Agenda of Devonport-Takapuna Local Board

No.	Title	Page
a ⇩	Notice of Motion - George Wood - Dredging in the Rangitoto Channel	11

Devonport-Takapuna Local Board

18 July 2023

Local Board Transport Capital Fund

File No.: CP2023/09440

Te take mō te pūrongo

Purpose of the report

1. To seek approval for the allocation of the 2023-2025 Devonport-Takapuna 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 Devonport Takapuna 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 Devonport-Takapuna Local Board this political term is $1,514,302.

4. Last political term, the Devonport Takapuna Local Board resolved $1,200,000, almost the entirety of its LBTCF, to the Francis to Esmonde walking and cycling connection. . This project has not progressed in this term.

5. AT is requesting that the Governing Bodycarry forward the previous terms funding to the 2023-2025 term. However the outcome of this proposal is dependent on decisions in the current budget rounds.

6. If AT is successful in securing the rollover of the previous term LBTCF funding the Devonport-Takapuna Local Board could consider where this is to be allocated to at a future date.

7. Following discussions with the Devonport-Takapuna Local Board to identify projects it would like to deliver the indicative cost of all the listed projects is estimated to be roughly $3,090,000 which, means that there is insufficient funding to proceed with all the projects on the longlist.

8. In this report, Auckland Transport recommends that the Devonport-Takapuna Local Board allocate the current $1,514,302 to projects, workshopped with the Local Board on 6^th June, being Aberdeen Road raised pedestrian crossing, pedestrian crossing on Forrest Hill Road near Blakeborough Drive, Victoria Road upgrade pavers, Kitchener Road Bus stop upgrade, Hamana Street speed calming and any balance of funding to 120 Sycamore Drive pedestrian refuge upgrade to zebra crossing.

9. The projects noted below may decrease in cost if during investigation a lesser intervention is considered desirable.

10. AT requests the Devonport-Takapuna 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 Devonport-Takapuna Local Board:

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

i) approve the allocation of $375,000. to the raised pedestrian crossing at 100 Aberdeen Rd.

ii) approve the allocation of $600,000. to the pedestrian crossing at 224 Forrest Hill Road near Blakeborough Drive.

iii) approve the allocation of $30,000. to the upgrade of pavers north of Flagstaff Terrace on Victoria Road.

iv) approve the allocation of $60,000. to the bus stop upgrade at 50 Kitchener Road.

v) approve the allocation of $180,000. to speed calming measures at the junctions of Seacliffe Avenue, Hamana Street and Old Lake Road.

vi) approve the balance of $269,302 to the upgrade of the pedestrian refuge to a zebra crossing at 120 Sycamore Drive.

Horopaki

Context

11. 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 Devonport-Takapuna Local Board’s allocation of LBTCF for the 2022–2025 political term is $1,514,302.

Tātaritanga me ngā tohutohu

Analysis and advice

12. Workshops to gather suggestions for the LBTCF projects began with the Devonport Takapuna Local Board in early 2023. The first workshop sought to gather new ideas for worthwhile projects as well as present some suggestions from members of the public or from local schools.

13. AT followed this up on 6^th June 2023 with a second workshop that provided board members with high-level costings for projects and the opportunity to highlight their priorities.

14. Projects as discussed in the June 2023 workshop and now considered for funding are noted below.

Proposed Previous resolved LBTCF Project Details

Project	Description	Estimates
Francis to Esmonde walking cycling Bridge	$1,200,000 was resolved for this project in the previous Local Board term after the Covid budget cuts but this project has not progressed due to no funding being available for construction as well as tfurther Mana Whenua engagement.

Details of Proposed New Projects Recommended by AT

Project	Description	Estimates
Aberdeen Road – Raised pedestrian crossing	Proposed raised crossing at 100 Aberdeen Road Campbells Bay	$375,000.
Pedestrian Crossing on Forrest Hill Road near Blakeborough Drive	Proposed raised crossing at 224 Forrest Hill Road, Forrest Hill	$600,000.
Victoria Road, Devonport pavers	Proposed upgrade to replace pavers in the Devonport Towncentre	$30,000.
Kitchener Road Bus stop upgrade	50 Kitchener Road, Milford. Bus stop improvements.	$60,000
Hamana Street speed calming	From 90 Seacliffe Ave to Hamana Street/Old Lake Road intersection	$180,000
120 Sycamore Drive pedestrian refuge upgrade to a Zebra Crossing	Proposed upgrade to crossing at 120 Sycamore Drive	$375,000. estimated cost
Total		$1,514,302

Further Projects raised by Board members at June 23 workshop

Project	Description	Estimates
Raised wide Pedestrian crossing at Narrowneck opposite café and outside the carpark at 2A Old Lake Road, Narrowneck.	Proposed raised crossing between carpark and café beach access. Potential bus stop relocation	$400,000
Upgrade of Lake Road Pavers in Takapuna towncentre	Proposed upgrade of pavers between Byron Ave and up to Shore City shopping mall, similar to Hurstmere Road upgrade. Cost estimate based on previous similar project.	$2,600,000

Details Proposed Projects Not Recommended by AT to be funded from LBTCF this term

Project	Description	Estimates
Wairau Estuary Boardwalk	This is an an Auckland Council Community Services Department Project. The last concept design was done in 2019 and at the time the boardwalk was estimated just over $2 million. Based on the market cost increases over the years it is likely to cost around $3 million which is beyond the boards budget for the term.	$3,000,000.
Albert Road Raised Zebra Crossing	20 Albert Road, Devonport. Albert Road/Church Street/Everest Street intersection	$375,000.
Castor Bay Road Intersection with Beach Road – Raised Crossing	80 Beach Road replace at grade crossing with a raised pedestrian crossing. This is a high-risk project due to stormwater issues. A higher cost escalation is expected.	$500,000.
Pedestrian Crossing in East Coast Road Upgrade.	271 East Coast Road, Mairangi Bay near the bus stop set by Dreaver Way.	$600,000

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

16. AT therefore urges the Devonport-Takapuna Local Board to consider prioritisation of projects that help reduce carbon emissions.

17. Most of the proposed projects above will encourage either safe walking or cycling and will contribute to reducing carbon emissions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

18. 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

19. Devonport-Takapuna Local Board discussed this programme of work at two workshops with AT in 2023. This report includes the projects the local board asked to be included in the workshops.

Tauākī whakaaweawe Māori

Māori impact statement

20. The actions being considered 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 Maori 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.

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

Ngā ritenga ā-pūtea

Financial implications

22. This report requires consideration of a significant financial commitment of up to $1,514,302 by the Devonport-Takapuna Local Board.

23. The costs calculated are based on estimates and it is possible that costs on some projects may be under or over the estimations.

24. This is only a small buffer, but some projects may scale down once feasibility studies and concept designs are completed.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

26. 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. For instance, some sites may merit pedestrian refuges rather than raised crossings. This will be discussed with the local board once further investigation work is completed.

27. 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

28. 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.

29. 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.

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

31. 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 the next steps.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Marilyn Nicholls – Elected Member Relationship Partner

Authorisers

Matthew Ah Mu – Programme Support Manager, Local Boards

Trina Thompson - Local Area Manager

Devonport-Takapuna Local Board

18 July 2023

Approval of the 2023/2024 Devonport-Takapuna Local Board Infrastructure and Environmental Services Work Programme

File No.: CP2023/08801

Te take mō te pūrongo

Purpose of the report

1. To approve the 2023/2024 Devonport-Takapuna Local Board’s Infrastructure and Environmental Services work programme.

Whakarāpopototanga matua

Executive summary

1. This report presents the Devonport-Takapuna Local Board’s Infrastructure and Environmental Services work programme and associated budgets for approval for the 2023/2024 financial year.

2. 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.

3. The work programme responds to the outcomes and objectives identified in the Devonport-Takapuna Local Board Plan 2020.

4. 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, reductions have been required to the programme that was approved in principle from through the 2022/2023 allocation report. These reductions were workshopped with the board in May and June 2023 and adjusted following feedback received.

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

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

· Pupuke Birdsong Project – Takapuna - $70,000

· Restoring Takarunga Hauraki – Devonport - $70,000

· Wairau Estuary enhancement planting - $20,000

7. The proposed work programme has a total value of $160,000, which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2023/2024 financial year.

8. The proposed work programme also includes $1,159,000 in regionally funded asset-based services capital expenditure for the following coastal renewals programmes:

· Milford Beach Front Reserve – renew the seawall stairs - $39,000

· Wairau Estuary Reserve (Milford Marina) – repair timber seawall - $1,120,000

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

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) whakaae / 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
Pupuke Birdsong Project - Takapuna	$70,000
Restoring Takarunga Hauraki – Devonport	$70,000
Wairau Estuary enhancement planting	$20,000
Total	$160,000

b) tuhi ā-taipitopito / note the allocation of $1,159,000.00 regionally funded asset-based services capital expenditure budget towards the Milford Beach Front Reserve – renew the seawall stairs and Wairau Estuary Reserve (Milford Marina) – repair timber seawall programme in the 2022/2023 financial year.

Horopaki

Context

1. 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).

2. In June 2023, the Governing Body adopted the council’s 2023/2024 budget, which has reduced some council budgets including local board budgets. This was workshopped with the board in May and June 2023.

1. The proposed work programme responds to the outcomes and objectives identified in the Devonport-Takapuna Local Board Plan 2020. The specific objective(s) reflected in the work programme are/is:

· improve water quality in our marine environment, the Wairau Catchment and Lake Pupuke

· eliminate or control plant and animal pests to allow native trees and birds to thrive

· community facilities are fit for purpose

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

· Wairau Estuary Enhancement

· Restoring Takarunga Hauraki Pest Free Plain 2017

· Pest Free Takapuna North Plan 2019

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

3. 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

4. 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 Devonport-Takapuna Local Board Plan 2020 environmental objectives, as detailed above.

5. 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.

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

7. The proposed activities for delivery as part of the board’s 2023/2024 Infrastructure and Environmental Services work programme are detailed below, alongside indicative plans and budgets for the 2023/2024 financial year:

Pupuke Birdsong project - Takapuna $70,000

8. The local board has indicated its continued support for the Pupuke Birdsong project, previously called the Pest-free environmental coordinator (Takapuna). The local board funded $50,000 towards this programme in 2022/2023.

9. The Pupuke Birdsong project will continue to empower and mobilise residents, volunteers, landowners, community groups, schools, iwi and hapū to protect and enhance native biodiversity from Sunnynook in the north to Hauraki Corner in the south.

10. They will provide guidance, support, and resources to remove pest animals and plants, increase native urban Ngāhere and organise community conservation education initiatives.

11. Staff recommend the board allocate $70,000 towards the programme in 2023/2024.

Restoring Takarunga Hauraki - Devonport $70,000

12. The local board has indicated its continued support for the Restoring Takarunga Hauraki project, previously called the Pest-free environmental coordinator (Devonport). The local board funded $60,000 towards this programme in 2022/2023.

13. Restoring Takarunga Hauraki will continue to empower and mobilise residents, volunteers, landowners, community groups, schools, iwi and hapū to protect and enhance native biodiversity throughout Takarunga Hauraki (Devonport Peninsula).

14. They will provide guidance, support and resources to remove pest animals and plants, increase native urban ngāhere, and organise conservation and eco-literacy education initiatives.

15. Staff recommend the board allocate $70,000 towards the programme in 2023/2024.

Wairau Estuary enhancement planting $20,000

16. The board contributed $20,000 to this programme in the 2020/2021, 2021/2022 and 2022/2023 financial years to undertake initial native planting as part of the first portion of the Wairau Estuary Enhancement Plan.

17. The Wairau Estuary Enhancement Plan was developed to address the community's aspirations to improve the health of this highly degraded body of water. The plan identified options to restore the estuary including native planting, weed management and erosion mitigation works.

18. Restoration works would continue through the planting and maintenance of the riparian zones this financial year due to plants affected by the storms and flooding.

19. Staff recommend that the board allocate $20,000 towards the next stage of the programme to continue native planting and weed management.

Tauākī whakaaweawe āhuarangi

Climate impact statement

20. 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.

21. 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.

22. 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
Pupuke Birdsong Project - Takapuna	Community planting and pest management initiatives will increase the number of native plants available to sequester carbon in the local board area. This will also contribute to increasing canopy cover which will aid in the cooling of urban areas.
Restoring Takarunga Hauraki – Devonport
Wairau Estuary enhancement planting	Freshwater ecosystems provide many ecosystem services such as flood mitigation (increasing resilience to climate impacts), habitat for native biodiversity and carbon sequestration of emissions (through riparian planting). These services are enhanced when the ecosystems are enhanced.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

23. 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.

24. In particular, the attached Infrastructure and Environmental Services work programme reflects the integrated activities developed Environmental Services and Healthy Waters.

25. The Restoring Takarunga Hauraki – Devonport and Pupuke Birdsong Project – Takapuna work in conjunction with Tūpuna Maunga o Tāmaki Makaurau Authority for any biodiversity restoration co-management of Maungauika. In addition, the coordinators will work with Parks and Community Facilities.

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

Local impacts and local board views

26. The projects proposed for inclusion in the board’s Infrastructure and Environmental Services work programme will have positive environmental outcomes across the Devonport-Takapuna Local Board area. Particular focus areas for the 2023/2024 work programme include the Wairau Estuary and waterways that feed into Ngataringa Bay and Shoal Bay.

27. The projects noted above align with the 2020 local board plan outcomes ‘Environment and Heritage’ and ‘Parks, facilities, and open spaces’. The proposed work programme has been considered by the local board in a series of workshops from November 2022 to June 2023. The views expressed by local board members during the workshops have informed the recommended work programme.

Tauākī whakaaweawe Māori

Māori impact statement

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

29. 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.

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

31. 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

Māori outcome description

Pupuke Birdsong Project - Takapuna

Te reo Māori

Kaitiakitanga

Māori identity and culture

These programmes will continue to work alongside marae (Te Taua Moana Marae and He Manu Hopukia Marae), iwi (Ngāti Whātua Ōrākei) and the Tūpuna Maunga Authority to share knowledge of mātauranga Māori and to undertake planting and pest management activities. Te reo Māori is also used whenever possible in presentations and community outreach.

Restoring Takarunga Hauraki – Devonport

32. 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

33. The proposed environment work programme for 2023/2024 totals to $160,000 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.

34. The proposed work programme also includes $1,159,000 in asset-based services capital expenditure for the coastal renewals programmes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

35. 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.

36. Risks and mitigations for new activity lines were considered during the scoping phase. There may be risks associated with trialling a new activity for the first year. These will be continually assessed and reported to the local board.

37. 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.

38. 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
Pupuke Birdsong Project - Takapuna	These programmes are dependent on landowner and community support for and willingness to undertake restoration action.	The coordinators have been undertaking work in these areas for multiple years. Both the Devonport and Takapuna pest-free coordinators have established significant community buy-in.	Low
Restoring Takarunga Hauraki – Devonport			Low
Wairau Estuary enhancement planting	This programme is dependent on securing the right contractor who has the expertise and ability to empower and motivate the community.	A contractor with a track record of delivering these works has already been identified (from the previous year’s work) and has indicated they wish to continue in this role.	Low

39. 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

40. 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.

41. 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 ⇩	2023/2024 Devonport - Takapuna Infrastructure and Environmental Services work programme	33

Ngā kaihaina

Signatories

Author

Brandii Stephano - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Trina Thompson - Local Area Manager

Devonport-Takapuna Local Board

18 July 2023

Approval of the 2023/2024 Devonport-Takapuna Local Board Customer and Community Services work programme

File No.: CP2023/09155

Te take mō te pūrongo

Purpose of the report

1. To approve the 2023/2024 Devonport-Takapuna Local Board Customer and Community Services work programme and its associated budget (Attachment A).

Whakarāpopototanga matua

Executive summary

2. This report presents the 2023/2024 Devonport-Takapuna 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 Devonport-Takapuna 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, and where relevant, the potential options for the provision of Early Childhood Education (ECE) services.

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 July 2023, the local board will receive quarterly progress updates on the delivery of the 2023/2024 work programme.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) approve the 2023/2024 Customer and Community Services work programme and its associated budget (Attachment A to the agenda report).

b) approve in principle the 2024/2025 and 2025/2026 Customer and Community Services – Parks and Community Facilities only work programme (Attachment A to the agenda report).

c) approve the Risk Adjusted Programme projects identified in the 2023/2024 Customer and Community Services work programme (Attachment A to the agenda report).

d) 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

Description automatically generated

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 2020 Local Board Plan outcomes:

· Outcome 1 - Environment and heritage

· Outcome 2 - Parks, facilities, and open spaces

· Outcome 3 - Community participation and wellbeing

· Outcome 4 - Transport and access

· Outcome 5 - Opportunity, prosperity, and growth

· Outcome 6 - Māori values Ngā tikanga a te Māori

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.

36. Table two highlights the new activities in the work programme:

Table two: Work programme activities that are new

ID	Activity name	Lead department	Budget
3939	Community Activator Raki	CCS: Connected Communities – Community Delivery	$103,000
3940	Community Activator Taitonga	CCS: Connected Communities – Community Delivery	$98,000
3951	Placemaking - Waiwharariki ANZAC Town Square	CCS: Connected Communities – Community Delivery	$50,000
3997	27 Lake Rd assessment	TBC	$10,000
3996	Walking/cycling guide	TBC	$15,000
TBC	Volunteer/good citizen recognition event	TBC	$10,000
1336	Investigation works - Takapuna Library and Community Hub	TBC	$100,000
TBC	Supporting businesses outside the BID areas	TBC	$2,500
4000	Investigations into Rahopara Pa history	TBC	$10,000
3854	Food security initiatives	CCS: Connected Communities – Community Delivery	$20,000
3821	Play Advocacy	CCS: Active Communities – Sport and Recreation	$5,000
40162	Achilles Reserve - renew sports surface area	CCS: Parks and Community Facilities – Project Delivery	$0
37704	Balmain Reserve public toilet facility renewal	CCS: Parks and Community Facilities – Project Delivery	$0
37707	Bayswater Park playground, paths and fence renewal	CCS: Parks and Community Facilities – Project Delivery	$0
42582	Castor Bay Reserve - new stairs from grass reserve to beach	CCS: Parks and Community Facilities – Project Delivery	$0
42583	Devonport cemeteries improvements	CCS: Parks and Community Facilities – Project Delivery	$0
40213	Devonport Community House - renewal of internal gutters	CCS: Parks and Community Facilities – Project Delivery	$90,000
37706	Devonport-Takapuna - car park renewals	CCS: Parks and Community Facilities – Project Delivery	$10,000
42270	Devonport-Takapuna - community buildings investigation and minor capital works	CCS: Parks and Community Facilities – Project Delivery	$65,000
40144	Devonport-Takapuna - lighting for safety improvements in parks and reserves	CCS: Parks and Community Facilities – Project Delivery	$5,000
42575	Devonport-Takapuna - new swimming pontoons	CCS: Parks and Community Facilities – Project Delivery	$0
40180	Devonport-Takapuna - remediate storm effected assets	CCS: Parks and Community Facilities – Project Delivery	$118,200
40147	Devonport-Takapuna - renew park furniture, fixtures and play items 2025/2026	CCS: Parks and Community Facilities – Project Delivery	$0
40141	Devonport-Takapuna - Swimming Pontoon renewal	CCS: Parks and Community Facilities – Project Delivery	$45,000
40321	Devonport-Takapuna - upgrade renewal playground with sun shades, chatterbox seat and water fountains	CCS: Parks and Community Facilities – Project Delivery	$0
37701	Devonport-Takapuna -automatic door renewals	CCS: Parks and Community Facilities – Project Delivery	$25,000
42581	Milford Beach Front reserve - pathway between playground and toilets	CCS: Parks and Community Facilities – Project Delivery	$0
42580	Milford Beach front reserves - road end upgrades investigation	CCS: Parks and Community Facilities – Project Delivery	$0
42546	Milford Beach to Takapuna path renewal and hoggin path at Takapuna campground	CCS: Parks and Community Facilities – Project Delivery	$0
37708	Mount Cambria Reserve - renewal of park assets	CCS: Parks and Community Facilities – Project Delivery	$0
26462	Sunnynook Community Centre - replace Tawa room floor	CCS: Parks and Community Facilities – Project Delivery	$0
39953	Takapuna Pool and Leisure Centre - renew assets as identified in building assessment	CCS: Parks and Community Facilities – Project Delivery	$50,000
39960	Windsor Reserve water feature renewal	CCS: Parks and Community Facilities – Project Delivery	$25,000

37. Table three highlights the activities that were approved in principle in June 2022 but have stopped, or proposed activities that did not start, and are therefore not included in the 2023/2024 work programme:

Table three: Work programme activities that have been removed from the work programme

Previous ID	Activity name	Lead department
1216	Additional hours to network standard - Locally Driven Initiatives (LDI) - Devonport -Takapuna	CCS: Connected Communities – Community Delivery
1219	Tātou Belonging - we bring communities together Devonport Community Library Meeting Room Hire - Devonport -Takapuna	CCS: Connected Communities – Community Delivery
92	Community Development: Takapuna North	CCS: Connected Communities – Community Delivery
96	Community Development: Devonport Peninsula	CCS: Connected Communities – Community Delivery
104	Local civic events Devonport-Takapuna	CCS: RSS – Events
101	Devonport Peninsula Trust Events	CCS: RSS – Events
99	Takapuna North Community Trust Events	CCS: RSS – Events
693	Devonport-Takapuna: Te Kete Rukuruku (Māori naming of parks and places) Tranche Two	CCS: RSS – Māori Outcomes

Financial impacts and constraints

38. 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.

39. 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.

40. 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.

41. 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.

42. 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.

43. 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.

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

45. Individual reduction targets for local boards have been allocated based on the Local Board Funding Policy.

Māori Outcomes

46. 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).

47. 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.

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

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

50. Table four shows the outcomes, objectives and key initiatives from the local board plan that recognise these areas of common interest.

Table four: Local board plan Māori outcomes, objectives and initiatives

Outcomes	Objectives	Initiatives
Environment and heritage	· Improve biodiversity outcomes and mitigate effects of carbon emissions	· Protect our existing tree canopy on public land and plant new trees, whenever possible.
Parks, facilities, and open spaces	· Our parks and open spaces feel safe and welcoming	· We will consider all options to improve our existing parks and places to make them safer, more attractive, and usable. · Work with local communities when developing or renewing community spaces to gain their input into design, landscaping, street furniture and play equipment so that these spaces reflect the diversity and identity of each area
Community participation and wellbeing	· Communities feel safe, connected, and have access to services, programmes and activities that create a sense of wellbeing and belonging	· Reduce barriers to participation e.g. cost, accessibility or easy to find information on what is available in the area. · Fund and support our local community groups to deliver activities and events that respond to their own community’s needs. · Target contestable grants to organisations that deliver the outcomes promoted in the local board plan. · Use contract grants to fund and support our valued arts venues, community houses and community service providers in delivering activities people want and need.
Māori values Ngā tikanga a te Māori	· Māori communities are actively engaged to build a sense of belonging · Celebrate Māori culture and support te reo Māori to flourish	· Work alongside mana whenua and other organisations to tell Māori narratives on story boards at significant sites in our built and natural environment. · Continue support and funding of the Taha Māori initiative to build strong relationships that enable dialogue and a shared sense of belonging. · Work with mana whenua and mataawaka to identify and progress areas of importance to Māori and the local community. · Work with the Tūpuna Maunga o Tāmaki Makaurau Authority to increase understanding of the cultural significance of Takarunga / Mount Victoria and Maungauika / North Head. · Work with mana whenua to deliver Te Kete Rukuruku, the dual naming of parks and reserves to celebrate and share stories that showcase our unique Māori identity and heritage. · Māori language is promoted and visible in the programmes and services delivered from libraries, community facilities and leisure centres.

51. 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.

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

53. 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.

54. The work programme includes activities that have an objective to deliver outcomes for and with Māori. Attachment B sets out the activities in the work programme that aim to achieve high Māori outcomes in one or more of the strategic priority areas.

55. Table five shows the strategic priority areas and alignment to Kia Ora Tāmaki Makaurau outcomes.

Table five: 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

56. 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.

57. 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.

58. 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

59. 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.

60. Table six outlines the different budget types and their purpose in funding the work programme.

Table six: 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

Capital projects and budgets

61. The capital projects to be delivered in the Devonport-Takapuna Local Board area, together with identified budgets and main funding sources, are shown in Attachment A.

62. The budgets associated with the capital works programme are estimates only, costs are subject to change and may need to be refined as the project progresses through the design and delivery process. Once activity details are more clearly defined, staff will update the work programme for approval in subsequent years.

Risk Adjusted Programme

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

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

65. 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

66. 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.

67. Local boards have 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.

Process for changes to the approved work programme

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

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

70. 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.

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

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

73. 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.

74. 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

75. 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.

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

77. 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.

78. 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.

79. 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.

80. 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.

81. 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.

82. 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.

83. 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.

84. The activities in the Devonport-Takapuna Local Board work programme identified as having a positive or negative impact on climate change are outlined in Attachment C.

85. 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

86. 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.

87. 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.

88. 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

89. 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.

90. 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.

91. 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

92. 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.

93. Attachment B shows local board projects or programmes that are ranked as delivering ‘high or moderate’ Māori outcomes. They involve ongoing collaboration with Māori or are delivered by Māori.

94. Projects or programmes in Attachment A may also contribute to Māori outcomes but are not highlighted as they are identified to have a low or no impact.

95. 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.

96. 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

97. 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.

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

99. 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.

100. Table seven summarises the budget sources and allocation for each work programme financial year.

Table seven: Devonport-Takapuna Local Board budget allocation

Local budgets	2023/2024 (approve)	2024/2025 (approve in principle Parks & Community Facilities only)	2025/2026 (approve in principle Parks & Community Facilities only)
Operational (Opex): Locally Driven Initiatives (LDI)	1,060,534	0	0
Opex: Asset Based Services (ABS)	11,393,035	0	0
Capital (Capex): Local Asset Renewals - Budget (ABS)	4,786,219	4,293,412	6,047,311
Capex: Local Asset Renewals - Proposed Allocation (ABS)	4,293,560	4,292,450	6,045,735
Advanced Delivery RAP*	492,631
Capex: Local Asset Renewals - Unallocated budget (ABS)	29	962	1,576
Capex: Locally Driven Initiatives (LDI) – Budget	168,000	432,664	661,916
Capex: Locally Driven Initiatives (LDI) - Proposed Allocation	127,702	432,000	458,000
Advanced Delivery RAP*	6,719
Capex: Locally Driven Initiatives (LDI) - Unallocated budget	33,579	664	203,916
Capex: Growth projects Allocation	0	0	0
Capex: Coastal projects Allocation	0	0	0
Capex: Slips Prevention projects Allocation	0	0	0
Capex: Specific Purpose Funding - Allocation	0	0	0
Capex: One Local Initiative	0	0	0
Capex: Long-term Plan discrete	0	0	0
Capex: Natural Environment Targeted Rate	0	0	0
Capex: External Funding Allocation	150,000	0	0
TOTAL ALLOCATIONS	4,571,262	4,724,450	6,503,735

* See paragraphs 63 to 65 for RAP explanation

101. 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.

102. 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

103. 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 18 July 2023. Approval of the work programme later into the financial year will result in delays to delivery.

104. 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.

105. 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.

106. 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.

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

Table eight: 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

108. Delivery of the Customer and Community Service work programme is scheduled to start on 19 July 2023 and continue until 30 June 2024.

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

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

111. 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

No.	Title	Page
a ⇩	Customer and Community Services Work Programme 2023-2024	53
b ⇩	Māori Outcomes	85
c ⇩	Climate Impacts	95

Ngā kaihaina

Signatories

Authors

Justine Haves - General Manager Regional Services & Strategy

Mirla Edmundson - General Manager Connected Communities

Dave Stewart - General Manager Active Communities

Taryn Crewe - General Manager Parks and Community Facilities

Tania Pouwhare - General Manager Community & Social Innovation

Authorisers

Claudia Wyss - Director Customer and Community Services

Trina Thompson - Local Area Manager

Devonport-Takapuna Local Board

18 July 2023

Council-controlled organisation update on work programme items (Apr-Jun 2023) and expected milestones (Jul-Sep 2023)

File No.: CP2023/08464

Te take mō te pūrongo

Purpose of the report

1. To provide the Devonport-Takapuna Local Board with a council-controlled organisation (CCO) update on the work programme (Apr-Jun 2023) and expected milestones and engagement approaches in its area for Quarter One (Jul-Sep 2023).

Whakarāpopototanga matua

Executive summary

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

3. Local boards and CCOs were expected to review the joint engagement plans (CCO responsibilities and local board commitments) in June 2023. Due to annual budget impacts and CCO staff restructures, this review is now recommended to occur in September 2023.

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

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

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

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

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

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

8. This report provides a formal update on the CCO work programme items from April to June 2023 and the engagement approach and anticipated milestones for Quarter One (Jul-Sep 2023).

9. The Devonport-Takapuna Local Board will receive the next update in October 2023 which will include an update on projects from Quarter One (Jul-Sep 2023) and expected milestones and engagement approaches for work in Quarter Two (Oct-Dec 2023).

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) whiwhi / receive the council-controlled organisation update on the work programme (Apr-Jun 2023) and anticipated milestones and engagement approaches for Quarter One (Jul-Sep 2023).

Horopaki

Context

What are CCO Local Board Joint Engagement Plans?

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

· help cement CCO and local board relations

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

· coordinate CCO actions better at the local level.

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

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

13. This report does not update the CCO responsibilities and local board commitments. Local boards were expected to revise their engagement plans in June 2023. Due to annual budget impacts and CCO staff restructures, this is now recommended to occur in September 2023.

What are the CCO work programme items?

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

15. The work programme is not a full list of projects in the Devonport-Takapuna Local Board area. It includes work programme items for engagement purposes. Providing local boards with the CCO work programme addresses the 2020 CCO Review’s recommendation to coordinate CCO actions better at the local level.

16. As per the joint engagement plans:

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

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

17. Each work programme item records an engagement approach with the local board, activity status, updates and milestones anticipated for the next quarter.

18. The CCO work programme is intended to be reported through a local board business meeting quarterly for clarity and transparency. These updates may include the following types of changes:

· new work programme items and proposed engagement level

· changes to the engagement approach with the local board

· updates to status or anticipated milestones during the next quarter.

19. The work programme and engagement approach are workshopped regularly between CCOs and local boards to identify and maximise opportunities for good community outcomes within the local board area.

20. The engagement approach is based on the International Association for Public Participation (IAP2) standards which are provided in Table 1 below. Note that the “involve” and “empower” categories are not included in the CCO reporting as decided when the joint engagement plans were adopted.

Table 1: International Association for Public Participation (IAP2) Engagement Approach Levels

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

21. Local boards received the last update to the CCO work programme and engagement approach in April 2023.

Tātaritanga me ngā tohutohu

Analysis and advice

22. The following sections list changes since April 2023 to the CCO work programme for any:

· completed work programme items

· new work programme items

· changes to engagement levels.

Auckland Transport

Completed work programme items since April 2023

23. Auckland Transport has completed the following work programme items:

· Northcote Road/The Avenue Takapuna Normal Intermediate School Intersection

New work programme items since April 2023

24. There are no new work programme items to report.

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

Tātaki Auckland Unlimited

Completed work programme items since April 2023

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

· Sharing economic data and analysis – local economic overviews

· Supporting local boards Locally Driven Initiatives

New work programme items since April 2023

27. There are no new work programme items to report.

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

Eke Panuku Development Auckland

New work programme items since April 2023

29. Eke Panuku Development Auckland has added a new project to the work programme:

· Takapuna Market – Seek expressions of interest to operate a market at Waiwharariki.

· Eke Panuku Development Auckland ‘s work programme items are provided in Attachment C.

Watercare

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

32. Each CCO must work within Te Tāruke-ā-Tāwhiri: Auckland's Climate Action Framework. Information on climate impacts will be provided to local boards on a project or programme basis.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

34. The joint engagement plans and work programme items are shared with the integration teams that implement local board work programmes and give council staff greater ongoing visibility of CCO work programmes.

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

Local impacts and local board views

35. This report on the CCO work programme items ensures the communication of clear, up-to-date information from CCOs to local boards on projects in their area.

36. As per the joint engagement plan, CCOs, when creating their work programme, consider the priorities identified in the local board plan and any relevant strategies or policies specific to the local board area.

Tauākī whakaaweawe Māori

Māori impact statement

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

38. Local boards and CCOs provide opportunities for Māori to contribute to their decision-making processes. These opportunities will be worked on a project or programme basis.

Ngā ritenga ā-pūtea

Financial implications

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

40. Any financial implications or opportunities will be provided to local boards on a project or programme basis.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

41. Some local boards expressed concern over the quality of CCO work programme reporting in April 2023 and provided views on requiring more regular engagement with CCOs. All local board resolutions in April 2023 were sent to the relative CCO staff for their consideration.

42. If local boards prefer a more formal commitment for workshops with their CCOs, this arrangement can be addressed through revision of the next CCO joint engagement plans (CCO responsibilities and local board commitments) in September 2023.

Ngā koringa ā-muri

Next steps

43. The local board will receive the next CCO work programme report in October 2023 which will include an update on projects from Quarter One (Jul-Sep 2023) and expected milestones for work in Quarter Two (Oct-Dec 2023).

44. CCOs and local boards will have an opportunity to workshop the CCO forward work programme through August and September before the next report in October 2023.

45. CCOs and local boards are expected to revise their next joint engagement plans (CCO responsibilities and local board commitments) in September 2023.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Attachment A - Auckland Transport Devonport-Takapuna	139
b ⇩	Attachment B - Tataki Auckland Unlimited Devonport-Takapuna	141
c ⇩	Attachment C - Eke Panuku Devonport-Takapuna	143
d ⇩	Attachment D - Watercare Devonport-Takapuna	145