Agenda of Aotea / Great Barrier Local Board

No.	Title	Page
a ⇩	Aotea Great Barrier Environmental Trust quarterly report – June 2023	9
b ⇩	Windy Hill Rosalie Bay Catchment Trust - Toutouwai report	15
c ⇩	Aotea / Great Barrier Natural Environment-Islands monthly update – May 2023	17

Aotea / Great Barrier Local Board

27 June 2023

Adoption of the Aotea / Great Barrier Local Board Agreement 2023/2024

File No.: CP2023/07932

Te take mō te pūrongo

Purpose of the report

1. To adopt the local content for the Annual Budget, which includes the Aotea / Great Barrier Local Board Agreement 2023/2024, the message from the chair, and local board advocacy.

2. To adopt a local fees and charges schedule for 2023/2024.

Whakarāpopototanga matua

Executive summary

3. 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.

4. From 28 February to 28 March 2023, council consulted on the proposed Annual Budget 2023/2024. Local boards considered this feedback and then held discussions with the Governing Body on 17 May 2023 on regional issues, community feedback, key local board initiatives and advocacy areas.

5. Local boards have now considered local content for the Annual Budget 2023/2024 which includes a local board agreement, a message from the chair, and local board advocacy, as well as a local fees and charges schedule for 2023/2024.

6. Early adoption of some work programme items that rely on funding in July 2023 can also be resolved.

7. On 29 June 2023, the Governing Body will meet to adopt Auckland Council’s Annual Budget 2023/2024, including 21 local board agreements.

Ngā tūtohunga

Recommendation/s

That the Aotea / Great Barrier Local Board:

a) adopt the local content for the Annual Budget, which includes the Aotea / Great Barrier Local Board Agreement 2023/2024, the message from the chair, and approved local board advocacy (Attachment A)

b) adopt a local fees and charges schedule for 2023/2024 (Attachment B)

c) approve work programme activities relating to local board agreement performance measures and to community groups who rely on funding in July 2023 (if required)

d) delegate authority to the Chair to make any final changes to the local content for the Annual Budget 2023/2024 (the Aotea / Great Barrier Local Board Agreement 2023/2024, message from the chair, and local board advocacy)

e) note that the resolutions of this meeting will be reported back to the Governing Body when it meets to adopt the Annual Budget 2023/2024, including each Local Board Agreement, on 29 June 2023.

Horopaki

Context

8. Local board plans are strategic documents that are developed every three years to set a direction for local boards. Local board plans outline the priorities and preferences of the communities within the local board area in respect of the level and nature of local activities to be provided by the Auckland Council over a 3-year period and provide the basis for the development of annual local board agreements. For each financial year, Auckland Council must also have a local board agreement, as agreed between the Governing Body and the local board, for each local board area.

9. Throughout the development of the Annual Budget 2023/2024, local board chairs (or delegated local board representatives) have had the opportunity to attend Governing Body workshops on key topics and provide local board views on regional issues being considered as part of the Annual Budget 2023/2024.

10. Auckland Council has faced ongoing budget challenges, and recent and rapid increases in inflation and interest rates have placed significant pressure on the council’s financial position.

11. From 28 February to 28 March 2023, the council consulted with the public on a proposal to address the forecasted budget deficit of $295 million in the council’s Annual Budget 2023/2024. 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 Aotea / Great Barrier Local Board to reduce its planned operating spend by $86,725.

12. Four locally held events were held in the Aotea / Great Barrier Local Board area to engage with the community and seek feedback on both regional and local proposals.

13. A report analysing the feedback on local board priorities, as well as feedback from those living in the local board area related to the regional issues, was included as an attachment on the 9May 2023 extraordinary business meeting agenda.

14. Local boards considered this feedback, and then held discussions with the Governing Body at a workshop on 17 May 2023 on regional issues, community feedback and key local board initiatives and advocacy areas.

15. The Aotea / Great Barrier Local Board also approved advocacy initiatives for the Annual Budget 2023/2024 at the 9 May 2023 extraordinary business meeting (resolution number GBI/2023/38).

16. At its 8 June 2023 meeting, the Governing Body made decisions on the Annual Budget – including a reduction of $4 million to local board operational funding – this requires the Aotea / Great Barrier Local Board to reduce its planned operating spend by $86,725 (Giving the Aotea / Great Barrier Local Board $260,175 more funding than proposed in consultation).

Tātaritanga me ngā tohutohu

Analysis and advice

Local board agreement

17. Both staff and the local board have reviewed the local feedback received as part of consultation on the Annual Budget 2023/2024 and local boards have received a report analysing the local feedback. It is now recommended that local boards adopt local content for the Annual Budget 2023/2024 (Attachment A), including the Local Board Agreement 2023/2024, the message from the chair, and local board advocacy.

18. It is recommended that local boards adopt the local fees and charges schedule for 2023/2024 (Attachment B).

Early adoption of work programme activities

19. Local board work programmes outline activities, projects, budgets and timelines. Work programmes are usually approved in June for delivery at the start of the financial year (1 July 2023).

20. Due to the proposal in the Annual Budget consultation document to reduce local board funding, the budget available for local board work programmes was not confirmed until the Governing Body decision on 9 June 2023. To allow time for advice to be prepared after this decision, adoption of the work programmes may be delayed until July.

21. Some community groups rely on funding from the beginning of July 2023 and therefore require work programme adoption before the end of June.

Tauākī whakaaweawe āhuarangi

Climate impact statement

22. The decisions recommended in this report are procedural in nature and will not have any climate impacts themselves.

23. Some of the proposed projects in the Local Board Agreement may have climate impacts. The climate impacts of any projects the council chooses to progress with will be assessed as part of the relevant reporting requirements.

24. Some of the proposed projects in the Local Board Agreement will be specifically designed to mitigate climate impacts, build resilience to climate impacts, and restore the natural environment.

25. Local boards worked with council departments to develop their local board work programmes for 2023/2024 that will be adopted at July business meetings. The draft local board work programmes help inform the local board agreements.

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

Local impacts and local board views

26. This report seeks local board adoption of its content for the Annual Budget 2023/2024 and other associated material, including the Local Board Agreement 2023/2024.

Tauākī whakaaweawe Māori

Māori impact statement

27. 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.

28. Local board plans, which were developed in 2020 through engagement with the community including Māori, form the basis of local priorities. There is a need to continue to build relationships between local boards and iwi, and where relevant, the wider Māori community.

29. Of those who submitted on the Annual Budget 2023/2024 from the Aotea / Great Barrier Local Board area 13 per cent identified as Māori. Ngāti Rehua Ngātiwai ki Aotea Trust made a submission to the Annual Budget 2023/2024. These submissions were provided to the local board for consideration at local board workshops during the development of their local board agreement.

30. Ongoing conversations will assist local boards and Māori to understand each other’s priorities and issues. This in turn can influence and encourage Māori participation in the council’s decision-making processes.

Ngā ritenga ā-pūtea

Financial implications

31. The local board agreement includes the allocation of locally driven initiatives (LDI) funding and asset-based services (ABS) funding to projects and services for the 2023/2024 financial year.

32. LDI funding is discretionary funding allocated to local boards based on the Local Board Funding Policy (included in the10-year Budget 2021-2031), which local boards can spend on priorities for their communities. Local boards can also utilise LDI funding to increase local levels of service if they wish to do so.

33. Funding for ABS is allocated by the Governing Body to local boards based on current levels of service to run and maintain local assets and services including parks, pools and recreation facilities, community facilities, and libraries.

34. A local fees and charges schedule for 2023/2024 is adopted alongside the Local Board Agreement 2023/2024. The fees and charges have been formulated based on region-wide baseline service levels and revenue targets. Where fees and charges are amended by a local board that results in lower revenue for the council, the shortfall will need to be made up by either allocating LDI funds or reducing expenditure on other services to balance overall budgets.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

35. Decisions on the local content of the Annual Budget 2023/2024, including the Local Board Agreement 2023/2024 and a local fees and charges schedule for 2023/2024, are required by 22 June 2023 to ensure the Governing Body can adopt the final Annual Budget 2023/2024, including each Local Board Agreement, at its 29 June 2023 meeting.

Ngā koringa ā-muri

Next steps

36. The resolutions of this meeting will be reported to the Governing Body on 29 June 2023 when it meets to adopt the Annual Budget 2023/2024, including 21 local board agreements.

37. It is possible that minor changes may need to be made to the attachments before the Annual Budget 2023/2024 is adopted, such as correction of any errors identified and minor wording changes. Staff therefore recommend that the local board delegates authority to the Chair to make any final changes if necessary.

38. Local board agreements set the priorities and budget envelopes for each financial year. work programmes then detail the activities that will be delivered within those budget envelopes. Work programmes will be agreed between local boards and operational departments at business meetings in either June or July 2023.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Aotea / Great Barrier Local Board Agreement	33
b ⇩	Aotea / Great Barrier Fees and Charges	43

Ngā kaihaina

Signatories

Authors

Jacqui Fyers - Senior Local Board Advisor

Renee Burgers - Lead Advisor Plans and Programmes

Authorisers

Louise Mason - General Manager Local Board Services

Janine Geddes – Acting Local Area Manager, Aotea / Great Barrier and Waiheke Local Boards

Aotea / Great Barrier Local Board

27 June 2023

Draft Aotea / Great Barrier Local Board Plan 2023

File No.: CP2023/07368

Te take mō te pūrongo

Purpose of the report

1. To adopt the statement of proposal for the Local Board Plan 2023, which includes the draft Aotea / Great Barrier Local Board Plan 2023 and adopt the summary of the statement of proposal.

Whakarāpopototanga matua

Executive summary

2. The Local Government (Auckland Council) Act 2009 requires that each local board adopt a local board plan by 31 October of the year following the triennial general election, using the special consultative procedure (SCP) to engage with their communities.

3. The consultation period for the SCP will take place from 13 July to 14 August 2023.

4. The draft Aotea / Great Barrier Local Board Plan 2023 has been developed using feedback from the Annual Budget 2023/2024 consultation but before the Annual Budget 2023/2024 decisions were made.

5. The consultation process will seek the views and preferences of the public to inform the final plan.

Ngā tūtohunga

Recommendation/s

That the Aotea / Great Barrier Local Board:

a) approve the draft Aotea / Great Barrier Local Board Plan 2023 for inclusion in the statement of proposal. (Attachment A)

b) delegate authority to the Chairperson to approve final changes to the draft Aotea / Great Barrier Local Board Plan 2023.

c) adopt the statement of proposal for public consultation using the special consultative procedure. (Attachment C)

d) adopt the summary of the statement of proposal. (Attachment B).

e) approve the following Have Your Say event(s) during the consultation period:

· Wednesday 26 July 2023, 5.00pm, - Claris Conference Centre

· Saturday 5 August 2023, 11am - Okiwi community room

f) delegate to the following elected members and staff the power and responsibility to hear from the public through ‘spoken’ (or New Zealand sign language) interaction, at the council’s public engagement events, during the consultation period of the local board plan:

· local board members and chairperson

· General Manager Local Board Services, Local Area Manager, Local Board Senior Advisor, Local Board Engagement Advisor, Local Board Democracy Advisor, Community Broker

· Any additional staff approved by the General Manager Local Board Services or the Group Chief Financial Officer.

Horopaki

Context

6. The Local Government (Auckland Council) Act 2009 states that each local board must:

· adopt their local board plan by 31 October of the year following an election;

· use the special consultative procedure (SCP) to engage with their communities.

7. Local board plans are strategic documents developed every three years. They set a direction for local board and reflect community priorities and preferences. They provide a guide for the local board activity, funding, and investment decisions. They also influence local board input into regional strategies and plans, including annual budgets.

8. The plans inform the development of the council’s 10-year budget. They also form the basis for development of the annual local board agreement for the following three financial years and subsequent work programmes.

9. The financial outlook for the council has been impacted by ongoing broad economic factors such as rising inflation, higher interest rates, supply chain difficulties and a labour market squeeze as well as the COVID-19 pandemic impacts. The council consulted with the public in March 2023 on a proposal to address the then forecasted budget deficit of $295 million in the council’s Annual Budget 2023/2024, including a proposal to reduce local board funding.

Tātaritanga me ngā tohutohu

Analysis and advice

10. The draft Aotea / Great Barrier Local Board Plan 2023 (refer Attachment A) has been developed considering:

· previous community engagement, including engagement on the Annual Budget 2023/2024.

· subject matter expert advice from the council and other council organisations

· mana whenua and mataawaka views through submissions received on the Annual Budget 2023/2024 and a hui held at Kawa Marae on Saturday 15 April

11. Targeted consultation was also undertaken in January to April 2023 through various activities with local community groups.

12. The draft Aotea / Great Barrier Local Board Plan 2023 has been developed while the Annual Budget 2023/2024 was also being developed. It is possible that some of the priorities and preferences may need to change as a result of changes to local board funding.

Key outcomes

13. Key outcomes of the draft Aotea / Great Barrier Local Board Plan 2023 include:

· Our People with initiatives to achieve thriving mana whenua, self-sufficient community and an adaptable economy.

· Our Environment with initiatives to achieve an enriched whenua, secure wai, protected moana and preserved rangi-nui.

· Our Places with initiatives to achieve a safe transport network, fit-for-purpose infrastructure, and sustainable facilities.

Engagement approach for the SCP

14. The consultation period will run from 13 July to 14 August 2023.

15. The Have Your Say events recommended to be held in the Aotea / Great Barrier Local Board area are:

Wednesday 26 July 2023, 5.00pm, - Claris Conference Centre

Saturday 5 August 2023, 11am - Okiwi community room

16. The special consultative procedure requires the council to provide an opportunity for people to present their views to the council in a manner that enables ‘spoken (or New Zealand sign language) interaction’ between the person and the council’s decision-makers or their official delegates. The recommended Have Your Say events, along with the recommended delegation to elected members and staff to hear from the public in relation to the local board agreement, provides the opportunity for this spoken interaction.

Consultation documentation and translations

17. To support people to be able to provide feedback in a way that suits them, information will be provided online and in hard copy.

18. Hard copies and feedback forms will be available at the service centre and local board office or on request by calling 09 301 0101.

19. The draft local board plan will be available to view online at akhaveyoursay.aucklandcouncil.govt.nz/hub-page/local-board-plans-2023.

Methods for obtaining feedback

20. Feedback will be gathered through the channels described below:

· online submission via akhaveyoursay.aucklandcouncil.govt.nz/hub-page/local-board-plans-2023.

· Have Your Say face-to-face engagement events (spoken interaction)

· written submissions, for example pro formas and letters received by post or email

· verbal submission through telephone by calling 09 301 0101 or the Aotea / Great Barrier local board office on 09 4290 175.

Processing feedback

21. Feedback will be analysed and collated for local board members to consider prior to making decisions on the final local board plan.

Tauākī whakaaweawe āhuarangi

Climate impact statement

22. The draft Aotea / Great Barrier Local Board Plan 2023 reflects the impacts of predicted climate change. It considers such impacts as increasing temperatures, rising sea levels and changing rainfall patterns on the local board area.

23. The plan includes a section for Climate Action, as well as these considerations being addressed throughout the plan. Specific objectives and initiatives in the plan include tree planting, water and food resilience projects, grants for community facility solar power upgrades, and local waste initiatives.

24. The impact on the climate from the process of engagement has been considered. Digital feedback will be encouraged where possible, and printing of hard copies will be limited. The ability to provide feedback from any location reduces the need to travel to a specific location.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

25. The approval of the draft Aotea / Great Barrier Local Board Plan 2023 for public consultation will provide the local board with feedback on the communities’ aspirations on the direction the local board intends to take. Planning and operational areas of the council have taken part in the development and review of the draft plans.

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

Local impacts and local board views

26. The local board’s views have informed the development of the draft Aotea / Great Barrier Local Board Plan 2023 through a series of workshops from November 2022 to June 2023.

Tauākī whakaaweawe Māori

Māori impact statement

27. Staff engaged with mana whenua using a coordinated, region-wide approach, enabling all 19 Tāmaki mana whenua to be involved during the early engagement phase of the Local Board Plans project, commencing late 2022.

28. This engagement approach has been developed in close consultation with Ngā Mātārae.

29. The following mana whenua have an interest in this Local Board Area: Ngāti Rehua, Ngātiwai, Ngāti Manuhiri, Ngāti Maru, Ngāti Pāoa, Ngāti Whanaunga, Ngāti Tamaterā, Te Patukirikiri, Ngāi Tai Ki Tamaki, Ngāti Te Ata-Waiohua.

30. Key aspects of the engagement approach have included the commencement of early engagement on local board plan development, the Annual Budget consultation and early engagement on draft local board plans, which is currently under way.

31. A hui was held on island at Kawa Marae on Saturday 15 April 2023 with mana whenua to hear mana whenua aspirations and priorities.

32. The local board and local board staff have also considered existing feedback on several matters from mana whenua and mataawaka and this has included reviewing past mana whenua and mataawaka submissions to Auckland Council, including the recent Annual Budget 2023-24 submissions.

33. Mana whenua and mataawaka aspirations and priorities include greater representation in governance, environmental restoration, local economic development, and tourism opportunities.

34. These views have been considered in the draft Aotea / Great Barrier Local Board Plan 2023.

35. Mana whenua are currently being invited to provide feedback on draft local board plans both directly to local boards and via the SCP.

Ngā ritenga ā-pūtea

Financial implications

36. Budget to implement initiatives and projects is confirmed through the annual plan budgeting process. The local board plans inform this process.

37. The total engagement budget for Aotea / Great Barrier Local Board is $1400, which is provided for in the Local Board Services group budget. The main proportion of that budget was used to fund the early engagement phase from November 2022 to April 2023. There is $400 remaining to fund the SCP.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

38. There is a risk in approving the draft Aotea / Great Barrier Local Board Plan 2023 for public consultation while the full social and economic effects of any operational funding reductions on the community are not yet determined. The consultation process will seek the views and preferences of the public to inform the final plan.

Ngā koringa ā-muri

Next steps

39. Following adoption, the statement of proposal, including the draft Aotea / Great Barrier Local Board Plan 2023, will be available for public consultation from 13 July to 14 August 2023.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Draft Aotea / Great Barrier Local Board Plan 2023	51
b ⇩	Summary of the statement of proposal	79
c ⇩	Statement of proposal for public consultation	87

Ngā kaihaina

Signatories

Author

Jacqui Fyers - Senior Local Board Advisor

Authorisers

Louise Mason - General Manager Local Board Services

Janine Geddes – Acting Local Area Manager, Aotea / Great Barrier and Waiheke Local Boards

Aotea / Great Barrier Local Board

27 June 2023

Approval of the 2023/2024 Aotea / Great Barrier Local Board Customer and Community Services work programme

File No.: CP2023/08065

Te take mō te pūrongo

Purpose of the report

1. To approve the 2023/2024 Aotea / Great Barrier Local Board Customer and Community Services work programme and its associated budget.

Whakarāpopototanga matua

Executive summary

2. This report presents the 2023/2024 Aotea / Great Barrier Local Board Customer and Community Services work programme for approval from the following departments:

· Active Communities

· Connected Communities

· Community and Social Innovation

· Parks and Community Facilities

· Regional Services and Strategy

3. In addition, the 2024/2025 and 2025/2026 Customer and Community Services – Parks and Community Facilities Department work programme is presented for approval in principle.

4. To support the delivery of the local board’s outcomes and aspirations highlighted in the Aotea / Great Barrier Local Board Plan 2020, Customer and Community Services presents a work programme for local board approval each financial year.

5. The work programme details the activities to be delivered by departments within the Customer and Community Services directorate.

6. The work programme has been developed with the local board providing feedback to staff on project and activity prioritisation through a series of workshops, held between May and June 2023.

7. The work programme development process takes an integrated approach to planning activities, involving collaboration between the local board and staff from across the council.

8. Within the Customer and Community Services work programme, the Parks and Community Facilities Department has identified several projects for the 2024/2025 and 2025/2026 financial years as part of the Risk Adjusted Programme (RAP).

9. Approval is sought for the planning and design of the RAP projects to commence during the 2023/2024 financial year, so that they can be prioritised if other, already approved projects, cannot be delivered, face higher costs or are delayed due to unforeseen reasons.

10. The work programme includes projects proposed to be funded from regional budgets subject to approval by the Planning, Environment and Parks Committee, including Slips Prevention, Local Parks and Sports Field Development budgets. The local board can provide formal feedback on these regional projects by way of resolutions to this report.

11. The work programme includes references to the recently approved 2023/2024 Annual Budget decisions.

12. There is a widening shortfall between council revenue and expenditure which has been driven, in part, by the growing range of assets and services provided for Aucklanders, including the investment in infrastructure to address the region’s growth.

13. Furthermore, revenue has been impacted by changing customer behaviours, in part due to the COVID-19 pandemic. Operating and capital costs have increased due to inflationary pressures impacting staff, construction costs, interest and depreciation charges. The 2023 extreme weather events have also impacted both revenues and asset costs. These costs are greater as a result of council’s large and diverse asset base.

14. This has meant a rise in the costs of investing in, maintaining and operation of council’s assets and services. Additional funding pressure has come from the need to put aside money to fund future asset replacement.

15. Auckland Council is facing financial challenges, requiring the need to overcome a forecast budget shortfall of $375 million for the 2023/2024 financial year.

16. Local Boards have a distinct opportunity to help guide decisions and improve council’s financial sustainability, particularly following the 2021 approval to increase local board decision making to include most local community services, as a part of the Governance Framework Review (GFR).

17. In response to changing community needs, local boards are able to improve their revenue through various means including fees, charges and commercial lease arrangements. They can also reduce costs by prioritising or modifying services to help achieve the best community outcomes. Furthermore, to manage high and growing operating and capital expenditure, local boards can divest, consolidate and reprioritise council’s local board asset base.

18. Auckland Council and its local boards also have important statutory obligations with respect to Te Tiriti o Waitangi – The Treaty of Waitangi. Honouring Te Tiriti o Waitangi and supporting Māori outcomes is implicit within the entire work programme.

19. Once approved in June 2023, the local board will receive quarterly progress updates on the delivery of the 2023/2024 work programme.

Ngā tūtohunga

Recommendation/s

That the Aotea / Great Barrier Local Board:

a) approve the 2023/2024 Customer and Community Services work programme and its associated budget.

b) approve in principle the 2024/2025 and 2025/2026 Customer and Community Services – Parks and Community Facilities only work programme.

c) approve the Risk Adjusted Programme projects identified in the 2023/2024 Customer and Community Services work programme.

d) provide feedback for consideration by the Planning, Environment and Parks Committee on projects funded from the Slips Prevention, Local Parks and Sports Field Development budgets.

e) note that funding for the Coastal Renewals, Slips Prevention, Local Parks and Sports Field Development budgets is subject to approval by the Planning, Environment and Parks Committee.

Horopaki

Context

20. The Auckland Plan 2050 (Auckland Plan) is council’s long-term spatial plan to ensure Auckland grows in a way that will meet the opportunities and challenges ahead. It aims to contribute to Auckland’s social, economic, environmental and cultural wellbeing.

Diagram

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21. Local board plans align with the Auckland Plan and set out local community priorities and aspirations. The 2023/2024 Customer and Community Services work programme, in turn aligns to not only the local board plans, but the appropriate Auckland Council plans, policies and strategies.

22. Work programme activities align to the following Local Board Plan 2020 outcome: Ko te tino hia hia ki a manawaroa to tatou motu – Our island is resilient.

23. Development of the work programme is based on consideration of community needs and priorities, availability of resources and funding, Treaty of Waitangi obligations, external partnerships and risk assessment.

24. The Annual Budget for the 2023/2024 financial year included the consideration of a savings target that required the reprioritisation of activities by the local boards. This realignment resulted in some activities being stopped, changed or reduced to contribute toward the required savings.

25. The Customer and Community Services directorate provides a wide range of services, facilities, open spaces and information that support communities to connect, enjoy and embrace the diversity of Auckland’s people, places and natural environment. These are designed and delivered locally to meet the unique needs of the local community.

26. Development of the work programme follows an integrated approach to planning activities through collaboration with the Infrastructure and Environmental Services Directorate and the following departments of the Customer and Community Services Directorate:

· Active Communities

· Connected Communities

· Community and Social Innovation

· Parks and Community Facilities

· Regional Services and Strategy

Tātaritanga me ngā tohutohu

Analysis and advice

27. The work programme demonstrates the phasing of programme and project delivery for the 2023/2024 financial year.

28. Delivery of the work programme commences from 1 July 2023, and in some cases comprises a continuation of implementation from previous financial years, including annually occurring events or projects and ongoing programmes.

29. Table one summarises the approval status required for the three financial years presented within the work programme.

Table one: Customer and Community Services local board work programme approvals

Department	2023/2024	2024/2025	2025/2026
Parks and Community Facilities	Approve	Approve in principle	Approve in principle
All other Customer and Community Services departments	Approve	N/A	N/A

30. Parks and Community Facilities presents a three-year rolling work programme so that delivery and financial commitments against the capital works programme can be planned.

31. Approval of unique multi-year projects, particularly capital works, in the 2023/2024 work programme may lead to contractual commitments to the future budget needed to complete the project in 2024/2025 or 2025/2026.

32. The remainder of Customer and Community Services presents the work programme in descending three-year increments and are therefore only presenting year three of the three-year work programme.

33. The local board will formally be updated by staff on the delivery of the programme by way of quarterly performance reports. Parks and Community Facilities will continue to provide informal monthly updates on work programme performance.

Proposed amendments to the 2023/2024 work programme

34. The local board approved the 2022/2023 Customer and Community Services work programme in June 2022, and approved in principle the 2023/2024 work programme. The 2024/2025 Customer and Community Services – Parks and Community Facilities work programme was also approved in principle at this time.

35. The 2023/2024 work programme contains variations to the version that was approved in principle last year. These include the addition of new activities, changes to existing activities, such as required budget allocation and delivery timeframes, and identifies some activities that have been stopped.

Financial impacts and constraints

36. A widening shortfall between council revenue and expenditure has been driven, in part, by the growing range of assets and services provided for Aucklanders. This has included investment in infrastructure to address the city’s growth.

37. This has meant a rise in the costs of investing in, maintaining and operation of those assets and services. Additional funding pressure has come from the need to put aside money to fund future asset replacement.

38. This situation has been worsened by ongoing broad economic factors such as rising inflation, higher interest rates, supply chain difficulties and a labour market squeeze, as well as the COVID-19 pandemic impacts for the past couple of years. Recent storm events and the associated repairs make overcoming the budget shortfall even harder.

39. Over the past year, economic conditions have been exceptionally challenging. The change in New Zealand’s inflation rate has been surprising, with the consumer price index rising from less than two per cent to more than seven per cent in a year.

40. In response to the $375 million budget shortfall, a mix of solutions that include operating cost reductions was proposed in the Annual Budget for 2023/2024. This includes a total reduction in local board operating funding of $4 million.

41. This represents approximately one per cent of the total budget that the local boards oversee. Local boards may choose to reduce their allocated funding for locally driven initiatives operating expenditure, as these projects are discretionary.

42. Alternatively, local boards could consider reductions to the asset-based services budgets through changes in levels of service, e.g. reduced facility opening hours.

43. Individual reduction targets for local boards have been allocated based on the Local Board Funding Policy and have informed the consultation material for the Annual Budget.

Māori Outcomes

44. Local boards play a vital role in representing the interests of all Aucklanders and are committed to the Treaty-based obligations and to enabling effective Māori participation (kia ora te hononga).

45. Auckland Council has important statutory obligations with respect to Te Tiriti o Waitangi. Honouring Te Tiriti o Waitangi and supporting Māori outcomes is implicit within the entire work programme.

46. A thriving Māori identity is Auckland’s point of difference in the world. It advances prosperity for Māori and benefits all Aucklanders.

47. The local boards recognise the importance of building meaningful relationships with mana whenua, mataawaka and whānau, and understanding Māori aspirations.

48. There is a wide range of activity occurring across Tāmaki Makaurau to advance Māori outcomes. Much of this is led by mana whenua and Māori organisations, as well government organisations, non-government organisations and businesses.

49. The Auckland Plan’s focus on Māori culture and identity is encapsulated in the outcome: Māori Identity and Wellbeing.

50. Kia Ora Tāmaki Makaurau, council’s Māori outcomes performance measurement framework, captures the majority of council’s Māori outcome strategy and planning. The framework responds to the needs and aspirations that Māori in Tāmaki Makaurau, both mana whenua and mataawaka, have expressed to council.

51. The work programme includes activities that have an objective to deliver outcomes for and with Māori.

52. Table two shows the strategic priority areas and alignment to Kia Ora Tāmaki Makaurau outcomes.

Table two: Local board work programme Māori outcome areas

Strategic priority area	Kia Ora Tāmaki Makaurau outcome
Kaitiakitanga	Kia Ora te Taiao
Māori business, tourism and employment	Kia Ora te Umanga
Māori identity and culture	Kia Ora te Ahurea
Marae development	Kia Ora te Marae
Papakāinga and Māori housing	Kia Ora te Kāinga
Realising rangatahi potential	Kia Ora te Rangatahi
Te reo Māori	Kia Ora te Reo
Effective Māori participation	Kia Ora te Hononga
Whānau and tamariki wellbeing	Kia Ora te Whānau

53. The Customer and Community Services directorate lead or contribute to programmes that align with all outcomes. Particular priorities are Kia Ora te Marae, Kia Ora te Whānau and Kia Ora te Reo.

54. In the current environment there is increasing focus on Kia Ora te Umunga / Māori Business, Tourism and Employment and the role that the council can play, not only in supporting economic recovery, but in a thriving Māori economy.

55. Kia Ora te Ahurea / Māori Identity and Culture is often a focus for local boards, as events and place-based design often plays an important part in many local programmes.

Work programme budget types and purpose

56. Work programme activities are funded from various budget sources, depending on the type of delivery. Some activities within the work programme are funded from two or more sources, including from both local and regional budgets.

57. Table three outlines the different budget types and their purpose in funding the work programme.

Table three: Work programme budget types and purpose

Budget type	Description of budget purpose
Locally Driven Initiatives (LDI)	A development fund used to advance local operational and capital activities at the discretion of the local board
Asset Based Services (ABS)	Allocated to deliver local activities based on decisions regarding region-wide service levels, including allocation of funds for local asset-based services, grants and staff time to deliver activities
Local renewals	A fund dedicated to the partial renewal or full replacement of assets including those in local parks and community facilities
Growth (local parks and sports field development)	Primarily funded through development contributions, a regional fund to improve open spaces, including developing newly acquired land into parks, and existing open space to increase capacity to cater for growing population needs
Coastal	A regional fund for the renewal of Auckland’s significant coastal assets, such as seawalls, wharves and pontoons
Slips prevention	A regional fund to proactively develop new assets for the prevention of landslides and major slips throughout the region
Specific purpose funding	Funds received by the council, often from external sources, held for specific local board areas, including compensation funding from other agencies for land acquisitions required for major projects
One Local Initiative (OLI)	Funds allocated to a local board priority project in alignment with the Long-term Plan 2018-2028
Long-term Plan discrete	Funds associated with activities specifically named and listed in previous long-term plans, including new libraries, community centres and major sports and community infrastructure
Kauri Dieback Funding	Part of the Natural Environment Targeted Rate (NETR) Fund, this is a regional fund used to implement the national kauri dieback programme standards
External funding	Budget from external parties, not yet received and held by Customer and Community Services

Risk Adjusted Programme

58. The Risk Adjusted Programme was first implemented in 2019 and is designed to mitigate risk so that the total budget is delivered.

59. Several capital projects in the 2024/2025 and 2025/2026 work programme have been identified as part of the Risk Adjusted Programme.

60. Local board approval is sought for the commencement of these projects in the 2023/2024 financial year, so that they can be prioritised if other, already approved projects, cannot be delivered or are delayed due to unforeseen reasons.

Regionally funded activities included in the local board work programme

61. Some activities from the Slips Prevention and Local Parks and Sports Field Development (growth) budgets are funded regionally and will be presented to the Planning, Environment and Parks Committee for approval after 30 June 2023.

62. The local board has decision-making responsibility for these activities within parameters set by the Governing Body, which include project location, scope, and budget. These activities are therefore included in the work programme.

63. The local board can provide feedback on the activities. Staff will present this feedback to the Planning, Environment and Parks Committee when they consider regionally funded activities.

Process for changes to the approved work programme

64. Some projects in the work programme require further local board decisions as they progress through the delivery process.

65. Where further decisions are anticipated they have been indicated in the work programme. Decisions will be sought as required through local board business meetings.

66. In response to more detailed design and costing information, community consultation, consenting requirements and similar factors, amendments to the work programme or specific projects may also be required as projects progress.

67. Amendments to the work programme or specific projects will be managed in accordance with the established local board delegations to staff.

68. The work programme includes community leases. Lease renewals without variations will be processed by way of a memo, in accordance with agreed delegations.

69. Should the local board signal their intent to change or pursue a new lease that is not contemplated in the leasing work programme, a deferral of an item already programmed for delivery will need to be accommodated.

70. Staff will workshop expired and more complex community leases with the local board and then report on them at a business meeting.

Tauākī whakaaweawe āhuarangi

Climate impact statement

71. As Customer and Community Services is a significant service provider and property owner, the directorate has a leading role in delivering Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan.

72. In providing asset-based services, Customer and Community Services contributes most of council’s operational greenhouse gas (GHG) emissions through its facilities and infrastructure.

73. Property managed by the directorate, in particular coastal assets, will be adversely affected by climate change. The work programme includes actions, consistent with Te Tāruke-ā-Tāwhiri to halve council’s operational GHG emissions by 2030, and to adapt to a changing climate.

74. Actions include reducing operational GHG emissions through phasing-out gas heating in aquatic centres, improving the efficiency of facilities, investing in renewable energy, and adopting the Sustainable Asset Policy.

75. At the same time, the directorate will mitigate GHG emissions and improve climate resilience through delivering tree planting programmes across the region. This includes the transitioning of unproductive farmland on regional parks to permanent native forest and delivering ecological restoration projects with community groups.

76. Recent significant weather events have influenced criteria for renewing assets. Each renewal project will be assessed for flood plain impacts, as well as any new known consequences council has experienced due to the weather.

77. Work is ongoing to build on the above actions and embed climate change considerations into investment decision-making, planning, and corporate policies, including asset management plans and local board plans.

78. As approved through the 10-year Budget 2021-2031, council’s mandated approach to ‘deliver differently’ is also anticipated to help reduce the council carbon footprint by creating a sustainable service network. This may include a shift to digital service models or the consolidation of services into a smaller footprint.

79. Each activity in the work programme has been assessed to identify whether it will have a positive, negative or neutral impact on greenhouse gas emissions, and affect Auckland’s resilience to climate change.

80. Types of activities in the work programme that will have positive impacts on emissions and improve community resilience to climate change, include community-led environmental and educational programmes, supporting volunteer planting, delivering council-led planting and sustainable design.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

81. The Customer and Community Services work programme was developed collaboratively by staff from the directorate’s departments and Local Board Services, to ensure that the activities and delivery of the work programme are integrated, complementary, and reflect council wide priorities.

82. Development of the work programme also follows a cooperative approach to planning activities through association with other directorates like the Infrastructure and Environmental Services Directorate.

83. Examples of collaboration on delivery are the kauri dieback programme which is delivered by the Parks and Community Facilities and the Infrastructure and Environmental Services directorate, as well as pathway connections funded by Auckland Transport but delivered by Parks and Community Facilities.

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

Local impacts and local board views

84. The feedback received from the local board through a series of workshops in May and June 2023 has informed the proposed Customer and Community Services work programme.

85. A focus area of the work programme is to respond to local board aspirations through consideration of the local board plans. The work programmes consider communities of greatest need and the building of capacity within those communities through community-led delivery and partnerships.

86. Planning and delivery of some activities involves consultation with the community to ensure that their aspirations are understood and responded to.

Tauākī whakaaweawe Māori

Māori impact statement

87. The provision of services, facilities and open spaces support the realisation of the aspirations of Māori, promote community relationships, connection to the natural environment and foster holistic wellbeing of whānau, hapū and iwi Māori.

88. It is recognised that engagement with Māori is critical. If not already completed, engagement will occur on a programme or individual project basis, where appropriate, prior to any work commencing. Engagement outcomes with Māori will be reported back separately to the local board at the appropriate time.

89. Further information about the response to Māori aspirations as described in the work programme, is captured in the Analysis and Advice section.

Ngā ritenga ā-pūtea

Financial implications

90. Each activity line has a budget allocation in one or more of the financial years e.g. 2023/2024, 2024/2025 and 2025/2026. Where activity lines show a zero-dollar operating expense (opex) budget, this reflects implementation costs met through staff salary or other funding sources.

91. The 2023/2024 activities recommended for local board approval can be accommodated within 2023/2024 budgets and staff resources.

92. The budgets allocated to activities in the financial years 2024/2025 and 2025/2026 in the Parks and Community Facilities budgets are indicative, and are subject to change due to any increased costs, inflation or reduction to the overall available annual council budget that may occur.

93. The budgets are based on the allocations in the Long-term Plan 2021-2031. Budgets are subject to change during council’s Annual Budget and future long-term plan processes. Where decisions on the Annual Budget result in budget reductions, the work programme will need to be amended to align to these budgets via future decisions of the local board.

94. During delivery of the 2023/2024 work programme, where an activity is cancelled or no longer required, the local board can reallocate the associated budget to an existing work programme activity or create a new activity within that financial year. This process will include agreement from each department and will need to be formally resolved on by the local board.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

95. The most significant risk is that delivery of the Customer and Community Services work programme is dependent on the local board approving the work programme by 30 June 2023. Approval of the work programme later into the financial year will result in delays to delivery.

96. The majority of operational (opex) activities in the work programme are ongoing and occur annually. Risks associated with these activities have been identified in previous years and are managed on an ongoing basis.

97. Storm recovery investigation work is still in progress. In most cases, some provision has been made to manage the impacts, but mitigation will need to be refined and worked through with the local boards.

98. There are constraints with accessing geotechnical reports and assessing the asset need and location. Consideration also needs to be given to long term flood impacts. Insurance proceeds need to be understood and will, in part, reduce the liability of recovery. Unfortunately, the many insurance claims will take time to assess and process.

99. Table four outlines the key risks and mitigations associated with the work programme once it has been approved.

Table four: Risks and mitigations

Risk	Mitigation
Non-delivery, time delays and budget overspend of activities that are managed through the work programme.	Having agreed processes to amend the work programme if activities need to be changed or cancelled. Utilising the Risk Adjusted Programme to progress those activities identified as ready to proceed under the Risk Adjusted Programme at the beginning of the financial year.
Health, safety and wellbeing factors, including external influences relating to work programme delivery may impact the delivery of activities, resulting in activities requiring adjustment.	Health and safety assessments will be conducted prior to commencement of projects. Work programme activities and projects will be adjusted accordingly where these risks occur during the delivery phase.
Extenuating economic and environmental conditions, as well as the possibility of further COVID-19 outbreaks, may continue to create capex delivery challenges, including increased material and labour costs, as well as shortages in both sectors, this in turn will lead to increased overall project costs and may lead to delays in project delivery.	Development of the work programme has included consideration of potential impacts on delivery due to extenuating economic and environmental conditions, as well as possibly of further COVID-19 outbreaks for all activities. Timeframes for some activities are set to enable delivery within the agreed timeframe despite possible delays. Increased costs and delays will be managed as part of the ongoing management of work programmes via additional RAP projects, and the rephasing of projects to accommodate increased budget and address material shortages. Where activities need to be cancelled the local board can reallocate the budget to other activities.
Adverse weather impacts - delays to construction due to soft ground conditions and being unable to construct in the rain has impacted delivery of the capex work programme in the 2022/2023 financial year. Should this continue, which with climate change is likely, this will once again impact delivery.	Having agreed processes to amend the work programme if activities need to be changed or cancelled. Delays will be managed as part of the ongoing management of work programmes via additional RAP projects.
The geopolitical factors may result in further inflationary and supply chain pressures.	Potential inflationary pressures have been modelled into key forecasts, however, uncertainties remain. The ongoing cost increase may become unsustainable, and may require a reprioritization of potential work programmes, capital spend and a potential discontinuation of some programmes.

Ngā koringa ā-muri

Next steps

100. Delivery of the Customer and Community Service work programme is scheduled to start on 1 July 2023 and continue until 30 June 2024.

101. Regionally funded projects are an exception and will commence after they have been approved by the Planning, Environment and Parks Committee in August 2023.

102. The local board will receive progress updates on a quarterly basis, with the first quarterly report available in November 2023.

103. When further decisions for activities are needed at project milestones, these will be brought to the local board at the appropriate time.

Ngā tāpirihanga

Attachments

104. All attachments associated with this report will be tabled at the local board business meeting of 27 June 2023 for approval.

Ngā kaihaina

Signatories

Authors

Dave Stewart - General Manager Active Communities

Justine Haves - General Manager Regional Services & Strategy

Mirla Edmundson - General Manager Connected Communities

Tania Pouwhare - General Manager Community & Social Innovation

Taryn Crewe - General Manager Parks and Community Facilities

Authorisers

Claudia Wyss - Director Customer and Community Services

Janine Geddes – Acting Local Area Manager, Aotea / Great Barrier and Waiheke Local Boards

Aotea / Great Barrier Local Board

27 June 2023

Approval of the 2023/2024 Aotea / Great Barrier Local Board Infrastructure and Environmental Services Work Programme

File No.: CP2023/07886

Te take mō te pūrongo

Purpose of the report

1. To approve the 2023/2024 Aotea / Great Barrier Local Board’s Infrastructure and Environmental Services work programme.

Whakarāpopototanga matua

Executive summary

2. This report presents the Aotea / Great Barrier Local Board’s Infrastructure and Environmental Services work programme and associated budgets for approval for the 2023/2024 financial year.

3. The work programme provides a three-year view that demonstrates the phasing or continuation of programme delivery over the 2021/2022, 2022/2023 and 2023/2024 financial years. 2023/2024 is year three of the three-year cycle.

4. The work programme responds to the outcomes and objectives identified in the Aotea / Great Barrier Local Board Plan 2020.

5. In June 2023, the Governing Body adopted the council’s 2023/2024 budget, which has reduced some council budgets, including local board budgets. To remain within the local board’s reduced budget, cuts have been required to the programme that was approved in principle from through the 2022/2023 allocation report. These cuts were workshopped with the board in May 2023 and adjusted following feedback received.

6. The work programme has been developed through a series of workshops between November 2022 and May 2023, where the local board provided feedback to staff on programme and activity prioritisation.

7. The local board indicated its support for the following activities to be delivered in 2023/2024, with budgets as listed below:

· Aotea Ecology Vision - $30,000

· Aotea Trap Library - $13,380

· Conservation Advisor - $45,000

· Construction Waste Leadership Project - $16,960

· Okiwi Ecology programme - $24,000

· Oruawharo Medlands Ecovision - $15,000

8. The proposed work programme has a total value of $144,340, which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2023/2024 financial year.

9. The proposed work programme also includes $540,000 in regionally funded asset-based services capital expenditure for the programmes:

· Mulberry Grove - seawall renewal- $100,000 (Resilient Land and Coasts)

· Emergency Water Supply - $440,000 (Healthy Waters)

10. Updates on the delivery of this work programme will be provided through the board’s quarterly performance reports.

Ngā tūtohunga

Recommendation/s

That the Aotea / Great Barrier Local Board:

a) approve its 2023/2024 Infrastructure and Environmental Services work programme and associated budgets, as summarised in the table below (Attachment A to the agenda report):

Activity name	2023/2024 budget for approval
Aotea Ecology vision	$30,000
Aotea Trap Library	$13,380
Conservation Advisor	$45,000
Construction Waste Leadership Project	$16,960
Okiwi ecology programme	$24,000
Oruawharo Medlands Ecovision	$15,000
Total	$144,340

b) note the allocation of $540,000 asset based services capital expenditure budget towards the Mulberry Groove seawall renewal ($100,000) and Emergency Water Supply ($440,000) programmes in the 2023/2024 financial year.

Horopaki

Context

11. Each year, the local board decides which activities to allocate its annual budget toward through a series of workshops. The local board feedback in these workshops has informed the development of the Infrastructure and Environmental Services work programme (Attachment A).

12. In June 2023, the Governing Body adopted the council’s 2023/2024 budget, which has reduced some council budgets including local board budgets. This reduction has meant cuts to the programme that was approved in principle from through the 2022/2023 allocation report, including reduced funding to individual activities, or stopping activities. These cuts were workshopped with the board in May 2023.

13. In response to the cuts to local board budgets the local environmental work programme has been reduced. This has meant that the following programmes have been cut for the next financial year:

· Aotea awa restoration programme - $29,000 (2022/2023 Budget)

· Argentine and Darwin's ant surveillance - $19,000 (2022/2023 Budget)

· Wai resilience programme - $8,000 (2022/2023 Budget)

14. The proposed work programme responds to the outcomes and objectives identified in the Aotea / Great Barrier Local Board Plan 2020. The specific objective reflected in the work programme is our environment is protected and enhanced.

15. The following adopted strategies and plans also guided the development of the work programme:

· National Policy Statement for Freshwater Management 2020

· Mahere ā-Rohe Whakahaere Kaupapa Koiora Orotā mō Tāmaki Makaurau - Regional Pest Management Plan

· Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan

· The Sea Change - Tai Timu Tai Pari Plan 2017

· Tikapa Moana Hauraki Gulf Islands Waste Plan 2018

· Aotea / Great Barrier Island Ecology Vision 2016

16. The development of the work programme has been informed by staff assessments and identification of local environmental priority areas, and feedback received from the local board at workshops.

Tātaritanga me ngā tohutohu

Analysis and advice

17. The proposed work programme is made up of activities continuing from previous financial years, including annually occurring events or ongoing programmes. These programmes contribute towards the delivery of the Aotea / Great Barrier Local Board Plan 2020 environmental objectives, as detailed above.

18. The work programme (Attachment A) provides a three-year view that demonstrates the phasing or continuation of programme delivery over the 2021/2022, 2022/2023 and 2023/2024 financial years.

19. This report seeks local board approval for budgets and activities in year three of the three-year work programme (2023/2024).

20. The proposed activities for delivery as part of the board’s 2023/2024 Infrastructure and Environmental Services work programme are detailed below:

Aotea Ecology Vision – $30,000

21. The board has indicated it would like to continue funding the ecology vision programme in the 2023/2024 financial year. The board has supported the ecology vision programme since its development in 2016 and allocated $30,000 towards this project in the 2022/2023 financial year.

22. The role will educate the community and youth around how to improve ecosystem health by reducing pest numbers, cleaning up waterways, protecting threatened species, and minimising waste. Environmental groups will also be supported to find volunteers. Local employment opportunities will also be provided through the creation of community-led restoration activities.

23. The project will create local employment opportunities through community-led pest control activities, ambassadors, and other ecological restoration activities.

24. Staff recommend that the board allocates $30,000 towards this programme in the 2023/2024 financial year.

Aotea Trap Library – $13,380

25. The local board has indicated its support for the Aotea Trap Library programme in 2023/2024. The local board allocated $13,380 towards this programme in 2022/2023.

26. The programme provides education and pest control tools to private landowners and residents on Aotea to increase local knowledge on pest species, and options for their effective control.

27. Staff recommend that the board allocates $13,380 towards this programme in the 2023/2024 financial year.

Conservation Advisor - $45,000

28. The board has indicated it would like to continue to contribute funding towards a conservation advisor role for Aotea / Great Barrier in the 2023/2024 financial year. The conservation advisor role will ensure the provision of specialist biodiversity advice, as well as support for biodiversity and marine projects, and community education on Aotea.

29. The board established a part-time advisor position in 2017 and allocated $45,000 towards this role in the 2022/2023 financial year. Local board funding is complemented by regional funding, to enable a full-time position.

30. In November 2020, the local board approved in principle the continuation of funding for the role over the 2021/2022, 2022/2023, and 2023/2024 financial years (up to $45,000 annually), noting that formal approval will be sought through the annual work programme processes (resolution GBI/2020/115). This commitment, alongside a staff commitment for regional funding towards the role over these years, will provide the coordinator with more job security over the three financial years.

31. Staff recommend that the board allocate $45,000 towards the continuation of this project in the 2023/2024 financial year.

Construction Waste Leadership Project - $16,960

32. The local board has indicated its continued support for the Construction Waste Leadership programme in 2023/2024. The programme was first developed in 2022 with the objective to drive engagement between builders on the island and the Community Recycling Centre to maximise material reuse opportunities and divert waste from landfill.

33. The construction and demolition waste advisor plays a key role in driving awareness and minimising waste on building sites on the island. This will reduce the transport cost and environmental impacts of moving and disposing of waste. Building on Aotea is now happening at a heightened scale and intensity which is very visible to new visitors and residents. This programme will help to ensure that we are doing all we can to ensure that the impacts of this development are minimised.

34. This programme will continue the fixed term role of a construction and demolition waste advisor, who will work with builders and developers to improve site practices and minimise waste in the building sector. The programme undertakes regular engagement with builders. The main objective for 2023/2024 is to continue to identify diversion opportunities and develop more on island processing of waste.

35. Staff recommend that the board allocates $16,960 towards this programme in the 2023/2024 financial year.

Okiwi Ecology Programme - $24,000

36. The board has indicated its continued support for this programme in the 2023/2024 financial year, The board has supported this project for several years and allocated $24,000 towards this programme in the 2022/2023 financial year.

37. Activities for the 2023/2024 financial year will include monitoring and servicing rat traps, facilitating bird counts, continuing the Asian paddle crab trapping initiative in the Whangapoua Estuary and coordinating annual volunteer planting. The programme coordinator will also support wider community initiatives such as Tū Mai Taonga.

38. Staff recommend that the board allocates $24,000 towards this programme in the 2023/2024 financial year.

Oruawharo Medlands Ecovision - $15,000

39. The local board has indicated its support for the Oruawharo Medlands Ecovision programme in 2023/2024. In 2022/2023 $13,500 was allocated towards this programme.

40. This project will support community engagement and education initiatives that promote environmental resilience. Activities for the 2023/2024 financial year will include rat trapping maintenance, rat monitoring using ink cards, planting and weeding days, providing support for wider community initiatives and publishing regular articles for the Barrier Bulletin, community newsletters and social media updates as well as maintaining the Oruawharo Medlands Ecovision website.

41. Staff recommend that the board allocate $15,000 towards this programme in the 2023/2024 financial year.

Tauākī whakaaweawe āhuarangi

Climate impact statement

42. In June 2019 Auckland Council declared a climate emergency and in response to this the council adopted the Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan in July 2020.

43. Each activity in the work programme is assessed to identify whether it will have a positive, neutral or negative impact on greenhouse gas emissions and contributing towards climate change adaptation.

44. Table 1 outlines the activities in the 2023/2024 work programme that have an impact on greenhouse gas emissions or contribute towards climate change adaptation.

Table 1: Climate impact assessment of proposed activities

Activity name	Climate impact
Aotea Ecology Vision	Specialists and guest speakers flying to the island for this project will be the only source of carbon emissions. Travellers to the island will be encouraged to reduce their carbon emissions by carpooling or using electric vehicles while on Aotea, bringing a reusable drink bottle and buying locally. Negative impact on greenhouse gas emissions. Positive impact on our resilience to climate change.
Aotea Trap Library	The wooden trap boxes necessary for pest management work will be manufactured locally. This will avoid the carbon emissions that would result from freighting them to the island. Positive impact on greenhouse gas emissions. Positive impact on our resilience to climate change.

Activity name	Climate impact
Conservation Advisor	This on-island role circumvents the need to fly staff to the island for environmental work, reducing the council’s carbon footprint.
Construction Waste Leadership Project	Construction and demolition waste, particularly organic components such as timber and cardboard, produce methane when breaking down in landfill. Reducing this waste stream going to landfill will reduce the impacts on our climate.
Ōkiwi ecology programme	Trees will be planted as part of this project, which will reduce the island’s net carbon footprint.
Oruawharo Medlands Ecovision	There are no carbon emissions resulting from the work of this project. Trees will be planted, which will reduce the island’s net carbon footprint.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

45. The work programme was developed through a collaborative approach by operational council departments, with each department represented in the integrated team that presented the draft work programme to the local board at a series of workshops.

46. In particular, the attached Infrastructure and Environmental Services work programme reflects the integrated activities developed by Environmental Services and Waste Solutions.

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

Local impacts and local board views

47. The projects proposed for inclusion in the board’s Infrastructure and Environmental Services work programme will have positive environmental outcomes across the Aotea / Great Barrier Local Board area. Particular focus areas for the 2023/2024 work programme include Okiwi and Oruawharo Medlands areas.

48. The projects noted above align with the 2020 local board plan outcome ‘our environment is protected and enhanced’. The proposed work programme has been considered by the local board in a series of workshops from November 2022 to May 2023. The views expressed by local board members during the workshops have informed the recommended work programme.

Tauākī whakaaweawe Māori

Māori impact statement

49. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader obligations to Māori.

50. The work programme includes activities that aim to deliver outcomes for and with Māori, in alignment with the strategic priority areas outlined in Kia ora Tāmaki Makaurau (Auckland Council’s Māori Outcome Framework). Progress on how the activities are achieving these outcomes will be reported to the local board on a quarterly basis.

51. Staff recognise that environmental management, water quality and land management have integral links with the mauri of the environment and concepts of kaitiakitanga.

52. Table 2 outlines the activities in the 2023/2024 work programme that contribute towards the delivery of specific Māori outcomes.

Table 2: Māori outcome delivery through proposed activities

Activity name	Māori outcome description
Aotea Ecology Vision	This project aligns with the Ngāti Rehua Ngatiwai ki Aotea, Hapu management plan as it works to protect indigenous flora and fauna and encourage kaitiakitanga and mātauranga Māori. Hui will be held with Motairehe marae and Kawa marae during the information collecting part of this project. Māori outcomes will be discussed and mana whenua empowered to participate in the project through project design. The Ecology Vision will utilise regionally funded cultural advisors from Motairehe and Kawa marae.
Aotea Trap Library	The Aotea Trap Library communicates with the Ngati Rehua Ngatiwai ki Aotea Trust on common goals and aspirations for our natural environment and supports their bid to take the lead in the Tu Mai Taonga project. The Aotea Trap Library has supported mana whenua with providing traps for several trapping initiatives in the north of Aotea and aims to help set these projects up to use TrapNZ for data collection.
Conservation Advisor	This project also aligns with the Ngati Rehua Ngatiwai ki Aotea, Hapu management plan as it works to: • protect Indigenous flora and fauna • encourages kaitiakitanga and Matauranga Māori. Part of the responsibility of this role will be to engage with mana whenua. This is important as there are the biodiversity values that need to be protected on Māori customary land which requires us to work with mana whenua to help manage threats and values.
Construction Waste Leadership Project	This project will align with the guiding principle of kaitiakitanga, which was identified as a priority action by mana whenua and mataawaka during engagement on the Auckland Waste Management and Minimisation Plan. The project will reduce the harm of construction and demolition waste to the environment, actively protecting papatuanuku. It will also decrease the greenhouse gas emissions caused by transporting waste to the mainland.
Okiwi Ecology Programme	Hui will be held with Te kura Ōkiwi and local mana whenua. This project also aligns with the Ngāti Rehua Ngatiwai ki Aotea, Hapu management plan as it works to: • protect indigenous flora and fauna • encourages kaitiakitanga and mātauranga Māori.
Activity name	Māori outcome description
Oruawharo Medlands Ecovision	Oruawharo Medlands Ecovision communicates with Ngati Rehua Ngatiwai ki Aotea Trust on common goals and aspirations for our natural environment and supports their bid to take the lead in the Tu Mai Taonga project.

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

Ngā ritenga ā-pūtea

Financial implications

54. The proposed environment work programme for 2023/2024 totals to $144,340 of the board’s locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total draft budget for 2023/2024.

55. The proposed work programme also includes $540,000 in regionally funded asset-based services capital expenditure for a coastal renewals programme and emergency water supply programme.

56. Staff would have normally recommended the 2023/2024 programme that was approved in principle with the 2022/2023 work programme. However, given council’s financial position and the need to reduce costs, the 2023/2024 local environmental programme was developed to fit within the available funds. This has meant that the following programmes have been stopped for 2023/2024:

· Aotea awa restoration programme - $29,000 (2022/2023 Budget)

· Argentine and Darwin's ant surveillance - $19,000 (2022/2023 Budget)

· Wai resilience programme - $8,000 (2022/2023 Budget).

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

57. If the proposed Infrastructure and Environmental Services Work Programme is not approved in a timely manner, there is a risk that activities may be delayed or not delivered within the financial year.

58. Resourcing of the work programme is based on current staff capacity within departments. Therefore, changes to staff capacity may also have an impact on work programme delivery.

59. Table 3 shows the key risks associated with activities in the proposed 2023/2024 work programme, as well as proposed mitigations.

Table 3: Key risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Aotea Ecology Vision Aotea Trap Library Okiwi Ecology Programme Oruawharo Medlands Ecovision	A lack of engagement from the community.	The environmental community group programmes will utilise a range of communications including social media, emails, letters, hui and door to door contact.	Low
Aotea Ecology Vision	Contractor availability	Make sure work is up to date and good records have been kept Proactive management of contractor resourcing	Low
Construction Waste Leadership Project	Builders may be unaware/unwilling to engage with the project. Changes to the volume of building work undertaken on the island. An increase in builders working on the island would mean less time available per site for engagement.	This risk will be mitigated by the consistent presence of the construction and demolition waste advisor, who will increase awareness about the effects of problematic waste practices. Any significant increase in consents or building activity would be flagged by building control, which would give the project managers the opportunity to rescope the project	Low Low

60. Where a work programme activity cannot be completed on time or to budget, due to unforeseen circumstances, this will be signalled to the local board at the earliest opportunity.

Ngā koringa ā-muri

Next steps

61. Delivery of the activity in the approved work programme will commence once approved and continue until 30 June 2024. Activity progress will be reported to the local board on a quarterly basis.

62. Where the work programme identifies further decisions and milestones for each activity, these will be brought to the local board when appropriate.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Infrastructure and Environmental Services Work Programme 2023/2024 - Aotea / Great Barrier Local Board	111

Ngā kaihaina

Signatories

Authors

Nick FitzHerbert - Team Leader Relationship Advisory

Mallika Krishnamurthy - Relationship Coordinator

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Janine Geddes – Acting Local Area Manager, Aotea / Great Barrier and Waiheke Local Boards

Aotea / Great Barrier Local Board

27 June 2023

Aotea / Great Barrier Local Board Grants Programme 2023/2024

File No.: CP2023/07545

Te take mō te pūrongo

Purpose of the report

1. To adopt the Aotea / Great Barrier Grants Programme 2023/2024.

Whakarāpopototanga matua

Executive summary

2. The Auckland Council Community Grants Policy guides the allocation of local, multi-board and regional grant programmes to groups and organisations delivering projects, activities and services that benefit Aucklanders.

3. The Community Grants Policy supports each local board to review and adopt their own local grants programme for the next financial year.

4. This report presents the Aotea / Great Barrier Grants Programme 2023/2024 for adoption (as provided in Attachment A to this report).

Ngā tūtohunga

Recommendation/s

That the Aotea / Great Barrier Local Board:

a) adopt the Aotea / Great Barrier Grants Programme 2023/2024.

Horopaki

Context

5. The Auckland Council Community Grants Policy guides the allocation of local, multi-board and regional grant programmes to groups and organisations delivering projects, activities and services that benefit Aucklanders.

6. The Community Grants Policy supports each local board to review and adopt its own local grants programme for the next financial year. The local board grants programme guides community groups and individuals when making applications to the local board.

7. The local board community grants programme includes:

· outcomes as identified in the local board plan

· specific local board grant priorities

· which grant types will operate, the number of grant rounds and opening and closing dates

· any additional criteria or exclusions that will apply

· other factors the local board consider to be significant to their decision-making.

8. Once the local board grants programme 2023/2024 has been adopted, the types of grants, grant rounds, criteria and eligibility with be advertised through an integrated communication and marketing approach which includes utilising the local board channels.

Tātaritanga me ngā tohutohu

Analysis and advice

9. The aim of the local board grant programme is to deliver projects and activities which align with the outcomes identified in the local board plan. The new Aotea / Great Barrier Grants Programme has been workshopped with the local board and feedback incorporated into the grants programme for 2023/2024.

Tauākī whakaaweawe āhuarangi

Climate impact statement

10. The local board grants programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups with projects that support community climate change action. Local board grants can contribute to climate action through the support of projects that address food production and food waste; alternative transport methods; community energy efficiency education and behaviour change; build community resilience and support tree planting.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

11. The grants programme has no identified impacts on council-controlled organisations and therefore their views are not required.

12. Based on the main focus of an application, a subject matter expert from the relevant council unit will provide input and advice. The main focus of an application is identified as arts, community, events, sport and recreation, environment or heritage.

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

Local impacts and local board views

13. The grants programme has been developed by the local board to set the direction of its grants programme. This programme is reviewed on an annual basis.

Tauākī whakaaweawe Māori

Māori impact statement

14. All grant programmes respond to Auckland Council’s commitment to improving Māori wellbeing by providing grants to organisations delivering positive outcomes for Māori. Applicants are asked how their project aims to increase Māori outcomes in the application process.

Ngā ritenga ā-pūtea

Financial implications

15. The allocation of grants to community groups is within the adopted Long-Term Plan 2021 -2031 and local board agreements.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

16. The allocation of grants occurs within the guidelines and criteria of the Community Grants Policy. Therefore, there is minimal risk associated with the adoption of the grants programme.

Ngā koringa ā-muri

Next steps

17. An implementation plan is underway and the local board grants programme will be locally advertised through the local board and council channels, including the council website, local board Facebook page and communication with past recipients of grants.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Aotea/Great Barrier Grants Programme 2023-2024	117

Ngā kaihaina

Signatories

Author

James Boyd - Grants Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Janine Geddes – Acting Local Area Manager, Aotea / Great Barrier and Waiheke Local Boards

Aotea / Great Barrier Local Board

27 June 2023

Local Board Transport Capital Fund

File No.: CP2023/07934

Te take mō te pūrongo

Purpose of the report

1. To seek approval for the allocation of the 2022-2025 Aotea / Great Barrier Local Board’s Transport Capital Fund (LBTCF).

Whakarāpopototanga matua

Executive summary

2. Auckland Transport (AT) manages the Local Board Transport Capital Fund on behalf of the Aotea / Great Barrier Local Board. AT provides advice to support local board decision-making. A decision relating to the allocation of the Local Board Transport Capital Fund is being sought.

3. The indicative budget for the Aotea / Great Barrier Local Board this political term is $450,250. Last political term, the Aotea / Great Barrier Local Board allocated budget to a project that has not been able to be completed this term. This project is expected to be delivered in the first half of the new financial year and the costs are not expected to impact on the Aotea / Great Barrier Local Board’s new allocation of $450,250.

4. In this report, Auckland Transport recommends that the Aotea / Great Barrier Local Board allocate $450,250 to three projects, being Blackwell Road berm repair ($11,000), Hector Sanderson Road walkway ($39,000) and the remaining budget ($400,250) to be put towards additional road seal extension work on Kawa and Motairehe Roads.

5. The indicative costs of the recommended projects are $450,250 which, if all the projects are confirmed, will utilise the full allocation in the board’s LBTCF.

6. AT requests the Aotea / Great Barrier Local Board to make timely decisions so that the confirmed projects can be planned for as resources and budget are expected to be constrained in the current political term.

Ngā tūtohunga

Recommendation/s

That the Aotea / Great Barrier Local Board:

a) allocate the Local Board Transport Capital Fund 2022-2025 as follows:

i) approve the allocation of $11,000 for the repair of the berm at Blackwell Drive alongside the property wall of 476 Shoal Bay Road with the installation of JakMat

ii) approve the allocation of $39,000 to reinstate approx. 160 m of geocell/JakMat stabilised walkway on Hector Sanderson Drive at the entrance to Claris Airfield

iii) approve the allocation of $400,250 or any remaining funds on completion of the above two projects, to additional road seal extensions at Kawa and Motairehe Roads.

Horopaki

Context

7. The LBTCF is an AT fund established in 2012 to allow local boards to deliver small projects in their local area that would not normally be prioritised by Auckland Transport. The indicative budget for Aotea / Great Barrier Local Board’s allocation of LBTCF for the 2022–2025 political term is $450,250.

Tātaritanga me ngā tohutohu

Analysis and advice

8. Workshops to gather suggestions for the LBTCF projects began with the Aotea / Great Barrier Local Board in February 2023. The first workshop sought to gather new ideas for worthwhile projects.

9. AT followed this up in May 2023 with a second workshop that provided board members with high-level costings for projects and the opportunity to highlight their priorities.

10. New projects as discussed in the May 2023 workshop and now considered for funding are noted below.

Project Details

Project	Description	Estimates
Blackwell Drive berm repair	There is no formal parking opposite the shops alongside the property wall of 476 Shoal Bay Rd. Vehicles park on the grass, damaging the berm. Proposed to install plastic geocell/JakMat - this is in stock and used at Claris Airfield for aircraft parking. Is an alternative to concrete gobi blocks.	$11,000.00
Hector Sanderson Rd walkway	Vehicles parked on bend of main road at entranceway to Claris Airfield (opposite Council Service Centre). Vehicles are parked on a partially formed footpath causing safety issues for pedestrians and road users. Options are to add a geocell/JakMat stabilised walkway for approx. 160m to align with no parking/ stopping signs that are proposed by AT. The idea will be to align the construction of these two projects.	$39,000.00
Road seal extension projects on Kawa and Motairehe Roads (previous LBTCF project)	To provide additional funding to complete the remaining section for seal extension. Already allocated $260k (FY22-23) for 800m. The remaining works are approx. 500m. (FY 23-26) is approx. $500k or any leftover budget could go towards extending the 22-23 scope.	$400,250.00

Tauākī whakaaweawe āhuarangi

Climate impact statement

11. Auckland Council has declared a climate emergency and has developed Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan.

12. AT therefore urges the Aotea / Great Barrier Local Board to consider prioritisation of projects that help reduce carbon emissions.

13. Two of the proposed projects above will encourage safe walking and will contribute to reducing carbon emissions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

14. Any engagement required with other parts of the council group will be carried out on an individual-project basis.

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

Local impacts and local board views

15. Aotea / Great Barrier Local Board discussed this programme of work at two workshops with AT in 2023. This report reflects the views of the local board as expressed in the workshops.

Tauākī whakaaweawe Māori

Māori impact statement

16. The actions being consider do not have specific impacts on Māori. Both AT and council are committed to meeting their responsibilities under Te Tiriti o Waitangi (the Treaty of Waitangi) and its broader legal obligations in being more responsible or effective to Māori. Auckland Transport’s Māori Responsiveness Plan outlines the commitment to 19 mana whenua tribes in delivering effective and well-designed transport policy and solutions for Auckland. We also recognise mataawaka and their representative bodies and our desire to foster a relationship with them. This plan is available on the AT website - https://at.govt.nz/about-us/transport-plans-strategies/maori-responsiveness-plan/#about.

17. Any AT project that requires consultation with iwi will include that activity within its project plan.

Ngā ritenga ā-pūtea

Financial implications

18. This report requires consideration of a significant financial commitment of up to $450,250 by the Aotea / Great Barrier Local Board.

19. The costs calculated are based on estimates only, and it is possible that costs on some projects may be under or over the estimations, once feasibility studies and concept designs are completed.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

20. There is a fully funded project from the last political term that still need to be delivered. As resources are constrained, and in order to complete this project from last term, AT may need to delay the investigation of new projects until while completing this project. This means that the timeframe for AT to come back to the local board for further decision-making with confirmed costs and concept designs for the new projects, is likely the first quarter of 2024.

21. Completing the project from last term is not expected to impact on the local board’s new budget but to be funded by budget carry-over.

22. There is a risk that some new projects may cost more than is budgeted in this report, but equally some projects may reduce in scope after further investigation work is carried out. This will be discussed with the local board once further investigation work is completed.

23. As resources and budgets are constrained, delaying decision making means that there is less time for planning for the investigation, design, and subsequent delivery of the projects that the local board wishes to progress. Timely decision making will provide the best opportunity for these projects to be delivered in the current political term.

Ngā koringa ā-muri

Next steps

24. AT will take note of the local board’s confirmed projects and come back to the local board after initial investigation, concept designs are completed and costs for the projects are better understood.

25. Concept designs and costs for the selected projects will be presented at local board workshops, and depending on the feedback received, they will then proceed to public consultation.

26. After public consultation, detailed design is completed and at this stage the local board will be requested to confirm the projects for delivery.

27. Throughout the concept and design process, AT will keep the local board updated and when a decision is required, a report will be made to a public meeting so the members can consider it and decide on next steps.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author	Beth Houlbrooke – Elected Member Relationship Partner North
Authorisers	Marilyn Nicholls – Acting Head of Community Engagement North Hub Janine Geddes – Acting Local Area Manager, Aotea / Great Barrier and Waiheke Local Boards

Aotea / Great Barrier Local Board

27 June 2023

Aotea / Great Barrier Island Localised Destination Management Plan (LDMP)

File No.: CP2023/08006

Te take mō te pūrongo

Purpose of the report

1. For the Aotea / Great Barrier Local Board to receive the Localised Destination Management Plan and commit to supporting the plan outcomes and assist in monitoring.

Whakarāpopototanga matua

Executive summary

2. Aotea / Great Barrier Local Board, Destination Great Barrier Island Trust and the local community have aspirations for a more sustainable, and regenerative approach to manage and attract visitors to their region in a way that honours the environment and maintains the island life. To guide the implementation of those aspirations a Localised Destination Management Plan (LDMP) was developed with funding support from Tātaki Auckland Unlimited (TAU) and the Ministry of Business, Innovation and Employment’s (MBIE) Strategic Tourism Assets Protection Programme (STAPP).

3. The purpose of this Localised Destination Management Plan (Attachment A) is to provide a roadmap for the future of the visitor economy on the island, set a sustainable projected direction forward and in doing so, attend to its residents needs and aspirations for a balance between visitor economy growth and its impacts.

4. This plan outlines a long-term vision for Aotea / Great Barrier Island as a destination and recommends actions to achieve this vision.

5. This is a ‘living document’ that will adapt to the environment in which it operates and will be amended as progress is made while ensuring its outcomes remain relevant and achievable.

6. It will continually be referred to, edited and updated by key stakeholders with an interest in the visitor economy on the island. It brings together elements of the overarching Destination AKL 2025 strategy and its guiding principles of kotahitanga (collaboration), kaititakinga (guardianship) and manaakitanga (hospitality or warm welcome).

7. In order to achieve and maintain the recommendations of the plan, staff request Aotea / Great Barrier Local Board to commit to supporting the plan and assist in monitoring.

Ngā tūtohunga

Recommendation/s

That the Aotea / Great Barrier Local Board:

a) receive the Aotea / Great Barrier Island Localised Destination Management Plan.

b) work with Tātaki Auckland Unlimited and key stakeholders to establish a Local Destination Management office or officer (DMO) that would work out of existing available space and/or a home base.

Horopaki

Context

8. The Destination Great Barrier Island Trust identified a need for the future of the island’s visitor economy sector to be better defined, with added focus on visitor number control and visitations impact management. Let by the Trust’s aspirations, in 2020 Tātaki Auckland Unlimited (TAU) appointed Aotea / Great Barrier as a key area within Tāmaki Makaurau Auckland where in order to attend to its residents needs and aspirations, a balance between visitor economy growth and its impacts needed to be achieved.

9. Stafford Strategy was engaged to complete this work due to its experience in destination management activity, including its vital role in the development of the Destination AKL 2025 strategy.  

10. The plan focuses on tourism reset and provides a unique opportunity for mana whenua, the Aotea / Great Barrier community, DOC, local government and tourism industry stakeholders to impellent a sustainable growth approach aiming to preserve what makes Aotea / Great Barrier a special place for future generations.

Tātaritanga me ngā tohutohu

Analysis and advice

11. The Aotea / Great Barrier Island Localised Destination Management Plan was developed through an extensive stakeholder consultation process including guidance and input from Ngāti Rehua Ngātiwai ki Aotea Trust, Aotea / Great Barrier Local Board, Destination Great Barrier Island Trust, Department of Conservation and Tātaki Auckland Unlimited. A complete list of stakeholders can be found in the Destination Management Plan itself.

Tauākī whakaaweawe āhuarangi

Climate impact statement

12. The visitor economy sector puts pressure on the environment.

The need for communities to respond to climate challenges in accordance with Auckland’s climate targets are outlined in Tāruke-ā- Tāwhiri: Auckland’s Climate Plan, and two key TAU-led sustainability strategies: the Destination AKL 2025 www.aucklandnz.com/destinationakl and the Destination AKL Recovery Plan (DARP)76.

The above scripts recognise the necessity for:

· A better understanding of the strengths and weaknesses of Tāmaki Makaurau Auckland’s visitor economy, in terms of emissions and sustainability more broadly;

· Leadership and an action plan, developed in collaboration with the sector, to guide the visitor economy’s recovery towards a more resilient, adaptable and low impact (regenerative) sector.

13. A high-level ‘roadmap for change’ has therefore been developed to support the sector’s transition towards being regenerative, setting out key evidence-based actions that will reduce emissions resulting from the visitor economy and support the sector to operate in a more sustainable manner.

14. Auckland's Sustainable Visitor Economy: Towards A Low-Carbon, Sustainable Future77 includes baseline data (or, where are we now?), and a plan of action (what changes will we make?) which were stress-tested by TAU and organisations from the visitor economy. The report finishes with brief recommendations about how TAU can take these actions forward and ensure that progress is made.

15. While ‘sustainable tourism’ aims to have no negative impact on a place, regenerative tourism’ aims to have a net-positive effect. Under regenerative tourism, visitors travel with the intent of leaving a destination in a better position than it was before they arrived.

This LDMP has taken the following into account:

16. Tourism must add more than only economic value, it must actively enrich our communities and help protect and restore our environment.

17. Building a regenerative model for the visitor economy sector is important for ensuring the long-term sustainability and resilience of tourism. As tourism is a significant sector of the island economy building a regenerative tourism sector will also contribute to wider efforts to decarbonise our economy.

18. Regenerative tourism will ensure that visitors to Aotea / Great Barrier have a positive impact on our community with an aim to leave as storytellers who are able to share our unique culture and heritage with their family/friends and the world.

19. Regenerative tourism will play a central role in the refresh of Destination AKL 2025, with information gleaned from the process of creating this plan and other regions within Tāmaki Makaurau Auckland forming part of this refresh.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

20. Other council organisations consulted with this programme include:

· Auckland Transport,

· Auckland Regional Parks / Glenfern Trust and Sanctuary

· Auckland Council

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

Local impacts and local board views

21. This LDMP will help the board and key stakeholders decide the type of visitor and tourism the island wants and the benefits they would like to receive from the visitor economy.

During this process, the local board has been actively involved in the consultation process, helping to identify the islands unique attributes, assets, challenges, and opportunities. Alongside the local board organisations such as Ngāti Rehua Ngātiwai ki Aotea Trust, Destination Great Barrier Island, Department of Conservation (DOC) and Regional Parks have also inputted to the process along with a robust response from the community on the island through a public survey. This feedback has been evaluated and has offered the local board and the visitor economy on the island advice for action. There are six key priority recommendations to be agreed upon and action to be taken in the following six-twelve months.

The first key recommendation for the board to address alongside Tātaki Auckland Unlimited and others is the appointment of an individual to work upon the feasibility of a Localised Destination office/r to drive the recommendations in the plan.

Tauākī whakaaweawe Māori

Māori impact statement

22. High levels of care and consideration have been taken in the development of this plan and in engaging mana whenua and Māori communities. Timings that best align to iwi priorities will guide this process therefore engagement will vary, led by iwi priorities.

23. We would like to acknowledge the leaders guiding this kaupapa for Ngāti Rehua - Ngāti Wai ki Aotea Trust, Martin Cleave (Ngāti Wai Trust Board), Jeff Cleave, Jan Piahana (Kawa Marae), Peter Hoey (Motairehe Marae), Darren Cleave (Motairehe Marae), Hori Parata (Kāhui kaumatua) and Opo Ngawaka – Chair of Ngāti Rehua - Ngāti Wai ki Aotea who met with consultants and TAU representatives.

24. Conversations with the above leaders have helped guide the recommendations and opportunities that have been highlighted in this LDMP.

Ngā ritenga ā-pūtea

Financial implications

25. The setting up of the destination management office/r (DMO) will incur some financial input from the local board. Initial annual investment of $10-15K for the first three-year period in which the project is getting established is advised. Once the project enters a second phase of maturity, it is recommended that expenses incurred by the office maintenance are looked to be covered through contributions sought from key stakeholders.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

26. There is a significant risk to the success of the localised Destination Management Plan if the local board does not commit to supporting the plan or the setting up of the destination management office/r to assist in the delivery and monitoring of the plan.

Ngā koringa ā-muri

Next steps

27. Following receipt by the local board Tātaki Auckland Unlimited will release the plan to the community through the Barrier Bulletin, social media, on Tātaki Auckland Unlimited Industry website and with hard copies at the library.

28. Tātaki Auckland Unlimited will set up a meeting with the local board and key stakeholders to discuss the DMO set up and implementation.

Ngā tāpirihanga

Attachments