Agenda of Henderson-Massey Local Board

1 Nau mai | Welcome

2 Ngā Tamōtanga | Apologies

At the close of the agenda no apologies had been received.

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

Members are reminded of the need to be vigilant to stand aside from decision making when a conflict arises between their role as a member and any private or other external interest they might have.

The following are declared interests of elected members of the Henderson-Massey Local Board.

Member	Organisation	Position
Brenda Brady, JP	1. Safer West Community Trust	Trustee
Chris Carter (Chair)	1. St Lazarus Trust 2. Waitākere Badminton Club	Member Member
Peter Chan, JP	1. Cantonese Opera Society of NZ 2. Asian Leaders Forum 3. NZ-Hong Kong Business Association 4. NZ-China Business Association 5. Whau Coastal Walkway Trust	Member Member Member Member Trustee
Dan Collins	1. Rānui Action Project	Chair
Dr Will Flavell	1. Asia New Zealand Leadership Network 2. COMET 3. Te Atatū Tennis Club 4. Waitākere Literacy Board 5. Te Kura	Member Employee Board Member Board Member Member
Brooke Loader (Deputy Chair)	1. Waitākere Licensing Trust 2. Te Atatū Peninsula Business Association 3. Neighbourhood Support 4. Te Atatū Glendene Community Patrol 5. Real Estate Authority New Zealand	Member Associate Member Member Volunteer Member
Ingrid Papau	1. Liberty Impact Community Trust 2. #WeLoveTuvalu Community Trust 3. Neighbourhood Support 4. Liberty Church 5. Rutherford Primary Board of Trustees	Board Member Member Street Contact Member Presiding member

Member

Organisation

Position

Brenda Brady, JP

1. Safer West Community Trust

Trustee

Chris Carter (Chair)

1. St Lazarus Trust

2. Waitākere Badminton Club

Member

Peter Chan, JP

1. Cantonese Opera Society of NZ

2. Asian Leaders Forum

3. NZ-Hong Kong Business Association

4. NZ-China Business Association

5. Whau Coastal Walkway Trust

Member

Trustee

Dan Collins

1. Rānui Action Project

Chair

Dr Will Flavell

1. Asia New Zealand Leadership Network

2. COMET

3. Te Atatū Tennis Club

4. Waitākere Literacy Board

5. Te Kura

Member

Employee

Board Member

Member

Brooke Loader

(Deputy Chair)

1. Waitākere Licensing Trust

2. Te Atatū Peninsula Business Association

3. Neighbourhood Support

4. Te Atatū Glendene Community Patrol

5. Real Estate Authority New Zealand

Member

Associate Member

Member

Volunteer

Member

Ingrid Papau

1. Liberty Impact Community Trust

2. #WeLoveTuvalu Community Trust

3. Neighbourhood Support

4. Liberty Church

5. Rutherford Primary Board of Trustees

Board Member

Member

Street Contact

Member

Presiding member

Member appointments

Board members are appointed to the following bodies. In these appointments the board members represent Auckland Council:

External organisation	Lead	Alternate
Massey Matters	Will Flavell	Peter Chan
Central Park Henderson Business Association	Chris Carter	Dan Collins
Heart of Te Atatū South	Brooke Loader	Brenda Brady
Ranui Advisory Group	Dan Collins	Brooke Loader
Te Atatū Peninsula Business Association	Ingrid Papau	Brenda Brady
Waitākere Ethnic Board	Peter Chan	Brooke Loader
Waitākere Healthlink	Chris Carter	Brenda Brady
Te Whau Pathway Trust	Ingrid Papau	Dan Collins

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Henderson-Massey Local Board:

confirm the ordinary minutes of its meeting, held on Tuesday, 20 June 2023, as true and correct.

5 He Tamōtanga Motuhake | Leave of Absence

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

6 Te Mihi | Acknowledgements

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

7 Ngā Petihana | Petitions

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

8 Ngā Tono Whakaaturanga | Deputations

Standing Order 7.7 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Henderson-Massey Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

8.1 Deputation: Waitākere Cricket Club

Te take mō te pūrongo

Purpose of the report

1. To receive a deputation from Jay Changlani (Head of Indoor Nets Committee), Greg Hills (Indoor Nets Committee Member and Technical and Commercial Support) and Mabel Todd (Club Manager) on behalf of the Waitākere Cricket Club.

Whakarāpopototanga matua

Executive summary

2. To update the Local Board on the multi-purpose indoor facility that Waitākere Cricket Club is building at Te Atatu Park and discuss what resources and support are available to assist the club.

3. Situated in the heart of West Auckland at Te Atatu Peninsula, Waitākere Cricket Club (WCC) has much to offer both senior and junior players. With committed and knowledgeable coaches, a junior skills’ development programme, newly refurbished practice nets and a great club room with an on-site catering team. In addition, Waitākere Cricket Club have a popular ‘Have a Go’ and starter programme, aimed at getting young beginners (school years 0-2) enjoying cricket and developing basic skills.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) receive the presentation and thank Jay Changlani (Head of Indoor Nets Committee), Greg Hills (Indoor Nets Committee Member and Technical and Commercial Support) and Mabel Todd (Club Manager) on behalf of the Waitakere Cricket Club for their attendance.

9 Te Matapaki Tūmatanui | Public Forum

A period of time (approximately 30 minutes) is set aside for members of the public to address the meeting on matters within its delegated authority. A maximum of three minutes per speaker is allowed, following which there may be questions from members.

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

10 Ngā Pakihi Autaia | Extraordinary Business

Section 46A(7) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

“An item that is not on the agenda for a meeting may be dealt with at that meeting if-

(a) The local authority by resolution so decides; and

(b) The presiding member explains at the meeting, at a time when it is open to the public,-

(i) The reason why the item is not on the agenda; and

(ii) The reason why the discussion of the item cannot be delayed until a subsequent meeting.”

Section 46A(7A) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

“Where an item is not on the agenda for a meeting,-

(a) That item may be discussed at that meeting if-

(i) That item is a minor matter relating to the general business of the local authority; and

(ii) the presiding member explains at the beginning of the meeting, at a time when it is open to the public, that the item will be discussed at the meeting; but

(b) no resolution, decision or recommendation may be made in respect of that item except to refer that item to a subsequent meeting of the local authority for further discussion.”

No.	Title	Page
a ⇩	Henderson Massey Community Grants Programme 2023 2024	15

Henderson-Massey Local Board

18 July 2023

Approval for a new public road name at 3 Kapia Road, Westgate

File No.: CP2023/08745

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Henderson-Massey Local Board to name a new public road, created by way of a subdivision at 3 Kapia Road, Westgate.

Whakarāpopototanga matua

Executive summary

2. The Auckland Council Road Naming Guidelines (the guidelines) set out the requirements and criteria of the council for proposed road names. The guidelines state that where a new road needs to be named as a result of a subdivision or development, the subdivider /developer shall be given the opportunity of suggesting their preferred new road name/s for the local board’s approval.

3. On behalf of the developer and applicant, Universal Homes Limited has proposed the names presented below for consideration by the local board.

4. The proposed road name options have been assessed against the guidelines and the Australian & New Zealand Standard, Rural and Urban Addressing, AS NZS 4819:2011 and the Guidelines for Addressing in-fill Developments 2019 – LINZ OP G 01245 (the standards). The technical matters required by those documents are considered to have been met and the proposed names are not duplicated elsewhere in the region or in close proximity. Mana whenua have been consulted in the manner required by the guidelines.

5. The proposed names for the new public road at 3 Kapia Road, Westgate are:

· Terapēke Crescent (applicant’s preference)

· Whurutu Crescent (alternative)

· Huawhenua Crescent (alternative).

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) approve the name ‘Terapēke Crescent’ for the new public road created by way of subdivision undertaken by Universal Homes Limited at 3 Kapia Road Westgate, in accordance with section 319(1)(j) of the Local Government Act 1974 (resource consent references BUN60394518, SUB60394590 and RDN90109287).

Horopaki

Context

6. Resource consent reference BUN60394518 (Subdivision consent reference number SUB60394590) was issued in August 2022 for the construction of 35 new residential lots, 1 private laneway, two balance lots and a public road.

7. Site and location plans of the development can be found in Attachment A and B.

8. In accordance with the standards, every public road and any private way, COAL or right of way, that serves more than five lots generally require a new road name in order to ensure safe, logical and efficient street numbering.

9. Therefore, in this development, only the new public road requires a road name. The road to be named can be seen in Attachment A where it is highlighted in yellow.

Tātaritanga me ngā tohutohu

Analysis and advice

10. The guidelines set out the requirements and criteria of the council for proposed road names. These requirements and criteria have been applied in this situation to ensure consistency of road naming across the Auckland region. The guidelines allow that where a new road needs to be named as a result of a subdivision or development, the subdivider/developer shall be given the opportunity of suggesting their preferred new road name/s for the local board’s approval.

11. The guidelines provide for road names to reflect one of the following local themes with the use of Māori names being actively encouraged:

· a historical, cultural, or ancestral linkage to an area; or

· a particular landscape, environmental or biodiversity theme or feature; or

· an existing (or introduced) thematic identity in the area.

Theme: The selection of names has been derived from the history of orchard plantations and horse farming in the area. The developer has used the te reo Māori translation to embrace and acknowledge both European and Māori history of the area. The use of Māori names has been prevalent in the naming of the roads within the West Hills development. The names proposed are detailed in the table below:

Proposed name	Meaning (as described by applicant)
Terapēke Crescent (applicant’s preference)	Te reo Māori for ‘saddlebag’
Whurutu Crescent (alternative)	Te reo transliteration for ‘fruit’
Huawhenua Crescent (alternative)	Te reo Māori for ‘vegetables’

12. Assessment: All the name options listed in the table above have been assessed by the council’s Subdivision Specialist team to ensure that they meet both the guidelines and the standards in respect of road naming. The technical standards are considered to have been met and duplicate names are not located in close proximity. It is therefore for the local board to decide upon the suitability of the names within the local context and in accordance with the delegation.

13. Confirmation: Land Information New Zealand (LINZ) has confirmed that all of the proposed names are acceptable for use at this location.

14. Road Type: ‘Crescent’ is an acceptable road type for the new private road, suiting the form and layout of the road.

15. Consultation: Mana whenua were consulted in line with the processes and requirements described in the guidelines. Additional commentary is provided in the Tauākī whakaaweawe Māori section that follows.

Tauākī whakaaweawe āhuarangi

Climate impact statement

16. The naming of roads has no effect on climate change. Relevant environmental issues have been considered under the provisions of the Resource Management Act 1991 and the associated approved resource consent for the development.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

17. The decision sought for this report has no identified impacts on other parts of the council group. The views of council-controlled organisations were not required for the preparation of the report’s advice.

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

Local impacts and local board views

18. The decision sought for this report does not trigger any significant policy and is not considered to have any immediate local impact beyond those outlined in this report.

Tauākī whakaaweawe Māori

Māori impact statement

19. To aid local board decision making, the guidelines include an objective of recognising cultural and ancestral linkages to areas of land through engagement with mana whenua, particularly through the resource consent approval process, and the allocation of road names where appropriate. The guidelines identify the process that enables mana whenua the opportunity to provide feedback on all road naming applications and in this instance, the process has been adhered to.

20. On 27 February 2023 mana whenua were contacted by the applicant as set out in the guidelines. Representatives of the following groups with an interest in the general area were contacted:

· Te Rūnanga o Ngāti Whātua

· Ngāti Whātua o Kaipara

· Ngāti Whātua Ōrākei

· Te Kawerau ā Maki

· Ngāti Pāoa (Ngāti Paoa Iwi Trust)

· Ngāti Pāoa (Ngāti Paoa Trust Board)

· Ngāti Te Ata (Te Ara Rangatu o Te Iwi o Ngāti Te Ata Waiohua)

· Te Ākitai Waiohua (Te Ākitai Waiohua Iwi Authority).

21. By the close of the consultation period, two responses had been received. Ngāti Pāoa replied acknowledging receipt of the consultation email with no further comment and Te Kawerau ā Maki have agreed to the proposed names. Dependent on the scale of the development and its level of significance, not all road naming applications receive comments from mana whenua.

22. This site is not listed as a site of significance to mana whenua.

Ngā ritenga ā-pūtea

Financial implications

23. The road naming process does not raise any financial implications for the Council.

24. The applicant has responsibility for ensuring that appropriate signage will be installed accordingly once approval is obtained for the new road names.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

25. There are no significant risks to Council as road naming is a routine part of the subdivision development process, with consultation being a key component of the process.

Ngā koringa ā-muri

Next steps

26. Approved road names are notified to LINZ which records them on its New Zealand wide land information database. LINZ provides all updated information to other users, including emergency services.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	3 Kapia Road - site plan	25
b ⇩	3 Kapia Road - location plan	27

Ngā kaihaina

Signatories

Author

Sharon Legge-Murray - Subdivision Advisor

Authorisers

Trevor Cullen - Team Leader Subdivision

Adam Milina - Local Area Manager

Henderson-Massey Local Board

18 July 2023

Proposed new community lease to Order of St Johns Northern Region Trust Board at Lloyd Morgan Lions Club Park, Edmonton Road, Te Atatū

File No.: CP2023/09206

Te take mō te pūrongo

Purpose of the report

1. To grant a new community lease to the Order of St Johns Northern Region Trust Board for its training rooms at Lloyd Morgan Lions Club Park, Edmonton Road, Te Atatū.

Whakarāpopototanga matua

Executive summary

2. The Order of St Johns Northern Region Trust Board (trust) seeks a new community ground lease to continue occupation and operation from the group-owned building at Lloyd Morgan Lions Club Park, Edmonton Road, Te Atatū.

3. The trust currently holds a ground lease which has reached final expiry on 31 July 2018. The lease is holding over on a month-by-month basis until terminated or a new lease is granted.

4. The new lease was not identified on the approved local board Work Programme 2022/2023. The proposed new lease had been in abeyance whilst the park underwent a new development plan. Staff will add this item to the new 2023/2024 work programme.

5. As the trust applied for a new lease in 2018, prior to the annual budget changes, staff suggest that the rental be at $1.00 per annum in accordance with the Community Occupancy Guidelines 2012 operative at the time of the application.

6. The trust aims to enhance the health and wellbeing of all New Zealanders. St John has a volunteer ethos, with paid and volunteer members working side by side.

7. These activities align with the local board Plan 2020, Outcome 2: A thriving, inclusive and engaged community.

8. The trust has provided all required information, including financials showing that it has sufficient funds and is being managed appropriately. The trust has all the necessary insurance cover, including public liability and building insurance, in place.

9. As this is a group-owned building, they have an automatic right to re‑apply for a new lease at the end of their occupancy term.

10. The building is well maintained and well utilised. The buildings are under the management of the regional board who have their own property department.

11. No parts of the training rooms sit within a flood plain or coastal inundation area.

12. The current capital expenditure work programme for the Henderson-Massey Local Board area allows for some development work within Lloyd Morgan Lions Club Park that does not affect the group’s building. It is envisaged that in five plus years the remainder of the park will be further developed.

13. Under the Community Occupancy Guidelines, a term of 10 +10 years is recommended for a tenant owned building. Due to the future development of the remainder of the park in the next five plus years staff recommend a five + five-year term that aligns to a council owned building with a 12 month termination clause to allow for any future development that may impact the site.

14. If the local board decides to grant the lease, staff will work with the lessee to finalise the lease agreement.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) grant, under Section 61 of the Reserves Act 1977, a new community ground lease to Order of St Johns Northern Region Trust Board for 405 square meters (more or less) located at Lloyd Morgan Lions Club Park, Edmonton Road, Te Atatū on the land legally described as Lot 38 DP 37137, comprising 1.1938 hectares, and retained within its parent title NA203/7 (Cancelled). (As per Attachment A – Site Plan St John’s training room), subject to the following terms and conditions:

i) term – 5 years, commencing 1 September 2023, with one 5 year right of renewal.

ii) 12-month termination clause to allow for any future park development

iii) rent – $1.00 plus GST per annum if demanded.

iv) all other terms and conditions in accordance with the Auckland Council Community Occupancy Guidelines 2012 and the Reserves Act 1977.

Horopaki

Context

15. Local boards have the allocated authority relating to local recreation, sport and community facilities, including community leasing matters.

16. The progression of this lease to the Order of St Johns Northern Region Trust Board at Lloyd Morgan Lions Club Park, Edmonton Road, Te Atatū was not part of the current approved work programme. Staff will add this item to the current work programme. This report considers the new community lease as approved on the work programme.

Land, building/s and lease

17. Lloyd Morgan Lions Club Park is located at Edmonton Road, Te Atatū (refer to Attachment A- Site Plan - Site Plan St John’s training room). The land is legally described as Lot 38 DP 37137, comprising 1.1938 hectares, and retained within its parent title NA203/7 (Cancelled) and is held under the Reserves Act 1977 as a classified local purpose (community buildings).

18. The trust holds a community lease for the group owned building on council owned land situated at Lloyd Morgan Lions Club Park.

19. The area proposed to be leased is 405 square meters (more or less) as outlined in Attachment A - Site Plan St John’s training room.

20. For a group owned building, all operational and maintenance costs are borne by the lessee. These costs are funded from membership fees, fundraising and private hire.

21. The building is primarily used by the group to provide youth programmes which encourages young people to develop personal strengths and care for others. These programmes help young New Zealanders to develop first-aid, health care, leadership, and life skills. The programmes cater for young children aged 6 to 8 (penguins) and 8 to 18 (cadets).

22. The trust also hires out their facility on a regular basis to a floral group, Probus club and Lions club. The training courses are booked around the activities of the community groups on a week-by-week basis.

Order of St Johns Northern Region Trust Board

23. St John has been an Incorporated Society since 8 April 1940 and its vision is to enhance the health and wellbeing of all New Zealanders. St John has a volunteer ethos, with paid and volunteer members working side by side.

24. The trust has been operating from Lloyd Morgan Lions Club Park since 1985. The building is group owned and well maintained. The proposed lease area is approximately 405 square metres. The building contains training rooms, a storage garage, a kitchen, and bathrooms.

25. The trust’s current community lease with the council commenced on 1985 for an initial term of 22 years with one 11 year right of renewal which has expired on the 31 July 2018. The lease to the group is holding over on a month-by-month basis on the same terms and conditions until terminated or a new lease is formalised.

Tātaritanga me ngā tohutohu

Analysis and advice

26. Under the Community Occupancy Guidelines 2012, groups that own their own buildings have an automatic right to re‑apply for a new lease at the end of their occupancy term. The trust is exercising this right by applying for a new lease.

27. Under the Under the Community Occupancy Guidelines 2012 the recommended term for a tenant owned building is 10+10 years. In this case due to the future development of the park staff recommend a five + five year term. This would align to a council -owned building recommended term.

28. The local board has discretion to vary the term of the lease if it wishes. However, the guidelines suggest that where the term is varied, it aligns to one of the recommended terms.

Public notification and engagement

29. As there is an adopted reserve management plan, Henderson Ward Local reserves management plan 2009, and the proposed lease is intended in the plan, no public notification or iwi engagement is required.

Assessment of the application

30. The trust has submitted a comprehensive application supporting the new lease request and is able to demonstrate its ability to deliver youth training programmes and a facility for community hire.

31. The trust has provided financials which show that accounting records are being kept, funds are being managed appropriately and there are sufficient funds to meet liabilities.

32. The trust has all necessary insurance cover, including public liability and building insurance, in place.

33. A site visit has been undertaken by staff and the facility is well managed and maintained.

34. The parent group provides a valuable service to the local community. St John is the frontline of medical response, providing ambulance services and health care through the provision of first-aid training, event medical services, AEDs (defibrillators), first-aid kits and supplies, medical alarms, youth groups and a wide range of community programmes.

35. Auckland Council’s Community Occupancy Guidelines 2012 sets out the requirements for community occupancy agreements.

36. Due to planned future development works on the park staff recommend that a new community lease be granted to Order of St Johns Northern Region Trust Board at Lloyd Morgan Lions Club Park, Edmonton Road, Te Atatū for a term of 5 years commencing from 1 September 2023 per recommendations with one 5 year right of renewal and a 12 month termination clause.

Tauākī whakaaweawe āhuarangi

Climate impact statement

37. It is anticipated that continued activation of the building will not result in an increase of greenhouse gas emission. The shared community space will however decrease overall energy use, as users will not consume energy at individual workspaces.

38. To improve environmental outcomes and mitigate climate change impacts, the council advocates that the lease holder:

· use sustainable waste, energy and water efficiency systems

· use eco labelled products and services

· seek opportunities to reduce greenhouse gas emissions from lease-related activities

39. All measures taken are aimed at meeting council’s climate goals, as set out in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan, which are:

· to reduce greenhouse gas emissions to reach net zero emissions by 2050 and

· to prepare the region for the adverse impacts of climate change.

40. Climate change has an unlikely potential to impact the lease, as no part of the leased area is located in a flood-sensitive or coastal inundation zone.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

41. Council staff from within the Customer and Community Services Directorate have been consulted. They are supportive of the proposed lease as it will include positive outcomes.

42. The proposed new lease has no identified impact on other parts of the council group. The views of council-controlled organisations were not required for the preparation of this report’s advice.

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

Local impacts and local board views

43. The proposed lease will benefit the community by enabling initiatives that promote youth programmes around first aid training and provide a community facility for hire for other community groups for the Henderson-Massey Local Board area and its surrounding communities.

44. The assessment of the application was detailed in a memo which was emailed to local board members on the 15 June 2023. No concerns were raised.

45. The delivered activities align with the Henderson-Massey Local Board Plan 2020 Outcome 2: A thriving, inclusive and engaged community.

Tauākī whakaaweawe Māori

Māori impact statement

46. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its statutory obligations and relationship commitments to Māori. The council recognises these responsibilities are distinct from the Crown’s Treaty obligations and fall within a local government Tāmaki Makaurau context.

47. These commitments are articulated in the council’s key strategic planning documents the Auckland Plan, the Long-term Plan 2021-2031, the Unitary Plan, individual local board plans and in Whiria Te Muka Tangata, Auckland Council’s Māori Responsiveness Framework.

48. Community leasing aims to increase Māori wellbeing through targeted support for Māori community development projects.

49. Community leases support a wide range of activities and groups. Leases are awarded based on an understanding of local needs, interests and priorities. The activities and services provided by leaseholders create benefits for many local communities, including Māori.

Ngā ritenga ā-pūtea

Financial implications

50. Staff have consulted with the Financial Strategy and Planning Department of the council. There are no financial implications for this new community ground lease to the group at Lloyd Morgan Lions Club Park, Te Atatū.

51. On the 8 June 2023 the annual budget was approved by the governing body which included changes to the Community Occupancy Guidelines of the rent fee for a community ground lease from $1.00 per annum to $1,300.00 plus GST per annum effective from 1 July 2023.

52. As the trust applied for their new lease in 2018 and staff undertook the site visit earlier, the recommendation is to grant a lease at the level of rent ($1) contemplated in the Community Occupancy Guidelines 2012 at the time the application was received and prior to the annual budget changes adopted in June 2023.

53. If the board chooses to retain the level of rent at $1, there will be no requirement for the board to top up the community lease revenue budget. However, the board will not have the benefit of the additional revenue of $1,299 per annum over the initial term. The level of rent can be reviewed on renewal and at the expiry of the initial term.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

54. Should the local board resolve not to grant the proposed community lease to the trust at Lloyd Morgan Lions Club Park, Edmonton Road, Te Atatū, the group’s ability to undertake all current and future activities will be negatively impacted. This will have an adverse impact on the achievement of the desired local board plan outcome.

55. The new lease affords the groups security of tenure, enabling them to attend to the scheduled maintenance of the facility. Should the building become unoccupied, there is a risk associated with the lack of maintenance and possible improvements.

Ngā koringa ā-muri

Next steps

56. If the local board resolves to the grant the proposed new community lease, staff will work with the trust to finalise the lease agreements in accordance with the local board decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Attachment A Site Plan St Johns Training Rooms	35

Ngā kaihaina

Signatories

Author

Phillipa Carroll - Principal Community Lease Advisor

Authorisers

Taryn Crewe - General Manager Parks and Community Facilities

Adam Milina - Local Area Manager

Henderson-Massey Local Board

18 July 2023

Approval of the 2023/2024 Henderson-Massey Local Board Infrastructure and Environmental Services Work Programme

File No.: CP2023/09110

Te take mō te pūrongo

Purpose of the report

1. To whakaae / approve the 2023/2024 Henderson-Massey Local Board’s Infrastructure and Environmental Services work programme.

Whakarāpopototanga matua

Executive summary

2. This report presents the Henderson-Massey 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 Henderson-Massey 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, removals have been required to the programme that was approved in principle through the 2022/2023 allocation report. These reductions were workshopped with the board in May and June 2023 and adjusted following feedback received.

6. 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.

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

· climate action activator - $40,000

· EcoMatters programmes:

o EcoFest west festival - $10,450

o EcoMatters environment centre and sustainability hub - $39,285

o healthy homes on a budget - $9,240

o love your neighbourhood - $8,925

o love your streams - $27,750

o temporary bike hub and permanent bike hub feasibility - $21,850

o war on weeds - $9,300

· kaitiaki project - pā harakeke - $10,000

· ngā puna manaaki īnanga - $28,000

· ope hauāuru: building sustainable community - $41,440

· pest free Te Atatū coordinator - $27,000

· Te wai O Pareira - $20,000.

8. The proposed work programme has a total value of $293,240, 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 $59,000 in asset-based services capital expenditure for the following coastal renewals programmes:

· Taipari Strand - renew coastal assets - $59,000.

10. The proposed work programme also includes $30,000 in operating expenditure-based services from the Harbourview Orangihina Park targeted rate reserve:

· Orangihina Harbourview wetland restoration - $30,000.

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

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey 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	12. 2023/2024 budget for approval
Climate action activator	$40,000
EcoFest west festival (Ecomatters)	$10,450
EcoMatters environment centre and sustainability hub	$39,285
Healthy homes on a budget (Ecomatters)	$9,240
Love your neighbourhood (Ecomatters)	$8,925
Love your streams (Ecomatters)	$27,750
Temporary bike hub and permanent bike hub feasibility (Ecomatters)	$21,850
War on weeds (Ecomatters)	$9,300
Kaitiaki project - pā harakeke	$10,000
Ngā puna manaaki īnanga	$28,000
Ope hauāuru: building sustainable community	$41,440
Pest free Te Atatū coordinator	$27,000
Te wai O Pareira	$20,000
Total	$293,240

b) tuhi ā-taipitopito / note the allocation of $59,000 for Taipari Strand - renew coastal assets from asset-based services capital expenditure budget towards the Henderson-Massey work programme in the 2023/2024 financial year.

c) tuhi ā-taipitopito / note the allocation of $30,000 for the Orangihina Harbourview wetland restoration funded as operating expenditure from the Harbourview Orangihina Park targeted rate reserve: for the 2023/2024 financial year.

Horopaki

Context

12. 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).

13. 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 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 and June 2023.

14. The proposed work programme responds to the outcomes and objectives identified in the Henderson-Massey Local Board Plan 2020. The specific objectives reflected in the work programme are:

· more people involved in local environmental protection and increasing indigenous biodiversity to preserve our ecological treasures

· a reduced local carbon footprint

· more opportunities for local alternatives to car travel.

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

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

· National Policy Statement for Freshwater

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

· Harbourview-Orangihina Park Community Restoration Plan

· Henderson-Massey Local Climate Action Plan: Whakarauora Āhuarangi.

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. In some cases it involves the reduction in funding of programmes to fit within the available budget. These programmes contribute towards the delivery of the Henderson-Massey 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, alongside indicative plans and budgets for the 2023/2024 financial year:

Climate action activator – $40,000

21. The board has indicated that it would like to continue to support the climate action activator role in the 2023/2024 financial year. The local board provided $40,000 towards this role in 2021/2022 and 2022/2023.

22. The budget supports an activator to identify initiatives that achieve the carbon reduction targets set by the board and catalyse the implementation of the board’s local climate action plan.

23. The activator will:

· continue to progress a work programme to implement the board’s local climate action plan. This work programme will also align with Auckland’s Climate Plan (Te Tāruke-ā-Tāwhiri) and other emerging local opportunities

· report on progress in implementing the low carbon work programme and achieving local climate action plan outcomes

· support a range of community-led and local business low carbon activities aligned to the local climate action plan

· work with mana whenua and mātāwaka to identify and deliver enable low carbon outcomes for Māori.

24. In 2023/2024 the activator will focus on continuation of work programme delivery, review of three-year progress, and updating the climate action activator work programme and the board’s local climate action plan as required.

EcoMatters programmes – $126,200

25. The local board has indicated that it would like to continue to fund the EcoMatters Environment Trust. This will enable the trust to continue to deliver a number of environmental programmes in the Henderson-Massey local board area. For the 2022/2023 financial year, the local board funded $130,200 towards EcoMatters programmes.

26. For the 2023/2024 financial year staff recommend that the programme also be funded a total of $126,200. The projects proposed for delivery are listed in Table 1 below, with a brief description and the key deliverables that the trust will provide through these projects.

Table 1. Key deliverables for projects delivered by EcoMatters Environment Trust

Description of Programme	Deliverables
EcoFest west festival ($10,450) Funding to support the running of the EcoWest festival held in west Auckland which will run from March-April 2024.	· This funding will support the community-based environmental festival with access to free public events that provide information and practical ideas for making sustainable living choices. · The festival will be marketed to businesses, institutions and community groups acknowledging Henderson-Massey Local Board's funding. · A minimum of 20 events will be held in the Henderson-Massey local board area.
EcoMatters environment centre and sustainability hub ($39,285) Funding will support the management, operation, and promotion of the EcoMatters Environment Centre and associated education programmes.	· The centre will be open for at least 30 hours per week, providing a free or affordable meeting space to environmentally focused community groups. · A minimum of 26 sustainability-related seminars or workshops will be provided over the 2023/2024 financial year, including a minimum of five seminars held in the Henderson-Massey local board area.
Healthy homes on a budget ($9,240) Workshops targeted at ethnic and faith-based communities, and vulnerable households on topics around sustainable living and reduction of their ecological footprints.	· A minimum of five workshops will be delivered in the 2023/2024 financial year. · Ethnic and faith-based communities and vulnerable households within the Henderson-Massey Local Board area will have the skills, knowledge and resources to make positive choices for sustainable living and reduction of their ecological footprint. · The budget for this program has been reduced from $11,550 to $9,240 to fit within the available budget. The shortfall of $2,310 means that there will be a reduction from six to five workshops.
Love your neighbourhood ($8,925) Rapid response assistance of up to $500 in value to support volunteer-driven practical environmental initiatives (such as clean-ups, restoration, community planting and food growing). Not-for-profit preschools can also apply for this assistance.	· This budget allocation will cover approximately 13 assistance requests. · Love Your Neighbourhood assistance will be promoted in conjunction with the EcoWest Festival (March to April 2024). · Details of the initiatives supported will be reported to the board on a quarterly basis. · The budget for this program has been reduced from $12,750 to $8,925 to fit within the available budget. The shortfall of $3,825 means that there will be a reduction from 16 to 13 assistance requests.
Love your streams ($26,950) To engage and support individuals, businesses, schools and community groups to adopt a proactive approach to pollution prevention of Henderson-Massey waterways.	· This programme will enable community streamside weeding bees and planting at priority sites in the board area, including continuing to support weeding and planting initiatives along the Manutewhau Stream in Sunnyvale. · Planting locations will be confirmed with Park Services, community groups and schools by March 2024. · A minimum of four school or community streamside planting events will be undertaken by 30 June 2024.
Temporary bike hub and permanent bike hub feasibility ($21,850) In collaboration with the Eke Panuku ‘Unlock Henderson’ programme operate a temporary bike hub at The Falls carpark site.	· Continue to develop a sustainable operating model for the bike hub that ensures predictable operating hours for users. · Secure funding and support from other sources to enable the development of a permanent bike hub and related programmes.
War on weeds ($9,300) A campaign to be run during the month of March 2024, where jumbo bins are provided at key sites in the board area for communities to dispose of weeds.	· Weed bins will be continuously available at a minimum of three locations in Henderson-Massey throughout March 2024. · Bin sites agreed and promoted in targeted media in February 2024. · Information billboards will be installed at bin sites for one week leading up to the event, and for the four-week duration of the event.

Description of Programme

Deliverables

EcoFest west festival ($10,450)

Funding to support the running of the EcoWest festival held in west Auckland which will run from March-April 2024.

· This funding will support the community-based environmental festival with access to free public events that provide information and practical ideas for making sustainable living choices.

· The festival will be marketed to businesses, institutions and community groups acknowledging Henderson-Massey Local Board's funding.

· A minimum of 20 events will be held in the Henderson-Massey local board area.

EcoMatters environment centre and sustainability hub ($39,285)

Funding will support the management, operation, and promotion of the EcoMatters Environment Centre and associated education programmes.

· The centre will be open for at least 30 hours per week, providing a free or affordable meeting space to environmentally focused community groups.

· A minimum of 26 sustainability-related seminars or workshops will be provided over the 2023/2024 financial year, including a minimum of five seminars held in the Henderson-Massey local board area.

Healthy homes on a budget ($9,240)

Workshops targeted at ethnic and faith-based communities, and vulnerable households on topics around sustainable living and reduction of their ecological footprints.

· A minimum of five workshops will be delivered in the 2023/2024 financial year.

· Ethnic and faith-based communities and vulnerable households within the Henderson-Massey Local Board area will have the skills, knowledge and resources to make positive choices for sustainable living and reduction of their ecological footprint.

· The budget for this program has been reduced from $11,550 to $9,240 to fit within the available budget. The shortfall of $2,310 means that there will be a reduction from six to five workshops.

Love your neighbourhood ($8,925)

Rapid response assistance of up to $500 in value to support volunteer-driven practical environmental initiatives (such as clean-ups, restoration, community planting and food growing). Not-for-profit preschools can also apply for this assistance.

· This budget allocation will cover approximately 13 assistance requests.

· Love Your Neighbourhood assistance will be promoted in conjunction with the EcoWest Festival (March to April 2024).

· Details of the initiatives supported will be reported to the board on a quarterly basis.

· The budget for this program has been reduced from $12,750 to $8,925 to fit within the available budget. The shortfall of $3,825 means that there will be a reduction from 16 to 13 assistance requests.

Love your streams ($26,950)

To engage and support individuals, businesses, schools and community groups to adopt a proactive approach to pollution prevention of Henderson-Massey waterways.

· This programme will enable community streamside weeding bees and planting at priority sites in the board area, including continuing to support weeding and planting initiatives along the Manutewhau Stream in Sunnyvale.

· Planting locations will be confirmed with Park Services, community groups and schools by March 2024.

· A minimum of four school or community streamside planting events will be undertaken by 30 June 2024.

Temporary bike hub and permanent bike hub feasibility ($21,850)

In collaboration with the Eke Panuku ‘Unlock Henderson’ programme operate a temporary bike hub at The Falls carpark site.

· Continue to develop a sustainable operating model for the bike hub that ensures predictable operating hours for users.

· Secure funding and support from other sources to enable the development of a permanent bike hub and related programmes.

War on weeds ($9,300)

A campaign to be run during the month of March 2024, where jumbo bins are provided at key sites in the board area for communities to dispose of weeds.

· Weed bins will be continuously available at a minimum of three locations in Henderson-Massey throughout March 2024.

· Bin sites agreed and promoted in targeted media in February 2024.

· Information billboards will be installed at bin sites for one week leading up to the event, and for the four-week duration of the event.

Kaitiaki project - pā harakeke – $10,000

27. The board has indicated it would like to continue its support of the pā harakeke programme in the 2023/2024 financial year. This will be year nine of a multi-year initiative to develop three pā harakeke (flax gardens) with Māori communities in the Henderson-Massey Local Board area. In the 2022/2023 financial year, the board provided $10,000 towards this programme.

28. Activity in 2023/2024 will include completing any remaining actions relating to the pā harakeke established at Harbourview-Orangihina and Rānui, including any signage and carvings.

29. The board’s continued support for this programme will provide the community with access to a natural resource and taonga, while also providing environmental learning and development opportunities for local community groups and schools.

Ngā puna manaaki īnanga– $28,000

30. The board has indicated that it would like to continue to fund the Ngā puna manaaki īnanga programme in the 2023/2024 financial year. The board provided $22,400 in 2021/2022 and $28,000 in the 2023/2024 financial year, which enabled Community Waitākere to work alongside the local community to identify potential īnanga spawning habitats within the Henderson-Massey local board area.

31. In 2023/2024, work on this programme includes continuing to monitor the three sites where īnanga eggs have been found, creating new planting plans where needed, habitat restoration to Moire Park and Lowtherhurst Reserve, one community event and six education sessions. Educational resources will be developed in te reo Māori.

32. Staff recommend that the board allocate $28,000 of its locally driven initiatives operational budget towards the continuation of this programme in the 2023/2024 financial year.

Ope hauāuru: building sustainable community – $41,440

33. The board has indicated it would like to continue to fund the ope hauāuru programme in the 2023/2024 financial year. In 2021/2022 the board allocated $32,100 and in 2022/2023 $47,000 towards the programme.

34. Funding will support several activities: the engagement of a sustainable community coordinator (kairāranga), tuakana/teina buddy relationships to support new Enviroschools, contextualised and collaborative action-learning projects, and mana whenua and community engagement. Kura Māori will also be supported as part of this programme through Te Aho Tū Roa ki Tāmaki.

35. In 2023/2024, this programme will involve expanding the number of new Enviroschool relationships, and enabling local, community-connected, holistic sustainability action supported by the co-ordinator.

36. The budget for this program has been reduced from $51,800 to $41,440 to fit within the available budget and to align with Sustainable Schools resources to deliver this programme. The reduction in funding of $10,360 will have a moderate impact on the number of schools and sustainability projects that can be delivered.

37. Staff recommend the board allocate $41,440 for the 2023/2024 programme.

Pest free Te Atatū coordinator – $27,000

38. The board has indicated that it would like to continue to provide funding towards a part-time pest free Te Atatū coordinator role in the 2023/2024 financial year.

39. This role was created by Community Waitākere in 2018 to support the Pest Free Te Atatū initiative to work with 776 private landowners on the peninsula to undertake pest control on both public and private land. In the 2021/2022 and 2022/2023 financial year, the board provided $27,000 towards this programme.

40. Staff recommend that the board allocate $27,000 of its locally driven initiatives operational budget towards this role in the 2023/2024 financial year. This would enable continued engagement with the community in controlling pest animals on private property, and development of new pest control initiatives on public land that is not currently under any pest animal control management.

Te wai O Pareira - $20,000

41. The board has indicated it would like to continue to fund Te wai O Pareira in the 2023/2024 financial year.

42. This programme will support Te wai O Pareira group to engage with the local community, educate and empower the Henderson-Massey region and support water quality improvements in Te wai O Pairera.

43. This programme will build awareness of the awa, advocate for Te wai O Pairera with local authorities and the community, actively work to clean up the awa (through working groups, riparian planting and wastewater tracking) and collect water quality data (wai care and invertebrate monitoring).

44. Staff recommend that the board allocate $20,000 of its locally driven initiatives operational budget towards this programme in the 2023/2024 financial year.

Orangihina wetland restoration - $30,000

45. The board has indicated it would like to support the restoration of the Orangihina wetland restoration through the Harbourview Orangihina Park targeted rate reserve in the 2023/2024 financial year.

46. This project proposes to re-establish the natural function of the wetland through helping currently smothered as well as re-establishing natural plant communities by removing and controlling invasive pest plants.

47. This programme will work alongside existing community efforts and create opportunities for engagement, education and training.

48. Staff have allocated $30,000 of the Harbourview Orangihina Park targeted rate reserve to this program in the 2023/2024 financial year and asks the local board to note this allocation.

Tauākī whakaaweawe āhuarangi

Climate impact statement

49. 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.

50. 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.

51. Table 2 outlines the activities in the 2023/2024 work programme that have an impact on greenhouse gas emissions or contribute towards climate change adaptation.

Table 2: Climate impact assessment of proposed activities

Activity name	Climate impact
Climate action activator	This programme aims to reduce emissions by enabling implementation of priority actions in the board’s local climate action plan, including reducing energy use, increasing access to active transport, changing purchasing habits, and reducing carbon footprints.
EcoMatters programmes	EcoMatters initiatives respond to Auckland Council’s climate emergency declaration and commitments to address climate change by supporting and enabling community climate action. Programmes aim to reduce carbon emissions and increase community resilience to climate impacts, using currently available solutions for immediate progress. Community climate action involves local residents reducing or responding to climate change in personal lifestyle or local community-based ways, creating new social norms.
Kaitiaki project - pā harakeke	This programme aims to reduce emissions by enabling local establishment of a specialised native plant resource with associated sustainable harvesting practices. This will provide local community access to a natural resource and taonga with the benefit of providing environmental learning and development programmes and opportunities for local community groups and schools.
Ngā puna manaaki īnanga and Te wai O Pareira	Freshwater ecosystems provide many ecosystem services such as flood mitigation, habitat for native biodiversity and carbon sequestration (riparian planting). These services are enhanced when the ecosystems are restored.
Ope hauāuru: building sustainable community	Both Te Aho Tū Roa and Enviroschools provide holistic, intergenerational, action-learning approaches to climate action that over time have outcomes for matters such as local food production, wai (waterway) restoration, urban ngāhere (forest), regeneration, waste minimisation, sustainable transport, energy and water use efficiencies that will all contribute to lowering carbon emission footprints.
Pest free Te Atatū coordinator	This programme will reduce the number of native plants being eaten by pest animals, improving the survival and regeneration of native vegetation. This will consequently aid in greater carbon sequestration, greenhouse gas emission and pollution absorption by native plants, and increased oxygen levels produced by these native plants.
Orangihina Harbourview wetland restoration	Functioning wetlands are crucial for carbon sequestration and flood attenuation which are both important aspects in climate resilience. This project is focused on ensuring the Orangihina weltands are kept healthy and functioning well.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

52. 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.

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

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

Local impacts and local board views

54. The projects proposed for inclusion in the board’s Infrastructure and Environmental Services work programme will have positive environmental outcomes across the Henderson-Massey local board area. Particular focus areas for the 2023/2024 work programme include Orangihina, Moire Park and Lowtherhurst Reserve.

55. The projects noted above align with the local board plan outcome ‘everyone contributes to building resilience and living sustainably’. 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

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

57. 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.

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

59. Table 3 outlines the activities in the 2023/2024 work programme that contribute towards the delivery of specific Māori outcomes.

Table 3: Māori outcome delivery through proposed activities

Activity name	Māori outcome description
EcoMatters programmes	EcoMatters are working with representatives of Te Kawerau ā Maki towards establishing a memorandum of understanding. EcoMatters regularly hold traditional Māori weaving and medicinal plants (rongoa) workshops as part of their seminar/workshop education programme. EcoMatters provides support to build the capacity of other organisations involved in developing and delivering environmental initiatives. This includes Māori organisations such as the Te Atatū Marae Coalition to develop the waste management components of a Matariki event.
Kaitiaki project - pā harakeke	Communication with Te Kawerau ā Maki as mana whenua occurred during the development of the programme, including discussions on pā harakeke locations. Te Atatū Marae Coalition, local weavers and He Tohu Aroha Trust are key partners in the Harbourview-Orangihina pā harakeke. Te Ukaipo is a key partner in establishing a pā harakeke in Rānui. Aspirations expressed include building local capacity in the traditional knowledge practices and uses relating to harakeke. Engagement is maintained with the Rānui Māori Women’s Welfare League who have expressed their ongoing support for this initiative.
Ope hauāuru: building sustainable community	The kairāranga will have strong connections to mana whenua and mātāwaka organisations. Their role is to weave and strengthen community, whānau and Enviroschool connections to grow sustainable community supporting whānau and tamariki wellbeing. Experiential action learning that supports kaitiakitanga is the main context for learning. Te Aho Tū Roa is a Māori language immersion kaupapa, and functions with a similar intention to connect intergenerationally in homes and community. As well as initiating action projects, it serves to amplify and deepen existing kaupapa such as Te Aho Matua.
Orangihina Harbourview wetland restoration	The restoration project will have strong connections to mana whenua and mātāwaka organisations including the Te Atatū Marae committee who have coordinated matariki events at the site including the 2019 planting. Community Waitākere will initiate restoration collaboratively with the marae who maintain the lead kaitiaki role in this space and are initiators of the Taiao

60. 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

61. The proposed environment work programme for 2023/2024 totals to $293,240 of the board’s locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total budget for 2023/2024.

62. The proposed work programme also includes $59,000 in asset-based services capital expenditure for the coastal renewal’s programmes and $30,000 of operating expenditure based services from the Harbourview Orangihina Park targeted rate reserve.

63. 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 some activities have reduced funding and others have been stopped.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

64. 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.

65. 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.

66. 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.

67. Table 4 shows the key risks associated with activities in the proposed 2023/2024 work programme, as well as proposed mitigations.

Table 4: Key risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Climate action activator	Implementation of the climate action plan and amplification of local climate action is dependent on funding availability, some of which may not be covered by this proposal.	The Henderson- Massey Local Board has indicated a commitment to climate change mitigation and adaptation programmes, so this risk is considered low. These include many of the EcoMatters funded programmes.	Low
EcoMatters programmes	EcoMatters initiatives are dependent on longstanding partnerships with three local boards (Henderson-Massey, Waitākere Ranges and Whau). Funding for the EcoMatters environment centre and sustainability hub underpins ongoing operations and the ability of EcoMatters to deliver this and other programmes.	All three local boards have indicated ongoing support of the environment centre and sustainability hub so this risk is considered low.	Low
Kaitiaki project - pā harakeke	Installing a pā harakeke is a weather dependent activity where inclement weather may result in unavoidable adjustments to timelines.	Local park rules prohibit the installation of gardens during winter months, which will be taken into account to ensure timely programme delivery.	Low
Pest free Te Atatū coordinator	There is a risk of landowners and community groups not interested in participating.	This programme has an established history in the area and the contractor has strong engagement experience.	Low
Te wai O Pareira	This programme relies on the willingness of volunteers and community to be engaged and take part in the activities.	This programme builds on positive relationships and momentum that already exists in the local community and Henderson-Massey ecological networks.	Low
Whakapiki te mauri o pukearuhe	Some of the delivery in this programme has weather dependent activity where inclement weather may result in unavoidable adjustments to timelines.	Contingency plans will be developed to allow alternate dates with weather events.	Low

68. 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

69. 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.

70. 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 Enviromental Services Work Programme 2023/2024 - Henderson-Massey Local Board	51

Ngā kaihaina

Signatories

Author

Hana Perry - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Adam Milina - Local Area Manager

Henderson-Massey Local Board

18 July 2023

Approval of the 2023/2024 Henderson-Massey Local Board Customer and Community Services work programme

File No.: CP2023/09118

Te take mō te pūrongo

Purpose of the report

1. To approve the 2023/2024 Henderson-Massey 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 Henderson-Massey 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 Henderson-Massey 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 Henderson-Massey 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) 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 (Attachment C to the agenda report).

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 one or more of the following 2020 Local Board Plan outcomes:

· Outcome 1 - Henderson-Massey is a great place to live, work and play

· Outcome 2 - A thriving, inclusive and engaged community

· Outcome 3 - Thriving Māori culture and identity

· Outcome 4 - Everyone contributes to building resilience and living sustainably.

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
3937	EOI - 18A Matipo Rd, Te Atatu Peninsula (ex-bowling club green)	CCS: PCF – Community Leases	TBC
TBC	Citizenship ceremonies hosted at Hoani Waititi Marae	CCS: RSS – Events	$3,651
3823	Henderson-Massey - Play Advocacy	CCS: Active Communities – Sport and Recreation	$10,000
30171	Bruce McLaren Memorial Park - replace play item	CCS: PCF – Project Delivery	$0
30246	Corban Estate Arts Centre - renew footpaths, driveways carparking	CCS: PCF – Project Delivery	$50,000
42550	Corban Estate Arts Centre - renew wayfinding & information signage	CCS: PCF – Project Delivery	$15,000
42707	Corban Estate Arts Centre - The Garage - remediate structural and weather tightness issues	CCS: PCF – Project Delivery	$40,000
27970	Corban Estate Arts Centre - undertake minor building refurbishment work - phase 2	CCS: PCF – Project Delivery	$175,000
37662	Covil Park - renew areas of driveway/carpark	CCS: PCF – Project Delivery	$0
24219	Flaunty Reserve - renew playground	CCS: PCF – Project Delivery	$0
32085	Harbourview-Orangihina - plant upper terrace stream corridor	CCS: PCF – Project Delivery	$0
40225	Harbourview-Orangihina - upgrade park amenities	CCS: PCF – Project Delivery	$20,000
37512	Henderson Bowling Club, Cranwell Park - replace exterior cladding	CCS: PCF – Project Delivery	$60,000
30178	Henderson Valley Park - replace play item	CCS: PCF – Project Delivery	$0
37514	Henderson-Massey - provide natural shade in parks and street berms FY25-FY26	CCS: PCF – Project Delivery	$0
40226	Henderson-Massey - remediate storm damaged assets	CCS: PCF – Project Delivery	$200,000
37513	Henderson-Massey - renew park / facility fixtures and furniture FY26-FY28	CCS: PCF – Project Delivery	$0
37515	Henderson-Massey - renew park / facility signage FY25-FY26	CCS: PCF – Project Delivery	$0
32096	Horowai / Roberts Field - develop new neighbourhood playground	CCS: PCF – Project Delivery	$0
36405	Spinnaker Strand - renew coastal walkway	CCS: PCF – Project Delivery	$150,000
37519	Te Atatu South Community Hall - renew main hall heaters	CCS: PCF – Project Delivery	$32,000
37677	Te Pai Park - replace carpark lighting lamps	CCS: PCF – Project Delivery	$0
40236	Te Pātaka Kōrero o Te Kōpua / Waitākere Central Library - renew Building Management System Controls	CCS: PCF – Project Delivery	$350,000
40235	Te Rangi Hiroa/Birdwood Winery - refurbish homestead bathroom and kitchen	CCS: PCF – Project Delivery	$0
37520	Te Rangi Hiroa/Birdwood Winery - renew Birdwood Road access carpark	CCS: PCF – Project Delivery	$50,000
40241	Te Rangi Hiroa/Birdwood Winery Park - install plant nursery infrastructure	CCS: PCF – Project Delivery	$0
39892	West Wave Aquatic Centre - renew boiler 1 & 2	CCS: PCF – Project Delivery	$65,800
40234	West Wave Aquatic Centre - renew Earth Bonding System	CCS: PCF – Project Delivery	$222,582
40233	West Wave Aquatic Centre - renew Leisure Pool Hall filtration systems	CCS: PCF – Project Delivery	$124,593
37663	West Wave Aquatic Centre - renew main switchboard room ventilation	CCS: PCF – Project Delivery	$17,300
42403	West Wave Aquatic Centre - renew plant damaged during January storm & Cyclone Gabrielle 2023	CCS: PCF – Project Delivery	$756,584

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
149	Pomaria and Lincoln North neighbourhood development/ Community Waitakere: Placemaking	CCS: Connected Communities – Community Delivery
1282	LB event - Brass at the Falls	CCS: RSS – Events
3459	Henderson-Massey: Te Kete Rukuruku (Māori naming of parks and places) Tranche Four	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
Henderson-Massey is a great place to live, work and play	· Heritage and culture are highlighted and celebrated. · Parks, facilities and public spaces are inviting, accessible to all and meet the needs of our diverse communities. · We prepare for the needs of a growing community.	· Work with mana whenua to identify and highlight sites of cultural significance. · Progress mana whenua naming of parks and reserves, including interpretive signage that tells the stories of sites of significance to Māori. · Explore opportunities to highlight and provide access to sites of heritage value, both natural and built. · Develop parks and new play spaces that are inclusive, accessible to all, and support whānau-focused gatherings and activities. · Support programming and events in community hubs and centres that focus on removing barriers to access and contribute to reducing social isolation. · Support year-round affordable or free activities and activations in our parks and facilities. · Provide more drinking fountains and natural and artificial shade in parks and playgrounds. · Continue to advocate for sports, recreation and openspace needs in the north west and Redhills growth area. · Ensure council facilities contribute to a low carbon future through sustainable design principles. · Work with Kāinga Ora to develop sustainable housing that promotes community togetherness and builds community resilience.
A thriving, inclusive and engaged community	· Diversity and difference are embraced and valued. · Community arts and events connect people and enhance community identity. · More people are confident, willing and able to engage with council and influence what happens in their neighbourhoods.	· Work with Pasifika communities to understand their aspirations and priorities. · Work with the ethnic communities and local ethnic associations to support community-led planning and initiatives that celebrate diverse cultures. · Expand and refine the existing events partnership programme to support well-loved community-led events. · Support the Henderson-Massey arts broker role to work with diverse communities and young people to increase local arts opportunities. · Increase multi-lingual information about engaging with and influencing local government. · Investigate and implement new ways for people to connect with, and influence, local board decision making.
Thriving Māori culture and identity	· The aspirations of the Māori community are understood and responded to. · More opportunities for expression of Māori language, heritage, culture and arts.	· Support the Kaiwhakaawe role in delivering on the Waitākere ki Tua 2019 action plan. · Support rangatahi in growing their confidence and leadership, and improve education and employment opportunities. · Progress a relationship agreement with Te Kawerau a Maki. · Support Te Tiriti o Waitangi training in all community organisations’ governance training. · Advocate for Waitangi at Hoani Waititi to be supported at a regional level. · Support the contracted arts broker to engage with Māori-focussed arts groups. · Progress Te Kete Rukuruku (a project to name, rename or dual name parks and community places) and explore other opportunities to highlight Māori culture and te reo throughout Henderson-Massey including stories, art, pou and interpretive signs.
Everyone contributes to building resilience and living sustainably	· More people involved in local environmental protection and increasing indigenous biodiversity to preserve our ecological treasures.	· Support and enable communities and schools involved in pest-free, water quality and biodiversity initiatives, for example through Project Twin Streams and Enviroschools programmes. · Implement the Harbourview-Orangihina Ecological restoration plan. · Build on and expand Māori-led environmental initiatives based on a tikanga Māori approach, for example through Project Twin Streams, pā harakeke and rongoā plantings.

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 Henderson-Massey 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. 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.

68. The local board can provide feedback on the activities outlined in Attachment C. 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

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

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

71. 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.

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

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

74. 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.

75. 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

76. 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.

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

78. 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.

79. 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.

80. 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.

81. 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.

82. 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.

83. 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.

84. 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.

85. The activities in the Henderson-Massey Local Board work programme identified as having a positive or negative impact on climate change are outlined in Attachment D.

86. 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

87. 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.

88. 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.

89. 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

90. 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.

91. 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.

92. 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

93. 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.

94. 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.

95. 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.

96. 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.

97. 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

98. 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.

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

100. 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.

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

Table seven: Henderson-Massey 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)	1,581,192	0	0
Opex: Asset Based Services (ABS)	27,681,317	0	0
Capital (Capex): Local Asset Renewals - Budget (ABS)	12,360,073	9,101,713	4,352,663
Capex: Local Asset Renewals - Proposed Allocation (ABS)	11,738,023	9,101,713	4,352,663
Advanced Delivery RAP*	622,050
Capex: Local Asset Renewals - Unallocated budget (ABS)	0	0	0
Capex: Locally Driven Initiatives (LDI) – Budget	240,000	781,459	644,574
Capex: Locally Driven Initiatives (LDI) - Proposed Allocation	240,000	781,459	644,574
Advanced Delivery RAP*	0
Capex: Locally Driven Initiatives (LDI) - Unallocated budget	0	0	0
Capex: Growth projects Allocation	0	0	0
Capex: Coastal projects Allocation	0	0	0
Capex: Slips Prevention projects Allocation	10,000	65,000	0
Capex: Specific Purpose Funding – Allocation	8,104,504	5,066,873	663,438
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	2,507,365	274,700	0
TOTAL ALLOCATIONS	22,614,894	15,289,744	5,660,674

* See paragraphs 63 to 65 for RAP explanation

102. 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.

103. 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

104. 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.

105. 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.

106. 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.

107. 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.

108. 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

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

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

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

112. 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	75
b ⇩	Māori Outcomes	119
c ⇩	Regional Projects	133
d ⇩	Climate Impacts	135

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

Adam Milina - Local Area Manager

Henderson-Massey Local Board

18 July 2023

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

File No.: CP2023/08467

Te take mō te pūrongo

Purpose of the report

1. To provide the Henderson-Massey 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 Henderson-Massey 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 Henderson-Massey 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 Henderson-Massey 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

23. There are no completed work programme items to report.

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

25. There are no changes to engagement levels to report.

26. A key highlight for Auckland Transport has been the engagement of a contractor to deliver safety improvements in the Henderson area. Proposed safety improvements include new speed bumps to lower driver speeds and the upgrade of school crossings to raised pedestrian crossings outside Henderson North School and Henderson Intermediate.

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

Tātaki Auckland Unlimited

28. There are no completed work programme items to report.

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

30. There are no changes to engagement levels to report.

31. Events supported in this quarter included Synthony in the Domain on 2 April 2023 and NZ International Comedy Festival from 5 – 28 May 2023. Planning is currently underway for the Auckland Diwali Festival 2023 and the Lantern and Pasifika Festivals 2024.

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

Eke Panuku Development Auckland

33. There are no completed work programme items to report.

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

35. There are no changes to engagement levels to report.

36. The developed design for the Wai Horotiu Henderson Connection (formerly Oratia Shared Path) and engagement with Auckland Transport around the design are currently in progress.

37. Eke Panuku’s work programme items are provided in Attachment C.

Watercare

38. There are no completed work programme items to report.

39. There are no changes to engagement levels to report.

40. The project to duplicate sections of wastewater pipe and reduce blockages creating overflows to the watercourse in Takapu Street, Henderson is currently in progress.

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

43. 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

44. 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.

45. 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

46. 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.

47. 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

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

49. 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

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

51. 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

52. 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.

53. 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

54. 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).

55. 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.

56. 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 ⇩	Auckland Transport work programme items	151
b ⇩	Tātaki Auckland Unlimited work programme items	153
c ⇩	Eke Panuku work programme items	155
d ⇩	Watercare work programme items	157

Ngā kaihaina

Signatories

Author	Michelle Knudsen - Lease Advisor
Authoriser	Adam Milina - Local Area Manager

Chairperson	Chris Carter
Deputy Chairperson	Member Brooke Loader
Members	Brenda Brady	Dr Will Flavell
	Peter Chan, JP	Oscar Kightley
	Dan Collins	Ingrid Papau

Author	Laura Hopkins - Democracy Advisor
Authoriser	Adam Milina - Local Area Manager

Author	Wendy Kjestrup - Senior Local Board Advisor
Authoriser	Adam Milina - Local Area Manager