. Blockhouse Bay, New Lynn and Rosebank business associations increased their BID targeted rate grant amounts for 2022/2023

42. As shown in Table 2 below:

· Avondale has maintained its BID targeted rate grant at $154,000 for the next financial year. Records show this business association has not increased the sum since 2019.

· Blockhouse Bay voted to increase its 2022/2023 BID targeted rate grant to $66,000, an increase of 10 per cent on their 2021/2022 amount.

· New Lynn also voted to increase its BID targeted rate grant to $209,475, an increase of 5 per cent on their 2021/2022 amount.

· Rosebank also voted to increase its BID targeted rate grant to $495,000, an increase of 9.9 per cent on their 2021/2022 amount.

A regional perspective

43. Across Tāmaki Makaurau’s 50 BID-operating business associations, 26 increased their targeted rates between 1.6 per cent to 10 per cent - for 2022/2023, while 24 maintained the fiscal status quo.

Table 2: BID targeted rates comparison: 2022/2023 c.f. 2021/2022

BID

2022/2023

2021/2022

Increase / %

A picture containing drawing

Description automatically generated

$154,000

$154,000

Nil

$66,000

$60,000

+10%

$209,475

$199,548

+5%

$495,000

$455,000

+9.9%

Tauākī whakaaweawe āhuarangi

Climate impact statement

44. Through targeted rate-funded advocacy and activities, BID-operating business associations promote and often facilitate environmental sustainability programmes.

45. From running carbon-reducing ‘shop local’ campaigns to transitioning to energy-efficient lighting and championing waste reduction and recovery programmes, there are many examples of BIDs leading the local sector’s responses to the climate change emergency.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

46. Advocacy is a key service provided by business associations and those with BID programme-funded personnel are at an advantage. The BIDs ensure the views and ambitions of their members are communicated to elected representatives and staff across the Council family, including CCOs, on those plans, policies, projects and programmes which impact them.

47. The BID-operating business associations work with Auckland Unlimited (AU) on economic development initiatives, events and sustainability programmes.

48. The BID-operating business associations also work constructively with both Eke Panuku Development Auckland, and Auckland Transport on often controversial proposals and projects.

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

Local impacts and local board views

49. The local board’s views are most frequently expressed by its appointed representative on the board of each BID-operating business association. This liaison board member (or alternate) can attend BID board meetings to ensure there is a direct link between the Council and the operation of the BID programme.

50. Avondale, Blockhouse Bay, New Lynn and Rosebank BIDs value their strong and enduring governance-to-governance relationship with the Whau Local Board. The contributions by the local board’s ‘BID representatives’, past and present, have promoted mutual understanding, collaboration and aligned economic outcomes.

Visions, plans aligned

51. Whau’s BIDs and local board share an interest in the rohe and are ambitious for its future and its people. They also share goals that include economic prosperity, community identity, placemaking and pride.

52. The BID programmes tangibly support the aspirations of the Whau Local Board Plan 2020, best expressed in Outcome 6: Thriving town centres, a strong local economy and neighbourhoods that are supportive and connected.

Local rohe, local benefit, local funding

53. Recommending that the Governing Body strikes the BID targeted rate grants for ABA, BBBA, NLBA and RBA means that these BID programmes will continue to be funded from BID targeted rates on business properties in their rohe. They will provide services in accordance with their members’ priorities as stated in their strategic plans.

54. Whau Local Board is among several local boards which provides additional funding to local business associations, however accountability for any grants is set by funding agreements between the local board and the business association. Those contractual obligations are separate from the requirements of the BID Policy and are not covered in this report.

Tauākī whakaaweawe Māori

Māori impact statement

55. Māori make up more than 9.9 per cent of the population living in the Whau Local Board area, compared to 11.5 per cent of Auckland (SOURCE: 2018 CENSUS). Individual business associations may, through operating their BID programme, identify opportunities for niche support or development of any Māori business sector in their rohe.

Ngā ritenga ā-pūtea

Financial implications

56. There are no financial implications for the local board. Targeted rates for BID-operating business associations are raised directly from business ratepayers in the district and used by the business association for improvements within that rohe. The Council’s financial role is to collect the BID targeted rates and pass them directly to the association every quarter.

57. The BID targeted rate is payable by the owners of the business rated properties within the geographic area of the individual BID programmes. In practice, this cost is often passed on to the business owners who occupy these properties.

58. If the Governing Body agrees with the BID targeted rate grants proposed by the local boards, the cost of grants will be met from the existing operational budget.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

59. There are no direct financial risks to the local board or the Council that could result from this recommendation to endorse the BID targeted rate grants for the three business associations.

60. To sustain public trust and confidence in the Council, there needs to be a balance between the independence of the BID-operating business association and the accountability for monies collected by a public sector organisation.

61. The rules and obligations of the BID Policy are intended to help minimise the potential for business associations to misuse funds by requiring each BID to plan for their intended use, report on its activities to its members and to have its accounts audited.

62. The Council staff regularly monitor compliance with the BID Policy and this report is part of an active risk management programme to minimise inappropriate use of funds.

63. Economic disruption created by the extended flow-on effects of the COVID-19 pandemic will continue to be felt in Auckland’s town centres and business precincts. The BID programme is an internationally proven approach to engage and empower local businesses. The BID programmes in this local board area can, through business resilience and recovery initiatives, help to mitigate some of the economic effects of the pandemic.

Ngā koringa ā-muri

Next steps

64. If the board supports this report, it will recommend to the Governing Body that the BID targeted rate grants be set as part of the Annual Budget 2022/2023.

65. After the Annual Budget is approved, the Council collects the targeted rate grant funds and distributes them in quarterly BID grant payments, effective from 1 July 2022, to ABA, BBBA, NLBA and RBA to implement programmes that improve the local business environment, support businesses to recover from the COVID-19 pandemic and help address the climate change emergency through sustainability initiatives.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Claire Siddens - Principal Advisor

Authorisers

Alastair Cameron - Manager - CCO Governance and External Partnerships

Adam Milina - Local Area Manager

Whau Local Board

25 May 2022

Draft Auckland golf investment plan

File No.: CP2022/05960

Te take mō te pūrongo

Purpose of the report

1. To seek tautoko / support for the draft Auckland golf investment plan titled Where all Aucklanders benefit from publicly owned golf land.

Whakarāpopototanga matua

Executive summary

2. To increase Aucklander’s access to, and the benefits from, publicly owned golf land, staff have developed a draft investment plan.

3. Staff recommend that you support the draft Auckland golf investment plan titled Where all Aucklanders benefit from publicly owned golf land.

4. There will be increased accountability and transparency from an outcome-focused investment approach and a clear decision-making framework. Implementation of the plan is expected to achieve:

· increased equity, sport and recreation by opening up publicly owned golf land to all Aucklanders

· increased equity and participation by providing a broad range of golf experiences that attract and retain participants and services targeted at low participation groups

· best practice in ecosystem management and biodiversity conservation of publicly owned golf land.

5. If adopted, any future investment would need to align with the plan. The main trade-off is between taking a consistent regional approach to future decision-making and one-off decisions as current leases end.

6. The next step is for the Parks, Arts, Community and Events Committee to consider adoption of the plan in mid-2022. Local board feedback will help inform their decision-making.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) support the draft Auckland golf investment plan titled Where all Aucklanders benefit from publicly owned golf land attached to this report (Attachment A)

b) support the three policy objectives set in the draft Auckland golf investment plan:

i) increased equity, sport and recreation by opening up publicly owned golf land to all Aucklanders

ii) increased equity and participation by providing a broad range of golf experiences that attract and retain participants and services targeted at low participation groups

iii) best practice in ecosystem management and biodiversity conservation of publicly owned golf land.

c) support the decision-making framework set in the draft Auckland golf investment plan, in which future use of publicly owned golf land will be considered in the context of local needs, increased equity, participation and environmental outcomes.

Horopaki

Context

Exclusive use of publicly owned land for golf is not sustainable

Problem definition

7. There are 13 golf courses operating on 535 hectares of Council-owned or managed land. This publicly owned land has an estimated value of $2.9 billion in 2018.^{^[1]}

8. Public access to this land, other than to play golf, is limited which means that some Aucklanders are missing out.

9. There are competing demands to provide open space and community facilities. Housing and business land is also in short supply in urban areas.

10. This makes exclusive use of publicly owned land by a single sports code unsustainable.

The draft investment plan builds on community engagement, research and analysis

11. Development of the draft plan involved community engagement, research and analysis.

12. Work commenced in 2016 with the release of a discussion document for public engagement [PAR/2016/11 refers].

13. The investment approach was supported by a majority of Aucklanders who responded to the consultation in 2016. There was strong feedback for Council to maximise the benefits from its investment in golf. This is reflected in the draft plan.

14. Following analysis of submissions on the discussion document, the Parks, Sport and Recreation Committee approved development of a draft plan with the following components [PAR/2016/52 refers]:

· a policy statement setting out the vision, investment principles and the scope of Council’s investment.

· a decision-making framework that sets how the investment approach will be applied as well as ongoing reporting and monitoring.

15. A range of research was undertaken to support the development of a draft plan, including an analysis of the value of golf to Auckland’s economy and benchmarking to assess the environmental performance of golf courses on publicly owned land.

16. Cost-benefit analyses were undertaken of the 13 golf courses. A tool was developed to assess the costs and benefits of different forms of sport and recreation investment.

17. An intervention logic and decision-making framework were developed and refined following workshops with the Environment and Community Committee and 10 local boards in September and November 2018.

18. Key aspects of the draft plan were workshopped with the Parks, Arts, Community and Events Committee in December 2021.

19. The Parks, Arts, Community and Events Committee considered the draft plan in February 2022 and invited staff to use this document to engage with the community.

Tātaritanga me ngā tohutohu

Analysis and advice

Changes are proposed so that all Aucklanders benefit from publicly owned golf land

20. Staff have developed a draft Auckland golf investment plan in order to make publicly owned golf land accessible to Aucklanders and to increase public benefits from this land.

21. It proposes three policy objectives:

· increase equity, sport and recreation by opening up publicly owned golf land to all Aucklanders

· increase equity and participation by providing a broad range of golf experiences that attract and retain participants and services targeted at low participation groups

· best practice in ecosystem management and biodiversity conservation of publicly owned golf land.

22. The proposed outcome-focused investment approach, with a clear decision-making framework, would also increase accountability and transparency.

Increasing public value is an accepted public sector approach

23. The draft plan takes a public value approach as it aims to deliver more public value to Aucklanders from council investment.

24. Public value is an accepted approach. It has informed public policy in New Zealand and other countries such as Australia and the United Kingdom since the mid-1990s.^{^[2]}

25. It focuses decision-making on how best to manage public assets to benefit all members of society.

26. Alternate approaches, where Council does not consider the costs and benefits of allocating publicly owned land to golf or public versus private benefits, have been discounted.

27. These factors cannot be overlooked when there are competing demands for open space or community facilities and land supply constraints.

The investment approach is consistent with council policy

28. In 2019, the Environment and Community Committee adopted the Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039 [ENV/2019/93 refers].

29. The draft plan is consistent with council policy on sport investment.^{^[3]} It has the same investment objective of increasing equity and participation and the same investment principles as the overarching sport investment plan.

30. A separate plan from Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039 was needed because there is more complexity to golf both in terms of costs and benefits. For example, golf courses may operate on marginal land, and they can have other functions such as stormwater management.

31. Increasing environmental benefits were an additional consideration given the large land areas currently allocated to golf.

The draft plan proposes four key shifts to benefit all Aucklanders

32. Four key shifts to the status quo are proposed so that all Aucklanders benefit from increased equity, participation and environmental outcomes.

Figure 1: Four key shifts to deliver increased benefits to Aucklanders

FROM ad hoc historic decisions of legacy councils

Now there is intensive demand for land to accommodate Auckland’s growth

TO a robust investment framework that is focused on increasing benefits to all Aucklanders

Public-owned golf land will be considered in the context of local needs, increased equity, participation and environmental outcomes

DELIVERS increased accountability and transparency

FROM publicly owned land used exclusively by golfers

There is competition over access to open space and some Aucklanders are missing out

TO sport and recreation for all Aucklanders

Opening publicly owned golf land to other users with new play spaces, walking, running and cycling paths and other sport and recreation activities

DELIVERS increased equity and sport and recreation participation rates

FROM asset-based investment in traditional mid-level (development) golf courses

Auckland golf courses meet the needs of a relatively narrow segment of population^{^[4]}

TO a broad golf service offering across the network that appeals to a wider group of people

Providing a broad range of golf experiences and pathways that attract and retain participants with services targeted at low participation groups

DELIVERS increased equity and golf participation rates

FROM variable environmental management of publicly owned golf land

Some golf courses are high users of water, fertilisers, pesticides and energy

TO best practice in ecosystem management and biodiversity conservation that meets clearly defined targets

A kaitiakitanga framework ensures publicly owned golf land is environmentally sustainable, energy neutral and carbon positive

DELIVERS increased natural and environmental benefits

33. If the draft plan is adopted, these changes can be implemented as leases end, or by agreement with current leaseholders.

Decision-makers will consider a range of evidence and options before any future investment

34. The draft plan sets out a clear decision-making framework to guide and inform any future investment and leasing decisions. Its sets out clear objectives and expectations about the public benefits sought from publicly owned golf land.

35. Decisions will be informed by an indicative business case with a full range of policy options assessed against the plan’s investment objectives and principles. This will help inform decisions that local boards make about golf leases.

36. Development of the indicative business cases will commence three to five years prior to the end of a current lease for golf courses on publicly owned land. Eight of these leases end before 2028.

Figure 2: Proposed decision-making framework (see page 21 of Attachment A for a larger version)

Future investment decisions will involve the governing body and local boards

37. If the golf investment plan is adopted, the governing body and local boards will work together to implement the plan. This process will adapt to any changes made to current allocated decision-making responsibilities.

38. Currently the Governing Body makes strategic decisions concerning asset ownership and future investment to increase sport and recreation opportunities for all Aucklanders. Local boards make decisions on the use of publicly owned land, including leases, and the development of open space to meet community needs.

39. During the development of indicative business cases for individual publicly owned golf land, joint working groups can be set up to consider policy options and implementation requirements. This would ensure close collaboration between decision-makers.

There are some trade-offs associated with adopting the plan and the key shifts

40. Key Shift 1 (a robust investment framework) means taking a consistent regional approach to future decision-making rather than making one-off decisions as current leases end. It also means that a full range of policy options will be considered as part of an indicative business case, rather than simply going through a new lease process.

41. Implementation will require a joint approach involving the Governing Body and local boards, reflecting and adapting to changing decision-making allocated to local boards.

42. Key Shift 2 (sport and recreation for all Aucklanders) means making space for other sport and recreation activities on publicly owned golf land.

43. In most cases, it is anticipated that these activities can co-exist alongside golf on publicly owned land.

44. Key Shift 3 (a broad golf service offering) could mean making changes to the types of services or facilities available. For example, a driving range and an introductory golf could be provided in place of an existing 18-hole golf course.

45. Any such change would have varied support between new and experienced golfers.

46. Key Shift 4 (sustainable environmental practices) means that all golf courses on publicly owned land will need to meet a minimum environmental benchmark.

47. Six golf courses on publicly owned land would not currently meet this benchmark.

48. Some of them are participating in a pilot run by Auckland Council’s Infrastructure and Environmental Services department to improve environmental practices, but decisions may need to be made as to whether additional council support is provided.

There are strengths and weaknesses to the plan

49. There are strengths and weaknesses to the draft plan as well as some limitations and constraints (see Table 1).

50. A strength of the draft plan is how it has built on public engagement in 2016. The majority of public respondents to a council discussion document sought increased access to publicly owned golf land. They supported walking, running and cycling trails. They also supported use of an environmental auditing tool.

51. Other key strengths are the proposed public value approach and strategic alignment with the Auckland and Māori Plans. It also builds on golf sector strategies and plans.

52. The main weakness is that the draft plan relied on publicly available golf participation data (up to and including data from 2020). Golf New Zealand has subsequently provided more up-to-date data, which shows increases in participation over the last two years.

53. Another weakness is that the draft plan does not specify any level of future Council investment. Decisions will be made on a case-by-case basis as leases end. This will allow council to make timely decisions based on community needs as participation trends will change over time. This may however create uncertainty for leaseholders and the wider golf sector.

Table 1: High-level analysis of the merits of the draft plan

We are engaging again with Aucklanders to get their views

54. Staff are engaging with Aucklanders, the sport and recreation sector as well as golf clubs and leaseholders to get their views on the draft plan.

55. A range of mechanisms were used to engage the public, including the People’s Panel survey and public submissions to the Have Your Say consultation, with a cross section of Aucklanders providing feedback.

· Have Your Say engagement ran from 23 March to 20 April 2022. A total of 1,074 people provided feedback on the draft plan. A broad range of ages, ethnicities and locations were represented. However, a large proportion was older, male Pākeha/New Zealand European respondents, or from the Albert-Eden, Devonport-Takapuna and Ōrākei local board areas.

· The People’s Panel ran from 7 to 12 April 2022. A total of 1,070 people completed the survey. A broad range of ages, ethnicities and locations were represented in the feedback.

56. Consultation with the sport and recreation sector as well as golf clubs and leaseholders through a series of virtual meetings runs until 27 May 2022.

The views of Aucklanders in 2022 varied on the draft plan

57. Feedback from the Peoples Panel and Have Your Say varied (see Figure 3):

· 51 per cent of the Peoples Panel ‘support’ the overall goal to ensure that all Aucklanders benefit from publicly owned golf land. A further 28 per cent ‘partially support’ this goal.

· 59 per cent of Have Your Say respondents ‘don’t support’ the plan.

Figure 3: Summary of public feedback

People’s Panel: Goal to ensure all Aucklanders benefit

Chart type: Clustered Bar. 'Field1': 1 Support has noticeably higher 'Field2'.

Description automatically generated

Have Your Say: Overall opinion on the draft plan

Chart type: Pie. 'Field2' by 'Field1'

Description automatically generated

People’s Panel

62% Support

19% Partially support

15% Don’t support

44% Support

30% Partially support

20% Don’t support

72% Support

16% Partially support

9% Don’t support

54% Support

24% Partially support

14% Don’t support

62% Support

20% Partially support

15% Don’t support

40% Support

32% Partially support

20% Don’t support

70% Support

18% Partially support

9% Don’t support

Policy Objective 1 (increasing public access)

Policy Objective 2 (a broad range of golf experiences)

Policy Objective 3 (ecosystem management and biodiversity)

Key Shift 1 (a robust investment framework)

Key Shift 2 (sport and recreation for all Aucklanders)

Key Shift 3 (a broad golf service offering)

Key Shift 4 (sustainable environmental practices)

Have Your Say

21% Support

19% Partially support

59% Don’t support

28% Support

32% Partially support

37% Don’t support

53% Support

21% Partially support

22% Don’t support

26% Support

24% Partially support

44% Don’t support

21% Support

16% Partially support

63% Don’t support

20% Support

24% Partially support

45% Don’t support

44% Support

20% Partially support

27% Don’t support

58. There is support across both groups of respondents for the environmental aspects of the plan, in particular Policy Objective 3 (best practice in ecosystem management and biodiversity conservation).

59. On most other aspects of the plan there were opposing views between respondents to the Peoples Panel’s survey and the Have Your Say consultation.

The sport and recreation sector supports the focus on increasing equity and participation

60. Initial feedback from the sport and recreation sector supports the focus on increasing equity and participation in sport and recreation for all Aucklanders as well as golf.

61. They also welcome opportunities for new play spaces, walking, jogging and cycling paths.

The golf sector opposes the draft plan in its current form

62. The golf sector has indicated that they oppose the draft plan in its current form. They are concerned that the draft plan does not reflect the current situation.

63. Golf New Zealand provided evidence that participation rates have increased in recent years and suggested that further investment is required to meet the needs for golf in the future.

To date golf leaseholders have told us that the draft plan gives them more certainty and they are doing many of the things it seeks to achieve

64. Golf leaseholders that staff have spoken with to date think that the draft plan gives them more certainty as to what council would invest in and transparency over future decision-making processes.

65. They also noted that they were already doing many of the things outlined in the plan, including growing participation among young people and women, broadening their golf service offering and increasing environmental benefits.

Staff will analyse all the submissions and will look at what changes need to be made

66. Staff will analyse all of the submissions made on the draft plan and will look at what changes need to be made to the document. This includes updating golf participation data.

Staff recommend that local boards support the draft plan

67. Staff recommend that you support the adoption of this plan.

68. There will be increased accountability and transparency from an outcome-focused investment approach and a clear decision-making framework.

69. If adopted, the plan will help increase Aucklander’s access to publicly owned land.

70. It will also help increase equity and participation in sport and recreation, including golf.

71. Increased natural and environmental benefits will come from a kaitiakitanga framework with ecosystem management and biodiversity conservation.

Tauākī whakaaweawe āhuarangi

Climate impact statement

The draft plan aligns with Te Tāruke-ā-Tāwhiri: Auckland’s Climate Action Plan

72. Getting better environmental outcomes from the 535 hectares of open space currently allocated to golf is critical to Te Tāruke-ā-Tāwhiri: Auckland’s Climate Action Plan.

73. A kaitiakitanga framework will ensure golf courses employ best practice in ecosystem management and biodiversity conservation.

74. If the draft plan is adopted, leaseholders will need to meet a minimum benchmark covering:

· ecology

· landscape and cultural heritage

· energy consumption and waste reduction

· water resource

· climate change

· pollution prevention.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

75. Eke Panuku Development Auckland will need to ensure that decision-making on any leases is made in accordance with the plan if it is adopted.

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

Local impacts and local board views

There is inequity across age, gender and ethnic groups and people living with disabilities

76. Not all Aucklanders have the same opportunities to participate in sport and recreation or to play golf:

· there is inequity for people living with disabilities

· Asian and Pacific Aucklanders have lower sport and recreation participation rates

· women and young people have lower golf participation rates.

Local boards have been briefed on the draft plan and their views are now sought

77. The draft plan sets out a clear decision-making framework to guide and inform any future investment and leasing decisions. It sets out clear objectives and expectations about the public benefits sought from publicly owned golf land.

78. If the draft plan is adopted, the governing body and local board allocated decision-making responsibilities will work together to implement the plan. This process will adapt to any changes made to current allocated decision-making responsibilities.

79. Currently the Governing Body makes strategic decisions concerning asset ownership and future investment to increase sport and recreation opportunities for all Aucklanders. Local boards make decisions on the use of publicly owned land, including leases, and the development of open space to meet community needs.

80. Joint working groups to consider policy options and implementation requirements as part of the development of indicative business cases can ensure close collaboration between investment and lease decisions.

81. Staff held a local board member briefing on 4 April 2022, providing an overview of the draft plan and responded to questions.

82. This report provides an overview of the draft plan as well as a high-level summary of public feedback. It seeks a formal view on the draft plan.

Tauākī whakaaweawe Māori

Māori impact statement

83. The draft plan aligns with the five key directions that reflect the overarching goals or aspirations of mana whenua and mataawaka as set-out in the Māori Plan:

· Whanaungatanga / Access to public facilities

· Rangatiratanga / Māori are actively involved in decision-making and management of natural resources

· Manaakitanga / Access to clean parks and reserves

· Wairuatanga / Indigenous flora and fauna

· Kaitiakitanga / Māori are kaitiaki of the environment.

84. Mana whenua have been provided with a summary of the draft plan and public feedback to assist with their decision-making process about providing feedback.

Ngā ritenga ā-pūtea

Financial implications

85. There are no financial implications to the local board for any decision to support the draft plan, its policy objectives and the decision-making framework it outlines.

86. If the draft plan is adopted, the costs of undertaking indicative business cases would be funded within existing department budget.

87. The financial implications of any decisions recommended through individual indicative business cases would be outlined at the relevant time.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

88. Adoption of a plan for future Council investment in golf manages risk as well as increasing transparency and accountability.

89. If the governing body and local boards follow the indicative business case process and decision-making framework, then there would be a low risk of legal challenge.

Ngā koringa ā-muri

Next steps

90. The Parks, Arts, Community and Events Committee to consider adoption of the plan in mid- 2022. The agenda report will include local board feedback.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Where all Aucklanders benefit from publicly owned golf land	299

Ngā kaihaina

Signatories

Author

Aubrey Bloomfield - Senior Policy Advisor

Authorisers

Carole Canler - Senior Policy Manager

Kataraina Maki - General Manager - Community and Social Policy

Louise Mason - General Manager Local Board Services

Adam Milina - Local Area Manager

Whau Local Board

25 May 2022

Community Facilities Network Plan revised Action Plan (2022)

File No.: CP2022/05724

Te take mō te pūrongo

Purpose of the report

1. To present the revised Community Facilities Network Plan Action Plan (2022) including progress and completion of actions since 2015 and prioritisation of actions over the next three years.

Whakarāpopototanga matua

Executive summary

2. The Community Facilities Network Plan (CFNP) is a strategic document outlining how Auckland Council will invest in community facilities. It was approved by Regional Strategy and Policy Committee in August 2015.

3. The accompanying Action Plan prioritises actions and projects that will be undertaken to implement the CFNP. The CFNP contains criteria for identifying and prioritising actions.

4. Every three years the Action Plan is reviewed and updated to recognise progress, revise priorities of existing actions and assess potential new actions. The Action Plan was last updated in 2019.

5. The Action Plan has been revised for 2022 using the methodology outlined in the CFNP. It contains 33 new actions.

6. There are now 155 total actions in the Action Plan including:

· 65 completed actions

· 36 actions underway

· 50 actions to start

· 4 actions on hold.

7. Implementation of priority actions within the revised Action Plan will initially focus on:

· completing 36 actions that are already underway

· starting four new area-based actions located in Investment Priority Areas

· starting two network-wide strategic improvement actions.

8. Feedback from local boards will be part of the report to the Parks, Arts, Community and Events Committee in August 2022 (when considering the adoption of the Action Plan).

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) support the revised Community Facilities Network Plan Action Plan (2022), provided in Attachment A.

Horopaki

Context

What is the Community Facilities Network Plan and Action Plan?

9. The Community Facilities Network Plan and its companion Action Plan were approved in 2015 by the Regional Strategy and Policy Committee (REG/2015/57).

10. The Community Facilities Network Plan (CFNP) guides the Council’s investment in the provision of community facilities and services. It provides direction on the development of new facilities, major upgrades of existing facilities, optimisation, and potential divestment of facilities no longer meeting community needs.

11. The CFNP addresses provision for:

· arts and culture facilities

· community centres

· libraries

· pools and leisure facilities

· venues for hire (community or rural halls).

12. The CFNP’s accompanying Action Plan prioritises projects to:

· ensure existing facilities are fit for purpose

· address gaps or duplication in provision and needs for community facilities

· meet future demand arising from population growth and changing users’ expectations.

13. Together the CFNP and its companion Action Plan support Council’s goal to focus community service investment on:

· quality over quantity

· addressing service gaps where growth is significant

· improving portfolio performance.

The Action Plan is revised every three years

14. Every three years the Action Plan is reviewed and updated to recognise progress, revise priorities of existing actions and assess potential new actions.

15. The Action Plan was last reviewed in 2018 and adopted by the Environment and Community Committee in April 2019 (ENV/2019/47).

16. Progress on the Action Plan is reported annually to the relevant committees. The last update was provided to the Parks, Arts, Community and Events Committee in November 2021 (PAC/2021/58).

17. A summary of progress on the revised 2022 Action Plan is provided in Attachment B. It shows that 65 actions are completed, 36 actions are underway, 50 actions have not started, and four actions are on hold.

Actions are structured by category, theme and progress

18. There are three categories and two themes of actions in the Action Plan (refer Table 1).

Table 1: CFNP Action Plan categories

19. The 2022 Action Plan presents actions in two parts.

· Part A – new actions (identified since the last review) and actions carried over from the previous review which have not been started.

· Part B – actions underway at the time of the review and previously completed actions.

Departments work together to identify business and strategic improvement actions

20. The development of new business and strategic improvements involved Community and Social Policy, Community Facilities, and Regional Service Planning, Investment and Partnerships. These departments worked together to support quality advice and to improve the way we plan and prioritise delivery of community services.

The identification of area-based actions follows a set process

21. The process for the development of area-based actions in Part A of the 2022 Action Plan is set by the CFNP and shown in Figure 1.

Figure 1: Review process for 2022 CFNP Action Plan

22. Potential area-based actions for Part A were identified from a range of sources:

· political resolutions requesting the addition of items to the Action Plan

· work arising from completed actions in the Action Plan 2019

· the 10-year Budget 2021-2031

· local board plan initiatives and work programmes

· input from business intelligence and across the Auckland Council organisation

· actions not started in the Action Plan 2019.

Area-based actions are prioritised through the weighting of network, community, and building criteria

23. Once identified, the master list of area-based actions was assessed based on the prioritisation criteria outlined in section 5.2 of the CFNP (refer Table 2).

Table 2: Prioritisation criteria for area-based actions as defined by the CFNP

24. The tools used to conduct the assessment included population data, geospatial information, asset condition information, and in some instances needs assessments and business cases.

The priorities in the CFNP Action Plan guide the focus of our resources

25. The impact of Covid-19 and the resulting economic slow-down has had a significant impact on the Council’s revenue and borrowing capacity. The 10-year Budget (Recovery Budget), adopted 29 June 2021, highlights:

· a tight fiscal environment for the immediate future

· the need to reduce capital expenditure across the council family

· reprioritisation of projects

· the unsustainability of maintaining the current community facility network while meeting the needs of growing and changing communities.

26. The ‘focused investment’ approach for community investment, adopted as part of the 10-year Budget, means we must focus on renewing priority assets, reducing our asset portfolio, expanding provision of tailored/alternative service delivery models and exploring partnership opportunities.

27. The approach for community investment supports the direction of the CFNP and in this constrained environment, priority actions determined by the criteria in the CFNP are guiding the focus of our resources.

Tātaritanga me ngā tohutohu

Analysis and advice

The revised CFNP Action Plan 2022

28. The revised Action Plan 2022 is provided in Attachment A.

29. Table 3 shows the distribution of all actions in the Action Plan 2022 and progress of actions since the Community Facilities Network Plan was adopted in 2015.

Table 3: Summary of the 2022 CFNP Action Plan

30. Attachment B shows the progress status of the revised 2022 Action Plan, as well as the distribution of actions across local boards, service type and priority status.

31. The progress being made on actions demonstrates staff’s commitment to focusing resources on a collectively agreed and mandated programme of work, as well as the commitment to delivering agreed priorities in a constrained environment.

The focus of the CFNP Action Plan work programme 2022/2023

32. The focus of next year’s work will be towards completing priority actions that; are already in progress, are located in Investment Priority Areas (identified in the 10-year Budget) or are strategic improvements with a network-wide reach (refer Table 4).

33. This focus ensures our effort is scalable and our advice about investment in community facilities is more effective. The efficiency created will allow us to concentrate on the priority actions that have not yet been started.

Table 4: Summary of proposed work programme for 2022/2023

Tauākī whakaaweawe āhuarangi

Climate impact statement

34. Consideration of climate impact happens at a project level. There are no direct climate impacts arising from this report on the action plan.

35. Future detailed business cases will include application of the Community Facilities – Sustainable Asset Policy. The regional policy, the first of three phases under the Council’s Sustainable Asset Standard (SAS), commits Council to:

· achieve carbon neutrality in operations for new asset development

· achieve a minimum 5-Star Green Star rating (or equivalent certification) on the development of all new assets with a budget over $10 million

· incorporate decarbonisation principles into guideline documents for renewals and new asset development of all community assets.

36. The assessment of climate impacts in investigations and business cases will improve by applying learnings from across the organisation in its responsiveness to climate change. Staff will also seek to understand the allowances that need to be made to meet climate impact targets for Action Plan projects related to the development of new facilities, or the improvement of existing facilities.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

37. During the development of the Action Plan 2022 input has been sought from the following departments:

· Regional Service Planning, Investment and Partnerships

· Local Board Services

· Parks, Sports and Recreation

· Financial and Business Performance

· Connected Communities

· Community Facilities

· Community and Social Policy.

38. Delivery of the Action Plan 2022 is resourced by council’s Community and Social Policy and Regional Service Planning, Investment and Partnerships teams subject to capacity. Individual actions are delivered with participation from other departments and, where relevant, Eke Panuku Development Auckland.

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

Local impacts and local board views

39. Local boards provided feedback on direction and specific content during the development of the Community Facilities Network Plan and Action Plan prior to adoption in 2015.

40. Key initiatives from local board plans (2020) were an input of the review process for the development of the 2022 CFNP Action Plan (refer Figure 1).

41. The CFNP’s prioritisation criteria applies the highest weighting of 15 per cent to local board priority to ensure local board’s views influence the overall assessment of actions.

42. Progressing area-based actions are reflected in relevant local board work programmes. Local boards provide feedback and input throughout the investigations and have decision making responsibilities as per schedule the 10-year Budget 2021-2031.

43. Decision-making for service provision and location sits with local boards within funding parameters set by the Governing Body.

Tauākī whakaaweawe Māori

Māori impact statement

44. The Community Facilities Network Plan outlines, in Section 2.2, how it will deliver on Māori outcomes. These outcomes include:

· engage with Māori organisations to understand Māori expectations and investigate the community needs of Māori groups, and factor this into decision-making for community facilities

· actively engage and consult to ensure the planning, development, and operations of facilities consider Māori needs and aspirations

· work closely with Māori groups and key stakeholders, including local iwi, to develop appropriate cultural programmes to be delivered through facilities

· investigate Māori demographic participation and usage trends, identifying opportunities to increase the attendance and use of facilities by Māori and developing appropriate business responses

· provide visual representations of commitment to Māori to tell stories of their connections to the place (such as signage) and honouring tikanga

· ensure that, in any exploration of potential future sites for facilities, Māori concerns about wāhi tapu are incorporated.

45. Engagement with Māori is included as part of investigations and continues through the planning and delivery of responses. Examples include:

· interviews and hui with mana whenua

· interviews and hui with mataawaka in local settings to understand community needs

· workshops and focus groups with local marae

· intercept surveys with representative samples of the Māori population base

· kanohi ki te kanohi interviews conducted in Te Reo Māori.

46. Feedback provided from Māori is specific to the nature of the investigation for which the engagement occurred. This feedback is used to inform the delivery of options and responses.

47. Staff will work with other relevant parts of the council to ensure effective engagement with Māori.

Ngā ritenga ā-pūtea

Financial implications

48. There are currently no identified financial implications for the delivery of the Community Facilities Network Plan Action Plan 2022 as work is delivered utilising existing resources.

49. Investment decisions and associated funding implications are reported separately to the relevant decision-maker(s).

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

50. There is a risk that development of the Action Plan 2022 may not match local board priorities, as implementation of the Action Plan involves understanding service needs and taking a network view. This risk is mitigated by:

· continuing to socialise and reinforce the strategic objectives of the CFNP to elected members, key staff, and through all deliverables

· clarifying local board plans were reviewed and any potential community service-related content was considered for potential inclusion as an action

· including One Local Initiative projects into the Action Plan 2022.

51. There is financial risk that:

· budget allocated in the 10-year Budget 2021-2031 may be insufficient to deliver some of the action findings

· the need for significant new investment identified from actions will be challenging due to the impact Covid-19 has had on the Council’s revenue and borrowing capacity

· some investigations may require changes to the funding identified in the 10-year Budget 2021-2031.

52. This financial risk is mitigated by:

· ensuring investigations include looking at options for funding other than rates or debt

· ensuring findings of investigations that require new investment are supported by indicative business cases

· managing expectations by acknowledging budget constraints

· managing expectations by acknowledging the delegation for decision-making on investment in new facilities is held by the Governing Body and is considered as part of long-term planning (decision-making for service provision and location sits with local boards within parameters set by the Governing Body).

53. There is a timing risk that delivery of actions may take longer because of reduced operational capacity and may not align with elected members and/or local communities’ expectations. This risk is mitigated by driving delivery to meet targeted timeframes for priority actions and managing expectations based on the principles and direction set by the CFNP.

Ngā koringa ā-muri

Next steps

54. Local board resolutions will be included in the report to the Parks, Arts, Community and Events Committee when they consider adoption of the Action Plan in August 2022.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Attachment A - Community Facilities Network Plan (CFNP)	335
b ⇩	Attachment B - Focus of Community Facilities Action Plan 2022	351

Ngā kaihaina

Signatories

Author

Tracey Williams - Service Programmes Lead

Authorisers

Justine Haves - General Manager Regional Services Planning, Investment and Partnership

Louise Mason - General Manager Local Board Services

Adam Milina - Local Area Manager

Whau Local Board

25 May 2022

Auckland Council’s Quarterly Performance Report: Whau Local Board for quarter three 2021/2022

File No.: CP2022/06114

Te take mō te pūrongo

Purpose of the report

1. To provide the Whau Local Board with an integrated quarterly performance report for quarter three, 1 January – 31 March 2022.

Whakarāpopototanga matua

Executive summary

2. This report includes financial performance, progress against work programmes, key challenges the local board should be aware of and any risks to delivery against the 2021/2022 work programme.

3. The work programme is produced annually and aligns with Whau Local Board Plan 2020 outcomes.

4. The key activity updates from this quarter are:

· ID 560 – Community arts broker: the Whau Arts Brokers facilitated a poetry evening, planning for the Bay Art Exhibition and Artspark workshops, relationship building with Māori arts practitioners by Atarangi Anderson and the Whau Arts Festival during this quarter.

· ID 564 – Diverse participation: ethnic voices. The Whau Ethnic Collective has met regularly, focusing on reviewing the Whau Ethnic Peoples Plan, developing a website and working towards becoming a legal entity.

· ID 574 – Programming in community places: School Holiday Programming included upcycled workshops with The Recreators, Mask and trading card making, and arcade gaming/ Powerfest Summer Series of gigs with UFO Records. There is a new "Craft Masters" after-school textile class. Programming for Pasifika month took place in New Lynn and engagement with the Persian community has begun. A new Repair Café has seen skilled tradespeople from the Whau volunteering their time to repair people's items instead of them being thrown away.

· ID 1235 – Avondale and Rosebank parks service assessment: local board and mana whenua feedback have taken place. Work is ongoing to create a spatial plan and list opportunities as part of the 'future state' assessment.

· ID 767 – Oakley Creek pest plan control buffer project: contractors commenced work in January 2022 and have worked closely with Council and Friends of Oakley Creek to contact property owners and start door knocking. They have controlled a variety of pest plants, with a large proportion being moth plant and ginger.

· ID 780 – Community nurseries (EcoMatters): at the end of quarter three, the community nursery had 13,000 plants growing on site spanning 55 different indigenous species with 6,000 plants ready for planting during the upcoming winter planting season. EcoMatters is on track to meet the target of at least 2,000 plants available for planting in the Whau.

· ID 30482 – Install drinking fountains (stage 3): the physical works contract has been finalised. Drinking fountains will be installed at Sister Rene Shadbolt Park and Blockhouse Bay Recreation Reserve.

· ID 1530 – Community response: minor heritage activations. During quarter three an article was commissioned for the Avondale Mainstreet Magazine on Avondale's first supermarket. However, the postponement of the West Auckland Heritage festival means that this funding ($2,500) cannot be spent in the current financial year and is recommended to be re-allocated.

5. All operating departments with agreed work programmes have provided a quarterly update against their work programme delivery. Activities are reported with a status of green (on track), amber (some risk or issues, which are being managed) or grey (cancelled, deferred or merged).

6. The majority of activities in the Whau Local Board work programme have an activity status of green, with a minority (19 activities) being identified as having an activity status of amber. The activities with an amber RAG status have either had delivery impacted by the restrictions associated with the COVID-19 protection framework, or are capex projects (upgrades and renewals) experiencing general delays and anticipated to proceed in due course.

7. The only activity that was reported with a status or red (behind delivery, significant risk) is the Olympic Park Masterplan (ID 1561), which saw no progress during quarter three. That activity has subsequently been deferred to the next financial year and could arguably be considered more “grey” than “red” in terms of its RAG status.

8. Despite the loosening of COVID-19 alert level restrictions during the reporting period, the impacts on the local boards’ operating performance overall may have longer lasting effects.

9. The financial performance compared to year-to-date budget 2021/2022 is provided as Attachment B to the agenda report. There are some points for the local board to note. Overall, the net operational financial performance of the local board is approximately eleven percent under budget for the nine months ended March 2022.

10. Revenue is below budget for the year to date due to facility restrictions/closures to respond to alert level restrictions, offset by lower operating expenditure. Operating expenditure is thirteen percent below budget and operating revenue running at fifty six percent below planned budget levels.

11. Capital expenditure is approximately 60 percent behind budget for the nine months to March 2022. Disruption to delivery of the capital programme will be ongoing due to factors such as supply chain risks and cost escalations impacting delivery.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) receive the performance report for quarter three ending 31 March 2022.

b) approve the reallocation of $2,500 underspent budget towards Community Grants Whau (ID 580).

Horopaki

Context

12. The Whau Local Board has an approved 2021/2022 work programme for the following activity areas:

· Customer and Community Services

· Infrastructure and Environmental Services

· Plans and Places;

13. It is noted that two work programme lines delivered by Auckland Unlimited are reported here, and have been incorrectly noted in previous quarterly reports as having an adopted work programme for 2021/2022. Staff note that, in fact, no work programme was formally adopted by the Whau Local Board for Auckland Unlimited for the 2021/2022 financial year.

14. The graph below shows how the work programme activities meet Local Board Plan outcomes. Activities that are not part of the approved work programme but contribute towards the local board outcomes, such as advocacy by the local board, are not captured in this graph.

Graph 1: Work programme activities by outcome

Chart, bar chart

Description automatically generated

COVID-19 restrictions
15. From 23 January 2022, Auckland moved back into traffic light red setting under the COVID-19 Protection Framework, which has impacted council and community-delivered event planning and programming.

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Work Programme Snapshot

16. The graph below identifies work programme activity by RAG status (red, amber, green and grey) which measures the performance of the activity. It shows the percentage of work programme activities that are on track (green), in progress but with issues that are being managed (amber), activities that have significant issues (red) and activities that have been cancelled/deferred/merged (grey).

17. The majority of activities in the Whau Local Board work programme have an activity status of green, with a minority (19 activities) being identified as having an activity status of amber. The activities with an amber RAG status have either had delivery impacted by the restrictions associated with the COVID-19 protection framework, or are capex projects (upgrades and renewals) experiencing general delays and anticipated to proceed in due course.

Graph 2: Work programme performance by RAG status

Chart, pie chart

Description automatically generated

18. The graph below shows the stage of the activities in each departments’ work programmes. The number of activity lines differ by department as approved in the local board work programmes.

Graph 3: Work programme performance by activity status and department

Chart, waterfall chart

Description automatically generated

Key activity updates from quarter three

19. ID 560 – Community arts broker: the Whau Arts Brokers supported artists to develop their projects and to navigate changing audience settings. Dung Beetle held their first poetry evening. Blockhouse Bay Community centre completed a successful EOI process for Bay Art Exhibition, to take place in May and Artspark workshops will be delivered online, for the most part, through April – June. Atarangi Anderson is building on relationships with Māori arts practitioners in the Whau and Māori representation through art. Following the just completed Whau Arts Festival, it was inspiring to observe local creatives and communities connect through arts events and the positive energy sparked.

20. ID 564 – Diverse participation: ethnic voices. The Whau Ethnic Collective held its first meeting for 2022 in January to review and refresh the Whau Ethnic Peoples Plan and agreed to key priorities. These included improving the website as a tool to engage people, establishing a committee to develop a strategy towards achieving governance, and completing the constitution towards becoming a legal entity. Since the first meeting, the group has met on a regular basis and development of a new website has been a key focus.

21. ID 574 – Programming in community places: School Holiday Programming included upcycled workshops with The Recreators, Mask & trading card making, and arcade gaming/ Powerfest Summer Series of gigs with UFO Records was successful with over 100 people attending. The new "Craft Masters" after-school textile classes has had a reliable core group of attendees, with new participants also joining each week. Programming for Pasifika month ran at both New Lynn Hub sites with a T-shirt printing workshop being a highlight. Engagement with the Persian community has begun, and Nowruz was celebrated with a fantastic children's event with songs, dance, and crafts – 70 people attended. The new Repair Café sessions have been very successful, with 40 repairs in February and 56 repairs in March. This initiative sees skilled tradespeople from the Whau volunteering their time to repair people's items instead of them being thrown away.

22. ID 1235 – Avondale and Rosebank parks service assessment: a workshop to seek local board feedback took place in February 2022, receiving positive feedback. At a hui in March, mana whenua provided feedback on the initial future state assessment. Work is ongoing to create a spatial plan and list opportunities as part of the 'future state' assessment. Stakeholder engagement will continue throughout quarter four. An additional local board workshop is anticipated before adoption of the document.

23. ID 767 – Oakley Creek pest plan control buffer project: contractors commenced work in January 2022 and have worked closely with Council and Friends of Oakley Creek to contact property owners and start door knocking. They have controlled a variety of pest plants, with a large proportion being moth plant and ginger. So far they have visited over 150 properties on either side of the creek, across both Albert-Eden and Whau Local Boards.

24. ID 780 – Community nurseries (EcoMatters): at the end of quarter three, the community nursery had 13,000 plants growing on site spanning 55 different indigenous species with 6,000 plants ready for planting during the upcoming winter planting season. EcoMatters is on track to meet the target of at least 2,000 plants available for planting in the Whau. Weekly volunteering and education sessions at the nursery reduced during the red COVID-19 Protection Framework setting but are expected to increase in quarter four.

25. ID 30482 – Install drinking fountains (stage 3): the physical works contract has been finalised. Drinking fountains will be installed at Sister Rene Shadbolt Park and Blockhouse Bay Recreation Reserve.

26. ID 1530 – Community response: minor heritage activations. During quarter three an article was commissioned for the Avondale Mainstreet Magazine on Avondale's first supermarket.

Activities with underspends requiring re-allocation of budget

27. At its meeting of 27 April 2022, the Whau Local Board resolved to re-allocate $44,559 of underspent budget. Since then, one further activity with an underspend has been identified.

28. The Whau Local board normally contributes budget to the West Auckland Heritage Festival via ID 1530 – Community response: minor heritage activations. The postponement of this festival in 2022 due to the impacts of COVID-19 means that this funding ($2,500) cannot be spent in the current financial year and is recommended to be re-allocated.

29. Underspent operational expenditure can be reallocated across departments, but must remain as operational expenditure (i.e. it cannot not be used as capital expenditure), and should reallocated on the basis that delivery can be achieved before the end of the financial year. Any budget reallocated in the current financial year must be spent by 30 June 2020 otherwise it will be treated as savings.

30. It is noted that, at this late point in the financial year, it would be very difficult to allocate underspent funds any area of the work programme other than contestable grants. It is therefore recommended that this $2,500 be re-allocated to ID 580 – Community Grants Whau.

Activities with significant issues

31. The only activity that was reported with a status or red (behind delivery, significant risk) is the Olympic Park Masterplan (ID 1561), which saw no progress during quarter three. That activity has subsequently been deferred to the next financial year and could arguably be considered more “grey” than “red” in terms of its RAG status.

Activities on hold

32. The only work programme activity identified by operating departments as on hold is ID 24210 – Miranda Reserve: renew playground and associated park furniture. This project is on hold while Water Care’s Central Interceptor construction is undertaken on site. Estimate completion: late financial year 2022/2023. The site is to be reinstated upon completion. In the interim, with community input, WaterCare undertook to install a temporary playground nearby to mitigate loss during construction work on site.

Changes to the local board work programme

Deferred activities

33. No activities are reported as being deferred from the current work programme into future years during this reporting period, though the Olympic Park Masterplan (ID 1561), noted as having a red RAG status, is now anticipated to commence in quarter one of the 2022/2023 financial year.

34. ID 1631 – the Rangimatariki/Rosebank Park Domain lease renewal is shown as having a green RAG status but it is noted that it has been temporarily deferred due to constraints on staff resourcing. It will proceed in due course.

Cancelled activities

35. As reported in previous quarterly updates, Archibald Park – refurbish pontoon (ID 30465) is identified as cancelled. This is because the activity was able to be implemented without local board investment.

Activities merged with other activities for delivery

36. Three lines associated with Te Whau Pathway – Stage 2 (IDs 29234, 29233 and 29235), previously reported separately have been merged with other activities for efficient delivery.

Activities with changes

37. The following work programmes activities have changes which been formally approved by the local board.

38. All these changes were adopted by the Whau Local Board at its business meeting of 27 April (resolution number WH/2022/1).

39. All pertain to the Customer and Community Services work programme, with the exception of the Film Revenue item which sits outside the adopted work programme and does not have a work programme ID.

Table 1: Work programmes change formally approved by the local board

ID/Ref	Activity Name	Summary of Change
ID 579	Event partnership fund	$13,250 of underspent budget re-allocated
ID 578	Senior citizens function	$6,500 of underspent budget re-allocated
ID 1649	Engagement	$4,000 of underspent budget re-allocated
ID 561	Build capacity: community leadership	$3,104 of underspent budget re-allocated
ID 1461	ANZAC services	$4,300 of underspent budget re-allocated
ID 577	Local civic events	$3,000 of underspent budget re-allocated
ID 630	Telling parks stories	$7,000 of underspent budget re-allocated
ID 3172	Legacy rates grant (ABS opex)	$2,292 of underspent budget re-allocated
ID N/A	Film Revenue	$1,113 of underspent budget re-allocated
ID 565	Māori Responsiveness: E Tu	Received $28,000 of additional budget as a re-allocation
ID 566	Placemaking: Neighbourhood and town centre development	Received $3,104 of additional budget as a re-allocation
ID 1235	Avondale and Rosebank local parks service assessment	Received $5,000 of additional budget as a re-allocation
ID 580	Community Grants Whau	Received $8,455 of additional budget as a re-allocation

Tauākī whakaaweawe āhuarangi

Climate impact statement

40. Receiving performance monitoring reports will not result in any identifiable changes to greenhouse gas emissions.

41. Work programmes were approved in June 2021 and delivery is already underway. Should significant changes to any projects be required, climate impacts will be assessed as part of the relevant reporting requirements.

42. The local board is currently investing in a number of sustainability projects, which aim to build awareness around individual carbon emissions, and changing behaviour at a local level. These include:

· ID 815 – Healthy Homes on a Budget (EcoMatters) provides education around waste minimization, water saving, energy efficiency and sustainable living were unable to be delivered this quarter due to COVID-19 restrictions. EcoMatters instead focused on organising face-to-face workshops for quarter four that can also pivot to online delivery where needed. Two workshops are already confirmed for quarter four, including at the New Lynn Community Centre and New Lynn Library. Three further workshops are being planned for Green Bay Community Centre, West Lynn Garden, and the Art of Living Foundation.

· ID 819 – Climate Action Network engages a broker to continue to build and coordinate the Whau Climate Action Network (formerly the Low Carbon Network) Activities in quarter three included a flyer drop in January and a webinar in March. In quarter three the Whau Climate Action Network Facebook group increased from 41 to 143 members.

· ID 813 – EcoMatters Environment Centre and Sustainability Hub, ID 782 – EcoFest West and ID 816 – Love your Neighbourhood also have a significant sustainability/carbon emission reduction focus.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

43. When developing the work programmes council group impacts and views are presented to the local board.

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

Local impacts and local board views

44. This report informs the Whau Local Board of the performance for quarter three ending 31 March 2022.

Tauākī whakaaweawe Māori

Māori impact statement

45. The programme of activities undertaken in the second quarter contains numerous initiatives focused on improving Māori outcomes. Many of these (in particular programming delivered by local libraries) were delayed or deferred in this quarter due to the COVID-19 restrictions, but progress on Māori outcomes continues. In particular:

· 565 – Māori Responsiveness: E Tu. Whau hubs, houses and community centres are planning localised Matariki celebrations to be held in June. Kelston Hub continues welfare checks and support for kaumatua, kuia, matua Pasifika and elders; a gathering was held in March with Te Pou Theatre providing "front yard" performances. Glenavon Hub programme Kura Reo began in February, both in a classroom and online. The programme enables participants to focus on pronunciation, greetings, pepeha, karakia and common phrases. Kelston Girls High School's staff met with Council staff to discuss a Te Ao Maori programme to be held weekends at the school marae. The programme enables intergenerational participation, community and students to strengthen engagement in a kaupapa Maori learning environment.

· 1268 – Whakatipu i te reo Māori: we grow the Māori language Celebrating te Ao Māori and strengthening responsiveness to Māori. New Lynn hub has continued online Kōrero mai sessions during this time, as well as resuming Kēmu + Kōrero in person outside the New Lynn Community Centre, which has been really well attended and has given a real sense of community. Weekly Te Reo sessions on Sundays have begun again in Term 1 with a new intake of students. In February, an online Treaty of Waitangi Workshop was delivered to a group of 25 participants, delivered in conjunction with the Treaty People. In March there was the delivery of the He Whakaputanga online Seminar in conjunction with Tāmaki Treaty workers and delivered by Dr Susan Healy. This was a first for Auckland Council and proved to be very popular, with over 40 people in attendance and a large waiting list.

· ID 3117 – Te Kete Rukuruku, which has been reported with a red RAG status in previous quarterly updates is now underway and, while still subject to delays, progress has now been made on naming of additional sites. It is expected to have more names finalised for presentation around the end of the financial year.

Ngā ritenga ā-pūtea

Financial implications

46. This report is provided to enable Whau Local Board to monitor the organisation’s progress and performance in delivering the 2021/2022 work programmes. There are no financial implications associated with this report.

Risks and mitigations

47. Operating expenditure overall of $9.3 million is $1.3 million below budget.

48. Asset Based Services operating expenditure is $1.3 million below budget. This is primarily as a result of both lower maintenance/operating costs under the full facility/arboriculture contracts and on community assets impacted by varying alert level restrictions.

49. Locally Driven Initiatives operating expenditure is roughly in line with budget. Although we have had disruptions due to COVID-19 restrictions a number of programmes were ahead of schedule, these were offset by projects having to be deferred to later in the year.

50. Operating revenue of $132,000 is $171,000 below budget. The shortfall is mainly in venues for hire with New Lynn and Avondale Community centre accounting for sixty percent of the total with shortfall in Library revenue down by twenty three percent.

51. Capital Expenditure of $1.9 million is below budget by $2.8 million with delivery of capital programmes impacted by COVID-19 disruptions.

52. The financial report for the nine months ended March 2022 for the Whau local board area is in Attachment B.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

53. While the risk of non-delivery of the entire work programme is rare, the likelihood for risk relating to individual activities does vary. Capital projects for instance, are susceptible to more risk as on-time and on-budget delivery is dependent on weather conditions, approvals (for example building consents) and is susceptible to market conditions.

54. The approved Customer and Community Services capex work programme include projects identified as part of the Risk Adjusted Programme (RAP). These are projects that the Community Facilities delivery team will progress, if possible, in advance of the programmed delivery year. This flexibility in delivery timing will help to achieve 100 per cent financial delivery for the financial year if projects intended for delivery in the current financial year are delayed due to unforeseen circumstances.

55. Information about any significant risks and how they are being managed and/or mitigated is addressed in the ‘Activities with significant issues’ section.

Ngā koringa ā-muri

Next steps

56. The local board will receive the next performance update following the end of quarter four (30 June 2022).

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Whau Local Board Integrated Work Programme update for quarter three 20212022	365
b ⇩	Whau Local Board Finance report quarter three 2021/2022	399

Ngā kaihaina

Signatories

Author	Mary Binney - Senior Local Board Advisor
Authoriser	Adam Milina - Local Area Manager

Whau Local Board

25 May 2022

Local board feedback on Auckland Transport's proposed speed limit changes

File No.: CP2022/05766

Te take mō te pūrongo

Purpose of the report

1. To seek local board feedback on Phase Three (previously called Tranche 2B) of Auckland Transport’s proposed speed limit changes.

Whakarāpopototanga matua

Executive summary

2. Auckland Council and Auckland Transport have adopted the Vision Zero goal of eliminating road transport-related deaths and serious injuries (DSI) within the Auckland road network by 2050.

3. Setting safe and appropriate speed limits that recognise the function, safety, design, and layout of roads is a fast and cost-effective way to reduce DSI. Evidence from changes made in 2020 demonstrates that safe and appropriate speed limits are effective in reducing road trauma.

4. Auckland Transport is conducting a phased review of speed limits and recently completed public consultation on proposed Phase Three changes with the community. A list of changes proposed within this local board area is provided as Attachment A.

5. Public consultation on changes proposed in Phase Three closed on 3 April 2022 and a summary of public responses is provided as Attachment B. Local boards are now invited to provide their feedback.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) provide feedback on speed limit changes proposed as part of Phase Three of Auckland Transport’s Safe Speeds Programme.

Horopaki

Context

6. Auckland Transport (AT) is Auckland’s road controlling authority. Part of this role is reviewing and ensuring that speed limits across Auckland are set at levels that are safe and appropriate for road function, safety, design, and their use.

Alignment with Central Government Policy

7. Waka Kotahi New Zealand Transport Agency adopted a ‘Vision Zero’ approach to road safety in 2019 when it launched the ‘Road to Zero’ national strategy that aims to reduce the number of people killed and injured on New Zealand’s roads to zero by 2050.

Alignment with Auckland Council Policy

8. Auckland Council is committed to road safety. The Auckland Plan envisages a transport network free of deaths and serious injuries by 2050. AT deliver the council’s policies in relation to transport. AT developed ‘Vision Zero for Tāmaki Makaurau’ in response to goals within the Auckland Plan and with the council’s Planning Committee’s direction (Resolution number PLA/2018/83).

9. Since receiving endorsement from Auckland Council and from the Auckland Transport Board, Auckland Transport has progressively reviewed roads across Auckland and reduced speed limits on many roads.

10. In this phase, the focus has been on town centres, roads near schools, high-risk rural roads, rural marae, and roads requested by the community.

11. Public consultation on the Safe Speeds Programme Phase Three took place from 28 February - 3 April 2022, and included the following measures:

a) flyer mailout to 340,257 properties and PO Boxes near roads where changes to speed limits are proposed

b) advertising in the NZ Herald, community newspapers, specialist, and ethnic media

c) radio advertising on Niu FM, Radio Samoa and Radio Waatea

d) radio interviews and adlibs on Niu FM, Radio Samoa and Radio Waatea

e) media releases

f) social media campaigns

g) an article published in OurAuckland

h) translation of consultation materials into Te Reo Māori, Braille and NZ Sign Language

i) flyers, posters and hardcopy FreePost feedback forms in multiple languages to every library and service centre in Auckland

j) 15 online webinars, including a Mandarin language webinar

k) a community drop-in session on Aotea Great Barrier.

12. The community was able to provide their thoughts via a number of channels:

a) online via http://AT.govt.nz/haveyoursay

b) a paper survey

c) a web-based mapping tool

d) emails direct to the Safe Speeds Programme Team

e) at public hearings held on 6 April 2022.

13. Local boards received localised reports on public feedback in early May (Attachment B) and now have the opportunity to provide feedback on Phase Three proposed speed limit changes within their local board area.

Tātaritanga me ngā tohutohu

Analysis and advice

14. Auckland Transport manages more than 7,300 kilometres of roads for Auckland Council. This includes setting speed limits, and since ‘Vision Zero’ was adopted Auckland Transport has been progressively reviewing and amending speed limits. Changes have been made only after engaging with both the community and local boards.

15. Auckland Transport’s first phase of reviewing and setting new speed limits was developing the Speed Limits Bylaw 2019 (under the Land Transport Act 1998) that enabled AT to set new speed limits for Auckland’s highest risk roads.

16. The impact of the changes made in this bylaw have been significant and support the claim that by setting safe and appropriate speed limits in Auckland, we reduce community harm.

17. Since 30 June 2020, in areas where speed limits were changed, fatal crashes have almost halved (down by 47 per cent) during the 18-month period since this action was taken.^{^[5]}

18. This change was most significant on rural roads where roads with reduced speed limits recorded a 71 per cent reduction in fatal crashes and more than a 25 per cent reduction in serious injury crashes.

19. In selected locations, speed limit changes are complemented by physical speed calming measures such as speed bumps, raised pedestrian crossings, kerb changes and road marking. These physical measures help reinforce the safe and appropriate speed limits and assist with pedestrians and cyclists crossing busy roads. Physical measures are installed based upon risk, with a focus on locations such as town centres, residential areas and roads near schools.

20. It will take time to confirm that these trends are sustained, however this initial impact is promising and indicates the effectiveness of the ‘Vision Zero’ approach. Overseas data records a similar impact on harm reduction and Auckland Transport’s advice to local boards is that the programme is working and should be supported.

Tauākī whakaaweawe āhuarangi

Climate impact statement

21. The primary climate change benefit of safe and appropriate speed limits is that they support and encourage greater take-up of walking, cycling and micromobility by reducing the risk to vulnerable road users, making these modes more attractive. This supports emissions reductions.

22. In town centres where speed limits were reduced and safety improvements introduced during Phase One of speed limit changes, there has been strong positive feedback, with 19 per cent of people saying they now participate in at least one active mode (e.g., walking or cycling) more often since the projects have been completed. This is a direct contribution towards encouraging people to walk or cycle instead of using cars that produce carbon emissions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

23. Auckland Council is committed to road safety. The Auckland Plan envisages a transport network free of deaths and serious injuries by 2050. AT deliver the council’s policies in relation to transport. AT developed ‘Vision Zero for Tāmaki Makaurau’ in response to goals within the Auckland Plan and with the council’s Planning Committee’s direction (Resolution number PLA/2018/83).

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

Local impacts and local board views

24. Auckland Transport has held workshops with local boards throughout the various phases of the Safe Speeds programme.

25. Summaries of local submissions on changes proposed in Phase Three were provided to local boards in early May to inform their consideration of this topic.

26. This report seeks feedback from the local board on the proposed speed limit changes within Phase Three of the Safe Speeds Programme.

Tauākī whakaaweawe Māori

Māori impact statement

27. Auckland Transport is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations in being more responsive to and inclusive of Māori.

28. AT’s Māori Responsiveness Plan outlines the commitment to 19 mana whenua iwi in Auckland to deliver effective and well-designed transport policy and solutions. AT also recognises mataawaka and their representative bodies and our desire to foster a relationship with them. This plan is available on the Auckland Transport website at https://at.govt.nz/about-us/transport-plans-strategies/maori-responsiveness-plan/#about

29. Safe speeds make our roads safer for active road users, which encourages more people to walk, cycle and use public transport. Te Ora ō Tāmaki Makaurau is the well-being framework developed by the Mana Whenua Kaitiaki Forum in response to Te Tāruke-ā-Tāwhiri. Safer roads contribute to more people walking or cycling, which in turn supports this framework developed by Mana Whenua.

30. Waka Kotahi’s 2021 study ‘He Pūrongo Whakahaumaru Huarahi Mō Ngā Iwi Māori – Māori Road Safety Outcomes’ provides data demonstrating that Māori are disproportionately more likely to be hurt or killed on New Zealand roads. The Safe Speeds Programme is expected to result in significant positive impacts for Auckland’s Māori communities.

31. Engagement with iwi at the AT northern, central and southern transport kaitiaki hui took place on the wider programme during 2021, and in early 2022 to introduce the Interim Speed Management Plan. Detailed engagement with individual rural marae as part of Phase Three commenced mid-2021 and is ongoing, with each marae typically requiring a tailored approach that takes into account localised safety issues.

32. Mana whenua are, in general, supportive of the Safe Speeds Programme and positive safety, community and environmental outcomes arising through safe and appropriate speed limits. There is in particular strong engagement and support for the rural marae workstream which forms part of Phase Three.

Ngā ritenga ā-pūtea

Financial implications

33. Although there are no specific financial implications arising from local boards providing feedback on the Safe Speeds Programme this programme has considerable financial implications.

34. In 2017, the social cost of road harm in Auckland was about $1.1 billion.^{^[6]} These costs are paid by all Aucklanders. There is the cost of health care for those injured and - for some - lifetime rehabilitation and support. There is a cost to families, businesses and the region of those who can no longer live and work as they did before due to road deaths and serious injuries.

35. Reducing the harm caused by road accidents impacts on the community by reducing hospital costs, insurance costs and Accident Compensation Corporation costs all of which are of direct financial benefit to the communities that local boards represent.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

36. Delays due to Covid-19 and lockdown in the Auckland region have added complexity to both public consultation and implementation timelines. The following measures were undertaken to ensure a quality engagement process:

· The consultation length was extended from four to five weeks.

· The number of online events during the consultation was significantly increased.

· Digital advertising spend was increased and included Mandarin language public webinars and social media advertising.

37. Steps have also been taken to ensure flexibility in the implementation timeline.

Ngā koringa ā-muri

Next steps

38. The new speed limits are proposed to come into force at the end of November 2022.

39. The November 2022 date may need to be revised due to the impacts of Covid-19 and to take into account consultation feedback. Local boards will be kept up to date if any changes are made.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Phase 3 Speed Limits Changes - Whau Local Board	411
b ⇩	Safe Speed Programme - Public feedback on proposed speed limit changes March/April 2022	413