Agenda of Puketāpapa Local Board - Thursday, 20 April 2023

Puketāpapa Local Board

20 April 2023

Watercare – Wastewater Network Strategy

File No.: CP2023/03783

Te take mō te pūrongo

Purpose of the report

1. The purpose of this report is to seek formal feedback from the Puketāpapa 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 (NDC) 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 Puketāpapa Local Board:

a) whakarite /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 three types;

a) Type 1 from pump stations

b) Type 2 from Engineered Overflow Points (EOPs)

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 high-level summary of this report.

Network description summary

13. The wastewater network in the Puketāpapa Local Board area is substantial and sits within the Western Isthmus and Onehunga catchment areas. The catchments within the Boards area have been classified as a high priority area due to the number of overflows and the age of the network.

Network performance summary

14. The tables below outline the number of overflows from pump stations (Type 1) by year.

Catchment	FY16	FY17	FY18	FY19	FY20	FY21	FY22
Western Isthmus	22	29	17	10	10	12	5
Onehunga	9	16	15	9	13	9	3

15. There are seven Type 2 engineered overflow points in the Puketāpapa Local Board area but they are not locations of high likelihood of overflow so are not automatically monitored.

16. 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. The tables below outline the overflow rates from dry weather and wet weather overflows.

Western Isthmus	2015	2016	2017	2018	2019	2020	2021	2022
Dry weather	152	321	325	286	287	382	526	205
Wet Weather	53	83	103	75	39	41	84	77

Onehunga	2015	2016	2017	2018	2019	2020	2021	2022
Dry weather	88	138	153	133	119	189	213	75
Wet weather	18	29	20	21	14	16	28	8

Planned activities

17. 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 *Central Interceptor programme is not part of the NDC consent. CI has its own discharge consent.	The Central Interceptor (CI) tunnel is 4.5 metres in diameter and will run for 14.7 kilometres from Grey Lynn under central Auckland and the Manukau Harbour to Māngere. The tunnel will lie between 15 and 110 metres below the surface. Along with two smaller link sewer tunnels we are building, the main CI tunnel will collect wastewater from the existing network and take it to the Māngere Wastewater Treatment Plant.	Complete date to 2026	$1.2B
Mt Roskill Wastewater Improvements	Upgrade of sewers in the Mt Roskill area to prevent overflows and allow for growth (Working with Kāinga Ora)	2023-2035+	75M
Wesley wastewater sewer upgrade	Upgrade of Wesley sewers to prevent overflows	Feasibility in progress, design/construction in next 6-10yr	not available

18. Inflow and Infiltration work has been completed in the Oakley Catchment (Aldersgate Road, Rogan Street, and Olsen Ave) and Green Bay area in 2022. 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	Comments
Oakley Catchment - Phase 2 (Aldersgate WWPS 1 and 2, Rogan St, Olsen Ave) - FY22 (Planned)	1	1			Olsen Ave area still to do
Green Bay (East and West) - FY22 (Reactive)	1		1

19. 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:

20. With the forecasted proposed and planned works on the wastewater network over the next six years and based on 2030 population projections, Watercare have developed the 2023 modelling to demonstrate the expected improvement of the network and the expected reduction of overflows in the Puketāpapa Local Board area. The Central Interceptor and the Western Isthmus Water Quality Improvement Programme (WIWQIP) are the two key projects that are intended to have the largest impact on overflow reduction. The map below provides the base modelling from 2017 figure 1 which indicates the current network performance and after map figure 2 includes proposed and committed works and the indicative reduction of overflows:   

Figure 1: Māngere SMA Model 2017 - 2030 Population Projections

Graphical user interface, text, application

Description automatically generated

Map

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

WWNS Community feedback and insights

21. 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 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

22. 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.

23. 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

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

25. 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

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

27. 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

28. 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.

29. 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

30. 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.

31. 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

32. 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.

33. 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

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

35. 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.

36. 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

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Memorandum: 2023 Wastewater Strategy Network	15

Ngā kaihaina

Signatories

Authors

Chhan Chau – Lead Wastewater Planner – Watercare

Moana Williams – Stakeholder Engagement Manager - Watercare

Authorisers

Ben Halliwell – Elected Member Relationship Manager - Watercare

Nina Siers - Local Area Manager

Puketāpapa Local Board

20 April 2023

Puketāpapa Local Board Strategic Relationship Grants 2022/2023

File No.: CP2023/04087

Te take mō te pūrongo

Purpose of the report

1. To approve the allocation of funding for the Puketāpapa Strategic Relationship Grants 2022/2023.

Whakarāpopototanga matua

Executive summary

2. The Puketāpapa Local Board offers a Strategic Relationship Grant programme to support community organisations to deliver on the local board’s priorities and outcomes.

3. On 22 June 2022 the local board approved the Customer and Community Services work programme, including a total strategic relationship grants budget of $120,000 to fund groups through a contestable process (PKTPP/2022/87).

4. Following a review of the program in July 2022, the local board approved changes to the Strategic Relationship Grant programme at the business meeting on 15 September 2022. To support delivery of the refreshed programme, staff developed a capacity and capability support programme, which alongside direct funding, will support local groups and organisations to become more sustainable.

5. The local board also committed to providing funding for Somali Education and Development Trust over a three-year period in 2020/2021, entering the third year of a multi-year funding relationship in 2022/2023 and allocating $15,000 (PKTPP/2020/130). This leaves a total of $105,000 for the 2022/2023 Strategic Relationship Grant programme.

6. Applications for the 2022/2023 grant round opened to community groups and organisations on 12 December 2022 and closed on 23 January 2023.

7. Nine applications were received requesting a total of $215,000.

8. Staff presented all applications along with options for delivering the programme and staff recommendations to the local board at a workshop on16 March 2023.

9. Staff recommend approving $65,000 in direct funding for two applications aligned with the local board's priorities and outcomes, as well as $40,000 for a capacity-building support programme.

10. Staff will identify alternative opportunities for unsuccessful applicants to achieve their application goals.

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) whakaae / approve the following applications to receive strategic relationship grants:

Applicant	Applicants’ capacity needs	Direct funding request for:	Recommended funding
Waikowhai Community Trust	Develop the organisation's governance foundations, funding, strategy, policies, processes, communications, culture, and sustainability	A contribution towards operational cost: wages for staff, rent/utilities/maintenance, resources for programmes.	$32,500
Puketāpapa Business Voice	Networking, building internal systems	Part-time coordinator to organise and plan events, part-time website administrator, regular newsletter publications, a business laptop (including antivirus software, laptop case), and Xero accounting charges	$32,500
TOTAL $65,000

b) decline the following applications for strategic relationship grants:

Applicant	Proposal	Recommended funding
Somali Education and Development Trust	1. Planning and program development 2. Write report 3. Rent, water, and electricity for workstation 4. Language and cultural sessions 28 Weeks*3 Hours per day 5. Workshops on New Zealand education system 6. 3 vans for transporting mothers and young people 7. Te Tiriti and history of Aotearoa instructor 8. Know your rights workshop instructor 9. 15 March 2023 Islamophobia, Racism and Discriminations session 10. Interfaith programme 11. Somali Independence Day 10 hours programme, refreshment, venue cost	$0.00
Roskill Together Trust	Contribution towards community development manager salary, a community development coordinator, and operational costs. Need support with community hub development and management, staff development and succession planning.	$0.00
New Zealand Business Association	Wesley Night Market promotion, operations, and training of local members to get food license and be able to operate at the market. Also, storage container to ensure the non-compete of the night market with the centre's venue facilities and for easy access to equipment on market days.	$0.00
English Language Partners Auckland Central & West	To cover venue, hire of two Literacy classes at Wesley Community Centre (each class has around 20 learners) and teaching costs of a new online Literacy class.	$0.00
The UMMA Trust	Two year funding towards the Muslim Refugee Women’s Empowerment Programme which seeks to aid refugee women who are or have suffered domestic violence.	$0.00
Belong Aotearoa	Towards development and upskill of staff that help network particularly with the local board and evaluation.	$0.00
New Settlers Family and Community Trust	Towards developing a programme to support refugees, especially youth and women, to grow their capability in governance and to build their confidence to engage in governance and hold trustee and other strategic roles in the not-for-profit sector.	$0.00

Horopaki

Context

11. The purpose of the Puketāpapa Strategic Relationship Grants programme is to build community capacity and support community organisations to deliver on the local board’s priorities and outcomes identified in the Puketāpapa Local Board Plan 2020:

· Inclusive communities that are healthy, connected and thriving

· Our people speak up and help shape our future

· Our environment is protected and enhanced for present and future generation

· Well-planned neighbourhoods and vibrant public spaces

· Transport options that are reliable, accessible, and less polluting

· Thriving local economy with opportunities to learn, work and volunteer.

12. The Puketāpapa Strategic Relationship work programme SharePoint line 376 has a total budget of $120,000 to fund local strategic relationships grants through a contestable process.

13. Applications for the 2022/2023 grant round opened to community groups and organisations on 12 December 2022 and closed on 23 January 2023.

14. The strategic relationship grants programme was extensively advertised through the council grants webpage, local board webpages, local board e-newsletters, Facebook pages, council publications, and community networks.

15. Applicants could apply for between $10,000 and $30,000 per year, up to a maximum of $60,000 for three years, for operational costs and to increase their organisation's capacity and capability.

16. On 15 September 2022, the local board adopted a new purpose for the programme following a review completed by staff in July 2022.

17. The updated purpose of the Strategic Relationship Grant is to create a strong network of local community organisations across the Puketāpapa Local Board area by supporting them to:

· build organisational capacity and capability

· upskill staff and volunteers

· become more sustainable

· attract diverse funding opportunities

· amplify the boards investment.

18. Staff assisted applicants in considering their capacity and capability needs, as well as where direct funding would be applied, such as operational expenses.

19. A panel of two council staff and an external specialist assessed nine applications for alignment to the 2022/2023 Puketāpapa Strategic Relationship Grants criteria outlined in the Terms of Reference (Attachment A).

20. At a workshop on 16 March 2023, the local board received applications and recommendations, as well as advice for delivering the programme under current financial constraints.

Tātaritanga me ngā tohutohu

Analysis and advice

21. As part of the refreshed programme adopted 15 September 2022, funding was to be allocated over three-year terms to support four applicants to increase their capacity, expand their activities and make faster progress towards financial sustainability.

22. The funding was split into two streams:

· $65,000 direct funding to successful community groups to fund internal operations.

· $40,000 funding for delivery of the programme.

23. Recipients of the direct funding would be required to participate in the capacity and capability programme for the duration of the three-year term.

24. This commitment would allow the development of a small cohort of groups who will work together over the three-year term, developing a stronger network and the opportunities to collaborate.

25. However, due to current financial constraints, significant reductions in council spending and uncertainty about Locally Driven Initiative operational budget in FY24, staff recommended a one-year programme to the local board at a workshop on 16 March 2023 as a risk management plan. In order to maintain the integrity of the programme, staff recommended providing more direct funding to two groups rather than four groups in order to increase the impact of the groups and provide more capacity building support in a shorter period of time.

26. Table 1 provides a summary of the funding options and recommendation for the grant programme.

Table 1: 2022/2023 Strategic Relationship Grant programme options and recommendations

Description

Impacts on local community organisations

Option 1

Local grants

Close Strategic Relationship Grants and reallocate funds to Local Grants

Allows a larger number of groups to benefit from local board funding.

Does not respond to desire to:

• increase access to funding

• increase capacity and capability

• build a network of groups

Option 2

Initial option

Retain refreshed Terms of Reference and $65,000 direct funding

4 x $16,250 for 3 years

Respond to feedback:

• Increase sustainability of funding.

• Increase in capacity and capability.

• Build a network of groups.

Option 3

Adapting to current financial constraints with a refreshed approach

$65,000 direct funding 3 x $21,666 for 1 year

• Financial support for 1 year.

• Increase the level of partnership and in-kind investment.

• Less direct funding to groups.

Option 4

Recommended

$65,000 direct funding 2 x $32,500 for 1 year

• Financial support for 1 year.

• Increase the level of partnership and in-kind investment.

• More direct funding to groups in year 1.

27. As with option two, options three and four will be light-touch and non-transformative, however they are lower risk given the uncertainty surrounding future funding of this programme in FY24.

28. A three-stage assessment process was used to assess applications:

i) Applications were assessed against grant programme eligibility criteria.

ii) An internal assessment panel comprising of two internal staff and one external specialist. The panel considered all applications against the outcome areas and recommended grant allocations based on application assessment and alignment with grant programme outcomes. The Puketāpapa Community Broker was part of the assessment panel and provided additional comments and insights.

iii) Four top-scoring groups were interviewed online by the assessment panel.

29. There were four applications that met the criteria strongly, but two are recommended for funding on the basis of staff advice.

30. Table 2 provides a summary of the applications with high alignment, which are recommended for approval totalling of $65,000.

Table 2: 2022/2023 applications recommended for funding:

Applicant	Applicants’ capacity needs	Direct funding request for:	Recommendedfunding
Waikowhai Community Trust	Develop the organisation's governance foundations, funding, strategy, policies, processes, communications, culture, and sustainability	A contribution towards operational cost: wages for staff, rent/utilities/maintenance, resources for programmes.	$32,500
Comment: The applicant serves a community of geography and location, rather than interest or identity, with a focus on pre-schoolers and their families. The community who are participating in services are locals, some from lower socio-economic families. The applicant also has a good record of service delivery in the area. The grant will support the organisation to increase the organization's capacity and capability, strengthen governance foundations and succession planning, and unlock further funding to increase its impact in Roskill South.
Puketāpapa Business Voice	Networking, building internal systems	Part-time coordinator to organise and plan events, part-time website administrator, regular newsletter publications, a business laptop (including antivirus software, laptop case), and Xero accounting charges	$32,500
Comment: Puketāpapa currently doesn’t have a business association. As part of the network, businesses in the area, including migrant businesses, can access information about local development, including crime and safety, population changes, planned construction, business resilience, information related to Covid-19, sustainability and recovery, and networking events. The applicant has been previous funded by the local board to delivery services in the area. The grant will support the applicant to build internal systems, strengthen their capacity to grow, expand their network and increase their membership.
TOTAL $65,000

31. The two groups recommended for funding have limited resources, are working beyond their capacity, do not have the ability to upskill staff, and need to develop a strategy to improve their services and attract diverse funding opportunities. In the capacity and capability support programme, the two groups will also be assisted in becoming funder ready so that they can diversify their funding options and therefore futureproof their sustainability in the future.

32. Table 3 provides a summary of the applicants with medium or low alignment to local board criteria that are recommended to be declined.

Table 3: Applications not recommended for funding

Applicant	Proposal	Recommendedfunding
Somali Education and Development Trust	1. Planning and program development 2. Write report 3. Rent, water, and electricity for workstation 4. Language and cultural sessions 28 Weeks*3 Hours per day 5. Workshops on New Zealand education system 6. 3 vans for transporting mothers and young people 7. Te Tiriti and history of Aotearoa instructor 8. Know your rights workshop instructor 9. 15 March 2023 Islamophobia, Racism and Discriminations session 10. Interfaith programme 11. Somali Independence Day 10 hours programme, refreshment, venue cost	$0.00
Decline reason: Ineligible (Received $15,000 in 2022/2023 and entered the third cycle of the previous strategic relationship grant)
Roskill Together Trust	Contribution towards community development manager salary, a community development coordinator, and operational costs. Need support with community hub development and management, staff development and succession planning.	$0.00
Decline reason: Grant round oversubscribed. Staff will work with the applicant to connect them to other resources and funders.
New Zealand Business Association	Wesley Night Market promotion, operations, and training of local members to get food license and be able to operate at the market. Some funding would be used for storage through the purchase of a container as a capital item to ensure the non-compete of the night market with the centre's venue facilities and for easy access to equipment on market days. Future profits would fund market expansion and other programmes such as food licence training and driving.	$0.00
Decline reason: Does not meet eligibility criteria- applicant has not previously been funded by the local board
English Language Partners Auckland Central & West	To cover venue, hire of two Literacy classes at Wesley Community Centre (each class has around 20 learners) and teaching costs of a new online Literacy class.	$0.00
Decline reason: Does not meet eligibility criteria. Request is for programme funding.
The UMMA Trust	The application is a two-year funding to assist with the activities of the UMMA Trust and towards the Muslim Refugee Women’s Empowerment Programme which seeks to aid refugee women who are or have suffered domestic violence by providing the means of building a positive and independent life through education, skills and employment training.	$0.00
Decline reason: Does not meet eligibility criteria. Request is for programme funding.
Belong Aotearoa	Towards development and upskill of staff that help network particularly with the local board and evaluation.	$0.00
Decline reason: Grant round oversubscribed.
New Settlers Family and Community Trust	Towards developing a programme to support refugees, especially youth and women, to grow their capability in governance and to build their confidence to engage in governance and hold trustee and other strategic roles in the not-for-profit sector.	$0.00
Decline reason: Grant round oversubscribed. Staff will connect applicants with other available free governance resources.

33. Table 4 outlines the one remaining multi-year grant recipient who has entered year three of the funding cycle.

Table 4: Summary of 2020/2021 approved multi-year application

Organisation	Amount allocated	Type of funding
Somali Education and Development Trust	$15,000	Multi-year (three years)
Total:	$15,000

34. The recipient of the multi-year grant will provide progress reports to demonstrate key performance indicators met in the 2022/2023 financial year. The local board receive an accountability update at a future workshop, highlighting how the recipient has used the grant to achieve funded outcomes.

Tauākī whakaaweawe āhuarangi

Climate impact statement

35. Mana Taiao (Environment) is one of the key local board outcomes noted in the Strategic Relationship Grants Terms of Reference, including support for groups that promote active modes of transportation, reduction in carbon and other vehicle missions and environmental and ecological sustainability.

36. Building the capacity and capability of local community organisation will have a positive impact on climate change as it reduces the need for people to travel to reach the services they offer. Local community engagement supported by local organisations also develops community resilience and adaptation. This will broadly contribute toward community readiness for changes in the future such as those caused by climate change.

37. The proposed capacity and capability programmes will support training in sustainability and sustainable practices.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

38. The Puketāpapa Strategic Relations Grant programme is delivered in line with the Community Grants Policy. This policy guides the allocation of local and regional grants to groups and organisations delivering projects, activities and services that benefit Aucklanders.

39. Both the Community Impact Team and the Grants Team at Auckland Council were engaged in the development of this advice to ensure alignment with the Community Funding Policy, current processes, and best practice.

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

Local impacts and local board views

40. The local board is responsible for the decision-making and allocation of Puketāpapa Strategic Relationship Grants 2022/2023. The Puketāpapa local board is required to fund, part-fund or decline these grant applications against the local board priorities identified in the Puketāpapa Strategic Relationship Grant 2022/2023 Terms of Reference (Attachment A).

41. Nine applications were received and presented to the local board at a workshop on 16 March 2023 to discuss their alignment with the local board’s priorities and outcomes for the grant round.

42. Staff note that section 48 of the Community Grants Policy states; ‘we will also provide feedback to unsuccessful grant applicants about why they have been declined, so they will know what they can do to increase their chances of success next time’.

Tauākī whakaaweawe Māori

Māori impact statement

43. Māori make up six per cent of the local board population.

44. A small number of community groups that have received Strategic Relationship Grants in the past have either participants, volunteers or employees who identify as Māori. Some of the community groups target young Māori and teach Tikanga Māori as part of their programmers.

45. However, many of the groups that operate in the local board area new migrant and refugee organisations with little operational expertise in Te Ao Māori. The capacity and capability programmes will support training in the Treaty of Waitangi, as well as work to introduce local organisations to Mana Whenua.

Ngā ritenga ā-pūtea

Financial implications

46. As part of the 2022/2023 Customer and Community Services annual work programme, the Puketāpapa Local Board approved $120,000 (resolution number PKTPP/2021/102) to the work programme line SharePoint line 376 Strategic Relationship Grants.

47. There are no financial implications if the local board supports the recommended option of funding two applicants for one year.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

48. The allocation of grants will occur within the guidelines and criteria of the refreshed Puketāpapa Strategic Relationship Grants Terms of Reference. In the assessment process, any risks associated with funding applications received in the grant round were identified, and recommendations were made accordingly.

Ngā koringa ā-muri

Next steps

49. Staff will notify the applicants of the local board’s decision.

50. Staff will create funding agreements for successful applicants, and work with unsuccessful applicants to advise on alternate funding opportunities.

51. Staff will provide the local board with quarterly progress reports on the funded organisations and grant recipients will be invited to present their final accountability report at a local board workshop following the completion of the funded activity.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	2022-2023 Puketāpapa Strategic Relationship Grants	39

Ngā kaihaina

Signatories

Authors

Kat Teirney – Community Broker

Daylyn Braganza – Specialist Broker

Authorisers

Sibyl Mandow - Manager Community Programme Delivery

Nina Siers - Local Area Manager

Puketāpapa Local Board

20 April 2023

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

File No.: CP2023/03282

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

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

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

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

Horopaki

Context

What are CCO Local Board Joint Engagement Plans?

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

· help cement CCO and local board relations

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

· coordinate CCO actions better at the local level.

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

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

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

What are the CCO work programme items?

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

15. The work programme is not a full list of projects in the Puketāpapa 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 One below.

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

· completed work programme items

· new work programme items

· changes to engagement levels.

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

Auckland Transport

New work programme items since September 2022

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

· Hendry Avenue.

Changes to work programme items since September 2022

25. Changes have been made to the following work programme items:

· Hillsborough Road Bus Layover and driver Exeloo (progressing, a shallow watermain may need to be shifted).

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

Tātaki Auckland Unlimited

Completed work programme items since September 2022

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

· Rangatahi youth enterprise summit.

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

Eke Panuku Development Auckland

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

Watercare

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

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 ⇩	Auckland Transport	47
b ⇩	Tataki Auckland Unlimited	49
c ⇩	Eke Panuku	51
d ⇩	Watercare	53

Ngā kaihaina

Signatories

Authors

Maclean Grindell - Senior Local Board Advisor

Vanessa Phillips – Local Board Advisor

Authorisers

Nina Siers - Local Area Manager

Louise Mason - General Manager Local Board Services

Puketāpapa Local Board

20 April 2023

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

File No.: CP2023/03911

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 Puketāpapa 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.

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 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 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 7300 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 Thursday, 2 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 (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. 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 LB to provide views on proposed approach one-five Puketāpapa Local Board	63
b ⇨	Katoa, Ka Ora Puketāpapa Workshop 03 March 2023 (Under Separate Cover)

Ngā kaihaina

Signatories

Authors

Marlene Kotze, Auckland Transport Programme Director

Mary Hay - Senior Local Board Advisor

Authorisers

Louise Mason - General Manager Local Board Services

Nina Siers - Local Area Manager

Puketāpapa Local Board

20 April 2023

Evaluation of the 2022 Auckland Council Elections

File No.: CP2023/03568

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

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

Horopaki

Context

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

· voters have almost three weeks to do this.

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

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

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

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

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

· postal voting

· booth voting

· a combination of booth voting and postal voting.

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

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

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

Decisions required for the 2025 elections

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

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

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

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

28. There are no impacts on the group.

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

· differences in civics education

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

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

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Evaluation of Auckland Council’s 2022 Local Elections	69

Ngā kaihaina

Signatories

Author

Warwick McNaughton - Principal Advisor

Authorisers

Carol Hayward - Team Leader Operations and Policy

Nina Siers - Local Area Manager

Louise Mason - General Manager Local Board Services

Puketāpapa Local Board

20 April 2023

Local Crime Fund

File No.: CP2023/04379

Te take mō te pūrongo

Purpose of the report

1. To seek feedback from local boards on the preferred option for distribution of the Local Crime Fund.

Whakarāpopototanga matua

Executive summary

2. The Local Crime Fund is a one-off, $2 million central government allocation to Auckland Council for community safety / crime prevention initiatives.

3. Staff have developed a series of options for distribution of the funding, with input from key community safety stakeholders.

4. Feedback is being sought from all local boards on the preferred option for distribution of the funding by 26 April 2023.

5. The feedback will inform a report to the Regulatory and Safety Committee to approve a decision, scheduled to be presented on 30 May 2023.

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) whakarite / provide feedback, if any, on the preferred option for distribution of the Local Crime Fund.

Horopaki

Context

6. On 28 November 2022, the Prime Minister announced a multi-million dollar funding package to address retail crime and reoffending throughout New Zealand.

7. Of that, $2 million was granted to Auckland Council to support crime prevention and youth engagement approaches or intervention programmes, referred to by council as the ‘Local Crime Fund’.

8. The Local Crime Fund was set up to assist with crime prevention with a focus on youth interventions and Crime Prevention Through Environmental Design (CPTED) measures such as patrols, street lighting, CCTV cameras, and planters, as well as community development. The CPTED guidelines have been provided in Attachment A (https://www.cpted.net/Primer-in-CPTED).

9. The Regulatory and Safety Committee, by its delegations, have the necessary authority to approve the distribution method of the funding on behalf of the Governing Body. A report outlining the options will be presented on 30 May 2023 for the committee to consider.

10. Local board views on the preferred option are being sought by the end of April 2023 on the decision being sought from the Regulatory and Safety Committee.

Tātaritanga me ngā tohutohu

Analysis and advice

11. The funding will activate new or strengthen existing community-led partnerships that focus on youth crime prevention and town centre / retail crime prevention through a CPTED lens. It is a one-off fund that cannot be used to fund business-as-usual council operations.

12. Staff have engaged community safety stakeholders formally and informally during the development of options to distribute the Local Crime Fund. This includes, but is not limited to, NZ Police, community patrols, Māori wardens, Business Associations, outreach services, Auckland Transport, Regulatory and Compliance and Youth Empowerment teams.

13. Feedback from partners was key to ensuring there was alignment with existing initiatives and availability of partners to deliver on programme options.

14. Staff have identified four potential options for distribution and spending of this fund for the consideration of the committee.

Option	Mechanism	Benefits
1. Local board allocation – spend on local safety and youth initiatives	Funding would be included in the 2023-2024 local board work programme and earmarked for safety programmes, youth activation and town centre / retail safety CPTED outcomes. Formula for funding allocation to be agreed.	· Existing structure in place for distribution · Enables local responses and solutions to localised crime and youth offending issues. · Flexibility in how the investment can be distributed across the CPTED / youth prevention areas. · Opportunity to engage residents and businesses in community-led initiatives.
2. Regional Grants programme	Distribution will be via regional grants where town centre / retailers would be invited to apply for funding for CPTED initiatives. Regional or sub-regional youth organisations would be invited to apply for funding for intervention programmes.	· Existing structures in place for distribution. · A contestable process may encourage innovative programmes and experienced youth organisations to apply. · Increases impact at subregional and regional level. · Higher level of investment for individual programmes may lead to greater impact and scalability. · Disbenefits include local and smaller groups missing out on funding and potential uneven distribution across region
3. Combination option	Part funding would be included in the 2023-2024 local board work programme as safety lines with youth activation and town centre / retail safety CPTED outcomes. Regional or sub-regional youth organisations would be invited to apply for funding for intervention programmes.	· Existing structures in place for distribution. · Provides both a local and regional response. · Provides clearer differentiation between the two themes and processes. · Feedback from community stakeholders has identified this as the preferred option.
4. Business Improvement Districts (BIDs) / Business Associations	Funding would be directly administered to BIDs and non-BID business associations for CPTED interventions and targeted youth initiatives.	· Existing contracts and relationships with BIDs and Business Associations are in place to support development of distribution. · Low administration and grants management would be required for administration and distribution of funds. · Accountability would be monitored via local board/BID and business meeting reporting processes.

15. For options one and three that recommend distributing funding through the local board work programme, relevant data is being reviewed to develop options on how funding could be distributed across all 21 local boards equitably.

16. Staff intend to present a formula for distribution to the committee that is based on the locally driven initiatives funding (LDI) formula and considers relevant crime statistics, such as retail and youth crime, in order to ensure there is an equitable allocation to areas with greater need.

17. Options to inform a decision on the formula for distribution via local boards are being worked on and will be presented alongside the relevant options in the report to the Regulatory and Safety Committee.

Tauākī whakaaweawe āhuarangi

Climate impact statement

18. The decision at hand is an administrative matter and will not impact on greenhouse gas emissions. Concrete projects that will be funded in the future from this fund will be assessed individually for their impact on climate change when they are identified and approved.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

19. The impacts of this decision on the council group will be minimal. The options identified are designed to utilise existing mechanisms for efficiency purposes.

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

Local impacts and local board views

20. The feedback from local boards will inform a decision by the Governing Body through its Regulatory and Safety Committee on the administration of funding given to the council to address retail crime and reoffending in local communities. Local boards are being invited through this report to share their views and preferences on the options available to the committee.

Tauākī whakaaweawe Māori

Māori impact statement

21. The impact of the distribution of the Local Crime Fund on Māori has not been assessed. The overall purpose of the fund is to address crime and is therefore expected to have a positive impact on all communities including Māori.

Ngā ritenga ā-pūtea

Financial implications

22. There are no adverse financial implications of the decision being sought.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

23. There are no risks associated with the feedback decision being sought from local boards. Local board feedback will be shared with the committee for consideration in the making of their final decisions.

Ngā koringa ā-muri

Next steps

24. Staff will be attending the Local Board Chairs’ Forum on 17 April 2023 to provide an update on the Local Crime Fund programme and inform chairpersons of the request for local board feedback.

25. Feedback from local boards, if any, will be collated and included in the report to the Regulatory and Safety Committee under the local impacts and local board views section.

26. The decision of the Regulatory and Safety Committee will be available in the published minutes of the 30 May 2023 meeting.

27. The programme will be delivered during 2023/2024.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Crime Prevention Through Environmental Design (CPTED) guidance	95

Ngā kaihaina

Signatories

Author

Michal Dziwulski – Regional Community Safety Advisor

Authorisers

Mirla Edmundson – General Manager Connected Communities

Carol Hayward – Acting Manager Planning and Operations

Louise Mason - General Manager Local Board Services

Nina Siers – Local Area Manager

Puketāpapa Local Board

20 April 2023

Addition to the 2022-2025 Puketāpapa Local Board meeting schedule

File No.: CP2023/03699

Te take mō te pūrongo

Purpose of the report

1. To seek approval for four dates to be added to the 2022-2025 Puketāpapa 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 Puketāpapa Local Board adopted the 2022-2025 meeting schedule on 17 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 two meeting dates as an addition to the Puketāpapa 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 Puketāpapa Local Board:

a) whakaae / approve the addition of four meeting dates to the 2022-2025 Puketāpapa Local Board meeting schedule to accommodate the Annual Budget 2023/2024 and Local Board Plan 2023 timeframes as follows:

i) Thursday, 11 May 2023, at 10am

ii) Thursday, 22 June 2023, at 10am.

iii) Thursday, 14 September 2023, at 10am.

iv) Thursday, 2 November 2023, at 10am.

b) whakaae / agree that the additional meetings will be held at the Puketāpapa Local Board, 560 Mt Albert Road, Three Kings.

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 Puketāpapa Local Board adopted its 2022-2025 business meeting schedule at its 17 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 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 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 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

Author

Renee Burgers - Lead Advisor Plans and Programmes

Authorisers

Louise Mason - General Manager Local Board Services

Nina Siers - Local Area Manager

Puketāpapa Local Board

20 April 2023

Urgent Decision to provide Puketāpapa Local Board feedback for the Smoked Tobacco Regulatory Regime

File No.: CP2023/03785

Te take mō te pūrongo

Purpose of the report

1. To note that an urgent decision was made to provide Puketāpapa Local Board feedback on the Smoked Tobacco Regulatory Regime.

Whakarāpopototanga matua

Executive summary

2. At its meeting on 8 December 2022 the Puketāpapa Local Board resolved (PKTPP/2022/152):

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

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

3. An urgent decision was required in this instance because the feedback needed to be provided by 8 March 2023 to be incorporated into the council’s submission. The Board’s next scheduled meeting was 16 March 2023. Delaying the feedback would result in the Board’s input not being able to be considered.

4. On 8 March 2023 the chairperson and deputy chairperson made an urgent decision on behalf of the Board to provide feedback on the Smoked Tobacco Regulatory Regime. The urgent decision is included in this report as Attachment A.

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) tuhi ā-taipitopito / note the urgent decision made on 8 March 2023 to provide feedback on the Smoked Tobacco Regulatory Regime.

b) tuhi ā-taipitopito / note the feedback provided as follows:

i) note the relevance to the aspirations and efforts of the Puketapapa Local Board, which has a focus on hearing community voices and has adopted the "Healthy Puketapapa Action Plan" to promote and build community advocacy and capability at all levels on alcohol, tobacco and other drugs harm supply.

ii) request stronger protections from tobacco advertising and sponsorship.

Regulatory proposal 1a: Number of smoked tobacco retail premises and their distribution across Aotearoa

iii) agree with having a separate maximum number of smoked tobacco retail premises for each area of Aotearoa.

iv) agree with Ministry of Health (MOH) suggested allocation scenario, as described in Table 1 and note the Supplementary Maps - Indicative Allocation of Stores Across NZ that Auckland (Tamaki Makaurau) has 13 number of stores so we can achieve Smokefree Aotearoa and better health outcomes.

Regulatory proposal 1b: Minimum requirements for approval as a smoked tobacco retailer

v) support the proposed requirements for a 'fit and proper' person in Appendix 2 of the consultation document.

vi) support the minimum requirements MOH has proposed for security systems, training, sales systems, delivery systems and other business systems.

vii) support the idea that applicants also demonstrate a supply chain for both current products and low-nicotine products. Allow low-nicotine products to be placed in a prominent place for easy access to prompt consumers to consider stepping down from consuming their current level of nicotine containing products. This idea would support achieving the Smokefree 2025 goal.

viii) request MOH to consider community and youth centres as sensitive areas while considering allocating tobacco retail premises.

ix) request MOH to consider opening hours of tobacco retail premises as this will regulate the number of hours tobacco could be sold each day, and these hours may be reviewed as years go by since there will be fewer smokers in Aotearoa by implementing the Government’s Smokefree Aotearoa 2025 Action Plan. This would align with the current management of other harmful related substances such as alcohol licencing where its conditions have fixed operating hours.

x) request MOH to consider retail premises to not have any tobacco related advertisement, both internal and external of the shop.

xi) request MOH to consider having regular audits or spot audits to ensure retail premises are adhering to rules and regulations.

Regulatory proposal 1c: Approval processes and decision-making criteria

xii) agree with the proposed application process outlined in this proposal as it was consulted with the Police and it has criteria to distinguish between retail applications in order to appoint suitable tobacco retailers.

xiii) note the importance of business-related criteria and proximity and location are to be considered when assessing an application.

xiv) request MOH to consider implementations of how to prevent the smokefree generation (those born on or after 1 January 2009) from purchasing tobacco online as that might become a loophole for illegal sales.

xv) request MOH to consider only a limited number of retail premises within Aotearoa to be able to operate online sales and not limited to urban or rural areas since it is online sales, and it can be couriered to many places around NZ. The online sales are to only be couriered to places where retail outlet is inaccessible.

Regulatory proposal 2: Low nicotine requirements

xvi) agree with the proposal to allow the words 'very low nicotine' on qualifying smoked tobacco products as this can be an option to consumers to cease smoking to help reduce harm to their body.

Regulatory proposal 3: Fees

xvii) agree to have MOH charge for the proposed regulations specify fees.

xviii) agree with MOH cost-recovery approach.

Regulatory proposal 4: Notification requirements

xix) agree with the proposal that distributors and general retailers be required to re-register annually.

Regulatory proposal 5: Youth Vaping

xx) agree with the proposal to restrict the flavour names of vaping products to minimise their appeal to youth.

xxi) agree with the proposal to extend product safety requirements for disposable vaping products as these single-use products have several safety concerns, it also creates a lot of waste to our environment.

xxii) agree with the proposal to restrict where Specialist Vape Retailers can be located.

(1) Note that while vaping products were intended as a smoking cessation tool, large and increasing numbers of young people are experiencing vaping as a gateway to nicotine addiction.

(2) Believe that youth should not be exposed to smoking or vaping advertising of any sort.

(3) Seek that MOH consider the maximum number of retailers within Tamaki Makaurau and Aotearoa.

(4) Seek that proximity and location should avoid sensitive areas like the tobacco retail premises.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Urgent Decision	107

Ngā kaihaina

Signatories

Author	Vanessa Phillips – Local Board Advisor
Authoriser	Nina Siers - Local Area Manager

Chairperson	Ella Kumar, JP
Deputy Chairperson	Fiona Lai
Members	Roseanne Hay
	Mark Pervan
	Bobby Shen
	Jon Turner

No.	Title	Page
a ⇩	Workshop Record 09 March 2023	131
b ⇩	Workshop Record 16 March 2023	133
c ⇩	Workshop Record 23 March 2023	135
d ⇩	Workshop Record 30 March 2023	137
e ⇩	Workshop Record 06 April 2023	139

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

Exclusion of the Public: Local Government Official Information and Meetings Act 1987