Agenda of Kaipātiki Local Board - Wednesday, 22 June 2022

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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.

The Auckland Council Code of Conduct for Elected Members (the Code) requires elected members to fully acquaint themselves with, and strictly adhere to, the provisions of Auckland Council’s Conflicts of Interest Policy. The policy covers two classes of conflict of interest:

i) A financial conflict of interest, which is one where a decision or act of the local board could reasonably give rise to an expectation of financial gain or loss to an elected member; and

ii) A non-financial conflict of interest, which does not have a direct personal financial component. It may arise, for example, from a personal relationship, or involvement with a non-profit organisation, or from conduct that indicates prejudice or predetermination.

The Office of the Auditor General has produced guidelines to help elected members understand the requirements of the Local Authority (Member’s Interest) Act 1968. The guidelines discuss both types of conflicts in more detail, and provide elected members with practical examples and advice around when they may (or may not) have a conflict of interest.

Copies of both the Auckland Council Code of Conduct for Elected Members and the Office of the Auditor General guidelines are available for inspection by members upon request.

Any questions relating to the Code or the guidelines may be directed to the Local Area Manager in the first instance.

4 Confirmation of Minutes

That the Kaipātiki Local Board:

a) confirm the ordinary minutes of its meeting, held on Wednesday, 18 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

6.1 Mr Gresham Barry Bradley - Queen's Birthday Honours 2022

Te take mō te pūrongo

Purpose of the report

1. To acknowledge and congratulate Mr Gresham Barry Bradley of Northcote for being awarded as an Officer of the New Zealand Order of Merit for services to the LGBTQIA+ community and education.

Whakarāpopototanga matua

Executive summary

2. Mr Gresham Bradley has been dedicated to the LGBTQIA+ Rainbow communities and education for more than 20 years.

3. Mr Bradley has been a member of Rainbow Auckland since 2000, where he has held several roles including Executive for Communications, and President, initiating monthly community updates through the Gay Express newspaper. As President, he led community consultations in 2011 for the establishment of Auckland Pride parade and festival. He has been a Trustee of Rainbow New Zealand Charitable Trust since 2010, becoming Chairperson in 2013. He has led the Trust to adopt a nationwide focus, raising funds through luncheons, auctions, the Rainbow Celebration GALA which attracts major corporate sponsorship and the launch of the Trust’s Tertiary Scholarship Programme to support and grow the leaders of tomorrow.

4. Mr Bradley is the Deputy Chair of the Crowded Places Community Advisory Group established by New Zealand Police in 2021 to advise on strategies for protection and safety of ethnic, religious, rainbow, and other minorities at events and regular activities. He is a founding trustee of the Education Television and Video Communications Trust, the largest video on-demand platform in New Zealand, serving a third of all students in New Zealand. Mr Bradley was awarded life membership with Rainbow Auckland for his contributions.

5. The Kaipātiki Local Board wishes to acknowledge and congratulate Mr Gresham Barry Bradley for being awarded as an Officer of the New Zealand Order of Merit for services to the LGBTQIA+ community and education in the Queen’s Birthday Honours 2022 and thank him for his services to our community.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) congratulate Mr Gresham Barry Bradley for being awarded as an Officer of the New Zealand Order of Merit in the Queen’s Birthday Honours 2022 for services to the LGBTQIA+ community and education.

6.2 Ms Cheryll Bronwyn Martin - Queen's Birthday Honours 2022

Te take mō te pūrongo

Purpose of the report

1. To acknowledge and congratulate Ms Cheryll Bronwyn Martin of Birkdale for being awarded a Companion of the Queen’s Service Order for services to the community.

Whakarāpopototanga matua

Executive summary

2. Ms Cheryll Martin has been an advocate, leader, and change agent in the volunteering sector for more than 25 years.

3. Ms Martin has been General Manager of Volunteering Auckland since 1995 and has been committed to making volunteering accessible to all. Ms Martin has steered Volunteering Auckland through rapid digital development and has implemented an efficient online system that is being picked up by other volunteer centres nationally. In 2021, more than 200 organisations used Volunteering Auckland’s services. She was a founding Trustee of Volunteering New Zealand and served on the Board in 2004/2005. She is an assessor for the NZQA Level 4 Certificate in Volunteer Management, has trained hundreds of volunteer coordinators and managers, and engages with numerous organisations and people across Auckland, tirelessly promoting best practice and the value of volunteering to non-profits.

4. Ms Martin personally volunteers with the Waikaraka Family Speedway, Birkdale Beach Haven Community Project, Takapuna North Community Trust, and Manawatu Volunteer Resource Centre. Internationally, Ms Martin has represented New Zealand at the International Association for Volunteer Effort’s 2014 World Conference, contributed to volunteer leadership forums, retreats and conferences in Australia, and in 2021 produced an international speaker video series highlighting global aspects of volunteering.

5. The Kaipātiki Local Board wishes to acknowledge and congratulate Ms Cheryll Martin for being awarded a Companion of the Queen’s Service Order for services to the community in the Queen’s Birthday Honours 2022 and thank her for her services to our community.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) congratulate Ms Cheryll Martin for being awarded as a Companion of the Queen’s Service Order in the Queen’s Birthday Honours 2022 for services to the community.

6.3 Ms Jo Mere Pilkington - Queen's Birthday Honours 2022

Te take mō te pūrongo

Purpose of the report

1. To acknowledge and congratulate Ms Jo Mere Pilkington of Northcote for being awarded as a Member of the New Zealand Order of Merit for services to the events sector and the community.

Whakarāpopototanga matua

Executive summary

2. Ms Jo Pilkington is a long-standing member of the New Zealand events industry and has worked with a wide variety of professional, community and voluntary organisations to raise their profile and share their Kaupapa through the running of successful events, festivals and commemorations.

3. Ms Pilkington has used her experience to assist organisations nationwide, in many cases on a voluntary basis, and has been particularly active in Auckland and Hawke’s Bay. She helped develop the events industry professionally by being instrumental in the design and implementation of the Diploma in Event Management for Auckland University of Technology (AUT) in 1999. Ms Pilkington followed this by guest lecturing and mentoring Event Management students at AUT, Unitec and the Eastern Institute of Technology between 2005 and 2013. She was a board member of Creative Napier from 2006 to 2008, the Kingsland Business Society from 2010 to 2012 and Chair of the Northcote Intermediate School Parent Teacher Association from 2012 to 2014. She has supported Auckland’s LGBTQI+ communities as a board member of the Auckland Pride Festival Trust from 2014 to 2016, and as an Event Producer for the Rainbow New Zealand Charitable Trust’s annual fundraising gala since 2018. Ms Pilkington became Co-Chair of the Rangitoto Island Historic Conservation Trust in 2020.

4. The Kaipātiki Local Board wishes to acknowledge and congratulate Ms Jo Mere Pilkington for being awarded a Member of the New Zealand Order of Merit for services to the events sector and the community in the Queen’s Birthday Honours 2022, and thank her for her services to our community.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) congratulate Ms Jo Mere Pilkington for being awarded as a Member of the New Zealand Order of Merit in the Queen’s Birthday Honours 2022 for services to the events sector and the community.

6.4 Mr Hans van Ess - Queen's Birthday Honours 2022

Te take mō te pūrongo

Purpose of the report

1. To acknowledge and congratulate Mr Hans van Ess for being awarded as an Honorary Member of the New Zealand Order of Merit for services to ju-jitsu.

Whakarāpopototanga matua

Executive summary

2. Mr Hans van Ess is recognised as a founding father of ju-jitsu in New Zealand, as a leading teacher and highest-level black belt for much of the period 1961 to 2014, during which time he was involved as an instructor, administrator and ambassador before retiring as an 8^th dan.

3. Mr van Ess began training in martial arts in Holland in the late 1950s before emigrating to New Zealand to teach physical education and martial arts in 1961, introducing the Dutch system of Kawaishi ju-jitsu. Licensed to teach judo and ju-jitsu, he founded the New Zealand Judo Colllege in Auckland in 1962. In response to ju-jitsu clubs opening nationwide, in 1968 he co-founded the New Zealand Jiu Jitsu Association (NZJJA) to oversee teaching of ju-jitsu and maintain standards for students. He became Chairman of the NZJJA Black Belt Technical Council in 1972 during a time of turmoil for the organisation. He became Match Controller for ju-jujitsu League under his leadership. Mr van Ess remained active with NZJJA, holding large tournaments and training seminars, until semi-retiring from ju-jitsu training in 1996 at the rank of 7^th dan.

4. The Kaipātiki Local Board wishes to acknowledge and congratulate Mr Hans van Ess for being awarded as an Honorary Member of the New Zealand Order of Merit for services to ju-jitsu in the Queen’s Birthday Honours 2022 and thank him for his services to our community.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) congratulate Mr Hans van Ess for being awarded as an Honorary Member of the New Zealand Order of Merit for services to ju-jitsu in the Queen’s Birthday Honours 2022 for services to ju-jitsu.

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 Kaipātiki 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.

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

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.”

Kaipātiki Local Board

22 June 2022

Approval of concept design for the carpark renewals at Chelsea Estate Heritage Park, Birkenhead

File No.: CP2022/08451

Te take mō te pūrongo

Purpose of the report

1. To seek approval of the concept design for the carpark renewals at Chelsea Estate Heritage Park, Birkenhead, and to progress the project to detailed design and construction.

Whakarāpopototanga matua

Executive summary

2. The renewal of the furniture, surfaces and drainage at the scrap yard and the dog park carparks at Chelsea Estate Heritage Park, Birkenhead, were identified by staff as an asset renewals project.

3. As part of the 2021/2022 Customer and Community Services Work Programme (resolution number KT/2021/86), the local board allocated $90,000 of asset-based services capital renewals budget (ABS: Capex – Renewals) towards the carpark renewals. The estimated cost to deliver the concept design is $250,000. Therefore, an additional $160,000 is required to deliver the project.

4. The project will deliver on the Kaipātiki Local Board Plan 2020 outcome three: Our parks, playgrounds, and public spaces are SunSmart, high quality, accessible, and well maintained.

5. A concept design has been developed, outlining four areas of improvement to the park:

· installation of timber bollards on the western side of Colonial Road

· extension of the carpark from the terracotta paved area on Colonial Road

· upgrade of the carpark and entrance to the dog walking area

· improvements to the scrap yard carpark adjacent to the stormwater pond.

6. The proposal is to stage the construction of the four improvement areas. The carparks on Colonial Road and at the dog walking area will both require resource consent, therefore staff recommend that the improvements to the scrap yard carpark and installation of the bollards are prioritised.

7. The concept design has been shared with Chelsea Regional Park Association (CHERPA). The association have only expressed concerns with the proposed number of bollards and the impact they may have on pedestrian access around the park. All areas of the park beyond the bollards will have full access for walking, running and exploring.

8. The concept design was presented to the local board at a workshop held on 4 May 2022. The local board supported, in principle, the concept design detailed in Attachment A of this agenda report.

9. Cost estimates to deliver the project are based on current product supply and installation costs. There is a risk these costs could change as the project progresses due to potential cost escalation and supply chain constraints.

10. Subject to the local board approval of the proposed concept design, the consent process will begin in parallel with the development of the detailed design. Physical works to undertake construction of the design are expected to commence in late 2022.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) approve the concept design for the carparks and bollards at Chelsea Estate Heritage Park, Birkenhead as per Attachment A of this agenda report and request staff to progress the project to detailed design and construction.

b) approve additional funding of $160,000 in financial year 2022/2023 from its asset based services capital renewals budget (ABS: Capex – Renewals) to Chelsea Estate Heritage Park - renew carparks, bollards and stormwater drainage ID30091.

Horopaki

Context

11. As a part of the Kaipātiki Local Board financial year 2021/2022 Customer and Community Services Work Programme, the local board approved a project to renew furniture and stormwater drainage at Chelsea Estate Heritage Park (resolution number KT/2021/86). A total of $90,000 of ABS: Capex - Renewals funding was allocated towards the furniture and drainage renewals.

12. The initial project scope included renewing furniture and stormwater drainage, however staff identified the need to renew the carpark surface and drainage at the scrap yard carpark and the dog park carpark.

13. The ongoing issue of vehicles driving on and damaging the grass area on the western side of Colonial Road was added as part of the investigation phase of the project.

14. An external engineer was engaged to investigate and provide recommendations for the carpark renewals and associated safety works within Chelsea Estate Heritage Park.

15. Pavement test-pit investigation in the carparks and borehole analyses were carried out. An investigation report has been completed, which forms the basis of the concept design provided in Attachment A.

16. The local board supported the concept design, in principle, at a workshop held on 4 May 2022.

17. The concept design has been shared with the Chelsea Regional Park Association (CHERPA), who expressed concern about the number of bollards proposed on the western side of Colonial Road and their impact on pedestrian movement.

18. The provision of bollards is the best solution to ensure the safety of people from cars driving on the grass. All areas of the park beyond the bollards will still be available for walking, running and exploring.

Tātaritanga me ngā tohutohu

Analysis and advice

19. The concept design detailed in Attachment A is focused on four main areas at Chelsea Estate Heritage Park as detailed below and shown in Figure 1:

· installation of timber bollards on the western side of Colonial Road depicted in the orange

· extension of the carpark from the terracotta paved area on Colonial Road shown as carpark #1

· upgrade of the carpark and entrance to the dog walking area shown as carpark #2

· improvements to the scrap yard carpark adjacent to the stormwater pond shown as carpark #3.

A screenshot of a map

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Figure 1: Site locations of work at Chelsea Estate Heritage Park

Timber bollards

20. Permanent timber bollards are proposed to be installed on the western side of Colonial Road extending to the corner of the road to prevent vehicles driving and damaging the grass area of the park.

Carpark #1 - extension from paved area

21. The proposal is to extend the paved surface area by 18 meters with red oxide tinted concrete to add additional vehicle parking on the east side of Colonial Road.

A road with trees on the side

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Figure 2: Terracotta paved parking area and proposed extension on left hand side

Carpark #2 – parking for dog walking area

22. A concrete carpark is proposed to accommodate up to four parking spaces, with bollards to be installed near the entrance to prevent vehicles driving over the grassed area.

A road with trees on the side

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Figure 3: Dog walking area carpark and proposed plan

Carpark #3 - scrap yard

23. The proposal is to concrete the carpark entrance and exit, install gates and signage to allow safe vehicle access.

24. The existing hedge planting next to the road is to be removed and replaced with bollards at approximately 1 meter from the road edge to allow for future low-lying planting.

25. The existing unsealed gravel carpark surface is to be maintained with some surface reshaping and metal replenishment where it is required.

A picture containing tree, outdoor, plant

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Figure 4: Scrap yard carpark and proposed plan

Cost estimate

26. A total budget of $90,000 has been approved by the local board for this project.

27. High level indicative cost estimates for the design and construction of the concept design total $250,000, which is $160,000 more than the allocated budget for the project.

Items	Cost estimate
Bollards	$55,000
Carpark #1 - extension from paved area	$30,000
Carpark #2 - dog walking area parking	$80,000
Carpark #3 - scrap yard improvements	$85,000
Total cost	$250,000
Project budget	$90,000
Budget shortfall	($160,000)

Construction phasing

28. The proposal is to stage the delivery of the work at Chelsea Estate Heritage Park with the scrap yard carpark (carpark #3) as the priority followed by the installation of the timber bollards.

29. Carpark #1 and carpark #2 work will take longer to implement as resource consent and an archaeological report are required.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

31. It is anticipated that there will be an increase in carbon emission from construction, including contractor emissions. Staff will seek to minimise carbon and contractor emissions as far as possible when delivering the project.

32. Mitigation of greenhouse gas emissions will be achieved through sourcing of low-carbon material options (including sourcing materials locally) and the use of products with environmental declarations for embodied carbon reductions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

33. Council staff from Customer and Community Services and Heritage specialists have been consulted.

34. Staff have consulted with Watercare regarding the proposed new pump station and pipelines along the western side of Colonial Road where permanent timber bollards are proposed in the design.

35. Collaboration with staff will be ongoing to ensure that the development of the carparks and bollards is appropriately integrated into the operational maintenance and asset management systems once completed.

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

Local impacts and local board views

36. A workshop was held with the Kaipātiki Local Board on 4 May 2022 to discuss the concept design. The local board indicated support for the concept design.

37. The project aligns with the following Kaipātiki Local Board Plan 2020 outcome:

Outcome	Objective
Outcome 3: Places and spaces	Our parks, playgrounds, and public spaces are SunSmart, high quality, accessible, and well maintained.

Tauākī whakaaweawe Māori

Māori impact statement

38. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its statutory obligations and relationship commitments to Māori. These commitments are articulated in the council’s key strategic planning documents, the Auckland Plan, the Long-term Plan 2021-2031, the Unitary Plan, Whiria Te Muka Tangata Māori Responsiveness Framework and Local Board Plans.

39. The proposed renewals will benefit Māori and the wider community. The benefits are realised through the provision and continued maintenance of quality open spaces that promote good health and connection to the natural environment.

Ngā ritenga ā-pūtea

Financial implications

40. A total budget of $90,000 has been approved by the local board for this project in the following financial years:

Budget source	FY21/22	FY22/23	FY23/24	Total ($)
Renewals	$80,000	$10,000	$0	$90,000
Total allocated budget				$90,000

41. High level indicative cost estimates for the design and construction of the concept design option total $250,000, which is $160,000 more than the allocated budget for the project.

42. Additional funding of $160,000 ABS: Capex - Renewals is estimated to be required in financial year 2022/2023 to ensure delivery of all aspects of the project as per the concept design. The additional funding has been included in the draft Community and Customer Services work programme for financial year 2022/2023.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

43. The following risks and mitigations have been considered:

Risks identified	Mitigation
Timeframe
Resource consent	Resource consent will likely to be required for work in the historic heritage overlay areas in carpark #1 and carpark #2. Staff will start the resource consent process as soon as the concept design is approved to minimise any delays to the delivery timeframe.
Health & Safety
Public are exposed to unsafe conditions during construction phase	Fencing will be erected around the construction site to keep the public safe. The contractor will provide a Health and Safety plan to meet council standards before construction starts.
Budget
Budget is not adequate	Staff recommend that the local board approve further funding allocation of $160,000 ABS: Capex - Renewals from its 2022/2023 budget.
Cost escalation	Cost estimates are based on current product supply and installation costs. There is a risk these costs could change as the project progresses due potential cost escalation and supply chain constraint. If the cost of delivery escalates over the budget this will be discussed with the local board before proceeding further with the project.
Construction
Design changes	As the design is currently at concept stage there is potential for some elements to change through the detailed design phase and on-site during construction. For example, where site conditions might necessitate design changes, or if products and materials are no longer available or prices inflate. Any minor changes will retain the original design intent, while any potential larger changes will come back to the local board for consideration if necessary
Reputational	Stakeholder expectation has been raised regarding delivery, according to the feedback provided when the concept design was shared with CHERPA. If the plans are not supported, it may lead to stakeholder disappointment, as well as contribute to a drop in consultation and engagement of future projects.

Ngā koringa ā-muri

Next steps

44. The anticipated next steps and estimated delivery timeframes for the project are detailed in the table below. The estimated timeframes assume successful and timely completion of each identified project step.

Project phase	Planned completion timeframe
Local board approval of concept design	June 2022
Procure physical works contractor for the scrap yard carpark and bollards The tender will be submitted to a suitable contractor as per the procurement guidelines.	July 2022
Resource consent and specialist report application Detailed design Once the concept design is approved by the local board, the resource consent process will start, a contractor will be engaged to provide the archaeological report, and detailed design will be completed for carpark #1 and #2.	September 2022
Physical works Accurate commencement and duration of the physical works for the scrap yard car park and bollards is not known at this time and will be confirmed at a later stage but is envisaged between the dates specified. Physical works for carpark #1 and carpark #2	Aug-Sept 2022 Feb-Mar 2023

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	22 June 2022 - Kaipātiki Local Board Business Meeting - Chelsea Concept Design Drawings	19

Ngā kaihaina

Signatories

Authors

Roma Leota – Project Manager

Authorisers

Taryn Crewe – General Manager Community Facilities

Eric Perry - Local Area Manager

Kaipātiki Local Board

22 June 2022

Approval of the Kaipātiki Local Board Tātaki Auckland Unlimited work programme 2022/2023

File No.: CP2022/07359

Te take mō te pūrongo

Purpose of the report

1. To approve the 2022/2023 Kaipātiki Local Board Tātaki Auckland Unlimited work programme and its associated budget.

Whakarāpopototanga matua

Executive summary

2. This report presents the local board’s Tātaki Auckland Unlimited work programme and associated budgets for approval for delivery within the 2022/2023 financial year (refer to Attachment A).

3. The work programme responds to the following outcomes and objectives that the local board has identified within its Kaipātiki Local Board Plan 2020:

· Opportunity and prosperity – Our people can buy local, live local and work local

· Belonging and wellbeing - Our children and young people are included in decision-making and are empowered to effect change.

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

· Wairau Valley Business Engagement and Communications – $15,000

· Young Enterprise Scheme Kick Start Days Sponsorship (continuation) – $1,000.

5. The proposed work programme has a total value of $16,000, which can be funded from within the local board’s draft locally driven initiatives (LDI) budget for the 2022/2023 financial year.

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

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) approve the Tātaki Auckland Unlimited work programme 2022/2023 as included in Attachment A of the agenda report.

Horopaki

Context

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

8. The work programme responds to the outcomes and objectives that the local board identified in the Kaipātiki Local Board Plan 2020. The specific outcome(s) that are reflected in the work programme are:

· Opportunity and prosperity – Our people can buy local, live local and work local

· Belonging and wellbeing - Our children and young people are included in decision-making and are empowered to effect change.

Tātaritanga me ngā tohutohu

Analysis and advice

9. The proposed activities for delivery as part of the local board’s Tātaki Auckland Unlimited (TAU) work programme 2022/2023 are detailed below (refer to Attachment A of the agenda report).

Wairau Valley Business Engagement and Communications – $15,000

10. In 2021/22 the local board undertook work with businesses in the Wairau Valley to understand in better detail the issues they face, and to understand how the board could establish and maintain better communication channels between the businesses and the local board.

11. That work identified a lack of understanding in the business community about the role of the local board and identified a need to improve communications between the business and the local board. Recommendations from the report identified several steps that can be taken to improve local board engagement with the business community.

12. Following on from that initial piece of work, this new project will continue the development of a communications channel with businesses with a view to ensuring businesses are aware of, and able to put forward their views on, parts of council activity that have an impact on them.

13. The expectation is that this work will contribute to a more significant level of engagement with businesses in the consultation phase of the next Kaipātiki Local Board Plan.

Young Enterprise Scheme Kick Start Days Sponsorship (continuation) – $1,000

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

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

16. The funding from the local board will support the delivery of the overall YES programme, including the Kick Start days in February 2023 where the Auckland Business Chamber will specifically acknowledge local board support. The Kick Start Days are the first day students get to meet the Young Enterprise team and find out about their 2023 year, what YES is about, and what is in store for them. All schools in the local board area that have shown an interest in YES are invited. In addition, the invite is extended to those schools who have not shown an interest to enable them to decide as to whether to participate.

Tauākī whakaaweawe āhuarangi

Climate impact statement

17. The proposed work programme does not significantly impact on greenhouse gas emissions or contribute towards adapting to the impacts of climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

19. The proposed TAU work programme has been considered by the local board in a series of workshops from October 2021 to May 2022. The views expressed by local board members during the workshops have informed the recommended work programme.

20. The activities in the proposed work programme align with the Kaipātiki Local Board Plan 2020 outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

21. Table 1 outlines the activities in the 2022/2023 work programme that contribute towards the delivery of specific Māori outcomes:

Table 1: Māori impact assessment of proposed activities

Activity name

Māori impact

Wairau Valley Business Engagement and Communications

There are no specific impacts on Māori from this project.

Young Enterprise Scheme Kick Start Days

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

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

Ngā ritenga ā-pūtea

Financial implications

23. The proposed TAU work programme budget for 2022/2023 is $16,000 of the local board’s locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total draft budget for 2022/2023.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

24. Table 2 shows the identified significant risks associated with activities in the proposed 2022/2023 work programme:

Table 2: Significant risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Wairau Valley Business Engagement and Communications	Local board expectations are not met by the research.	A workshop with local loard to present the first phase of this work was scheduled for early June 2022, and expectations for this next phase will be discussed there and reflected in the scope of work for phase two.	Low
Young Enterprise Scheme Kick Start Days	There is a risk that the Kick Start Days do not proceed due to changes in the Covid-19 alert levels. As a result, the sponsorship provided to the Auckland Business Chamber may not be required.	To maintain contact with the Auckland Business Chamber on the running of the event to ensure that if the events are cancelled the full impact on the need for the local board support is identified.	Medium

Activity name

Risk

Mitigation

Rating after mitigation

Wairau Valley Business Engagement and Communications

Local board expectations are not met by the research.

A workshop with local loard to present the first phase of this work was scheduled for early June 2022, and expectations for this next phase will be discussed there and reflected in the scope of work for phase two.

Low

Young Enterprise Scheme Kick Start Days

There is a risk that the Kick Start Days do not proceed due to changes in the Covid-19 alert levels. As a result, the sponsorship provided to the Auckland Business Chamber may not be required.

To maintain contact with the Auckland Business Chamber on the running of the event to ensure that if the events are cancelled the full impact on the need for the local board support is identified.

Medium

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

Ngā koringa ā-muri

Next steps

26. Delivery of the activity in the approved work programme will commence on 1 July 2022 and continue until 30 June 2023. Activity progress will be reported to the local board on a quarterly basis as part of the quarterly reporting process.

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	22 June 2022 - Kaipātiki Local Board Business Meeting - Auckland Unlimited Work Programme 2022/2023 - Kaipātiki Local Board	35

Ngā kaihaina

Signatories

Authors

Jonathan Sudworth - Local Economic Development Advisor, Tātaki Auckland Unlimited

Authorisers

John Norman – Head of Economic Places, Tātaki Auckland Unlimited

Eric Perry - Local Area Manager

Kaipātiki Local Board

22 June 2022

Approval of the 2022/2023 Kaipātiki Local Board Infrastructure and Environmental Services Work Programme

File No.: CP2022/07100

Te take mō te pūrongo

Purpose of the report

1. To approve the 2022/2023 Kaipātiki Local Board’s Infrastructure and Environmental Services work programme, and approve in principle the 2023/2024 work programme.

Whakarāpopototanga matua

Executive summary

2. This report presents the Kaipātiki Local Board’s Infrastructure and Environmental Services work programme and associated budgets for approval for the 2022/2023 financial year, and for approval in principle for the subsequent financial year, 2023/2024 (refer to Attachment A).

3. The work programme provides a three-year view that demonstrates the phasing or continuation of programme delivery over the 2021/2022, 2022/2023 and 2023/2024 financial years. 2022/2023 is year two of the three-year cycle. Many of the programmes included in this report were approved in principle in the 2021/2022 work programme.

4. The work programme responds to the outcomes and objectives identified in the Kaipātiki Local Board Plan 2020.

5. The work programme has been developed through a series of workshops between November 2021 and May 2022, where the local board provided feedback to staff on programme and activity prioritisation.

6. The local board indicated its support for the following activities to be delivered in 2022/2023, with budgets as listed below:

· Climate Action Programme - $40,000

· Industrial Pollution Prevention Programme – sensor investigation and visits - $40,000

· Kaipātiki Project - $100,000

· Kaipātiki Water Quality – schools and community engagement - $45,000

· Kaipātiki Water Quality – monitoring programme - $15,000

· Para Kore Zero Waste Northcote: Phase two - $20,000

· Pest Free Kaipātiki strategy implementation - $200,000.

7. The proposed work programme has a total value of $460,000, which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2022/2023 financial year. Approval in principle is also being sought for activities in the 2023/2024 financial year.

8. The proposed work programme also includes $65,000 in asset-based services capital expenditure for the following coastal renewals programme:

· Sulfur Beach jetty – replace piles and handrails - $65,000.

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

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

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) approve its 2022/2023 Infrastructure and Environmental Services work programme and associated budgets, as summarised in the table below (refer to Attachment A of the agenda report):

Activity name	2022/2023 budget for approval
Climate Action Programme	$40,000
Industrial Pollution Prevention Programme – sensor investigation and visits	$40,000
Kaipātiki Project	$100,000
Kaipātiki Water Quality – schools and community engagement	$45,000
Kaipātiki Water Quality monitoring programme	$15,000
Para Kore Zero Waste Northcote – Phase two	$20,000
Pest Free Kaipātiki strategy implementation	$200,000
Total	$460,000

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

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

d) note the allocation of $65,000 asset-based services capital expenditure budget towards the Sulfur Beach jetty - replace piles and handrails programme in the 2022/2023 financial year.

Horopaki

Context

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

12. The proposed work programme responds to the outcomes and objectives identified in the Kaipātiki Local Board Plan 2020. The specific objectives reflected in the work programme are:

· our natural environment, harbours and waterways are protected and enhanced, in partnership with mana whenua and our community

· our birds and other native wildlife flourish with fewer pest plants and animals

· our people are environmentally aware and work together to live sustainably

· our parks, playgrounds, and public spaces are SunSmart, high quality, accessible, and well maintained.

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

· Te Tāruke ā Tāwhiri: Auckland’s Climate Action Plan 2020

· National Policy for Freshwater Management 2020

· Mahere ā-Rohe Whakahaere Kaupapa Koiora Orotā mō Tāmaki Makaurau - Regional Pest Management Plan 2020-2030

· Auckland Waste Management and Minimisation Plan 2018.

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

Tātaritanga me ngā tohutohu

Analysis and advice

15. The proposed work programme is made up of activities continuing from previous financial years. It also includes a new initiative supported by the local board. These programmes contribute towards the delivery of the Kaipātiki Local Board Plan 2020 environmental objectives, as detailed above.

16. The work programme (refer to Attachment A) provides a three-year view that demonstrates the phasing or continuation of programme delivery over the 2021/2022, 2022/2023 and 2023/2024 financial years.

17. This report seeks local board approval for budgets and activities in year two of the three-year work programme (2022/2023), and approval in principle for 2023/2024.

18. Approving in principle does not commit the local board to funding in future years, as the budget for year three will still need to be approved on an annual basis. However, approval in principle will help staff, contractors and community groups to plan activities and resourcing in the longer-term.

19. Budgets for year three are subject to change, as the programmes are further refined or if local board priorities shift.

20. The proposed activities for delivery as part of the board’s 2022/2023 Infrastructure and Environmental Services work programme are detailed below, alongside indicative plans and budgets for the 2023/2024 financial year:

Climate Action Programme – $40,000

21. The board has indicated it would like to continue to support the climate action programme in the 2022/2023 financial year to develop a community-based climate change mitigation action plan for the Kaipātiki Local Board area.

22. In the 2022/2023 financial year, the Kaipātiki Climate Action Plan will be completed. A local Climate Activator will then be recruited to drive community implementation of the plan, and support collaboration and investment within the community to amplify climate action.

23. Staff have advised that $40,000 would support a Climate Activator to engage roughly 24 hours per week to drive community implementation of the Kaipātiki Climate Action Plan. Funding of $20,000 would engage the Climate Activator for 12 hours per week, which will reduce the scope of the programme and decrease its capacity to deliver on positive climate outcomes.

24. The programme will be a step towards Kaipātiki becoming a low carbon community through actions including food waste reduction, sustainable transport and the development of a local circular economy. This will align with the priority climate change mitigation actions identified in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan.

25. Staff recommend the board allocate $40,000 of its locally driven initiatives operational budget towards the delivery of this programme in the 2022/2023 financial year. Approval in principle is also sought for $40,000 in the 2023/2024 financial year.

Industrial Pollution Prevention Programme – sensor investigation and visits – $40,000

26. The board has indicated it would like to support the Industrial Pollution Prevention Programme – sensor investigation and visits in the 2022/2023 financial year.

27. The Industrial Pollution Prevention Programme has been funded in Kaipātiki Local Board for four financial years (since 2018/2019).

28. In 2021/2022 the programme piloted sensor technology in the local board area . Two sensors were installed in strategic locations at Wairau Creek in April 2022. The sensors enable real-time data collection across the catchment, with samples automatically or manually collected by contractors following the detection of contamination.

29. This continuous monitoring will allow staff to:

· measure the effectiveness of the education delivered within Wairau in previous years of the project

· better understand the type, frequency and location of pollution events

· plan targeted future engagement with businesses

· inform how Healthy Waters and Regulatory Compliance respond to pollution.

30. Sensors may be moved as part of this programme in the 2022/2023 financial year. Following a period of data collection, the contractor will visit businesses in the upstream sub-catchments to share findings and make recommendations.

31. The board allocated $40,000 towards this programme in the 2021/2022 financial year. Staff recommend that the board allocate $40,000 to his programme again in the 2022/2023 financial year. Approval in principle is also sought for $40,000 in the 2023/2024 financial year.

Kaipātiki Project – $100,000

32. The board has indicated it would like to continue funding Kaipātiki Project’s environmental programmes in the 2022/2023 financial year.

33. This programme will support continuation of the EnviroHub's public facing services during transition for building renewal, increase protection of threatened plants and birds, and build the community's capacity to protect and restore their local environmental.

34. Some initiatives of Kaipātiki Project include:

· Kaipātiki Streamcare programme run in collaboration with Pest Free Kaipātiki

· provision of volunteering opportunities in the native plant nursery and teaching garden

· environmental restoration and education events and programmes

· Eco Fest backyard actions, including online engagement

· skills and capability building.

35. The board allocated $80,000 in the 2020/2021 financial year and $100,000 in the 2021/2022 financial year. Staff recommend that the board allocate $100,000 toward this programme in the 2022/2023 financial year. Approval in principle is also sought for $100,000 in the 2023/2024 financial year.

Kaipātiki Water Quality – schools and community engagement – $45,000

36. The local board has indicated its support for a new programme in 2022/2023, the Kaipātiki Water Quality – schools and community engagement programme.

37. This programme will initiate community action based on the results of the previous financial year’s water quality monitoring programme. Water quality improvement activities will be undertaken in one catchment at a time, starting with the Glendhu stream.

38. The programme will work with students from five local schools to undertake WaiCare and fish monitoring in the Glendhu stream and take further environmental restoration action such as riparian planting.

39. Staff recommend that the board allocate $45,000 towards this project in the 2022/2023 financial year. Approval in principle is also sought for $45,000 towards the continuation of this programme in 2023/2024.

Kaipātiki Water Quality Monitoring Programme – $15,000

40. The local board has indicated its support for a reduced version of the Kaipātiki Water Quality Monitoring Programme. In three previous financial years, this programme has delivered monthly water quality data for 10 streams in the Kaipātiki Local Board area. This data has given staff a comprehensive picture of the health of each stream, and how this varies seasonally and with heavy rainfall.

41. The 10 sites monitored in the Kaipātiki Local Board area as part of this programme are as follows:

· Kaipātiki Stream - Witheford Scenic Reserve opposite Stanley Road

· Eskdale Stream - lower part of the Eskdale Reserve

· Kahika Stream - Fordham Street in the Rangitira Reserve

· Wairau Creek - Chartwell Avenue near Marlborough Park

· Onepoto Stream - Kauri Glen Reserve

· Little Shoal Bay Stream - Le Roys Bush Reserve

· Chelsea Stream - Chatswood Reserve

· Soldiers Bay Stream - Kauri Park Domain

· Awataha downstream

· Awataha upstream.

42. Staff have proposed that in 2022/2023, the frequency of this water quality monitoring is reduced from monthly to quarterly, so that resources can instead be focused on stream health restoration interventions. Staff recommend that the board allocate $15,000 towards this project in the 2022/2023 financial year.

Para Kore Zero Waste Northcote – Phase two – $20,000

43. The board has indicated it would like to continue to support the para kore zero waste Northcote programme in the 2022/2023 financial year to continue reducing waste produced in the area. The local board allocated $20,000 towards this programme in 2021/2022.

44. The development of the zero waste Northcote plan was led by Kaipātiki Project, Eke Panuku Development Auckland and the council’s Waste Solutions department in the 2019/2020 financial year. The plan has the support of local community organisations, local schools, Kāinga Ora, Piritahi and Para Kore ki Tāmaki.

45. Staff recommend that the board allocates $20,000 towards this programme in the 2022/2023 financial year. Approval in principle is also sought for $20,000 towards this programme in 2023/2024.

Pest Free Kaipātiki strategy implementation – $200,000

46. The board has indicated it would like to continue to support the Pest Free Kaipātiki strategy implementation programme in the 2022/2023 financial year to continue their work in pest removal and native species protection.

47. This programme consists of projects focused on community empowerment to undertake pest animal and plant removal, habitat and species protection and environmental restoration across the local board area. The work is supported by council staff.

48. Staff recommend that the board allocates $200,000 towards this programme in the 2022/2023 financial year. Approval in principle is also sought for $200,000 towards this programme in 2023/2024.

Sulfur Beach jetty - replace piles and handrails – $65,000

49. This is a regionally-funded coastal renewal programme which will replace the piles and handrails on the jetty at Sulfur Beach. Physical works will be completed in 2022/2023.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

52. Table 1 outlines the activities in the 2022/2023 work programme that have an impact on greenhouse gas emissions or contribute towards climate change adaptation.

Table 1: Climate impact assessment of proposed activities

Activity name	Climate impact
Climate Action Programme – Kaipātiki	This programme responds to Auckland Council’s climate emergency declaration and commitments to address climate change by supporting and enabling community climate action. It also aligns with the priorities of Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan, specifically the ‘community and coast’ priority actions, supporting Aucklanders to reduce their carbon footprints. The programme aims to reduce carbon emissions through encouraging and enabling local residents to make changes in their personal lifestyles or respond in community-based ways, creating new social norms.
Industrial Pollution Prevention Programme – sensor investigation and visits	This programme will contribute towards climate change mitigation and adaptation by identifying the frequency of pollution events and discharges so that further contamination can be prevented and the freshwater ecosystem can be protected. Freshwater ecosystems provide many ecological services such as flood mitigation, habitat for native biodiversity and carbon sequestration (riparian planting).
Kaipātiki Project	The Kaipātiki Project are a Live Lightly partner and run both climate change mitigation and adaptation focused initiatives. They work to mitigate climate change through protecting and planting native trees, while also empowering the wider community and business groups to reduce their emissions.
Kaipātiki Water Quality Monitoring Programme Kaipātiki Water Quality – schools and community engagement	Freshwater ecosystems provide many ecological services that mitigate climate change and increase the community’s resilience to climate change. These services include flood mitigation, habitat for native biodiversity and carbon sequestration (riparian planting). This water quality monitoring will assist with making decisions on how the waterway and land use upstream needs to be restored in the future to enhance the ecosystem.
Para Kore Zero Waste Northcote – Phase two	This project will minimise waste to landfill, which will contribute to lower carbon emissions and align with Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan.
Pest Free Kaipātiki strategy implementation	This programme will participate in planting native trees and removing animals and plant pests. These efforts will increase carbon sequestration and mitigate climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

55. Infrastructure and Environmental Services staff will work with staff from Proactive Compliance, Park Services and Customer and Community Services to deliver programmes with shared outcomes.

56. Eke Panuku Development Auckland is co-funding the Para Kore Zero Waste Northcote: Phase two programme alongside Waste Solutions. This programme will also have input from various departments in Customer and Community Services including Community Facilities and Connected Communities.

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

Local impacts and local board views

57. The projects proposed for inclusion in the board’s Infrastructure and Environmental Services work programme will have positive environmental outcomes across the Kaipātiki Local Board area. Particular focus areas for the 2022/2023 work programme include the Glendhu Stream, Wairau Creek, Soldiers Bay and Eskdale Reserve.

58. The projects noted above align with the local board plan outcome ‘Our natural environment is protected and restored for future generations to enjoy’. The proposed work programme has been considered by the local board in a series of workshops from November 2021 to May 2022. The views expressed by local board members during the workshops have informed the recommended work programme.

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

62. Table 2 outlines the activities in the 2022/2023 work programme that contribute towards the delivery of specific Māori outcomes.

Table 2: Māori outcome delivery through proposed activities

Activity name	Māori outcome	Māori outcome description
Kaipātiki Project	Te reo Māori Māori business, tourism and employment Māori identity and culture Realising rangatahi potential Kaitiakitanga	Kaipātiki Project has been developing its capability to recognise the principles of Te Tiriti in its work, upskill in te reo Māori, tikanga and mātauranga Māori, and develop an intentional partnership approach to reflect this. Māori are already involved in all parts of the organisation. As part of Kaipātiki Project’s strategy, they are developing a Māori Responsiveness Plan, identifying why, when, how and who to engage with. This will then be implemented as appropriate.
Para Kore Zero Waste Northcote: Phase two	Te reo Māori Māori business, tourism and employment Māori identity and culture Realising rangatahi potential Kaitiakitanga	The iwi forum ‘Panuku Kaitiaki Project Working Group’ initiated this kaupapa through the Panuku ‘Unlock Northcote’ Programme. The work of Pare Kore Zero Waste Northcote is informed by the framework developed by mana whenua for the ‘Unlock Northcote’ programme, and there is frequent reporting on the programme to the iwi forum. Engagement with the wider Māori community and Māori organisations is being planned through existing local anchor organisations. Pare Kore Zero Waste Northcote will look at the option of collaborating with Para kore ki Tāmaki in the future, who specialise in working with Māori organisations towards conscious climate and para kore zero waste goals.
Pest Free Kaipātiki strategy implementation	Te reo Māori Māori business, tourism and employment Māori identity and culture Realising rangatahi potential Kaitiakitanga	Pest Free Kaipātiki are committed to building a relationship with Māori and ensuring that Māori aspirations, identity, culture and language will be consistently incorporated into their activities. This programme is currently planning initiatives to meet the listed Māori outcomes.

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

Ngā ritenga ā-pūtea

Financial implications

64. The proposed environment work programme for 2022/2023 totals to $460,000 of the board’s locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total draft budget for 2022/2023.

65. The proposed work programme also includes $65,000 in asset-based services capital expenditure for a coastal renewals programme.

66. Budgets for activities in the 2023/2024 financial year are indicative. While local board approval in principle is being sought for a future year through this report, formal approval will be sought on an annual basis, once budgets and programme costs are confirmed.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

67. If the proposed Infrastructure and Environmental Services work programme is not approved before the start of the financial year, there is a risk that activities may be delayed or not delivered within the financial year.

68. The COVID-19 pandemic could have a negative impact on the delivery of local board work programmes. Some activities may not be able to be delivered fully if COVID-19 restrictions are increased.

69. Resourcing of the work programme is based on current staff capacity within departments. Therefore, changes to staff capacity may also have an impact on work programme delivery.

70. Table 3 shows the key risks associated with activities in the proposed 2022/2023 work programme, as well as proposed mitigations.

Table 3: Key risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Climate Action Programme - Kaipātiki	Timely project delivery is dependent on the availability of key contractors with relevant experience in developing and delivering local climate action plans and to fulfil the role of a local Climate Activator. To be a success, the project depends on the willingness and availability of key stakeholders to participate in working group meetings and invest their time in helping to develop and implement the Kaipātiki Climate Action Plan.	Staff will begin the recruitment search as soon as the Kaipātiki Climate Action Plan has been completed. Staff will also seek candidate referrals from established local community groups. Candidates for the Climate Activator role will be individuals who are already well established within, or connected to, local community groups. This will decrease the likelihood of a lack of buy-in from key stakeholders.	Medium
Industrial Pollution Prevention Programme – sensor investigation and visits	This water sampling will not be able to link pollution to the polluter (a particular business or business sector), so there is a risk of the data collection not leading to further environmental protection activity.	The programme will work closely with other departments, such as Proactive Compliance, RIMU and Regulatory Services, to understand contaminants of interest, industry types/locations, cross connection points and current discharge consents.	Low
Kaipātiki Project	This programme is dependent on the willingness of volunteers to be involved.	This programme builds on positive relationships and momentum that already exists in local communities.	Low
Kaipātiki Water Quality – schools and community engagement	The success of this programme will be dependent on the actions and enthusiasm of the community.	This programme is led in tandem with the community groups Kaipātiki Project and Pest Free Kaipātiki, which both have extensive knowledge of restoration activities, water quality and community engagement.	Low
Kaipātiki Water Quality Monitoring Programme	This project is dependent on the monitoring sites being open. There is a risk that some sites may be closed at times due to kauri dieback.	To mitigate this risk, our contractor has completed kauri dieback training. This means they will be able to monitor sites even when there are kauri dieback restrictions in place.	Low
Para kore zero waste Northcote – phase 2	There is a risk of low levels of engagement with businesses or community members.	This project builds on the positive relationships already established through the zero waste Northcote plan between Kaipātiki Project, the Northcote community, Eke Panuku, Auckland Council, and the wider community of organisations working towards waste minimisation. As such, this risk is considered to be low.	Low
Pest Free Kaipātiki strategy implementation	There is a risk of not seeing a continued growth of volunteer numbers.	Pest Free Kaipātiki has gained considerable community support and continues to work across the community.	Low

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

Ngā koringa ā-muri

Next steps

72. Delivery of the activity in the approved work programme will commence once approved and continue until 30 June 2023. Activity progress will be reported to the local board on a quarterly basis.

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Infrastructure and Enviromental Services Work Programme 2022/2023 - Kaipātiki Local Board	53

Ngā kaihaina

Signatories

Authors

Nicola Perry - Relationship Coordinator

Brandii Stephano - Project Administration Coordinator

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Eric Perry - Local Area Manager

Kaipātiki Local Board

22 June 2022

Approval of the 2022/2023 Kaipātiki Local Board Customer and Community Services work programme

File No.: CP2022/07485

Te take mō te pūrongo

Purpose of the report

1. To approve the 2022/2023 Kaipātiki Local Board Customer and Community Services work programme and its associated budgets (refer to Attachment A of the agenda report).

Whakarāpopototanga matua

Executive summary

2. This report presents the 2022/2023 Kaipātiki Local Board Customer and Community Services work programme for approval from the following departments:

· Connected Communities

· Community and Social Innovation

· Community Facilities

· Parks, Sports, and Recreation

· Regional Service Planning, Investment and Partnerships.

3. In addition, the 2023/2024 Customer and Community Services work programme and the 2023/2024 and 2024/2025 Customer and Community Services - Community Facilities Department work programme are presented for approval in principle.

4. To support the delivery of the local board’s outcomes and aspirations highlighted in the Kaipātiki Local Board Plan 2020, Customer and Community Services presents a work programme for local board approval each financial year.

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

6. The work programme has been developed with the local board providing feedback to staff on project and activity prioritisation through a series of workshops, held between October 2021 and May 2022.

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

8. Within the Customer and Community Services work programme, the Community Facilities Department has identified several projects for the 2023/2024 and 2024/2025 financial years as part of the Risk Adjusted Programme (RAP).

9. Approval is sought for the planning and design of the RAP projects to commence during the 2022/2023 financial year so that they can be prioritised if other already approved projects cannot be delivered, or are delayed due to unforeseen reasons.

10. The work programme includes projects proposed to be funded from regional budgets subject to approval by the Parks, Art, Community and Events (PACE) Committee, including Landslide Prevention, Local Parks and Sports Field Development budgets. The local board can provide formal feedback on these regional projects by way of resolutions to this report.

11. There is still a degree of uncertainty about the delivery of activities due to the unpredictability of COVID-19. In the event of further COVID-19-related disruptions, some activities within the work programme can be modified should changes to restrictions and resourcing eventuate. Changes to some activities may lead to delays in delivery and/or the need to adjust project budgets.

12. Auckland Council has important statutory obligations with respect to Te Tiriti o Waitangi – The Treaty of Waitangi. Honouring Te Tiriti o Waitangi and supporting Māori outcomes is implicit within the entire work programme.

13. Once approved in June 2022, the local board will receive quarterly progress updates on the delivery of the 2022/2023 work programme.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) approve the 2022/2023 Customer and Community Services work programme and its associated budget as presented in Attachment A of the agenda report.

b) approve in principle the 2023/2024 Customer and Community Services work programme (refer to Attachment A of the agenda report), noting that the LDI Opex allocations will be balanced to budgets in the associated future years’ work programme.

c) approve in principle the 2024/2025 Customer and Community Services - Community Facilities only work programme (refer to Attachment A of the agenda report), noting that the LDI Opex allocations will be balanced to budgets in the associated future years’ work programme.

d) approve the Risk Adjusted Programme projects identified in the 2022/2023 Customer and Community Services work programme (refer to Attachment A of the agenda report).

e) provide feedback for consideration by the Parks, Arts, Community and Events Committee on projects funded from the Landslide Prevention, Local Parks and Sports Field Development budgets (refer to Attachment D of the agenda report).

f) note that funding for the Coastal Renewals, Landslide Prevention, Local Parks and Sports Field Development budgets is subject to approval by the Parks, Arts, Community and Events Committee.

g) note that there may be minor changes to year one of the 2022/2023 Local Board Customer & Community Services Work Programme, and other changes in years 2 and 3 which are approved in principle, due to Annual Budget decisions affecting capital budgets and that changes required will be discussed with and reported to the local board early in the new financial year.

Horopaki

Context

14. The Auckland Plan 2050 (Auckland Plan) is council’s long-term spatial plan to ensure Auckland grows in a way that will meet the opportunities and challenges ahead. It aims to contribute to Auckland’s social, economic, environmental and cultural wellbeing.

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15. Local board plans align with the Auckland Plan and set out local community priorities and aspirations. The 2022/2023 Customer and Community Services work programme in turn aligns to not only the local board plans but the appropriate Auckland Council plans, policies and strategies.

16. Work programme activities align to one or more of the following 2020 Local Board Plan outcomes:

· Te whai wāhitanga me te oranga | Belonging and wellbeing

· Te taiao | Environment

· Ngā wāhi me ngā takiwā | Places and spaces

· Te ikiiki me ngā tūhononga | Transport and connections

· Te āheinga me te taurikura | Opportunity and prosperity

17. Development of the work programme is based on consideration of community needs and priorities, availability of resources and funding, Treaty of Waitangi obligations, external partnerships and risk assessment.

18. The Customer and Community Services directorate provides a wide range of services, facilities, open spaces and information that support communities to connect, enjoy and embrace the diversity of Auckland’s people, places and natural environment. These are designed and implemented to meet the unique needs of the local community.

19. Development of the work programme follows an integrated approach to planning activities by the following departments of the directorate:
:

Tātaritanga me ngā tohutohu

Analysis and advice

20. The work programme demonstrates the phasing of programme and project delivery for the 2022/2023 financial year.

21. Delivery of the work programme commences from 1 July 2022, and in some cases comprises a continuation of implementation from previous financial years, including annually occurring events or projects and ongoing programmes.

22. New activities and investments, and potential carry-forward items also form part of the work programme.

23. Table one summarises the approval status required for the three financial years presented within the work programme.

Table one: Customer and Community Services local board work programme approvals

Department	2022/2023	2023/2024	2024/2025
Community Facilities	Approve	Approve in principle	Approve in principle
All other Customer and Community Services departments	Approve	Approve in principle	N/A

24. Community Facilities presents a three-year rolling work programme so that delivery and financial commitments against the capital works programme can be planned.

25. Approval of unique multi-year projects, particularly capital works, in the 2022/2023 work programme may lead to contractual commitments to the future budget needed to complete the project in 2023/2024 or 2024/2025.

26. The remainder of Customer and Community Services presents the work programme in descending three-year increments and are therefore only presenting years two and three of the three-year work programme.

27. The local board will be updated by staff on the delivery of the programme by way of quarterly performance reports.

Proposed amendments to the 2022/2023 work programme

28. The local board approved the 2021/2022 Customer and Community Services work programme in June 2021 and approved in principle the 2022/2023 and 2023/2024 work programmes.

29. The 2022/2023 work programme contains variations to the version that was approved in principle last year. These include the addition of new activities, changes to existing activities, such as required budget allocation and delivery timeframes, and identifies some activities that have been stopped.

30. Table two highlights the new activities in the work programme:

Table two: work programme activities that are new

ID	Activity name	Lead department	Budget
2990	Kaipātiki Local Board Connections Plan Prioritisation	CCS: PSR – Park Services	$0
3444	EOI for youth providers to operate from Marlborough Park Youth Facility	CCS: Connected Communities – Community Delivery	$10,000
30097	AF Thomas Park - renew car park surface, edging and gardens	C&CS: Community Facilities	$12,000

36779

Birkenhead Pool and Leisure Centre - renew retaining walls

C&CS: Community Facilities

$100,000

27800

Cadness Reserve - renew playspace

C&CS: Community Facilities

$330,000

32098

Elliott Reserve - construct path Malibu Grove to the playground

C&CS: Community Facilities

$55,000

32116

Fernglen Reserve - investigate and deliver priority actions from the Reserve Service Assessment

C&CS: Community Facilities

$145,000

36642

Glenfield Centre Plan - investigate and deliver priority park improvements

C&CS: Community Facilities

$120,000

31050

Glenfield Library - renew carpark

C&CS: Community Facilities

$100,000

36407

Glenfield Pool Boiler Replacement

C&CS: Community Facilities

$512,000

31821

Heath Reserve - construct new toilet

C&CS: Community Facilities

$420,000

27799

Hinemoa park - renew playspace

C&CS: Community Facilities

$205,000

30167

Jean Sampson Reserve - basketball court and bike track

C&CS: Community Facilities

$120,000

31761

Kaipātiki - install new signage 2023/2024

C&CS: Community Facilities

$115,000

30670

Kaipātiki - minor sports field asset renewals 2024/2025

C&CS: Community Facilities

$100,000

30461

Kaipātiki - renew furniture and fixtures 2023/2024

C&CS: Community Facilities

$300,000

30462

Kaipātiki - renew park and facility signage 2023/2024

C&CS: Community Facilities

$160,000

31723

Kaipātiki - renew walking tracks 2023/2024

C&CS: Community Facilities

$980,000

36643

Kaipātiki Connections Plan - investigate and deliver priority pathway

C&CS: Community Facilities

$55,000

24259

Leiden Reserve - renewal of Kaipātiki play and sunsmart priorities

C&CS: Community Facilities

$225,000

31812

Lindisfarne Park - renew play equipment

C&CS: Community Facilities

$60,000

36683

Little Shoal Bay Renewals - Shoreline Adaptation Plan

C&CS: Community Facilities

$140,000

27803

Little Shoal Bay Reserve - renew and upgrade playground

C&CS: Community Facilities

$40,000

32130

Marlborough Park - renew storm water drainage

C&CS: Community Facilities

$130,000

31728

Nell Fisher Reserve - new senior climbing unit

C&CS: Community Facilities

$55,000

31729

Northcote War Memorial Hall - renew upper level of the hall

C&CS: Community Facilities

$400,000

30095

Onepoto Domain (Football club rooms) - renew exterior walls, windows and doors

C&CS: Community Facilities

$130,000

24422

Park Reserve - renew playground

C&CS: Community Facilities

$135,000

24373

Shepherds Park - investigate and prioiritise actions to upgrade areas into Nature Park

C&CS: Community Facilities

$410,000

31716

Shepherds Park - renew carpark and driveway

C&CS: Community Facilities

$690,000

27806

Spinella Reserve - renew playspace

C&CS: Community Facilities

$240,000

32083

Stafford Park - install permanent baseball backstop and fencing

C&CS: Community Facilities

$55,000

27795

Stanaway Reserve - renew playspace

C&CS: Community Facilities

$210,000

36644

Sunnynook Plan - Priority improvements for Kaipātiki Reserves

C&CS: Community Facilities

$125,000

36640

Sunsmart Priorities for Kaipātiki Playspaces

C&CS: Community Facilities

$90,000

31762

Te Onewa Pā Stokes Point/Northcote Reserve - renew fencing

C&CS: Community Facilities

$120,000

23819

Totaravale Reserve - renew playground and park amenities

C&CS: Community Facilities

$150,000

29063

Vandeleur Reserve - renew pathway from Verbena Street playground

C&CS: Community Facilities

$100,000

36634

Zion Hill Reserve artwork renewal

C&CS: Community Facilities

$60,000

31. Table three highlights the activities that were approved in principle in June 2021 but have stopped, or proposed activities that did not start, and are therefore not included in the 2022/2023 work programme:

Table three: work programme activities that have been removed from the work programme

Previous ID	Activity name	Lead department
674	KT: Urban Ngahere Growing FY22	CCS: PSR – Park Services
1022	Review the Kaipātiki Connections Network Plan (year two)	CCS: PSR – Park Services
1026	KT:Public Toilet Facilities Service Assessment	CCS: PSR – Park Services
1335	Investigate need and demand for library, community, arts and culture services in Northcote recognising current providers and anticipated growth	CCS: RSPIP – Service and Asset Planning
1426	Funding review for Kaipatiki Community Houses	CCS: Connected Communities – Community Delivery

COVID-19 considerations for Customer and Community Services

32. The work programme includes activities that respond to the impacts of COVID-19 by providing:

· safe and welcoming spaces

· inclusive events to bring the community back together

· community support, including grants

· stronger connections with other organisations, including Council Controlled Organisations, iwi and Māori organisations, business associations, community organisations and central government agencies, which also serve Auckland’s communities.

33. There is still a degree of uncertainty about the delivery of these activities due to the unpredictability of COVID-19. In the event of further COVID-19 related disruption some activities within the work programme are able to be modified should changes to restrictions and resourcing eventuate. Changes to some activities may lead to delays in delivery and/or the need to adjust project budgets.

34. Current capex delivery challenges include increased material and labour costs, as well as shortages in both sectors, this in turn will lead to increased overall project costs.

35. Current supply chain issues, obtaining building materials, may lead to delays in project delivery. Increased costs and delays will be managed as part of the ongoing management of work programmes via additional RAP projects, and the rephasing of projects to accommodate increased budget and address material shortages.

Māori Outcomes

36. Local boards play a vital role in representing the interests of all Aucklanders and are committed to the Treaty-based obligations and to Māori participation and development.

37. Auckland Council has important statutory obligations with respect to Te Tiriti o Waitangi. Honouring Te Tiriti o Waitangi and supporting Māori Outcomes is implicit within the entire work programme.

38. A thriving Māori identity is Auckland’s point of difference in the world. It advances prosperity for Māori and benefits all Aucklanders.

39. The local boards recognise the importance of building meaningful relationships with mana whenua, maatawaka and whānau, and understanding Māori aspirations. The following outcomes, objectives and key initiatives from the local board plan recognise these areas of common interest:

Table four: local board plan Māori outcomes, objectives and initiatives

Outcome	Objective	Initiative
Te whai wāhitanga me te oranga \| Belonging and wellbeing	Our diversity is a strength that we nurture and celebrate as we come together	Incorporate Māori identity, culture and language into programmes, services and facility developments
	Our heritage is protected and celebrated	· Partner with mana whenua to tell the stories of Māori cultural heritage and knowledge · Establish a heritage trail in Birkenhead with mana whenua, the Birkenhead Residents Association and the Birkenhead Heritage Society
Te taiao \| Environment	Our natural environment, harbours and waterways are protected and enhanced, in partnership with mana whenua and our community	Partnering with Māori to understand how matauranga Māori can improve environmental outcomes for Kaipātiki

40. There is a wide range of activity occurring across Tāmaki Makaurau to advance Māori outcomes. Much of this is led by mana whenua and Māori organisations, as well government organisations, non-government organisations and businesses.

41. The Auckland Plan’s focus on Māori culture and identity is encapsulated in the outcome: Māori Identity and Wellbeing.

42. Kia Ora Tāmaki Makaurau, council’s Māori Outcomes performance measurement framework, captures the majority of council’s Māori outcome strategy and planning. The framework responds to the needs and aspirations that Māori in Tāmaki Makaurau, both mana whenua and mataawaka, have expressed to council.

43. The work programme includes activities that have an objective to deliver outcomes for and with Māori. Attachment B of the agenda report sets out the activities in the work programme that aim to achieve high Māori outcomes in one or more of the strategic priority areas.

44. Table five shows the strategic priority areas and alignment to Kia Ora Tāmaki Makaurau outcomes.

Table five: local board work programme Māori outcome areas

Strategic priority area	Kia Ora Tāmaki Makaurau outcome
Kaitiakitanga	Kia Ora te Taiao
Māori business, tourism and employment	Kia Ora te Umanga
Māori identity and culture	Kia Ora te Ahurea
Marae development	Kia Ora te Marae
Papakāinga and Māori housing	Kia Ora te Kāinga
Realising rangatahi potential	Kia Ora te Rangatahi
Te reo Māori	Kia Ora te Reo
Whānau and tamariki wellbeing	Kia Ora te Whānau

45. The Customer and Community Services directorate lead or contribute to programmes that align with all outcomes. Particular priorities are Kia Ora te Marae, Kia Ora te Whānau and Kia Ora te Reo.

46. In a COVID-19 recovery environment there is increasing focus on Kia Ora te Umunga / Māori Business, Tourism and Employment and the role that the council can play, not only in supporting economic recovery, but in a thriving Māori economy.

47. Kia Ora te Ahurea / Māori Identity and Culture is often a focus for local boards as events and place-based design often plays an important part in many local programmes.

Work programme budget types and purpose

48. Work programme activities are funded from various budget sources, depending on the type of delivery. Some activities within the work programme are funded from two or more sources, including from both local and regional budgets.

49. Table six outlines the different budget types and their purpose that fund the work programme.

Table six: work programme budget types and purpose

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

Capital projects and budgets

50. The capital projects to be delivered in the Kaipātiki Local Board area, together with identified budgets and main funding sources, are shown in Attachment A of the agenda report.

51. The budgets associated with the capital works programme are estimates only, costs are subject to change and may need to be refined as the project progresses through the design and delivery process. Once activity details are more clearly defined, staff will update the work programme for approval in subsequent years.

52. The capital works projects have been geo-spatially mapped to indicate the location of projects within the local board area (refer to Attachment C of the agenda report). Some projects are unable to be mapped as they reference multiple locations, or the work locations are yet to be determined.

Risk Adjusted Programme

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

54. Several capital projects in the 2023/2024 and 2024/2025 work programme have been identified as part of the Risk Adjusted Programme and outlined in Attachment A of the agenda report.

55. Local board approval is sought for the commencement of these projects in the 2022/2023 financial year, so that they can be prioritised if other already approved projects cannot be delivered or are delayed due to unforeseen reasons.

Regionally funded activities included in the local board work programme

56. Some activities from the Landslide Prevention and Local Parks and Sports Field Development (growth) budgets are funded regionally and will be presented to the Parks, Arts, Community and Events Committee for approval after 30 June 2022.

57. The local board has decision-making responsibility for these activities within parameters set by the Governing Body, which include project location, scope, and budget. These activities are therefore included in the work programme.

58. The local board can provide feedback on the activities outlined in Attachment D of the agenda report. Staff will present this feedback to the Parks, Arts, Community and Events Committee when they consider regionally funded activities.

Process for changes to the approved work programme

59. Some projects in the work programme require further local board decisions as they progress through the delivery process.

60. Where further decisions are anticipated they have been indicated in the work programme, and decisions will be sought as required through local board business meetings.

61. Amendments to the work programme or specific projects may also be required as projects progress, in response to more detailed design and costing information, community consultation, consenting requirements and similar factors.

62. Amendments to the work programme or specific projects will be managed in accordance with the established local board delegations to staff.

63. The work programme includes community leases. Lease renewals without variations will be processed by way of a memo, in accordance with agreed delegations.

64. Should the local board signal their intent to change or pursue a new lease that is not contemplated in the leasing work programme, a deferral of an item already programmed for delivery will need to be accommodated.

65. Staff will workshop expired and more complex community leases with the local board and then report on them at a business meeting.

Tauākī whakaaweawe āhuarangi

Climate impact statement

66. As Customer and Community Services is a significant service provider and property owner, the directorate has a leading role in delivering Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan.

67. In providing asset-based services, Customer and Community Services contributes most of council’s operational greenhouse gas (GHG) emissions through its facilities and infrastructure.

68. Property managed by the directorate, in particular coastal assets, will be adversely affected by climate change. The work programme includes actions, consistent with Te Tāruke-ā-Tāwhiri to halve council’s operational GHG emissions by 2030, and to adapt to a changing climate.

69. Actions include reducing operational GHG emissions through phasing-out gas heating in aquatic centres, improving the efficiency of facilities, investing in renewable energy, and adopting the Sustainable Asset Policy.

70. At the same time, the directorate will mitigate GHG emissions and improve climate resilience through delivering tree planting programmes across the region. This includes delivering the Mayor’s tree planting initiatives, transitioning unproductive farmland on regional parks to permanent native forest, and delivering ecological restoration projects with community groups.

71. Work is ongoing to build on the above actions and embed climate change considerations into investment decision-making, planning, and corporate policies, including asset management plans and Local Board Plans.

72. As approved through the 10-year Budget 2021-2031, council’s mandated approach to ‘deliver differently’ is also anticipated to help reduce the council carbon footprint by creating a sustainable service network. This may include a shift to digital service models or the consolidation of services into a smaller footprint.

73. Each activity in the work programme has been assessed to identify whether it will have a positive, negative or neutral impact on greenhouse gas emissions, and affect Auckland’s resilience to climate change.

74. The activities in the Kaipātiki Local Board work programme identified as having a positive or negative impact on climate change are outlined in Attachment E of the agenda report.

75. Types of activities in the work programme that will have positive impacts on emissions and improve community resilience to climate change, include community-led environmental and educational programmes, supporting volunteer planting, delivering council-led planting and sustainable design.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

76. The Customer and Community Services work programme was developed collaboratively by staff from the directorate’s departments and Local Board Services to ensure that the activities and delivery of the work programme are integrated, complementary, and reflect council wide priorities.

77. An example of collaboration on delivery is the kauri dieback programme which is delivered by the Community Facilities, Parks, Sport and Recreation and the Infrastructure and Environmental Services directorate.

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

Local impacts and local board views

78. The feedback received from the local board through a series of workshops from October 2021 to May 2022 has informed the proposed Customer and Community Services work programme.

79. A focus area of the work programme is to respond to the Recovery Budget, the communities of greatest need and build capacity within the community, including through community-led delivery and partnerships.

80. Planning and delivery of some activities involves consultation with the community to ensure that their aspirations are understood and responded to.

Tauākī whakaaweawe Māori

Māori impact statement

81. The provision of services, facilities and open spaces support the realisation of the aspirations of Māori, promote community relationships, connection to the natural environment and foster holistic wellbeing of whānau, hapū and iwi Māori.

82. Attachment B of the agenda report shows local board projects or programmes that are ranked as delivering ‘high’ Māori Outcomes. They involve ongoing collaboration with Māori or are delivered by Māori.

83. Projects or programmes in Attachment A of the agenda report may also contribute to Māori Outcomes but are not highlighted as they are identified to have a moderate or low impact.

84. Engagement with Māori is critical and, if not already completed, will occur on a programme or project basis, prior to any work commencing, and be reported back separately to the local board.

85. Further information about the response to Māori aspirations as described in the work programme, is captured in the Analysis and Advice section.

Ngā ritenga ā-pūtea

Financial implications

86. Each activity line has a budget allocation in one or more of the financial years e.g. 2022/2023, 2023/2024 and 2024/2025. Where activity lines show a zero-dollar operating expense (opex) budget, this reflects implementation costs met through staff salary or other funding sources.

87. The 2022/2023 activities recommended for local board approval can be accommodated within 2022/2023 budgets and staff resources.

88. The budgets allocated to activities in the financial years 2023/2024 and 2024/2025 are indicative and are subject to change due to any increased costs, inflation or reduction to the overall available annual council budget that may occur.

89. Table seven summarises the budget sources and allocation for each work programme financial year.

Table seven: Kaipātiki Local Board budget allocation

Local budgets	2022/2023 (approve)	2023/2024 (approve in principle)	2024/2025 (approve in principle – Community Facilities only)
Operational (Opex): Locally Driven Initiatives (LDI)	951,010	1,472,490	1,498,548
Opex: Asset Based Services (ABS)	22,430,909	13,156,061	13,254,431
Capital (Capex): Local Asset Renewals - Budget (ABS)	4,687,466	6,492,145	8,656,888
Capex: Local Asset Renewals - Proposed Allocation (ABS)	4,678,915	6,492,000	8,574,819
Advanced Delivery RAP*	0
Capex: Local Asset Renewals - Unallocated budget (ABS)	8,552	145	82,069
Capex: Locally Driven Initiatives (LDI) – Budget	162,522	635,000	712,314
Capex: Locally Driven Initiatives (LDI) - Proposed Allocation	92,425	397,500	610,000
Advanced Delivery RAP*	0
Capex: Locally Driven Initiatives (LDI) - Unallocated budget	70,097	237,500	102,314
Capex: Growth projects Allocation	500,000	2,500,000	0
Capex: Coastal projects Allocation	306,219	0	0
Capex: Landslide Prevention projects Allocation	0	0	56,312
Capex: Specific Purpose Funding - Allocation	0	0	0
Capex: One Local Initiative	0	0	1,819,627
Capex: Long-term Plan discrete	1,912,000	650,000	1,966,230
Capex: Natural Environment Targeted Rate	4,429,376	0	0
Capex: External Funding Allocation	620,000	54,287	0

* See paragraph 53-55 for RAP explanation

90. The budgets are based on the allocations in the Long-term Plan 2021-2031. Budgets are subject to change during council’s Annual Budget and future Long-term Plan processes. If decisions on the Annual Budget result in budget reductions, the work programme will need to be amended to align to these budgets via future decisions of the local board.

91. Any 2021/2022 opex budget unspent on 30 June 2022, will be assessed for carry-forward to the 2022/2023 work programme. Carry-forwards will be added to the work programme as separate activity lines and will be reflected in the revised budget.

92. During delivery of the 2022/2023 work programme, where an activity is cancelled or no longer required, the local board can reallocate the associated budget to an existing work programme activity or create a new activity within that financial year. This process will include agreement from each department and will need to be resolved on by the local board.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

93. The most significant risk is that delivery of the Customer and Community Services work programme is dependent on the local board approving the work programme by 30 June 2022. Approval of the work programme after the start of the financial year could result in delays to delivery.

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

95. Table eight outlines the key risks and mitigations associated with the work programme once it has been approved.

Table eight: risks and mitigations

Risk	Mitigation
Non-delivery, time delays and budget overspend of activities that are managed through the work programme.	Having agreed processes to amend the work programme if activities need to be changed or cancelled. Utilising the Risk Adjusted Programme to progress those activities identified as ready to proceed under the Risk Adjusted Programme at the beginning of the financial year.
Unknown risks associated with trialling a new activity for the first year.	Risks and mitigations for new activity lines are considered during the scoping phase, continually assessed and reported to the local board.
Health, safety and wellbeing factors, including external influences relating to work programme delivery may impact the delivery of activities, resulting in activities requiring adjustment.	Health and safety assessments will be conducted prior to commencement of projects. Work programme activities and projects will be adjusted accordingly where these risks occur during the delivery phase.
The COVID-19 pandemic may continue to negatively impact on the progress and deliverability of the work programme.	Development of the work programme has included consideration of potential impacts on delivery due to COVID-19 for all activities. Timeframes for some activities are set to enable delivery within the agreed timeframe despite possible delays. Where activities need to be cancelled the local board can reallocate the budget to other activities.
The COVID-19 pandemic and other geopolitical factors may result in further inflationary and supply chain pressures.	Potential inflationary pressures have been modelled into key forecasts; however uncertainties remain. The ongoing cost increase may become unsustainable, and may require a reprioritization of potential work programmes, capital spend and a potential discontinuation of some programmes.

Ngā koringa ā-muri

Next steps

96. Delivery of the Customer and Community Service work programme is scheduled to start on 1 July 2022 and continue until 30 June 2023.

97. Regionally funded projects are an exception and will commence after they have been approved by the Parks, Arts, Community and Events Committee in July 2022.

98. The local board will receive progress updates on a quarterly basis, with the first quarterly report available in November 2022.

99. When further decisions for activities are needed at project milestones, these will be brought to the local board at the appropriate time.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	22 June 2022 - Kaipātiki Local Board business meeting - Attachment A - Kaipatiki Local Board CCS Work Programme 22-23	73
b ⇩	22 June 2022 - Kaipātiki Local Board business meeting - Attachment B - Maori Outcomes KAIPATIKI	113
c ⇩	22 June 2022 - Kaipātiki Local Board business meeting - Attachment C - Capital Works and Leasing Work Programme Map	115
d ⇩	22 June 2022 - Kaipātiki Local Board business meeting - Attachment D - Kaipatiki - Regional Feedback v2	117
e ⇩	22 June 2022 - Kaipātiki Local Board business meeting - Attachment E - Climate Impacts KAIPATIKI	119

Ngā kaihaina

Signatories

Authors

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

Mace Ward - General Manager Parks, Sports and Recreation

Mirla Edmundson - General Manager Connected Communities

Tania Pouwhare - General Manager Community & Social Innov

Taryn Crewe - General Manager Community Facilities

Authorisers

Claudia Wyss - Director Customer and Community Services

Eric Perry - Local Area Manager

Kaipātiki Local Board

22 June 2022

Adoption of the Kaipātiki Local Board Agreement 2022/2023

File No.: CP2022/07936

Te take mō te pūrongo

Purpose of the report

1. To adopt the local content for the Annual Budget, which includes the Kaipātiki Local Board Agreement 2022/2023, the message from the Chairperson, and local board advocacy.

2. To adopt a local fees and charges schedule for 2022/2023.

Whakarāpopototanga matua

Executive summary

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

4. From 28 February to 28 March 2022, council consulted on the proposed Annual Budget 2022/2023. Local boards considered this feedback and then held discussions with the Finance and Performance Committee on 7 June 2022 on regional issues, community feedback, and key local board initiatives and advocacy areas.

5. Local boards have now considered local content for the Annual Budget 2022/2023 which includes a local board agreement, a message from the chair, and local board advocacy, as well as a local fees and charges schedule for 2022/2023.

6. On 29 June 2022, the Governing Body will meet to adopt Auckland Council’s Annual Budget 2022/2023, including 21 local board agreements.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) adopt the local content for the Annual Budget, which includes the Kaipātiki Local Board Agreement 2022/2023, the message from the Chairperson, and local board advocacy (refer to Attachment A of the agenda report).

b) adopt a local fees and charges schedule for 2022/2023 (refer to Attachment B of the agenda report).

c) delegate authority to the Chairperson to make any final changes to the local content for the Annual Budget 2022/2023 (the Kaipātiki Local Board Agreement 2022/2023, message from the Chairperson, and local board advocacy).

d) note that the resolutions of this meeting will be reported back to the Governing Body when it meets to adopt the Annual Budget 2022/2023, including each Local Board Agreement, on 29 June 2022.

Horopaki

Context

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

8. Throughout the development of the Annual Budget 2022/2023, local board chairs (or delegated local board representatives) have had the opportunity to attend Finance and Performance Committee workshops on key topics and provide local board views on regional issues being considered as part of the Annual Budget 2022/2023.

9. From 28 February to 28 March 2022, the council consulted with the public on the Annual Budget 2022/2023. All events (except one which did not have any attendees) were moved to an online platform or cancelled due to the red COVID-19 traffic light setting.

10. A report analysing the feedback on local board priorities, as well as feedback from those living in the local board area related to the regional issues, was included as an attachment on the Kaipātiki Local Board 11 May business meeting agenda.

11. Local boards considered this feedback, and then held discussions with the Finance and Performance Committee at a workshop on 25 May 2022 on regional issues, community feedback and key local board initiatives and advocacy areas.

Tātaritanga me ngā tohutohu

Analysis and advice

12. Both staff and the local board have reviewed the local feedback received as part of consultation on Annual Budget 2022/2023, and local boards have received a report analysing the local feedback. It is now recommended that local boards adopt local content for the Annual Budget 2022/2023 (refer to Attachment A to the agenda report), including the Local Board Agreement 2022/2023, the message from the Chairperson, and local board advocacy, as well as a local fees and charges schedule for 2022/2023 (refer to Attachment B to the agenda report).

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

16. Local boards worked with council departments to develop their local board work programmes for 2022/2023 that will be adopted at June business meetings. The local board work programmes help inform the local board agreements.

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

Local impacts and local board views

17. This report seeks local board adoption of its content for the Annual Budget 2022/2023 and other associated material, including the Local Board Agreement 2022/2023.

Tauākī whakaaweawe Māori

Māori impact statement

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

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

20. Of those who submitted to the Annual Budget 2022/2023 from the Kaipātiki Local Board area 20 identified as Māori. These submissions were provided to the local board for consideration at local board workshops during the development of their local board agreement.

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

Ngā ritenga ā-pūtea

Financial implications

22. The local board agreement includes the allocation of locally driven initiatives (LDI) funding and asset based services (ABS) funding to projects and services for the 2022/2023 financial year.

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

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

25. A local fees and charges schedule for 2022/2023 is adopted alongside of the Local Board Agreement 2022/2023. The fees and charges have been formulated based on region-wide baseline service levels and revenue targets. Where fees and charges are amended by a local board that results in lower revenue for the council, the shortfall will need to be made up by either allocating LDI funds or reducing expenditure on other services to balance overall budgets.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

26. Decisions on the local content of the Annual Budget 2022/2023, including the Local Board Agreement 2022/2023 and a local fees and charges schedule for 2022/2023, are required by 23 June 2022 to ensure the Governing Body can adopt the final Annual Budget 2022/2023, including each Local Board Agreement, at its 29 June 2022 meeting.

Ngā koringa ā-muri

Next steps

27. The resolutions of this meeting will be reported to the Governing Body on 29 June 2022 when it meets to adopt the Annual Budget 2022/2023, including 21 local board agreements.

28. It is possible that minor changes may need to be made to the attachments before the Annual Budget 2022/2023 is adopted, such as correction of any errors identified and minor wording changes. Staff therefore recommend that the local board delegates authority to the Chairperson to make any final changes if necessary.

29. Local board agreements set the priorities and budget envelopes for each financial year. Work programmes then detail the activities that will be delivered within those budget envelopes. Work programmes will be agreed between local boards and operational departments at business meetings in June 2022.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	22 June 2022 - Kaipātiki Local Board Business Meeting - Kaipatiki Local Board Agreement 2022-2023	133
b ⇩	22 June 2022 - Kaipātiki Local Board Business Meeting - Kaipatiki Fees and Charges 202223	145

Ngā kaihaina

Signatories

Authors

Renee Burgers - Lead Advisor Plans and Programmes

Daniel Han - Local Board Advisor

Authorisers

Louise Mason - General Manager Local Board Services

Eric Perry - Local Area Manager

Kaipātiki Local Board

22 June 2022

Sport and Recreation Facilities Investment Fund 2022 - Local Board views

File No.: CP2022/07679

Te take mō te pūrongo

Purpose of the report

1. To seek local board views on applications to the Sport and Recreation Facilities Investment Fund 2022.

Whakarāpopototanga matua

Executive summary

2. The Sport and Recreation Facilities Investment Fund is a regionally contestable fund allocated through the Long-term Plan 2021 – 2031.

3. The fund supports the development of community sport and recreation facilities across Auckland, looks to address gaps in provision, and allows the council to proactively respond to changing trends in sport and recreation.

4. There is $15.3 million available in the current funding round.

5. Allocation of the fund will be decided by the Parks, Arts, Community and Events (PACE) Committee at its meeting in September 2022.

6. Local board views will inform recommendations to the PACE Committee.

7. Applications received from within the Kaipātiki Local Board area are included as attachments to this agenda report.

8. Local board views will be included with materials for an independent assessment panel scheduled to sit in July 2022. The recommendations from the assessment panel will be presented to the PACE Committee at the September meeting. If approved, the grant allocations and funding agreements with successful applicants will be developed in late 2022.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) endorse the following application to be considered for investment through the Sport and Recreation Facilities Investment Fund 2022:

i) Birkenhead United Football Club - Upgrade - Shepherds Park, Melba Street, Beach Haven, Auckland ($1,800,000).

Horopaki

Context

Sport and Recreation Facilities Investment Fund 2022

9. The Sport and Recreation Facilities Investment Fund was established through the Long-term Plan 2018-2028 to support development of sport and recreation facilities in the Auckland region.

10. The regionally contestable fund will invest approximately $140 million over the next ten years to proactively address sport and recreation infrastructure shortfalls, respond to changing participation preferences, and to get more Aucklanders more active more often.

11. There is $15.3 million available in the current funding round. This funding envelope is a combined allocation from two financial years (2021/2022 and 2022/2023).

12. The fund will be allocated by the Parks, Arts, Community and Events (PACE) Committee in September 2022.

13. Further information relating to the Sport and Recreation Facilities Investment Fund and the current funding round can be found in the Sport and Recreation Facilities Investment Fund 2022 Guidelines.

Communication to local board

14. Memos dated 29 October 2021 and 13 April 2022 were circulated to local boards to provide information on the Sport and Recreation Facilities Investment Fund 2022, outline the approach to local board engagement, and to provide information on applications to the fund from within the local board’s area.

15. In workshops during May/June 2022, local boards were provided with further information on application(s) to the fund from within their areas where they had the opportunity to ask questions for clarification and provide local insights.

16. Applications received from within the Kaipātiki Local Board area are included as attachments to the agenda report.

17. Local board views will inform consideration of applications by an independent assessment panel whose recommendations will go to the PACE Committee in September 2022.

Tātaritanga me ngā tohutohu

Analysis and advice

18. Local boards may endorse an application to be considered for investment through the Sport and Recreation Facilities Investment Fund 2022, or decline to endorse and instead raise concerns about the application.

Tauākī whakaaweawe āhuarangi

Climate impact statement

19. Local board endorsement of the application(s) is not in itself considered to carry a climate impact.

20. Mitigation of potential environmental impacts arising from individual projects will be examined as one of the assessment criteria for the fund.

21. Should an application to the fund be successful, potential emissions and environmental impacts (e.g.: through construction) will be further considered in land-owner approval and resource consent processes.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

22. Decision-making on the fund sits with the PACE Committee.

23. Local board views will inform recommendations to the committee.

24. No other council group impacts are identified as arising from the local board expressing views on applications to the fund.

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

Local impacts and local board views

25. Workshops were held with local boards during May and early June 2022 where applications(s) have been received from their area.

26. During those workshops, local boards had the opportunity to:

i) learn more about the application(s) and ask questions

ii) provide their views supporting or opposing the applications.

27. Local board direction taken from the workshops inform the recommendations in this report.

Tauākī whakaaweawe Māori

Māori impact statement

28. Māori outcomes are a priority criteria for the fund in the social and community theme. The social and community criteria are weighted to align with the equity focus in the Increasing Aucklanders Participation in Sport: Investment Plan 2018-2038. Scoring will reflect applications displaying strong Māori outcomes.

29. An initial presentation on the fund was provided to the Mana Whenua Forum in October 2021. In response to mana whenua feedback, staff have ensured that the independent assessment panel assessing applications in July 2022 will include a specialist with a Māori outcomes perspective.

30. Applications to the fund will be presented to Mana Whenua Forum in June 2022. Mana whenua views will be sought to inform the assessment panel and recommendations to the PACE Committee. Where it is desired by mana whenua, fund recipients will be required to engage with iwi about their projects.

Ngā ritenga ā-pūtea

Financial implications

31. The Sport and Recreation Facility Investment Fund is a regional budget established through the Long-term Plan 2018-2028. The PACE Committee allocates budget following a regionally contestable process.

32. Local board views on applications will inform discussions with the assessment panel and ultimately recommendations to the PACE Committee.

33. Local board endorsement of the application(s) will have no financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

34. The following risks and mitigations have been identified:

Risk	Mitigation
Applicants may consider the endorsement by the local board to be an indication that a grant will be forthcoming.	The applicant will be advised by staff that any endorsement at this stage is an endorsement to progress their application for further consideration.
Applicants may consider the endorsement by the local board to be an indication that the local board will provide necessary approvals (e.g. land owner approval, agreement to lease)	The applicant will be advised by staff that any local board endorsement at this stage does not affect future local board decisions.
The applicant may not have the capability to lead delivery of a successful project.	The applicant’s ability to deliver a successful project is a key weighting within the criteria to be used by the assessment panel.

Ngā koringa ā-muri

Next steps

35. Local board views will be included with materials for an independent assessment panel scheduled to sit in July 2022.

36. Recommendations from the assessment panel will be presented to the PACE Committee at the September meeting.

37. Should the PACE Committee approve grant allocations, funding agreements with successful applicants will be developed in late 2022.

38. Local boards will be advised of the PACE Committee decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	22 June 2022 - Kaipātiki Local Board Business Meeting - Memo: Applications to the Sport and Recreation Facility Investment Fund 2022 – local board views	157
b ⇩	22 June 2022 - Kaipātiki Local Board Business Meeting - Applications received from within the Kaipātiki local board area	161

Ngā kaihaina

Signatories

Authors

Nick Harris - Sport & Recreation Team Lead

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Louise Mason - General Manager Local Board Services

Eric Perry - Local Area Manager

Kaipātiki Local Board

22 June 2022

Local board feedback on Auckland Transport's Draft Parking Strategy (2022)

File No.: CP2022/07600

Te take mō te pūrongo

Purpose of the report

1. To seek feedback from local boards on Auckland Transport’s Draft Parking Strategy (2022).

Whakarāpopototanga matua

Executive summary

2. The Parking Strategy sets out the objectives, principles and policies relating to Auckland Transport’s management and supply of parking across Auckland and was last updated in 2015.

3. Since 2015, numerous changes in both the central and local government context mean that a review of the Parking Strategy (2015) was required.

4. The review has involved engagement with elected members, mana whenua, key stakeholders and the wider community.

5. In late May, Auckland Transport (AT) provided summaries of public engagement to all local boards. This report is to seek feedback from local boards, having had the opportunity to review feedback from their community, on the Draft Auckland Parking Strategy (2022).

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) provide feedback, taking into consideration their community’s feedback, on the Draft Auckland Parking Strategy (2022).

Horopaki

Context

6. The current Parking Strategy (2015) was progressive at the time it was introduced, bringing about many changes in Auckland including wider acceptance of priced parking. However, it is no longer fit for purpose. Since it was developed there have been numerous changes to the policy and planning context including:

· adoption of the Auckland Unitary Plan. Development signalled in the Unitary Plan will enable growth that may be difficult to service with public transport, meaning that some new suburbs will rely on car use for access

· changes to travel behaviour, such as the emergence of micromobility (i.e. electric scooters) and the growth of the delivery economy

· Auckland’s public transport network has matured over time, providing opportunities for further passenger uptake and efficiency related to park and ride management

· market demand is pushing for more housing provision and density. Development is already showing evidence of less carparking provision and more issues with carparking compliance

· the National Policy Statement on Urban Development (NPS-UD), which guides direction on urban development through the Unitary Plan. The NPS-UD requires Auckland Council to remove parking minimum requirements from the Unitary Plan, which means that developments will not be required to provide onsite parking. This will contribute to society and transport becoming less car-centric over time; however, it will lead to increasing pressure on public parking resources, particularly on-street parking

· both central government and Auckland Council have declared ‘climate emergencies’, prioritising policy initiatives and investment that will reduce carbon emissions. Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan and other plans and strategies proposed by central government will require changes to the land transport system, including parking.

7. The Draft Auckland Parking Strategy (2022) is an important element of aligning and addressing Auckland’s response to these issues, particularly by managing parking in a way that:

· supports public transport and alternative modes, which will make public transport and active modes such as walking and cycling safer and more convenient

· responds to Auckland’s population growth and land-use intensification

· acknowledges that space for carparking is a limited public resource.

Tātaritanga me ngā tohutohu

Analysis and advice

8. The Draft Parking Strategy (2022) (refer Attachment A) sets out the strategic context and the need to manage the transport system, as well as the strategic objectives and agreed principles for parking management.

9. The proposed approach to planning parking management is set out on pages 26-36 of Attachment A. The key elements of this are:

· proactively applying parking management in areas that have land use intensity and good public transport access

· repurposing road space away from parking where this is required to enable delivery of the Strategic Transport Network.

10. The accompanying parking policies (pages 38-63 of Attachment A) provide more technical detail on how parking is proposed to be managed in order to align to the principles set out in the strategic direction. The policies are grouped by:

· provision and approach

· on-street and off-street

· specific vehicle classes

· specific situations.

11. The strategy also includes a section on advocacy to central government for legislative and/or regulatory reform, as there are some areas of parking management that are outside local government control. Including these areas also provides context on the limitations of regulation in areas Auckland Transport would like to effect change and achieve better outcomes. These areas include:

· parking infringement fines

· banning berm parking

· residential parking permit cost-setting

· influencing private parking through parking levies.

12. In December 2021, Auckland Transport and Auckland Council released a Parking Discussion Document to start the conversation with the public on future parking management in Auckland. AT received 32 pieces of written feedback. Following this feedback, several areas of the draft Parking Strategy and its accompanying policies were updated, including:

· developing the narrative to better link it to the broader transport story, strategic objectives and policy rationale, as well as regulatory areas in need of reform

· focussing on the benefits of parking management to enable and support access, resulting in a more equitable transport system

· articulating the benefits and implications of parking to the community

· acknowledging the costs of parking provision

· emphasising parking diversity to enable mode shift

· emphasising that the roll-out of further parking management will happen over time, starting where there is most readiness for change, and that this is a ten-year plan

· outlining indicators of success

· ensuring that consultation materials acknowledge the existing context and public fatigue.

13. Strategic direction provided by the Planning Committee has also guided development of the draft strategy.

Tauākī whakaaweawe āhuarangi

Climate impact statement

14. The National Policy Statement on Urban Development (NPS-UD) requires planning decisions to contribute to the development of urban environments that support reductions in greenhouse gas emissions and are resilient to the likely current and future effects of climate change.

15. Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan outlines the need for Auckland to reduce its transport-related emissions significantly, to meet the target of 64% reduction by 2030. This means that business as usual for transport and land-use project planning and delivery, and management of the transport system, cannot continue.

16. Parking management is a lever in managing the transport network, both in terms of the opportunities that repurposing of road space offers to enabling other modes, and in disincentivising car use.

17. Implementing the Parking Strategy will include repurposing parking lanes on key roads in Auckland, increasing the diversity of transport options and improving safety and efficiency for people using sustainable modes and for goods and service delivery. This is a key change required to reduce transport-related emissions, meaning the Parking Strategy is of significant importance as an early step to transport-related climate action.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

18. Auckland Transport has engaged with key stakeholders across the council family, including raising awareness of the review with Auckland Council’s advisory panels.

19. Eke Panuku and Auckland Unlimited provided feedback during engagement on the Parking Discussion Document. Their feedback was supportive of the proposed approach.

20. Both the need for review and the Draft Auckland Parking Strategy (2022) prepared for public consultation have been endorsed by Auckland Council’s Planning Committee (Resolution number PLA/2022/24).

21. Considerable liaison has taken place between Auckland Transport and Auckland Council departments ranging from Planning and Transport Strategy at a strategic level to Community Facilities about management of car parking in or near community parks.

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

Local impacts and local board views

22. Since Auckland Council and the Auckland Transport Board approved the review of the Parking Strategy in 2021, Auckland Transport has engaged with elected members, mana whenua, key stakeholders and the wider community. The objective of the engagement process has been to ensure that Aucklanders are aware of the review, have had an opportunity to find out more about the proposed changes, and have had an opportunity to provide feedback.

23. The engagement process included the following key activities:

a) in 2021, information about the review was sent to all local boards and presented to the Local Board Chairs’ Forum

b) all local boards were offered a workshop in August 2021, and in September 2021 all were invited to provide feedback that would contribute to the initial thinking around development of an updated draft document

c) in December 2021, a Parking Discussion Document was published, targeted at key stakeholders and calling for initial feedback. 32 pieces of written feedback were received

d) in March 2022, information about upcoming wider public consultation was provided to local boards along with a further workshop with Auckland Transport subject matter experts. The public consultation was again promoted through the Local Board Chairs’ Forum in April 2022

e) public engagement and consultation on the Draft Auckland Parking Strategy has recently closed. Auckland Transport received 943 submissions. Responses from the community have been collated and provided to local boards as area specific reports (Attachment B). Public engagement included:

i) media (OurAuckland, radio) and social media (videos) marketing to let the public know about the engagement

ii) online information

iii) webinars at which Auckland Transport staff were available to discuss the proposal with members of the public

iv) nine open days held in libraries around the region for members of the public to discuss the proposal with Auckland Transport staff

v) discussions with key stakeholders including business associations, industry groups, emergency services, utilities, and other government agencies

vi) a public debate about parking issues.

24. This report provides the opportunity for the local board to give their feedback, based on consideration of their community’s feedback, on the Draft Parking Strategy (2022).

Tauākī whakaaweawe Māori

Māori impact statement

25. Parking management is a kaitiakitanga issue, in that it is about managing a limited public resource. Auckland Transport has engaged with the Tāmaki Makaurau Mana Whenua Kaitiaki Forum to establish how best to incorporate views from mana whenua into the review.

26. Feedback from a series of AT hui with mana whenua representatives reinforced that parking is a topic of considerable concern to Māori. Other points raised include:

· acknowledgement that, as well as the strategic concerns around air quality and resource management, parking enables access

· that parking infringements can contribute to creating a cycle of debt

· that communities are facing compounding pressures - parking management should not adversely impact people and places even further

· the potential for parking management to further reduce access - particularly for less able-bodied kaumatua and kuia - to the whenua, the moana and to wahi tapu.

27. Other potential impacts of increased parking management for Māori are likely to be similar to those for the wider population. Some members of the community are more reliant on cars for access, particularly if they do not have good access to public transport. Barriers to public transport, such as cost and network coverage, influence access to necessities such as education, healthcare, employment, shopping, and social services.

Ngā ritenga ā-pūtea

Financial implications

28. Parking management resourcing will be delivered through AT operational budgets. Initial work to understand the resourcing required to implement the strategy indicates that this will require significant resource increases for planning, design, compliance monitoring and enforcement. It is currently expected that the strategy would be at least revenue-neutral overall once compliance monitoring/enforcement revenue is considered.

29. Revenue from parking management helps to offset AT operational costs and therefore reduce reliance on ratepayer funding.

30. There are no financial implications for local boards associated with providing feedback on the Draft Parking Strategy (2022).

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

31. There are significant risks associated with adopting a new approach to parking management in Auckland – however these must be weighed against the opportunity costs of not having an appropriate framework in place to manage parking. These include:

a) persistent and increasing issues with over-reliance on on-street parking, particularly since the removal of onsite parking requirements in the Unitary Plan

b) reduced ability to support development of the public transport and cycling network (both of which reduce emissions) and less ability to enable place-based improvements within the road corridor

c) not having the ability to take an integrated and strategic approach that supports business when managing parking in town centres using collaborative parking management plans

d) less flexibility with managing the impacts of increased population growth and intensification.

32. Strong, considered feedback from local boards will enable Auckland Transport to make good decisions about the Parking Strategy while they balance these risks against the opportunity costs described above.

Ngā koringa ā-muri

Next steps

33. Feedback from local boards will be reviewed and taken into account as staff consider any amendments to the Draft Auckland Parking Strategy before recommendations to the Auckland Council Planning Committee are made in August 2022.

34. Following endorsement of the Auckland Parking Strategy by the Auckland Council Planning Committee, approval will be sought from the Auckland Transport Board.

35. Once approved by the Auckland Transport Board, the new Parking Strategy will be introduced.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	22 June 2022 - Kaipātiki Local Board business meeting - Draft Auckland Transport Parking Strategy (2022)	169
b ⇩	22 June 2022 - Kaipātiki Local Board business meeting - Public Consultation - summary of local feedback	245

Ngā kaihaina

Signatories

Authors

Claire Covacich, Principal Transport Planner, Auckland Transport

Kat Ashmead - Senior Advisor Operations and Policy, Local Board Services

Authorisers

Andrew McGill, Head of Integrated Network Planning, Auckland Transport

Louise Mason - General Manager Local Board Services

Eric Perry - Local Area Manager

Kaipātiki Local Board

22 June 2022

Local board feedback on the council’s preliminary response to the National Policy Statement on Urban Development 2020 and the Resource Management (Enabling Housing Supply and Other Matters) Amendment Act 2021

File No.: CP2022/07926

Te take mō te pūrongo

Purpose of the report

1. The purpose of this report is to seek feedback from the local board on the council’s preliminary response to the National Policy Statement on Urban Development 2020 (NPS-UD) and the Resource Management (Enabling Housing Supply and Other Matters) Amendment Act 2021 (RMA amendments).

2. This report includes an overview of the feedback on the council’s preliminary response received through the public consultation from 19 April to 9 May 2022.

Whakarāpopototanga matua

Executive summary

3. The council’s preliminary response to the NPS-UD and RMA amendments are set out in the NPS-UD and the Medium Density Residential Standards (MDRS). Some of these are not optional. Council must change the Auckland Unitary Plan (AUP) to put these new rules in place.

4. However, the NPS-UD allows council to make some limited decisions to help shape the future of Auckland. Council can determine:

i) the distances of walkable catchments, where buildings of six storeys or more are required. These are the areas around the city centre, rapid transit stops, and the ten metropolitan centres (Albany, Takapuna, Westgate, Henderson, New Lynn, Newmarket, Sylvia Park, Manukau, Botany and Papakura)

ii) the building heights and density to enable residential development within and next to other suburban centres – neighbourhoods centres, local centres, and town centres

iii) the “qualifying matters” that will apply in Auckland, or the characteristics within some areas that may allow the council to modify (or limit) the required building heights and density.

5. Central government has already identified a number of qualifying matters. The council is also able to include other ‘qualifying matters’ that are important for Auckland.

6. The elements of the preliminary response that the council is able to determine were open to feedback. A three-week public engagement on the council’s preliminary response to the NPS-UD and RMA amendments was completed on 9 May 2022. This included an independently run survey of 2,000 Aucklanders. The feedback has been analysed, and the themes that have emerged from that analysis were presented to local board on Monday 30 May 2022.

7. The feedback summary report is attached to this report and has been published on the AKHaveYourSay website. The feedback responses received have also been published on the website.

8. Local boards are now invited to give feedback on the council’s preliminary response, with particular regard to the matters available to council to make decisions on. A template (refer Attachment C) has been provided to assist the preparation of that feedback.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) note the council’s preliminary response to the National Policy Statement on Urban Development 2020 and the Resource Management (Enabling Housing Supply and Other Matters) Amendment Act 2021.

b) note the feedback received from Aucklanders on the council’s preliminary response during the three-week public consultation in April and May 2022.

c) endorse the following feedback as the local board’s response to the council’s preliminary response, to be considered by the Planning Committee in preparation of the proposed intensification plan change for notification in August 2022.

Horopaki

Context

9. The NPS-UD and the RMA amendments require that a proposed intensification plan change (IPI) must be notified by 20 August 2022. The Planning Committee and local board chairs (or their delegate The NPS-UD and the RMA amendments require that a proposed intensification plan change (IPI) must be notified by 20 August 2022. The Planning Committee and local board chairs (or their delegates) have attended numerous workshops and made decisions in 2021 and 2022 on preliminary policy directions to guide how the council will implement the NPS-UD and RMA amendments.

10. At its meeting on 31 March 2022 the Planning Committee approved a preliminary response to the NPS-UD (refer Attachment A), for the purpose of public engagement for three weeks in April and May 2022. The preliminary response was made available to the public on the Auckland “Have Your Say” website from 19 April to 9 May.

11. The preliminary response contained an overall consultation document, more detailed information sheets, and access to the GIS map viewer that illustrates zoning proposals that reflected the committee’s resolutions. The maps also illustrated locations where various qualifying matters (mostly existing AUP overlays, endorsed by the committee) would limit the height and/or density that would otherwise be enabled.

12. The GIS viewer was supported by information sheets that described the approach to intensification and the process that the council is following. The AUP text for the new zone provisions was not available for feedback, as this was (and is) still being prepared and tested.

13. Since October 2021, local boards and mana whenua have been involved in helping the council develop its preliminary response. This report summarises the themes emerging from the public engagement. Feedback received from the public, together with the ongoing involvement of local boards and mana whenua, will greatly assist the council in finalising the IPI for notification by 20 August 2022.

14. Feedback was specifically sought on the following matters:

i) the extent of walkable catchments around the city centre, metropolitan centres and rapid transit network stops (as required under Policy 3(c))

ii) the approach to, and extent of, intensification of areas adjacent to the city, metropolitan, town, local and neighbourhood centres (as required under Policy 3(d))

iii) the selection of, and approach to, “any other qualifying matters” that limit the height and density that would otherwise be required as enabled under Policy 4.

15. Feedback was not sought on matters in the NPS-UD and RMA amendments that are mandatory. Mandatory matters include the introduction of walkable catchments into the AUP, the enablement of six storey buildings in all zones in walkable catchments, and the application of medium density residential standards in all residential zones outside walkable catchments.

16. The public engagement (under the heading ‘Government’s new housing rules: what it means for Auckland’) comprised the following:

· an overview of the response and how to give feedback

· a main consultation document (also translated into numerous languages) with the full preliminary response overview

· online feedback form with questions on consultation topics and an opportunity to provide reasons and further explanation

· more detailed information sheets on a range of topics

· frequently asked questions and an explanation video

· special character area assessment survey reports

· the GIS NPS-UD map viewer and user guide

· information and booking links for webinars and events

· access to a planning enquiry service for questions and further information.

17. Hard copies of the main documents including the feedback form were placed in libraries and service centres.

18. Online consultation activities and events were scheduled and undertaken through the engagement period, as follows:

· four online webinars - two covering the whole preliminary response (with a focus on intensification), one on special character areas, and one on other council-identified qualifying matters

· four ‘Have Your Say’ events – two for general opportunities for people or groups to present and discuss their feedback to members and staff, one for regional stakeholders, and one for residents’ groups and associations

· two information meetings focussed on the special character areas qualifying matter – one on the North Shore and one in the city centre.

19. In addition to the online and hard-copy feedback opportunity, an independently run sample survey of 2,000 Aucklanders was procured from Kantar Public Limited. This was intended to enable a broader public perspective of the aspects of preliminary response, to complement the feedback offered and received from individuals, groups and organisations.

20. All feedback received has been recorded, reviewed and allocated to themes to enable evaluation and assessment by staff and local board members. Summary reports have been prepared for the feedback received via the AKHaveYourSay website and also via the sample survey. All feedback has been published at AKHaveYourSay.

Tātaritanga me ngā tohutohu

Analysis and advice

21. Most feedback (6,094 items) was provided via the online feedback form, provided in eight languages (English, Te Reo Māori, Samoan, Tongan, Simplified and Traditional Chinese, Korean and Hindi). There were also 1,766 ‘non-feedback form’ items of feedback received via email or through the post. Feedback received after the consultation closing date has not been included in the analysis within the “Summary of Feedback” report (refer Attachment B). However, feedback received later than the closing date is being considered and will be made available for viewing along with the rest of the feedback received.

22. Local board feedback on the preliminary response is now sought through resolutions at this meeting. This feedback will be considered in (and attached to) a report for the 30 June Planning Committee meeting where further policy directions will be determined towards the preparation of a proposed plan change for reporting to committee on 4 August 2022 for a decision on notification.

Tauākī whakaaweawe āhuarangi

Climate impact statement

23. Objective 8 and Policy 1 of the NPS-UD set out a policy framework that signals the need for decisions under the RMA to reduce emissions and improve climate resilience.

24. This framework is in line with the ‘built environment’ priority of Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan, which has a goal of achieving “A low carbon, resilient built environment that promotes healthy, low impact lifestyles”. The plan states that:

“To move to a low carbon and resilient region, climate change and hazard risks need to be integral to the planning system that shapes Auckland. Integrating land-use and transport planning is vital to reduce the need for private vehicle travel and to ensure housing and employment growth areas are connected to efficient, low carbon transport systems.”

25. Applying the NPS-UD will enable additional residential intensification to occur in areas where jobs, services and amenities can be easily accessed by active modes and public transport. This will contribute to reducing greenhouse gas emissions, and the more efficient use of land will reduce growth pressures in areas more susceptible to the effects of climate change. In some places, applying the MDRS required under the RMA amendments will also achieve this outcome. However, a key aspect of the council’s submission on the RMA amendments was that enabling three-storey medium density housing across Auckland’s urban environment is likely to result in a greater number of people living in areas where it is extremely difficult to provide a high level of public transport service. A more detailed analysis of climate impacts will be possible once the mapping work required to implement the NPS-UD and the RMA amendments is more advanced.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

26. All relevant council departments and Council Controlled Organisations have been involved in preparing the council’s preliminary response to the NPS-UD and the RMA amendments. They will have an ongoing role during the feedback period through to and beyond 20 August 2022. Feedback received on the council’s preliminary response will be reviewed by the relevant departments and CCOs to assist the council in finalising the IPI for public notification.

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

Local impacts and local board views

27. Local boards were briefed in October and November 2021 on the implications of the NPS-UD, and local board chairs were invited to the series of Planning Committee workshops run in 2021 on the NPS-UD. Local boards also received a detailed briefing on the council’s preliminary response in March and May 2022.

Tauākī whakaaweawe Māori

Māori impact statement

28. Auckland Council has obligations under Te Tiriti o Waitangi and its Significance and Engagement Policy to take special consideration when engaging with Māori and to enable Māori participation in council decision-making to promote Māori well-being.

29. The NPS-UD provides for the interests of Māori through intensification to increase housing supply, alongside its identification of qualifying matters. The widespread intensification sought by the NPS-UD has the potential to affect Māori both negatively and positively. This includes with respect to culturally significant sites and landscapes, Treaty settlement redress land, the urban form as it reflects mātauranga Māori and accessibility, and Māori facilities where customs and traditions are observed (such as marae).

30. The relevant qualifying matters set out in the NPS-UD and RMA amendments include matters of national importance that decision-makers are required to recognise and provide for under section 6 of the RMA 1991, and matters necessary to implement, or to ensure consistency with, iwi participation legislation.

31. Policy 9 of the NPS-UD sets out requirements for local authorities as follows:

“Local authorities, in taking account of the principles of the Treaty of Waitangi (Te Tiriti o Waitangi) in relation to urban environments, must:

a) involve hapū and iwi in the preparation of RMA planning documents and any FDSs by undertaking effective consultation that is early, meaningful and, as far as practicable, in accordance with tikanga Māori; and

b) when preparing RMA planning documents and FDSs, take into account the values and aspirations of hapū and iwi for urban development; and

c) provide opportunities in appropriate circumstances for Māori involvement in decision-making on resource consents, designations, heritage orders, and water conservation orders, including in relation to sites of significance to Māori and issues of cultural significance; and

d) operate in a way that is consistent with iwi participation legislation.”

32. Policy 9 directs the council to involve iwi and hapū in the NPS-UD, during the preparation of planning documents, and to take into account the values and aspirations of hapū and iwi for urban development in the region. In the context of the NPS-UD, the council must involve mana whenua and mataawaka within the region.

33. Individual and collective engagement has raised several key themes relating matters like the protection of scheduled and known cultural heritage and managing potential interface effects from new development with existing marae. This is supported by research undertaken by the council team in advance of these discussions with mana whenua. This has drawn on a wide range of council documents and publicly available information.

34. Common themes that have been identified include:

a) universal access to be provided in residential design for less able whānau members

b) access to open space for health and wellbeing

c) safe and connected whānau and communities

d) avoiding development in areas poorly served by infrastructure

e) access to affordable housing options

f) maintaining access to customary activities e.g. waka launching, kaimoana gathering

g) protection of Māori sites and places of cultural significance. Maintaining precincts that protect cultural values or are otherwise culturally sensitive (such as Ihumātao)

h) avoiding negative effects of intensive residential development on established cultural activities/facilities (such as marae)

i) provisions for Kohanga reo and Kura Kaupapa Māori in urban areas

j) use of Māori design concepts in the development of commercial centres and in large residential developments

k) use of mātauranga and tikanga Māori in the management of resources

l) the support of measures to maintain and improve water quality, ecological areas, volcanic viewshafts, and the coastline

m) avoiding exacerbating natural hazard risks

n) maintaining the cultural significance of the Waitakere Ranges Heritage Area

o) concern that Future Urban Zone land will be prematurely rezoned.

35. The council’s engagement team continues to actively work with mana whenua representatives on these matters.

Ngā ritenga ā-pūtea

Financial implications

36. NPS-UD implementation has been progressing within existing budgets. However, the RMA amendments has resulted in a significant increase in the scale and complexity of the project, without any changes to the NPS-UD implementation timeframes. This will require a greater than anticipated level of change to the AUP.

37. The financial impact of these changes will affect the current 2021-2022 and the 2022-2023 financial years, and potentially the following year. While it is expected that additional costs in the current financial year can be met through a re-prioritisation of work programmes within the Chief Planning Office, further costs (primarily relating to operation of an independent hearings panel and engagement of specialists) may require re-prioritisation of other work programmes from across the organisation. Planning for the 2022-2023 financial year is currently underway, however any impacts will be of a scale that will not affect the council’s overall financial position.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

38. Central government has set a deadline of 20 August 2022 for the council to publicly notify the IPI. Given the scale and complexity of the work required to meet this deadline, there is a risk that the quality of engagement on the council’s preliminary response will not meet the expectation of Aucklanders and key stakeholders, and that the council may not receive quality feedback from a wide range of interests. There is also a risk that Aucklanders and key stakeholders are unclear about the mandatory requirements of the NPS-UD and the RMA amendments, and where the council has some discretion.

39. These risks have been mitigated to date by strong, clear communications in the lead-up to and during the engagement period. The responses during the consultation period show a good response from Pasifika, and the general 25-44 age group. The responses were underrepresented in Māori, Asian and the general 15-24 age group. There was over-representation in the responses by New Zealand European / European and those over 45 years old.

Ngā koringa ā-muri

Next steps

40. Staff continue to analyse feedback received, and this analysis will be presented to the committee, mana whenua and local boards to inform the completion of the IPI that must be publicly notified by 20 August 2022. Public notification is the beginning of formal submissions and hearings of those submissions.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	22 June 2022 - Kaipātiki Local Board Business Meeting - Consultation document	333
b	22 June 2022 - Kaipātiki Local Board Business Meeting - NPS-UD Summary of the consultation feedback (Under Separate Cover)
c ⇩	22 June 2022 - Kaipātiki Local Board Business Meeting - Local board feedback template	339

Ngā kaihaina

Signatories

Authors

Eryn Shields - Team Leader Regional, North West and Islands

Authorisers

John Duguid - General Manager - Plans and Places

Louise Mason - General Manager Local Board Services

Eric Perry - Local Area Manager

Kaipātiki Local Board

22 June 2022

Local board feedback on proposed supporting plan changes to accompany the Medium Density Residential Standards and National Policy Statement on Urban Development plan change

File No.: CP2022/07952

Te take mō te pūrongo

Purpose of the report

1. The purpose of the report is to seek feedback from local boards on the development of draft plan changes and variations to the Auckland Unitary Plan (AUP) that are to be considered for notification at the August 2022 Planning Committee meeting together with the Intensification Planning Instrument (IPI) on medium density residential standards (MDRS) and implementing Policies 3 and 4 of the National Policy Statement on Urban Development 2020 (NPS-UD). These are:

· Transport-related changes to promote safe and efficient access to residentially zoned parking spaces and rear sites, and to address additional parking issues that were identified following the mandatory removal of car parking minimums from the AUP (Auckland-wide chapters E24 Lighting, E27 Transport, and E38 Subdivision – Urban access and parking provisions).

· Additions to scheduled items to enable their protection when the IPI is notified (Schedule 10 Notable Tree Schedule and Maps, and Schedule 14 Historic Heritage Schedule, Statements and Maps).

· Mandatory variations to incomplete plan changes (council-initiated and private) required by the government to ensure MDRS are applied in all relevant residential zones.

Whakarāpopototanga matua

Executive summary

2. Each local board is responsible for communicating the interests and preferences of people in its area regarding the content of the council’s strategies, policies, plans, and bylaws. Local boards provide their views on the content of these documents.

3. Auckland Council is required to publicly notify its IPI in August 2022 to implement the NPS- UD and MDRS in relevant residential zones. The council’s IPI must now re-write residential objectives, policies and rules to include MDRS, as well as making other changes to implement NPS-UD intensification directives, like increasing height to at least six stories within walkable catchments of certain zones and the rapid transit network stations.

4. Additional plan changes and variations are necessary to address related matters and are proposed to be notified alongside the IPI.

5. Feedback is sought from local boards on the policy approach and content of these draft plan changes and variations prior to the Planning Committee’s August 2021 meeting where notification will be considered.

6. The specific text of each plan change and variation is likely to be amended as these changes progress towards notification as a result of feedback received from local boards, iwi authorities, key stakeholders, internal specialists and legal review.

Transport

7. Auckland Council has already removed minimum car parking requirements from the AUP as required by NPS-UD and is completing a technical plan change to address gaps created by those removals. In doing so, other more complex additional parking matters need to be addressed in the AUP.

8. Greater intensification across Auckland brings forward the need to address gaps and inconsistencies in the residential access provisions in chapters E27 Transport and E38 Subdivision - Urban.

Notable trees and Historic Heritage Places

9. Additional notable trees and historic heritage places are proposed to be added to the AUP schedules 10 and 14 following staff-evaluation and these will be qualifying matters in the IPI. Historic heritage places and notable trees are qualifying matters that will be set out in the IPI to limit intensification so those values can be accommodated. Amendments to the notable tree and historic heritage places schedules are required to both update and add in newly assessed items for protection. It is important to protect qualifying matters by including items that are not presently scheduled to avoid the loss of those items through intensification.

Variations to incomplete plan changes

10. The government requires that the council prepare a variation for each plan change commenced, but not completed, at the time the December 2021 amendments to the Resource Management Act (RMA) came into force, where a change relates to a relevant residential zone. The government’s MDRS will apply for up to six private plan change requests, and one council-initiated change.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) note the content outlined in the agenda report relating to the development of draft plan changes and variations to the Auckland Unitary Plan to be considered for notification at the August 2022 Planning Committee meeting together with the Intensification Planning Instrument on medium density residential standards and implementing Policies 3 and 4 of the National Policy Statement on Urban Development 2020.

b) provide feedback as the local board’s response to the matters discussed in this report:

i) Transport

ii) Notable trees - Schedule 10

iii) Historic heritage - Schedule 14

iv) Variations to incomplete plan changes

Horopaki

Context

Decision-making authority

11. Each local board is responsible for communicating the interests and preferences of people in its area regarding the content of the council’s strategies, policies, plans, and bylaws. Local boards provide their views on the content of these documents.

12. Local boards have a critical role in helping shape the council’s policy response to the NPS-UD. Plan changes and variations are required to address issues arising from implementing government policy and in terms of access matters in the Transport plan change, to address gaps and inconsistencies in the AUP provisions.

13. The plan changes and variations relate to:

Transport

· Addressing access to residentially zoned parking spaces and rear sites to prioritise pedestrian access and safety and to improve access efficiency and convenience for all user groups.

· Developing parking provisions to:

o provide safe and convenient pedestrian access to dwellings that have no vehicle access

o require accessible parking so that people with disabilities can participate in everyday life

o ensure the loading/unloading of goods can occur in a manner that does not compromise the safe and efficient functioning of the road network (including accessways)

o cater for emerging changes in transport, including greater use of e-bikes, micro-mobility devices and electric vehicles.

Notable Trees and Historic Heritage Places

· Updating the Auckland Unitary Plan notable tree schedule 10 and adding new notable trees

· Adding new historic heritage places to the AUP historic heritage schedule 14, and removing one place from schedule 14.

Variations to incomplete plan changes

14. The government requires variations so that all relevant residential zones include MDRS. Variations will be complementary to the approach taken in the IPI. These mandatory variations must be processed alongside council’s IPI and will use the same fast-track process. Council staff will prepare variations for:

Incomplete private plan changes relating to relevant residential zones:	Local board area in which land is located
PC 49 Drury East	Franklin
PC 50 Waihoehoe	Franklin
PC 51 Drury 2	Franklin
PC 59 Albany 10 precinct	Upper Harbour
PC 66 Schnapper Rock Road	Upper Harbour
PC 67 Hingaia precinct 1	Papakura
Incomplete council-initiated plan changes relating to relevant residential zones	Suburbs in which land is located
PC 60 Open space	Less than 20 sites across: Forrest Hill Ellerslie Freemans Bay Grey Lynn Pukekohe Beachlands Waiuku Howick Birkenhead Mangere East

15. Addressing access and parking matters must be addressed alongside the IPI so that the development community responds to growth opportunities appropriately. The rule changes are required to implement standards for assessing resource consent applications.

16. Protecting historic heritage places and notable trees is important to comprehensively address qualifying matters in the AUP and protect these for future generations. The IPI will acknowledge historic heritage places (and other values) and notable trees as qualifying matters, but a separate change is necessary for those historic heritage places and trees that are not already scheduled but whose known values are significant, and eligible for scheduling.

17. Local board feedback is an important input to help develop the plan changes and variations that are proposed to be notified alongside the IPI in August 2022.

18. Local boards will have a second opportunity to express views after submissions close on the changes. Views expressed after submissions close in a resolution will be included in the analysis of the plan changes and submissions received. If a local board chooses to provide its views, a local board member will be invited to present the local board’s views at the hearing to commissioners, who make the decision on the plan changes.

19. This report provides an overview of the IPI-supporting plan changes related to transport matters, and additional and corrected historic heritage places and notable trees and mandatory variations to incorporate MDRS. This report does not include a recommendation. Planning staff cannot advise the local board as to what its views should be, and then evaluate those views as part of reporting to the Planning Committee.

Tātaritanga me ngā tohutohu

Analysis and advice

Transport

20. The Plans and Places department maintains a ‘Residential Issues Register’ and is currently finalising the draft 2021 ‘Section 35 Monitoring: B2.3 Quality Built Environment’ report. The register and the draft section 35 report identify the need for changes to the AUP to achieve better-quality access outcomes. As noted above, the identified parking issues are a consequence of the mandatory removal of car parking minimums.

21. Attachment A outlines a summary of the potential changes at this stage in the process and the principal reasons for the changes.

Notable Trees

22. The AUP protects and retains notable trees with significant historical, botanical or amenity values. Trees or groups of trees in Schedule 10 were evaluated using a set of criteria based on historical association, scientific importance or rarity, contribution to ecosystem services, cultural association or accessibility and intrinsic value. These factors are considered in the context of human health, public safety, property, amenity values and biosecurity.

23. Tree schedules are highly dynamic and are not as easily maintained as other AUP schedules which are static (e.g. Outstanding Natural Landscapes Overlay Schedule, Outstanding Natural Features Overlay Schedule) meaning that they fall out of date over time. This is because subdivision, development and consents for removal/alteration as well as emergency works affect the description of listings on the Schedule. The health of trees can also naturally deteriorate. Given the number of listings contained in the Schedule, errors will continue to be identified and further updates will therefore be required. To update Schedule 10 requires a plan change. These changes cannot be addressed through any other process.

24. There is a database of nearly 600 nominations received as submissions through the Proposed Auckland Unitary Plan process and further unsolicited nominations received through the current nomination process. These nominations have been received for trees right across the region and are not limited to any specific geographical area. There is an expectation from the community that the council will evaluate and progress a plan change to add trees to the Schedule. There is a large volume of nominations and due to resourcing constraints, it has not been possible to evaluate them all at once. There will however be a portion of these nominations which have been evaluated and some of these trees may be found to meet the criteria for scheduling.

25. Notable tree nominations are being investigated in the Albert-Eden, Franklin, Howick, Ōrākei, Ōtara-Papatoetoe, Rodney, Waitematā and Whau Local Boards. There are also more general amendments required to ensure the Schedule is accurate and operating as originally intended (for example, removals of listings where the tree has been physically removed, updating legal descriptions as a result of subdivision).

26. Options relating to notable trees were presented to the Planning Committee on 5 November 2020 which resolved to review or make changes to the notable tree schedule as resources permit (PLA/2020/96). This included addressing existing nominations. It is important to note the scope of this work would not include calling for additional nominations.

27. In accordance with the resolution discussed in paragraph 22, the Notable Trees Plan Change will amend Schedule 10 Notable Trees Schedule of the AUP as follows:

· Add those nominated trees which merit inclusion to the schedule

· Amend the schedule to address known inaccuracies/inconsistencies.

28. The IPI will recognise notable trees as qualifying matters, including the newly proposed notable trees. A separate change is needed to schedule these additional trees as that is not the purpose of the IPI.

Historic Heritage

29. Historic heritage is a matter of national importance that decision makers must consider under section 6 of the RMA. Significant historic heritage places are identified in Schedule 14 Historic Heritage Schedule, Statements and Maps of the Unitary Plan. Places identified in the schedule are subject to the provisions of the Unitary Plan Historic Heritage Overlay, which seeks to protect scheduled historic heritage places from inappropriate subdivision, use and development and enable the appropriate use of scheduled historic heritage places.

30. For a place to qualify to be included in the AUP historic heritage schedule, each place must meet the criteria and thresholds for scheduling that are outlined in the Regional Policy Statement (RPS) section of the AUP. Historic heritage places must be at least of considerable significance to their locality or beyond.

31. Historic heritage places have been identified in the Albert-Eden, Henderson-Massey, Howick, Ōrakei, Rodney, Waitematā and Whau Local Boards. A list of these places is included in Attachment B.

32. Most of these places were identified as a result of the survey of the special character values that was part of the council’s response to the NPS-UD. Other places were identified via public nominations. This work is supported by a Planning Committee resolution:

where significant historic heritage values are identified within the Special Character Areas Overlay, develop a plan change for places or areas to be added to the Auckland Unitary Plan historic heritage schedule.^{^[1]}

33. Each identified historic heritage place’s evaluation demonstrates the criteria and thresholds for scheduling set out in the RPS are satisfied. It is important that places with significant historic heritage values are included in the AUP historic heritage schedule, so that these values can be appropriately managed. The historic heritage places listed in Attachment B are proposed to be included in Schedule 14 via a plan change.

34. Two historic heritage places are proposed to be deleted. The former St Andrews Sunday School Hall at 40 Rankin Avenue, New Lynn (Schedule 14.1 ID 189) was demolished in 2019. The Residence at 147 Sturges Road, Henderson (ID 75). This historic heritage place has been identified as not meeting the RPS thresholds for scheduling. It is not appropriate for a historic heritage place without sufficient value to remain in the AUP historic heritage Schedule 14.

35. The IPI will recognise scheduled historic heritage places as qualifying matters, by limiting intensification to the extent necessary to continue to provide for the scheduled values. A separate change is needed to schedule the newly identified historic heritage places and to remove the place at 147 Sturges Road, as that is not the purpose of the IPI.

Variations

36. Amendments made to the RMA in December 2021 came into force immediately and require tier 1 local authorities (including Auckland) to incorporate the government’s MDRS into all relevant residential zones.

37. The government’s intention is that all plan changes relating to relevant residential zones also incorporate MDRS. Transitional provisions inserted into the RMA require the council to prepare variations where changes commenced, but were not completed, when the RMA was amended. Up to seven variations are required to be notified at the same time as the council’s IPI, and to be processed alongside it. Work is commencing on variations to these changes:

1. Incomplete private plan changes relating to relevant residential zones:	2. Local board area in which land is located
3. PC 49 Drury East	4. Franklin
5. PC 50 Waihoehoe	6. Franklin
7. PC 51 Drury 2	8. Franklin
9. PC 59 Albany 10 precinct	10. Upper Harbour
11. PC 66 Schnapper Rock Road	12. Upper Harbour
13. PC 67 Hingaia precinct 1	14. Papakura
Incomplete council-initiated plan changes relating to relevant residential zones 15.	Suburbs in which land is located 16.
PC 60 Open space 17.	Less than 20 sites across: Forrest Hill Ellerslie Freemans Bay Grey Lynn Pukekohe Beachlands Waiuku Howick Birkenhead Mangere East 18.

Tauākī whakaaweawe āhuarangi

Climate impact statement

38. Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan sets out Auckland’s climate goals:

a) to adapt to the impacts of climate change by planning for the changes we will face (climate adaptation)

b) to reduce greenhouse gas emissions by 50 per cent by 2030 and achieve net zero emissions by 2050 (climate mitigation).

39. The first of the council’s climate goals is relevant because it relates to climate adaptation. That goal aligns with the legal principle for RMA decision-makers to have regard to the effects of climate change (section 7(i) RMA).

40. However, the RMA currently precludes the second goal: consideration of climate mitigation. The council may only consider climate adaptation and resilience.

41. Several plan changes have some bearing on climate change. The transport plan change addresses the car parking design for new developments and access to residential car parking spaces and rear sites. How sites are designed and accessed provides for climate resilience, particularly by encouraging people to walk and cycle and facilitating sustainable modes of transport. Adding notable trees to the AUP schedule provides statutory protection for trees, adds to biodiversity and improves urban amenity for residents.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

42. The draft transport plan change has been consulted on with internal advice from Auckland Transport, Watercare and all relevant council departments including Auckland Plans Strategy and Research, Resource Consents, Regulatory Services, Infrastructure & Environmental Services, and the Tāmaki Makurau Design Ope (formerly the Urban Design Unit).

43. Key specialists are also involved in the review of the draft transport provisions and their feedback will be considered in the ongoing development of this plan change.

44. In addition, the planning team is also working with the Infrastructure and Environmental Services technical standards team in their development of an Access Technical Guidance document for the construction and design of residential, business and rural accesses. This is to ensure the plan change and the technical guidance document are consistent with each other. It is anticipated the technical guidance will be completed later this year, after the notification of the transport plan change.

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

Local impacts and local board views

45. The extent of intensification anticipated by NPS-UD and RMA amendments will affect all local boards, except Aotea/Great Barrier and Waiheke. Hauraki Gulf Islands are excluded from the application of MDRS and lie outside Auckland’s urban environment (where intensification is directed).

46. Workshops were held with local boards on the draft transport plan change in November 2021 and in February 2022. Local boards’ feedback sought to address the access and parking matters by changing the operative AUP standards and/or creating new standards. The draft section 32 report (which is being developed) also concurs that the issues are best addressed through statutory methods (e.g. a plan change). However, some matters could be supported by a non-statutory design guidance (e.g., cycle parking). Other matters such as the access requirements for fire and emergency services are best addressed by additional staff training and amendments to the access Practice and Guidance Note. Attachment C provides a summary of what staff heard from local boards during workshops earlier in the year.

47. This report and related briefings provide an opportunity for local board views to inform policy development.

Tauākī whakaaweawe Māori

Māori impact statement

48. Kia Ora Tāmaki Makaurau is council’s framework for measuring performance in delivering on the strategic priorities identified by Māori.

49. Policy 9 of NPS-UD directs the council to particularly involve iwi and hapū in the NPS-UD during the preparation of planning documents. The proposed plan changes to implement the intensification provisions is one planning document.

50. All mana whenua entities recognised by the council receive ongoing invitations to engage and provide feedback on the NPS-UD programme including the supporting draft transport plan change. All representatives (including those electing not to participate in collective meetings or workshops) receive information, updates and hui notes.

51. Relevant common themes identified to date include:

a) Universal access provided in residential design for less able whānau members

b) Safe and connected whānau and communities.

52. Staff provide regular updates on all plan changes to mana whenua and specific briefings are planned for late May and June on these changes and the IPI.

Ngā ritenga ā-pūtea

Financial implications

53. The local board is not exposed to any financial risk from providing its views on policy development.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

55. Any views provided by the local board will be included in the August 2022 report to the Planning Committee seeking decisions on the IPI plan changes and the IPI-supporting plan changes and variations. Following the close of submissions, local boards will have the opportunity to express views on the notified changes.

56. If resolutions are passed after submissions close, the relevant local boards will be informed of the hearing date and invited to speak at the hearing in support of their views. Planning staff will advise the local board of the decision on the plan change by memorandum.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	22 June 2022 - Kaipātiki Local Board business meeting - Attachment A: Summary of key potential changes to the draft transport plan change	359
b ⇩	22 June 2022 - Kaipātiki Local Board business meeting - Attachment B: Historic heritage places proposed to be added to Schedule 14	367
c ⇩	22 June 2022 - Kaipātiki Local Board business meeting - Attachment C: Summary of what we heard from local board during workshops	369

Ngā kaihaina

Signatories

Authors

Eryn Shields - Team Leader Regional, North West and Islands

Michele Perwick - Senior Principal Planner

Tony Reidy - Team Leader Planning

Emma Rush - Senior Advisor Special Projects

Teuila Young - Policy Planner

Authorisers

John Duguid - General Manager - Plans and Places

Louise Mason - General Manager Local Board Services

Eric Perry - Local Area Manager

Kaipātiki Local Board

22 June 2022

Auckland Council's Quarterly Performance Report: Kaipatiki Local Board for quarter three 2021/2022

File No.: CP2022/08643

Te take mō te pūrongo

Purpose of the report

1. To provide the Kaipātiki 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 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 the Kaipātiki Local Board Plan outcomes.

4. The key activity updates from this quarter are:

· ID1673 Funding review for Kaipātiki Community Houses – Final funding review report presented by Tattico Ltd to the Kaipātiki Local Board, the recommendations from which will be considered for the 2022/2023 work programme.

· ID1446 Kaipātiki Digitisation of Chelsea Archives – Staff cards from the Chelsea Factory fully digitised and transcribed. These digital images will next be uploaded online to increase public accessibility.

· ID23860 Birkenhead War Memorial Park – renew field one – Completed end March 2022 and planned for reopening for use in April 2022.

· ID24153 Kaipātiki Park – renew field three – Completed end March and planned for reopening for use in the first week of April 2022.

· ID42 KT: Glenfield Pool and Leisure Centre and ActivZone Operations – Glenfield Pool and Leisure Centre experienced a seven per cent reduction in membership and a 16 per cent reduction in visits compared to the same period in 2021. The Omicron outbreak has seen membership cancellations, fewer sign-ups, and less visits overall. Staff levels have also been significantly impacted by sickness and isolation requirements and the recent storm caused flooding and water damage to the centre.

· ID43 KT: Birkenhead Pool and Leisure Centre Operations - Visits have decreased by 44 per cent overall. Birkenhead Pool and Leisure Centre have aimed to provide as much consistency in service levels as possible over summer. However, staffing has been an ongoing challenge due to COVID and limited or no applicants for current vacancies in aquatics.

· ID17934 Kaipātiki Project at Lauderdale Rd, Birkdale - renew/rebuild facility - Physical works continuing despite expected supply chain delays with some materials. Project remains on track for completion mid-2022.

· ID15481 (OLI) Birkenhead War Memorial Park – deliver master plan One Local Initiative - Funding for the design and construction of the multi-use facility in future years remains uncertain. However, renewal of the existing facilities within available budgets is being progressed.

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). There are no activities with a red status this quarter.

6. Net operating performance overall for the Kaipātiki Local Board area is 13 percent below the budget for the nine months ended 31 March 2022. Operating revenue is 41 percent below budget and operating expenditure is 5 percent below budget. Capital expenditure is 11 percent below budget.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

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

Horopaki

Context

7. The Kaipātiki Local Board has an approved 2021/2022 work programme for the following:

· Customer and Community Services;

· Infrastructure and Environmental Services;

· Plans and Places; and

· Tātaki Auckland Unlimited.

8. The graph below shows how the work programme activities meet Kaipātiki 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

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COVID-19 restrictions

9. 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

10. 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).

Graph 2: Work programme performance by RAG status

Chart, pie chart

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11. 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

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Key activity updates from quarter three

12. Key quarter three activity updates for the local board work programme include:

Table 1: Key quarter three activity updates

Activity name	RAG status	Activity status	Key activity achievements
Funding review for Kaipātiki Community Houses	Green	In Progress	Tattico Ltd presented the final funding review report to the local board and the recommendations will now provide advice for 2022/23 work programme.
Taonga tuku iho - Legacy - we preserve our past, ensure our future. (Heritage) – Kaipātiki Digitisation of Chelsea Archives	Green	In Progress	Staff cards from the Chelsea Sugar factory have been fully digitised. As part of the project, the cards were also fully transcribed. The next step will be to upload these digital images onto kura which will increase accessibility to these local history records.
Birkenhead War Memorial Park - renew field one	Green	In Progress	The project was completed at the end of March and is planned to be open for use in April 2022. Next steps are to tidy up site and open to public.
Kaipātiki Park - renew field three	Green	In Progress	The project was completed at the end of March and is planned to be open for use in the first week of April 2022. Next steps are to tidy up site and open to public.
KT: Glenfield Pool and Leisure Centre and ActivZone Operations	Amber	In Progress	Glenfield Pool and Leisure Centre has experienced a reduction of 7% in membership, and a 16% reduction in visits when compared to the same period last year. Areas most impacted are group fitness (50% reduction when compared to same period last year) and learn to swim (48% reduction). Early childhood education (ECE) occupancy has increased by 26% when compared to this time last year. Since the Omicron outbreak staff have seen hesitancy from members about coming back to the centre, which has resulted in membership cancellations, fewer signup-ups, and less visits overall. Staff expect member and visitation numbers to increase as Omicron cases continue to fall in the coming weeks and months, and the central government continues to ease COVID restrictions. This quarter, Glenfield’s staff levels have been significantly impacted by sickness and isolation requirements. This has seen temporary closure of the aquatics area or run at a reduced service. The recent storm also saw Glenfield close for half a day due to flooding and water damage.
KT: Birkenhead Pool and Leisure Centre Operations	Amber	In Progress	Birkenhead Pool and Leisure Centre has been providing as much consistency in service levels as possible over summer. Staffing has been an ongoing challenge due to COVID implications and limited or no applicants for current vacancies in aquatics. The requirement for staff who are household contacts of positive cases to isolate has resulted in the facility reducing services when necessary, but focusing on trying to keep as many programmes running as possible while providing access for casual swim, gym, and rock climbers. Usage overall has remained low across aquatics, the gym and the rock wall with a 44% decrease in user visits. A lot of customers have stayed away while the COVID19 Omicron outbreak took hold. Staff expect member and visitation numbers to increase as Omicron cases decrease in the coming months, and central government continues to ease COVID restrictions.
Kaipātiki Project at Lauderdale Rd, Birkdale - renew/rebuild facility	Amber	In Progress	Current status: Physical works are continuing. Supply chain delays are still expected with some materials. Next steps: Project completion scheduled for mid-2022. lifestyle changes that will support the health of the streams, and improve some of the water quality values found through this monitoring project. Monitoring will continue in quarter three.
(OLI) Birkenhead War Memorial Park - deliver master plan One Local Initiative	Amber	Approved	Current status: One Local Initiative (OLI) funding for the design and construction of the multi-use facility in future years is uncertain. Next steps: Renewal of the existing facilities within available budgets is being progressed.

Activities on hold

13. The following work programme activities have been identified by operating departments as on hold:

· ID3144 CARRY FORWARD: Fireworks Event

Changes to the local board work programme

Deferred activities

14. These activities are deferred from the current work programme into future years:

· ID946 Girl Guides – Glenfield – A memo was sent to the local board regarding Girl Guides property rationalisation. The lease will roll over on a month-by-month basis until alternative venues can be found.

· ID948 Girl Guides – Tui Park – A memo was sent to the board regarding Girl Guides property rationalisation. The lease will roll over on a month-by-month basis until alternative venues can be found.

Cancelled activities

15. These activities are cancelled:

· ID265 Movies in Parks Kaipātiki – Cancelled in agreement with the board in January 2022 due to COVID-19 restrictions.

· ID23790 Halls Beach – renew toilet roof – Project no longer required as the building will likely be demolished in future years.

· ID27500 Hinemoa Park – remediate rock fall slip – Expert investigation indicates no need for this project. The potential risk will instead be addressed by regular monitoring and signage.

Activities merged with other activities for delivery

16. These activities have been merged with other activities for efficient delivery:

· ID3143 CARRY FORWARD: Kaipātiki Open space management – Merged with ID1540 Kaipātiki Local Parks Management Plan

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

18. 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.

19. The local board is currently investing in a sustainability project which aims to build awareness around individual carbon emissions and changing behaviour at a local level as follows.

· ID1183 Climate Action Programme – Kaipātiki – To create a community climate action programme to guide design, prioritisation and facilitate implementation of community-based climate change mitigation actions for the Kaipātiki Local Board area.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

20. 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

21. This report informs the Kaipātiki Local Board of the performance for quarter three ending 31 December 2021.

Tauākī whakaaweawe Māori

Māori impact statement

22. A number of the activities in the local board work programmes impact Māori. Updates on the activities that have a direct Māori outcome focus are below:

Table 2: Activities with a direct Māori outcome focus

Activity name	RAG status	Activity status	March 2021 – June 2021 update
Manaakitanga Kaipātiki	Amber	In Progress	Due to Covid-19 restrictions the event planned for Waitangi was cancelled. The Kaiawhina role held by KCFT has been working on establishing relationships within the community and is already seeing positive benefits of working within Kaipatiki. RAG status set as Orange due to inability to deliver due to Covid-19 restrictions; an amount of carry-forward or reallocation will be requested.
Whakatipu i te reo Māori - we grow the Māori language Celebrating te ao Māori and strengthening responsiveness to Māori – Kaipātiki	Green	In Progress	Our whānau continue to build their matauranga of Te Ᾱo Māori. Staff members participated in Tātai Whakapapa, a workshop concerning whakapapa research led by Auckland Libraries’ Poukōkiri Rangahau Māori (Senior Librarian Māori Research), Raniera Kingi (Ngāpuhi – Ngāti Ruamahue, Ngāti Kura) and Xavier Forsman (Ngāpuhi, Te Rarawa). Northcote Library offered a video translated into Te Reo Māori showcasing fitness ideas for those at home.
CARRY FORWARD KT: Te Kete Rukuruku (Māori naming of parks and places) tranche one	Amber	In Progress	Shared interests have now been finalised and naming is underway for the 17 sites that are going forward as tranche one. Timelines from iwi indicate the names may be ready in June.
Kaipātiki - Te Kete Rukuruku - Māori naming of parks and places	Green	Approved	Current status: Waiting for confirmation from Parks, Sport and Recreation (PSR) staff and Kia Ora Te Reo team of signage at Shepherds Park. Next steps: Work with PSR to implement signage at Shepherds Park.

Ngā ritenga ā-pūtea

Financial implications

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

Financial Performance

24. Operating expenditure of $13.80 million is $684,000 below budget for the nine months. Asset Based Services (ABS) expenditure is $871,000 below budget, and Locally Driven Initiatives (LDI) expenditure is $187,000 above budget. Of the $187,000 LDI overspend, $87,000 was for projects in Community Services, and $105,000 was for projects in Environmental Services. These were mainly grants paid in advance and remain within the full year budget. Operating revenue of $2.8 million is $1.9 million below budget in leisure facilities, facility hire and library services revenue. Capital expenditure of $5.2 million is below budget by $686,000 mainly focussed on renewal programme. The financial report for the nine months ended 30 September 2021 for the Kaipātiki Local Board area is in Appendix B attached.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

25. 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 (e.g. building consents) and is susceptible to market conditions.

26. 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.

27. 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

28. 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 ⇩	22 June 2022 - Kaipātiki Local Board Business Meeting - Kaipātiki Quarter 3 Work Programme Update	415
b ⇩	22 June 2022 - Kaipātiki Local Board Business Meeting - Kaipātiki Q3 Financial Report	467

Ngā kaihaina

Signatories

Authors

Daniel Han - Local Board Advisor

Authorisers

Louise Mason - General Manager Local Board Services

Eric Perry - Local Area Manager

Chairperson	John Gillon
Deputy Chairperson	Danielle Grant, JP
Members	Paula Gillon
	Ann Hartley, QSO
	Melanie Kenrick
	Cindy Schmidt
	Andrew Shaw
	Adrian Tyler

No.	Title	Page
a ⇩	22 June 2022 - Kaipātiki Local Board Business Meeting - Bayview Community Centre January - March 2022 quarter three report	385
b ⇩	22 June 2022 - Kaipātiki Local Board Business Meeting - Birkdale Beach Haven Community Project January - March 2022 quarter three report	389
c ⇩	22 June 2022 - Kaipātiki Local Board Business Meeting - Glenfield Community Centre January - March 2022 quarter three report	393
d ⇩	22 June 2022 - Kaipātiki Local Board Business Meeting - Hearts and Minds January - March 2022 quarter three report	399
e ⇩	22 June 2022 - Kaipātiki Local Board Business Meeting - Highbury House January - March 2022 quarter three report	401
f ⇩	22 June 2022 - Kaipātiki Local Board Business Meeting - Kaipātiki Youth Development Trust January - March 2022 quarter three report	405

Activity name	Māori impact
Birkenhead heritage trail	Moderate

Authors	Jacinda Short - Democracy Advisor
Authorisers	Eric Perry - Local Area Manager