Agenda of Puketāpapa Local Board - Thursday, 18 August 2022

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

Members are reminded of the need to be vigilant to stand aside from decision making when a conflict arises between their role as a member and any private or other external interest they might have.

4 Confirmation of Minutes

That the Puketāpapa Local Board:

a) confirm the ordinary minutes of its meeting, held on Thursday, 21 July 2022,as true and correct.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

7.1 Petition - Flooding issue along part of May Road, Mt Roskill

Te take mō te pūrongo

Purpose of the report

1. To receive a petition from Hongwei Lin (Linda)

Whakarāpopototanga matua

Executive summary

2. The petition outlines a local community concern on flooding issues in the street of May Road, Mt Roskill from No. 24 to No.48.

Petition Prayer

In the street of May Road, from No.24 to No.48 house, there is often light rain and ponding, and heavy rain will flood the road and house. My house has been flooded twice this year. (March 21 and July 12). My traditional Chinese medicine clinic had to close for more than two months for house maintenance. Although there are insurance companies to settle claims, it has caused great difficulties in our life and work, and the premium has also increased. We hope the government can solve this long-term problem as soon as possible.

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) receive the petition from Hongwei Lin.

Attachments

a Petition - Flooding issue along part of May Road, Mt Roskill...................... 257

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 Puketāpapa Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

8.1 Deputation: Alisha Gray - Three Kings Community Kindergarten

Te take mō te pūrongo

Purpose of the report

1. To enable an opportunity for the Alisha Gray from the Three Kings Community Kindergarten to present.

Whakarāpopototanga matua

Executive summary

2. The Three Kings Community Kindergarten will present on their lease expiring and for the group to ask the local board how they could help.

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) thank Alisha Gray from the Three Kings Community Kindergarten for their attendance and Deputation.

Attachments

a 20220721 Three Kings Kindergarten presentation...................................... 261

8.2 Deputation: Lincoln Jefferson, Warriors Community Foundation

Te take mō te pūrongo

Purpose of the report

1. To enable an opportunity for Lincoln Jefferson (Chief Executive) Warriors Community Foundation to deliver a presentation during the Deputation segment of the meeting.

Whakarāpopototanga matua

Executive summary

2. Lincoln Jefferson will be in attendance to deliver a presentation to give an overview and an awareness of the initiatives of the work the Warriors Community Foundation a fairly new foundation (May 2020) do in the Puketāpapa Local Board area.

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) thank Lincoln Jefferson for his presentation and deputation.

Attachments

a 20220818 Puketāpapa Local Board, Deputation: Lincoln Jefferson, Warriors Community Foundation................................................................. 267

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.”

Puketāpapa Local Board

18 August 2022

Welcoming Communities - Te waharoa ki ngā hapori

File No.: CP2022/10984

Te take mō te pūrongo

Purpose of the report

1. The purpose of this report is to seek approval from the local board to submit an expression of interest to join the Welcoming Communities programme - Te waharoa ki ngā hapori in September 2022.

Whakarāpopototanga matua

Executive summary

2. Immigration New Zealand and Auckland Council have collaborated in a scoping project that will enable the Puketāpapa Local Board and their communities to join the Welcoming Communities – Te waharoa ki ngā hapori programme.

3. The local board may submit an expression of interest to join the programme. If successful, Immigration New Zealand will support the programme in the form of knowledge sharing Welcoming Standards that provide a benchmark for the development of a Welcoming Plan and an accreditation process, celebration of success and seed funding over three years towards the development and implemention of a Welcoming Plan.

4. A Welcoming Plan helps to create more welcoming and inclusive environments to deliver activities that generate economic, social, civic and cultural benefits for newcomers and established communities.

5. Welcoming Communities outcomes aligns strongly with the work programme that the Puketāpapa Local Board is already implementing, including through the delivery of its Local Board Plan, .and through collaborations with community groups and stakeholders.

6. Staff have engaged with regional and local stakeholders though online and face-to-face meetings, as well as written feedback. All the organisations that responded expressed a desire to be involved in the programme and acknowledged its potential benefits to newcomers and communities.

7. Staff have presented the feedback to the local board through a series of workshops.

8. Staff recommend that the local board apply to join the programme and support the Community Innovation team in Connected Communities to manage and submit an expression of interest (EOI) on behalf of the local board in September 2022.

9. It is anticipated that the Puketāpapa Welcoming Plan development will commence early 2023 following successful acceptance of the application.

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) direct staff to complete an expression of interest on behalf of the local board to join the Welcoming Communities programme - Te waharoa ki ngā hapori.

b) delegate to the Chair the approval of the local board's expression of interest by 30 September 2022, for submission to Immigration New Zealand.

Horopaki

Context

10. Immigration New Zealand (INZ) is leading a Welcoming Communities – Te waharoa ki ngā hapori programme (Welcoming Communities) under the auspices of the New Zealand Migrant Settlement and Integration Strategy and the New Zealand Refugee Resettlement Strategy.

11. INZ and Auckland Council have collaborated in a scoping project that will enable five local boards and their communities to join the programme through a manageable pathway. All five local boards have a highly diverse and growing population and indicated interest in Welcoming Communities in previous years.

12. The local boards, through staff may submit an expression of interest in September 2022 to join the programme. If successful, Immigration New Zealand will assist in the first three years of the delivery of the programme, in the form of knowledge sharing, recognition of achievements through an accreditation process and funding support.

13. This will include a $50,000 funding contribution each year for three years to help develop and implement a Welcoming Plan each for participating local boards. A Welcoming Plan helps to plan and monitor activities and initiatives that generate economic, social, civic and cultural benefits for newcomers and local communities, using the Welcoming Communities standard as benchmark (refer to Attachment A: Welcoming Communities – Te waharoa ki ngā hapori, Standard for New Zealand, Dec 2017).

14. There is also provision for a one-off contribution of $9,500 towards activities once a local board becomes an Established Welcoming Community, which is the second stage of the accreditation process once the local board begins implementing the Welcoming Plan.

15. At a workshop on 10 February 2022, the local board received information on the Welcoming Communities Scoping Project and an initial assessment from staff on the alignment of Welcoming Communities with Auckland Council and Puketāpapa Local Board’s strategies, plans and work programmes.

16. The local board confirmed interest in Welcoming Communities and directed staff to move to the next stage of engagement with community stakeholders to seek their feedback on the programme.

17. At a workshop on 9 June 2022, the local board received an update from staff outlining the feedback received from regional and local stakeholders, and progress with mana whenua engagement.

Community stakeholders’ perspectives on Welcoming Communities

18. Staff engaged with mana whenua and regional and local stakeholders through online and face-to-face meetings and also received written feedback. Staff also reviewed key strategic documents such as Kia Ora Tāmaki Makaurau, Te Ara Moana, Libraries Talanoa Strategy, Thriving Communities Ngā Hapori Momoho, Diversity and Inclusion Strategy to collate mana whenua and community input relevant to this topic.

19. The table in Attachment B summarises key points of feedback received on the potential benefits and opportunities of the Welcoming Programme for Tāmaki Makaurau Auckland, including the following:

● ensure alignment with strategies the community has already engaged with

● integrate community engagement on Welcoming Communities matters with other local board engagement as much as possible

● uphold individual iwi identity and culture

● iwi leadership

● local board leadership

● amplify the voice of newcomers

● develop understanding of Te Tiriti o Waitangi and Māori culture amongst newcomers

● acknowledge the leadership and on-going involvement of marae, Pacific and ethnic grassroot organisations and other community organisations in welcoming and/or assisting the successful settlement of newcomers

● create a more equitable and enabling system

● enhance social cohesion, belonging and participation.

20. Feedback from organisations based in the Puketāpapa Local Board area included the following:

● enable equitable access to community spaces

● identify networks for connection and employment

● identify opportunities to engage with less visible groups to connect with each other and services through sports and activities

● provide opportunities to interact with Māori culture and to learn te reo Māori.

Tātaritanga me ngā tohutohu

Analysis and advice

21. Based on the desktop review of existing policies and programmes and feedback from regional and local stakeholders, staff considered the following options:

	Option 1: status quo	Option 2: join Welcoming Communities
Opportunities	Continue to develop the work programme aligned with existing council policies and local board plans. Considerations Opportunity for the local board to adopt the Welcoming Communities standard as a guide/ practice tool to assess and improve activities from the perspective of newcomers and host communities.	Continue to develop the work programme aligned with existing Council and local board plans and policies, with additional Welcoming Communities outcomes, with increased focus on the perspective of newcomers and host communities. Embed Welcoming Communities outcomes in future Local Board plans for teams across council to consider in their programming. Recognition of the local board commitment to the wellbeing of newcomers and pro-active actions to enhance inter-cultural connections. Enhanced collaboration between local and central government as well as regional and grassroot organisations. Enhanced engagement with the local community, including newcomers. Additional resourcing for the planning and implementation of welcoming activities.
Considerations	Missed opportunity to access additional knowledge, expertise and funding resources to develop a consistent approach as Council in creating welcoming spaces.	Staff commitment to develop the Welcoming Plan with communities and the resources required to support embedding the plan. Commitment to staff resourcing and regular reporting processes to MBIE if accreditation is pursued as a next stage. Create a more joined up approach within council services and also community groups to serve new communities.
Financial implications	The Local Board may wish to allocate additional funding within existing LDI for existing or new welcoming activities without participating in the programme.	Expectation will be that the local board work programme will identify activities aligned with Welcoming Plan within existing or additional LDI allocations over time (part of existing initiatives or new activities). Joining the programme will provide three-year funding support towards developing and implementing the plan. Opportunity to create new collaborations, identify anchor partners, leverage local board funding and increase access to resources from Auckland Council for local groups.
Risks	Potential perception of a missed opportunity to focus on matters deemed to have deep impacts on community wellbeing and social cohesion.	Potential for a gap in funding towards implementation of the developed Welcoming Plan if clear outcomes have not been identified and earmarked within LDI. Sustainability and long-term vision of the programme including a whole of council approach need to be considered from the start.

Recommendations

22. Staff consider that the benefits of joining the welcoming communities outweigh the potential costs and risks and recommend that the Puketāpapa Local Board submit an expression of interest to join the Welcoming Communities programme.

23. Should the application be successful, it is anticipated that the programme will commence early 2023. Staff anticipate that programme resources for the first three years of the programme would be targeted to achieve the following:

· Year 1: Mobilisation, planning and piloting new opportunities

o iwi engagement

o community engagement

o drafting of the Welcoming Plan

o design and piloting of key welcoming resources, such as local orientation programmes; learning about Aotearoa New Zealand and local history, Te Tiriti o Waitangi, cultures and traditions, the roles and functions of local board, Auckland Council and CCOs; local community asset maps and directories

o identifying key anchor partners

o mobilisation of funding and other resources for implementation of the Welcoming Plan within and outside of council.

· Year 2 and 3: Implementation of the Welcoming Plan and continuous improvement

o coordination, liaison, capacity and capability building support aligned with Welcoming Community standards for initiatives led by communities, iwi and urban marae

o on-going support for iwi and community engagement and relationship building

o reporting against the Welcoming Communities Standard for accreditation purposes if the local board decide to pursue.

Tauākī whakaaweawe āhuarangi

Climate impact statement

24. The decision of the local board to join Welcoming Communities will not have any impact on greenhouse gas emission.

25. One objective of Welcoming Communities is to strengthen inter-cultural and community connections and build social capital. This in turn will help increase the resilience of communities in the face of potential emergency situations such as those caused by extreme weather events. This aligns with the Auckland Climate Plan’s priority: Te manahau o te iwi me ngā wāhi - Resilience of our people and places.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

26. Welcoming Communities aligns strongly with the Auckland Plan Outcome of Belonging and Participation and will help the planning and implementation of targeted local programmes and activities in the following key Focus Areas:

● Focus Area 1: Create safe opportunities for people to meet, connect, participate in, and enjoy community and civic life. For example, Welcoming Communities can help identify and address barriers that prevent newcomers from participating in community activities and revitalise existing programmes in community facilities.

● Focus Area 2: Provide accessible services and social and cultural infrastructure that are responsive in meeting people's evolving needs. For example, Welcoming Communities will look at whether communications are appropriate and fit for purpose, and whether the design and operation of public spaces is welcoming and inclusive for diverse cultures.

● Focus Area 3: Support and work with communities to develop the resilience to thrive in a changing world. For example, Welcoming Communities will help reflect on how newcomers are supported to develop their leadership and civic engagement, and how easy it is for newcomers and receiving communities to interact, connect and learn about each other.

● Focus Area 4: Value and provide for Te Tiriti o Waitangi/the Treaty of Waitangi as the bicultural foundation for an intercultural Auckland. Mana whenua will have a prominent role in defining the values and principles of the programme. Increasing knowledge of Te Tiriti o Waitangi and Māori values and culture amongst newcomers will be a priority.

● Focus Area 5: Recognise, value and celebrate Aucklanders' differences as a strength. For example, through welcoming events and activities that showcase and celebrate cultural diversity.

27. Welcoming Communities also aligns with the Thriving Communities Strategy 2022-2032 - Ngā Hapori Momoho. It has the potential to improve council engagement with communities and build community capacity and capability to participate, using a collaborative and empowering approach that brings together central government, council, local boards, local residents and community stakeholders. Specifically Welcoming Communities aligns with the outcomes of Whanaungatanga, Manākitanga and Kotahitanga, and Objective 4: Grow community and inter-cultural connection.

28. Staff are engaging with Auckland Council services, mana whenua representatives and community stakeholders to develop a framework for Welcoming Communities in Tāmaki-Makaurau Auckland that will deliver on local priorities identified in Welcoming Plans while building on regional level leadership and strategy and leveraging resources within and outside of Auckland Council, and in particular using the following approach:

· Te Tiriti o Waitangi principles, Kia Ora Tāmaki Makaurau outcomes and mana whenua leadership and values reflected throughout the programme

· alignment with and strengthening of initiatives already underway under Ara Moana (Pasifika Strategy) focus areas, Libraries Talanoa strategy, Thriving Communities and the Diversity and Inclusion strategy

· collaboration with community providers and funders at the regional level to support collective approaches, system improvements and learnings that empower grassroot organisations and enhance delivery of activities at the local board level.

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

Local impacts and local board views

29. This report follows a series of workshops where staff introduced Welcoming Communities, sought feedback from the local board on engagement with local stakeholders, and reported on the feedback and insights collated following engagement with regional and local stakeholders, central government organisations and mana whenua.

30. Welcoming communities aligns strongly with the Local Board Plan, in particular Outcome one: “Inclusive communities that are healthy, connected and thriving and Outcome 2: “Our people speak up and help shape our future, as well as with the Healthy Puketāpapa Action Plan”.

31. There are already several activities within the local board’s work programme which align strongly with Welcoming Communities outcomes. These include for example:

· activities in libraries and community centres

· youth leadership and skills development programmes

· events such as Matariki, CultureFest or Neighbours Day which foster inter-cultural connections

· parks improvements and activations to increase access by diverse communities

· the migrant community conservation volunteering programme

· on-going collaborations with Kāinga Ora to welcome new residents to new housing areas and build connections with existing communities

32. Welcoming Communities will help enhance local board engagement with new residents in several ways:

● provide more resources to better coordinate and integrate engagement with newcomers with the Local Board Plan and other engagement processes

● enhance existing relationships and local board initiatives and as well as identify gaps and potential improvements to work programmes

● increase visibility and facilitate access to resources and information for grassroot organisations involved in welcoming activities, for example to amplify:

○ activities led by mana whenua, urban marae and Māori-led organisations

○ grassroot ethnic people and Pacific people-led engagement, leadership, and activities

○ neighbourhood level engagement, leadership, and activities, particularly in areas undergoing significant change.

● grow capability and learning opportunities for continuous improvements across all stakeholders.

33. For the Puketāpapa Local Board area, staff suggest, based on our initial assessment and community and local board feedback, that the Welcoming Communities programme may initially focus on:

● identifying existing Pacific and ethnic groups and networks to work alongside in mapping the eco-system of the Puketāpapa Local Board

● creating an orientation programme for newcomers to the area including information such as key services, community groups, activities, and the role of the local board

● engaging with under-represented communities and enabling equitable access to resources

● supporting the development of a local community directory.

Tauākī whakaaweawe Māori

Māori impact statement

34. Welcoming Communities, as a national programme, identifies that Māori – represented by tangata whenua, mana whenua, iwi and hapū and/ or other hapori Māori – have a prominent role in Welcoming Plan activities.

35. Welcoming Communities acknowledges the important role of tangata whenua as respected leaders and key collaborators in the development and delivery of Welcoming Communities activities in Aotearoa New Zealand. Two key Māori cultural values underpin the programme. They are Whanaungatanga, the importance of relationships, and Manaakitanga, the value of extending hospitality and caring for other people

36. An outcome of the Welcoming Communities programme is that local government, tangata whenua and other community leaders work together to create, advocate for and continue to foster a welcoming and inclusive community. They lead a shared plan to increase connections between newcomers and local communities.

37. The Māori Outcomes Performance Measurement Framework - Kia Ora Tāmaki Makaurau will be utilised by staff to ensure that the approach will be relevant to the expectations and aspirations of Māori and that Council meets its obligation under the Treaty of Waitangi. Welcoming Communities has potential to influence outcomes in areas of te reo Māori development (Kia ora te Reo), Māori identity and culture (Kia ora te Ahurea) and marae development (Kia ora te Marae).

38. Staff are in the process of seeking input from mana whenua into the strategic and delivery framework for the programme if it is rolled out in Tāmaki Makaurau. So far, staff have progressed discussions with Te Kawerau a Maki, and through the Parks and Recreation Mana Whenua Forum (South/East/Central): Ngāti Whanaunga , Ngāti Maru and Ngāti Paoa. The following feedback has been received:

● Ngāti Whanaunga and Te Kawerau a Maki expressed an interest in being involved in shaping the programme at a regional and local level

● Te Kawerau a Maki suggested that the programme consider the engagement of tamariki and rangatahi in welcoming activities and rangatahi representation in any steering/advisory group

● Ngāti Whanaunga noted that initiatives such as Te Ara Kotui exist to support iwi engagement with the Southern local boards

● Ngāti Maru suggested that feedback on the strategic framework for the programme be elevated to the Mana Whenua Kaitiaki Forum

● Ngāti Paoa questioned whether the programme would benefit mana whenua and expressed concern that it may dilute the expression of individual iwi’s culture and identity

● Iwi expressed interest in finding out more about how the programme engaged with iwi in other councils and questioned if this programme enabled authentic engagement by individual iwi and aligned with the Crown’s obligations under Te Tiriti o Waitangi.

39. Mana whenua engagement is on-going. These early discussions have highlighted the need for the programme to enable genuine engagement with individual iwi and support for individual iwi’s expression of culture and identity through welcoming activities. Staff are considering options for the process and resourcing of an enhanced iwi engagement.

40. The feedback received through this project also highlights that Welcoming Communities offers a unique opportunity to create a consistent approach across local boards to increase knowledge and understanding to New Zealand history, Te Tiriti o Waitangi and Māori culture amongst newcomers.

Ngā ritenga ā-pūtea

Financial implications

41. Once the local boards are selected to join Welcoming Communities, the Ministry for Business, Industry and Employment will contribute $50,000 per annum per expression of interest for three years towards the development and implementation of a Welcoming Plan.

42. Within the 2022-2023 financial year, there is no expectation that the local board will allocate funding to new activities as the focus for the programme will be on community engagement, mobilisation and planning of activities.

43. Once a Welcoming Plan is finalised, i.e., from mid-2023-24, and in 2025, the local board may choose to invest in new activities or change activities in their work programme, within their LDI Opex budget. The programme will assist communities to also mobilise funding support from alternative funding sources such as Foundation North, Ministry for Ethnic Communities, Ministry for Pacific People or Department of Internal Affairs, and are currently engaging with these organisations on potential collaborations.

44. Any additional resourcing sought for new activities will be presented to the local board following usual work programming processes from the 2023-2024 financial year and beyond.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

45. This report has described potential risks arising from a decision of the local board to join Welcoming Communities. Should the local board application be successful, staff will engage with the local board to ensure that these risks are appropriately mitigated.

46. There is a risk that the local board’s application to join the programme is declined. Staff are working closely with Immigration New Zealand staff to ensure the approach and the information provided meet common expectations and that this risk is minimised.

Ngā koringa ā-muri

Next steps

47. Staff will draft an expression of interest and seek the Chair’s endorsement by the end September 2022.

48. If the local board is successful in their application, staff will provide an update towards the end of December 2022 and present a proposed work plan for delivery at a future workshop.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Welcoming Communities - Te waharoa ki ngā hapori	19
b ⇩	Welcoming Communities Insights	47

Ngā kaihaina

Signatories

Author

Claire Liousse – Empowered Communities Specialist, Community Impact

Authorisers

Mirla Edmundson – General Manager, Connected Communities

Nina Siers - Local Area Manager

Puketāpapa Local Board

18 August 2022

Wairaki Catchment Strategy

File No.: CP2022/11394

Te take mō te pūrongo

Purpose of the report

1. To adopt the Wairaki Catchment Strategy 2022 (Attachment A).

Whakarāpopototanga matua

Executive summary

2. The Wairaki Stream Catchment is found in the southwest of the Puketāpapa Local Board area, crossing a network of parks and open spaces before feeding into the Manukau Harbour at Lynfield Cove.

3. The Puketāpapa Local Board funded the development of a strategic plan for this catchment in 2019/20, working in partnership with mana whenua and community (PKTPP/2019/105). The project was subsequently delayed and was instead completed in financial year 2021/22.

4. The purpose of this project was to produce a holistic strategy for the catchment, setting a long-term vision for its future management, and to direct outcomes and actions that can be undertaken across several different departments and stakeholders.

5. The Wairaki Catchment Strategy (Attachment A) was developed over a series of hui and local board workshops in 2021/22. The document outlines an overall vision for management of the catchment, with principles, outcomes and specific actions identified to help meet this goal.

6. As a key partnership project for the local board, the strategy was informed through numerous hui with mana whenua, the Friends of Wairaki, and across council departments. Te Ao Māori principles have been threaded through the entire document with the support of mana whenua partners.

7. The strategy directly responds to key outcomes in the 2020 Puketāpapa Local Board Plan and builds on previous strategic work including provision assessments, connection plans and previous catchment management efforts. Feedback from the Puketāpapa Local Board has been incorporated into the document.

8. Auckland Council staff will work to identify avenues for funding of identified actions as part of future work programmes discussions and through exploration of other funding streams which may be applicable. Staff will monitor the success of the strategy over time.

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) adopt the Wairaki Catchment Strategy 2022 (Attachment A) to agree a vision and action plan for the future management of the Wairaki Stream and its environments.

Horopaki

Context

9. The Wairaki Stream Catchment is made up of a largely unmodified coastal stream on the northern coastline of the Manukau Harbour, within the southwest of the Puketāpapa Local Board area. The streams headwaters are located behind the Lynfield Town Centre on Hillsborough Road flowing to an outfall at Lynfield Cove.

10. The stream runs through a network of open spaces made up of regenerating forest habitat, including mature remnant broadleaf and emergent vegetation. This network forms a part of a significant ecological area spanning the Waikowhai Coastline along the Manukau Harbour, providing an important linkage to the Waitākere Ranges. The volunteer group Friends of Wairaki are active in the catchment, working with council to restore the natural environment.

11. The level of imperviousness in the catchment is less than average for streams within the Auckland Isthmus. In more recent years the stream has been noted to be of very poor water quality. Investigations are ongoing as to what may be causing this decline.

12. The area has a rich history beginning with Māori occupation over 800 years ago and including significant housing development in the early 1900’s. Today several parks including Wairaki Ki Uta / Lynfield Reserve, Wairaki Ki Tai / Wairaki Stream Reserve, and Lynfield Cove Reserve provide recreational assets for the community.

13. Despite its relatively intact status as a natural coastal stream system, there are still many areas where management or development within the catchment could be improved or enhanced, leading to better environmental, community and recreational outcomes. There are also numerous stakeholders active in the catchment, including different council departments and community groups.

14. The Wairaki Catchment Strategy is intended to guide the restoration of the riparian open spaces and stream and wetland environments in the catchment by setting a holistic vision for the catchment to guide future management decisions.

15. The document will also broadcast specific outcomes and actions for delivery in the next decade to a range of Auckland Council departments, Council Controlled Organisations (CCOs), and other stakeholders.

16. The development of a holistic strategy for the catchment will lead to numerous benefits for the natural environment and health of the stream itself, as well as foster increased community connection with the catchment and sense of place for residents of Lynfield.

17. The Puketāpapa Local Board embarked on a process to build this strategic plan in 2019/20, working in partnership with mana whenua and community. Delays to the project because of COVID 19 and mana whenua engagement challenges resulted in this project being deferred, with the bulk of the work instead completed in financial year 2021/22.

18. As a key partnership project for the local board, input from local mana whenua Te Ākitai Waiohua, Ngāti Tamaoho and Ngāti Whatua o Ōrakei was vital to the development of this strategy. The strategy intends to align with the Te Ao Māori world view, focusing on the health of the environment and its people, and balancing mātauranga Māori and environmentally sustainable practises with more reductive protocols for scientific method and engineering practises.

19. In addition, the project involved partnership between Auckland Council Community Parks and Healthy Waters departments to ensure that both green and blue infrastructure were considered concurrently to ensure a holistic strategy.

Tātaritanga me ngā tohutohu

Analysis and advice

20. The Wairaki Catchment Strategy was developed over a series of hui and local board workshops in 2021/22, and is based on a set of principles, outcomes and actions held under an overarching high-level vision for the catchment.

21. The assessment also considered other strategic documents already prepared by Auckland Council, including provision and planning work previously completed for the local board by the Community Parks team as well as regional strategic documents. The previously adopted Te Auaunga Oakley Creek Vision and Restoration Plan 2016 was used as a guiding template for the project.

22. The agreed vision for the catchment is outlined on page 21 of the document is as follows:

· “Working together to restore the health and wellbeing of the Wairaki stream catchment and its communities”.

23. The Wairaki Catchment Principles, agreed by both mana whenua and the local board help to set the overall priorities in future management of the awa to achieve that vision. These are presented on page 22 of the document and summarised below:

· Protect and restore the ecological systems and values of the catchment for the wellbeing of all living things.

· Improve the water quality of the receiving environments to enhance habitat.

· Incorporate Te Ao Māori perspectives across actions and priorities in the catchment.

· Inspire the local community into restoration activities through the guidance and support of mana whenua and Auckland Council.

· Raise the awareness of stream environments through storytelling and enhanced access.

· Provide high quality open spaces to encourage community interaction with the Wairaki Stream environment.

24. These principles can be applied across the wider network of the catchment, including within both private and public development sites or properties, and on Ministry of Education or Department of Conservation land holdings.

25. The document also presents a range of actions to achieve these high-level principles and the holistic vision for the catchment. Outcomes and actions were informed by relevant experts and stakeholders in response to detailed catchment assessment and analysis, providing specific measurable actions to lead towards this end goal.

26. The implementation plan presented in Section 8 of the document summarises these key actions, including prioritising each action and outlining responsibility and possible timeframe for each action.

27. As a strategic document, this information forms a starting point for discussions with the local board, mana whenua, key stakeholders and wider community to guide improvements to these key open spaces. Further investigation, consultation and design will be required as each action is progressed.

28. Funding constraints currently faced by Auckland Council in the wake of the Covid-19 pandemic limits short term opportunities for investment and means that any actions which are progressed must provide the greatest benefit to the environment, the community, and the parks network. This will be weighed up when determining which actions to progress in the short term.

29. The document is not a statutory plan. It is intended as a living and evolving document, open to change as more initiatives are implemented in the awa, and throughout the catchment. It is intended that this type of plan could also be replicated across other catchments, utilizing the same key principles, but altering the overall vision and objectives / actions to be relevant to the context of each stream and park environment.

30. Staff recommend that the local board adopts the Wairaki Catchment Strategy 2022 to inform future development and investigations within the catchment and help guide decision-making and advocacy for all open space within the catchment over the next decade and beyond.

Tauākī whakaaweawe āhuarangi

Climate impact statement

31. Any formal development of park infrastructure will contribute to climate change through carbon emissions, particularly during construction and renewal phases, and to a lesser extent through ongoing maintenance. This needs to be carefully considered when creating new assets or progressing large scale development projects such as pipe naturalisation.

32. The Wairaki Catchment Plan sets a clear vision which enables strategic investment into the catchment, identifying opportunities which would provide greatest value to local communities and the wider network. This ensures investment is targeted appropriately and therefore minimises impact on the climate and environment.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

33. This strategy was produced by the Community Parks team working in collaboration with Healthy Waters. The plan outlines actions for delivery both the short and long term. Projects are likely to involve a range of council departments including Parks, Sport and Recreation (PSR), Healthy Waters, and Community Facilities, as well as other stakeholders such as Auckland Transport (AT), the Friends of Wairaki, Watercare and private developers.

34. This assessment will assist Community Facilities and Healthy Waters to plan future operational and capital work programmes, to improve the catchment through investigation, capital works and renewals projects in the future.

35. The restoration of the Wairaki Catchment also delivers on the Auckland Plan’s desires of thriving ecosystems, no native species loss, clean harbours and waterways, sustainable land management and low impact stormwater management.

36. This work is likely to lead into further planning, including identifying opportunities for implementation of other adopted environmental plans and strategies, such as the growing phase of the Puketāpapa Urban Ngahere Strategy.

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

Local impacts and local board views

37. This project aligns directly to several outcomes found within the Puketāpapa Local Board Plan 2020;

Outcome 1: Inclusive communities that are healthy, connected and thriving; Improved community understanding of te ao Māori.

Outcome 3: Our environment is protected and enhanced for present and future generations; Improve the mauri of awa and the Manukau Harbour & We all take care of waterways parks and public spaces.

Outcome 4: Well-planned neighbourhoods and vibrant public spaces; A well-used network of facilities and public spaces that are inviting, safe, and promote wellbeing.

38. The PSR 19/20 Work Programme was approved by the Puketāpapa Local Board in July 2019 (PKTPP/2019/105). The Wairaki Catchment Strategy was included in this programme. Funding was deferred to the following financial year following disruptions due to Covid-19 and mana whenua engagement delays (PKTPP/2020/110), and again in 2021 (PKTPP/2021/102) to enable the project to be concluded.

39. Workshops were held with the local board to discuss this project in August 2019 to confirm the project scope, in July and September 2020 to inform the board of project delays, in November 2020 to restart the project, in March and July 2021 to seek feedback on the draft document, and again in May 2022 to seek feedback on the final document. In addition to these workshops, representatives from the local board were involved in a joint hui with mana whenua in March 2022.

40. The local board reiterated their desire through this process that the strategy was developed in partnership with mana whenua and the Friends of Wairaki, and that it responded to the needs and aspirations of these groups in addition to the strategic needs identified by council departments. In response to this, the project was delayed several times to enable mana whenua engagement issues to be resolved before project initiation.

41. Strategic investment into the actions identified within this plan will help to enhance the existing environmental qualities of the catchment, grow the capabilities of the community and mana whenua in this space, and build upon the existing parks network to achieve the vision for the catchment and deliver exceptional value to our communities.

Tauākī whakaaweawe Māori

Māori impact statement

42. The Manukau Harbour and Waikowhai Coast have been continually occupied by mana whenua for over 800 years, and this relationship continues to this day. Settlement patterns were fluid, following a pattern of seasonality and resource use, with people periodically returning to various established kāinga, camps and several more significant pā sites. The Wairaki Catchment forms one part of this complex cultural landscape.

43. The Wairaki Catchment Strategy was developed in partnership with mana whenua, specifically Te Ākitai Waiohua, Ngāti Tamaoho and Ngāti Whatua o Ōrakei. Mana whenua met with staff and the local board over three hui during the development of the plan, providing advice and suggestions to shape the final agreed document.

44. In particular, mana whenua helped to shape the set of key principles for future management of the awa. Consistent feedback reinforced the importance of restoring the mauri of the whenua and awa as a first step, which would in turn lead to improved outcomes for the wellbeing of the community.

45. Ongoing and meaningful engagement with mana whenua will be enabled as opportunities from the plan are progressed into feasibility, investigation and design. Iwi will have the opportunity to express interest in projects at an early stage and indicate how they would like to be involved.

46. The strategy references the importance of Mana Whenua as kaitiaki (guardians) of the awa, and reflects Auckland Council’s desire to deliver the vision of the world’s most liveable city, including a Māori identity that is Auckland’s point of difference in the world.

Ngā ritenga ā-pūtea

Financial implications

47. Ongoing funding will be required over the next decade in order to achieve all actions identified within the strategy.

48. Locally Delivered Initiatives (LDI) investment will be required to initiate further exploration of opportunities identified within the assessment. Community Parks, Community Facilities and Healthy Waters will work to identify possible avenues for funding as part of future Customer and Community Services and Infrastructure and Environmental Services work programme discussions.

49. Healthy Waters staff will also seek funding through other funding streams available to them.

50. Advocacy opportunities, such as working with developers or private landowners to deliver outcomes from the plan will be explored.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

51. Delivery of the actions within this strategy over the next three years will require strong support from a range of Auckland Council departments, Council Controlled Organisations (CCOs), mana whenua, residential developers and other stakeholders.

52. The investigation and design phase of project delivery may identify issues that require the feasibility of each opportunity to be reassessed. Should actions not be able to progress, staff will assess the impact to the overall strategy at that time.

53. Other stakeholders, including residential developers or landowners are under no obligation to consider the strategy. There is a risk therefore that the strategy may be overlooked in those decisions which do not require local board approval or input.

Ngā koringa ā-muri

Next steps

54. Should the strategy be adopted, the final document will be shared with relevant stakeholders, including relevant council departments, CCO’s, mana whenua and external stakeholders.

55. Staff will work with the local board comms team to produce a media release to celebrate the adoption of the strategy document and highlight the work already ongoing to restore and celebrate the awa.

56. Auckland Council staff will work to identify possible avenues for funding as part of future work programmes discussions and through exploration of other funding streams which may be applicable.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Wairaki Catchment Strategy 2022 (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Thomas Dixon - Parks & Places Specialist

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Nina Siers - Local Area Manager

Puketāpapa Local Board

18 August 2022

Storytelling in Parks - Puketāpapa

File No.: CP2022/11396

Te take mō te pūrongo

Purpose of the report

1. To adopt the Puketāpapa Parks Storytelling document (Attachment A) and endorse the narratives provided.

Whakarāpopototanga matua

Executive summary

2. Storytelling in parks is a powerful tool for engagement. Stories presented on parks can tell an interesting narrative about a place, transport people to another point in time, help to grow people’s knowledge or understanding, and provide a sense of place for communities.

3. In financial year 2020/21 the Puketāpapa Local Board funded a project to investigate opportunities for storytelling within parks across their local board area (PKTPP/2020/110). This project was subsequently extended into financial year 21/22 following COVID-19 related delays (PKTTP/2021/102).

4. Staff undertook a thorough assessment of current storytelling provision across local parks in Puketāpapa, establishing what types of stories we could be telling and outlining an approach for the future delivery of storytelling in the Puketāpapa Local Board area.

5. Working with a local historian five narratives related to specific parks or places in the Puketāpapa Local Board area were produced, focusing on their rich history. Dozens of additional small narratives were identified as part of this work. Possible implementation approaches for identified narratives are also explored within the document.

6. This project helps to ensure that more Aucklanders engage in and value their heritage, and that narratives are retained and looked after for future generations. This will also help to prioritise future investment from the board in this space.

7. All funding requirements to deliver these narratives within each park will be discussed with the local board as part of their future Customer and Community Services work programme approval processes.

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) adopt the Storytelling in Parks document (Attachment A) and endorse the narratives provided.

Horopaki

Context

8. Parks are filled with stories about community, ecology, culture and history. Telling these stories in a variety of ways provides depth to the visitor experience.

9. Parks and open spaces provide numerous opportunities to tell interesting stories, often related to the whenua or land where the narrative is being told. These can be inspirational, educational, informative or thought provoking, and help to tie people back to place. They will often reference the history of a place or speak to the ongoing importance of this land to certain people or cultures.

10. Stories on Local Parks are often delivered in the form of interpretive signage boards, or through brochures or website content. They can also be reflected in the design of a park, or of specific assets within. It is recognised that there are numerous other ways to tell a story on a park, both physically and digitally.

11. The Puketāpapa Local Board area has a very rich history, going back hundreds of years with significant Māori occupation and food gathering sites and other sites of cultural significance, continuing through European colonisation with the development of industries like farming and market gardening, and development of some of the first state housing suburbs.

12. The area is no less interesting today, being one of the most ethnically diverse local boards in Auckland, home to various town centres and suburbs with their own distinct personality such as Wesley, Lynfield, Waikowhai and Three Kings. Environmental restoration is ongoing to restore the important Te Auaunga stream and its tributaries, and along the Waikowhai Coast of the Manukau Harbour. Significant forecast population growth and housing intensification provide opportunities to unearth and celebrate stories of the areas past and future.

13. In financial year 2020/21 the Puketāpapa Local Board funded a project to investigate opportunities for storytelling within parks across their local board area (PKTPP/2020/110). This project was subsequently extended into financial year 21/22 following COVID-19 related delays (PKTPP/2021/102).

14. The purpose of this project was two-fold:

· To establish what types of stories we could tell across open space in the Puketāpapa Local Board area, and where they might hold relevance.

· To identify narratives that are not already being told within the Puketāpapa and suggest a possible approach to bring these stories to life.

Tātaritanga me ngā tohutohu

Analysis and advice

15. There are several narratives related to place hosted within the parks network, with interpretive signs installed at parks such as Wattle Bay Reserve, Monte Cecilia Park, and along the Three Kings Heritage Trail. These existing assets generally tell historical narratives with a largely post-colonisation focus.

16. Staff worked to identify common themes to narrow the focus on the types of stories we might wish to tell within parks in the future. Stories which could be told on parks can generally be grouped into four key themes:

· Cultural - Stories focused on the rich Māori cultural context of the area, including relationships between Māori and the whenua, understanding of Te Ao Māori world view, as well as cultural beliefs and practices.

· Historical - Stories focused on the history of the area. This includes narratives related to early inhabitation, pa sites, prominent place names and people, as well as more recent tales of European settlement, heritage buildings, prominent people & businesses, and early land use / industry in the area.

· Environmental – Stories focused on the environment of the area. This includes narratives related to the past, present and future health of the environment, and the importance that awa (rivers), maunga (mountains) and harbour (moana) have to this place.

· Community – Stories focused on the diverse and changing communities of the area, including early resettlement, immigration and associated struggles, and the celebration and pride of the rich communities that have been built.

17. In total, five new narratives related to specific parks were developed as part of this project.

18. A local architect/historian was engaged to undertake research to unearth stories that might be appropriate to explore further within parks and places in the Puketāpapa Local Board area. This research was centered around analysis into printed media (including local, regional and national newspapers), books, and digital content.

19. Puketāpapa was found to have a rich tapestry of narratives related to place. These include larger stories related to the history of the area, often already documented in books, and captured in existing parks interpretive signage, as well as smaller distinct stories which speak to an interesting local narrative, person or event.

20. The combination of these two can provide insight into life in Puketāpapa at that moment in time. When viewed as a whole, this forms a changing narrative in line with the changing context of the place. This sort of chronological storytelling has been identified as a key opportunity for further exploration.

21. Following this exploration, stories were then compiled to form long-form opportunities related to specific parks and places. An additional outcome of the research was to compile and preserve pieces of the tapestry of stories, for later implementation in some form.

22. After some consideration, five parks and places across Puketāpapa were selected for further exploration of long-form narratives. These were:

· Three Kings Quarry Parks

· Mt Roskill Shops, Dominion Rd/Mt Albert Rd & Victory Estate

· Te Auaunga, Wesley Community Market & The Lovelock Track

· Lynfield Estate (Lynfield Reserve)

· Three Kings Plaza

23. Should funding be made available, these identified narratives could be refined further to produce specific interpretive signage panels which can be installed in appropriate locations within the parks or places identified.

24. Each project should consider the form of implementation most appropriate to tell that narrative. Some stories may be best told utilising video or audio with a QR code link, which could be hosted on individual parks pages on the Auckland Council website.

25. One possible future implementation is the construction of a website resource which centres on an interactive map of the Puketāpapa area, covering pre-Māori (archaeological) history all the way through Māori and early European history to more recent times and the modern day. This would be an aspirational and expensive piece of work for future consideration.

26. Additional information regarding costs and deliverables as part of a project of this scale will be required, working closely with the Auckland Council website development team.

Tauākī whakaaweawe āhuarangi

Climate impact statement

27. Any formal development of parks infrastructure will contribute to climate change through carbon emissions, particularly during construction and renewal phases, and to a lesser extent through ongoing maintenance. This needs to be carefully considered when creating new parks assets, including interpretive signage to be installed on site.

28. This assessment has identified narratives of particular importance that are not currently explored within the landscape. This strategic approach to identifying opportunities has ensured that if installed they would provide greatest value to local communities and the wider network. This ensures investment is targeted appropriately and therefore minimises impact on the climate and environment.

29. Making the most of digital opportunities using existing council website recourses will also help to reduce our climate footprint in the future.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

30. This assessment will assist both Community Facilities and Parks, Sport and Recreation (PSR) to plan future operational and capital work programmes to improve the network of storytelling on parks in the Puketāpapa area.

31. It is intended that this document forms the basis for ongoing research and identification of additional narratives, working closely with mana whenua and the Puketāpapa community. The local board may fund additional projects related to parks storytelling in the future.

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

Local impacts and local board views

32. This project aligns directly to two outcomes in the Puketāpapa Local Board Plan;

Outcome 1: Inclusive communities that are healthy, connected and thriving; Communities with a sense of belonging and identity, and pride in our diversity.

Outcome 4: Well-planned neighbourhoods and vibrant public spaces; Work with mana whenua to tell stories of Māori cultural heritage throughout our parks and open space network.

33. The PSR 20/21 Work Programme was approved by the Puketāpapa Local Board in July 2021 (PKTPP/2020/110), including the Storytelling in Parks project. This project was subsequently extended into financial year 21/22 following COVID-19 related delays (PKTPP/2021/102).

34. Workshops were held with the local board to discuss this project in September 2020 to confirm the project scope, in February 2021 to seek feedback on the initial research results, and again in June 2021 and December 2021 to present the draft document to the local board and seek feedback. The board were supportive of the approach taken, and to accept the narratives received. A final workshop was held with the local board in June 2022 to update the local board on the project prior to formal adoption of the document.

35. The local board expressed desire to engage with mana whenua to provide additional narratives. Due to constraints related to mana whenua engagement in the central isthmus of Auckland in 2020/2021, this was unable to be progressed over the course of the project. However, staff recommend undertaking this as a separate project in future years to build on the network of narratives received.

36. The document sets out strategic direction for the future implementation of storytelling on parks, helping to guide local board investment in this area in the future.

Tauākī whakaaweawe Māori

Māori impact statement

37. The project was presented to mana whenua in 2020 at the South-Central PSR mana whenua forum immediately prior to the COVID-19 pandemic beginning. Several mana whenua iwi expressed an interest in being involved in the project at this time.

38. When work began on the project again in late 2020, constraints related to mana whenua engagement in the central isthmus of Auckland meant staff were unable to adequately engage with mana whenua to seek their input into the project.

39. Staff recommend undertaking this as a separate project in future years to build on the network of narratives received and ensure that mana whenua stories are appropriately represented across the whenua.

40. Additional engagement with mana whenua will be enabled as opportunities from the plan are progressed into investigation and design.

Ngā ritenga ā-pūtea

Financial implications

41. All funding requirements to deliver narratives within each park will be discussed with the local board as part of their future Customer and Community Services work programme approval processes.

42. Several projects have already received funding as part of the future work programme, including narratives related to the Te Auaunga Tohu. Staff will work with developers active within the local board area, including Kainga Ora, to fund implementation as part of their reserve development works.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

43. The investigation and design phase of project delivery may identify issues that require the feasibility of each opportunity to be reassessed.

Ngā koringa ā-muri

Next steps

44. Auckland Council staff will work with the Puketāpapa Local Board to deliver identified narratives through existing or additional work programme items identified in the Customer and Community Services work programme.

45. The local board may fund additional projects related to parks storytelling in the future to identify further narratives, or to progress the more bespoke digital implementation project outlined within the document.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Puketāpapa Parks Storytelling	63

Ngā kaihaina

Signatories

Author

Thomas Dixon - Parks & Places Specialist

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Nina Siers - Local Area Manager

Puketāpapa Local Board

18 August 2022

Molley Green Reserve Concept Plan

File No.: CP2022/11398

Te take mō te pūrongo

Purpose of the report

1. To seek adoption of the updated concept plan for Molley Green Reserve to inform future development as part of the Kāinga Ora led redevelopment of Waikōwhai.

Whakarāpopototanga matua

Executive summary

2. Kāinga Ora, Auckland Council Community Parks, Community Facilities and Healthy Waters staff, and mana whenua worked in partnership to produce an updated concept plan for the future development of Molley Green Reserve, with support from the community.

3. Proposed development within the reserve balances stormwater and recreation outcomes to enable housing intensification across the suburb of Waikōwhai and provide high quality parks outcomes for residents and park users.

4. The proposed concept plan was discussed with the local board at several workshops across 2021 and 2022. The local board provided positive feedback and supported the proposed concept plan in principle.

5. The plan will be delivered as part of stage two of the Kāinga Ora led redevelopment of the Waikōwhai neighbourhood. Stormwater focused actions will be delivered by Kāinga Ora and Piritahi, funded in partnership with Auckland Council’s Healthy Waters department.

6. Following local board adoption of the concept plan, Kāinga Ora will apply various funding sources to enable concurrent delivery of remaining actions from the plan, including wider landscaping, community and recreation assets.

7. It is recommended that an Infrastructure Funding agreement is entered into between the council and Kāinga Ora to record what is being delivered and handed over to the council. This agreement will clarify responsibilities, timeframes and discuss maintenance obligations.

8. The Parks Planning team and Community Facilities department will continue to work with the developer through detailed design and delivery as per existing processes for third-party development of parks. The local board will be kept informed as this process progresses.

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) adopt the concept plan (Attachment A) and subsequent development within Molley Green Reserve and approve that the assets be taken on by the council upon practical completion and conclusion of any agreed maintenance periods.

b) support Auckland Council entering into an infrastructure funding agreement for the open space development with Kāinga Ora.

c) delegate to the General Manager, Parks and Community Facilities authority to negotiate the infrastructure funding agreement on terms acceptable to the council’s Infrastructure Funding team, including maintenance periods.

d) delegate to the General Manager, Parks and Community Facilities authority to assess and approve engineering detail for the open space development.

Horopaki

Context

9. Molley Green Reserve is an existing neighbourhood park forming the heart of the Waikōwhai neighbourhood. It currently provides community infrastructure including a playspace, basketball courts, kick about areas and community garden, as well as flood detention. The park is also the first place that Te Auaunga Oakley Creek occurs above ground, giving it particular importance within this culturally, socially and environmentally important catchment.

10. Enhancement of Molley Green Reserve was identified as an important action to support the proposed increase in population density within the neighbourhood as part of the suburban regeneration of Kāinga Ora properties.

11. The Molley Green Concept Plan was funded by Kāinga Ora as part of their redevelopment of the Waikōwhai neighbourhood, developed in partnership with Auckland Council Community Parks, Community Facilities and Healthy Waters staff, and four mana whenua iwi groups, and with feedback from the community and local board.

Tātaritanga me ngā tohutohu

Analysis and advice

12. The Molley Green Concept Plan was produced by landscape architects from Isthmus Design during FY 2021/22. Over this time, a project team consisting of key staff from both the Auckland Council, Kāinga Ora, Auckland Transport and mana whenua representatives met frequently to shape development of the plan.

13. The plan includes the current extent of Molley Green Reserve, as well as a proposed extension to the park of a new drainage reserve (referred to within the plan as Albrecht Basin), and parts of the Molley Green Place road corridor (see attachment A, pg.7).

14. Public consultation was also undertaken online as part of the concept plans development, making the most of existing Kāinga Ora connections into the community. Due to COVID-19, in-person consultation was not undertaken, though insights from the 2021 Molley Green Day were used to inform the plan. There was significant support for the outcomes and actions identified within the plan.

15. The vision produced to guide the concept plan was to “celebrate Te Auaunga and Waikōwhai through the heart of Molley Green Reserve and provide recreational and educational features for the local community to enjoy”.

16. The concept plan proposes upgrades to the reserve that serve a purpose of both stormwater management and improved recreation, environmental and community outcomes (see attachment A, pg. 14-15). Key outcomes within the plan include:

· Restoring the Mauri of Te Auaunga and celebrating it at the place where it first emerges.

· Increasing flood detention capacity within the reserve.

· Creating a strong sense of place/identify within the reserve and within Waikōwhai.

· Educating the community about the cultural / natural landscape and history of the area.

· Increasing biodiversity and maximising urban ngahere coverage within the reserve.

· Increasing areas for the community to gather, socialise, and share and grow kai.

· Improving existing playground and basketball areas to enable recreation and play.

· Creating a main path to connect the reserve to Keith Hay Park to the north and Waikōwhai Park to the south.

17. Balancing these outcomes ensures that the park can better manage increased stormwater requirements associated with increased housing intensification, while also protecting and enhances the environment and unique taonga that is Te Auaunga and providing improved recreational assets and experiences for park users.

18. To achieve these outcomes, 17 specific actions are proposed (see attachment A, pg. 16).

19. Actions from within the plan align with strategic direction from previously endorsed parks plans, including the Public Toilet Provision Assessment and Play Network Assessment.

20. The proposal has been assessed from a maintenance, safety, accessibility and design perspective by Auckland Council staff across Parks, Sport and Recreation and Community Facilities. Auckland Council officer feedback related to ensuring there was a service need for all spaces and assets, and that assets were appropriately located.

21. All assets could restrict the future development of the reserve and could add to additional renewal and maintenance costs. However, council staff are supportive of all actions outlined within the plan and have assessed that the proposal will provide appropriate levels of service to the community without creating undue restriction of future development of the reserve.

22. Details included on the plans relating to locations of specific assets such as furniture or signage are indicative, for the purpose of the local board to adopt the intention rather than the location/design. These details will be finalised at detail stage by the Parks Planning team.

23. Approval from the local board is now sought to accept the development of this open space, and eventual vesting of this new infrastructure as Auckland Council assets.

Tauākī whakaaweawe āhuarangi

Climate impact statement

24. In June 2019, Auckland Council declared a climate emergency and a commitment to the community to look at ways on how we can consider climate implications in everything that we do.

25. Any formal development of parks infrastructure will contribute to climate change through carbon emissions, particularly during construction and renewal phases, and through ongoing maintenance. This needs to be carefully considered when creating new parks assets.

26. It is anticipated that proposed planting and trees will over time absorb and store a portion of the carbon dioxide emissions created by human activities in relation to construction and travel to and from the reserve. The design also incorporates natural products such as timber seating and nature play equipment which will help to reduce carbon emissions.

27. Improvements to stormwater management, including naturalisation of a large stormwater pipe through the reserve, will increase the resilience of the park, the wider area, and the catchment as a whole as climate change increases the intensity and likelihood of flooding and rain events.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

28. Parks, Sport and Recreation (PSR), Community Facilities and Healthy Waters staff have provided input throughout the development of the concept plan. This has included strategic direction for park service outcome delivery, advice on design and maintenance, and direction on flood management actions. Councill staff support the overall concept, with final details to be approved at engineering plan approval stage.

29. The Community Facilities Landscape Architecture team are satisfied with the assets proposed and will confirm robust design and maintenance planning at engineering plan approval stage.

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

Local impacts and local board views

30. Investment into Molley Green Reserve as outlined in the proposed concept plan will provide numerous benefits to the local community, and also to the natural environment of the area and wider Te Auaunga catchment.

31. Local Board workshops were held with council staff in April 2022 and June 2022 to discuss the draft plan, in addition to updates provided during 2021 and 2022 by Kāinga Ora.

32. The local board were in support of the parks service outcomes proposed for the site, including all proposed actions. Several actions were identified as missing from the plan, including provision of a public toilet, and celebration of the emergence of Te Auaunga. The local board also prioritised actions for delivery.

33. Several changes were made as a result of this feedback to ensure that the plan aligned to local board and community expectations, including addition of both of the above actions.

34. The development of the concept plan for the Molley Green Reserve aligns with the following Puketāpapa Local Board Plan 2020 outcomes and objectives:-

Outcome One: Inclusive communities that are healthy, connected and thriving

Objective: Places that we live, learn, work and play support us to have healthier, more active lifestyles.

Outcome Three: Our environment is protected and enhanced for present and future generations

Objective: We all take care of waterways, parks and public spaces.

Outcome Four: Well-planned neighbours and vibrant public spaces

Objective: A well-used network of facilities and public spaces that are inviting, safe and promote wellbeing.

Outcome Five: Transport options that are reliable, accessible and less polluting

Objective: Making getting around safer.

Objective: More walking, cycling and use of public transport.

35. The final draft concept plan was presented to the local board at a workshop on 6 July 2022. The local board indicated in principle support for the final concept plan.

Tauākī whakaaweawe Māori

Māori impact statement

36. The proposed concept plan for Molley Green Reserve references the importance of mana whenua as kaitiaki (guardians) of the whenua (land) and reflects Auckland Council’s desire to deliver the vision of a world class city, including a Māori identity that is Auckland’s point of difference in the world.

37. Mana whenua were engaged as partners to help guide development of this concept plan. Mana whenua who contributed to the project included Ngāti Tamaoho, Te Ata Waiohua, Ngāti Whanaunga and Te Patukirikiri.

38. As the project has transitions from the planning stage to the design and delivery phase, hui with mana whenua will continue every few months for ongoing mana whenua input, particularly around landscaping and cultural narrative expression opportunities.

Ngā ritenga ā-pūtea

Financial implications

39. All actions identified within the plan will be delivered by Kāinga Ora and Piritahi as part of stage two of their redevelopment of the Waikōwhai neighbourhood, working closely with Auckland Council staff across numerous departments as per existing processes for third-party development of parks.

40. Cost share agreements between Kāinga Ora and Healthy Waters to deliver the stormwater focused actions outlined within the plan are currently in development.

41. Following local board adoption of the concept plan, Kāinga Ora will apply various funding sources to enable concurrent delivery of all remaining actions from the plan, including wider landscaping, community and recreation assets.

42. Consequential opex will be required to ensure ongoing maintenance of new assets and landscaping constructed within the reserve. This is expected to commence following practical completion (estimated to be 2024) and conclusion of the maintenance period agreed in accordance with an Infrastructure Funding Agreement. If approved, annual maintenance will be paid for by the consequential opex budget.

43. Agreement has been obtained from the Lead Financial Advisor, from the Corporate and Local Board Performance, Financial Strategy and Planning team with regards to the consequential operating expenses that will be created by this proposal. <Enter text>

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

44. Risks for the delivery of the open space network are cost escalation, and inadequate handover. These items can be managed via an Infrastructure Funding agreement that will be signed by both the developer’s representative and Auckland Council to ensure that proper handover of all documents, warrantees, as-builts and producer statements occurs. Engineering plan approval will also be required before construction commencement.

Ngā koringa ā-muri

Next steps

45. The developer wishes to develop the open space network as soon as possible once the Local Board’s approval is granted, engineering plan approval has been obtained and the infrastructure funding agreement has been signed. Once approval to a concept plan has been provided, then Auckland Council staff will work with Kāinga Ora and Piritahi to enable detailed design and delivery.

46. The plans will progress to the engineering plan approval (EPA) stage and council staff will assess and endorse engineering detail based on the local board’s decision on this business case. All assets to be vested to council will require sign off via the EPA process.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Molley Green Reserve Revised Concept Design	89

Ngā kaihaina

Signatories

Author

Thomas Dixon - Parks & Places Specialist

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Nina Siers - Local Area Manager

Puketāpapa Local Board

18 August 2022

Local Government Electoral Legislation Bill

File No.: CP2022/11636

Te take mō te pūrongo

Purpose of the report

1. To provide feedback to the Governing Body for when it considers an Auckland Council submission on the Local Government Electoral Legislation Bill (the Bill).

Whakarāpopototanga matua

Executive summary

2. The Bill is an omnibus bill in that it amends several statutes. It:

· removes the restriction of 20 councillors on the Governing Body

· provides a revised process for establishing Māori wards

· allows minor changes to local board boundaries for the purpose of alignment between ward and local board boundaries

· provides a dedicated process for the reorganisation of local boards

· provides more flexibility for lodging candidate nominations (eg electronic nominations)

· provides more detail around resolving ties and conducting recounts

3. The provisions that relate to Auckland Council are in response to submissions the council has made previously. Staff recommend general support for the provisions relating to the number of councillors on the Governing Body, the alignment of boundaries and a separate process for the reorganisation of local boards (as in the proposed Schedule 3A).

4. The process for establishing Māori wards arises out of feedback from consultation on a discussion document. The proposed provisions generally align with the feedback provided by Auckland Council on the discussion document. Some local boards at that time raised the issue of Māori representation on local boards. That has not been addressed in the proposed provisions.

5. Staff recommend support for the provisions relating to candidate nominations, tied votes and recounts.

6. The Bill is attached as Attachment A. There is an explanatory note at the front of the Bill. There is additional information, including Cabinet papers and submissions on the previous discussion document, on the Department of Internal Affairs website: https://www.dia.govt.nz/maori-wards

7. Attachment B contains a comparison of proposed provisions for the reorganisation of local boards in Schedule 3A with the current provisions in Schedule 3.

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) consider its feedback on the Local Government Electoral Legislation Bill.

Horopaki

Context

8. The Bill was introduced on 26 July 2022. It has had its first reading and has been referred to the Governance and Administration Committee. Submissions to the committee close on 14 September 2022.

9. The Bill is an omnibus bill and amends three statutes.

10. It amends the Local Government (Auckland Council) Act 2009 to remove the set number of councillors on the governing body for Auckland Council. Like every other council, the number of councillors on the governing body will be able to be reviewed to be between 5 and 29 total councillors. Auckland Council has been requesting this since 2015.

11. It amends the Local Electoral Act 2001 to:

a) provide a revised process for establishing Māori wards

b) allow minor changes to local board boundaries for the purpose of alignment between ward and local board boundaries, to be included in the council’s proposal when it conducts its review of representation arrangements

c) provide more flexibility for lodging candidate nominations (eg electronic nominations)

d) provide more detail around resolving ties and conducting recounts.

12. It amends the Local Government Act 2002 to include a new Schedule 3A. The current schedule 3 deals with the reorganisation of councils (establishment, abolishment, amalgamation) and any reorganisation of local boards would currently have to be conducted under those provisions. The proposed schedule 3A provides a process specifically for unitary authorities which have local boards.

13. The Governing Body will consider a submission from Auckland Council at its meeting on 25 August 2022.

Tātaritanga me ngā tohutohu

Analysis and advice

Local Government Auckland Council Act 2009

14. The amendment to the Local Government Auckland Council Act 2009 to remove the restriction on the number of councillors on the governing body has been requested previously by the council. It will allow the council to review the total number of members when it conducts a representation review for the 2025 elections.

15. Every other council in New Zealand is able to review the number of councillors between a minimum of 5 and maximum of 29. In reviewing the number of councillors, Auckland Council will be able to consider Auckland’s growing population. It will also take into account that the number of members elected from Māori wards is proportional to the total number of councillors.

16. Staff propose that the Auckland Council supports this provision in line with its previous submissions.

Local Electoral Act 2001 – Māori wards

17. The proposed process for establishing Māori wards has two-steps:

a) A council decides whether it should have Māori representation

b) If a council resolves to have Māori representation, then it must provide for Māori wards when it conducts its representation review.

18. The Bill requires a council to consider Māori representation at the following times:

a) If the council did not have Māori wards for the previous two elections, it must consider Māori representation for the next election

b) If the council did have Māori wards for the previous two elections, then it may consider Māori representation for the next election.

19. Before a council decides whether to have Māori representation it must engage with Māori and other communities of interest and take their views into account.

20. The decision on whether to have Māori representation must be made by 20 December two years prior to an election. The review of representation arrangements takes place in the year prior to an election year, following the decision on Māori representation.

21. Auckland Council’s submission on the discussion document that preceded the bill reflected the position of the Governing Body that Māori representation in local government should be modelled on Māori representation in Parliament. The Parliamentary Māori electorate provisions are contained in legislation – the Electoral Act 1993. Any legislation, before it is made, must provide for public consultation through a select committee. Once enacted, legislation remains in place until Parliament chooses to review it.

22. The proposed process requires councils to consider Māori representation if they do not already have it, including engagement with Māori and the community. There is no requirement on councils to resolve to have Māori representation. However, if a council has Māori representation then it is not required to reconsider Māori representation though it may if it chooses. Staff consider that the proposed process is in line with the previous position of the Governing Body and recommend support for the process.

23. Staff propose that Auckland Council supports these provisions.

24. Some local boards, in their feedback on the previous discussion document, advocated for Māori representation on local boards (the local board equivalent to a Māori ward would be a Māori subdivision). The Bill does not address this. Although possibly out of scope of the current proposals, local boards who feel strongly about Māori representation on local boards might consider advocating for this.

Local Electoral Act 2001 – minor changes to local board boundaries as part of a representation review

25. When a council establishes wards one of the principles it must observe is fair representation. This principle requires that each councillor represents the same number of people as the average across the whole of Auckland, within a 10 per cent margin. The Local Government Commission may approve exceptions to this requirement based on maintaining communities of interest. However, when ward boundaries have to change to meet the fair representation requirement, they get out of alignment with local board boundaries.

26. The Governing Body, at its meeting on 30 July 2015, aware of the potential for such misalignments to occur, resolved to:

“seek legislative change that provides the Local Government Commission the power to determine a change to a local board boundary where the key purpose is to achieve alignment with a ward boundary that is changed as a result of a review of representation; provided that either the change is minor or, if not minor, the change:

(i) ensures effective representation of communities of interest within both the local board area and the ward, and

(ii) is supported by the affected local boards, and

(iii) was publicly notified as part of the representation review.”

(GB/2015/1)

27. The advice received back at the time was that the Minister declined to take this forward. The Bill picks this issue up again but in a slightly different way.

28. Presently the boundaries of local boards can only be altered through a reorganisation process. This is a resource intensive process which means it is unlikely to be used to make minor changes to local board boundaries.

29. The Bill provides that a unitary authority, when it proposes its representation arrangements, is able to include proposals for adjusted local board boundaries in order to maintain alignment with ward boundaries where these are minor. The extent of permissible adjustment will be defined in regulations in terms of the maximum population transfer permitted. Staff expect this quantity to be low.

30. Such changes would need to result in boundaries that enable democratic local decision making by, and on behalf of, communities of interest throughout the district and enable equitable provision to be made for the current and future well-being of all communities of interest within the affected area. They would also, so far as practical, coincide with ward boundaries.

31. Staff consider that this provision will most likely be rarely used but support its inclusion as an option available to the council when it conducts its review of representation arrangements. The provisions in the Bill mean that any proposal to change local board boundaries will be included in the council’s initial proposal. The Governing Body has, in the past, consulted with local boards on any matters it includes in the council’s initial proposal that affect local boards. Following public notification of the initial proposal, the public and local boards can make submissions and the Governing Body then decides the council’s final proposal which is publicly notified for objections and appeals. The Local Government Commission determines any objections and appeals. There is therefore ample opportunity for consideration of a proposal to change local board boundaries to align with ward boundaries, with local boards and the public able to make their views known.

32. There are operational costs associated with changes to local board boundaries and these would need to be considered as part of any change to local board boundaries. For example, records on council’s property database include a local board field. A change to a local board’s boundaries would require changes to affected property records.

33. Staff propose that the Auckland Council supports these provisions.

Local Electoral Act 2001 – ties and recounts

34. The Bill provides that rather than resolving a tie by lot, a judicial recount is held. A council cannot be sworn in until recounts are resolved, but an urgent meeting may be held if necessary.

35. Staff propose that the Auckland Council supports this provision.

Local Electoral Act 2001 – candidate nominations

36. The Bill provides for candidates to submit nominations in a manner approved by the Electoral Officer (such as electronically).

37. Staff propose that the Auckland Council supports this provision.

Local Government Act 2002 – Schedule 3A - Establishment or reorganisation of local board areas in unitary authority districts

38. Currently any reorganisation of local boards would have to be carried out under the provisions relating to reorganisation of local authorities (Schedule 3 of the Local Government Act 2022). Because of this, these provisions are cumbersome when used solely to address local board numbers and boundaries within a single unitary authority. For example, they provide for dealing with assets and for transition committees, which are not relevant to local board reorganisation.

39. The Bill proposes a new Schedule 3A as a replacement for Schedule 3 when being used to addressing local board numbers and boundaries within a single unitary authority. It retains the two alternative processes for determining a reorganisation plan, but removes unnecessary requirements:

a) The Local Government Commission conducts an investigation, on receipt of a re-organisation initiative or a request for an investigation, and, as a result, adopts a re-organisation plan

b) A unitary authority adopts a re-organisation plan which the Local Government Commission must approve if the requirements in the Bill are met.

40. Attachment B contains a table comparing the current process under Schedule 3 with the proposed process under Schedule 3A. This shows the process the council would use for a reorganisation of local boards without a legislation change compared to the process with the legislation change.

41. The following describes the key elements of the process in Schedule 3A.

First process

42. Under the first process, a unitary authority or group of 10 per cent or more of electors (of the affected area), or the Minister, may submit a reorganisation initiative or request for an investigation. Before making a decision on whether to investigate the Commission must consult the unitary authority and any affected local board. If the Commission decide to investigate, it must adopt a process. The process must include consultation.

43. The Commission must take into account how best to achieve all of the following objectives:

a) enabling democratic decision making by, and on behalf of, communities within the local board area

b) better enabling the purpose of local government to be given effect to within the local board area

c) efficiencies and cost savings

d) assurance that a local board has the resources necessary to enable it to effectively perform or exercise its responsibilities, duties, and powers in respect of any local board area established or change

e) effective responses to the opportunities, needs, and circumstances of the affected areas

f) better alignment of local board areas with communities of interest

g) enhanced effectiveness of decision making for non-regulatory activities of a unitary authority

h) enhanced ability of local government to meet the changing needs of communities for governance and services into the future

i) effective provision for any co-governance and co-management arrangements that are established by legislation (including Treaty of Waitangi claim settlement legislation) and that are between local authorities and iwi or Māori organisations.

44. The Commission may then adopt a reorganisation plan. In deciding whether to adopt a reorganisation plan the Commission must have regard for:

a) the scale of the potential benefits of the proposed changes in terms of the objectives set out in the previous paragraph and the likelihood of those benefits being realised

b) the financial, disruption, and opportunity costs of implementing the proposed changes at the proposed time

c) the risks and consequences of not implementing the proposed changes at the proposed time

d) existing communities of interest and the extent to which the proposed changes will maintain linkages between communities (including iwi and hapū) and sites and resources of significance to them

e) the degree and distribution of demonstrable public support for the proposed changes within communities in the affected area

f) the degree and distribution of any public opposition to the proposed changes within communities in the affected area.

45. A reorganisation plan specifies:

a) the name of the district of the unitary authority

b) the number and names of local board areas within the district

c) the boundaries of—

(i) each local board area

(ii) electoral subdivisions, if any, of each local board area

d) the number of elected members of the local board for each local board area and, if a local board area is subdivided for electoral purposes, the number of members to be elected by the electors of each subdivision

e) whether each local board may include members appointed by the governing body of the unitary authority

f) for each local board, whether the chairperson of the local board is to be—

(i) elected by the members of the local board from among themselves using one of the systems of voting set out in the Local Government Act 2002; or

(ii) directly elected to that office by the electors of the local board area.

46. The provision in e) is relevant to local boards established under the Local Government Act 2002 and does not apply to Auckland Council local boards (Auckland Council local boards are established under the Local Government (Auckland Council) Act 2009). It allows a unitary authority to appoint ward councillors to local boards.

47. The provision in f) is also relevant to local boards established under the Local Government Act 2002 and not Auckland Council local boards.

Second process

48. The second process is termed a unitary authority-led reorganisation application. A unitary authority may adopt a reorganisation plan as if it were the Commission and then submit it to the Commission for approval.

49. Before submitting a unitary authority-led reorganisation application, the unitary authority must consider any views and preferences expressed by any local boards that would be affected by the reorganisation plan.

50. The reorganisation plan must be accompanied by—

a) a statement that

· explains how the plan will achieve the objectives (as set out above for an investigation by the Commission)

· provides a balanced assessment of the reorganisation plan and outlines the advantages and disadvantages of the plan.

b) a report from the affected unitary authority, adopted by that unitary authority, that records—

(i) unconditional support for the plan from the governing body of the unitary authority

(ii) any views and preferences expressed by any local boards that would be affected by the reorganisation plan

(iii) the public consultation undertaken by the unitary authority

(iv) the themes and outcomes of that consultation.

51. The Local Government Commission must not approve the reorganisation plan if:

a) the reorganisation plan is not accompanied by the required documentation; or

b) the Commission considers, on reasonable grounds, that—

(i) the provisions for adopting reorganisation plans, their notification and content, were not complied with; or

(ii) the unitary authority has not complied with the requirement to consider the views of affected local boards; or

(iii) the plan does not have the support of affected communities.

Submission

52. Staff consider the council should support a streamlined process defined for the reorganisation of local boards within a single unitary authority. The proposed process maintains the essence of the current process but provides a process that is more fit for purpose for local boards and requires a unitary authority to consider the views and preferences of affected local boards.

53. There has been longstanding provision for reorganising community boards as part of the review of representation arrangements conducted by a territorial authority. Community boards may be established and disestablished as a part of such a representation review. An option might be to deal with the reorganisation of local boards through a representation review similarly to community boards. Staff consider that this would not be appropriate. Local boards are a part of the shared decision-making governance of Auckland Council and not just a means of increasing representation at the community level. It is more appropriate for the reorganisation of local boards to be dealt with as if they were local authorities rather than as if they were community boards but the processes for reorganisation should be simpler than those for local authorities – as being proposed in Schedule 3A.

Tauākī whakaaweawe āhuarangi

Climate impact statement

54. The proposals being considered in this report are neutral in terms of impact on climate.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

55. The outcome of a change in representation arrangements or the organisation of local boards would have implications for the group. However, the proposed legislative change is about the process for deciding the outcomes and not about the outcomes themselves.

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

Local impacts and local board views

56. The provisions relating to the alignment of local board and ward boundaries and the provisions for the reorganisation of local boards are of major significance to local boards. Local boards will be supported by local board staff with feedback or drafting their own submissions for attachment to the Auckland Council submission approved by the Governing Body.

57. The provisions relating to Māori wards are of significance to those local boards who consider there needs to be Māori representation on local boards (Māori subdivisions).

Tauākī whakaaweawe Māori

Māori impact statement

58. Staff are currently engaging with mana whenua and mataawaka on Māori representation. The models being considered are the ‘Parliamentary’ model (which the current legislation provides), the ‘Royal Commission’ model (which provides for an appointed mana whenua councillor as well as two elected members) and other less-developed models.

59. The current position of the Governing Body is to support the Parliamentary model but the Independent Māori Statutory Board has asked the Governing Body to also consider the Royal Commission model. The incoming Governing Body will reconsider its position based on feedback from the engagement in December 2022.

Ngā ritenga ā-pūtea

Financial implications

60. There are no financial implications surrounding the decisions to make a submission.

61. The proposed legislative provisions may or may not have financial implications. Engaging with the community on establishing Māori wards will have a cost. Increasing the number of councillors will have costs associated with councillor support and corporate property and technology assets. The reorganisation of local boards will have an associated cost.

62. Increasing the number of councillors is likely to have an impact on the remuneration of councillors under current Remuneration Authority determination framework.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

63. With all submissions to Parliament the time frame is constrained and there is a risk that local boards and the Governing Body do not have sufficient time to consider all the ramifications. Usually this risk is mitigated in the sense that all other councils, Local Government New Zealand and Taituarā also make submissions – any aspect that is missed by one may be picked by another. However most other councils will not be interested in the provisions that apply only to Auckland or that apply only to unitary authorities. The mitigation here is that there has been good communication between the Department of Internal Affairs and Auckland Council at staff level.

Ngā koringa ā-muri

Next steps

64. Staff will be reporting the Bill to the Governing Body on 25 August 2022 and seeking approval for a submission to the Select Committee.

65. Boards who wish their feedback to be reported to the Governing Body should provide it by Monday 22 August 2022. Staff will recommend that the Governing Body delegates further consideration of local board feedback to the mayor and deputy mayor following the Governing Body meeting, then those boards who cannot meet the 22 August 2022 deadline have until Friday 26 August 2022.

66. The deadline for submissions to the select committee is 14 September 2022.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Local Government Electoral Legislation Bill (Under Separate Cover)
b ⇨	Comparison of current Schedule 3 and proposed Schedule 3A (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Warwick McNaughton - Principal Advisor

Authorisers

Louise Mason - General Manager Local Board Services

Carol Hayward - Team Leader Operations and Policy

Nina Siers - Local Area Manager

Puketāpapa Local Board

18 August 2022

Local board feedback on the proposed Auckland Climate Grant programme 2022/2023

File No.: CP2022/11827

Te take mō te pūrongo

Purpose of the report

1. To seek local board feedback on the proposed new Auckland Climate Grant, including grant programme scope and criteria, priority action focus areas and timing of funding rounds.

Whakarāpopototanga matua

Executive summary

2. Budget for a climate grant programme was allocated through the 10-year Budget 2021-2031.

3. In 2021/2022 these additional funds were distributed through the existing Regional Environment and Natural Heritage grant while staff worked to establish a new grant scheme.

4. Staff have now developed a proposal for a new Auckland Climate Grant. This has been developed with feedback from mana whenua and community group stakeholders.

5. In 2022/2023 the Auckland Climate Grants programme has a budget of $400,000.

6. The purpose of the grant scheme is to support projects that will:

· reduce greenhouse gas emissions through community-based action

· build community resilience to climate change impacts

· support Māori-led responses to climate change

7. Key priority areas for funding for the grant in 2022/2023 have been identified, based on the priorities in Te Tāruke-ā-Tāwhiri and an analysis of other available grants. They are:

· Transport: Projects that support a low carbon and safe transport system.

· Built environment and Energy: Projects that support a built environment and energy system that provides for a low carbon, climate disaster resilient Auckland.

· Food: Projects that support a low carbon, resilient, local food system and enable Aucklanders to make sustainable and healthy food choices.

· Māori-led projects: Projects that build Māori capacity to respond to climate impacts and support mana whenua and mātāwaka to reduce emissions and build community resilience.

8. All local board feedback received by 26 August 2022 on the proposed Auckland Climate Grant will inform the recommendation to the Environment and Climate Change Committee.

9. The proposed Auckland Climate Grant will be presented to the Environment and Climate Change Committee for approval on 8 September 2022.

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) provide feedback on the proposed Auckland Climate Grant.

Horopaki

Context

New funding for a climate grant scheme

10. Budget for a climate grant programme was allocated through the 10-year Recovery Budget 2021-2031. The grant was intended to provide increased investment to support local community-based climate projects that would:

· reduce emissions

· increase community resilience to climate impacts

· generate more community-based climate action projects, reaching at least 20,000 Aucklanders over 10 years.

11. Previously support for regional sustainable living projects has been allocated through the Regional Environment and Natural Heritage (RENH) grant programme.

12. In 2020/2021 staff distributed the increased funding for community climate projects through the RENH. This allowed funds to be allocated rapidly to the community by December 2021, after the adoption of the Recovery Budget in July 2021.

13. While funds were being allocated in this fashion, staff carried out a review of the current processes used to distribute climate and sustainability grants through the RENH along with the other priorities it covers such as conservation, water quality and kaitiakitanga.

14. The review showed that there are various disadvantages to continuing to use the existing Regional Environmental and Natural Heritage Grant to distribute climate and sustainability projects. These include that the:

· the existing process covers many priorities with less clear guidance about what type of climate projects to fund than might be expected from a stand-alone climate grant

· assessment processes are more complex and time consuming for staff due to the wide range of priorities – they require various moderation and review workshops to ensure that grants are being compared fairly across the range of priority areas.

15. Staff determined that creating a stand-alone climate grant would provide a better experience for applicants and simplify and improve the grant assessment process.

Stocktake of existing grants and analysis of allocations

16. To develop a new climate grant, staff carried out a review of other grants that are available to fund projects which have climate outcomes. Grants identified include the:

· RENH – provides funding for conservation projects

· Community Coordination and Facilitation grant – supports capacity building for conservation groups

· Waste Minimisation and Innovation Fund

· Love Food Hate Waste

· Auckland Transport Community Bike Fund

· Ngā Tiriti Ngangahau - The Vibrant Streets Programme

· local board grants to projects with climate outcomes.

17. Grants external to Auckland Council, such as those offered through Foundation North were also considered. This process aimed to avoid the grant ‘duplicating’ or ‘replacing’ other potential sources of funding for community groups.

18. Staff also analysed allocations from regional and local grants to over 200 projects with climate outcomes over the last five years. This review yielded insights into which areas the community are already active and working in (and seeking funding in). It also identified that some Aucklanders are being under-served by our current grants processes.

19. The proposed new climate grant aims to expand areas of community enthusiasm for climate action and to make the grant process more accessible to some under-served groups (including Māori, Pacific people, other diverse ethnic groups and youth-led organisations).

20. Three online workshops were also held to get feedback from community group stakeholders and previous grant applicants in May 2022.

Tātaritanga me ngā tohutohu

Analysis and advice

21. An outline of the proposed grant purpose, priorities, criteria, activities that are in scope and exclusions are provided below for local board members to review.

Proposed grant purpose

22. For the 2022/2023 pilot year the Auckland Climate Grant programme has a proposed purpose of supporting projects that:

· reduce greenhouse gas emissions through community-based action

· build community resilience to climate change impacts

· support Māori-led responses to climate change

23. The Auckland Climate Grant programme will support community projects focused on providing resources, education, and opportunities that result in more Aucklanders engaging with climate change issues. It will support Aucklanders to make behaviour changes in areas with the greatest greenhouse gas emissions reduction potential.

24. Projects that support reductions in greenhouse gas emission will be the focus for the 2022/2023 funding allocations with a target allocation of 70 per cent of grants. This allocation target will be reviewed annually. This 70 per cent may also include projects that are Māori-led (the purpose statements are not exclusive).

25. The Auckland Climate Grant programme will also support projects that build community resilience to respond to the impacts of climate change. Projects should focus on giving Aucklanders a voice in proactive community resilience planning and climate adaptation, particularly communities who will be the most vulnerable to climate impacts and have traditionally been under-served by the council.

26. By building stronger connections between neighbours and within neighbourhoods, at key community sites, and with community-based organisations, projects can create resilience against climate-related stresses with a focus on food and energy.

27. The Auckland Climate grant programme will also aim to support projects that enable mana whenua and mātāwaka to respond to climate change. The allocation of funding will recognise the partnership between the council and Māori-led organisations – particularly mana whenua in the council’s role as a partner under Te Tiriti o Waitangi.

Scope and criteria

28. Projects supported through the Auckland Climate Grant programme should meet one or more of the following criteria:

· result in new or expanded climate action activity, either by implementing new initiatives, or by significantly expanding the scope or coverage of existing activities

· support mana whenua and mātāwaka to reduce carbon emissions and build community resilience to climate related impacts

· provide support and resources to Māori organisations and community groups to build organisational capacity and capability, develop strategic plans and develop sustainable funding models, increasing the total funding or support secured for climate projects in Auckland

· increase participation in climate action activity in high emission communities (generally, higher income communities) targeting the highest emitting behaviours

· increase participation in activities that build community resilience in under-served communities who most need our support to respond to climate impacts

· support Aucklanders of different ages, abilities and ethnicities to take climate action.

Climate action priority areas

29. Projects supported through the climate grant may address a wide range of the priorities included in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan including built environment, energy, transport, communities and coast, food, and Te Puawaitanga ō te Tātai.

30. For the 2022/2023 pilot year priority will be given to applications under the transport, energy and food themes and to Māori-led projects. This will include:

· Transport: Projects that support a low carbon, safe transport system that delivers social, economic and health benefits for all.

· Food: Projects that support a low carbon, resilient, local food system that provides all Aucklanders with access to fresh, sustainable, affordable and healthy food and projects that support Aucklanders to make sustainable dietary choices.

· Energy: Projects that support a built environment and energy system that provides for a low carbon, climate disaster resilient Auckland.

· Māori-led projects: Projects building Māori capacity to respond to climate change and supporting mana whenua and mātāwaka to reduce emissions and build community resilience.

31. Some projects that support other priorities in the plan may also be funded. These include:

· Built environment: Projects that support a low carbon and resilient built environment.

· Communities: Projects that support communities to increase awareness of climate change and to prepare for changes in our climate and coastline and projects that support Aucklanders to understand their carbon footprints and changes they can made to reduce these.

32. Applicants will be directed for future guidance on what types of activities to support through these priorities to Auckland Council’s Live Lightly website, which provides advice and information for individuals and community groups on climate change: https://livelightly.nz/

33. Priority areas will be updated on an annual basis.

Exclusions

34. General grant programme exclusions outlined in the Community Grants policy will apply to the Auckland Climate Grants. In addition, specific exclusions for the Auckland Climate Grants programme are:

· climate action projects focused on the natural environment, industry and the economy are out of scope for the Auckland Climate Grant programme – this will avoid duplication with other funds such as the RENH and Climate Connect, the new climate innovation hub being developed by Tātaki Auckland Unlimited

· projects with a focus on the circular economy, food waste, composting, upcycling, recycling, repair and reuse should apply through the Waste Minimisation and Innovation Fund

· activities whose primary purpose is the private gain or advancing of private business interests without a significant public good component

· purchase of vehicles and any related ongoing maintenance, repair, overhead costs or road user charges

· conference fees and costs

· funding for existing roles or organisational costs

· subscription services where these are ongoing and not associated with a specific event or outcome

· replication of council services

· websites and electronic platforms.

Applicants

35. The grant will be open to community groups, neighbourhoods, mana whenua and mātāwaka applicants, social enterprises, businesses, business improvement districts and education providers (early childhood centres, schools, kura and tertiary institutions).

36. Staff propose to hold several response grants rounds which are intended to make the application process quicker, simpler and easier for community groups and increase the volume of successful applications from under-served groups.

Types of grants available

37. Grants from $1,000 up to $50,000 will be offered, with both response grants and strategic grants available as shown in Table 1 below.

Response grants ($1,000 - $15,000)

38. These grants seek to grow community participation in climate action, and amplify existing community action, particularly among under-served communities such as youth, Pacific peoples and Māori-led groups.

39. Applications will be encouraged from groups that have not previously engaged with climate action activity or are rapidly building capacity in this area.

40. Staff propose that for these smaller grants, allocation decisions will be made by the General Manager of Environmental Services.

Strategic grants ($15,000 – $50,000)

41. These grants seek to support programmes and activities aligning with the Auckland Climate Grant purpose, scope and priority actions. Strategic grants will be expected to have more significant impacts than response grants. They could potentially be used to either expand best practise projects or develop innovative new responses to the climate challenge.

42. Staff propose that allocation decisions for strategic grants could be made by the Environment and Climate Change Committee (or equivalent committee) in future years.

43. In 2022, because of the timing of the proposed grant adoption decision in early September, staff propose that decision-making for the strategic grant be delegated to the General Manager Environmental Services for this year. This will provide continuity of funding for community groups by December 2022.

44. If grants are approved by a committee of council, it will not be possible for them to be allocated to community groups until May 2023 due to the timing of the election and the Christmas and New Year holidays.

Table 1. Timing of grants rounds

Open

Close

Decision date

Response grants

September 2022

February 2023

April 2023

October 2022

March 2023

May 2023

November 2022

April 2023

June 2023

Strategic grants

September 2022

October 2022

December 2022

Tauākī whakaaweawe āhuarangi

Climate impact statement

45. The Auckland Climate Grant will support projects that lead to community climate change action to reduce carbon emissions and increase community resilience to climate impacts. The provision of grants through the Auckland Climate Grant programme contributes towards Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan action area C4: Remove barriers and support community initiatives that reduce emissions and build resilience in a fair way.

46. Individual projects supported through the Auckland Climate Grant programme may respond to a range of action areas within Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan including:

· Action area T3: Increase access to bicycles, micro-mobility devices and the safe, connected and dedicated infrastructure that supports their use.

· Action area C1: Work together to strengthen the resilience of our communities, people and places.

· Action area F4: Increase supply and demand for local, seasonal and low carbon food.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

47. The Auckland Climate Grants may potentially impact work within the Waste Solutions and Customer and Community Services departments, and the existing support provided to community-led food initiatives. Input from the Waste Solutions department and Regional Service Planning, Investment and Partnerships team within Customer and Community Services was sought during the development of the Auckland Climate Grant and their views on relevant applications will be sought during the delivery of the 2022/2023 pilot grant rounds.

48. The Auckland Climate Grants support of community-led transport initiatives may have an impact on Auckland Transport. Input from Auckland Transport was sought during the Auckland Climate Grant development and their views on relevant applications will be sought during the delivery of the 2022/2023 pilot grant rounds.

49. Input into the Auckland Climate Grant was sought from Tātaki Auckland Unlimited. These grants will not overlap with support provided through Climate Connect and there is no impact on Tātaki Auckland Unlimited.

50. The Environment Climate Committee decision is not a strategy, bylaw, policy or plan so the local board’s feedback can be made under delegated authority if needed (Local Government Act 2022, sch7 clause 36D (1) (a)).

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

Local impacts and local board views

51. Equitable geographical distribution of grant allocations across different local board areas will be considered alongside other factors when setting funding recommendations for the Auckland Climate Grants.

52. Information on funding allocation and successful applicants will be provided to all relevant local boards following the approval of grant recommendations by the General Manager Environmental Services or Environment and Climate Change Committee.

53. Local boards have the ability to operate their own local grants programmes and may choose to fund local climate action projects and activities, some of which may complement the grants provided at a regional level, or vice versa.

54. Local board views are being sought on the proposal to establish the Auckland Climate Grant programme. Local board feedback will inform the recommendation to the Environment and Climate Change Committee on 8 September 2022.

Tauākī whakaaweawe Māori

Māori impact statement

55. Staff presented to the Infrastructure and Environmental Services Mana Whenua Hui seeking feedback from mana whenua kaitiaki representatives on aspects of the grant development.

56. Key feedback points included the need for the grant process to be easy and accessible to mana whenua organisations and for the grants to build capacity of mana whenua to respond to climate change.

57. From December 2021 to March 2022, Māori specialists in the Community Climate Action team also met with each of the 19 iwi to seek their feedback on climate priorities that they would like to see advanced through the sustainable and resilient marae project. Feedback from mana whenua through this process has informed the priorities identified in the grant scheme, particularly in relation to Māori-led climate action.

Ngā ritenga ā-pūtea

Financial implications

58. Budget for the Auckland Climate Grants was allocated through the 10-year Recovery Budget 2021-2031. For 2022/2023 financial year there is $300,000 available for allocation.

59. As climate projects had historically been supported through the Regional Environment and Natural Heritage (RENH) grant programme, $100,000 from the RENH grant budget will be used to support grant allocations through the Auckland Climate grant.

60. Grant allocations through the Auckland Climate grant response and strategic grant rounds will be managed within the $400,000 total grant budget. The majority of funds will be allocated through the strategic grants round.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

61. A risk assessment has only identified two low level risks associated with the adoption of the Auckland Climate Grant programme. These are listed below along with the mitigations:

· Low reputational risk – applicants may query the grant scope, priorities and decision making and feel these are inconsistent or unfair. This risk is mitigated through the grant development process seeking community input and the transparent evaluation and assessment process applied to guide decision making.

· Low financial risk – insufficient applications of sufficiently high quality will be received to fully allocate available funds. This risk is mitigated through grant programme promotion and applicant support. Support with the application process will be available from Auckland Council staff and community contractors involved with delivery of other areas of the Community Climate Action Team local and regional work programme.

62. Once grant allocation decisions are made, staff will maintain regular contact with grant recipients during project implementation to follow up on progress and make sure any risks of individual projects are properly addressed.

Ngā koringa ā-muri

Next steps

63. All local board feedback received by 26 August 2022 on the proposed Auckland Climate Grant will be considered before an updated version is presented to committee.

64. Staff will present the proposed Auckland Climate Grant to Environment and Climate Change Committee for approval on 8 September 2022.

65. Once guidelines for the Auckland Climate Grant have been approved, staff will start the promotion and delivery of 2022/2023 Auckland Climate Grant funding rounds.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Emma Cowie-Dixon - Principal Advisor

Jacob van der Poel - Advisor Operations and Policy

Authorisers

Carol Hayward - Team Leader Operations and Policy

Louise Mason - General Manager Local Board Services

Nina Siers - Local Area Manager

Puketāpapa Local Board

18 August 2022

Puketāpapa Local Board Quarterly Performance Report FY22 Q4

File No.: CP2022/11646

Te take mō te pūrongo

Purpose of the report

1. To provide the Puketāpapa Local Board with an integrated quarterly performance report for quarter four, 1 April to 30 June 2022 and the overall performance for the financial year against the approved 2021/2022 local board work programmes.

Whakarāpopototanga matua

Executive summary

2. This report provides an integrated view of performance for the Puketāpapa Local Board and includes financial performance and delivery against work programmes for the 2021/2022 financial year The work programme is produced annually and aligns with Puketāpapa Local Board Plan outcomes.

3. Twenty-seven activities within the agreed work programmes were delivered including multi-year projects that have progressed as expected. Twelve activities were undelivered, cancelled, put on hold, or deferred and fifty projects remain in progress

4. Key activity achievements

5. Activities delivered based on the Puketāpapa Local Board outcomes:

· Thriving local economy with opportunities to learn, work and volunteer: Young Enterprise Scheme (ID 1484)

· Inclusive communities that are healthy, connected and thriving (Māori Responsiveness): Manu Aute Kite Day (ID 424), Māori Responsiveness Puketāpapa (ID 430) and the Integrated Area Plan (ID 1521)

· Inclusive communities that are healthy, connected and thriving: Build Capacity: Social innovation and enterprise development in Puketāpapa (ID 429), Apply the empowered communities approach – connecting communities Puketāpapa (ID 428), Strengthening Community Connections for an Inclusive Welcoming Puketāpapa (ID 431), Build Capacity: Strategic Relationship grants Puketāpapa (ID 433), Supporting Community Connections: Community led network development and social inclusion (ID 432), Access to community places Puketāpapa (ID 434), Programming in community places Puketāpapa (ID 436), Activation of Community places Puketāpapa (ID 435), Cameron Pool Centre: operations (ID 67), Lynfield Youth & Leisure Centre: operations (ID 66), Citizenship ceremonies Puketāpapa (ID 438), Anzac Services Puketāpapa (ID 440), and Volunteer Recognition Puketāpapa (ID 1459)

· Our environment is protected and enhanced for present and future generations: Activation of parks, places and open spaces (ID 1209), Puketāpapa migrant community conservation programme (ID 8), Urban Ngahere Growing (ID 809), Ecological and environmental volunteers programme (ID 1219), Climate Action Network – Puketāpapa (ID 697), and Faulkner Bay – seawall and revetment renewal (ID 2671)

· Well planned neighbourhoods and vibrant public spaces: Play Provision Gap Analysis (ID 3072), Ecological Restoration Programme and native forest Restoration (ID 20640), Switchboards electrical – renew community buildings and centres (ID 28813), Margaret Griffin Park (ID 3180), Three Kings Reserve (ID 3190), War Memorial Park (ID 3181), and War Memorial Park – New Lease (ID 3185)

6. Key activities not delivered / not progressed as expected include:

· Two projects have been deferred: Rebel Business School (ID 1470) and Local Civic Events (ID 439)

· Four projects are now cancelled due to the effects of COVID-19: Legacy Rates Grants – Puketāpapa (ID 3168), LB Christmas Event (ID 441), Movies in Parks (ID 442) and Contribution to CultureFest (ID 443)

· Six projects are on hold: Fearon Park renew (ID 24303)- pending inclusion and approval in future work programme, Harold Long Reserve and Fearon Park – Stage 3 development (ID 20492) – reconfirmation of scope is needed once future year programme is confirmed, Open Space buildings (ID 24287) – undergoing funding reprogramming for financial year 2022/2023 and 2023/2024, Open space structures in parks (ID 24309) – project is being deferred to 2023/2024 due to budget allocation, Open Space Walkways and Paths renew (ID 26299) – scoping work to commence in 2022/2023 and Waikowhai Walkways (ID 20723) – Project to recommence in 2023/2024

7. Qualifying budgets of unfinished activities will be carried forward into 2022/2023 work programmes.

8. The financial performance report is attached but is excluded from the public. This is due to restrictions on releasing annual financial reports and results until the Auckland Council Group results are released to the NZX – on or about 29 August 2022.

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) receive the performance report for quarter four ending 30 June 2022.

b) note the financial performance report in Attachment B of the report will remain confidential until after the Auckland Council Group results for 2021/2022 are released to the New Zealand’s Exchange (NZX) which are expected to be made public on or about 29 August 2022

c) recommend transferring the Film Revenue of $1,469.57 to the Community Grants Fund

d) recommend transferring $2,016.00 from the Legacy Rates Grant (ID 2876) to the Community Grants Fund

Horopaki

Context

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

· Customer and Community Services

· Infrastructure and Environmental Services

· Plans and Places

· Auckland Unlimited

· Auckland Emergency Management

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

Graph 1: Work programme activities by outcome

COVID-19 restrictions

11. Auckland has faced COVID-19 restrictions (Level 3 and 4) from 17 August to 2 December 2021, when all of New Zealand moved to the COVID-19 Protection Framework, also known as the traffic lights. Auckland went into traffic light red, moving to traffic light orange on 30 December 2021.

12. Auckland Council regional and community facilities were closed in Level 3 and 4. Restrictions were slightly eased in Level 3, Step 2 and from mid-November 2021 libraries and the majority of arts and community centres were reopened. Pools and leisure centres were able to reopen from 3 December 2021 when New Zealand moved to the COVID-19 Protection Framework.

13. From 30 December 2022 until 13 April 2022, Auckland was in the red traffic light setting under the COVID-19 Protection Framework, which impacted council and community-delivered event planning and programming. From 13 April 2022 Auckland has been in the orange traffic light setting.

14. COVID-19 has also had an impact on the supply chain for capital projects materials causing delays.

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Work Programme Snapshot

15. 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

16. 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

Key activity updates from quarter four

17. The key achievements in the delivery of the local board work programmes for 2021/2022 include:

18. Integrated Area Plan (ID 1521): The Puketāpapa and the Albert – Eden Local Boards in conjunction with the community, mana whenua and Kāinga Ora worked together to develop a plan which aims to support the future development of the Mt Roskill, Ōwairaka, Sandringham, Wesley, WaikŌwhai and the Three Kings areas. This multidisciplinary approach saw not only the document come to life but also assisted in forging relationships between people from all walks of life.

19. Manu Aute Kite Day (ID 424): The community came together to celebrate Matariki (the Māori new year). A few thousand people attended the event during the day and social media posts were abuzz with positivity

20. Anzac Services Puketāpapa (ID 440): The delivery of services and parades were impacted by the sudden shift in traffic light setting by central government from Red to Orange. Despite this the local board hosted the Mt Roskill civic service which was also livestreamed online for the wider community

Overview of work programme performance

Customer and Community Services work programme

21. In the Customer and Community Services work programme, there are:

· Completed: Twenty-six projects

· In Progress: Forty-one projects

· Cancelled: Four projects

· On Hold: Five projects

Table 1: Customer and Community Services activities with significant impact

Activity name	RAG status	Activity status	Explanation and mitigation
Healthy Puketāpapa	Amber	In Progress	Delivery of the Healthy Puketapapa Action Plan will take place once a new contractor is recruited ahead of Q1 in 2022/2023
Youth Economy (Youth Connections)	Amber	Proposed	First cohort has been selected progressing with the work however, the second cohort will start their tenure in September 2022
Open space service provision planning (CFWD Carry Foreward)	Amber	In Progress	Awaiting incorporation of the mana whenua engagement feedback
Local Civic Events	Amber	Deferred	Playground opening postponed to 2022/2023 due to the effects of COVID-19
Te Kete Rukuruku (CFWD) Tranche one	Amber	In Progress	Whakarewatanga (launch) to be discussed with board in Q2 2022/2023
Cameron Pool – Investigation and renewal of assets	Amber	In Progress	COVID -19 has caused a delay in the manufacturing of skylights
Fearon Park – renewal	Amber	On hold	Project pending inclusion and approval in future work programme
Three Kings Pump House	Amber	In Progress	Awaiting Seismic report
Legacy Rates – Grants	Grey	n/a	Recommendation: transfer $2016.00 from the Legacy Rates Grant (ID 2876) to the Community Grants Fund
Christmas Event	Grey	Cancelled	Cancelled due to COVID-19
Movies in Parks	Grey	Cancelled	Cancelled due to COVID-19
CultureFest	Grey	Cancelled	Cancelled due to COVID-19

Infrastructure and Environmental Services work programme

22. In the Infrastructure and Environmental services work programme, there are:

· Completed: Two projects

· In Progress: Six projects

23. Table 2: Infrastructure and Environmental Services activities with significant impact

Activity name	RAG status	Activity status	Explanation and mitigation
Low Carbon Lifestyles	Amber	In progress	Awaiting preliminary report of survey results (a hybrid door knocking, and online survey methodology was used in order to reduce face to face engagement due to COVID-19)

Tātaki Auckland Unlimited work programme

24. In the Auckland Unlimited services work programme, there are:

· Completed: Two projects

25. Table 3: Tātaki Auckland Unlimited activities with significant impact

Activity name	RAG status	Activity status	Explanation and mitigation
Local Small Business Mentors Programme	Amber	In Progress	Further efforts to promote the initiative is being sought
Rebel Business School	Amber	Deferred	Deferred due to funding shortfall (only two of the three local boards approached to fund this event can do so). Shortfall to be met by Auckland Unlimited to ensure it can go ahead

Deferred activities

26. The Lead Financial Advisors are identifying projects from the local board’s 2021/2022 Locally Driven Initiatives (LDI) operational budget which meet the criteria to be carried forward. These will be added to the work programme to be delivered in 2022/2023.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

28. The local board is invested in a number of sustainability projects, which aim to build awareness around individual carbon emissions, and changing behaviour at a local level. These include a number of ‘low carbon’ budgets and funding for groups and schools to consider responses to the climate change emergency.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

29. 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

30. This report informs the Puketāpapa Local Board of the performance for quarter four ending 30 June 2022 and the performance for the 2021/2022 financial year.

Tauākī whakaaweawe Māori

Māori impact statement

Table 4: Māori Outcomes

Project	Māori Outcomes	Māori Outcomes description
ID 430 Māori responsiveness	No specific outcome focus areas
ID 439 Local Civic Events Puketapapa	Māori identity and culture	Direct engagement with mana whenua for the delivery of the events
ID 845 Te Kete Rukuruku Tranche 2	Te reo Māori Māori identity and culture	Return te reo Māori names and narratives to parks and places
ID 1029 Manukau Harbour Forum	Kaitiakitanga Realising rangatahi potential	Māori youth will be involved in the youth sustainabiliy wānanga and are supported to develop and implement projects relevant to them and their communities. The wānanga also engages with kaumātua from Makaurau Marae to provide advice and mātauranga Māori that informs programme delivery. During the wānanga, te reo Māori is actively promoted, as a key component of programme delivery.
ID 26714 Faulkner Bay seawall revetment and renewal	Kaitiakitanga
ID 3118 Te Kete Rukuruku Tranche 1	Te reo Māori Māori identity and culture Whānau and tamariki wellbeing
ID 242 Manu Aute kite day	Māori identity and culture
ID 425 Childrens’ panels	Māori identity and culture,Whānau and tamariki wellbein	Encouraging tamariki Māori to participate and lead in the Children Stakeholder Group. Empower them to shape their communities
ID 426 Youth capacity building	Māori identity and culture Whānau and tamariki wellbeing	Support and empower rangatahi Māori in local leadership
ID 428 Apply the Empowered Community Approach	No specific outcome focus areas
ID 438 Citizenship ceremonies	Māori identity and culture
ID 443 Contribution to Culture Fest	Māori identity and culture Realising rangatahi potential Whānau and tamariki wellbeing
ID 445 Healthy Puketapapa	Kaitiakitanga Whānau and tamariki wellbeing
ID 809 Urban Ngahere	Kaitiakitanga	Work with mana whenua to implement the Urban Ngahere Strategy, to increase the tree canopy cover and promote the importance of kaitiakitanga.
ID 1297 Whakatipu i te reo Māori - we grow the Māori language Celebrating te ao Māori and strengthening responsiveness to Māori - Puketāpapa	Te reo Māori	Libraries will continue to support, promote and embed Te reo Māori within our communities and staff.
ID 1521 Integrated Area Plan	Kaitiakitanga Māori identity and culture
ID1573 Youth Economy	Realising rangatahi potential	Connecting to the culture, language will be a focus along with assisting rangatahi into quality employment opportunities and educational pathways.
ID 1621 Local Small Business Mentors programme	Māori business, tourism and employment	Ka Hao i te Ao is a Māori focused programme. Next Steps could be targeted at Māori businesses

Ngā ritenga ā-pūtea

Financial implications

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

Financial Performance

32. Auckland Council (Council) currently has a number of bonds quoted on the NZ Stock Exchange (NZX). As a result, the Council is subject to obligations under the NZX Main Board & Debt Market Listing Rules and the Financial Markets Conduct Act 2013 sections 97 and 461H. These obligations restrict the release of annual financial reports and results until the Auckland Council Group results are released to the NZX – on or about 29 August 2022. Due to these obligations the financial performance attached to this report is excluded from the public.

33. Due to these obligations the financial performance attached to the quarterly report is under confidential cover.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

34. Information about any significant risks and how they are being managed and/or mitigated is addressed in the ‘Overview of work programme performance’ section.

Ngā koringa ā-muri

Next steps

35. Work programmes for 2022/2023 were approved at the board’s business meeting in June 2022.

36. Deferral of budgets of unfinished activities will be added into 2022/2023 work programmes by quarter one reporting

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Puketāpapa Local Board 01 April - 30 June 2022 Work Programme Update	157
b ⇩	Puketāpapa Local Board -Operating Performance Financial Summary - Confidential

Ngā kaihaina

Signatories

Authors

Sara Khan - Local Board Advisor

David Rose - Lead Financial Advisor

Authorisers

Nina Siers - Local Area Manager

Chairperson	Julie Fairey
Deputy Chairperson	Jon Turner
Members	Harry Doig
	Ella Kumar, JP
	Fiona Lai
	Bobby Shen

No.	Title	Page
a ⇩	Member Report Harry Doig for the period 01 July - 31 July 2022	221
b ⇩	Member Report Bobby Shen for the period 01 July - 31 July 2022	223
c ⇩	Member Report Jonathan Turner for the period 01 July - 31 July 2022	227

No.	Title	Page
a ⇩	Puketāpapa Local Board Workshop Record, 21 July 2022	231
b ⇩	Puketāpapa Local Board Workshop Record, 28 July 2022	233
c ⇩	Puketāpapa Local Board Workshop Record, 04 August 2022	235

Author	Mary Hay - Senior Local Board Advisor
Authoriser	Nina Siers - Local Area Manager

Author	Selina Powell - Democracy Advisor
Authoriser	Nina Siers - Local Area Manager