Agenda of Kaipātiki Local Board - Wednesday, 19 July 2023

Kaipātiki Local Board

19 July 2023

Approval of the 2023/2024 Kaipātiki Local Board Infrastructure and Environmental Services Work Programme

File No.: CP2023/08802

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. This report presents the Kaipātiki 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 Kaipātiki Local Board Plan 2020.

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

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 Programme – $15,000

· Industrial Pollution Prevention Programme – $40,000

· Kaipātiki Project – $100,000

· Kaipātiki Water Quality – schools and community engagement – $40,000

· Kaipātiki Water Quality – monitoring programme – $15,000

· Para Kore Zero Waste Northcote: Phase two – $20,000

· Pest Free Kaipātiki strategy implementation – $200,000.

8. Additionally, the local board has already approved half of the Kaipātiki Project budget ($50,000) and half of the Pest Free Kaipātiki strategy implementation budget ($100,000) as part of its adoption of the local board agreement at the 21 June 2023 business meeting (resolution number KT/2023/99).

9. The proposed work programme has a total value of $430,000.00 which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2023/2024 financial year.

10. The proposed work programme also includes $1,050,000.00 in regionally funded asset-based services capital expenditure for the following coastal renewals programmes:

· Hinemoa Park – repair failed pontoon – $329,000

· Island Bay – renew swimming pontoon – $10,000

· Little Shoal Bay – implement priority coastal asset options – $135,000

· Sulphur Beach Reserve jetty – replace piles and handrails – $143,000.

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 Kaipātiki Local Board:

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

Activity name	2023/2024 budget for approval
Climate Action Programme – Kaipātiki	$15,000
Industrial Pollution Prevention Programme – sensor investigation and visits	$40,000
Kaipātiki Project ($50,000 of this budget already approved)	$100,000
Kaipātiki Water Quality – schools and community engagement	$40,000
Kaipātiki Water Quality – monitoring programme	$15,000
Para Kore Zero Waste Northcote	$20,000
Pest Free Kaipātiki strategy implementation ($100,000 of this budget already approved)	$200,000
Total	$430,000

b) tuhi ā-taipitopito / note that $50,000 for Kaipātiki Project and $100,000 of the Pest Free Kaipātiki strategy implementation budgets have already been approved as part of the adoption of the local board agreement at the 21 June 2023 business meeting (resolution number KT/2023/99).

c) tuhi ā-taipitopito / note the allocation of $1,050,000.00 regionally funded asset-based services capital expenditure budget towards the coastal renewal programmes in the 2023/2024 financial year with the following programmes:

· Hinemoa Park – repair failed pontoon – $762,000

· Island Bay – renew swimming pontoon – $10,000

· Little Shoal Bay – implement priority coastal asset options – $135,000

· Sulphur Beach Reserve jetty – replace piles and handrails – $143,000.

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 (refer to Attachment A of the agenda report).

13. In June 2023, the Governing Body adopted the council’s 2023/2024 budget, which has reduced 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 Kaipātiki Local Board Plan 2020. The specific objective(s) reflected in the work programme are/is:

· our natural environment, harbours and waterways are protected and enhanced, in partnership with mana whenua and our community.

· our birds and other native wildlife flourish with fewer pest plants and animals

· our people are environmentally aware and work together to live sustainably.

· our parks, playgrounds, and public spaces are SunSmart, high quality, accessible, and well maintained.

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

· Te Tāruke ā Tāwhiri: Auckland’s Climate Action Plan 2020

· Kaipātiki Climate Action Plan 2023

· National Policy for Freshwater Management 2020

· Mahere ā-Rohe Whakahaere Kaupapa Koiora Orotā mō Tāmaki Makaurau - Regional Pest Management Plan 2020-2030

· Auckland Waste Management and Minimisation Plan 2018.

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

18. The work programme (refer to Attachment A of the agenda report) 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 Programme - Kaipātiki – $15,000

21. The board has indicated it would like to continue to support the climate action programme in the 2023/2024 financial year.

22. The local board allocated $20,000 of its locally driven initiatives operational budget towards the development of a local climate action plan in 2021/2022 (resolution number KT/2021/84). This was supplemented with $15,000 of regional budget in May 2022 to support plan completion. The local board also provided $20,000 towards this programme in 2022/2023.

23. The programme for 2023/2024 will provide support for a range of community projects that align to the Communities and Coast, Transport, and Economy priorities in the climate plan to support emissions reduction and adaptation outcomes.

24. The budget for this programme has been reduced from $20,000 in principle to $15,000 to fit within the available budget. The shortfall of $5,000 means that there will be a reduction in the number of resources available to community groups engaged in the programme.

25. Staff recommend the board allocate $15,000 of its locally driven initiatives operational budget to continue this programme in the 2023/2024 financial year.

Industrial Pollution Prevention Programme – sensor investigation and visits – $40,000

26. The board has indicated it would like to continue to support the Industrial Pollution Prevention Programme – sensor investigation and visits in the 2023/2024 financial year.

27. The Industrial Pollution Prevention Programme has been funded in Kaipātiki Local Board since 2018/2019. In 2022/2023 the board contributed $40,000 towards this programme.

28. In 2021/2022 the programme piloted sensor technology in the local board area. Two sensors were installed in strategic locations at Wairau Creek in April 2022. The sensors enable real-time data collection across the catchment, with samples automatically or manually collected by contractors following the detection of contamination.

29. This continuous monitoring will allow staff to:

· measure the effectiveness of the education delivered within Wairau in previous years of the project

· better understand the type, frequency and location of pollution events

· plan targeted future engagement with businesses.

· inform how Healthy Waters and Regulatory Compliance respond to pollution.

30. Sensors may be moved as part of this programme in the 2023/2024 financial year. Following a period of data collection, the contractor will visit businesses in the upstream sub-catchments to share findings and make recommendations.

31. Staff recommend that the board allocate $40,000 to his programme again in the 2023/2024 financial year.

Kaipātiki Project – $100,000

32. The board has indicated it would like to continue funding the Kaipātiki Project’s environmental programmes in the 2023/2024 financial year. The local board funded $100,000 towards this programme in 2022/2023.

33. This programme will support continuation of the EnviroHub’s public facing services during transition for building renewal, increase protection of threatened plants and birds, and build the community’s capacity to protect and restore their local environmental.

34. Some initiatives of Kaipātiki Project include:

· Kaipātiki Streamcare programme run in collaboration with Pest Free Kaipātiki

· provision of volunteering opportunities in the native plant nursery and teaching garden

· environmental restoration and education events and programmes

· Eco Fest backyard actions, including online engagement.

· skills and capability building.

35. The local board has already allocated $50,000 towards this programme for 2023/2024 as part of its adoption of the local board agreement (resolution number KT/2023/99). Staff recommend that the board allocate a further $50,000 for a total of $100,000 towards this programme in the 2023/2024 financial year.

Kaipātiki Water Quality – schools and community engagement – $40,000

36. The board has indicated it would like to continue funding the Kaipātiki Water Quality (schools and community engagement) programme in the 2023/2024 financial year with a reduction in the in-principle funding indicated in the 2022/2023 work programme report from $45,000 to $40,000.

37. With the funding being reduced for the 2023/2024 financial year from the in-principle approved in the 2022/2023 work programme report, this will not see any major reductions in delivering outcomes, rather it will see a change in the distribution across measures and KPIs for the 2023/2024 financial year.

38. While $20,000 of this funding goes to the schools to deliver outcomes, the remaining funding supports community planting in the Glendhu Stream restoration, this is ptioney by staff with a local community group and volunteers.

39. This programme will continue to initiate a community action based on the results of the previous financial year’s water quality monitoring programme. Water quality improvement activities will be undertaken in one catchment at a time, starting with the Glendhu stream.

40. The programme will work with students from five local schools to undertake WaiCare and fish monitoring in the Glendhu stream and take further environmental restoration action such as riparian planting.

41. Staff recommend that the board allocate $40,000 towards this project in the 2023/2024 financial year.

Kaipātiki Water Quality Monitoring Programme – $15,000

42. The local board has indicated it would like to continue supporting the Kaipātiki Water Quality Monitoring Programme in the 2023/2024 financial year. This will be the fourth year of board support for this programme to which the board allocated $19,900 towards in the 2022/2023 financial year, this included $4,900 that was carried forward from the 2021/2022 financial year work programme.

43. In three previous financial years, this programme has delivered monthly water quality data for 10 streams in the Kaipātiki Local Board area. This data has given staff a comprehensive picture of the health of each stream, and how this varies seasonally and with heavy rainfall.

44. The 10 sites monitored in the Kaipātiki Local Board area as part of this programme are as follows:

· Kaipātiki Stream – Witheford Scenic Reserve opposite Stanley Road

· Eskdale Stream – lower part of the Eskdale Reserve

· Kahika Stream – Fordham Street in the Rangitira Reserve

· Wairau Creek – Chartwell Avenue near Marlborough Park

· Onepoto Stream – Kauri Glen Reserve

· Little Shoal Bay Stream – Le Roys Bush Reserve

· Chelsea Stream – Chatswood Reserve

· Soldiers Bay Stream – Kauri Park Domain

· Awataha downstream

· Awataha upstream.

45. The frequency of this water quality monitoring will be reduced from monthly to quarterly, so that resources can instead be focused on stream health restoration interventions.

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

Para Kore Zero Waste Northcote – $20,000

47. The board has indicated it would like to continue to support the para kore zero waste Northcote programme in the 2023/2024 financial year to continue reducing waste produced in the area. The local board allocated $20,000 towards this programme in 2022/2023.

48. The development of the zero waste Northcote plan was led by Kaipātiki Project, Eke Panuku Development Auckland, and the council’s Waste Solutions department in the 2019/2020 financial year. The plan has the support of local community organisations, local schools, Kāinga Ora, Piritahi and Para Kore ki Tāmaki.

49. Staff recommend that the board allocates $20,000 towards this programme in the 2023/2024 financial year.

Pest Free Kaipātiki strategy implementation – $200,000

50. The board has indicated it would like to continue to support the Pest Free Kaipātiki strategy implementation programme in the 2023/2024 financial year to continue their work in pest removal and native species protection. The local board funded $200,000 towards this programme in 2022/2023.

51. This programme consists of projects focused on community empowerment to undertake pest animal and plant removal, habitat and species protection and environmental restoration across the local board area. The work is supported by council staff.

52. This programme will involve pest control on reserves, the development of environmental halos, supporting a number of community groups and engagement with schools.

53. The local board has already allocated $100,000 towards this programme for 2023/2024 as part of its adoption of the local board agreement (resolution number KT/2023/99). Staff recommend that the board allocate a further $100,000 for a total of $200,000 towards this programme in the 2023/2024 financial year.

Tauākī whakaaweawe āhuarangi

Climate impact statement

54. 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.

55. 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.

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

Table 1: Climate impact assessment of proposed activities

Activity name	Climate impact
Climate Action Programme – Kaipātiki	This programme responds to Auckland Council’s climate emergency declaration and commitments to address climate change by supporting and enabling community climate action. It also aligns with the priorities of Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan, specifically the ‘community and coast’ priority actions, supporting Aucklanders to reduce their carbon footprints. The programme aims to reduce carbon emissions through encouraging and enabling local residents to make changes in their personal lifestyles or respond in community-based ways, creating new social norms.
Industrial Pollution Prevention Programme – sensor investigation and visits	This programme will contribute towards climate change mitigation and adaptation by identifying the frequency of pollution events and discharges so that further contamination can be prevented and the freshwater ecosystem can be protected. Freshwater ecosystems provide many ecological services such as flood mitigation, habitat for native biodiversity and carbon sequestration (riparian planting).
Kaipātiki Project	The Kaipātiki Project are a Live Lightly partner and run both climate change mitigation and adaptation focused initiatives. They work to mitigate climate change through protecting and planting native trees, while also empowering the wider community and business groups to reduce their emissions.
Kaipātiki Water Quality Monitoring Programme Kaipātiki Water Quality – schools and community engagement	Freshwater ecosystems provide many ecological services that mitigate climate change and increase the community’s resilience to climate change. These services include flood mitigation, habitat for native biodiversity and carbon sequestration (riparian planting). This water quality monitoring will assist with making decisions on how the waterway and land use upstream needs to be restored in the future to enhance the ecosystem.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

57. 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.

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

59. Infrastructure and Environmental Services staff will work with staff from Proactive Compliance, and Customer and Community Services to deliver programmes with shared outcomes.

60. Eke Panuku Development Auckland is co-funding the Para Kore Zero Waste Northcote: Phase two programme alongside Waste Solutions. This programme will also have input from various departments in Customer and Community Services including Parks and Community Facilities.

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

Local impacts and local board views

61. The projects proposed for inclusion in the board’s Infrastructure and Environmental Services work programme will have positive environmental outcomes across the Kaipātiki Local Board area. Particular focus areas for the 2023/2024 work programme include the Glendhu Stream, Wairau Creek, Soldiers Bay and Eskdale Reserve.

62. The projects noted above align with the 2020 local board plan outcome ‘Our natural environment is protected and restored for future generations to enjoy’. 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

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

64. 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.

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

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

Table 2: Māori outcome delivery through proposed activities

Activity name	Māori outcome	Māori outcome description
Kaipātiki Project	Te reo Māori Māori business, tourism and employment Māori identity and culture Realising rangatahi potential Kaitiakitanga	Kaipātiki Project has been developing its capability to recognise the principles of Te Tiriti in its work, upskill in te reo Māori, tikanga and mātauranga Māori, and develop an intentional partnership approach to reflect this. Māori are already involved in all parts of the organisation. As part of Kaipātiki Project’s strategy, they are developing a Māori Responsiveness Plan, identifying why, when, how and who to engage with. This will then be implemented as appropriate.
Para Kore Zero Waste Northcote: Phase two	Te reo Māori Māori business, tourism and employment Māori identity and culture Realising rangatahi potential Kaitiakitanga	The iwi forum ‘Panuku Kaitiaki Project Working Group’ initiated this kaupapa through the Panuku ‘Unlock Northcote’ Programme. The work of Pare Kore Zero Waste Northcote is informed by the framework developed by mana whenua for the ‘Unlock Northcote’ programme, and there is frequent reporting on the programme to the iwi forum. Engagement with the wider Māori ptioney and Māori organisations is being planned through existing ptio anchor organisations. Pare Kore Zero Waste Northcote will look at the ptione of collaborating with Para kore ki Tāmaki in the future, who specialise in working with Māori organisations towards conscious climate and para kore zero waste goals.
Pest Free Kaipātiki strategy implementation	Te reo Māori Māori business, tourism and employment Māori identity and culture Realising rangatahi potential Kaitiakitanga	Pest Free Kaipātiki are committed to building a relationship with Māori and ensuring that Māori aspirations, identity, culture and language will be consistently incorporated into their activities. This programme is currently planning initiatives to meet the listed Māori outcomes.

67. 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

68. The proposed environment work programme for 2023/2024 totals to $430,000.00 of the board’s locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total draft budget for 2023/2024.

69. The proposed work programme also includes $1,050,000.00 in regionally funded asset-based services capital expenditure for the coastal renewals’ programmes.

70. 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.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

71. 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.

72. 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.

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

Table 3: Key risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Climate Action Programme - Kaipātiki	Timely project delivery is dependent on the availability of key contractors with relevant experience in developing and delivering local climate action plans and to fulfil the role of a local Climate Activator. To be a success, the project depends on the willingness and availability of key stakeholders to participate in working group meetings and invest their time in helping to develop and implement the Kaipātiki Climate Action Plan.	Staff will begin the recruitment search as soon as the Kaipātiki Climate Action Plan has been completed. Staff will also seek candidate referrals from established local community groups. Candidates for the Climate Activator role will be individuals who are already well established within, or connected to, local community groups. This will decrease the likelihood of a lack of buy-in from key stakeholders.	Medium
Industrial Pollution Prevention Programme – sensor investigation and visits	This water sampling will not be able to link pollution to the polluter (a particular business or business sector), so there is a risk of the data collection not leading to further environmental protection activity.	The programme will work closely with other departments, such as Proactive Compliance, RIMU and Regulatory Services, to understand contaminants of interest, industry types/locations, cross connection points and current discharge consents.	Low
Kaipātiki Project	This programme is dependent on the willingness of volunteers to be involved.	This programme builds on positive relationships and momentum that already exists in local communities.	Low
Kaipātiki Water Quality – schools and community engagement	The success of this programme will be dependent on the actions and enthusiasm of the community.	This programme is led in tandem with the community groups Kaipātiki Project and Pest Free Kaipātiki, which both have extensive knowledge of restoration activities, water quality and community engagement.	Low

74. 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

75. 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.

76. 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 ⇩	19 July 2023 - Kaipātiki Local Board Business Meeting - Infrastructure and Enviromental Services Work Programme 2023/2024 - Kaipātiki Local Board	19

Ngā kaihaina

Signatories

Authors

Brandii Stephano - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Paul Edwards - Senior Local Board Advisor

Trina Thompson - Local Area Manager

No.	Title	Page
a ⇩	19 July 2023 - Kaipātiki Local Board business meeting - Local Board Services Work Programme 2023/2024	27

Kaipātiki Local Board

19 July 2023

Approval of the 2023/2024 Kaipātiki Local Board Customer and Community Services work programme

File No.: CP2023/09156

Te take mō te pūrongo

Purpose of the report

1. To approve the 2023/2024 Kaipātiki Local Board Customer and Community Services work programme and its associated budget (refer to Attachment A of the agenda report).

Whakarāpopototanga matua

Executive summary

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

· Active Communities

· Community and Social Innovation

· Connected Communities

· 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 Kaipātiki 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 Kaipātiki Local Board:

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

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

c) approve the Risk Adjusted Programme projects identified in the 2023/2024 Customer and Community Services work programme (refer to Attachment A of 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 (refer to Attachment C of 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 - Te whai wāhitanga me te oranga | Belonging and wellbeing

· Outcome 2 - Te taiao | Environment

· Outcome 3 - Ngā wāhi me ngā takiwā | Places and spaces

· Outcome 4 – Te ikiiki me ngā tūhononga | Transport and connections

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

· Community and Social Innovation

· Connected Communities

· 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 (2023/2024)
4008	Civil defence - community resilience - Kaipātiki	CCS: Connected Communities – Community Delivery	$15,000
4007	Kaipātiki community development review	CCS: Connected Communities – Community Delivery	$20,000
3826	Kaipātiki - Play Advocacy	CCS: Active Communities – Sport and Recreation	$5,000
3987	Local crime prevention fund, safety initiatives investment - Kaipātiki	CCS: Connected Communities – Community Delivery	$48,909
30097	AF Thomas Park - renew car park surface, edging and gardens	CCS: P&CF: Project Delivery	$0
37081	Beach Haven - develop new basketball court	CCS: P&CF: Project Delivery	$20,000
40331	Birkenhead - install heritage signage	CCS: P&CF: Project Delivery	$25,000
40136	Birkenhead War Memorial Park - sports field toilet and changing room renewal	CCS: P&CF: Project Delivery	$150,000
27800	Cadness Reserve - renew playspace	CCS: P&CF: Project Delivery	$0
32098	Elliott Reserve - construct path Malibu Grove to the playground	CCS: P&CF: Project Delivery	$55,000
40142	Eskdale Reserve - renew car park	CCS: P&CF: Project Delivery	$50,000
32116	Fernglen Reserve - investigate and deliver priority actions from the Reserve Service Assessment	CCS: P&CF: Project Delivery	$45,000
31050	Glenfield Library - renew carpark	CCS: P&CF: Project Delivery	$18,000
42396	Glenfield Library - renew staff kitchen	CCS: P&CF: Project Delivery	$40,000
39952	Glenfield Pool and Leisure Centre renew assets	CCS: P&CF: Project Delivery	$20,000
42733	Hellyers Creek Reserve - renew dinghy ramp & minor assets	CCS: P&CF: Project Delivery	$2,900
27799	Hinemoa Park - renew playspace	CCS: P&CF: Project Delivery	$0
42120	Island Bay Reserve - renew public toilet facility	CCS: P&CF: Project Delivery	$0
37702	Kaipātiki - automatic door renewals	CCS: P&CF: Project Delivery	$35,000
31761	Kaipātiki - install new signage, seating and drinking fountains to our parks	CCS: P&CF: Project Delivery	$76,000
30670	Kaipātiki - minor sports field asset renewals 2024 to 2026	CCS: P&CF: Project Delivery	$50,000
40179	Kaipātiki - remediate storm effected assets	CCS: P&CF: Project Delivery	$95,000
31723	Kaipātiki - renew walking tracks 2023 - 2026	CCS: P&CF: Project Delivery	$50,000
40045	Kaipātiki - Sunsmart priorities for playspaces	CCS: P&CF: Project Delivery	$60,000
24259	Leiden Reserve - renewal of Kaipātiki play and sunsmart priorities	CCS: P&CF: Project Delivery	$25,000
40404	Lindisfarne Hall - full building renewal	CCS: P&CF: Project Delivery	$0
36683	Little Shoal Bay Renewals - Shoreline Adaptation plan local park renewals	CCS: P&CF: Project Delivery	$140,000
27803	Little Shoal Bay Reserve - renew and upgrade playground	CCS: P&CF: Project Delivery	$0
40135	Manuka Reserve - renew walkways	CCS: P&CF: Project Delivery	$0
31728	Nell Fisher Reserve - new senior climbing unit	CCS: P&CF: Project Delivery	$60,000
31729	Northcote War Memorial Hall - renew upper level of the hall	CCS: P&CF: Project Delivery	$0
42273	Onepoto Domain - renew playspace	CCS: P&CF: Project Delivery	$0
24373	Shepherds Park - investigate and prioritise actions to upgrade areas into a nature play park	CCS: P&CF: Project Delivery	$10,000
27806	Spinella Reserve - renew playspace	CCS: P&CF: Project Delivery	$0
27795	Stanaway Reserve - renew playspace	CCS: P&CF: Project Delivery	$20,000
29063	Vandeleur Reserve - renew pathway from Verbena Street playground	CCS: P&CF: Project Delivery	$0
42269	Windy Ridge community gardens water supply	CCS: P&CF: Project Delivery	$30,000

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

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

Previous ID	Activity name	Lead department
224	Governance capacity building for community organisations	CCS: Connected Communities – Community Delivery
234	Movies in Parks Kaipātiki	CCS: RSS – Events

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

Te whai wāhitanga me te oranga | Belonging and wellbeing

· Individuals and communities have a high level of wellbeing.

· Our diversity is a strength that we nurture and celebrate as we come together.

· Our heritage is protected and celebrated.

· Local community organisations lead the delivery of services to our communities

· Support our local community organisations that have a key role in nurturing our community wellbeing.

· Incorporate Māori identity, culture and language into programmes, services and facility developments.

· Support intergenerational opportunities for young and old to share skills and talents.

· Encourage and support a range of accessible and affordable initiatives that celebrate our diverse community and promote our identity.

· Partner with mana whenua to tell the stories of Māori cultural heritage and knowledge.

· Establish a heritage trail in Birkenhead with mana whenua, the Birkenhead Residents Association and the Birkenhead Heritage Society.

· Support and encourage our community organisations to deliver relevant and diverse services that connect the community and reflect their needs.

Ngā wāhi me ngā takiwā | Places and spaces

· Our parks, playgrounds, and public spaces are SunSmart, high quality, accessible, and well maintained.

· Our aquatic, recreational, art and community facilities are enhanced to meet the needs of our growing and changing population.

· Work with impacted users of the Birkenhead War Memorial Park to find solutions to challenges with storage, changing facilities and social spaces until the multi-purpose facility identified in the Birkenhead War Memorial Park Masterplan is completed.

· Encourage and support the provision of high-quality, distinctive and integrated public art in our built environment, providing an opportunity for storytelling around our place.

· Ensure our community houses, community centres, art facilities and libraries are accessible, well maintained, and are of high quality to meet the changing needs of our people.

· Advocate for and support access to playing surfaces, sports fields, aquatic and recreational facilities that meet the increasing recreational needs, are accessible, well maintained, available to the public, and fit for purpose.

· Support marae in Kaipātiki, including assisting the Uruamo Maranga Ake Marae Committee to progress the development of a community-run marae in Beach Haven.

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

88. Examples of collaboration on delivery are the kauri dieback programme which is delivered by the Parks and Community Facilities and the Infrastructure and Environmental Services directorate.

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

Local impacts and local board views

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

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

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

Table seven: Kaipātiki 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)	877,868	0	0
Opex: Asset Based Services (ABS)	18,913,363	0	0
Capital (Capex): Local Asset Renewals - Budget (ABS)	6,587,145	8,656,888	10,192,632
Capex: Local Asset Renewals - Proposed Allocation (ABS)	4,083,574	8,656,888	10,192,600
Advanced Delivery RAP*	2,502,778
Capex: Local Asset Renewals - Unallocated budget (ABS)	793	0	32
Capex: Locally Driven Initiatives (LDI) – Budget	540,000	581,951	1,111,383
Capex: Locally Driven Initiatives (LDI) - Proposed Allocation	446,000	540,000	110,000
Advanced Delivery RAP*	0
Capex: Locally Driven Initiatives (LDI) - Unallocated budget	94,000	41,951	1,001,383
Capex: Growth projects Allocation	0	500,000	1,500,000
Capex: Coastal projects Allocation	0	0	0
Capex: Slips Prevention projects Allocation	0	66,312	182,500
Capex: Specific Purpose Funding - Allocation	0	0	0
Capex: One Local Initiative	0	0	100,000
Capex: Long-term Plan discrete	1,436,333	0	116,230
Capex: Natural Environment Targeted Rate	1,574,463	0	0
Capex: External Funding Allocation	1,354,287	0	0
TOTAL ALLOCATIONS	8,894,657	9,763,200	12,201,330

* See paragraphs 63 to 65 for RAP explanation

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

103. The most significant risk is that delivery of the Customer and Community Services work programme is dependent on the local board approving the work programme by 19 July 2023. Approval of the work programme later into the financial year will result in delays to delivery.

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

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

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

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

Table eight: risks and mitigations

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

Ngā koringa ā-muri

Next steps

108. Delivery of the Customer and Community Service work programme is scheduled to start on 20 July 2023 and continue until 30 June 2024.

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

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	19 July 2023 - Kaipātiki Local Board business meeting - Customer and Community Services Work Programme 2023-2024	47
b ⇩	19 July 2023 - Kaipātiki Local Board business meeting - Māori Outcomes	85
c ⇩	19 July 2023 - Kaipātiki Local Board business meeting - Regional Projects	95

Ngā kaihaina

Signatories

Authors

Justine Haves - General Manager Regional Services & Strategy

Mirla Edmundson - General Manager Connected Communities

Dave Stewart - General Manager Active Communities

Taryn Crewe - General Manager Parks and Community Facilities

Tania Pouwhare - General Manager Community & Social Innovation

Authorisers

Claudia Wyss - Director Customer and Community Services

Paul Edwards - Senior Local Board Advisor

Trina Thompson - Local Area Manager

No.	Title	Page
a ⇩	19 July 2023 - Kaipātiki Local Board Business Meeting - Kaipātiki Local Board Grants Programme 2023-2024	101

Kaipātiki Local Board

19 July 2023

Local Board Transport Capital Fund

File No.: CP2023/07953

Te take mō te pūrongo

Purpose of the report

1. To seek approval for the allocation of the 2023-2025 Kaipātiki Local Board’s Transport Capital Fund (LBTCF).

Whakarāpopototanga matua

Executive summary

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

3. The indicative budget for the Kaipātiki Local Board this political term is $2,358,595.

4. Last political term, the Kaipātiki Local Board resolved projects that have not been able to be delivered as no funding was available in this term – Pupuke Road/Ocean View Road intersection upgrade and the Highbury Globe Lights Project.

5. The indicative costs of all the listed projects are roughly $3,210,000, which means that there is insufficient funding to proceed with all the projects on the longlist.

6. In this report, Auckland Transport recommends that the Kaipātiki Local Board allocate the $2,358,595, to projects workshopped with the local board on 7June 2023, being Pupuke Road/Ocean View Road Intersection upgrade, Highbury Globe Lights Project, 54 Seaview Road raised crossing and Birkdale Road Pedestrian safety Projects (2 crossings).

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

8. AT requests the Kaipātiki Local Board make timely decisions so that the confirmed projects can be planned for, as resources and budget are expected to be constrained in the current political term.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

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

i) approve the allocation of $1,000,000 for the Pupuke Road/Ocean View intersection upgrade.

ii) approve the allocation of $300,000 for Highbury Globe Lights Project.

iii) approve the allocation of $375,000 for raised zebra crossing at 54 Seaview Road.

iv) approve the allocation of $683,595 for the installation of two raised pedestrian crossings in Birkdale Road.

Horopaki

Context

9. The LBTCF is an AT fund established in 2012 to allow local boards to deliver small projects in their local area that would not normally be prioritised by Auckland Transport. The indicative budget for Kaipātiki Local Board’s allocation of LBTCF for the 2022–2025 political term is $2,358,595.

Tātaritanga me ngā tohutohu

Analysis and advice

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

11. AT followed this up on 7 June 2023 with a second workshop that provided board members with high-level costings for projects and the opportunity to highlight their priorities.

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

Proposed Previous resolved LBTCF Project Details

Project	Description	Estimates
Pupuke Road/Ocean View Road/ Raleigh Road Intersection	Intersection Upgrade Project. A concept design to signalise this intersection has been undertaken.	$1,000,000
Highbury Globe Lights Project	Upgrade the old amenity globe lights, replace poles and lighting to LED. 184 Globe lights in total.	$300,000

Proposed New Project Details

Project	Description	Estimates
Jean Sampson Reserve Vehicle Crossing (old LBTCF project)	25 Queen Street, Northcote Point. (Construction to be included in footpath repairs and maintenance by AT).
Birkdale Road Pedestrian Safety (old LBTCF project)	215 Birkdale Road, Birkdale (Birkdale North school). 153 Birkdale Road, Birkdale (Birkdale intermediate School). 123 Birkdale Road, Birkdale (Birkenhead College).	$1,000,000
54 Seaview Road Raised Zebra Crossing	Raised pedestrian crossing at 54 Seaview Road.	$375,000
Tiri Tiri Road Pedestrian Improvements	38 Titi Tiri Road Birkdale, raised pedestrian crossing.	$375,000
Cresta Ave angle parking (old LBTCF project)	Cresta Ave angle parking to create extra parking servicing the Shepherds Park.	$20,000
Bus Stops Improvements and upgrades to assist PT efficiency.	Lingfield Street, Glenfield. Pupuke Road, Hillcrest Birkenhead Ave, Birkenhead.	$140,000
Total		$3,210,000

13.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

15. AT therefore urges the Kaipātiki Local Board to consider prioritisation of projects that help reduce carbon emissions.

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

Ngā ritenga ā-pūtea

Financial implications

21. This report requires consideration of a significant financial commitment of up to $2,358,595 by the Kaipātiki Local Board.

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

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

24. AT Street lights division has indicated a project is proposed to upgrade the Highbury Town centre lights. At a workshop in June 2023 it was indicted to the Board that if the Board allocate $300,000 towards this upgrade the decorative Globe lights could be upgraded at the same time.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

26. There is a risk that some new projects may cost more than is budgeted in this report, but equally some projects may reduce in scope after further investigation work is carried out. For instance, some sites may merit pedestrian refuges rather than raised crossings. This will be discussed with the local board once further investigation work is completed.

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

Ngā koringa ā-muri

Next steps

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

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

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

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

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Marilyn Nicholls – Elected Member Relationship Partner, Auckland Transport

Authorisers

Matthew Ah Mu – Programme Support Manager LBTCF, Auckland Transport

Trina Thompson - Local Area Manager

Kaipātiki Local Board

19 July 2023

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

File No.: CP2023/08470

Te take mō te pūrongo

Purpose of the report

1. To provide the Kaipātiki 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 Kaipātiki 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 Kaipātiki Local Board:

a) 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 Kaipātiki 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.

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

Auckland Transport

Completed work programme items since April 2023

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

· Community Safety Fund

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

Tātaki Auckland Unlimited

Completed work programme items since April 2023

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

· completing sharing economic data and analysis of local economic overviews

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

Eke Panuku Development Auckland

28. Completed work programme items since April 2023

· There are no completed work programme items to report.

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

Watercare

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

Ngā koringa ā-muri

Next steps

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

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	19 July 2023 - Kaipātiki Local Board business meeting - Auckland Transport`s forward work programme items for Q4 2023	119
b ⇩	19 July 2023 - Kaipātiki Local Board business meeting - Tataki Auckland Unlimited forward work programme items for Q4 2023	121
c ⇩	19 July 2023 - Kaipātiki Local Board business meeting - Eke Panuku forward work programme items Q4 2023	125
d ⇩	19 July 2023 - Kaipātiki Local Board business meeting - Watercare forward work programme items for Q4 2023	127

Ngā kaihaina

Signatories

Authors

Ann Kuruvilla - Local Board Advisor

Maclean Grindell - Senior Local Board Advisor

Authorisers

Paul Edwards - Senior Local Board Advisor

Trina Thompson - Local Area Manager

Kaipātiki Local Board

19 July 2023

2025 Auckland Council elections - electoral system

File No.: CP2023/09394

Te take mō te pūrongo

Purpose of the report

1. To provide feedback to the Governing Body on whether the electoral system should change from First Past the Post (FPP) to Single Transferable Voting (STV).

Whakarāpopototanga matua

Executive summary

2. The council has previously decided to retain FPP, giving priority to keeping the voting experience as simple as possible for the voter.

3. STV has recognised benefits as an electoral system and the Future for Local Government Review has recommended it be mandatory for all councils.

4. A key feature of STV is that it permits the voter to vote for the candidate they prefer without being deterred by the prospect their vote might be wasted if the candidate is not a popular choice. STV allows the voter’s vote to count towards the voter’s second preference if their first preference is not elected. Their vote may be transferred to subsequent preferences if this is required.

5. Another key feature of STV is that it can allow a more proportional outcome in a multi-member election. A “quota” defines the number of votes required to be elected. Under STV a minority group might have enough votes to elect the group’s candidate whereas under FPP a minority group may never be represented (those in a majority group will always outnumber those in a minority group).

6. A downside to STV is that it can add complexity to the voting experience for voters who do not have sufficient knowledge about candidates. In these situations, it is difficult enough for a voter to decide for whom to vote, without then having to decide a ranking. However, STV as practiced in New Zealand does not require a voter to indicate a preference for each position. A voter could just indicate a first preference if that is their wish.

7. It is also debatable whether voters in New Zealand local government elections vote in groups, whether those groups are political parties, or demographic groups. In local government elections overseas where STV is used candidates stand in political parties and voters align with such political parties. STV ensures the success of political party candidates is proportional to the voting patterns in the community. In New Zealand local government elections, voters and candidates do not align with political parties to the same extent (though there is some alignment) – the meaning of a proportional outcome is less clear.

8. This report sets out the key advantages and disadvantages of STV. On balance there may be a benefit to voters through being able to express preferences thereby avoiding wasting their vote, even though this introduces some complexities for some voters. The complexity associated with STV voting can be mitigated with simple and clear instructions on how to vote.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) provide feedback to the Governing Body on whether the electoral system should be changed from First Past the Post to Single Transferable Voting for the 2025 elections.

Horopaki

Context

9. The Local Electoral Act 2001 (LEA) provides for two electoral systems for council elections:

(i) First Past the Post (FPP)

(ii) Single Transferable Vote (STV).

10. Prior to each council election the council can decide which electoral system to use. If the council wishes to change its electoral system to STV it must resolve to change to STV for the next two elections by 12 September 2023 (LEA s 27). A council may resolve to conduct a poll (referendum) on whether to change to STV. This might be held as a standalone poll or in conjunction with the next election. Also, a petition from 5% of electors can demand that the council conduct a poll.

11. Whenever the Governing Body has considered these matters in the past it has decided to retain FPP, its focus being on the voter and making the voting experience as simple as possible.

Tātaritanga me ngā tohutohu

Analysis and advice

FPP

12. FPP, also known as plurality voting, has the feature that candidates having more votes win over candidates having fewer votes. In a community which has minority groups, minority groups might never be represented if it is assumed that groups vote only for candidates representing their group or community of interest.

13. A simple scenario illustrates the implications. In this hypothetical scenario an electorate has a majority group and a minority group and each group puts up candidates for a multi-vacancy election (for example a multi-member ward). The majority group will out-vote the minority group for each vacancy because it has more voters and each voter can vote for each vacancy. FPP is characterised as a ‘winner takes all’ electoral system. In this simple scenario of a majority group and a minority group the minority group will never be represented. It does not have enough votes to out-vote the majority group. (In this example the term “group” is used generically. Discussion about FPP and proportional systems like STV in the literature is typically in terms of political groups. However the same arguments apply if the groups are demographic groups such as ethnic groups or age groups).

STV - features

14. For STV, voters mark the candidates in order of preference -1st, 2nd, 3rd etc. To determine who is elected, a quota is determined from the number of votes and the number of positions to be filled. The first preferences for each candidate are counted. Any candidate who has votes equal to or greater than the quota is elected. Any surplus votes (over the quota) of the elected candidates are redistributed to voters' next preferences. When all surpluses have been redistributed, the last placed candidate is excluded and their votes redistributed to voters' next preferences. This process continues until the total number of candidates to be elected is reached.

15. One key feature of STV is the “quota”. This is the number of votes a candidate must receive in order to get elected. Because each voter has only one vote the total pool of votes is equal to the total number of electors who are voting. The quota is obtained by dividing the total votes by one more than the number of vacancies and adding a small number^{^[1]} to avoid a tie. For example, if the total number of voters is 10,000 and there are 4 vacancies, then the quota is obtained by dividing 10,000 by five to give 2,000 votes (plus a small number) as the quota. Any candidate reaching the quota will be elected^{^[2]}. If there was a majority group of 6,000 voters and a minority group of 4,000 voters the minority group now has a chance of electing a representative because it is able to provide the required 2,000 votes to elect a candidate (whereas under FPP the majority group could take all seats).

16. STV is considered to be a proportional electoral system in that the outcome of an election will be more closely proportionate to the voting patterns in the community, particularly in a multi-member election (single or double-member wards would not provide the scope for a range of groups to be represented).

17. A second key feature of STV is that it addresses the issue of wasted votes by enabling voters to express their preferences. FPP can discourage a voter from voting for the candidate they prefer because they know their vote would be wasted if the candidate was not likely to get elected. Under STV a voter’s first preference might be for the candidate they prefer but if that candidate was eliminated then their vote would go to their second preference and so on. Under STV it is safer for a voter to vote for the candidate they actually prefer because they know that if their preferred candidate is not eventually elected then their vote will count toward their second and subsequent preferences.

18. The aspect of wasted votes under FPP has been highlighted at mayoral elections. In the most recent mayoral election candidates withdrew to avoid voters wasting their votes on them. If STV had been in place this might not have been necessary.

19. For single-seat elections such as a mayoral election or election of one member in a single-seat ward, STV has the feature that a winning candidate will receive a majority of votes and not just more votes than other candidates. This is because at each iteration of vote counting the lowest scoring candidate is eliminated until, at the final iteration, the contest is between two candidates.

20. The Governing Body might resolve to provide for Māori representation by way of one or more Māori wards. There would, at most, be two members elected from a Māori ward. STV could assist those voting on the Māori roll – a voter could express a first preference for a candidate that represents their own mana whenua group and also express a second and subsequent preferences in case that candidate did not get elected.

STV – concerns

Voter turnout

21. The effect of varying patterns of voter turnout might be a greater concern than achieving proportionality. For proportionality to be achieved it is best to have multi-member electorates. Governing Body wards are currently single or double member wards. As noted in the review of the 2022 elections there are widely varying voter turnout patterns around Auckland. If, say, a six-member ward was created, being three times the size of a double-member ward, then the differences in voter turnout within the ward might be of more significant concern than achieving proportionality through STV.

22. For example, if the Manukau, Howick and Manurewa-Papakura wards were combined then the part of this new large ward that would have the most voter turnout would be in the Howick area. It is possible that Howick voters would determine who represented Māngere and Ōtara.

23. The ward system spreads representation around Auckland geographically and because of the varying voter turnout patterns might be of more importance in terms of achieving representation of communities than adopting STV. STV might still be of benefit in single-member ward elections because of its preferential voting features which address the wasted vote issue. Local board elections use multi-member electorates (members are elected at-large or by subdivisions) and STV could be of benefit in achieving proportional representation.

New Zealand council elections not party- based

24. In New Zealand local government elections achieving a proportional result might not be very meaningful. The proportionality benefits of STV are usually explained in terms of voters voting in groups for candidates that represent the voters’ groups. For example, if there are younger voters who make up a proportion of the electorate but there are a greater number of older voters who vote for candidates in their own age group the younger voters as a group might not be represented under FPP^{^[3]} but under STV might be able to achieve sufficient votes to reach the quota. However, if voters do not vote in groups then it is difficult to explain how STV might enhance proportionality. In local government elections voting in groups does not occur to the extent it occurs in Parliamentary elections when voters align with political parties.

25. In local elections overseas where STV is used such as Ireland and Scotland, candidates are party-based. If, in New Zealand local government elections, voters tend to vote for candidates they consider to be the best candidates regardless of political group, age group, ethnic group or other type of group, then the proportionality benefits of STV are more difficult to argue.

Complexity

26. STV adds complexity for the voter. For example, at the 2022 local elections the Manurewa Local Board had 8 vacancies and 29 candidates. The voter is faced with deciding not only which 8 of the 29 candidates should be elected but how to rank them (noting there is no requirement to vote for, or express a preference for, each vacancy). This could make the task of voting more difficult for a voter who does not have any knowledge of candidates other than the information presented in the accompanying profile statements. On the other hand it might make voting a better experience for a voter who does have knowledge of all candidates, has clear preferences for candidates and wishes to use their vote to have an effect on who is elected. Ensuring the voting experience is user-friendly has been a key concern of the council in the past.

27. Hamilton City Council in 2022 moved to STV (and also established a Māori ward) for the first time. It experienced the lowest voter turnout nationally in 2022 at 29.4%.

STV – other councils in New Zealand

28. The following tables list which city and regional councils adopted FPP / STV for the 2022 elections^{^[4]}.

29. Territorial authorities – Auckland Council and city councils (omitting district councils).

30. Data in the table below includes voter turnout, informal votes and election of women councillors. There tend to be more informal votes under STV (voters not marking their voting documents correctly and therefore not counted). STV does not seem to have had a significant effect in 2022 on voter turnout (except for Hamilton) or the election of women councillors.

		Total votes	Voter turnout	Informal votes	Informal votes %	Total coun-cillors	Women coun-cillors	Women coun-cillors %
Auckland Council	FPP	404,541	35.2%	488	0.0	20	8	40.0
Christchurch City Council	FPP	120,210	44.4%	432	0.0	16	5	31.3
Hutt City Council	FPP	64,002	41.0%	250	0.001	12	5	41.7
Invercargill City Council	FPP	20,907	53.2%	87	0.003	12	4	33.3
Napier City Council	FPP	18,451	43.9%	31	0.002	12	6	50.0
Upper Hutt City Council	FPP	24,296	43.9%	42	0.002	10	4	40.0
Dunedin City Council	STV	48,133	40.1%	961	0.001.00	14	6	30.6
Hamilton City Council	STV	32,357	29.4%	846	0.001	14	7	50.0
Nelson City Council	STV	41,794	53.2%	937	0.001	12	2	16.7
Palmerston North City Council	STV	21,370	38.6%	515	0.002	15	6	40.0
Porirua City Council	STV	15,640	37.3%	212	0.002	10	4	40.0
Wellington City Council	STV	73,067	45.5%	287	0.001	15	8	53.3

Regional councils

Bay Of Plenty Regional Council	FPP
Southland Regional Council	FPP
Hawke's Bay Regional Council	FPP
Northland Regional Council	FPP
Taranaki Regional Council	FPP
Waikato Regional Council	FPP
West Coast Regional Council	FPP
Canterbury Regional Council	FPP
Otago Regional Council	FPP
Manawatū-Whanganui Regional Council	FPP
Wellington Regional Council	STV

STV – Future for local government review

31. The Future for Local Government Review Panel has recommended that STV becomes mandatory for all council elections^{^[5]}:

32. “STV can be more representative of voters’ choices because a vote can be transferred if a preferred candidate does not meet a certain threshold. This transfer of votes avoids wasted ballots. Early research demonstrates that STV leads to improvements in the representation of women (Vowles and Hayward 2021). However, the representative benefits of STV work best when there is a large pool of candidates and wards with more than one seat being contested.”

33. It is unknown whether this, or any other recommendation, will be implemented by the incoming Government in time to be in place for the 2025 elections.

STV – poll

34. The council is required to give public notice by 19 September 2023 of the right for 5% of electors to demand a poll on the electoral system to be used for the 2025 elections. Such a public notice is required prior to each election and, in the past, has not resulted in any interest for a poll on whether to change to STV.

35. The council itself may resolve to conduct a poll on the electoral system to be used. A stand-alone poll on changing to STV for 2025 would cost $1.2 – 1.3 million. A poll held in conjunction with the 2025 elections on whether to change to STV for 2028 would cost an additional $90,000 - $120,000.

Conclusion

36. While there are arguments for and against STV, on balance the ability for voters to express preferences is a benefit and is likely to become mandatory if the Future For Local Government Review Panel’s recommendations are implemented.

Tauākī whakaaweawe āhuarangi

Climate impact statement

37. A change of electoral system will not impact climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

38. A decision about the electoral system affects the election of the mayor, councillors and local board members. It does not have an impact on the council group.

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

Local impacts and local board views

39. This report sets out the benefits and disadvantages of the STV electoral system. The choice of electoral system impacts the election of local board members. Because local board elections are at-large or by multi-member subdivision the proportionality aspects of STV could be of benefit in achieving an outcome that is proportional to the voting patterns in the community.

Tauākī whakaaweawe Māori

Māori impact statement

40. The Governing Body is considering providing for Māori representation by way of a Māori ward. STV would allow those on the Māori roll to express first preferences for their own mana whenua group candidates while allowing second and subsequent preferences to be counted if their first preference is not elected.

Ngā ritenga ā-pūtea

Financial implications

41. There would be some minor additional cost associated with using STV as compared to FPP due to STV requiring more processing.

42. There would be an additional cost if the council chose to conduct a poll on whether to change to STV as outlined earlier in the report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

43. If the electoral system is changed to STV it will be important to provide very simple and clear advice to voters on how to vote.

44. Ballot order effect can be more pronounced the harder voting is for a voter. Under STV there may be more of a risk that candidate names at the top of the list might be selected. One mitigation would be to order candidate names randomly. A report on the order of candidate names will be presented for feedback in due course.

Ngā koringa ā-muri

Next steps

45. The feedback from the local board will be conveyed to the Governing Body.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Warwick McNaughton - Principal Advisor

Authorisers

Carol Hayward - Team Leader Operations and Policy

Louise Mason - General Manager Local Board Services

Paul Edwards - Senior Local Board Advisor

[2] The actual formula used in New Zealand is contained in the Local Electoral Regulations 2001, Schedule 1A.

[3] It should be noted though that New Zealand’s youngest Mayor (Gore District Council) was elected under FPP.

Chairperson	John Gillon
Deputy Chairperson	Danielle Grant, JP
Members	Paula Gillon
	Erica Hannam
	Melanie Kenrick
	Tim Spring
	Dr Janet Tupou
	Adrian Tyler

Authors	Jacinda Gweshe - Democracy Advisor
Authorisers	Trina Thompson - Local Area Manager

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