Agenda of Albert-Eden Local Board - Thursday, 23 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.

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Albert-Eden Local Board:

a) confirm the minutes of its ordinary meeting held on Thursday, 23 February 2023, as true and correct.

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

6.1 Acknowledgement - The recent passing of Alice Wylie

Te take mō te pūrongo

Purpose of the report

1. For the local board to note a formal acknowledgement on the meeting agenda.

Whakarāpopototanga matua

Executive summary

2. The local board acknowledges the passing of Alice Wylie QSO, JP, a past Deputy Mayor of Mt Albert City.

3. Alice Wylie Reserve in the local board area was named in honour of Alice Wylie.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) note the passing of Alice Wylie QSO, JP, a past Deputy Mayor of Mt Albert City and for whom Alice Wylie reserve was named and acknowledge the significant contribution Alice made to Mt Albert and the local board extends its sympathies to her family and friends.

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 Albert-Eden 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 - Chamberlain Park Golf, The Home of Pasifika Golf

Te take mō te pūrongo

Purpose of the report

1. To enable an opportunity for Faumuina Michael Annandale – President, Chamberlain Park Golf Club, and Faima Francis Sheppard – Treasurer, Chamberlain Park Golf Club, to deliver a presentation during the Deputation segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2. Faumuina Michael Annandale – President, Chamberlain Park Golf Club, and Faima Francis Sheppard – Treasurer, Chamberlain Park Golf Club, will be in attendance to deliver a presentation outlining a concept plan aimed at designating Chamberlain Park as "The Home of Pasifika Golf". Utilising artwork, Pasifika golf tournaments and signage, the concept plan will aim to promote Chamberlain Park as a Pasifika friendly environment, noting a high proportion of Pasifika golfers at Chamberlain Park.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) thank Faumuina Michael Annandale – President, Chamberlain Park Golf Club, and Faima Francis Sheppard – Treasurer, Chamberlain Park Golf Club, for their attendance and Deputation presentation regarding the organisation’s ‘The Home of Pasifika Golf’ concept plan.

8.2 Deputation - Citizens Advice Bureau Auckland City-Local Board Update

Te take mō te pūrongo

Purpose of the report

1. To enable an opportunity for Kate Anderson - General Manager, Citizens Advice Bureau Auckland City Incorporated, to deliver a presentation during the Deputation segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2. Kate Anderson - General Manager, Citizens Advice Bureau Auckland City Incorporated, will be in attendance to deliver a presentation updating the local board of recent service delivery at the Citizens Advice Bureau’s St Luke’s office.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) thank Kate Anderson - General Manager, Citizens Advice Bureau Auckland City Incorporated, for her attendance and Deputation presentation regarding recent service delivery at the Citizens Advice Bureau’s St Luke’s office.

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.”

Albert-Eden Local Board

23 March 2023

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

File No.: CP2023/03125

Te take mō te pūrongo

Purpose of the report

1. To provide the Albert-Eden 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 Albert-Eden 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 Albert-Eden 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 Albert-Eden 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.

Auckland Transport

Completed work programme items since September 2022

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

· Mt Albert South Traffic Calming (LBTCF)

· New Lynn to Avondale Scheme Cycleway

· Regional Programmes Activities in the Road Corridor Bylaw.

Changes to work programme item project names since September 2022

25. Route Improvements (Carrington Road - Nth of Unitec, 64-69 Empire Road) has been amended to reflect the new project name, it is now called Carrington Road Improvements.

26. Signalised Mid-Block Crossing on New North Road (LBTCF) has been amended to the correct location, it is now called Signalised Mid-Block Crossing on Great North Road (LBTCF).

27. There are no new projects or changes to engagement levels.

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

Tātaki Auckland Unlimited

Completed work programme items since September 2022

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

· Activating Auckland’s innovation network – Click Studios 1

· Rangatahi youth enterprise summit.

30. There are no new projects or changes to engagement levels.

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

Eke Panuku Development Auckland

New work programme items since September 2022

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

· Cost reduction to mitigate budget challenges.

33. There are no completed projects or changes to engagement levels.

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

Watercare

35. There are no new or completed projects, or changes to engagement levels.

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

38. 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

39. 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.

40. 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.

41. 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

42. 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.

43. 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

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

45. 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

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

47. 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

48. 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.

49. 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.

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

51. 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

52. 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).

53. 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.

54. 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	15
b ⇩	Tātaki Auckland Unlimited forward work programme items for Q4 2023	17
c ⇩	Eke Panuku Development Auckland forward work programme items for Q4 2023	19
d ⇩	Watercare forward work programme items for Q4 2023	21

Ngā kaihaina

Signatories

Author	Maclean Grindell - Senior Local Board Advisor
Authoriser	Nina Siers - Local Area Manager

Albert-Eden Local Board

23 March 2023

Evaluation of the 2022 Auckland Council Elections

File No.: CP2023/03097

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 Albert-Eden 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	27

Ngā kaihaina

Signatories

Author

Warwick McNaughton - Principal Advisor

Authorisers

Carol Hayward - Team Leader Operations and Policy

Louise Mason - General Manager Local Board Services

Nina Siers - Local Area Manager

Albert-Eden Local Board

23 March 2023

Watercare – Wastewater Network Strategy

File No.: CP2023/03112

Te take mō te pūrongo

Purpose of the report

1. The purpose of this report is to seek formal feedback from the Albert-Eden Local Board on Watercare’s Wastewater Network Strategy (WWNS).

Whakarāpopototanga matua

Executive summary

2. Watercare is preparing the 2023 Wastewater Network Strategy (‘the strategy’) as part of its 35-year Network Discharge Consent with Auckland Council.

3. The strategy is a key implementation tool to show how Watercare plans to reduce overflows and improve the public wastewater network.

4. This is a strategy that is reviewed every six years and outlines reports on network condition, performance, and proposed improvement works.

5. Consent conditions require Watercare to consult with a variety of entities including Local Boards.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) approve its feedback on Watercare’s Wastewater Network Strategy.

Horopaki

Context

6. The wastewater network is made up of 7,999 kilometres of pipes and 518 pump stations that move sewage from homes, businesses, and industrial sites to treatment plants. Approximately 410 million litres of wastewater are treated daily in Auckland’s treatment plants.

7. Watercare has five consents that when combined cover Auckland's network from Wellsford and Helensville in the north down to Waiuku, Kingseat, and Beachlands in the south.

8. These consents focus on discharges from the network which include both treated water from Watercare’s plants and unintended untreated wastewater overflows.

9. A condition of these consents is a Wastewater Network Strategy that covers a 35-year period and is reviewed every six years. The strategy is the key implementation tool used to report on current network condition and performance, and to outline the schedule of proposed works to improve the network.

10. The strategy focuses on unintended overflows from the network. A wastewater overflow occurs when wastewater spills out from gully traps, manholes, engineered overflow points or pump stations and flows into public or private property, waterways, and the sea. Overflows occur primarily because of blockages in the system, lack of storage space, cracks and leaks in pipes, power outage, or broken parts. They are categorised into 3 types:

· Type 1 from pump stations

· Type 2 from Engineered Overflow Points

· Type 3 uncontrolled overflows.

11. EOPs are structures in the network designed to overflow if something goes wrong in another part of the network such as a blockage. They control where the overflow takes place to ensure that it does not occur in someone’s home, business or a school where there is a higher public health risk.

Tātaritanga me ngā tohutohu

Analysis and advice

12. Please see Attachment A for a more detailed report that has a full description of the wastewater network in the local board area and outlines network performance. The below is a high level summary of this report.

Network description summary

13. The Albert-Eden board area is part of the Western Isthmus catchment and is predominantly residential in land use, with approximately 620 kilometres of wastewater pipes and 44,627 connections.

14. The wastewater network in the Albert-Eden board area is substantial and contains many of the legacy combined wastewater and stormwater networks. Combined networks collect both wastewater and stormwater flows in a single pipe. Combined networks were designed to overflow from engineered overflow points during rainfall when increased stormwater flows overwhelm capacity of the pipes.

Network performance summary

15. Based on the Western Isthmus and Hobson Bay catchment area, there are a total of 71 Engineered overflow points (Type 1 and 2 EOP’s) across the Albert-Eden Local Board area, currently four of the Type 2 EOP’s are monitored.

16. The below table outlines the number of Type 1 overflows by cause and year. It illustrates that stormwater inflow is a significant cause of overflows over the last five years but also that this has significantly decreased overtime.

Type 1 EOP	2016 / 2017	2017 / 2018	2018 / 2019	2019 / 2020	2020 / 2021	2021 / 2022	2022 / 2023
Broken pipe		1
Heavy Rain	20	22	15	7	10	9	4
Mechanical		3				3	1
Power failure		1	1	2
Unknown	2			1
Total	22	27	16	10	10	12	5

17. There are 191 Type 2 engineered overflow points in the Western Isthmus catchment area of which 68 of the worst performing EOPs are actively monitored. The table below reflects the spill rates from the monitored EOP's.

Type 2 EOP	System Type	2018 / 2019	2019 / 2020	2020 / 2021	2021 / 2022	2022 / 2023
Branch 8 Mt Albert MH31	Combined	75	67	54	50	46
Orakei Main Sewer MH38	Combined	15	14	21	20	23
Edendale Branch MH1	Combined	56	53	43	45	44
Branch 8 Mt Albert MH7	Combined	27	57	45	47	56
Total		173	191	163	162	169

18. Type 3 overflows which are uncontrolled (i.e. not from engineered overflow points) are split into dry weather and wet weather overflows. Dry weather flows are a combination of domestic, commercial, industrial loads, and groundwater infiltration. The Western Isthmus catchment has the second highest number of dry and wet weather overflows for Auckland but is the ninth when considered per kilometre of pipe. The table below outlines the overflow rates from dry weather and wet weather overflows.

Type 3	2018	2019	2020	2021	2022
Dry weather	286	287	382	526	205
Wet Weather	75	39	41	84	77
Total	361	326	423	610	282

Planned activities

19. The following table outlines the major programmes of infrastructure works planned for the catchment over the next ten years:

Project Name

Description

Timeframe

Cost

Western Isthmus program

*Central Interceptor programme is not part of the NDC consent. CI has its own discharge consent.

Combined sewer separation and new pipes to take flow to the Central Interceptor* (CI). This programme of works is dependent on the CI completion.

Relevant Links:

· Central Interceptor

· Western Isthmus Water Quality Improvement Programme

In progress - 10 years of work to 2028. Further separation work after 2028 to review network performance and potentially other areas such as Saint Mary's Bay and Herne Bay.

$1.8 billion

Mt Roskill Wastewater Improvements

Upgrade of wastewater pipes in the Mt Roskill area to prevent overflows and allow for growth (working with Kāinga Ora)

2023-2035+

$74 million

20. Work to remove stormwater inflow and infiltration work is planned for Euston Rd area in 2022/2023. The following table outlines the inflow and infiltration planned for 2022-2023:

2021/2022 Investigation Projects	Planned for 2021/2022	In Progress 2021/2022	Completed in 2021/2022	Planned for 2022/2023
WIWQIP - Sunderland/ Euston Separation Investigation – 2022/2023 (Planned)	0			1

21. Community education occurs via a number of channels including the seasonal ‘Tapped In’ newsletter, ‘Local Matters’ newsletters, typically prepared in response to local overflow issues including blockages from fats oils and grease. Comprehensive information on how to care for your drains and to avoid overflows is also available on the Watercare website or the Water for Life website.

Predicted future performance of the network:

22. With the forecasted proposed and planned works on the wastewater network over the next six years and based on 2030 population projections, Watercare have developed the 2023 modelling to demonstrate the expected improvement of the network and the expected reduction of overflows in the Albert-Eden Local Board area. The Central Interceptor and WIWQIP are the two key projects that are intended to have the largest impact on overflow reduction. The maps below provide the base modelling from 2017 figure 1 which indicates the current network performance and after map figure 2 includes proposed and committed works and the indicative reduction of overflows:

Figure 1 Māngere SMA Model 2017 - 2030 Population Projections

Figure 2 Māngere SMA Model 2023 - Incl. proposed and committed works 2030 population

WWNS Community feedback and insights

23. Watercare has received over 150 pieces of feedback via online survey’s and manual feedback forms from people all across Auckland, we are currently working through the feedback and identify key insights with the findings and outcomes from the feedback that will be available on 31 March 2023. While we work through the feedback, below are some of the insights we have discovered to date:

a) There is a general support for the strategy but belief that it does not go far enough. There is strong feedback that any overflows are unacceptable

b) A need for general education about Wastewater and disposing of items.

c) Wastewater infrastructure needs investment to Cope with Climate change and Minimise health risk and remove pollution on the awa/moana.

Tauākī whakaaweawe āhuarangi

Climate impact statement

24. The global impacts of the changing climate will bring significant direct and indirect changes and challenges. For Watercare these include extreme weather events, prolonged dry periods, rising seas and increased coastal flooding.

25. Watercare’s climate change strategy sets out our future direction as we embark on a journey to operate a low carbon organisation that is resilient to climate impacts.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

26. Auckland Council Healthy Waters has contributed to the strategy.

27. Watercare will be submitting this strategy to Auckland Council as part of a consents process. Auckland Council will review, consult within the group and request changes accordingly.

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

Local impacts and local board views

28. All local boards have been given the opportunity to attend a briefing on the Strategy.

29. Feedback is being sought from Local Boards that have a significant number of wastewater overflows or who have expressed an interest in giving their views on the strategy.

Tauākī whakaaweawe Māori

Māori impact statement

30. The Network Discharge Consent requires the following consultative process to be carried out with Iwi:

Prior to and during the preparation and review of the Wastewater Network Strategy (including the Wastewater Improvement Works Programme), the Consent Holder shall:

a. Inform Iwi Authorities with mana whenua interests within Auckland of the intention to prepare a Wastewater Network Strategy three (3) months prior to commencing the preparation or review, and the timetable and opportunities for these authorities to engage in the preparation of the Wastewater Network Strategy.

b. Consult with Iwi Authorities with mana whenua interests within Auckland over the draft Wastewater Network Strategy, including receiving environment classifications cultural values and all discharges to land and water.

c. Report back to Iwi Authorities with mana whenua interests within Auckland, and Auckland Council, on the outcomes and final form of the Wastewater Network Strategy.

31. Watercare’s engagement approach with mana whenua is guided by the following objectives (as outlined in Watercare’s Māori Outcomes Plan):

a) We recognise and acknowledge Māori as Treaty Partners

b) We have a strong understanding of Māori relationships

c) We have an integrated approach to engaging with Māori

d) Roles and responsibilities for engaging with Māori are clear.

32. There are two ‘levels’ of engagement with mana whenua, firstly through the Mana Whenua Kaitiaki Forum and secondly through engagement with all individual 19 iwi/mana whenua authorities in the Auckland region.

33. The Mana Whenua Kaitiaki Forum is an independent forum comprising representatives of Mana Whenua entities within Tāmaki and Watercare representatives.

Ngā ritenga ā-pūtea

Financial implications

34. Watercare is a Council-controlled Organisation (CCO) and a wholly-owned subsidiary of Auckland Council. Unlike other CCO’s, Watercare is a limited liability company registered under the Companies Act 1993 and is 100 per cent funded from revenue, not from rates. Watercare is not funded directly from Auckland Council.

35. Watercare has carefully considered the financial implications as a result of the Wastewater Network Srategy and highlighted for the Local Board where they impact on our decision making. There is, however, no direct financial implications or decision making for the Local Board as a result of this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

36. The costings outlined above for the programmed works are indicative and may subject to changes as the works are developed.

37. Watercare’s programme is evidence led and subject to change based on factors like the number of overflows and population growth. If these factors change then the programme will change. We will keep the local board informed about these changes in our regular reporting and in our Asset Management Plan.

38. For inflow and infiltration works on private property once issues have been identified Watercare relies on homeowners to rectify the issues.

Ngā koringa ā-muri

Next steps

39. Feedback from the Local Board will be considered prior to submitting the Strategy to Auckland Council.

40. The feedback will be included in the next update of the Wastewater Network Strategy.

Ngā tāpirihanga

Attachments