Agenda of Rodney Local Board - Wednesday, 19 April 2023

1 Nau mai | Welcome

2 Ngā Tamōtanga | Apologies

An apology from Member I Wagstaff has 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 Rodney Local Board:

a) whakaū / confirm the ordinary minutes of its meeting, held on Wednesday, 15 March 2023, as a true and correct record.

5 He Tamōtanga Motuhake | Leave of Absence

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

6 Te Mihi | Acknowledgements

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

7 Ngā Petihana | Petitions

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

8 Ngā Tono Whakaaturanga | Deputations

Standing Order 7.7 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Rodney 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: Pedestrian safety in Kaukapakapa

Te take mō te pūrongo

Purpose of the report

1. The Kaukapakapa Area Residents and Ratepayers Association have requested a deputation to discuss pedestrian safety in Kaukapakapa.

Ngā tūtohunga

Recommendation/s

That the Rodney Local Board:

a) whakamihi / thank the Kaukapakapa Area Residents and Ratepayers Association for their attendance at the meeting.

8.2 Deputation: Harbour Sport

Te take mō te pūrongo

Purpose of the report

1. Harbour Sport have requested a deputation to provide an update on activities in the Rodney Local Board area.

2. A presentation has been provided and is available as Attachment A to the agenda report.

Ngā tūtohunga

Recommendation/s

That the Rodney Local Board:

a) whakamihi / thank Harbour Sport for their presentation and attendance at the meeting.

Attachments

a Harbour Sport presentation.......................................................................... 123

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.”

Rodney Local Board

19 April 2023

Watercare – Wastewater Network Strategy

File No.: CP2023/02471

Te take mō te pūrongo

Purpose of the report

1. The purpose of this report is to seek formal feedback from the Rodney Local Board on Watercare’s Wastewater Network Strategy.

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 Rodney Local Board:

a) whakaae / approve the 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 (WWNS) 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 the unintended overflows from the network. A wastewater overflow occurs when wastewater spills out from gully traps, manholes, engineered overflow points (EOPs) 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 capacity, cracks and leaks in pipes, power outage, or broken parts.

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. The workshop memo presented to the local board in February 2023 is included in Attachment A to the agenda report and includes a full description of the wastewater network in the local board area and outlines network performance. Below is a high-level summary of this memo.

Network description summary

13. The wastewater network in the Rodney Local Board area is comprised of relatively small facilities and sits within a number of separate catchments:

· Wellsford

· Omaha

· Warkworth

· Snells Beach/Algies Bay

· Helensville

· Kumeu/Huapai/Riverhead.

Network performance summary

14. Some catchments require more work to reduce overflows than others, depending on how they are currently performing and how much they are expected to grow. When we prioritise the catchments for work there are many factors we will consider such as asset condition, risk to public and ecological values, short-term need, cost, time-related funding limitations, opportunity for joint projects and other criteria.

15. Based on this assessment of the catchments, the Warkworth catchment within the local boards area has been classified as a medium priority area due to the number of overflows and the age of the network.

16. Information on overflows from the network is divided into three types:

· Type 1 from pump stations

· Type 2 from EOPs

· Type 3 uncontrolled overflows.

17. The below table outlines the numbers of Type 1 overflows by location:

	FY16	FY17	FY18	FY19	FY20	FY21	FY22
Wellsford	6	6	8	14	17	13	26
Omaha	4	0	0	0	0	1	4
Warkworth	5	8	11	7	5	8	17
Snells Algies	15	39	71	23	42	28	34
Helensville	3	4	11	1	2	4	6
Kumeu / Huapai / Riverhead	0	0	0	3	0	0	0

18. There is only one monitored Type 2 engineered overflow point in the Rodney Local Board area. The below table outlines its performance:

Name	FY18-19	FY19-20	FY20-21	FY21-22
Elizabeth St, Warkworth	22	37	35	6

19. The below graph outlines the numbers of Type 3 overflows:

Planned activities

20. In response to the overflows, we have work to improve the performance of our wastewater network. This includes:

a) Infrastructure delivery: construction work to upgrade our assets

b) Inflow and infiltration (I&I) programme: inspection work to identify where stormwater is entering the wastewater network and remove it

c) Community education: educating the public on the causes of overflows and how we all have a role to play in preventing them.

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

Project	Description	Timeframe	Cost ($)
Warkworth Growth Servicing	New sewers and pump stations to take flow from Warkworth catchment to Snells Bay treatment Works. This is to remove Elizabeth St overflows and reduce Palmer St overflow. This project will de-commission Warkworth treatment plant as this will be affected by climate change.	2020 - 2033	TBC
Warkworth to Snells Transfer Pipeline	To enable Warkworth growth and de-commissioned of Warkworth treatment works. Upgrade of Snells Beach sewers and outfall are required. Includes the construction of Lucy Moore Pump Station in Warkworth.	2017-2026	400M Combined with Snells Beach
Snells Beach/Algies Bay	Upgrading Snell Wastewater treatment plant Snells Beach which will allow the catchment to take additional flows from Warkworth and as a result will improve Snells Beach network performance.		As above
Kumeu - Huapai Wastewater Servicing	New sewers to service growth and discharge flow to Northern Interceptor sewer.	feasibility in 2023 design/construction in next 6-10yr	TBC
Waiwera Network Redirection	Wastewater from the Waiwera network will be redirected to the Hibiscus Coast/Army Bay catchment via Hatfields Beach wastewater pump station to be ultimately treated at the Army Bay Wastewater Treatment Plant.		400M Combined with Army Bay

22. Inflow and infiltration (I&I) programme: has been completed in the Helensville and Snells Beach area in 2022. Watercare also works closely with Auckland Council’s Healthy Waters department on the Safe Networks Programme undertaking monitoring and investigations in local streams, watercourses and the stormwater network to identify and track contaminants to their source e.g. an incorrect wastewater connection to a stormwater pipe. The following table outlines the inflow and infiltration completed works in 2021-2022 and planned works for 2022 - 2023:

2021-22 Investigation Projects	Planned for 21-22	In Progress 21-22	Completed in 21-22	Planned for 22-23
Helensville (Outfall WWPS and Springs Rd WWPS Catchments) - FY22 (Planned)	1		1
Snells Beach Targeted WWPS Catchment - FY22 (Reactive)	1	1
Snells Beach - FY22	1	1

23. 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:

24. The impact of the proposed and committed works in the Rodney Local board area is as follows:

a) Wellsford, Helensville and Omaha Catchments: these catchments are performing well, no proposed work has been schedule for the next six years. Watercare will continue to monitor and react to any issues as it arises

b) Warkworth catchment: the proposed Warkworth Growth Servicing project will reduce Elizabeth St and Palmer St overflows to less than two spills per year. Warkworth treatment plant will be decommissioned

c) Snells Beach - Algies Bay: proposed project once constructed will treat flow from Warkworth. The upgrade of Snells Beach treatment plant is due to be completed late 2023.

WWNS Community feedback and insights

25. 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 from 30 April 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

26. 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.

27. 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

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

29. 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

30. All local boards have been given the opportunity to attend a briefing on the strategy.

31. 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

32. 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.

33. 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.

34. 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.

35. 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

36. 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.

37. 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

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

39. 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.

40. 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

41. Feedback from the local board will be considered prior to submitting the strategy to Auckland Council.

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Wastewater Network Strategy - Rodney Local Board workshop memo	17

Ngā kaihaina

Signatories

Authors

Chhan Chau - Lead Wastewater Planner, Watercare

Moana Williams - Stakeholder Engagement Manager, Watercare

Authorisers

Ben Halliwell – Elected Member Relationship Manager, Watercare

Rodney Local Board

19 April 2023

Huapai Community Transport Hub

File No.: CP2023/04363

Te take mō te pūrongo

Purpose of the report

1. To seek approval to cancel the Huapai Community Transport Hub project following the receipt of cost estimates for the lease and maintenance of the project site.

Whakarāpopototanga matua

Executive summary

2. The report sets out the recent developments in the investigation and design phase for the Huapai Community Transport Hub project following the Rodney Local Board Transport Targeted Rate Programme funding approval in July 2022 (RD/2022/101).

3. Auckland Transport has received from Auckland Council Property and Commercial Business a rental assessment for the lease agreement required to use the reserve land for the purpose of commuter parking and a cost estimate from Parks and Community Facilities to maintain the parking areas.

4. Auckland Transport has reviewed the potential impacts on the delivery of the project of the estimated costs for the lease and maintenance on the project budget.

5. Auckland Transport advises the local board to not proceed with the project as the impact of the lease and maintenance costs will mean Auckland Transport is unable to deliver the project within the approved funding envelope.

6. Auckland Transport’s concept level cost estimate to deliver the project is $5.6 million and the impact of the lease and maintenance costs would mean the project overall budget of $6.5 million would be exceeded by between $500,000 - $750,000.

Ngā tūtohunga

Recommendation/s

That the Rodney Local Board:

a) whakaae / approve the cancellation of the Huapai Community Transport Hub project and for the project budget to be reallocated to other projects in the Kumeū subdivision.

Horopaki

Context

7. A study commissioned by the local board in 2019 determined that the best location for a community transport hub in the North-Western area would be at the Huapai Domain.

8. In August 2021, the local board requested that Auckland Transport (AT) begins an investigation for a Community Transport Hub at Huapai Domain. The local board’s view was that the proposed parking would serve a dual purpose: to operate as a Community Transport Hub (park-and-ride) during weekdays where commuters could use existing public transport services via nearby existing bus stops on State Highway 16 (SH16); and to provide additional parking for Huapai Domain users during the weekends.

9. Figure 1 below is a location map of the Huapai Domain.

Figure 1

10. The proposed scheme design included:

· two parking areas within the domain with an extension of the entrance car park, involving the relocation of the cricket nets closer to the onsite club rooms; and the development of additional parking next to the tennis courts. This would provide up to 90 additional parking spaces, bringing to the total number of parking spaces within the domain to 200 (excluding the club building parking spaces)

· provision for bike parking spaces and promotion of sustainable travel modes

· constructing a continuous footpath network, connecting the furthest parking next to tennis courts within the domain to the bus stops on SH16; and

· an option for the Tapu Road/SH16 intersection upgrade, including a pedestrian crossing on Sh16 and a pedestrian crossing on Tapu Road.

11. Figure 2 below shows the design concept for the entrance car park; Figure 3 shows the design concept for the car park adjacent to the tennis courts; and Figure 4 shows the intersection and pedestrian crossing option upgrades.

A picture containing map, tree, screenshot

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Figure 2 – Entrance Car Park Concept Design

Figure 3 – Concept design for new car park adjacent to tennis courts

Figure 4 – Concept design for Intersection upgrade and pedestrian crossing options

12. Auckland Council’s Land Advisory Team advised that the Huapai Domain, being classified as a recreation reserve, is protected under the Reserves Act 1977, and any change to the primary purpose or use of the land would require a land reclassification dependent upon the approval of the Minister of Conservation – a statutory process involving public consultation and iwi engagement. This process takes approximately 6-12 months, depending on whether there are any objections, submissions and hearings.

13. On 20 July 2022, the local board approved funding of $6.5 million from the Rodney Local Board Transport Targeted Rate (RLBTTR) for the investigation, design (in parallel to the reclassification process) and construction of the proposed Huapai Community Transport Hub.

14. On 22 August 2022, a meeting was held with council’s Land Advisory and Parks and Places teams to discuss the requirements and obligations on AT to progress with the reclassification application, landowner approval and tree asset owner approval processes; and the potential relocation of the cricket nets.

15. Parks and Places advised that the design for the project had not been developed to the extent that they could review and support an application for reclassification and landowner approval, for the following reasons:

· the relocation of the cricket nets in the domain was not supported due to the impact on mature trees

· removal of mature trees was not supported as these trees are highly valued

· given the potential impact on the existing park functions, the project was unlikely to gain support from council

· the pedestrian pathway would impact on the trees along the southern boundary of the sports field.

16. On 23 August 2022, a site meeting was held with Parks and Places representatives. Auckland Transport presented a new high-level proposal to use the reserve land at the entrance car park and at 46 Tapu Road, shown in Figure 5 below.

Figure 5

17. The site at 46 Tapu Road is already used as informal summer-time parking. There is also an existing bus stop directly outside the site that provides bus service to Westgate.

18. The Parks and Places team supports this option progressing to landowner approval and reclassification. This is because the impact on trees would be significantly reduced with no relocation of the cricket nets, eliminating the need to remove trees located to the south of the existing club building. This option also reduces the footprint of the entrance car park, meaning less impact on the reserve and its primary functions. The new location at 46 Tapu Road will also be future-proofed, as it will not be affected by the Supporting Growth Alliance’s Rapid Transit Network corridor. Finally, Parks and Places supports the development of this area as it is currently used as overflow car parking during summer by the community and this development would allow it to be used throughout the year.

19. In September 2022, in light of these discussions with Auckland Council, AT revised its concept design and provided an update to the traffic report. Figure 6 shows the concept design for 46 Tapu Road and Figure 7 shows the concept design for the entrance car park.

Figure 6 – Concept Design for 46 Tapu Road Car Park

Figure 7 – Concept design for Entrance Car Park

20. The key design developments included:

· expansion of the existing entrance carpark (by re-alignment of the existing spaces and provision of some additional spaces) and provision of bike parking

· a new carpark at 46 Tapu Road (up to 35 spaces, less than 10m from the closest bus stop on Tapu Road)

· an upgrade to the adjacent Tapu Road/SH16 intersection to include a raised signalised pedestrian crossing on SH16 and a pedestrian crossing on Tapu Road

· establishing a westbound bus stop on SH16, outside 377 Main Road.

21. In December 2022, based on the concept level cost estimate, AT’s advice was to not proceed with the proposed expansion of the entrance carpark. The entrance carpark could still form part of the transport hub through reclassification and allowing the existing parking spaces to be used for the purpose of the commuter parking, with the help of appropriate signage. 46 Tapu Rd will be developed into a carpark to accommodate approximately 35 parks.

22. Intersection improvements on SH16 would still need to be delivered to enhance pedestrian safety at the intersection and protection for vehicles turning right into Tapu Road with the increased pedestrian and traffic demand at the intersection.

Tātaritanga me ngā tohutohu

Analysis and advice

23. Throughout the project development, council’s Land Advisory team has advised that the Huapai Domain, being classified as a recreation reserve, is protected under the Reserves Act 1977, and any change to the primary purpose or use of land would require a land re-classification dependent upon the approval of the Minister of Conservation – a statutory process involving public consultation and iwi engagement.

24. In March 2023, council’s Land Advisory team advised that once the land is reclassified, the area reclassified will have to be managed by AT as a parking area and this will require a lease because the land is effectively taken out of ‘production’ as recreation reserve for as long as it is used for parking.

25. The council lease has a rental cost. Council’s rental assessment is as follows:

· 46 Tapu Road – (771m² area – 29 carpark spaces) - $33,000 per annum plus GST

· Entrance Car Park – (1210m² area – 44 carpark spaces) – $70,000 per annum plus GST.

26. The valuation methodology for the market rental assessment is based on a hypothetical car parking return; if the car parking spaces were to be offered on a commercial basis, then a fair market tariff for all-day parking would be $10/day.

27. The cost of the 10-year lease for the Huapai Community Transport Hub to the RLBTTR would be $1,030,000 + GST = $1,184,500.

28. Auckland Council’s Parks and Community Facilities advised that the annual estimated maintenance costs for the proposed new carpark at 46 Tapu Road and the entrance car park, as part of the Huapai Community Transport Hub project, are as detailed below in Figure 8.

Huapai Community Transport Hub estimated maintenance costs for the 10-year lease period
Service including a Weekly Mechanical Sweep, Weed spraying and Hard Surface Maintenance	$474,685
Service including a Monthly Mechanical Sweep, Weed spraying and Hard Surface Maintenance	$221,705

Figure 8

29. Therefore, for the 10-year lease period that is being considered for the facility, the total cost to the RLBTTR for the maintenance of the facility for the car park areas at 46 Tapu Road and the entrance car park would be either $221,705 if a monthly service or $474,685 for a weekly service. Council has not confirmed the GST content for this.

30. Overall, opex costs for the lease and the maintenance of the Huapai Community Transport Hub facility would be between $1,406,205 - $1,659,185 for the 10-year lease period, dependent on the preferred maintenance frequency.

31. Auckland Transport’s concept level cost estimate to deliver the project is $5.6 million and the impact of the lease and maintenance costs would mean the project overall budget of $6.5 million would be exceeded by between $500,000 - $750,000.

Tauākī whakaaweawe āhuarangi

Climate impact statement

32. The RLBTTR supports the outcomes sought by the Auckland Plan 2050, the Auckland Climate Action Plan, the Rodney Local Board Plan 2020 and Auckland Council priorities regarding mitigating the effects of climate change and reducing the council’s carbon emissions. The RLBTTR funds projects that enable better access to active and public transport, namely footpaths, bus services, bus infrastructure and community transport hub facilities.

33. Auckland Transport strives to provide attractive alternatives to private vehicle travel, reduce the carbon footprint of its own operations and, to the extent feasible, that of the contracted public transport network. These projects all support pedestrian and/or cyclist safety, therefore contributing to climate change actions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

34. The appropriate council group inputs were sought by AT in the formulation of this update report.

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

Local impacts and local board views

35. The Rodney Local Board is the decision-maker for funds collected through the RLBTTR. Auckland Council receives the rates payments, and Auckland Transport provides technical advice and administers the funds on behalf of the local board.

Tauākī whakaaweawe Māori

Māori impact statement

36. Receipt of this report has no impacts or opportunities for Māori. Any engagement with Māori, or consideration of impacts and opportunities, will be carried out on an individual project basis.

Ngā ritenga ā-pūtea

Financial implications

37. The costs covering investigation and design to date for the project are $450,000. The remaining funds available in the Huapai Community Transport Hub budget of $6.05 million would be available for additional services or capital projects within the Kumeū subdivision.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

38. Any increases to the costs of projects agreed by the local board will need formal approval via resolution at a business meeting.

39. The projects being developed under the RLBTTR programme are subject to the usual project risks including scope changes and cost escalation associated with the development of detailed design plans. To mitigate this risk, AT will monitor, manage and report significant potential risks and seek approval from the local board on changes.

40. Auckland Transport’s prudent management and monitoring of potential cost escalation through the design and development phase of the Huapai Community Transport Hub project has sought to ensure that the project remains within the previously approved budget of $6.5 million.

41. The lease and maintenance costs have created a risk to the design and delivery of the project. To avoid investing further funds into the project, AT’s advice is to cancel the project and reallocate the funds to other projects in the Kumeū subdivision.

Ngā koringa ā-muri

Next steps

42. Auckland Transport will start work on the direction resolved by the Rodney Local Board.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Jeremy Pellow – Programme Director, Rodney Local Board Transport Targeted Rate Programme, Auckland Transport

Authorisers

Paul Thompson – Head of Community Engagement North, Auckland Transport

Lesley Jenkins – Local Area Manager

Rodney Local Board

19 April 2023

Seeking views on the proposed approach for Katoa, Ka Ora - Speed Management Plan for Tāmaki Makaurau Auckland 2024-2027

File No.: CP2023/03248

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 have adopted the Vision Zero goal of eliminating road transport related deaths and serious injuries within the Auckland road network by 2050.

3. Setting safe speed limits that recognise the function, safety, design, and layout of roads is a fast and cost-effective way to reduce deaths and serious injuries. Auckland Transport 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. Auckland Transport 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 (RD/2022/27). If local board views have changed, Auckland Transport 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 Rodney Local Board:

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

Horopaki

Context

7. Auckland Transport (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 authorities 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 30 kilometres per hour (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 Auckland Transport 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 Auckland Transport Board.

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

Auckland Transport’s role

16. Auckland Transport 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 nine 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. Thirty kilometres per hour 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 at a workshop on 8 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 to the agenda report.

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 (Approaches 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. Auckland Transport 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 death and serious injuries (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 the local board to provide views on proposed Approaches One - Five	49
b ⇩	8 March 2023 workshop material on Katoa, Ka Ora for Rodney Local Board	51

Ngā kaihaina

Signatories

Author

Marlene Kotze, Auckland Transport Programme Director

Authorisers

Louise Mason - General Manager Local Board Services

Lesley Jenkins - Local Area Manager

Rodney Local Board

19 April 2023

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

File No.: CP2023/02472

Te take mō te pūrongo

Purpose of the report

1. To provide the council-controlled organisation forward work programme and engagement approach for the Rodney area Quarter Four (April-June 2023).

Whakarāpopototanga matua

Executive summary

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

3. Local boards and council-controlled organisations are expected to review the joint engagement plans in June 2023.

4. Council-controlled organisations provide local boards with the work programmes 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 work programme addresses the 2020 Council-controlled Organisations Review’s recommendation to coordinate actions better at the local level.

6. As per the 2022/2023 Council-controlled Organisations Local Board Joint Engagement Plans:

· council-controlled organisations, 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 council-controlled organisations 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. Council-controlled organisations and local boards workshop the 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 council-controlled organisations forward work programme, engagement approach and anticipated milestones for Quarter Four (April-June 2023). This report also includes the status on work programme items since the last report in September 2022.

9. The Rodney Local Board will receive the next council-controlled organisations 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 Rodney Local Board:

a) whiwhi / receive the council-controlled organisations forward work programme and engagement approach for Quarter Four (April-June 2023) including the status on work programme items since the last report in September 2022.

Horopaki

Context

What are council-controlled organisations (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 Rodney 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 Attachment A to the agenda report.

Auckland Transport

New work programme items since September 2022

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

· Rodney Local Board Transport Targeted Rate Footpath Projects Tranche 1 (11 projects and three completed)

· Rodney Local Board Transport Targeted Rate Footpath Projects Tranche 2 (8 projects and one completed)

· Rodney Local Board Transport Targeted Rate Footpath Projects Tranche 3 (12 projects).

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

Tātaki Auckland Unlimited

Completed work programme items since September 2022

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

· Rangatahi Youth Enterprise Summit

· REPCO Rally New Zealand) 2022 (FIFA World Rally Championship).

27. Tātaki Auckland Unlimited’s work programme items are provided in Attachment A.

Eke Panuku Development Auckland

New work programme items since September 2022

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

· cost reduction to mitigate budget challenges.

29. Eke Panuku Development Auckland’s work programme items are provided in Attachment A.

Watercare

30. Watercare’s work programme items are provided in Attachment A.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

32. 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

33. 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.

34. 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.

35. 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

36. 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.

37. 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

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

39. 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

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

41. 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

42. 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.

43. 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.

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

45. 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

46. 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).

47. 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.

48. 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 ⇩	Forward work programme items for Q4 2023	81

Ngā kaihaina

Signatories

Author

Maclean Grindell - Senior Advisor Operations and Policy

Authorisers

Louise Mason - General Manager Local Board Services

Lesley Jenkins - Local Area Manager

Rodney Local Board

19 April 2023

Addition to the 2022-2023 Rodney Local Board meeting schedule

File No.: CP2023/03748

Te take mō te pūrongo

Purpose of the report

1. To seek approval for three dates to be added to the 2022-2023 Rodney Local Board meeting schedule in order to accommodate the Annual Budget 2023/2024 and Local Board Plan 2023 timeframes.

Whakarāpopototanga matua

Executive summary

2. The Rodney Local Board adopted the 2022-2023 meeting schedule on Wednesday 16 November 2022.

3. At that time the specific times and dates for meetings for local board decision making in relation to the local board agreement as part of the Annual Budget 2023/2024 and Local Board Plan 2023 were unknown.

4. The local board is being asked to approve three meeting dates as an addition to the Rodney Local Board meeting schedule so that the modified Annual Budget 2023/2024 and Local Board Plan 2023 timeframes can be met.

Ngā tūtohunga

Recommendation/s

That the Rodney Local Board:

a) whakaae / approve the addition of three meeting dates to the 2022-2023 Rodney Local Board meeting schedule to accommodate the Annual Budget 2023/2024 and Local Board Plan 2023 timeframes as follows:

i) Wednesday 10 May 2023, at 10am

ii) Wednesday 13 September 2023, at 10am

iii) Wednesday 1 November 2023, at 10am.

Horopaki

Context

5. The Local Government Act 2002 (LGA) and the Local Government Official Information and Meetings Act 1987 (LGOIMA) have requirements regarding local board meeting schedules.

6. In summary, adopting a meeting schedule helps meet the requirements of:

· clause 19, Schedule 7 of the LGA on general provisions for meetings, which requires the chief executive to give notice in writing to each local board member of the time and place of meetings. Such notification may be provided by the adoption of a schedule of business meetings

· sections 46, 46(A) and 47 in Part 7 of the LGOIMA, which requires that meetings are publicly notified, agendas and reports are available at least two working days before a meeting and that local board meetings are open to the public.

7. The Rodney Local Board adopted its 2022-2023 business meeting schedule at its Wednesday 16 November 2022 business meeting.

8. The timeframes for local board decision-making in relation to the local board agreement which is part of the Annual Budget 2023/2024 and Local Board Plan 2023 were unavailable when the meeting schedule was originally adopted.

9. The local board is being asked to make decisions in early-May, mid-June, early September and late October/early November 2023 to feed into the Annual Budget 2023/2024 and Local Board Plan 2023 processes. These timeframes are outside the local board’s normal meeting cycle.

Tātaritanga me ngā tohutohu

Analysis and advice

10. The local board has two choices:

i) add the meetings as additions to the meeting schedule

ii) add the meetings as extraordinary meetings.

11. For option one, statutory requirements allow enough time for these meetings to be scheduled as additions to the meeting schedule and other topics may be considered as per any other ordinary meeting. However, there is a risk that if the Annual Budget 2023/2024 timeframes change again or the information is not ready for the meeting, there would need to be an additional extraordinary meeting scheduled.

12. For option two, only the specific topic Annual Budget 2023/2024 may be considered for which the meeting is being held. There is a risk that no other policies or plans with similar timeframes or running in relation to the Annual Budget 2023/2024 process could be considered at this meeting.

13. Since there is enough time to meet statutory requirements, staff recommend option one, approving this meeting as an addition to the meeting schedule, as it allows more flexibility for the local board to consider a range of issues. This requires a decision of the local board.

Tauākī whakaaweawe āhuarangi

Climate impact statement

14. This decision is procedural in nature and any climate impacts will be negligible. The decision is unlikely to result in any identifiable changes to greenhouse gas emissions. The effects of climate change will not impact the decision’s implementation.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

15. There is no specific impact for the council group from this report.

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

Local impacts and local board views

16. This report requests the local board’s decision to schedule additional meetings and consider whether to approve them as extraordinary meetings or additions to the meeting schedule.

Tauākī whakaaweawe Māori

Māori impact statement

17. There is no specific impact for Māori arising from this report. Local boards work with Māori on projects and initiatives of shared interest.

Ngā ritenga ā-pūtea

Financial implications

18. There are no financial implications in relation to this report apart from the standard costs associated with servicing a business meeting.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

19. If the local board decides not to add this business meeting to their schedule this would result in the input of this local board not being able to be presented to the Governing Body for their consideration and inclusion in the Annual Budget, the local board agreement not being adopted in time for inclusion in the Annual Budget and delays in adoption of the Local Board Plan.

Ngā koringa ā-muri

Next steps

20. Implement the processes associated with preparing for business meetings.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Renee Burgers - Lead Advisor Plans and Programmes

Zigi Yates – Senior Local Board Advisor

Authorisers

Louise Mason - General Manager Local Board Services

Lesley Jenkins - Local Area Manager

Chairperson	Brent Bailey
Deputy Chairperson	Louise Johnston
Members	Michelle Carmichael	Geoff Upson
	Mark Dennis	Ivan Wagstaff
	Tim Holdgate	Guy Wishart
	Colin Smith

No.	Title	Page
a ⇩	Workshop record 22 March 2023	111
b ⇩	Workshop record 5 April 2023	115
c ⇩	Workshop record 12 April 2023	117

Author	Ignacio Quinteros - Democracy Advisor
Authorisers	Lesley Jenkins - Local Area Manager

Author	Ignacio Quinteros - Democracy Advisor
Authoriser	Lesley Jenkins - Local Area Manager