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Whau Local
Board
10 May 2023
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Local
board consultation feedback and input into the Annual Budget 2023/2024
File No.: CP2023/05384
Te take mō te
pūrongo
Purpose of the report
1. To
receive consultation feedback from the Whau Local Board area on:
· proposed
priorities and activities for the Whau Local Board Agreement 2023/2024.
· proposed
local activities to discontinue, reduce spending on, or
increase fees to meet the Governing Body’s proposed reduction in
local board funding.
· regional
topics and related policies for the Annual Budget 2023/2024.
2. To
recommend any local matters to the Governing Body that they will need to
consider or make decisions on in the Annual Budget 2023/2024 process.
3. To provide
input on the proposed regional topics in the Annual Budget 2023/2024 to the
Governing Body.
Whakarāpopototanga matua
Executive summary
4. Local
board agreements set out annual funding priorities, activities, budgets, levels
of service, performance measures and initiatives for each local board area.
Local board agreements for 2023/2024 will be included in Auckland
Council’s Annual Budget 2023/2024.
5. Auckland Council publicly consulted from 28 February to 28 March
2023 to seek community views on the proposed Annual Budget 2023/2024.
This included consultation on the Whau Local Board’s proposed priorities
for 2023/2024 to be included in their local board agreement
and proposed local activities to discontinue, reduce spending on, or
increase fees to meet the Governing Body’s proposed reduction in local
board funding.
6. Auckland Council received 41,147 submissions in total across the
region and 1,724 submissions from the Whau local board
area. The local consultation feedback received highlights the need to create
livable, accessible, equitable, and sustainable communities. Feedback also
notes the importance of activities that foster connection, improve
health and wellbeing, promote community and economic growth and development,
and protect the environment. There is, however, differing opinion on specific
priorities as well as a mixed response on how things should be funded.
7. In the Annual Budget process there are financial matters where local
boards provide recommendations to the Governing Body, for consideration or
decision-making. This includes any local board advocacy initiatives. The Governing Body will consider these items as part of the Annual
Budget decision-making process in June 2023.
8. Local boards have a statutory responsibility to provide
input into regional strategies, policies, plans, and bylaws. This report
provides an opportunity for the local board to provide input on council’s
proposed Annual Budget 2023/2024.
Ngā tūtohunga
Recommendation/s
That the Whau Local Board:
a) Receive consultation feedback on the
proposed Whau Local Board priorities and activities for 2023/2024 including proposed
local activities to discontinue, reduce spending on, or increase fees, to meet
the reduction in local board funding proposed by the Governing Body.
b) Receive consultation feedback on regional topics in the Annual
Budget 2023/2024 and related policies from people and organisations based in
the Whau Local Board area.
c) Provide input on regional topics in the proposed Annual Budget
2023/2024 and related policies to the Governing Body.
d) Provide advocacy on any local initiatives for
the Annual Budget 2023/2024 to the Governing Body.
Horopaki
Context
9. Each
financial year Auckland Council must have a local board agreement (as agreed
between the Governing Body and the local board) for each local board area. The
Whau Local Board Agreement sets out how the Council will reflect the priorities
in the Whau Local Board Plan 2020 in respect to the local activities to be
provided in the local board area. It includes information relating to budgets,
levels of service, and performance measures.
10. The local board
agreements 2023/2024 will form part of Auckland Council’s Annual Budget
2023/2024.
11. Auckland Council publicly consulted from 28 February to 28 March
2023 to seek community views on the proposed Annual Budget 2023/2024, as
well as local board priorities and proposed activities to be
included in the local board agreement 2023/2024.
12. Auckland
Council has faced ongoing budget challenges and recent and rapid increases in
inflation and interest rates has placed significant pressure on the
council’s financial position. A forecast budget deficit of $295 million
needs to be addressed in the council’s proposed Annual Budget 2023/2024.
Tātaritanga me ngā
tohutohu
Analysis and advice
13. This report includes analysis of consultation feedback, any local
matters to be recommended to the Governing Body and seeks input on regional
topics in the proposed Annual Budget 2023/2024.
Consultation feedback overview
14. As part of the
public consultation Auckland Council used a variety of methods and channels to
reach and engage a broad cross section of Aucklanders to gain their feedback
and input into regional and local topics.
15. In total, Auckland
Council received feedback from 41,147 people in the consultation period. This
feedback was received through:
16. The
1,724 submissions from the Whau local board area were a mix of individual and
organisational responses as follows:
17. All feedback will be made available on an
Auckland Council webpage called “Submissions on the Annual Budget
2023/2024” in due course.
Feedback received for the Whau Local
Board for 2023/2024
Key priorities in Whau local board area in 2023/2024
18. The Whau Local Board consulted on the following
priorities for 2023/2024:
· Priority 1: We will look for inclusive and accessible
ways to engage with our hard to reach communities.
· Priority
2: We will broaden our environmental work to include the Manukau Harbour
foreshore and waterway that is within our area.
· Priority
3: We will aim to progress implementation of the Urban Ngahere (forest)
Strategy as much as practicable.
· Priority
4: We will undertake more governance-level engagement and collaboration with
mana whenua and the other West Auckland local boards.
· Priority
5: We will work with the local BIDs where possible, to support the local
economy.
19. 1,464 submissions were received on Whau Local
Board’s priorities for 2023/2024. Most local respondents supported all,
and most priorities as demonstrated by the table and graph below.
20. Consultation
feedback on local board priorities will be considered by the local board when
approving its local board agreement on 21 June 2023.
Key themes
21. Key themes of note across the feedback received included:
· Considerable
support for services and activities related to community development,
environmental initiatives, and support for youth and families.
· A
focus on community development and engagement, including funding community hubs
and centres, as well as community volunteer groups.
· Support
for environmental initiatives as a key priority.
· Whilst
there are varying views on which services and activities for the local board
should be prioritised, there is general consensus that services and activities
provided by the local board are important and should be maintained or
increased, even if it means increasing rates or finding alternative sources of
funding.
Responding to the budget
challenge
22. The council’s
proposed response to mitigate the budget pressures for 2023/2024 included a proposed
reduction of $16 million to local board operational funding – this would
require the Whau Local Board to reduce its planned operating spend by $669,000.
23. To do this, local
boards would need to make tough decisions, prioritising what they do and where
they invest. Aucklanders were asked for their
priorities given the proposed reduction would mean some local activities
would have to be discontinued, have reduced spending, or increased fees.
24. The
table below provides an overview of the responses from the Whau local board
area on question 5B: If funding for local board activities is reduced, which
three of our services do you not want to reduce funding for? (i.e. which
are most important to you?)
Key themes
25. Key themes of note across the feedback received included:
· The
importance of funding local board services that are considered essential by the
community. These include:
o services related to
the environment (including parks and reserves, waterways, and the planning and
development of green spaces) and community engagement
o libraries
o community
events and programs, as well as funding for arts and culture activities.
· The
importance of continuing to fund other local board services including:
o community
organisations and programs including local initiatives and grants for community
groups
o social services for
vulnerable groups
o recreation and active travel modes
o environmental
protection and restoration as well as protection and restoration of waterways.
· Overall, the community would like to see services and
activities maintained or increased, with a focus on community development,
engagement, and environmental initiatives. There is recognition of the
difficult decisions the local board will need to make considering potential
funding reductions, but the community considers that the local board’s
priorities should align with the needs and desires of the community.
Information on submitters
26. The tables and graphs below indicate the demographic categories people
identified with. This information only relates to those submitters who provided
demographic information.
Key themes
27. Key themes of note across the feedback received (through
written, in-person and other channels) included the need to:
· use
a combination of approaches to balance the budget whilst maintaining and
growing services, social programs, and infrastructure, as well as protecting
future investments. Approaches include finding other ways to increase revenue,
to reduce costs through improved efficiencies, and to consider alternative ways
to save money instead of reducing funding to key services
· manage
rates and debt in a way that is fair and sustainable for all residents which
includes considering the impact on low-income communities
· prioritise
investment in infrastructure and services that benefit the community.
28. Key themes of note across the feedback received from Te
Kawerau ā Maki (TKaM), as the iwi of West Auckland (and Upper Harbour)
included:
· the
importance of maintaining the Māori outcomes budget, the environmental
targeted rate, the water quality targeted rate, the budget supporting Waitangi
Day and Matariki events, as well as the budget for TKaM to lead Creative
Henderson/West project in partnership with Tātaki Auckland Unlimited
· request for funding for: ongoing support for the
establishment of the Te Henga marae; funding for dedicated officer resources for
various projects including the Riverhead forest plan, Te Onekiritea, and
Waitākere Ranges Kaitiaki Monitoring, as well as to be able to exercise
its regulatory functions in a more systematic way, build capacity and
capability in TKaM, and to be able to participate in Council processes in
genuine partnership; and progressing a relationship agreement and Mana
Whakahono document.
Overview of feedback received on regional topics in the Annual
Budget 2023/2024 from the Whau local board area
29. The proposed Annual Budget 2023/2024 sets out Auckland
Council’s priorities and how the Council plans to pay for them.
Consultation on the proposed Annual Budget asked submitters to respond to key
questions on:
1. operating
spending reductions
2. amending Auckland International
Airport Limited (AIAL) Shareholding Policy
3. managing
rates and debt
4. storm
response
5. local
board priorities (covered in ‘Feedback received on the Whau Local Board
for 2023/2024’ section above)
6. changes
to other rates, fees, and charges.
30. Submitters
were also encouraged to give feedback on any of the other matters included in
the Annual Budget 2023/2024 consultation document.
31. The submissions
received from the Whau local board area on these key issues are summarised
below, along with an overview of any other areas of feedback on regional
proposals with a local impact.
Key
Question 1: Operating spending reductions
32. Aucklanders were asked for feedback on a proposal to save
$125 million through reductions including:
· maintaining
the current reduced number of public transport services for 2023/2024 to save
$21 million
· reducing
funding to Tātaki Auckland Unlimited to save a further $27.5 million with
effects on service delivery (including economic development and tourism
promotion) and pricing at venues it manages such as Auckland Zoo, Auckland Art
Gallery and stadiums
· reducing
regional services such as community and education programmes, arts and culture
programmes, regional events, economic development and other social services
activities such as homelessness funding, community empowerment and funding for
youth centres to save $20 million
· reducing
local board funded activities across all boards to save $16 million (feedback
received on local impacts of the reduction is outlined in the ‘Feedback
received for the Whau Local Board for 2023/2024’ section above)
· reducing
contestable grants to save $3 million
· no
longer directly providing early childhood education services to save $1
million.
33. The table and graph below give an overview of the
responses to this question from the Whau local board area.
Key themes
34. Respondents were asked why, and which reductions they
would not proceed with, if any. Key themes of note across the feedback received
included:
· For those respondents who would not proceed with all or
some of the reductions, the following were identified as areas where funding
should not be reduced because they are seen as important to the community for a
range of social, cultural and economic reasons:
o public transport and
investment in new infrastructure
o early childhood
education (impacting both development of our tamariki and the ability of
parents to work)
o arts, culture, and
community initiatives including those that contribute to our cultural identity
o social services
including those that support our health and wellbeing
o various services in
Auckland, including regional services, local board activities, contestable
grants, and Tātaki Auckland Unlimited.
· These
respondents also suggested finding alternative ways to save money such as:
o unfreezing the water
quality and natural environment targeted rates
o increasing borrowing
o investigating
different models of revenue generation.
Key
Question 2: Amending Auckland International Airport Limited (AIAL) Shareholding
Policy
35. Aucklanders were asked about a planned change to the AIAL
Shareholding Policy which will allow the sale of some or all of Auckland
Council’s shares in AIAL. The proposal is to sell all the shareholding
(currently around 18 per cent of shares in Auckland Airport) which would reduce
debt by around $1.9 billion. This is projected to reduce interest costs by $87
million per year.
36. Other options were considered, including keeping all the
shares or a partial sale. These options would contribute less towards the
budget reduction target and require other actions such as further increasing
rates or debt.
37. The table and graph below give an overview of the
responses to this question from the Whau local board area.
Key themes
38. Respondents were asked whether they agreed with a full
sale, a partial sale with an increase to rates and/or debt, or no sale with an
increase to rates and/or debt. Key themes of note across the feedback received
included:
· For
those respondents who agreed with a full or partial sale:
o selling shares would
generate income in the short term to maintain current services and pay down
debt. By reducing its debt, the Council would also lower its annual interest
costs, freeing up funds for other uses
o selling shares would provide an immediate cash infusion
that could be used to fund other projects.
· For
those respondents who did not agree with the sale:
o the council would lose control over a significant asset which could have long-term consequences for the council and the
city
o selling shares is a
short-term solution to a long-term problem. It may provide immediate relief,
but it could limit the council’s options in the future
o the airport should
remain in public hands to protect consumers and maintain democratic oversight
o Privatisation of the airport could lead to higher landing
fees and other associated charges, which could increase the cost of living for
Aucklanders.
Key
Question 3: Managing rates and debt
39. Aucklanders were asked to provide feedback on a
proposal of a total rates increase for the average value residential property
of around 4.66 per cent or $154 per year. This would be achieved through:
· an
average increase in general rates of 7 per cent
across all existing properties, including non-residential
· reducing the Natural Environment Targeted Rate (NETR) and
Water Quality Targeted Rate (WQTR) by around two thirds and using the money
already collected from these rates to continue delivering these work programmes
as planned in 2023/2024
· pausing the long-term differential strategy (the split
between business and residential rates) for one year. Under the current policy,
annual increases to general rates for business properties are less than for
non-business properties so that over time the share of general rates paid by
business properties is fairer.
40. Aucklanders were
also asked about the proposal to increase council’s use of debt by up to
$75 million in the 2023/2024 year. The proposal involves using the debt to fund some capital expenditure
that is currently planned to be funded by operating revenue.
41. The table and graph below give an overview of the
responses to this question from the Whau local board area.
Key themes
42. Respondents were provided with a range of options to
manage rates and debt. Feedback from respondents showed there are varying
opinions on the best way to manage rates and debt in Auckland. Key themes of
note across the feedback received included:
· When
considering the reasons to increase rates and or debt:
o Auckland requires additional revenue to fund important
infrastructure projects and maintain current levels of service. But that increasing
rates too much could be detrimental to those on a tight budget, particularly
those on low or fixed incomes
o managing debt and increasing rates can help spread the
cost of necessary investments over a longer period, making the burden more
manageable for residents and businesses
o those who can afford to pay more should do so to support
those who are less fortunate
o protecting the environment is a factor in managing rates
and debt. And that Auckland needs to invest in projects that will help reduce
its carbon footprint, such as public transport upgrades and renewable energy.
· When
considering the reasons to not increase rates and or debt:
o rates and debt are managed poorly and that increasing
rates will only exacerbate the issue. More needs to be done to improve
efficiencies within the council, and savings should be found elsewhere before
increasing rates
o borrowing more money to fund investment in infrastructure
and services may not be a sustainable solution. There needs to be a focus on
generating income through other means, such as attracting new businesses to the
city
o the pandemic has created a fiscal crisis for Auckland,
which has led to discussions around reducing costs, potentially through cutting
services or staff. However, this may not be a viable solution as it could have
negative impacts on Aucklander’s quality of life.
Key
Question 4: Storm response
43. Aucklanders were asked about a proposal to
increase council’s operating budgets by around $20 million each year to
improve the ability to prepare for and respond to future storms. This would
likely require rates to increase for 2023/2024 by around an additional 1 per
cent (on top of the 4.66 per cent increase proposed to address the budget
shortfall).
44. The table and graph below give an overview of the
responses to this question from the Whau local board area.
Key themes
45. Respondents were asked whether they agreed with
proceeding with the proposal or not proceeding with the proposal. Key themes of
note across the feedback received included:
· For those respondents who agreed to proceed with the
proposal:
o storms have caused
significant damage to property and infrastructure, including homes, businesses,
and roads. It has disrupted people’s lives, and posed a risk to human
life, particularly for vulnerable populations such as the elderly, young
children, and those with disabilities. There is, therefore, a need to take
proactive steps to prevent or mitigate the impact of future storms to ensure
that our communities are safe, resilient, and sustainable. This includes
investing in better infrastructure, such as drainage systems and flood
protection measures
o as the climate
continues to warm, storms are likely to become more frequent and severe. This
means that the potential damage from storms will only increase over time,
making it even more important to prepare and mitigate their impact.
Additionally, there is a need to address the underlying causes of climate
change, such as greenhouse gas emissions, in order to reduce the frequency and
severity of extreme weather events
o carefully planning
new development and avoiding areas that are at high risk of flooding.
Additionally, this can help to protect natural areas and wildlife habitats from
being destroyed by development.
Key
Question 5: Local board priorities
46. Aucklanders were
asked for feedback on the local impacts of the Annual Budget, feedback received
on this is outlined in the ‘Feedback received for the Whau Local Board
for 2023/2024’ section above.
Key
Question 6: Changes to other rates, fees, and charges
47. Aucklanders were asked for feedback on proposals
to increase some targeted rates and other
regulatory fees and charges as set out below. If the changes are not
made, then general rates may need to be higher than proposed.
Waste management rates changes
· A 10.6 per cent increase to the base rate and targeted rate
charges for non-standard refuse bins (in the former Auckland (ACC) and Manukau
(MCC) city council areas)
· introduction of a fee for swapping bin sizes
· extension
of the food scraps targeted rate to the new areas that will receive the service
this year.
Changes to other rates, fees,
and charges
· Re-prioritisation
of additional bus service expenditure which was planned to be funded by the
Climate Action Targeted Rate (CATR) for the 2023/2024 year
· Swimming
Pool/Spa Pool Fencing Compliance Targeted Rate: increases to reflect the actual
costs of the service, and an increase in the fee for follow up inspections
· amendment to Community Occupancy Guidelines
· changes to the Rodney Drainage District Targeted Rate
· establishment of a Business Improvement District (BID)
and BID targeted rate for Silverdale
· animal management fees
· some building and resource consenting fees
· other regulatory fees such as food licensing
registration, micro-mobility operator fees and swimming pool inspections
· cemetery fees
· review of fees for bookable spaces in council managed
pool and leisure facilities.
48. The tables below
give an overview of the responses to this question from the Whau local board
area. Responses came from individuals and organisations. There were no
responses from Māori entities or pro forma responses.
Key themes
49. Respondents were asked
if they had any feedback on the proposed changes in the table above, or the
other proposed changes to rates, fees, and charges in the consultation document
(pages 55,58). Key themes of note across the feedback received included:
· For those respondents who supported the changes, there
was some thinking that:
o increasing rates and
charges is necessary to fund essential services such as public transport,
climate change initiatives, flood protection, active transport, and waste
management initiatives
o luxury services, such
as swimming pools and spas, should be subject to higher rates to ensure that
all ratepayers are contributing fairly
o council should continue to support the climate action
targeted rate, but some are concerned about the reprioritisation of the fund
o there should be more
investment in programs to encourage recycling and reduce waste and that the
food scraps collection program should be extended to cover all areas of
Auckland
o fees should be
consistent across the city and that targeted rates should be subsumed into a
general rate.
· For
those respondents who did not support the changes, there was some thinking
that:
o fees and rates are already too high and that any further
increases will be unfair to lower-income residents exacerbating cost of living
pressures
o waste management should be a basic service that is
provided free of charge.
· Other themes of note included:
o introducing more
transparency and communication from the council regarding rates, fees, and
charges for waste management so residents know exactly what they are paying for
and why
o selling golf courses
or cutting the mayor's expenses to save money
o adding small additional charges on tourists to raise
money for economic development.
Other
matters for feedback
50. Aucklanders were
asked to feedback on the Tūpuna Maunga Authority Operational Plan
2023/2024 which sets out a framework in which the council must carry out the
routine management of 14 Tūpuna Maunga.
51. Aucklanders were
also asked what else is important to them and if they had any feedback on any
other issues.
Key themes
52. Respondents
identified a number of concerns and issues including:
· Investing
in public transport, cycleways, and sidewalks to improve transportation and
reduce car dependency
· focusing
on environmental sustainability and reducing emissions
· maintaining or increasing funding for community services, as well as
art and cultural programs
· reducing
spending in a way that does not disproportionately impact socio-economically
challenged communities
· investing in education.
53. Key themes of note
across the feedback received included:
· greater
transparency in how the council is spending public funds is needed to address
frustrations with what is perceived as a lack of oversight and responsiveness
on the part of the council
· taking
action on climate change, investing in renewable energy, and promoting
sustainable transport options is necessary to reduce emissions and mitigate the
effects of climate change
· prioritising
short-term support for vulnerable populations, such as isolated older people,
is required to ensure that all residents have access to essential services and
support.
54. The
table below breaks down the overall comments into the following themes:
Annual Budget 2023/2024 related policies
The following proposals were
consulted on alongside the Annual Budget:
Revenue and
Financing Policy
55. The proposal to
pause the Long-Term Differential Strategy (LTDS) for one year would require an
amendment to the Revenue and Financing Policy.
56. Under
the current rating policy, businesses pay a greater share of rates than
non-business properties. Businesses make more use of council services like
transport and stormwater. They also place more demand on these services.
Council previously decided that the level of business rates is too high and
should be reduced gradually over time. The LTDS currently lowers the total
amount of general rates (UAGC and value-based general rate) for businesses in
equal steps, from 31 per cent in 2022/2023 to 25.8 per cent by 2037/2038.
Feedback
57. 146 submissions
were received on the proposal. Of these, 99 supported the proposal and 41 did
not support the proposal. A further six either provided another response or did
not know. Comments from those in support included businesses being in a
position to afford the increase and the impact of rates on residential
ratepayers.
58. Responses from
those who did not support the proposal included the view that business rates
are too high.
59. Eight of the 146
responses were from people who identified as Māori with four in support of
the proposal, three not in support and one who did not know.
60. The Property
Council did not support the proposal citing concern for increased costs on
businesses and business rates being too high.
Māori Land
Rates Remission and Postponement Policy
61. The Council is
proposing to amend the Māori Land Rates Remission and Postponement Policy
to provide a partial remission of rates to general title papakāinga, where
that land is:
· protected
from being sold out of Māori ownership
· for
the sole use of hapū/iwi (tribe).
62. This recognises the
similarities between these properties and papakāinga on Māori
freehold land. The proposed remission would apply a discount of up to 10 per
cent of the rateable land value. This is similar to what is applied to
Māori freehold land.
Feedback
63. There were 40
submissions from individuals. Of these 20 were in support of the proposal and
20 did not support the proposal. Responses in support included the positive
benefits to Māori in retaining land. Responses from those who did not
support included Māori not having special treatment, and concern about the
costs to other Aucklanders.
64. Eight of the 40
responses were from individuals who identified as Māori, all of who
supported the proposal. Ngāti Whātua Ōrākei also submitted
in support of the proposal.
Local board advocacy
65. Local boards can also provide approved advocacy
initiatives which considers the consultation feedback above. This allows the
Governing Body to consider these advocacy items when making decisions on the
Annual Budget 2023/2024 to the Governing Body in June.
66. The advocacy initiatives approved by the local board will
be included as an appendix to the 2023/2024 Local Board Agreement.
Local board input on regional topics in the Annual Budget
2023/2024
67. Local boards have a statutory responsibility for identifying
and communicating the interests and preferences of the people in its local
board area in relation to Auckland Council’s strategies, policies, plans,
and bylaws, and any proposed changes to be made to them. This report
provides an opportunity for the local board to provide input on the
council’s proposed Annual Budget 2023/2024, proposed changes to
the Revenue and Financing Policy and Māori Land Rates Remission and
Postponement Policy.
Tauākī whakaaweawe
āhuarangi
Climate impact statement
68. The decisions recommended in this report are part of the
Annual Budget 2023/2024 and local board agreement process to approve funding
and expenditure over the next year.
69. Projects allocated funding or proposed to have reduced
funding through this Annual Budget process will all have varying levels of
potential climate impact associated with them. The climate impacts of projects
Auckland Council chooses to progress, are all assessed carefully as part of the
council’s rigorous reporting requirements.
Ngā whakaaweawe me
ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
70. The Annual Budget 2023/2024 is an Auckland Council Group
document and will include budgets at a consolidated group level. Consultation
items and updates to budgets to reflect decisions and new information may
include items from across the group.
Ngā whakaaweawe
ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
71. The local board’s decisions and feedback are being
sought in this report. The local board has a statutory role in providing its
feedback on regional plans and policies.
72. Local boards play an important role in the development of
the council’s Annual Budget. Local board agreements form part of the
Annual Budget. Local board nominees have also attended Governing Body workshops
on the Annual Budget.
Tauākī whakaaweawe
Māori
Māori impact statement
73. Many local board decisions are of importance to and
impact on Māori. Local board agreements and the Annual Budget are
important tools that enable and can demonstrate the council’s
responsiveness to Māori.
74. Local board plans, developed in 2020 through engagement
with the community including Māori, form the basis of local board area
priorities. There is a need to continue to build relationships between local
boards and iwi, and the wider Māori community.
75. Analysis provided of consultation feedback received on
the proposed Annual Budget includes submissions made by mana whenua and the
wider Māori community who have interests in the rohe / local board area.
76. Ongoing conversations between local boards and Māori
will assist in understanding each other’s priorities and issues. This in
turn can influence and encourage Māori participation in the
council’s decision-making processes.
77. Some projects approved for funding could have discernible
impacts on Māori. The potential impacts on Māori, as part of any
project progressed by Auckland Council, will be assessed appropriately and
accordingly as part of relevant reporting requirements.
78. The Annual Budget 2023/2024 and related policies includes
a proposed amendment to the Māori Land
Rates Remission and Postponement Policy covered in the ‘Annual Budget related policies’ section above.
Ngā ritenga
ā-pūtea
Financial implications
79. This
report is seeking the local board’s decisions on financial matters in the
local board agreement that must then be considered by the Governing Body.
80. The
local board also provides input to regional plans and policies. There is
information in the council’s consultation material for each proposal with
the financial implications of each option outlined for consideration.
Ngā raru tūpono me
ngā whakamaurutanga
Risks and mitigations
81. The council must adopt its Annual Budget, which includes
local board agreements, by 30 June 2023. In order to meet this timeframe, the
local board is required to make recommendations on these local matters for the
Annual Budget by mid-May 2023 and present to the Governing Body to make
decisions on key items to be included in the Annual Budget on 8 June 2023.
Ngā koringa ā-muri
Next steps
82. The local board will approve its local board agreement in
June 2023 and corresponding work programmes in July 2023.
83. Recommendations and feedback from the local board will be
provided to the Governing Body for consideration in its decision-making.
84. The final Annual Budget 2023/2024 (including local board
agreements) will be adopted by the Governing Body on 29 June 2023.
Ngā tāpirihanga
Attachments
There are no attachments for
this report.
Ngā kaihaina
Signatories
|
Authors
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Zenovia Pappapetros - Local Board Engagement Advisor
|
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Authorisers
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Adam Milina - Local Area Manager
Louise Mason - General Manager Local Board Services
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