Agenda of Whau Local Board - Wednesday, 22 March 2023

1 Nau mai | Welcome

2 Ngā Tamōtanga | Apologies

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

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

Members are reminded of the need to be vigilant to stand aside from decision making when

a conflict arises between their role as a member and any private or other external interest

they might have.

The following are declared interests of elected members of the Whau Local Board:

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Whau Local Board:

a) confirm the ordinary minutes of its meeting, held on Wednesday, 22 February 2023, including the confidential section, as a true and correct record.

5 He Tamōtanga Motuhake | Leave of Absence

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

6 Te Mihi | Acknowledgements

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

7 Ngā Petihana | Petitions

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

8 Ngā Tono Whakaaturanga | Deputations

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

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

9 Te Matapaki Tūmatanui | 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 Ngā Pakihi Autaia | 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.”

No.	Title	Page
a ⇩	Whau Ward Councillor Kerrin Leoni - March report	9

No.	Title	Page
a ⇩	Chair Kay Thomas report - March 2023	17

Whau Local Board

22 March 2023

Avondale Local Parks Needs Assessment

File No.: CP2023/00316

Te take mō te pūrongo

Purpose of the report

1. To seek adoption of the Avondale Local Parks Needs Assessment, to identify gaps in service provision and improvements to the parks network in Avondale, while providing a framework to enable and attract external funding.

Whakarāpopototanga matua

Executive summary

2. Avondale is undergoing rapid change and population growth, which is likely to accelerate further in coming years as public and private investment into homes and community infrastructure continues. This will transform much of the area into a high-density urban environment.

3. The Whau Local Board recognise that provision of high-quality parks services to support a growing community must keep ahead of this scale and pace of change, and that strategic investment into parks must be part of the wider development discussion.

4. To ensure this, a holistic needs assessment is required, focused on ensuring a high-quality network of parks across Avondale. This assessment must consider quantitative factors such as size and distribution, as well as qualitative outcomes which help us understand how well these parks can meet the future needs of their communities.

5. The Whau Local Board approved production of a needs assessment for Avondale local parks as part of their financial year 2021/2022 Parks, Sports and Recreation Work Programme (WH/2021/51). This was carried forward into financial year 2022/2023 for local board adoption.

6. The Avondale Local Parks Needs Assessment (Attachment A) considers the current and future state, and high-level opportunities for future improvements to the open space network of the wider Avondale area.

7. These opportunities are based on five broad pillars of a high-quality parks network, and further split into four key moves: natural connections, quantitative outcomes, qualitative outcomes and partnerships.

8. Application of these principles and progression of opportunities identified will ensure a public open space network that provides a high-quality level of service, promoting connection to nature, ensuring health, wellbeing, diversity and inclusion, and representing the spirit and local character of Avondale.

9. Consultation with mana whenua and key stakeholders including Eke Panuku and Kainga Ora has helped to shape the assessment. The assessment has also been discussed with the local board at workshops over the course of its development between 2021 and 2022.

10. If adopted, this assessment will provide a helpful tool to plan for a high-quality parks network to serve this rapidly growing community. It will also provide a framework to attract funding through agencies external to Auckland Council.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) adopt the Avondale Local Parks Needs Assessment (Attachment A) to inform future development of parks in this area.

Horopaki

Context

11. Avondale is a suburb of Auckland located within the Whau local board area. The area has a rich and varied history and unique local character. Known to tangata whenua as Te Whau, also the name for the river that defines Avondale’s western boundary, or Hui Korero, which means ‘the meeting place’, the area sits between the major Whau portage and the important Te Auaunga catchment.

12. Many early industries including farming, market gardening and brickmaking have roots in this area. Additionally, the Avondale Racecourse has been a centre for community and sporting activities for over a century and continues to provide many of these functions today.

13. In more recent times, the area has transformed into a well-connected suburb of the central Auckland isthmus, and since 2017 has begun a period of rapid growth.

14. Eke Panuku’s proposed major redevelopment of the town centre has helped to stimulate investment into high-density development of both public and private housing. It is expected that Avondale will continue this trajectory of significant population growth within the town centre and surrounds, as well as infill development at its outer edges.

15. Provision of quality parks and community facilities is integral to ensure that there is sufficient community infrastructure to meet the needs of this growing population, and to enable council to work with partners to make the most of partnership opportunities and advocate for high quality park outcomes.

16. To ensure these needs are met, a greater understanding is required of the current state of the parks network, and future pressures that it will face.

17. The Whau Local Board approved production of a needs assessment for Avondale local parks as part of its financial year 2021/2022 Parks, Sports and Recreation Work Programme (WH/2021/51). This was carried forward into financial year 2022/2023 for local board adoption.

18. The Avondale Local Parks Needs Assessment (Attachment A) considers the current state, future state change, and opportunities for future improvements to the open space network of the wider Avondale area (area defined on pages 6-7).

Tātaritanga me ngā tohutohu

Analysis and advice

19. The wider Avondale area was found to have a good provision of local parks, with at least 28 parks serving this community. However, this was not evenly spread, with some areas lacking enough open space to meet current need, while others had an excess of local park spaces. The quality of open spaces was also found to be mixed across the area, with many parks not meeting the needs of the current community.

20. Opportunities for active recreation and sport is well provided for, as are play opportunities, which have been prioritised for investment in recent years. However, there is a lack of quality passive open space, and spaces providing environmental or community centred outcomes.

21. As the wider Avondale area develops further, and housing intensity and population density increases, increased pressure will in turn be placed upon these open spaces. Decisions around investment and possible optimisation will be required to fine tune the parks network.

22. It is expected that the Avondale Racecourse, and important parks and community services that it currently provides, may be lost from the network in the next decade. Given the sale of this land is anticipated, as proposed in recent planning work from the racing industry, we have included this as a big move in a changing Avondale and factored it into our analysis.

23. Opportunities for increased or enhanced provision of parks within Avondale are outlined within the Spatial Plan for Avondale found on pages 27-28 of Attachment A. This includes investigation for enlargement of existing open space and establishment of new open space working with partners such as Kainga Ora. Improving access to existing open spaces through establishment of natural corridors is also recommended.

24. In a departure from traditional planning methods which tend to focus on the quantity and distribution of open space as the key metrics of parks provision, this assessment has also considered qualitative outcomes which help us understand how well these parks can meet the future needs of their communities.

25. A high-quality parks network must respond to the needs of the local community to ensure well-being, environmental quality, activation and placemaking. Working closely with mana whenua, five broad pillars of a high-quality parks network were identified (presented on page 20 of Attachment A). These are:

· Mana – authority and status

· Mahi Toi – creativity and local character

· Kotahitanga – diversity and inclusiveness

· Taiao – natural environment

· Hauora – health and well-being.

26. As opportunities to improve parks are realised, designers need to ensure that these qualitative outcomes are implemented strategically across the network. While not every park can provide for all these outcomes, it should be ensured that they are spread appropriately across the network so that the whole community has access to these opportunities.

27. While the remit for this study is focused on the publicly owned parks network, the assessment considers other types of public and private open space provision that will contribute to the overall network. Partnership with other agencies such as Eke Panuku and Kainga Ora will be important to define the role that they can play in the development of a high-quality network of parks and community infrastructure.

28. The needs assessment presents four high level key moves (outlined on page 26 of Attachment A) to enable evidence-based decision making driven by both qualitative and quantitative factors. These key moves are:

· Natural Connections

· Quantitative Outcomes

· Qualitative Outcomes

· Partnerships

29. Application of these key moves, while focusing on the principles and opportunities identified within the document will ensure the delivery of a public open space network that provides a high-quality level of service and meets the increased need of communities living in a high-density urban environment.

30. This document will enable the Whau Local Board and council departments to have a more informed and up-to-date view of network priorities in the current context, and aid in the prioritisation of development and advocacy opportunities to ensure better value for money investment into Avondale’s parks network.

Tauākī whakaaweawe āhuarangi

Climate impact statement

31. In June 2019, Auckland Council declared a climate emergency and a commitment to the community to look at ways we can consider climate implications in everything that we do. The Parks & Community Facilities department at Auckland Council is committed to the regional sustainability targets of Te-Tāruke-ā-Tāwhiri - Auckland's Climate Plan.

32. 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.

33. The plan does not specify the development of built infrastructure within parks but instead presents a high-level view of how best to meet the needs of a growing Avondale. This should ensure more strategic and value for money investment into the parks network, thus reducing possible climate change impacts by avoiding unnecessary replication of park services.

34. Improvements to stormwater management, management of the ponds, streams and overflow areas through the parks network in future would also increase the resilience of the wider catchment as densification and 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

35. Parks & Community Facilities staff have provided direction throughout the development of this needs assessment. This has included strategic direction for park service outcome delivery, advice on design and maintenance, and direction on water management actions and safety.

36. Consultation with mana whenua and key stakeholders including Eke Panuku and Kainga Ora has helped to shape the assessment. Eke Panuku staff provided specific input into the outcomes of the document, alongside context information related to the Unlock Avondale project.

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

Local impacts and local board views

37. The Whau Local Board recognise the important role that parks and community infrastructure provide for their communities, particularly within growth areas such as Avondale. The provision and enhancement of open space within Avondale specifically has been flagged within the Whau Local Board Plan for the last decade.

38. To aid in local board advocacy as partners and agencies such as Eke Panuku and Kainga Ora continue to develop this area, the local board sought a more comprehensive understanding of the needs of the local parks network.

39. Provision of high-quality parks services to support this growing community must keep ahead of this scale and pace of change, and that strategic investment into parks must be part of the wider development discussion.

40. In addition to stakeholder and mana whenua involvement in the project previously outlined within this report, the needs assessment has been discussed with the local board at workshops over the course of its development from 2021-2022.

41. The Whau Local Board was entirely supportive of the five pillars of a high-quality parks network, and subsequently the four key moves and spatial plan. It was keen to ensure that key stakeholders such as Eke Panuku and Kainga Ora were involved in the project to assist in partnership opportunities in the future.

42. The development of the local park needs assessment for Avondale aligns with the following Whau Ranges Local Board Plan 2020 outcomes and objectives:

Outcome Two: Māori aspirations are advanced and prioritised, and Māori history and identity are valued and reflected in our community spaces:

· Objective – Our partnerships with mana whenua are strengthened.

· Objective – Māori principles and traditions are considered early in our major projects and planning processes.

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

· Objective – Opportunities for growth and regeneration consider the needs of all affected communities.

o Initiative – Advocate for the increased provision of accessible green space in Avondale in the context of rapidly increasing population density.

· Objective - The Whau has community assets and open spaces that can accommodate future growth and increased housing density.

· Objective - Everyone in the Whau has opportunities for active and passive recreation in our parks and open spaces.

43. The local board provided positive feedback and informally supported the final draft of the plan in June 2022.

Tauākī whakaaweawe Māori

Māori impact statement

44. Four mana whenua groups worked with staff to help guide development of the needs assessment. This included Te Kawerau ā Maki, Te Ākitai ō Waiohua, Ngāti Whanaunga and Ngāti Whātua Ōrakei.

45. Mana whenua advised that the natural world must be considered alongside the built environment. When the whenua is restored, so too is the health and wellbeing of our communities. This led to increased emphasis within the document on the restoration of natural connections across Avondale, better connecting parks and open spaces with the two significant awa of the area.

46. Mana whenua also helped to shape the five key principles for a high-quality parks network, ensuring that the Te Ao Māori world view was embedded into the qualitative principles for park development.

47. The final needs assessment 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.

48. As opportunities from within the plan are progressed further, staff will work with mana whenua to determine how they would like to be involved in each moving forward.

Ngā ritenga ā-pūtea

Financial implications

49. There is no Auckland Council funding identified to further investigate or deliver the outcomes proposed within the needs assessment. However, it is recognised that agencies other than Auckland Council have vested interest and funding to process future development in Avondale.

50. Auckland Council will work in partnership with these agencies to optimize opportunities provided by projects that are externally funded.

51. Any potential future budget allocations within Auckland Council funding envelopes, including the renewals programme, to progress outcomes from within the plan will be discussed with the local board as part of their future Customer and Community Services work programme development process.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

52. Given the current financial constraints that Auckland Council faces, there is likely be insufficient budget to deliver outcomes identified within the plan. To mitigate this risk, the needs assessment will be used to advocate for high-quality parks outcomes to development partners active within the catchment, including Eke Panuku, Kainga Ora, and perhaps in future the Avondale Jockey Club.

Ngā koringa ā-muri

Next steps

53. This document will enable the Whau Local Board and council departments to have a more informed and up-to-date view of network priorities in the current context, and aid in the prioritisation of development and advocacy opportunities to ensure better value for money investment into Avondale’s parks network.

54. Any funding requirements to progress outcomes from within the plan will be discussed with the local board as part of their future Customer and Community Services work programme development process, and in partnership with other departments and stakeholders.

Ngā tāpirihanga

Attachments

No.	Title	PPPage
a⇩	Avondale Local Parks Needs Assessment	25

Ngā kaihaina

Signatories

Authors

Thomas Dixon - Parks & Places Specialist

Authorisers

Taryn Crewe - General Manager Parks and Community Facilities

Adam Milina - Local Area Manager

Whau Local Board

22 March 2023

Evaluation of the 2022 Auckland Council Elections

File No.: CP2023/02761

Te take mō te pūrongo

Purpose of the report

1. To evaluate the 2022 Auckland Council elections and to provide opportunity for feedback from the local board.

Whakarāpopototanga matua

Executive summary

2. An evaluation of the Auckland Council 2022 elections is attached in Attachment A.

3. This follows a submission to Parliament’s Justice Committee last month. That submission focused on assessing the need for legislative changes. This evaluation incorporates key points from that submission but focuses on Auckland Council’s election processes.

4. The report suggests the council consider moving from the postal voting method to a combination of postal and booth voting whereby booths are staffed on election day and do not close until 7 pm. This is a response to criticism that it was difficult to cast a special vote for those who wanted to cast their vote on the final day.

5. This would incur a cost of more than $20,000 and would delay the announcement of election results.

6. Feedback is being sought on this proposal and on any other aspects of the Auckland Council election process that can be improved.

7. The report gives advance notice of other decisions relating to the 2025 elections.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) Kohuki / consider its feedback on the evaluation of the Auckland Council local elections 2022.

Horopaki

Context

8. An evaluation of the council’s elections is carried out following each triennial election. The evaluation usually coincides with an inquiry conducted by a parliamentary select committee and is reported at the same time as a draft submission to the committee.

9. The Justice Committee invited submissions to its inquiry with a submission closing date of 14 February 2023, which was earlier than expected. A draft submission was presented to local boards in February for their comment.

10. Whereas the intent of the submission to the Justice Committee was to consider any changes to legislation that might improve the elections, this current evaluation is about the council’s own elections and how they might be improved.

11. The evaluation is attached and includes much of what has already been reported in the draft submission together with information relevant to Auckland’s own elections.

12. The evaluation and any further comments the local board has will be reported to the Governing Body.

Tātaritanga me ngā tohutohu

Analysis and advice

13. The local government voting process is straightforward using the postal voting method:

· voters do not have to register separately for the residential roll – the Parliamentary electoral roll is used

· voting documents are posted to each elector’s address as provided on the Parliamentary electoral roll

· a voter completes their voting document and either posts it back or deposits it in a ballot box; at the last election 136 of these were located at Countdown supermarkets, train stations and other council facilities

· voters have almost three weeks to do this.

14. Nevertheless, there was some criticism on social media about it being difficult to cast a special vote on election day itself (there were queues at some special voting centres).

15. Staff believe that the main reason for people needing to cast special votes is that they did not receive their voting documents in the mail, for example where their residential address on the electoral roll was not up to date.

16. It is the responsibility of the Electoral Commission to maintain the electoral roll. There is a period, prior to nominations being called, for the roll to be updated. This includes the Electoral Commission mailing each elector’s registered address with a request to update their details if they are not correct. However, if the elector has moved, they will not receive this notice unless it is forwarded. The Electoral Commission may remove the elector from the roll, or mail their voting documents to the wrong address.

17. Improving the process for reminding electors to update their address details on the electoral roll lies with the Electoral Commission.

18. Another solution is to provide more time for voting on election day itself so that those who need to cast a special vote, and who leave it until election day, have more time to do so. The Local Electoral Act and Regulations provide three authorised voting methods:

· postal voting

· booth voting

· a combination of booth voting and postal voting.

19. If the council resolved to adopt a combination of booth voting and postal voting, voting would close at 12 noon for those using the postal and ballot box options but would not close until 7 pm for those wishing to visit a voting booth in order to cast their vote on election day.

20. There would be an additional cost. A sufficient number of voting booths would need to be staffed on election day. The cost of staff for each booth would be approximately $1,000 (based on 4 staff working a 10-hour day being paid the current living wage of $23.65 per hour). One booth in each local board area would have a total staff cost of over $20,000. It might be necessary to provide more than one booth in the rural local board areas. Venue costs could be minimised if council facilities are used.

21. Staff would appreciate feedback on whether local boards support the option of moving from postal voting to a combination of postal and booth voting.

Decisions required for the 2025 elections

22. A number of decisions need to be made for the 2025 elections.

23. If the council wishes to change the electoral system from First Past the Post to Single Transferable Vote it must do so by 12 September 2023 (Local Electoral Act 2001, section 27).

24. The Local Government Electoral Legislation Bill, when enacted, will require the council to resolve by 20 December 2023 whether to have Māori representation. There must be prior engagement with Māori and the community before making this decision. If the decision is to have Māori representation then the council must provide for Māori wards when it conducts its review of representation arrangements.

25. The council is required to conduct a review of representation arrangements for the 2025 elections. This includes reviewing the number of councillors, whether they are elected at large or by ward and, if by ward, the number of wards, their names and their boundaries. It also includes reviewing the number of members on each local board, and whether they are elected at large or by subdivision. The names of local boards can also be reviewed. The proposed process for doing this will be reported later this year.

26. The council may also resolve to change the order of names on voting documents. It will need to do this prior to the Electoral Officer notifying the 2025 election.

Tauākī whakaaweawe āhuarangi

Climate impact statement

27. The key aspect of this report investigates the provision of booth voting on election day to make it easier to cast special votes. The climate impact of people travelling to a booth is likely to be mixed, depending on where they are located.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

28. There are no impacts on the group.

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

Local impacts and local board views

29. Local board comments in response to the evaluation report will be conveyed to the Governing Body.

Tauākī whakaaweawe Māori

Māori impact statement

30. Demographic data shows that turnout for electors of Māori descent was lower than the average turnout. An analysis conducted by Auckland Council’s Research and Evaluation Unit (RIMU) suggested that a range of interrelated factors may be contributing to these discrepancies, including:

· differences in the perceived relevance of local government to the everyday life of different communities

· differences in family and work commitments and an ability to pay attention to local politics in light of other life priorities

· differences in civics education

· the complexity of the local government system and voting process, along with differences in knowledge about local government across communities in Auckland

· for some communities, a lack of identification with and ability to see one’s identity reflected in the local governance system

· a distrust of and disengagement from the local government system, particularly amongst Māori

· the existence of a social norm of non-voting in some families, neighbourhoods and communities.

31. The issue of Māori representation is being considered. The Local Government Electoral Legislation Bill, currently proceeding through Parliament, will require the council to make a decision on Māori representation by 20 December 2023.

Ngā ritenga ā-pūtea

Financial implications

32. Moving from postal voting to a combination of postal voting and booth voting would incur additional costs. These are not quantified but based on likely costs of staffing booths on election day additional costs would be more than $20,000.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

33. Voter turnout has been steadily low over the last couple of elections, however, there is the risk that if the council does not improve the voting experience, where there has been criticism, that voter turnout will decrease further.

Ngā koringa ā-muri

Next steps

34. Feedback from the local board is due on 18 April 2023 and will be reported to the Governing Body.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Evaluation of Auckland Council’s 2022 Local Elections	59

Ngā kaihaina

Signatories

Authors

Warwick McNaughton - Principal Advisor

Authorisers

Carol Hayward - Team Leader Operations and Policy

Louise Mason - General Manager Local Board Services

Adam Milina - Local Area Manager

No.	Title	Page
a ⇩	Whau Local Board feedback of 21 February 2023 on Water Services Legislation Bill	81

Whau Local Board

22 March 2023

Council-controlled organisation forward work programme and engagement approach for Quarter Four (April - June 2023)

File No.: CP2023/02712

Te take mō te pūrongo

Purpose of the report

1. To provide the Whau Local Board with the council-controlled organisation (CCO) forward work programme and engagement approach in its area for Quarter Four (April-June 2023).

Whakarāpopototanga matua

Executive summary

2. The 2022/2023 CCO Local Board Joint Engagement Plans were adopted in June 2022. These plans record CCO responsibilities and local board commitments with Auckland Transport, Tātaki Auckland Unlimited, Eke Panuku Development Auckland and Watercare.

3. Local boards and CCOs are expected to review the joint engagement plans (CCO responsibilities and local board commitments) in June 2023.

4. CCOs provide local boards with the CCO work programme in their area. Each work programme item lists the engagement approach with the local board, activity status, updates and milestones anticipated for the next quarter.

5. Providing local boards with the CCO work programme addresses the 2020 CCO Review’s recommendation to coordinate CCO actions better at the local level.

6. As per the 2022/2023 CCO Local Board Joint Engagement Plans:

· CCOs, when creating their work programme, consider the priorities identified in the local board plan and any relevant strategies or policies specific to the local board area.

· Local boards advise CCOs of issues or projects of significance, communicate the interests and preferences of their communities and allow for flexibility in terms of engagement, recognising differing levels of interest.

7. CCOs and local boards workshop the CCO work programme and engagement approach regularly to identify and maximise opportunities for good community outcomes within the local board area.

8. This report provides a formal update of the CCO forward work programme, engagement approach and anticipated milestones for Quarter Four (April-June 2023). This report also includes the status on CCO work programme items since the last report in September 2022.

9. The Whau Local Board will receive the next CCO work programme and engagement approach report in June 2023 which will include an update on projects from Quarter Four (March-June 2023) and expected milestones for work in Quarter One (July-September 2023).

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) receive the council-controlled organisations forward work programme and engagement approach for Quarter Four (April-June 2023).

Horopaki

Context

What are CCO Local Board Joint Engagement Plans?

10. The 2020 Review of Auckland Council’s council-controlled organisations recommended that CCOs and local boards adopt an engagement plan to:

· help cement CCO and local board relations

· agree on a common understanding of accountability between CCOs and local boards

· coordinate CCO actions better at the local level.

11. These plans record the commitment between Auckland Transport, Tātaki Auckland Unlimited, Eke Panuku Development Auckland, Watercare and the local boards to work together.

12. Each local board adopted their 2022/2023 CCO Local Board Joint Engagement Plans in June 2022. These plans include CCO responsibilities and local board commitments.

13. This report does not update the CCO responsibilities and local board commitments. Local boards are expected to revise these in their next engagement plans in June 2023.

What are the CCO work programme items?

14. CCOs provide local boards with a work programme that lists the different CCO projects happening in the local board area.

15. The work programme is not a full list of projects in the Whau Local Board area. It includes work programme items for engagement purposes. Providing local boards with the CCO work programme addresses the 2020 CCO Review’s recommendation to coordinate CCO actions better at the local level.

16. As per the joint engagement plans:

· CCOs, when creating their work programme, consider the priorities identified in the local board plan and any relevant strategies or policies specific to the local board area

· Local boards advise CCOs of issues or projects of significance, to communicate the interests and preferences of their communities and to allow for flexibility in terms of engagement, recognising differing levels of interest.

17. Each work programme item records an engagement approach with the local board, activity status, updates and milestones anticipated for the next quarter.

18. The CCO work programme is intended to be reported through a local board business meeting quarterly for clarity and transparency. These updates may include the following types of changes:

· new work programme items and proposed engagement level

· changes to the engagement approach with the local board

· updates to status or anticipated milestones during the next quarter.

19. The work programme and engagement approach are workshopped regularly between CCOs and local boards to identify and maximise opportunities for good community outcomes within the local board area.

20. The engagement approach is based on the International Association for Public Participation (IAP2) standards which are provided in Table 1 below.

Table 1: International Association for Public Participation (IAP2) Engagement Approach Levels

CCO engagement approach	Commitment to local boards
Inform	CCOs will keep local boards informed
Consult	CCOs will keep local boards informed, listen to and acknowledge concerns and aspirations, and provide feedback on how local board input influenced the decision. CCOs will seek local board feedback on drafts and proposals.
Collaborate	CCOs will work together with local boards to formulate solutions and incorporate their advice and recommendations into the decisions to the maximum extent possible.

21. Local boards received the last update to the CCO work programme and engagement approach in September 2022. CCOs have been updating local boards on their work programmes through induction workshops since November 2022.

Tātaritanga me ngā tohutohu

Analysis and advice

22. The following sections list changes since September 2022 to the CCO work programme for any:

· completed work programme items

· new work programme items

· changes to engagement levels.

23. More detailed updates to the CCO work programme are provided in Attachments A-D.

Key Highlights

· FIFA Women’s World Cup 2023- Olympic Park, New Lynn, home of Bay Olympic Football Club confirmed as a training venue and selected by Philippines in December 2022. Capital development programme for field, lighting and clubroom upgrades confirmed and underway. International football contribution of $300,000 confirmed towards clubroom upgrades.

· Te Matatini and Haka Ngahau, (regional pre-event, coincides with 50th anniversary of Te Matatini) – events successfully delivered 22 -25 February. Ongoing engagement and collaboration with Te Matatini Soc and Tamaki Makaurau Senior Kapa Haka Society; sponsorship payment milestone 2; Haka is Here regional promotion campaign and webhub developed, and went live in January 2023; work with Council whanau to develop Te Matatini-related events, experiences and activations for January/February 2023; volunteer recruitment; development of research and evaluation requirements (impact of Council investment).

Auckland Transport

Completed work programme items since September 2022

24. Auckland Transport has completed the following work programme items:

· Rata Street – Pedestrian Signalisation and Raised Pedestrian Crossing (Capital Projects)

· Avondale Streetscape Works (Stage 1 and 2) - (LBTCF)

· New Lynn to Avondale and Point Chevalier to Westmere Urban Cycleways (Major Projects)

· Wolverton Culverts (Major Projects).

New work programme items since September 2022

25. Auckland Transport has added new projects to the work programme including:

· Katoa, Ka Ora Regional Programmes Interim Speed Management Plan.

26. Auckland Transport’s work programme items are provided in Attachment A.

Tātaki Auckland Unlimited

Completed work programme items since September 2022

27. Tātaki Auckland Unlimited has completed the following work programme items:

· Rangatahi youth enterprise summit.

28. Tātaki Auckland Unlimited’s work programme items are provided in Attachment B.

Eke Panuku Development Auckland

Completed work programme items since September 2022

29. Eke Panuku Development Auckland has completed the following work programme items:

· 28 Racecourse Parade, Avondale [car park construction].

New work programme items since September 2022

30. Eke Panuku Development Auckland has added new projects to the work programme including:

· Cost reduction to mitigate budget challenges.

31. Eke Panuku Development Auckland’s work programme items are provided in Attachment C.

Watercare

32. Watercare’s work programme items are provided in Attachment D.

Tauākī whakaaweawe āhuarangi

Climate impact statement

33. This report does not have a direct impact on climate, however the projects it refers to will.

34. Each CCO must work within Te Tāruke-ā-Tāwhiri: Auckland's Climate Action Framework. Information on climate impacts will be provided to local boards on a project or programme basis.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

35. Auckland Transport, Tātaki Auckland Unlimited, Eke Panuku Development Auckland and Watercare have been conducting induction sessions with local boards since late 2022 to overview their CCO’s purpose and work programme.

36. Local boards advise CCOs of issues or projects of significance, communicate the interests and preferences of their communities and allow for flexibility in terms of engagement, recognising differing levels of interest.

37. The joint engagement plans and work programme items are shared with the integration teams that implement local board work programmes and give council staff greater ongoing visibility of CCO work programmes.

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

Local impacts and local board views

38. This report on the CCO work programme items ensures the communication of clear, up-to-date information from CCOs to local boards on projects in their area.

39. As per the joint engagement plan, CCOs, when creating their work programme, consider the priorities identified in the local board plan and any relevant strategies or policies specific to the local board area.

Tauākī whakaaweawe Māori

Māori impact statement

40. This report does not have a direct impact on Māori, however the projects it refers to will.

41. Local boards and CCOs provide opportunities for Māori to contribute to their decision-making processes. These opportunities will be worked on a project or programme basis.

Ngā ritenga ā-pūtea

Financial implications

42. This report does not have financial impacts on local boards.

43. Any financial implications or opportunities will be provided to local boards on a project or programme basis.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

44. Due to local elections, local board induction, and summer closedown, some local boards may not have workshopped with CCOs on the work programme and engagement approach.

45. Not having a workshop risks the local board’s ability to fulfil their commitment to advise CCOs of issues or projects of significance and to communicate the interests and preferences of their communities.

46. This report addresses this risk by providing the current CCO work programme and engagement approach to provide clarity and transparency.

47. If local boards prefer a more formal commitment for workshops with their CCOs, this arrangement can be addressed through revision of the next CCO Local Board Joint Engagement Plans (CCO responsibilities and local board commitments) in June 2023.

Ngā koringa ā-muri

Next steps

48. The local board will receive the next CCO forward work programme report in June 2023 which will include an update on projects from Quarter Four (March-June 2023) and expected milestones for work in Quarter One (July-September 2023).

49. CCOs and local boards will have an opportunity to workshop the CCO forward work programme through April and May before the next report in June 2023.

50. CCOs and local boards are expected to revise their next joint engagement plans (CCO responsibilities and local board commitments) in June 2023.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Auckland Transport forward work programme items for Q4 2023	89
b ⇩	Tātaki Auckland Unlimited forward work programme items for Q4 2023	91
c ⇩	Eke Panuku Development Auckland forward work programme items for Q4 2023	95
d ⇩	Watercare forward work programme items for Q4 2023	97

Ngā kaihaina

Signatories

Authors	Antonina Georgetti - Local Board Advisor
Authorisers	Adam Milina - Local Area Manager

Whau Local Board

22 March 2023

Urgent decision - Local Government New Zealand membership

File No.: CP2023/02711

Te take mō te pūrongo

Purpose of the report

1. To note that an urgent decision was made on 15 March 2023 to provide the Whau Local Board’s view to the Governing Body regarding Auckland Council’s Local Government New Zealand membership.

Whakarāpopototanga matua

Executive summary

2. On 7 December 2022, the Whau Local Board resolved (resolution number WH/2022/127) as follows:

That the Whau Local Board:

a) delegate authority to the Chairperson and Deputy Chairperson, or any person acting in these roles, to make urgent decisions on behalf of the local board, if the local board is unable to meet.

b) confirm that the Local Area Manager, Chairperson, and Deputy Chairperson (or any person/s acting in these roles) will authorise the use of the local board’s urgent decision mechanism by approving the request for an urgent decision in writing.

c) note that all urgent decisions made, including written advice which supported these decisions, will be included on the agenda of the next ordinary meeting of the local board.

3. The Mayor of Auckland leads the development of the annual plan. The mayor is promoting a reduction of expenditure and in this context has asked for consideration of the council’s ongoing membership of Local Government New Zealand (LGNZ). This will be considered by the Governing Body at its meeting on 23 March 2023 and local board feedback is due by 15 March 2023.

4. The council currently pays a discounted subscription of approximately $400,000. In addition, there are costs associated with attending the annual conference and other activities. That expenditure could be applied to other council services.

5. Auckland Council is large enough to continue without using the resources and services provided by LGNZ but benefits from its interactions with LGNZ. These include keeping abreast of national issues affecting local government, influencing local government issues on the national agenda, providing sector leadership, and elected representatives being able to connect and network with their peers from across the country.

6. There is a risk to LGNZ that if Auckland Council resigns its membership that this will adversely impact LGNZ’s financial position.

7. The next Whau Local Board business meeting is on 22 March 2023. Therefore, it was necessary to seek an urgent decision to formalise the local board’s position ahead of a decision of the Governing Body on 23 March 2023.

8. The urgent decision, made by the Chairperson and Deputy Chairperson of the Whau Local Board, on 15 March 2023 is appended as Attachment A.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) tuhi ā-taipitopito / note the urgent decision of the Whau Local Board, made on 15 March 2023, to provide feedback to the 23 March Governing Body meeting when it considers council’s ongoing membership of Local Government New Zealand.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Urgent Decision of the Whau Local Board of 15 March 2023	101

Ngā kaihaina

Signatories

Authors	Brenda Tang - Senior Local Board Advisor
Authorisers	Adam Milina - Local Area Manager

Chairperson	Kay Thomas
Deputy Chairperson	Fasitua Amosa
Members	Ross Clow
	Catherine Farmer
	Sarah Paterson-Hamlin
	Warren Piper
	Susan Zhu

Authors	Claire Bews - Democracy Advisor
Authorisers	Adam Milina - Local Area Manager