Agenda of Waitematā Local Board - Tuesday, 18 April 2023

No.	Title	Page
a ⇨	Chair Sage Board Report April 2023

No.	Title	Page
a ⇨	Member Alex Bonham Report April 2023
b ⇨	Member Richard Northey Report April 2023

Waitematā Local Board

18 April 2023

Indicative Business Case: Tāmaki Pātaka Korero - Auckland Central Library

File No.: CP2023/03757

Te take mō te pūrongo

Purpose of the report

1. To present the key findings of the indicative business case for Tāmaki Pātaka Korero – Auckland Central Library of the future and seek the local board’s feedback on the recommended next steps.

Whakarāpopototanga matua

Executive summary

2. The Parks, Arts, Community and Events Committee directed staff to develop an indicative business case to assess four options to deliver agreed investment objectives for the Central Library and inform future investment decisions [PAC/2020/68].

3. The indicative business case confirms the case for change established during the 2020 investigation. The facility’s ability to continue to provide valued central library services to Auckland’s growing communities is constrained by its size, age, condition and configuration.

4. Staff further developed the four short-listed options approved by the committee:

· option 1: The status quo (or do minimum)

· option 2: Increase capacity for people-focused activities by remodelling the current facility

· option 3: Deliver destination library services in a new building on site

· option 4: Deliver destination library services in a new building elsewhere in the city centre.

the
development options

5. After assessing the options against six success factors (1. Strategic Alignment, 2. Business Needs, 3. Environmental Sustainability, 4. Potential Achievability, 5. Value for Money and 6. Potential Affordability), staff recommend not to pursue any of the development options to detailed business case.

6. Unlike the status quo, the development options deliver a fit-for-purpose and future-proof facility. They meet all first four success factors. But they do not deliver value for money. Costs would need to reduce by at least 30 per cent to equal benefits. With high development costs, the development options are also likely to be unaffordable.

7. Staff investigated alternative commercial models to Auckland Council’s ownership of the facility. Various forms of leasing are likely to be attractive to a third party. However, leasing the facility does not alter the recommendation not to pursue any of the development options. This is because leasing does not alter the value for money assessment and costs more over a 30-year period.

8. Central library services can continue to be delivered in the current facility in the short- and medium-term. However, this is not a viable long-term solution given the facility’s existing issues and its high-risk profile. The main risk is a continued erosion of the relevance and attractiveness of the facility, leading to visitation decreasing and operating costs increasing to cope with an ageing asset.

9. As a next step, staff recommend the development of a service plan to manage and plan continued delivery of central library services to Aucklanders over the next 50 years. The service plan would include an adaptation plan that investigates different scenarios reflecting likely future changes and uncertainties, with trigger points for intervention.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) whiwhi / receive the indicative business case for Tāmaki Pātaka Korero – Auckland Central Library, which found that:

i) the services delivered in the Central Library are valued and used by local and regional communities to deliver social, educational and cultural benefits

ii) current facility issues such as size, age, condition and configuration constrain our ability to deliver services and programmes. The building does not reflect Auckland’s unique cultural identity and Māori communities are under-represented in visitor numbers

iii) future demand for services and programmes currently delivered in the Central Library is uncertain, as COVID-19 restrictions have caused fluctuations in visitor numbers and trends world-wide show increased demand for online content as well as demand for more accessible, multifunctional space for physical visitors

iv) remodelling the Central Library or building a new facility (options 2, 3 and 4) would meet council’s business needs by delivering a fit-for-purpose and future-proof facility to enable service delivery in the long-term

v) remodelling the Central Library or building a new facility (options 2, 3 and 4) do not deliver value for money. Benefit-cost ratio ranges from 0.25 to 0.48, and costs would need to be reduced by at least 30 per cent to equal benefits

vi) remodelling the Central Library or building a new facility (options 2, 3 and 4) carry high development costs, ranging from $190 million to $228 million, which is likely to be unaffordable

vii) various forms of leasing as alternatives to Auckland Council ownership of the facility are likely to be attractive to a third party, but leasing does not change the value for money assessment and costs more to council over the long run than owning the facility

b) whakaae / agree that the development options (options 2, 3, and 4) do not progress to detailed business case as they do not provide value for money and are likely to be unaffordable

c) tuhi ā-taipitopito / note that service delivery can continue in the current facility at 44-46 Lorne Street in the short- to medium-term (option 1: The status quo), assuming required renewal work is carried out

d) tuhi ā-taipitopito / note that the current facility is not a viable long-term solution to house services currently delivered in the Central Library as it faces facility issues and has a high-risk profile

e) whakaae / agree that the next step is to develop a service plan to:

i) actively manage and plan for central library services to Aucklanders over the next 50 years

ii) support decision-making by presenting adaptive pathways allowing for flexibility to respond to changes, opportunities and challenges in the future, considering triggers for intervention such as cost to serve and risks

iii) be included as a priority action in the Community Facility Network Plan Action Plan 2022

f) tuhi ā-taipitopito / note that staff will be reporting to the Planning, Environment and Parks Committee at its May 2023 meeting.

Horopaki

Context

Indicative business cases provide evidence to support decision-making

10. Auckland Council uses a three-step process to investigate large-scale capital projects such as community facilities. This approach is based on the Better Business Cases Framework^TM developed by New Zealand Treasury.

11. The indicative business case for Tāmaki Pātaka Korero – Auckland Central Library of the future is the second step of the three-step process. It builds on the step one investigation work completed in 2020.

Figure 1: Council’s investment approach

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Previous decisions were made on a vision, investment objectives and short-listed options

12. The Parks, Arts, Community and Events Committee approved the investigation findings in December 2020 and directed staff to develop an indicative business case for the Central Library of the future. [PAC/2020/68]. The indicative business case reflects previous decisions made by the committee.

13. The committee agreed to the following vision for the Central Library:

14. The committee also agreed the investment objectives for the Central Library be to:

· “fulfil its unique role in the Auckland libraries network to meet and anticipate Aucklanders’ evolving needs to connect with one another and with the world of information and ideas

· provide services and spaces that reflect Tāmaki Makaurau’s unique Māori identity, preserve the past and celebrate Auckland’s place in the world.”

15. The committee agreed on four short-listed options to progress to the indicative business case step:

· option 1: The status quo (or do minimum)

· option 2: Increase capacity for people-focused activities by remodelling the current facility

· option 3: Deliver destination library services in a new building on site

· option 4: Deliver destination library services in a new building elsewhere in the city centre.

Three-page summary of key findings and recommendations

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Tātaritanga me ngā tohutohu

Analysis and advice

The indicative business case in a nutshell

16. The indicative business case further develops and assesses the short-listed options against six success factors.

17. Findings presented below can also be accessed in:

· a three-page diagrammatic format (overleaf)

· the full indicative business case report (refer Attachment A)

· a summary presentation (refer Attachment B).

The indicative business case confirms the case for change

18. This indicative business case confirms the case for change first established in the 2020 investigation. This is because:

· the Central Library plays a unique role in the library network and provides services to local residents as well as an Auckland-wide catchment. Services currently delivered in the Central Library (referred in this report as “central library services”) include regional heritage and research services, local library services and specialised programmes and services

· the Central Library is a valued facility with a unique mix of functionalities that complement the other community facilities in the city centre. It provides a range of programmes and services delivering social, educational, and cultural benefits that contribute to Auckland Council’s strategic outcomes such as the Auckland Plan’s outcomes

· the Central Library’s ability to serve current and future generations is compromised by existing facility issues such as the facility’s age, condition, size and configuration. This hinders visitor numbers and puts the valuable collections at risk of loss and degradation

· the building does not reflect Tāmaki Makaurau’s unique cultural identity. The Māori community is currently under-represented in visitor numbers and there is limited space to display the unique Māori collections

· central library services need to adapt to new technologies and changing preferences and provide for a fast-growing population that is forecasted to reach 2.4 million by 2051

· future demand for central library services is difficult to predict and likely to be impacted by increasing demand for online services and electronic borrowing, and demand for more accessible, multifunctional space for people-focused activities.

The investment proposal follows a clear logic

19. The current issues associated with the facility, the benefits its services deliver to Aucklanders and the objectives that an investment should deliver are articulated in the investment logic map below.

Figure 2: Investment logic map for the Central Library’s investment proposal

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The development options were developed based on evidence and expert advice

20. Feedback from Aucklanders and mana whenua, directions from library senior management on future requirements for central library services, as well as technical input from experts informed the development of the options, as illustrated in the diagram below.

1. We asked Aucklanders what they valued in accessing central library services

2. We had full-day sessions with mataawaka, current users and under-represented users, and received 988 responses from the People’s Panel. We were told:

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3. Engagement with mana whenua provided six guiding principles

4. We engaged with the Kaitiaki Forum and its Culture and Identity Subgroup (To Ko te Pau Toitoi Manawa) and reached out directly to 19 iwi. Six principles were developed based on their feedback:

5. A report summarising engagement feedback from mana whenua and community is provided in Attachment C.

6. We made the assumptions that remodelled or new facility would be the same size, but would provide much more publicly accessible space

7. Examining recent domestic and international examples indicated little correlation between population size and facility size. Instead, it is how the space is allocated and utilised that matters. As a result, options 2, 3 and 4 were developed with the assumption that the size of the Central Library would remain broadly the same as its current footprint of around 15,525m².

8. To ensure services and programmes could be delivered to meet the needs of future generations, an ambitious shift was envisaged. A future facility would deliver much more space accessible to the public, as shown below.

Change in percentage of the public accessible area in the indicative business case

47%
of the library floorspace is accessible to the public in the current facility

To enable this shift, some existing functions would need to be relocated elsewhere and a new permanent storage and distribution centre serving the entire library network would need to be established. For more details on changes in floor space and functionality, please refer Section 3.4 of Attachment A.

11. We worked with architects and a quantity surveyor to develop robust cost estimates

12. Development costs are based on architectural feasibility studies and input from a quantity surveyor.

13. In summary, the development options (options 2, 3, and 4) have one-off development costs ranging from $190 million to $228 million, and net annual operating costs of around $18 million each. Detailed financial figures are provided in Section 5 of the indicative business case report in Attachment A.

21. A detailed description of the four options is provided in Section 3.2 of Attachment A.

The options were assessed against six success factors

22. Staff developed six success factors to support the options assessment, in line with the New Zealand Treasury’s Better Business Case^TM framework. They are:

· Strategic fit: How does the investment align with Auckland Council’s strategic outcomes and priorities as stated in the Auckland Plan 2050?

· Business needs: How does the investment align with the investment objectives?

· Sustainability: How does the investment align with Auckland Council’s Sustainable Asset Policy (for community facilities) and contribute towards the climate change and sustainability targets expected from major asset investments?

· Potential achievability: What is the ability of council and potential suppliers in the market to deliver this investment project? What are the likely risks?

· Value for money: Does the investment deliver a good benefit and cost ratio?

· Potential affordability: What are the impacts on rates and debt levels?

Options 2, 3 and 4 better align with business needs and sustainability measures than the status quo

23. A summary of the assessment against the qualitative success factors is provided below.

Table 1: Qualitative assessment results

Success factors	Option 1	Option 2	Option 3	Option 4
√√√ = fully alignment, √√= mostly aligned, √= some alignment, no tick= no alignment
1. Strategic fit	√√	√√√	√√√	√√√
2. Business needs	√	√√	√√√	√√
3. Sustainability	√	√√√	√√	√√
4. Potential achievability	√√√	√√	√√	√√

24. All development options (options 2, 3, and 4) can be designed to suit the special needs of diverse Aucklanders, as well as providing flexibility for new demand and trends for future generations. They can also deliver a five-star Green Star rating and meet council’s sustainability requirements (an assumption for all council new builds including remodelling).

25. The development options align better with business needs and strategic outcomes factors than the status quo (option 1) and deliver on the environmental sustainability assessment.

Options 2, 3 and 4 have high development costs and do not deliver value for money

26. A summary of the assessment against the quantitative success factors is provided below.

Table 2: Quantitative assessment results

Success factors	Option 1	Option 2	Option 3	Option 4
Success factors 5 and 6 measure the incremental change from option 1 (hence no results are shown for option 1)
5. Value for money - Benefit-cost ratio (BCR)	-	0.25	0.43	0.48
6. Potential affordability - increase in general rates - increase in debt	- -	0.55% 0.45%	0.61% 0.47%	0.62% 0.47%

Value for money is based on people’s willingness-to-pay and additional visitor numbers

27. The benefit-cost analysis establishes whether the development options provide value for money. It is a well-established methodology which aims to monetarise the costs and benefits of investment options compared to the status quo (or baseline). The benefit cost analysis report is presented in Attachment D.

28. Benefits are calculated based on community’s willingness-to-pay to use the services (use value) and to have access to the facility (non-use value), established through recent survey-based research^{^[1]}. The willingness to pay for a combined library and community centre (which reflects the multifaceted services the Central Library delivers) is shown below:

Figure 3: Use and non-use values for a combined library and community centre

Shape

Description automatically generated Libraries and community centres are seen as complementary facilities by Aucklanders

Aucklanders who use both library and community centres would be willing to pay $33.66 per month per household for these services combined

Aucklanders who do not use library and community centres would be willing to pay $15.37 per month per household for these services combined

29. The use and non-use value are then multiplied by additional visitors to those currently using the services, as a way of establishing the additional benefits investment options may deliver.

30. Table 3 below shows the benefits and costs of the development options (options 2, 3, 4) compared to the status quo (option 1).

Table 3: Benefits, costs and net present value (NPV) compared to the status quo

	Option 2	Option 3	Option 4
Benefits	$48.9m	$90.2m	$107.2m
Costs	$193.3m	$211.2m	$222.5m
Net present value (NPV) = Benefits – costs Positive NPV means overall cash flow is positive	-$144.4m	-$120.9m	-$115.4m
Benefit cost ratio (BCR) = Benefits : costs BCR > 1 means benefits outweigh costs	0.25	0.43	0.48

31. The development options do not breakeven over a 30-year period. The costs far outweigh the benefits the investment would deliver. This means that the development options do not deliver value for money.

32. Sensitivity analysis tested key assumptions such as visitor growth rate, willingness-to-pay value, discount rate, and timeframe. It was found that altering those assumptions does not significantly change the results.

33. Given the high costs, staff also tested different cost assumptions. It was found that to break even (benefit equals cost or BCR=1), costs would need to be reduced by at least 30 per cent.

Table 4: Benefit cost ratio (BCR) under different assumptions

	Option 2	Option 3	Option 4
Base BCR (5% discount rate, 30-year, positive visitor growth, use values based on a combined library and a community centre)	0.25	0.43	0.48
Testing visitor growth
Nil visitor growth	0.20	0.34	0.38
Negative visitor growth	0.15	0.24	0.28
Testing willingness-to-pay value
Use values for combination of library, community centres, art centres	0.35	0.61	0.67
Use values for combination of all the above plus neighbourhood parks	0.46	0.84	0.89
Testing discount rate
2% discount rate	0.32	0.55	0.61
4% discount rate	0.27	0.46	0.52
8% discount rate	0.20	0.34	0.39
Testing timeframe
20-year timeframe	0.18	0.30	0.34
40-year timeframe	0.30	0.51	0.57
50-year timeframe	0.33	0.57	0.63
Testing costs
20% cost reduction	0.44	0.72	0.80
25% cost reduction	0.55	0.88	0.96
30% cost reduction	0.71	1.11	1.20

Development options are potentially unaffordable

34. The high costs associated with the development options would impact on Auckland Council’s financial position, all other things assumed unchanged, as shown in Table 5 below. The impact is estimated at 0.55 per cent to 0.62 per cent increase in general rates and 0.45 per cent to 0.47 per cent increase in debt in order to raise funds the development options.^{^[2]}

Table 5: Impact on general rates or debt level compared to the status quo

	Option 2	Option 3	Option 4
Increase in general rates	0.55%	0.61%	0.62%
Increase in debt	0.45%	0.47%	0.47%

Staff recommend against proceeding further with the development options

35. Staff recommend against proceeding to the detailed business case step with options 2, 3 and 4 because they do not deliver value for money and are likely to be unaffordable.

Alternative commercial models do not alter staff recommendation

36. Alternative commercial models to council ownership of the facility were explored. Various forms of leasing are likely to be an attractive option for a third party, especially if the development enables mixed-use.

37. Leasing would spread council investment more evenly over several decades. However, the leasing arrangements would increase the overall cost to council. Leasing would not alter the value for money assessment.

38. In conclusion, alternative commercial models are not seen as a viable way forward and do not alter the staff recommendation not to proceed to the next step in the investment pipeline.

The current facility can continue to accommodate services in the future, but is not a viable long-term solution

39. The only option left is option 1, the status quo.

40. The current facility at 44-46 Lorne Street can continue to accommodate central library services in the short- to medium-term, assuming required renewal work is carried out.

41. However, the current facility is not a viable long-term solution given current facility issues. It also faces significant financial, operational, and health and safety risks (more detail is provided in the risk and mitigation section below).

As a next step, staff recommend developing a service plan to manage and plan for continued service delivery over the next 50 years

42. Staff recommend that Auckland Council develops a service plan for central library services over the next 50 years.

43. The service plan would include an adaptation plan that investigate different scenarios reflecting likely future changes and uncertainties, with triggers points for intervention. The service plan would address the following key questions:

· what delivery models can support services and programmes being accessible and attractive to Aucklanders? What are the opportunities for partnership?

· what investment is required to safely store Auckland’s valuable collections?

· when to decant the current Central Library building?

44. The service plan would support decision-making to ensure Auckland Council can continue to adapt and deliver valued central library services to Aucklanders in a more affordable way, with new innovative ways to reach new customers.

Tauākī whakaaweawe āhuarangi

Climate impact statement

45. Auckland Council’s Infrastructure Strategy and Chief Sustainability Office supported the options’ sustainability assessment based on council’s Sustainable Asset Policy measures and climate change targets.

Table 6: Considerations for sustainability assessment

Success factor

Considerations for new community facilities

Sustainability

How do the options align with council’s Sustainable Asset Policy?

· Minimum 5-Star Green Star rating (or equivalent certification)

· Carbon neutrality in operations

· Incorporate decarbonisation principles

Do the options contribute towards climate change and sustainability targets expected from major investment in asset?

· Reduce operational greenhouse gas emissions by 50% by 2030 (Te Tāruke-ā-Tāwhiri)

· Reduce water use by 30% by 2030 (Auckland Water Efficiency Strategy 2021-2025)

· Zero Waste by 2040 (Auckland Waste Management and Minimisation Plan 2018)

Do the options align with council’s direction on sustainable asset development?

· When possible, refurbishment of current assets is preferrable over new builds to reduce embodied carbon.

46. Option 1: The status quo scores lower on environmental sustainability than the development options. The current building was built in two stages in the 1970’s and 1980’s. It is ageing and does not comply with council’s sustainable asset policy measures. Nor does it contribute to the council’s climate change targets.

47. The development options would deliver a five-star Green Star rating (an assumption for all council new builds including remodeling) and hence have high sustainability scores.

48. Although the recommendation is not to proceed with the development options, environmental sustainability will continue to be a key consideration when planning for central library services as part of the development of a service plan.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

49. Views and expert input were sought from a wide range of staff in the council whānau throughout the development of this indicative business case. In particular, Connected Community, Parks and Community Facilities, Regional Services and Strategy, Finance, Auckland Plan Strategy and Research, the Chief Sustainability Office, and Eke Panuku contributed information, views and insights. The benefit cost analysis and the indicative business case were reviewed by the Chief Economist Unit.

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

Local impacts and local board views

50. Local library services are delivered in the Central Library, with approximately three in ten visitors holding a library card residing in the Waitematā Local Board area. The Waitematā Local Board has decision-making responsibility for the provision of local library services at the Central Library.

51. The Waitematā Local Board Plan 2020 sets out the aspirations and priorities of resident communities for the next three years and beyond. Library services have the potential to contribute to the following local board plan outcomes:

· outcome 1: Māori are empowered and their identity and culture is visible

· outcome 2: Connected communities that are inclusive, accessible and equitable

· outcome 3: High quality urban development that has accessible, versatile, and sustainable public and private spaces.

52. The Waitematā Local Board previously considered the findings of the investigation at its business meeting on 17 November 2020. It resolved to support the development of an indicative business case and affirmed that “because of its crucial roles for the local community and businesses the Waitematā Local Board should continue to have a governance role for the Central Library.” [WTM/2020/301]

53. The local board’s resolutions on this report will be incorporated into the agenda report to the Planning, Environment and Parks Committee in May 2023.

54. Both the Waitematā Local Board and the Governing Body have decision-making responsibility over services delivered in the Central Library. Both will have decision-making responsibility for the proposed service plan, or their respective sections.

Tauākī whakaaweawe Māori

Māori impact statement

The current facility does not cater for Māori or reflect Tāmaki Makaurau’s unique cultural identity

55. Current issues associated with the Central Library that impact on Māori are as follows:

· Māori are under-represented amongst Central Library visitors, representing only three per cent of visitors to the Central Library. This compares to 12 per cent of Aucklanders who identified as Māori.

· The current design of the Central Library building does not reflect Māori values and culture. Nor does it support the promotion and appreciation of culture amongst rangatahi and the wider community.

· There is a lack of space to permanently showcase the Central Library’s significant Māori heritage collections, which is expected of a heritage and research centre of excellence. This hinders Aucklanders learning about the distinct Māori identity of Tāmaki Makaurau.

56. The community has expressed a strong desire for the Central Library to speak to its significant site and the history of its place, and respond to the diverse needs of community:

· 94 per cent of the People’s Panel survey respondents said that they would like the Central Library to be welcoming and accessible to all cultures and abilities

· 83 per cent of respondents said that central library services should mirror the diversity of the Auckland communities

· 81 per cent of respondents said that the Central Library should be a community hub catering to a variety of community needs.

Delivery of fit-for-purpose central library services can help to achieve Māori outcomes

57. Investment in delivering fit-for-purpose library services for Māori communities will help to nurture and showcase Auckland’s unique cultural identity, to improve social wellbeing and stimulate participation. This contributes to the Māori values set out in the Māori Plan for Tāmaki Makaurau:

· ‘whanaungatanga’ – develop vibrant communities

· ‘rangatiratanga’ – enhance leadership and participation

· ‘manaakitanga’ – improve quality of life

· ‘wairuatanga’ – promote distinctive identity.

58. In particular, this work contributes to the areas listed in the Schedule Issues of Significance 2021- 2025, as shown in Table 7.

Table 7: Contribution to areas of issues of significance

Māori value	Issue of significance
Whanaungatanga	Tamariki and Rangatahi Development – Māori are enabled to nurture tamariki and rangatahi to develop to their full potential in a culturally appropriate way Access to infrastructure services / development – Māori receive ongoing access to safe, operational and reasonably-priced infrastructure services. Sites of Significance - Mana whenua is enabled to maintain and protect sites of significance to reaffirm connections to the whenua and preserve them for future generations.
Rangatiratanga	Engagement / Consultation / Inclusion in Decision-making – Māori are empowered to actively and meaningfully contribute to the development of Auckland through consultation and inclusion in decision-making processes and future plans.
Manaakitanga	Education – Māori have access to high quality, culturally appropriate, lifelong educational opportunities.
Wairuatanga	Distinctive Identity – Māori retain a sense of place and identity, and the wider community understands the value of diversity and embraces our unique culture.

Six principles were developed to guide the development of the indicative business case

59. Staff invited mana whenua to provide their views and ideas on how best to deliver on investment objective two: ‘Provide services and spaces that reflect Tāmaki Makaurau’s unique Māori identity, preserve the past and celebrate Auckland’s place in the world.’

60. Staff reached out to the Kaitiaki Forum and to Ko te Pau Toitoi Manawa, the forum’s Culture and Identity subgroup. Staff also invited mana whenua to korero. Five iwi participated in four hui and one iwi provided written feedback.

61. Overall, mana whenua see themselves as kaitiaki of both the site and the taonga held within the library.

62. They expressed aspirations for the Central Library of the future to be visible, accessible and welcoming for rangatahi/taiohi and kaumātua alike, uplifting and affirming the mana and history of mana whenua, speaking to its place and its history.

63. Six high-level principles were developed, relating to location, guardianship, visibility, accessibility, cultural sensitivity, network and collaborative partnership. These principles were sent to all 19 iwi for comment. While not all iwi provided feedback, these principles form a good starting point in the future planning of central library service delivery.

Ngā ritenga ā-pūtea

Financial implications

64. Continuing to deliver central library services in the current facility (option 1: The status quo) has an estimated annual cost of $14 million (including utility, maintenance, service and renewal costs). These costs are budgeted in the relevant budget planning documents.

65. Renewal costs for the Central Library over the next 18 years are estimated at $34.5 million, only around one third is budgeted in the Long-term Plan 2021-2031.

66. The development of a service plan can be completed within current allocated departmental budgets.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

67. Continuing to deliver central library services in the current facility (option 1: The status quo) has high risks, as outlined in Table 8 below. The main risk is the continued erosion of the facility’s relevance and attractiveness, linked to decreasing visitation and increasing running costs.

Table 8: Main risks associated with the status quo (option 1)

Risk	Impact	Risk category	Likelihood	Timing
IF the facility is not renewed on time and to standards due to financial constraints THEN the collections (particularly valuable heritage collections) are at risk of degradation and permanent loss.	High	Operational, financial	Likely	Medium to long-term
IF the facility is not renewed on time and to standards due to financial constraints THEN further degradation in the building could lead to increased health and safety risks for staff and customers.	High	Operational, health and safety	Likely	Short to medium-term
IF service delivery continues to be constrained by the current facility and its limitations under the status quo option THEN a growing number of Aucklanders may not have adequate access to suitable central library services and a growing number of city centre residents may not have adequate access to suitable local library services.	High	Strategic, operational	Likely	Medium to long-term
IF service delivery continues to be constrained by the current facility and its limitations under the status quo option THEN a) services may become ever less attractive, which could lead to further declines in visitation b) the cost-to-serve per visit would increase as visitation declines, while the cost of looking after an ageing asset increases. This creates a downward spiral likely to lead to asset decommissioning.	High	Strategic, operational, financial	Highly likely	Short to medium-term

68. To actively manage and respond to the risks, staff recommend developing a service plan as the next step. The service plan would include adaptation pathways to assist planning and decision-making as conditions change, before a severe problem occurs.

69. Using this method, staff would explore different scenarios early, identify trigger points and test likely consequences. They would identify a mix of short-term actions and long-term options. This method is commonly used in government for issues with a high degree of uncertainty, such as climate change.

Ngā koringa ā-muri

Next steps

70. Staff will report the findings of the indicative business case for the Central Library to the Planning, Environment and Parks Committee in May 2023. The report will include the Waitematā Local Board’s resolutions.

71. If the recommended next step to develop a service plan is agreed, it will be included as a priority action in the Community Facility Network Plan Action Plan 2022.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Central Library Indicative Business Case (full report)
b ⇨	Presentation slides to Waitematā Local Board
c ⇨	Mana whenua and community engagement feedback report
d ⇨	Cost benefit analysis report

Ngā kaihaina

Signatories

Author

Nancy Chu - Principal Policy Analyst

Authorisers

Carole Canler - Senior Policy Manager

Glenn Boyd - Local Area Manager

Waitematā Local Board

18 April 2023

Auckland Transport Katoa Ka Ora Speed Management

File No.: CP2023/03325

Te take mō te pūrongo

Purpose of the report

1. To seek formal views on the approach for developing Katoa Ka Ora, Auckland’s Speed Management Plan 2024-2027.

Whakarāpopototanga matua

Executive summary

2. Auckland Council and Auckland Transport (AT) have adopted the Vision Zero goal of eliminating road transport related deaths and serious injuries (DSI) within the Auckland road network by 2050.

3. Setting safe speed limits that recognize the function, safety, design, and layout of roads is a fast and cost-effective way to reduce DSI. AT is conducting a phased review of speed limits and has completed three phases of changes to date.

4. Katoa, Ka Ora is a speed management plan for the Auckland region. It is a plan to set safe and appropriate speed limits in order to reduce road deaths and serious injuries.

5. AT workshopped Katoa, Ka Ora a Speed Management Plan for Auckland with local boards in February and March 2023. This report seeks formal views on the five development approaches for the speed management plan.

6. Local boards provided formal views in May 2022 on speed limit changes. If local board views have changed, AT will make any amendments needed before a proposal is mapped. We expect Katoa, Ka Ora to be publicly consulted in mid-2023.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) provide views on the proposed approaches for development of Katoa, Ka Ora a Speed Management Plan for Auckland per the form in Attachment A.

Horopaki

Context

7. AT is Auckland’s road controlling authority. Part of this role is reviewing and ensuring that speed limits across Auckland are set at levels that are safe and appropriate for road function, safety, design, and their use.

Alignment with Central Government Policy

8. Waka-Kotahi New Zealand Transport Agency adopted a ‘Vision Zero’ approach to road safety in 2019 when it launched the ‘Road to Zero’ national strategy that aims to reduce the number of people killed and seriously injured on New Zealand’s roads to zero by 2050.

9. The Land Transport Rule: Setting of Speed Limits 2022 (the Rule) sets out requirements road controlling authrorities must comply with when setting speed limits.

10. The Rule requires road controlling authorities to use reasonable efforts to have at least 40 per cent of speed limit changes for roads outside schools completed by 30 June 2024. The remainder must be completed by 31 December 2027, and these changes must be built into speed management plans.

11. The Rule groups schools into two classifications. The majority of Auckland schools are classified as Category One, these require speed limits of 30km/h (fixed or variable) in the area outside of the school.

Alignment with Auckland Council Policy

12. Auckland Council’s Planning Committee requested AT to accelerate the road safety and speed management programmes and work with partners to make Auckland a Vision Zero region in 2018.

13. Since receiving endorsement from Auckland Council and from the AT Board, AT has progressively reviewed roads across Auckland and reduced speeds on many roads.

14. In the most recent phase of speed limit changes (Phase 3), the focus has been on town centres, roads near schools and rural marae. Local boards received localised reports on public feedback in early May 2022 and provided feedback at their May business meeting. This feedback was used in preparing final recommendations that went to the AT Board.

15. Speed limit changes approved by the AT Board have been implemented during December 2022- March 2023.

Auckland Transport’s role

16. AT manages more than 7,300 kilometres of roads for Auckland Council.

17. This role includes setting speed limits and since ‘Vision Zero’ was adopted, AT has been progressively reviewing and amending speed limits to align with the strategy. Changes have been made only after engaging with both the community and their representative local board.

18. Road deaths have reduced 30 per cent where speed limits have changed in the 24 months following the June 2020 Auckland speed limit reductions. In comparison, over this same period, the rest of the network has seen a 9 per cent increase in road deaths.

19. The Safe Speeds Programme focuses on speed limit review. Physical speed management measures like speed tables or raised crossings require careful consideration and planning because of costs and funding constraints. Following speed limit changes, roads are monitored and evaluated to help prioritise engineering investment decisions.

20. 30km/h is the internationally accepted speed to greatly reduce the chances of people walking or cycling from being killed or seriously injured if they are struck by a vehicle.

21. Speed limit changes made in the first three phases of the Safe Speeds Programme (between June 2020 and March 2023) were completed under the AT Speed Limits Bylaw 2019 and the Speed Limits Amendment Bylaw 2022.

22. The Land Transport Rule: Setting of Speed Limits 2022 is the current legislation, and it requires all road controlling authorities to have a speed management plan. The AT plan is Katoa, Ka Ora a Speed Management Plan for Auckland, with development of the plan currently in a discussion phase with local boards.

Tātaritanga me ngā tohutohu

Analysis and advice

23. Following AT’s Katoa, Ka Ora a Speed Management Plan presentation on 14 March 2023, AT is seeking formal views from the local board on proposed mapping approaches for speed management.

24. The presentation slide pack is included with this report as Attachment B.

25. The proposed approaches will be used along with the eight working principles when public consultation takes place on Katoa, Ka Ora, Speed Management Plan for Auckland, later in 2023.

26. The draft working principles are provided in Table One below.

Table One – Draft working principles

Draft working principles used to guide the development of

Katoa, Ka Ora Speed Management Plan

1. Tiakitanga. The top priority of speed management is to keep people safe and alive on Tāmaki Makaurau, Auckland’s roads.

2. Easy to understand. Speed limits are a critical part of an integrated safe road system; we will ensure they are easy to understand for all.

3. Safe children. Safe speeds around schools will ensure the safety of children (and all ages and people).

4. Safe speed limits. Speed limits align with government guidance . We consider complex factors ranging from the function of our roads and streets* to how many people travel outside of vehicles.

5. Safe infrastructure. Investment in engineering and safety improvements will be prioritised on roads that have high safety needs and provide active mode benefits.

6. Partnership. We work with our Te Tiriti o Waitangi/Treaty of Waitangi and other partners in governance, design, delivery, education, communication, enforcement and monitoring. 

7. Healthy communities. Safe speeds support more walking and cycling; this improves health and is better for the environment.

8. Measure results. We constantly monitor the roads to evaluate any changes required to make our roads and streets safe. 

*AT’s Future Connect and Roads and Streets Framework tools to be used.

Proposed mapping approaches

27. There are two groups of proposed approaches.

· Consistent Approach (Approaches One and Two) – these require consistency across all local boards to have a regional approach for Aucklanders.

· Tailored Approach (Aproaches Three, Four and Five) – these approaches allow for a tailored approach for each local board.

28. The proposed approaches are detailed more in Table Two below.

Table Two: Proposed Approaches for developing Katoa, Ka Ora, Speed Management Plan

Consistent approaches

Approach One

An easy-to-understand approach

Includes:

· treating blocks of roads/ local road areas to ensure consistent speed limits across the same types of roads e.g., similar urban residential roads don’t have limits of 30, 40 and 50 km/h in adjacent streets

· matching the speed limit to the use and design of the road, i.e. slower speeds for areas that have higher amounts of people walking and cycling such as residential roads, near schools and/or town centres, and for roads that are designed for lower speeds

· filling in ‘gaps’ so there are not small pockets of untreated roads which is inconsistent for drivers

· treating roads that could be rat runs, e.g., drivers take short cuts through local residential streets or traffic is pushed from one road to another.

Approach Two

A high benefit cost ratio approach, proposing methods that provide higher return on investment.

Includes:

· permanent changes for local roads

· variable changes at school gates for arterial roads (high movement roads) and high-speed rural roads

· changes for high-risk roads, or town centres on high-risk roads where support has been identified from previous engagement

· complementing planned infrastructure or developments, e.g. new housing areas.

Tailored approaches

Approach Three

An approach that is responsive to requests from partners and communities for specific speed limit reductions. These include requests from mana whenua, local boards, schools and community groups.

Approach Four

An approach that covers a high percentage of roads in the local board area for this phase of the programme.

Approach Five

An approach that implements approved changes early in the local board area for this phase of the programme.

29. Auckland Transport is seeking local board views on each approach to understand benefit to the community, prioritisation of community requests, preferred percentage of cover and timing of implementation.

30. Attachment A contains a form for local boards to provide their views on the proposed approaches.

Tauākī whakaaweawe āhuarangi

Climate impact statement

31. The primary climate change benefit of safe and appropriate speed limits is that they support and encourage walking, cycling and micromobility by reducing the risk to vulnerable road users, making these modes more attractive.

32. A key action required in the Auckland Council Transport Emissions Reduction Plan is to ‘rapidly deliver safe speeds across urban Auckland’ in order to create more pleasant urban environments, revitalise local centres and make it safer for children to travel independently.

33. A recent road safety perceptions study was completed in town centres where speed limits were reduced and safety improvements introduced. Overall, 19 per cent of people surveyed say they participate in at least one active mode activity (e.g., walking or cycling) more often since the projects have been completed. This is a direct contribution towards encouraging people to walk or cycle instead of using cars that produce carbon emissions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

34. The Safe Speeds Programme has been endorsed by the Auckland Council Planning Committee. We have requested to workshop Katoa, Ka Ora a Speed Management Plan for Auckland with the Transport and Infrastructure Committee.

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

Local impacts and local board views

35. AT workshopped with all local boards during February/March 2023 to discuss the proposed changes kanohi ki te kanohi (face-to-face).

36. Summaries of community, school and mana whenua requests were provided to local boards in February/March 2023 to support their consideration of this topic.

37. Auckland Transport is seeking formal views from local boards through this report. The presentation slide pack from the workshops is included as Attachment B.

Tauākī whakaaweawe Māori

Māori impact statement

38. Māori are overrepresented in DSI statistics making up 12 per cent of Auckland’s population and 16 per cent of road deaths and serious injuries.

39. Engagement with iwi at the northern, central and southern transport kaitiaki hui has taken place regarding the wider programme since 2021. Detailed engagement about speed around rural marae has recently been completed as part of Phase Three and is currently being implemented.

40. Mana whenua are, in general, supportive of the Safe Speeds Programme and the positive safety, community and environmental outcomes arising through safe and appropriate speed limits.

41. Ongoing engagement regarding further requests are being reviewed and considered for inclusion in the full Katoa, Ka Ora Speed Management Plan. These requests have been shared with local boards at the recent workshops in February/ March 2023.

Ngā ritenga ā-pūtea

Financial implications

42. Although there are no specific financial implications arising from local boards providing views on Katoa, Ka Ora Speed Management Plan, the introduction of safe speed limits has considerable social cost implications.

43. Reducing the harm caused by road crashes impacts on the community by reducing hospital costs, insurance costs and Accident Compensation Corporation costs, all of which are of direct financial benefit to the communities that the local board represents.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

44. Public understanding regarding the ‘why’ for safe speeds needs continued communication. A comprehensive communication and marketing plan is being developed to share with Aucklanders that ‘safe speeds save lives’.

45. Possible funding constraints may require the scale of the plan or delivery to be slowed or delayed until future phases of the Safe Speeds Programme. Clear updates will be given should there be changes to funding throughout the duration of the programme.

46. Public views expressed during consultation may differ to the views expressed by the local board in their resolution. As AT have done in previous consultations we will come back to the local board and provide interim reports, before a further resolution is sought.

Ngā koringa ā-muri

Next steps

47. The Safe Speeds Programme Team will review and consider all feedback provided by local boards and will use this along with feedback from the Transport and Infrastructure Committee, Mana Whenua Treaty Partners and our obligations as a road controlling authority to help develop Katoa, Ka Ora Speed Management Plan for Auckland.

48. A report will be provided to local boards to show how feedback has been used to help shape the final plan that goes out for public consultation.

49. Public consultation is planned for mid 2023, but dates are subject to change. Dates will be confirmed after the Regional Transport Committee approval of the draft plan.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Form for local board to provide views on proposed Approaches One-Five
b ⇨	Katoa, Ka Ora - Waitematā workshop

Ngā kaihaina

Signatories

Authors

Caroline Teh - Local Board Advisor

Marlene Kotze - Auckland Transport Programme Director

Authorisers

Louise Mason - General Manager Local Board Services

Glenn Boyd - Local Area Manager

Waitematā Local Board

18 April 2023

Watercare - Wastewater Network Strategy

File No.: CP2023/03406

Te take mō te pūrongo

Purpose of the report

1. The purpose of this report is to seek formal feedback from the Waitematā 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 it’s 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 Waitematā Local Board:

a) provide 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;

a) type 1 from pump stations

b) type 2 from Engineered Overflow Points

c) 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 highlevel summary of this report.

Network description summary

13. The wastewater network in the Waitematā Local Board area is substantial and sits primarily within the Central Auckland and Cox’s Bay catchment areas. It also includes to a much lesser extent the Hobson Bay and Western Isthmus catchment.

14. The catchments within the Boards area have been classified as a high priority areas due to the number of overflows and the age of the network.

Network performance summary

15. The tables below outline the Type 1 (from pumpstations) overflows by year. All Pump stations are monitored by Watercare. Overflows occur in emergency, for example if there is a mechanical issue.

Cox’s Bay – Type 1 EOP

Cause	FY16	FY17	FY18	FY19	FY20	FY21	FY22
Central Auckland		1	2
Cox’s Bay	3	6	1	2	2	1	2

16. There are a number of Type 2 engineered overflow points in the Waitematā Local Board area. The table below reflects the spill rates from worst performing monitored EOPs.

Catchment

EOP Name

Network Type

FY17

FY18

FY19

FY20

FY21

FY22

Central Auckland (CBD)

Branch 5 Herne Bay MH2A

Combined

Orakei Main Sewer MH19A

Combined

17. Type 3 overflows which are uncontrolled i.e. not from engineered overflow points, are split into dry weather and wet weather overflows. Dry weather overflows are often caused by blockages in the network and are a combination of domestic, commercial, industrial loads, and groundwater infiltration. Wet weather overflows are often caused by the network being overloaded with rainfall entering the wastewater network.

Central Auckland – Type 3

Conditions	2015	2016	2017	2018	2019	2020	2021	2022
Dry weather	38	87	88	72	76	87	96	42
Wet weather	20	40	24	28	22	8	18	0

Cox’s Bay – Type 3

Conditions	2015	2016	2017	2018	2019	2020	2021	2022
Dry weather	41	43	70	48	52	72	81	30
Wet weather	12	24	30	22	14	36	44	8

Planned activities

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

Project	Description	Timeframe	Cost ($)
*Central Interceptor – including extending the tunnel and separation of combine sewers to mitigate overflows** *Central Interceptor programme is not part of the NDC consent. CI has its own discharge consent.	Part of the Western Isthmus project to separate combined sewers and reduce overflows.	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.	1.8B
Newmarket Gully	This project is to construct a large sewer to reduce wet weather overflows.	2023-2031	103M
Future Wynyard Quarter upgrades	Wynyard Quarter sewers upgrade to reduce overflows.	2028-2034	28M

19. The following table outlines the inflow and infiltration completed works in 2021-2022 and planned works for 2022 – 2023.

Joint WSL and HW Eastern Water Quality Improvement Programme

2021-22 Investigation Projects	Planned for 21-22	In Progress 21-22	Completed in 21-22	Planned for 22-23
EIWQIP - Brighton Rd Separation Investigation - FY23 (Planned)				1
WIWQIP - Grey Lynn Park Separation Investigation - FY22 - not started yet moved to FY23	1			1
WIWQIP - Westmere Separation Investigation - FY22 (Planned)	1	1

20. 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:

21. 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 them Waitemata Local Board area. The two key projects in your area are the Central Interceptor and WIWQIP programmes, which will have the most significant impact for overflow reduction.

Figure 1 Māngere SMA Model 2017 - 2030 Population Projections

Graphical user interface, text, application

Description automatically generated

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

WWNS Community feedback and insights

22. 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.

23. 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 stragegy.

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 Manawhenua 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% 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 Strategy 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 included in the next update of the Wastewater Network Strategy.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Memo - Wastewater Network Strategy

Ngā kaihaina

Signatories

Author	Caroline Teh - Local Board Advisor
Authorisers	Glenn Boyd - Local Area Manager

Waitematā Local Board

18 April 2023

Waitemata Local Board 2022/2023 work programme budget reallocations

File No.: CP2023/04093

Te take mō te pūrongo5

Purpose of the report

1. To approve reallocation of funding within the Waitematā Local Board’s 2022/2023 work programme.

Whakarāpopototanga matua

Executive summary

2. The Waitematā Local Board approved its work programme 2022/2023 on 21 June 2022 (resolutions WTM/2022/119, WTM/2022/120, WTM/2022/121, WTM/2022/122, WTM/2022/123).

3. As projects progress through the delivery process the specific work required and the cost of delivery can change. As a result, variations are sought to the work programme to ensure the local board’s locally driven initiatives operational budget is optimised.

4. The following activities within the work programme are tracking towards an underspend for the 2022/2023 financial year and have budget available for reallocation:

a) ID713: Te Kete Rukuruku (Māori naming of parks and places) Tranche One - $23,000

b) ID3002: Waitematā Regenerative Urban Farm Feasibility Study - $20,000

5. During the 2021/2022 financial year, Auckland Unlimited collected $13,530 of revenue related to filming in the Waitematā Local Board area. This revenue is available to be allocated to local projects during the 2022/2023 financial year.

6. Staff have identified five activities which can be delivered by the end of the 2022/2023 financial year, to reallocate budget to. The table below outlines projects and a potential proportional distribution allocation:

Options	Amount
ID545 Placemaking: Addressing homelessness Waitematā – towards Sunday Blessings coordinator role (8 April 2023 – 30 June 2023)	$12,000
ID470 Placemaking: Waitematā gardens, food and sustainability – towards soil and plants to remediate community gardens network	$10,000
ID702 Urban Ark strategic plan implementation – Waitematā – towards pest traps and tracking tools	$15,020
ID671 Civic Events - towards St Davids - Art of Remembrance 2023 event	$6,700 *not including catering
ID483 Community grants Waitematā	$12,810
TOTAL	$56,530

7. Operational expenditure can be reallocated across departments, but must remain as operational expenditure (i.e. it cannot not be used as capital expenditure), and should be reallocated on the basis that delivery can be achieved before the end of the financial year.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) approve the reallocation of $56,530 underspend from the 2022/23 work programme budget towards one or more of the following activities:

· ID545 Placemaking: Addressing homelessness Waitematā – towards Sunday Blessings coordinator role (8 April 2023 – 30 June 2023)

· ID470 Placemaking: Waitematā gardens, food and sustainability – towards soil and plants to remediate community gardens network

· ID702 Urban Ark strategic plan implementation – Waitematā – towards pest traps and tracking tools

· ID671 Civic Events - towards St Davids - Art of Remembrance 2023 event

· ID483 Community grants Waitematā.

Horopaki

Context

8. The Waitematā Local Board has an approved 2022/2023 work programme for the following operating departments:

· Customer and Community Services

· Infrastructure and Environmental Services

· External Partnerships

· Auckland Emergency Management

· Tātaki Auckland Unlimited

9. The local board receives performance updates on the work programme throughout the year; the last report was presented at the 21 February 2023 business meeting.

10. As projects progress through the delivery process the specific work required and the cost of delivery can change. As a result, variations are sought to the work programme to ensure the local board’s locally driven initiatives operational budget is optimised

11. Operational expenditure can be reallocated across departments, but must remain as operational expenditure (i.e. it cannot not be used as capital expenditure), and should be reallocated on the basis that delivery can be achieved before the end of the financial year.

12. Any budget reallocated in the current financial year must be spent by 30 June 2023 otherwise it will be treated as savings.

Tātaritanga me ngā tohutohu

Analysis and advice

Activities with underspends

13. Staff have identified two activities within the operational work programme that will deliver an underspend for the 2022/2023 financial year. The total underspend amount to reallocate is $43,000.

14. The following table provides a breakdown of the underspend against each activity.

Table 1: Work programme underspend for reallocation by the local board

ID: Activity Name	Reason for underspend	Underspend amount
ID713: Te Kete Rukuruku (Māori naming of parks and places) Tranche One	Waitematā Te Kete Rukuruku (Māori naming of parks and places) has been impacted by both COVID-19 delays preventing engagement activity from occurring, and delay in reaching agreement with involved iwi regarding naming principles and process for the local board area. Staff recommend the existing budget of $23,000 be investigated for re-allocation to other projects.	$23,000
ID3002: Waitematā Regenerative Urban Farm Feasibility Study	The Waitematā Local Board approved $25,000 towards a feasibility study for a regenerative urban farm. The project is proceeding with further investigation of the three shortlisted sites including: Jaggers Bush Reserve, Newmarket Park and Western Park (Howe Street). Staff recommend reallocating $20,000 of the project budget. The remaining $5,000 will fund planning advice, site investigations for soil testing and land contamination, and potential community consultation if the feasibility study proceeds with a preferred viable site.	$20,000
	TOTAL	$43,000

15. During the 2021/2022 financial year, Auckland Unlimited collected $13,530 of revenue related to filming in the Waitematā Local Board area. This revenue is available to be allocated to local projects during the 2022/2023 financial year.

Activities to reallocate budget

16. Staff have identified the following activities, which can be delivered by the end of the 2022/2023 financial year, to reallocate budget.

Table 2: Activities with potential to be reallocated to

ID: Activity Name	Activity Description / how budget will be spent	Reallocation amount
ID 545 - Placemaking: Addressing homelessness Waitematā	In February 2023, the local board requested staff give advice on redistributing available funds to community organisations in acknowledgement of their work (resolution number WTM/2023/1). The board requested to investigate options to further support Sunday Blessings. Sunday Blessings legally known as Community Groups Feeding the Homeless Incorporated currently has an agreement in place for $50,000 towards a coordinator role from 8 April 2022- 7 April 2023, funded under the Regional safe communities programme. Connected Communities staff have confirmed with the coordinator that they have the capacity to continue their work in the city centre until the end of June 2023. Staff recommend funding $12,000 towards the coordinator role for an additional 3 months (8 April 2023 – 30 June 2023). The coordinator role would be responsible for interactions and coordinating with all community groups feeding communities in the City Centre.	$12,000
ID470 Placemaking: Waitematā gardens, food and sustainability	The Waitematā Local Board approved $20,000 in the 2022/2023 work programme to support and grow the network of local community groups with an interest in local community gardens, food production and sustainability initiatives. Gardens 4 Health currently support a network of 32 local community gardens. The extreme weather events in January/ February 2023 had a significant impact on soil and plants across the network. Staff recommend funding Gardens 4 Health an additional $10,000 towards soil and plants to remediate gardens.	$10,000
ID702 Urban Ark strategic plan implementation - Waitematā	The Waitematā Local Board approved $40,000 in the 2022/2023 work programme to expand the work of Urban Ark Manawa Taiao through funding coordinator and facilitator costs alongside tools or resources that can be used to help implement their plan. The programme will deliver local events and community monitoring projects, involving locals with the natural environment of Waitematā. Urban Ark – Manawa Taiao is seeking additional $15,020 funding to expand distribution of traps through the trap library (400 rat traps in tunnels, 120 Trapinator possum traps), and expansion of the pest monitoring programme (120 tracking tunnels). These programmes will support backyard trapping groups (Predator Free Ponsonby – Herne Bay; Predator Free Grey Lynn; Pest Free Westmere).	$15,020
ID671 Local civic events Waitematā	St Davids have requested $7,450 towards a free, musical, commemorative ANZAC event on 24 April hosted by Friends of St Davids Trust Kāhui Rangi Pūpū. The Waitematā Local Board funded this event in previous years and is a well-known and well attended event. The event will be held in Newton-Eden Terrace area which does not host many events. The event will be a collaborative partnership between the trust, Waitematā Local Board and the Uptown Business Association. The project delivers priorities from the Waitematā Local Board Grants Programme including collaboration, and Māori outcomes including mana whenua involvement and use of te reo in programme and artists. St Davids have submitted a total budget of $7,450. The budget includes $750 towards catering which is a lower priority for the local board. Staff recommend funding a total of $6,700 *not including catering.	$6,700 *not including catering
ID 483: Community grants Waitematā	The Waitematā Local Board has set a total community grants budget of $134,007 for the 2022/2023 financial year. The local board allocated a total of $74,913 in September and December 2022. There is one Local Grant round, and one Quick Response Grant round remaining to allocate in the financial year. The Waitemata grant rounds are traditionally oversubscribed. Additional budget can be reallocated to the grants budget to support community groups to deliver activities.	$12,810
	TOTAL	$56,530

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

18. Additional funding to ID470 Placemaking: Waitematā gardens, food and sustainability will contribute to carbon reduction and adapting to impacts of climate change through building food resiliency.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

19. When developing the work programmes council group impacts and views are presented to local boards. There are no further impacts to be considered with this reallocation of funding.

20. Relevant departments within Auckland Council have been consulted regarding the reallocations and no objections or concerns have been raised by delivery staff.

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

Local impacts and local board views

21. The reallocation of funding within the local board’s work programme supports strong delivery and optimisation of the local board’s available budget for 2022/2023.

22. The nature of the reallocation aligns with the local board’s work programme and the Waitematā Local Board Plan 2020.

Tauākī whakaaweawe Māori

Māori impact statement

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

24. ID713: Te Kete Rukuruku (Māori naming of parks and places) Tranche One has been significantly delayed. Outcomes are still being delivered through other workstreams such as the naming process with mana whenua for a new laneway adjacent to the future Symphony Centre development.

25. Funding towards the St Davids - Art of Remembrance 2023 event deliver Māori outcomes through involvement with Ngati Whatua Ōrākei and of te reo in programme and artists.

Ngā ritenga ā-pūtea

Financial implications

26. On 23 February, the Governing Body passed a resolution that encouraged local boards to closely scrutinize and mange any spending, and where possible, consider stopping or limiting new discretionary spending (GB/2023/10).

27. The Group CFO also sent a note to all local board members that staff will check with local boards before commencing any new local projects or non-essential spending related to local activities.

28. Reallocation of funding is one option that the local board can take in order to optimise its locally driven initiatives (LDI) opex budget for the 2022/2023 financial year.

29. Should the local board choose not to support the reallocation of the funding from the initiatives identified above, the funding would be offered up as budget savings.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

30. There is a risk that despite the reallocation, some of the budget remains unspent at the end of the financial year. However, delivery staff from the believe it is feasible to deliver the activities within the timeframes required, and the risk of non-delivery is considered to be low.

Ngā koringa ā-muri

Next steps

31. The funding will be reallocated according to the local board’s resolution, and the relevant department will progress with the delivery of the next steps.

32. The Waitematā Local Board 2022/2023 work programme will be updated to reflect the board’s formal decisions and any variations will be reflected from the quarter three performance report onwards.

Ngā tāpirihanga

Attachments

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Ngā kaihaina

Signatories

Author	Caroline Teh - Local Board Advisor
Authorisers	Glenn Boyd - Local Area Manager

[1] Use and non-use value of Auckland Council Amenity by Nexus Planning and Research, 2020

[2] This assumes that the investment in Central Library is in addition and not instead of existing budgeted items in the Long-term Plan

Chairperson	Genevieve Sage
Deputy Chairperson	Greg Moyle, (JP, ED)
Members	Alexandra Bonham
	Allan Matson
	Richard Northey, (ONZM)
	Anahera Rawiri
	Sarah Trotman, (ONZM)

Author	Katherine Kang - Democracy Advisor
Authoriser	Glenn Boyd - Local Area Manager