|
Parks, Arts,
Community and Events Committee
07 July 2022
|
|
Community
Facilities Regional Work Programmes 2022-2025
File No.: CP2022/09078
Te take mō te
pūrongo
Purpose of the report
1. To approve the 2022-2025 Community Facilities Regional Capital Work
Programmes.
Whakarāpopototanga matua
Executive summary
2. This report sets out the proposed Community Facilities Regional
Capital Work Programmes, incorporating:
· programmes for parks
and facilities for which the Governing Body is the decision maker, including
regional parks, holiday parks, Auckland Botanic Gardens, Pukekawa Auckland
Domain and active cemeteries
· regional programmes
where the Governing Body allocate budget to specific projects for which local
boards may be the decision maker, including slips prevention, and local parks
and sports field development (growth).
3. This report recommends approval of the Community Facilities regional
work programmes and associated budgets for the 2022/2023 financial year, and
approval in principle for the subsequent two financial years of 2023/2024 and 2024/2025. The total budget for the three years is $94.6 million, of
which $25.2 million is in 2022/2023.
4. The work programmes provided in Attachments A - E reflect the
projects that were presented at a workshop with the Parks, Arts, Community and
Events Committee in March 2022.
5. Projects that form the local parks and sports field development (growth), and slips
prevention programmes will be incorporated into local board work programmes.
Local boards have provisionally approved these projects in their work
programmes and provided feedback for the committee’s consideration, as
detailed in paragraph 51 below and Attachment F.
6. Several projects in the 2023/2024 and 2024/2025 work programme have
been identified as part of the Risk Adjusted Programme (RAP). Approval is
sought for the planning and design of these projects to commence during
2022/2023, so that they are ready to be delivered early, if approved projects
for delivery in 2022/2023 are delayed for any unforeseen reason.
7. The most significant risks to the successful delivery of the 2022/2023 work programme are supply chain
constraints, labour shortages and cost escalations as a result of the ongoing
COVID-19 pandemic long-term impacts. These could materially impact delivery timeframes and budget.
8. Work programme budgets are consistent with the Annual Plan
2022/2023 and projects have been prioritised to stay within budget envelopes.
If there are any further changes to budgets as a result of end of year
processes, the work programmes will be realigned in order to stay within budget
envelopes.
9. To expedite delivery of the work programme, and to manage changes
that may be required in a timely way, staff recommend that the committee
delegate decision making for amendments to the approved programme to the
General Manager Community Facilities.
Ngā tūtohunga
Recommendation/s
That the Parks, Arts, Community
and Events Committee:
a) approve the 2022/2023 financial year Community Facilities Regional Work Programme and approve in
principle the subsequent two financial years of 2023/2024 and 2024/2025,
as detailed in the following attachments to the agenda report:
i) Attachment
A – Regional Renewals and Development Work Programme
ii) Attachment
B – Cemeteries Work Programme
iii) Attachment
C – Commercial and Residential Leases Work Programme
v) Attachment
D – Slips Prevention Work Programme
vi) Attachment E – Local Parks and Sports Field Development Work Programme.
b) approve
the Risk Adjusted Programme (RAP) projects identified in the work programme
(Attachments A - E to the agenda report) as projects that will commence and may
be delivered in advance of the expected delivery year, if required to meet expected
financial expenditure for the 2022/2023 financial year.
c) note
that approval of budget allocation in the 2022/2023 year for multi-year
projects implies the committee’s support for the projects in their
entirety.
d) note that where budget is allocated to a project in the
regional work programme that falls within a local board decision making
allocation (e.g. a local park), that project is included in the local board
work programme and the local board then has decision making responsibility for
that project, within the parameters set by the Governing Body, namely location,
scope and budget.
e) note the feedback provided by local boards in relation to the
projects funded from the slips prevention and local parks and sports field
development (growth) budgets in Attachment F to the agenda report.
f) note that budget allocations for all projects in the Community
Facilities Regional Work Programmes are best current
estimates, and amendments may be required to the work programmes to accommodate
final costs as the year progresses.
g) delegate to the General Manager Community Facilities authority to
approve amendments to the 2022-2025 Community Facilities Regional Work
Programmes.
Horopaki
Context
10. Local work
programmes are presented to local boards and regional work programmes are
presented to the Governing Body for approval each year. The
2022–2025 Community Facilities Work Programmes, detailed in the
attachments, sets out the proposed regional work programmes to be delivered by
Community Facilities.
11. The projects identified in the work programmes have been prioritised
for investment, based on a
combination of local board and Governing Body feedback through a series of
workshops, staff assessments of assets and key stakeholder input.
12. The Community
Facilities Regional Work Programmes include:
· Regional renewals
and development
o Regional parks (including
farming and holiday places)
o Holiday parks
o Auckland Botanic Gardens
o Pukekawa Auckland Domain
· Cemeteries
· Residential and
commercial leases
· Slips prevention and
remediation
· Local parks and sports field development (growth).
13. The Governing Body (or relevant committee) has two distinct decision
making roles for these programmes:
· for the regional
parks and cemeteries programmes, the Governing Body is allocated full decision
making, and is responsible for both budget allocation to specific projects and
subsequent governance decision making regarding the delivery of those projects.
· for slips prevention and remediation, and local parks and sports
field development budgets, the Governing Body is responsible for the
prioritisation and allocation of budget to specific projects. Where specific
projects relate to assets within the local park network, subsequent governance
decision making regarding the delivery of those projects is allocated to the
relevant local board, who is responsible for delivery within the location,
scope and budget defined by the Governing Body.
14. These decision-making responsibilities and associated work
programmes are not impacted by the Governance Framework Review. However,
further investigations are required to determine implications for the growth programme.
The programmes and related budgets considered in this report refer only to those for which the Community Facilities department is
responsible and accountable.
15. It should be noted that the Auckland Domain Committee has decision
making regarding Pukekawa Auckland Domain, with funding being allocated from the above regional budgets. Staff
engaged with the committee regarding the draft programme at a workshop in March
2022 and the work programmes reflect the projects that were presented, and the feedback
received.
16. The regional work programme was endorsed by the Auckland Domain
Committee on 16 May 2022 (ADC/2022/11).
Tātaritanga me ngā
tohutohu
Analysis and advice
17. The proposed
work programmes are made up of activities continuing from previous financial
years and new initiatives.
Regional renewals and development programme
18. The regional
renewals and development programme includes all asset investment relating to
parks, facilities and activities for which the Governing Body is the allocated
decision maker, apart from active cemeteries, which are considered as a
separate work programme.
19. These encompass
the Auckland wide network of regional parks including areas allocated to
farming activities, Auckland Botanic Gardens, Pukekawa Auckland
Domain, three council operated holiday parks, and street gardens.
20. Staff have
prepared the recommended programmes through an iterative process, in
consideration of service outcomes sought, the condition of existing assets and
demands for new assets. The process of prioritisation has included engagement
with staff responsible for practical delivery of both assets and services.
21. Pressures
facing this programme include:
· balancing demands
across the regional portfolio
· increasing
visitation/use and changing visitor profile and expectations
· addressing the
impact of historic deferred maintenance.
Regional parks
22. The regional parks programme includes the renewal of existing assets
across the region, with a focus on park infrastructure such as the renewal of toilets, carparks, workshop
facilities and the track network.
Auckland Botanic Gardens
23. The Auckland Botanic Gardens programme focuses on reinstatement of a
covered events area and general small-scale renewal of assets such as the
nursery irrigation, shade house
facilities, CCTV and car park lighting.
Pukekawa Auckland Domain
24. The Pukekawa Auckland Domain programme includes significant
investment for the renewal and seismic remediation of the Wintergardens, the
development of pathway connections, and renewing the lighting system throughout
the domain.
Holiday parks
25. Priorities for the holiday parks programme include several general
renewal projects to address historic deferred maintenance. These include the
renewal of the amenities block and manager’s house at Whangateau Holiday
Park, and renewal of the cabins and northern amenities block at the Orewa Holiday Park.
Regional street gardens
26. The budget allocation is proposed to renew street gardens
infrastructure across the region, with a focus on tree pits within the footpath and road corridor.
Consolidated budget and proposed allocation
27. The regional parks programme budget and proposed allocation is
summarised in Table 1 below.
Table 1 – Regional parks programme
budget and allocation
|
Regional Park
|
2022/2023
|
2023/2024
|
2024/2025
|
|
Consolidated
regional renewal budget
|
$8,904,317
|
$9,446,950
|
$6,727,445
|
|
Consolidated
regional development budget
|
$1,000,000
|
$1,626,785
|
$1,796,215
|
|
Proposed
allocation – Regional Parks
|
$3,833,212
|
$6,134,969
|
$4,453,790
|
|
Proposed
allocation – Holiday Parks
|
$344,192
|
$1,310,199
|
$2,404,644
|
|
Proposed allocation
– Botanic Gardens
|
$1,552,262
|
$1,401,376
|
$80,000
|
|
Proposed
allocation – Pukekawa Auckland Domain
|
$3,478,363
|
$1,235,000
|
$850,000
|
|
Proposed
allocation – Street Gardens
|
$282,109
|
$0
|
$0
|
|
Total
proposed allocation
|
9,490,138
|
$10,081,544
|
$7,788,434
|
|
Balance
available
|
$414,179
|
$992,191
|
$735,226
|
28. In addition to the above consolidated regional budgets, two projects
funded by Long-term Plan 2021-2031 (LTP) discrete budgets are included
in the regional parks programme (Attachment A). These are ‘A Million
Trees’ planting programme and the ‘Colin Dale Park
Development’ project.
Cemeteries programme
29. The cemeteries work programme (Attachment B) deals with the renewal
and development of active cemeteries. Closed cemeteries form part of the local
park network and are addressed within local board work programmes. The
programme is driven by the intended service outcomes such as demand for lawn
burials, as well as asset condition and input from operational staff.
30. Pressures on this programme include the growing demand for burial
plots, the modest budget provision available for renewals, and heritage
constraints and implications for some projects.
31. It should be noted that a separate budget is allocated for new
cemetery land purchase and development, and that this
is not included in the budget table below.
32. Key renewal priorities in the cemeteries programme include
developing burial areas and associated infrastructure at Waikumete Cemetery and
the refurbishment of the Manukau Memorial Gardens administration building and
function lounge. The programme also encompasses renewing assets across the
cemeteries network such as cremators, roading, heritage assets, footpaths and
furniture, fixtures and fittings.
33. Key development projects include the provision of berms and walls
across the Auckland Cemeteries network.
34. The cemeteries budget and proposed
allocation is summarised in Table 2.
Table 2 – Cemeteries programme budget and
allocation
|
Cemeteries
Renewal and Development
|
2022/2023
|
2023/2024
|
2024/2025
|
|
Budget
|
$4,086,971
|
$5,607,519
|
$5,960,590
|
|
Proposed
allocation
|
$3,573,399
|
$4,867,419
|
$5,250,000
|
|
Balance
available
|
$513,572
|
$740,100
|
$710,590
|
Commercial and residential leasing renewals programme
35. The commercial and residential leasing renewals programme
(Attachment C) includes the properties that were formerly maintained by Eke
Panuku Development Auckland (Eke Panuku) and are now the responsibility of Community
Facilities to maintain. These properties have either a commercial or
residential lease and are situated on either regional or local parks.
36. This programme has an allocated budget which was transferred from
Eke Panuku to Community Facilities. As well as necessary renewal work to
maintain these assets, the programme will incorporate works required to meet
the Healthy Homes Standards 2019.
37. As these buildings are considered non-service assets, the Governing
Body is the allocated decision maker over these assets.
38. This budget is summarised in Table 3.
Table 3 – Leasing renewals
programme budget and allocation
|
Residential
and Commercial Leasing
|
2022/2023
|
2023/2024
|
2024/2025
|
|
Budget
|
$1,340,712
|
$1,080,945
|
$400,000
|
|
Proposed
allocation
|
$1,339,553
|
$936,000
|
$180,000
|
|
Balance
available
|
$1,158
|
$144,945
|
$220,000
|
Slip
prevention and remediation programme
39. The focus in the slips prevention and remediation programme
(Attachment D) is split between remediating existing slips, prioritised
according to risk and use, and preventing future slips. Community Facilities
staff work closely with the geotechnical team within the Resilient Land and
Coasts department who undertake assessments and provide expert advice.
40. The current slips programme includes projects arising from previous
storm events and reported landslips, and needs to remain responsive to possible
future events. The focus is on completing priority projects that have already
commenced.
41. The slips budget and proposed allocation is
summarised in Table 5.
Table 5 – Slips prevention and remediation
programme budget and allocation
|
Slips
prevention and remediation
|
2022/2023
|
2023/2024
|
2024/2025
|
|
Budget
|
$848,965
|
$950,000
|
$3,080,907
|
|
Proposed
allocation
|
$848,676
|
$911,749
|
$3,008,543
|
|
Balance
available
|
$289
|
$38,251
|
$72,364
|
Local parks and sports
field development (growth)
42. The local parks and sports field development budget is provided to
meet the open space development needs of new and future communities. This
budget is often referred to as the ‘growth’ budget, and the
projects funded from this budget are collectively referred to as the
‘growth programme’ (Attachment E).
43. The local parks and sports field development (growth) budget is 75%
funded by development contributions and 25% funded by rates. This funding mix
means that the programme delivered by this budget must meet the requirements of
the Local Government Act for the use of development contributions.
44. The Local Government Act 2002 (the Act) specifies the type of
project that development contributions can be used for. The Act also requires
that projects can only be funded by the development contribution portion of the
budget to the extent that the ‘cause’ and ‘benefit’
from the project is attributable to “new and future communities”
(i.e. residential growth only).
45. Development contributions also part fund other specific projects in
the LTP. The local parks and sports field development (growth) budget, however,
provides a general budget source that allows council more flexibility in
allocating budget to projects that meet the changing demands arising from
growth.
46. Projects to be funded from the local parks and sports field
development budget are prioritised (i.e. included in
the programme) based on the:
· alignment with the
requirements of the Local Government Act 2002, including assessment of cause
and benefit of projects attributable to growth
· alignment with the
aims and objectives of the Long-term Plan 2021-2031
· approved Governing
Body or local board priorities
· delivery
of agreed service outcomes
· assessment of
current provision and existing capacity to meet future need
· projects
currently committed or with high expectation for delivery.
47. The amount and timing for budget allocation
of prioritised projects (i.e. how much budget is allocated when) is based on:
· the appropriate
design to meet the needs of new and future communities
· the area in which
residential growth is occurring
· delivery
dependencies (e.g. third-party development, other funding sources)
· project readiness
· overall budget
availability.
48. Where and when future growth will take place is predicted based on:
· projections from the
Auckland Plan, the Future Urban Land Supply Strategy and the i11 Auckland
Transport (AT) growth model
· analysis of resource
consent and building consent applications granted
· ‘on the
ground’ knowledge of staff.
49. There are several pressures on this programme, including:
· the scale and
phasing of the budget in the short/medium term, which limits the number and
extent of projects proposed
· the expectation for
growth investment from developers, local boards and the community
· the challenge of
adequately meeting additional need generated by dispersed growth
· providing for the
development of new open space in an appropriate timeframe following
acquisition.
50. In recommending the work programme for approval, priority has been
given to those projects which strongly align to the LTP focus areas, listed
below, and those projects which are currently in delivery:
· Auckland
Housing Programme Areas: Mt Roskill, Oranga, Māngere, Northcote,
Tāmaki
· Northwest:
Redhills, Whenuapai, Westgate
· Drury
· City
Rail Link Stations: Mt Eden, Karangahape.
51. Local boards were asked to provide their formal feedback relating to
the growth programme at their June 2022 business meetings. A copy of all
resolutions is included as Attachment F to this report, along with initial
staff responses.
52. At the time of inclusion in local work programmes, the anticipated
budget for the growth programme was $68m over three years. The Mayoral Proposal
for the Annual Budget 2022/2023 reduced the budget available over the three
years to $41m. This budget deferral required an alteration to the recommended
programme and phasing out of a number of proposed projects.
53. Local boards have been made aware that the 2022/2023 Annual Budget
may impact their approved three-year work programmes, and their approval is
subject to PACE Committee approval of regionally funded projects.
54. Attachment G (Deferred Growth Projects) summarises those projects
that staff had previously recommended for inclusion in the three-year growth programme,
and which were included in local board work programmes, but which are now
recommended to be deferred beyond the next three years.
55. A large portion of local board feedback was focussed on the
importance to local boards of retaining projects that have been deferred as a
result of change to the growth budget envelope. Other key themes from local
board feedback include:
· support for
those projects included in the programme
· highlighting
concern that deferring growth projects will impact areas which are undergoing
significant amounts of growth
· highlighting
specific needs or details regarding certain projects and requests that the
committee prioritise these in the next three years
· requests to
add new projects to the programme, or to increase the budget for some projects.
56. Staff have provided an initial response to feedback received. Staff
will undertake further and ongoing refinement of the programme in future years,
which will include responding to the relevant local board proposals for new or
expanded projects.
57. The local parks and sports field development budget and proposed
allocation is summarised in Table 6.
Table 6 – Local parks and sports field development
programme budget and allocation
|
Local parks
and sports field development
|
2022/2023
|
2023/2024
|
2024/2025
|
|
Budget
|
$9,053,320
|
$10,910,322
|
$21,832,090
|
|
Proposed
allocation
|
$9,053,320
|
$10,910,322
|
$21,810,972
|
|
Balance
available
|
$0
|
$0
|
$21,118
|
Capital programme delivery
Cost estimates subject to change
58. Budget allocations within the work programme are best estimates
only. Project costings are subject to change and refinement as projects
progress through the design and delivery process. Greater clarity will be
determined around the specific work required and the cost of delivery of that
work once the details are defined.
59. The delivery of individual projects is managed within the
overall work programme budget. Where significant changes to project budgets may
need to be considered, or if new projects are added to the work programme,
changes may be required to the programme to accommodate final project costs as
the year progresses.
Locational mapping of projects
60. The capital works programmes have been geo-spatially mapped to
indicate the location of projects across the region.
61. Attachment H includes two maps indicating the location of projects
in the proposed three-year work programme to which capital budget is proposed
to be allocated to, and indicates the main funding source for each project. The
first map is for those programmes reported to local boards, including Growth
and Slips, and the second includes the regional parks network, cemeteries and
leases.
62. Some projects
are unable to be mapped as they reference multiple locations, or the work
locations are yet to be determined.
Risk Adjusted Programme
63. The Risk Adjusted Programme is designed to mitigate programme
delivery risk associated with unanticipated delays to specific projects. This
helps support the delivery of the full capex budget available in any given
year.
64. Several capex projects in the 2023/2024 and 2024/2025 work programme
have been identified as part of the Risk Adjusted Programme as highlighted in
Attachments A-E.
65. Approval is
sought for the commencement of these projects in the 2022/2023 financial year,
so that they can replace delayed projects that may not be delivered for
unforeseen reasons.
Delegation for approval of changes to the work programme
66. The delivery
of the proposed work programme in an efficient and timely manner may require
amendments to be made to the agreed work programme during the year. Such
amendments could include:
· changes
to project scope, budgets, timing
· addition
of new projects within available budgets
· cancelling
or putting approved projects on hold.
67. Any changes to the approved work programme would normally require
approval from the committee by resolution at a business meeting. However, the
committee can delegate authority to approve some or all amendments to the work
programme to the chairperson, to another member of the committee, or to staff.
68. Such delegation allows changes to be made without the timeframes
required to provide formal reports and supports the efficient delivery of the
work programme.
69. It is requested that the Parks, Arts, Community and Events
Committee delegate authority to staff to approve changes to the work programme,
in this case the General Manager Community Facilities.
70. Should any changes to the regional work programmes be required, these
would occur within the approved budget. Changes that are approved through the
delegation to the General Manager Community Facilities will be advised to the
relevant Committee quarterly.
71. Any additional budget requests beyond this funding envelope would
require approval by the Finance & Performance Committee.
Tauākī whakaaweawe
āhuarangi
Climate impact statement
72. As
the Customer and Community Services Directorate, of which Community
Facilities is a part, is a significant service provider and
property owner, the directorate has a leading role in delivering Te
Tāruke-ā-Tāwhiri: Auckland’s Climate Plan.
73. In
providing asset-based services, the directorate contributes most of
council’s operational greenhouse gas (GHG) emissions through its
facilities and infrastructure.
74. Property
managed by the directorate 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.
75. Actions include reducing operational GHG emissions through phasing
out gas heating in aquatic centres, improving the efficiency of facilities,
investing in renewable energy, and implementing the Sustainable Asset Policy.
76. As
approved through the Long-term Plan 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.
77. Each
activity in the work programme is assessed to identify whether it will have a
positive, negative, or neutral impact on greenhouse gas emissions and impact on
resilience to climate change.
78. To deliver on climate goals, Te
Tāruke-ā-Tāwhiri includes eight priorities for action:
· natural
environment
· built
environment
· transport
· economy
· communities
and coast
· food
· Te
Puāwaitanga ō te Tātai
· energy
and industry.
79. Many of the activities
in the 2022/2023 work programme will have impacts on greenhouse gas emissions
and contribute towards climate change adaptation. The sorts of impacts to be
considered include:
· maximum
upcycling and recycling of old material
· installation
of energy efficiency measures
· building design to ensure the maximum
lifetime and efficiency of the building is obtained
· lifecycle impacts of construction
materials (embodied emissions)
· exposure
of building location to climate change hazards (sea level rise, flooding
(floodplains), drought, heat island effect)
· anticipated
increase in carbon emissions from construction, including contractor emissions
· lifecycle impacts of
construction materials.
80. These impacts
will be considered as projects progress and will be reported at future
reporting opportunities.
Ngā whakaaweawe me
ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
81. The 2023-2025
Community Facilities Regional Work Programmes has been developed in consultation
with other council departments such as Parks, Sports and Recreation, Regional
Services and Strategy, the Development Programme Office, and Resilient Land and
Coasts.
Ngā whakaaweawe
ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
82. The Community Facilities Regional Work Programmes has been
considered by the local boards 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.
83. Community
Facilities and open spaces provide important community services to the people
of the local board area. They contribute to building strong, healthy, and
vibrant communities by providing spaces where Aucklanders can participate in a
wide range of social, cultural, art and recreational activities. These
activities improve lifestyles and a sense of belonging and pride amongst
residents.
84. All relevant
regional work programme projects have been included in local board work
programmes for approval. Formal feedback on the regional work programmes has
also been sought from local boards. A copy of all resolved feedback has been
included in Attachment F to this report.
85. The feedback has been discussed in Attachment F and in the Analysis
and Advice section of this report, and any necessary changes as a result have
been incorporated into the recommendations.
Tauākī whakaaweawe
Māori
Māori impact statement
86. Auckland
Council is committed to meeting its responsibilities under Te Tiriti o Waitangi
and its broader obligations to Māori.
87. 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, Kia Ora Tāmaki
Makaurau - Māori Outcomes Performance Measurement Framework and local
board plans.
88. The projects
in the Community Facilities Regional Work Programmes will benefit Māori
and the wider community. The benefits will be realised through the provision
and continued maintenance of quality facilities and open spaces that promote
good health, the fostering of whānau and community relationships and
connection to the natural environment.
89. When
developing and delivering work programmes, consideration is given to how the
activities can contribute to Māori well-being, values, culture, and
traditions.
90. Where aspects of the work programme are anticipated to have an impact on
an activity, facility, or location of importance to Māori, appropriate and
meaningful engagement will then be undertaken.
Ngā ritenga
ā-pūtea
Financial implications
91. The
proposed budgets are based on the budget allocations from the Long-term Plan
2021-2031, adjusted to changes in the budget envelopes amended through Annual
Plan decisions by reprioritising the timing of projects.
92. The proposed
work programme has been developed within the available budgets. Approval of the
work programme does not have significant financial implications unless projects
experience a significant overspend or underspend. It should be noted that many of the related services have digital
offerings, and that these digital services/programmes are part of a separate
budget not included in these regional work programmes.
93. Table 7
outlines the overall budget summary:
Table 7: Budget
|
Programme
|
2022/2023
|
2023/2024
|
2024/2025
|
|
Regional
parks – developments
|
$1,000,000
|
$1,626,785
|
$1,796,215
|
|
Regional
parks – renewals
|
$8,904,317
|
$9,446,950
|
$6,727,445
|
|
Auckland
Cemeteries – developments
|
$2,500,000
|
$4,000,000
|
$5,410,590
|
|
Auckland
Cemeteries – renewals
|
$1,586,971
|
$1,607,519
|
$550,000
|
|
Commercial
and Residential Leases
|
$1,340,712
|
$1,080,945
|
$400,000
|
|
Slips
remediation and prevention
|
$848,965
|
$950,000
|
$3,080,907
|
|
Local parks
and sports field development
|
$9,053,320
|
$10,910,322
|
$21,832,090
|
|
TOTAL
|
$25,234,285
|
$29,622,521
|
$39,797,247
|
94. Any
2021/2022 capex budget unspent on 30 June 2022 will be assessed for
carry-forward to a future year in accordance with council’s Capital
Deferral Guidelines, noting that this may require reprioritisation of some
projects to remain within the allocated budget envelope.
95. Where an
activity is cancelled or no longer required, this budget can be reallocated to
an existing work programme activity or to a new activity
within that financial year.
Ngā raru tūpono me
ngā whakamaurutanga
Risks and mitigations
96. If
approval of the Community Facilities Regional Work Programmes is not obtained,
there is significant risk that the activities within it will be delayed or not
delivered.
97. There have
been some delivery delays and cost escalations in the 2022 financial year
capital work programme due to the impact of COVID-19. These long-term impacts
are anticipated to continue in the 2023 financial year and are being mitigated
as far as possible by working closely and proactively with our suppliers and
procurement team.
98. Staff believe that the proposed work programmes are deliverable within
existing resources. Delivery progress will be monitored through the year. Any
significant resourcing challenges arising will be brought to the
committee’s attention, alongside consideration of implications and
options to address challenges.
Ngā koringa ā-muri
Next steps
99. Delivery
of the activity in the approved work programme will commence once approved and
continue until 30 June 2023.
100. Where the work programme
identifies further decisions and milestones for each activity, or should there
be any changes to regional programmes that affect local board work programmes,
these will be reported to the relevant local board when appropriate.
Ngā tāpirihanga
Attachments
|
No.
|
Title
|
Page
|
|
a⇩
|
Regional Renewals and Development Work Programme
|
25
|
|
b⇩
|
Cemeteries Work Programme
|
45
|
|
c⇩
|
Commercial and Residential Leases
|
49
|
|
d⇩
|
Slips Prevention Work Programme
|
53
|
|
e⇩
|
Local Parks and Sports Fields Development Work
Programmes
|
57
|
|
f⇩
|
Local Board Feedback on Community Facilities Regional
Work Programmes
|
69
|
|
g⇩
|
Deferred Local Parks and Sports Field Development
Projects
|
77
|
|
h⇩
|
Work Programme Maps
|
79
|
Ngā kaihaina
Signatories
|
Author
|
Kathryn Martin - Manager Work Programme
|
|
Authorisers
|
Taryn Crewe - General Manager Community Facilities
Claudia Wyss - Director Customer and Community
Services
|
