Agenda of Rodney Local Board - Wednesday, 19 July 2023

Rodney Local Board

19 July 2023

1 Nau mai | Welcome

2 Ngā Tamōtanga | Apologies

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

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

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

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Rodney Local Board:

a) confirm the ordinary minutes of its meeting, held on Wednesday, 21 June 2023, including the confidential section, as a true and correct record.

5 He Tamōtanga Motuhake | Leave of Absence

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

6 Te Mihi | Acknowledgements

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

7 Ngā Petihana | Petitions

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

8 Ngā Tono Whakaaturanga | Deputations

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

8.1 Deputation: The Sandspit Ratepayers and Residents Association

Te take mō te pūrongo

Purpose of the report

1. Peter Deane from The Sandspit Residents and Ratepayers Association has requested a deputation to discuss the management of the Caretaker’s cottage at Sandspit.

Ngā tūtohunga

Recommendation/s

That the Rodney Local Board:

a) whakamihi / thank Mr Deane for her attendance at the meeting.

Attachments

a Deputation: The Sandspit Residents and Ratepayers Association - Letter of Submission

9 Te Matapaki Tūmatanui | Public Forum

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

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

10 Ngā Pakihi Autaia | Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

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

File No.: CP2023/09120

Te take mō te pūrongo

Purpose of the report

1. To approve the 2023/2024 Rodney Local Board Customer and Community Services Work Programme and its associated budget.

Whakarāpopototanga matua

Executive summary

2. This report presents the 2023/2024 Rodney Local Board Customer and Community Services Work Programme for approval from the following departments:

· Active Communities

· Connected Communities

· Community and Social Innovation

· Parks and Community Facilities

· Regional Services and Strategy.

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

4. To support the delivery of the local board’s outcomes and aspirations highlighted in the Rodney 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.

9. Approval is sought for the planning and design of the Risk Adjusted Programme 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 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 behaviour, 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.

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 Customer and Community Services Work Programme.

Ngā tūtohunga

Recommendation/s

That the Rodney Local Board:

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

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

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

d) whakarite / provide feedback for consideration by the Planning, Environment and Parks Committee on projects funded from the Slips Prevention, Local Parks and Sports Field Development budgets (Attachment C to the agenda report).

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

Horopaki

Context

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

Diagram

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

22. Work programme activities align to the following 2020 Rodney Local Board Plan outcomes:

· Outcome 1 - Safe, improved transport options connect our communities

· Outcome 2 - Our natural environment is healthy and protected

· Outcome 3 - Infrastructure and development meets the needs of our growing communities

· Outcome 4 - Our communities are resilient and have access to what they need

· Outcome 5 - Our local parks and recreation facilities meet the needs of our growing community.

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

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

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

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

· Active Communities

· Connected Communities

· Community and Social Innovation

· Parks and Community Facilities

· Regional Services and Strategy.

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

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

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

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

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

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

Proposed amendments to the 2023/2024 work programme

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

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

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

Table two: Work programme activities that are new

ID	Activity name	Lead department	Budget
TBC	Support and Activation – Rodney Community Centres and Halls North East		$60,000 LDI $25,000 ABS
3832	Play Advocacy	CCS: Active Communities – Sport and Recreation	$10,000
3992	Local crime prevention fund, safety initiatives investment - Rodney	CCS: Connected Communities – Community Delivery	$67,591

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
3924	Community Development staff costs for delivery - Specialist Advisor and Advisor Rodney	CCS: Connected Communities – Community Delivery
3910	Youth Empowerment staff delivery costs - Rodney	CCS: CSI – Youth Empowerment
1249	Volunteer recognition Rodney	CCS: RSS – Events
3910	Youth Empowerment staff delivery costs - Rodney	CCS: CSI – Youth Empowerment

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
Our natural environment is healthy and protected	· Our natural environment is clean and healthy with thriving ecosystems.	· Improve our local biodiversity and natural environment by partnering with mana whenua and supporting community groups and schools, and by advocating for regional and national funding to eradicate pest plants, and animals, and pathogens and to carry out restoration work. · Support the community, and community resource recovery and recycling centres, to minimise waste, turn waste into resources, and to promote education on waste reduction. · Identify offset mitigation projects that respond to development in the local board area to provide opportunities for riparian enhancement and improved water quality. · Ensure any local board-funded and permitted events are managed to minimise waste. · Advocate for council compliance and regulatory requirements to be adhered to and enforced to protect our environment, and where appropriate, support activities to exceed statutory requirements.
Infrastructure and development meets the needs of our growing communities	· Our facilities and infrastructure meet the needs of our growing communities.	· Take predicted sea level rises and climate change into account when delivering marine and coastal facilities in Rodney’s coastal areas. · Develop our town centres, parks and facilities so they are fit for the future while protecting the natural environment as we grow. · Advocate for the consideration of 14 Baxter Street, Warkworth as a key site to support the future re-vitalisation of Warkworth’s town centre. · Work with mana whenua and agencies such as Waka Kotahi NZ Transport Agency, Auckland Transport and Panuku to continue to optimise public spaces to create focal points for our community.
Our communities are resilient and have access to what they need	· Our communities are strong and resilient. · Council facilities cater to local needs and are well used by their communities.	· Support communities to deliver community projects and events, and to work collaboratively with council and other key stakeholders. · Develop partnerships and projects with mana whenua that respond to and further their aspirations. · Support community initiatives that will increase self-sufficiency skills and encourage sharing of resources at the local level. · Ensure strategically located halls and community centres can be used by our communities in times of difficulty. · Advocate for reliable, fast and affordable broadband connections for all our communities. · Work with our local communities and emergency response specialists on the best way to support communities in an emergency. · Support libraries to promote community connectedness through targeted activities. · Provide our rural hall committees with governance and organisational support to enhance rural halls as gathering places for our rural communities. · Support our arts centres to enable a flourishing local arts scene.
Our local parks and recreation facilities meet the needs of our growing community	· Our regional parks provide great recreation opportunities and meet the needs of our communities and visitors.	· Advocate for more investment in regional parks in our local board area to meet the pressures of growth and tourism

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 as 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 matāwaka, 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 Rodney 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 (RAP)

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 to the agenda report. Staff will present this feedback to the Planning, Environment and Parks Committee when they consider regionally funded activities.

Process for changes to the approved work programme

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

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

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

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

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

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

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

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

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

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

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

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

85. The activities in the Rodney Local Board work programme identified as having a positive or negative impact on climate change are outlined in Attachment D to the agenda report.

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

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

Local impacts and local board views

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

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

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

Table seven: Rodney Local Board budget allocation

Local budgets	2023/2024 (approve)	2024/2025 (approve in principle Parks & Community Facilities only)	2025/2026 (approve in principle Parks & Community Facilities only)
Operational (Opex): Locally Driven Initiatives (LDI)	1,231,844	325,000	300,000
Opex: Asset Based Services (ABS)	12,591,662	73,718	73,718
Capital (Capex): Local Asset Renewals - Budget (ABS)	7,951,057	7,672,817	9,442,116
Capex: Local Asset Renewals - Proposed Allocation (ABS)	7,749,500	7,672,500	9,441,894
Advanced Delivery RAP*	201,431
Capex: Local Asset Renewals - Unallocated budget (ABS)	125	317	222
Capex: Locally Driven Initiatives (LDI) – Budget	0	768,402	1,278,177
Capex: Locally Driven Initiatives (LDI) - Proposed Allocation	0	768,402	1,270,000
Advanced Delivery RAP*	0
Capex: Locally Driven Initiatives (LDI) - Unallocated budget	0	0	8,177
Capex: Growth projects Allocation	926,685	2,996,989	825,000
Capex: Coastal projects Allocation	0	0	0
Capex: Slips Prevention projects Allocation	0	0	0
Capex: Specific Purpose Funding - Allocation	0	0	0
Capex: One Local Initiative	0	0	0
Capex: Long-term Plan discrete	0	0	0
Capex: Natural Environment Targeted Rate	0	0	0
Capex: External Funding Allocation	1,560,000	0	0
TOTAL ALLOCATIONS	10,769,903	11,836,609	11,910,612

* See paragraphs 63 to 65 for RAP explanation

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

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

104. At the time of this report the Rodney Local Board has $377,544 of unallocated Locally Driven Initiatives (LDI) operating funding for the 2023/2024 financial year. This is as a result of the Governing Body's decisions on 9 June 2023 to decrease the amount of the proposed reduction to local board funding.

105. The local board has sought staff advice on a number of projects which could be delivered in 2023/2024 financial year. Decisions on the allocation of this budget in future business meetings may result in increases and/or additional projects added to the work programme attached to this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

106. 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.

107. 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.

108. 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.

109. 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.

110. 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

111. Delivery of the Customer and Community Service Work Programme is scheduled to start on 20 July 2023 and continue until 30 June 2024.

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

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Customer and Community Services Work Programme 2023-2024 (Under Separate Cover)
b	Māori Outcomes (Under Separate Cover)
c	Regional Projects (Under Separate Cover)
d	Climate Impacts (Under Separate Cover)

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

Lesley Jenkins - Local Area Manager

Rodney Local Board

19 July 2023

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

File No.: CP2023/08803

Te take mō te pūrongo

Purpose of the report

1. To approve the 2023/2024 Rodney Local Board’s Infrastructure and Environmental Services Work Programme.

Whakarāpopototanga matua

Executive summary

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

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

· Helensville construction and demolition waste minimisation programme - $20,000

8. Additionally, the local board has already approved $158,000 for the following programmes as part of its adoption of the local board agreement at the 21 June 2023 business meeting (RD/2023/83):

· Restore Rodney East Facilitator - $60,000

· Pest Free Coatesville - $14,000

· Rodney West Coordinators - $70,000

· Shorebirds Trust Coordinator - $14,000.

9. The proposed work programme has a total value of $178,000, which can be funded from within the local board’s draft locally driven initiatives budget for the 2023/2024 financial year.

10. The proposed work programme also includes $1,987,000 in asset-based services capital expenditure for the following coastal renewals programmes:

· Helensville River - investigate seawall renewal - $100,000

· Point Wells Reserve Foreshore - renew seawall - $187,000

· Rainbows End Reserve - repair jetty and piles - $156,000

· Scotts Landing Wharf - renew seawall - $894,000

· Scotts Landing Wharf and Shelly Beach Wharf - remediate wharves - $120,000

· Whangateau Harbour Omaha Estuary - investigate and renew coastal assets - $50,000

· Willjames Avenue Esplanade, Algies Bay - renew seawall - $480,000.

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

Ngā tūtohunga

Recommendation/s

That the Rodney Local Board:

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

Activity name	2023/2024 budget for approval
Helensville construction and demolition waste minimisation programme	$20,000
Pest Free Coatesville (already approved)	$14,000
Restore Rodney East facilitator (already approved)	$60,000
Rodney West coordinators (already approved)	$70,000
Shorebirds Trust coordinator (already approved)	$14,000
Total	$178,000

b) tuhi ā-taipitopito / note that $158,000 has already been approved as part of the adoption of the Local Board Agreement at the 21 June 2023 business meeting (RD/2023/83) for the following programmes:

· Restore Rodney East Facilitator - $60,000

· Pest Free Coatesville - $14,000

· Rodney West Coordinators - $70,000

· Shorebirds Trust Coordinator - $14,000

c) tuhi ā-taipitopito / note the allocation of $1,987,000 regionally funded asset-based services capital expenditure budget towards the coastal renewal programmes in the 2023/2024 financial year with the following projects:

· Helensville River - Investigate seawall renewal - $100,000

· Point Wells Reserve Foreshore - renew seawall - $187,000

· Rainbows End Reserve - repair jetty and piles - $156,000

· Scotts Landing Wharf - renew seawall - $894,000

· Scotts Landing Wharf and Shelly Beach Wharf - remediate wharves - $120,000

· Whangateau Harbour Omaha Estuary - investigate and renew coastal assets - $50,000.

Horopaki

Context

12. Each year, the local board considers 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 2-23/2024 (Attachment A).

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

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

· we have good water quality in our streams, rivers and harbours

· our natural environment is clean and healthy with thriving ecosystems.

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

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

· National Policy Statement for Freshwater Management

· Natural Environment Standards for Plantation Forestry

· Te Mahere Whakahaere me te Whakaiti Tukunga Para i Tāmaki Makaurau / 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.

Tātaritanga me ngā tohutohu

Analysis and advice

17. The proposed 2023/2024 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 Rodney Local Board Plan 2020 environmental objectives, as detailed above.

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

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

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

Helensville construction and demolition waste minimisation programme – $20,000

21. The local board has indicated it would like to continue supporting the Helensville construction and demolition waste minimisation programme in the 2023/2024 financial year to support local builders and developers to minimise the volume of waste sent to landfill.

22. The programme will fund bins at the Helensville Community Recycling Centre for reusing, recycling and upcycling recovered materials from construction and demolition sites. It will also support education of builders and developers to understand and overcome barriers around waste diversion.

23. Builders and developers will have the opportunity to learn best practice around waste diversion. The programme is expected to eventually become self-sustaining through the fees associated with the collection service.

24. The local board funded $30,000 towards this programme in 2022/023. Staff recommend that $20,000 be allocated for this programme in 2023/2024.

Pest Free Coatesville Coordinator Time – $14,000

25. The local board has already approved $14,000 for the Pest Free Coatesville Coordinator in 2023/2024 as part of its adoption of the local board agreement at the 21 June 2023 business meeting (RD/2023/83). The local board funded $15,000 towards this programme in 2022/2023.

26. Pest Free Coatesville has been operating for a year with the mandate to rid the Coatesville area (3,574 hectares) of animal pests. The Pest Free Coatesville group will collate a record of existing animal pest control efforts, manage the roll out of new traplines, engage with the community and coordinate all animal pest control activity in the area.

27. This programme has over 200 active volunteers, and this funding will support resources for the in-kind efforts in responding to this growth. This supports a dedicated part-time coordinator to ensure processes are in place to keep up with the community demand and to continue to deliver pest free outcomes effectively.

Restore Rodney East Coordinator – $60,000

28. The local board has already approved $60,000 for the Restore Rodney East Coordinator in 2023/2024 as part of its adoption of the local board agreement at the 21 June 2023 business meeting (RD/2023/83). The local board funded $86,700 towards this programme in 2022/2023.

29. The approved in principle was $70,000 however the group were able to secure $10,000 of external funding towards the work programme. There will be no impact on services delivered.

30. In the 2023/2024 financial year the coordinator will support and enable landscape-scale community restoration activities in the eastern Rodney area.

31. The coordinator will continue to support the individuals and restoration groups to undertake pest management activities from the Waiwera River up to Te Arai, to Ara Tūhono and State Highway 1 in the west.

Rodney West Coordinator – $70,000

32. The local board has already approved $70,000 for the Rodney West Coordinator in 2023/2024 as part of its adoption of the local board agreement at the 21 June 2023 business meeting (RD/2023/83).

33. This is the third year the coordinator will continue to assist community-led initiatives for a Predator Free Kaipara. The local board allocated $70,000 towards this programme in 2021/2022 and 2022/2023.

34. The coordinator will encourage and support the many landowners and community groups to undertake pest animal control from Muriwai to the South Head Peninsula.

35. This programme will ensure collaboration and coordination between these groups, programmes and initiatives to achieve the Predator Free goals for South Kaipara Heads.

36. The work carried out by landowners and groups will improve the water quality, habitat and biodiversity in streams and riparian margins across the Rodney Local Board area.

Shorebirds Trust Coordinator – $14,000

37. The local board has already approved $14,000 for the Shorebirds Trust Coordinator in 2023/2024 as part of its adoption of the local board agreement at the 21 June 2023 business meeting (RD/2023/83). The local board allocated $14,000 in 2022/2023.

38. The Te Arai Shorebirds Trust are undertaking a programme to establish a predator control buffer zone from Mangawhai to Pākiri covering private and public land. This programme buffers the Tara Iti Wildlife Sanctuary, Te Arai Regional Park and the 700 hectares from part of the Ngāti Manuhiri Trust settlement redress.

39. This programme will provide 21 kilometres of coastal protection for shorebirds through predator control over 2,735 hectares. This buffer programme will contribute to the protection of significant wildlife including breeding habitat of the critically endangered fairy tern.

40. Local board funding will support the coordinator to:

· undertake community engagement to support the long-term vision for the sanctuary from landowners

· continue to implement the 10-year strategic plan that guides the buffer programme and complete landowner permissions and trap installation across the three project phases

· maintain activated traps and engagement of private landowners while seeking opportunities for Te Uri O Hou to be involved in the mahi.

41. Local board funding in 2023/2024 will continue to support the Te Arai Shorebirds Trust to increase the outreach and work of the coordinator, obtain landowner approvals, and deploy traps. It will also ensure continuity of this programme within the community.

42. The Te Arai Shorebirds Trust have a signed memorandum of understanding with Auckland Council and Department of Conservation. This work plays a significant role in achieving the outcomes of Pest Free Auckland 2050.

Tauākī whakaaweawe āhuarangi

Climate impact statement

43. 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.

44. 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.

45. 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
Helensville Construction and Demolition Waste Minimisation Programme	The contribution of waste to overall greenhouse gas emissions in the Auckland region is approximately 3.1 per cent (as per the Auckland Greenhouse Gas Inventory to 2016). The largest source of emissions within the waste sector in Aotearoa New Zealand is solid waste disposal to landfill. This programme will assist builders in taking practical steps to reducing a proportion of these waste-related emissions.
Pest Free Coatesville	These programmes will contribute to fewer native plants being browsed by predators, resulting in the survival and regeneration of increasing amounts of native vegetation. Native vegetation is essential for biomass and carbon sequestration.
Shorebirds Trust Coordinator
Rodney West Coordinator
Restore Rodney East Coordinator

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

46. 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.

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

48. Biodiversity staff working on restoration programmes work closely with colleagues from Parks and Community Facilities as some of the restoration work happens on public land and public parks. These staff also work closely with Connected Communities staff to advertise programmes to local audiences and potential volunteers.

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

Local impacts and local board views

49. The projects proposed for inclusion in the local board’s Infrastructure and Environmental Services work programme will have positive environmental outcomes across the Rodney Local Board area. Particular focus areas for the 2023/2024 work programme include Te Arai, Mahurangi and Coatesville.

50. The projects noted above align with the 2020 Local Board Plan outcome our natural environment is healthy and protected’. 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 the local board have informed the recommended work programme.

Tauākī whakaaweawe Māori

Māori impact statement

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

52. 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.

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

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

Table 2: Māori outcome delivery through proposed activities

Activity name	Māori outcome description
Shorebirds Trust Coordinator	The Shorebirds Trust are having ongoing discussions with Te Uri o Hau and Ngāti Manuhiri regarding increasing their capability, training and experience to undertake their own landscape scale predator control project within their rohe – this discussion is happening parallel to this project.
Rodney West Coordinators	The Rodney West Coordinators will continue to work with Ngā Maunga Whakahii o Kaipara around conservation work on their land. They will help to organise community cultural inductions with Ngā Maunga Whakahii o Kaipara. The Rodney West Coordinators will also be engaging with Te Kawerau ā Maki around pest control happening around Riverhead Forest.

55. 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

56. The proposed environment work programme for 2023/2024 totals to $178,000 of the local board’s locally driven initiatives (LDI) operational budget. This amount can be accommodated within the local board’s total draft budget for 2023/2024.

57. The proposed work programme also includes $1,987,000 in regional funded asset-based services capital expenditure for the coastal renewals programmes.

58. At the time of writing this report the Rodney Local Board has $377,544 of unallocated LDI operating funding for the financial year 2023/2024 as a result of the Governing Body's decisions on 8 June 2023 to decrease the amount of the proposed reduction to local board funding.

59. The local board has sought staff advice on a number of projects which could be delivered in 2023/2024. Decisions on the allocation of this budget in future business meetings may result in increases and/or additional projects added to the work programme attached to this report and will be considered formally by the local board.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

60. If the proposed 2023/2034 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.

61. 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.

62. 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
Helensville Construction and Demolition Waste Minimisation Programme	This programme is dependent on builders and developers wanting to be involved.	Helensville Recycling Centre is well connected in the community and have already had initial conversations which have indicated their support.	Low
Pest Free Coatesville	This programme is dependent on landowners’ willingness to undertake trapping and the volunteer time of the participants in the Pest Free Coatesville community group.	Pest Free Coatesville has gained significant and growing community support, so these risks are considered low.	Low
Restore Rodney East Coordinator Rodney West Coordinators	These programmes are led by a community process. Specific deliverables and timelines are subject to change to reflect the community priority of conservation activity. The programme’s outcomes are largely dependent on mana whenua, community and landowner support to lead and implement this plan.	This group has significant support, working with schools and other organisations to have a practical impact on the environment. This support will help to ensure the success of the coordinator’s work programme.	Low-medium
Helensville Construction and Demolition Waste Minimisation Programme	This programme is dependent on builders and developers wanting to be involved.	Helensville Recycling Centre is well connected in the community and have already had initial conversations which have indicated their support.	Low

63. 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

64. Delivery of the activities 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.

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a	2023/2024 Rodney Infrastructure and Environmental Services work programme (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Brandii Stephano - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Lesley Jenkins - Local Area Manager

Rodney Local Board

19 July 2023

Local Board Transport Capital Fund

File No.: CP2023/09148

Te take mō te pūrongo

Purpose of the report

1. To seek approval for the allocation of the 2022-2025 Rodney Local Board’s Transport Capital Fund.

Whakarāpopototanga matua

Executive summary

2. Auckland Transport manages the Local Board Transport Capital Fund on behalf of the Rodney Local Board. Auckland Transport 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 Rodney Local Board this political term 2022-2025 is $2,657,670.

4. In the previous political term (2019-2022) the Rodney Local Board allocated Local Board Transport Capital Fund budget to several projects that have not yet been completed, due to budget reductions and Covid impacts. These projects are expected to be delivered in the first half of the new financial year 2023/24.

5. Last political term, the Rodney Local Board allocated budget to Matua Road / Tapu Road Intersection Upgrade. In this report, Auckland Transport requests that the Rodney Local Board allocate additional budget of $458,000 from their current Local Board Transport Capital Fund to complete this project.

6. Auckland Transport recommends that the Rodney Local Board allocates the remaining budget of $2,199,670 to the following:

a) Rautawhiri Road raised zebra crossing

b) Matakana Valley Road speed calming measures

c) Puhoi Road wheel stops

d) Matakana Valley Road wheel stops

e) Woodcocks Road / Mahurangi College signalised crossing

f) Mahurangi East Road pedestrian facility

g) Cnr Hudson Road and Falls Road intersection centre island

h) Makarau Road barrier

i) Rimu Street / Helensville School broken yellow lines and and side islands

j) Hill Street / Falls Road / Mansell Drive gateway treatment and driver feedback signs.

7. The indicative total cost of all the recommended projects is $2,657,670 which is the full amount allocated to this local board from the Local Board Transport Capital Fund. The recommended projects may decrease in cost if during investigation a lesser intervention is considered desirable.

8. Auckland Transport recommends the Rodney 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 Rodney Local Board:

a) whakaae / approve the allocation of the Local Board Transport Capital Fund 2022-2025 as follows:

i) an additional $458,000 to complete the Matua Road/Tapu Road Intersection Upgrade previously resolved upon in the last Local Board Capital Transport Fund round and for which additional scope was added after public consultation

ii) $400,000 for the construction of a new raised zebra crossing on Rautawhiri Road, Helensville, outside the Rautawhiri Reserve

iii) $210,000 for speed calming measures on Matakana Valley Road at the western entrance to the village, such as gateway treatment and driver feedback signs

iv) $56,000 for the installation of wheel stops on Puhoi Road between the library and pedestrian bridge to prevent parking over the footpath

v) $89,000 for the installation of wheel stops from 56-84 Matakana Valley Road to prevent parking over the footpath

vi) $600,000 to convert the existing zebra crossing between 2-30 Woodcocks Road outside Mahurangi College to a signalised pedestrian crossing

vii) $150,000 for a pedestrian facility such as a pedestrian refuge at 139 Mahurangi East Road, Snells Beach between the intersection with Governor Grey Road and Muncaster Avenue

viii) $150,000 for a centre island on Hudson Road at the intersection with Falls Road, Warkworth, to prevent unsupportive driver behaviour

ix) $250,000 for the installation of a new crash barrier adjacent to the river in the vicinity of 484 Makarau Road including a retaining structure to support the guardrail and provide sufficient road width

x) $150,000 for the installation of broken yellow lines and other minor improvements such as side islands at 19-27 Rimu Street, outside Helensville Primary School

xi) $144,670 for speed calming interventions between Hill Street, Falls Road and Mansell Drive Warkworth such as gateway treatments and driver feedback signs.

Horopaki

Context

9. The Local Board Transport Capital Fund (LBTCF) is an Auckland Transport (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 Rodney Local Board’s allocation of LBTCF for the 2022–2025 political term is $2,657,670.

Tātaritanga me ngā tohutohu

Analysis and advice

10. Last political term, the Rodney Local Board allocated budget to Matua Road/Tapu Road Intersection Upgrade. In this report, Auckland Transport requests that the Rodney Local Board allocate additional budget of $458,000 from their current Local Board Transport Capital Fund to complete this project.

11. Workshops to gather new suggestions for the LBTCF projects began with the Rodney 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.

12. Auckland Transport followed this up in June 2023 with a second workshop that provided board members with high-level costings for projects and the opportunity to highlight their priorities.

13. New projects as discussed in the June 2023 workshop and now considered for funding are noted in the table below.

Proposed New Project Details

Project	Description	Estimates
Rautawhiri Road raised crossing	Raised Crossing outside Rautawhiri Reserve, which is becoming increasingly busy due to local development. This will serve as a safe way for children to cross the busy road and also help slow traffic coming in from Inland Road. Drivers are failing to slow from 80km to 50km as they leave Inland Road. There is also a new day care centre opening in this location, which will only increase the number of young children on this road and crossing to access the reserve. Rough Order of Costs is based on upgrading the existing refuge island to a raised crossing facility and providing a gateway treatment (such as additional signage, side islands and/or road markings) at the speed limit interchange which is 100m east of this refuge island.	$400,000
Matakana Valley Road crossing (by courts) and gateway treatment	Speed calming measures at the western entrance to Matakana Village to make it safer for pedestrians in the area. The residential subdivision opposite the tennis courts, the courts and pony club, and new subdivision being built south of the Diamond Jubilee Park mean there is a lot of pedestrian activity in this area. Solutions might be a driver feedback sign, gateway treatment to slow traffic down travelling from the west and coming from an 80 kph area into a 50 kph and a pedestrian refuge near the courts. This was previously listed as a public request for a raised table zebra crossing. The local board has revised this to a refuge island for which a cost estimate was provided, but there is a risk that Auckland Transport Subject Matter Experts (SMEs) might request a raised crossing during AT internal consultation.	$210,000
Puhoi Road wheel stops	Long standing request by the Puhoi Community Forum to install wheel stops alongside their flush footpath between the library and the bridge, to prevent cars from parking over it and forcing pedestrians, strollers etc. to walk around cars on the roadside.	$56,000
Matakana Valley Road wheel stops	Request from the Matakana Community Group to install wheel stops alongside their flush footpath between 56 (No. 8 Wired) and approx. 84 Matakana Valley Road, to prevent cars from parking over it and forcing pedestrians, strollers etc. to walk around cars on the roadside.	$89,000
Mahurangi College signalised crossing	A request from both One Mahurangi Business Association, and Mahurangi College, to signalise the existing pedestrian crossing outside the college at Woodcocks Road, to prevent school children from streaming across it constantly which creates major traffic holdups in the industrial area. A signalised crossing would hold the children back to cross in groups which would be both safer and allow traffic to flow more smoothly. AT has recently installed a raised zebra crossing to the west of this crossing location.	$600,000
Mahurangi East Road pedestrian crossing	A request from the community for a raised table pedestrian crossing at the northern end of Mahurangi East Road, between the intersections of Governor Grey Road and Muncaster Ave, to improve the safety of children crossing at this point to catch the school bus. There is a bus stop in this location. The local board asked that a pedestrian refuge be considered instead. A cost estimate was provided for a refuge island, but there is a risk that AT SMEs will request a raised crossing during internal consultation.	$150,000
Cnr Hudson Road and Falls Road	An intersection centre island to stop the intersection being used for reckless driving such as performing donuts. This is in response to ongoing complaints and concern from residents on Falls Road regarding ‘boy racer’ activity. One resident was the victim of aggression from a driver, the resident ended up in hospital in a coma. The cost estimate is based on a central traffic island. If speed calming on Falls Road is prioritised then this central traffic island might not be required.	$150,000
Makarau Road barrier	Cars have been falling into a stream by #484 Makarau Road. There have been three incidents where vehicles have lost control in the last year. Providing a new crash barrier adjacent to the river in the vicinity of 484 Makarau Road would require an extensive retaining structure to support the guardrail and provide sufficient road width. The two minor slips and road failures in the vicinity of the site will need to be repaired by the Maintenance Team first. There is a risk that there might be a delay in getting the slips repaired by the maintenance team which could delay this project.	$250,000
Rimu Street, Helensville school children improvement	Inclusion of yellow lines (no parking zone) outside number 19 – 27 Rimu Street. This location is outside the second main entry to Helensville Primary School, an incredibly busy stretch of road around pickup and drop off time. Currently cars park on both sides of the road outside this gate during pickup/drop off, creating a very thin one-way street and forcing children to dart between cars to attempt to cross the road with little or no visibility for drivers or pedestrians. This is a request from the school and parents and supported by local police. Option 1: Broken Yellow Lines with some minor improvements such as side islands - 150k Option 2: Pedestrian raised zebra crossing - $375k During 7 June 2023 workshop, the local board indicated a preference for the lower cost option above (Broken Yellow Lines).	$150,000
Falls Road, Hill Street and Mansell Drive speed calming	Road calming measures in response to ongoing complaints and concerns from residents on Falls Road regarding reckless driving / ‘boy racer’ activity. Suggestion is for gateway treatment and driver feedback signs. There is a raised table crossing on Mansell Drive being constructed in the current Local Board Transport Capital Fund programme. It is recommended towait till after installation to measure the effectiveness of the raised table on traffic speeds before considering further physical speed calming measures.	$144,670
Total		$2,199,670

14. The above projects together with the $458,000 required to complete Matua Road/Tapu Road Intersection Upgrade bring the full total to $2,657,670 which will fully utilise the allocation of the 2022-2025 Local Board Transport Capital Fund for Rodney.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

16. Auckland Transport therefore urges the Rodney Local Board to consider prioritisation of projects that help reduce carbon emissions.

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

19. Rodney Local Board discussed this programme of work at two workshops with AT in 2023. This report reflects the views of the local board as expressed in the workshops.

Tauākī whakaaweawe Māori

Māori impact statement

20. The actions being considered do not have specific impacts on Māori. Both AT and council are committed to meeting their responsibilities under Te Tiriti o Waitangi (the Treaty of Waitangi) and its broader legal obligations in being more responsible or effective to Māori.

21. 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.

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

Ngā ritenga ā-pūtea

Financial implications

23. This report requires consideration of a significant financial commitment of up to $2,657,670 by the Rodney Local Board.

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

25. Some projects may scale down once feasibility studies and concept designs are completed.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

26. There are a number of projects across the region from the last political term that still need to be delivered in the Rodney Local board area. As resources are constrained, and in order to complete these projects from last term, AT may need to delay the investigation of new projects until the second half of the new financial year. This would mean that the timeframe for AT to come back to the local board for further decision-making with confirmed costs and concept designs for the new projects, is likely the first quarter of 2024.

27. 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.

28. 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 a different pedestrian crossing facility rather than raised crossings. This will be discussed with the local board once further investigation work is completed.

29. 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

30. Auckland Transport 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.

31. 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.

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

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

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author	Beth Houlbrooke – Elected Member Relationship Partner North
Authoriser	Marilyn Nicholls – Acting Head of Community Engagement North Hub

Rodney Local Board

19 July 2023

Assesment of Ngāroto Lakes Reserves reallocation as regional park land

File No.: CP2023/08813

Te take mō te pūrongo

Purpose of the report

1. To present the assessment findings of reallocating Ngāroto Lakes Reserves as regional park land or asset.

Whakarāpopototanga matua

Executive summary

2. In May 2022, Rodney Local Board requested that staff assess the merits of Ngāroto Lakes Reserves becoming regional park land as part of Te Ārai Regional Park, to be governed by the Governing Body. The three Ngāroto Lakes Reserves are Slipper Lake Reserve, Spectacle Lake Reserve and Lake Tomarata Reserve. They are currently managed as local parks and governed by Rodney Local Board.

3. Staff assessed the merits of reallocating Ngāroto Lakes Reserves as regional park land, applying the following three factors:

· values: from the Regional Parks Management Plan 2022

· impact: on the reserves’ outcomes if they are reallocated as regional park land

· decision-making allocation principles: through the Local Government (Auckland Council) Act 2009.

4. Using these three factors, staff have reached the conclusion that:

· Ngāroto Lakes Reserves meet all of the values typically found in regional parks, particularly natural and landscape features

· reallocation as regional park land would positively impact Ngāroto Lakes Reserves’ outcomes by putting a stronger focus on protecting their natural and landscape values and better integrated with the management of the wider Te Ārai Regional Park

· governance is best aligned with the Governing Body as decisions for Ngāroto Lakes Reserves affect their regionally significant values, and governance by a single body would ensure better alignment in management of the reserves’ and regional park’s shared values.

5. Staff recommend that Ngāroto Lakes Reserves are reallocated as regional park land.

6. There is limited risk associated with reallocating the reserves as regional park land.

7. At its June 2023 workshop, Rodney Local Board expressed doubt as to whether it still wishes to progress with reallocating the reserves as regional park land. If the local board resolves to retain the status quo, work on this assessment will cease and no delegation to the appropriate decision-making committee will be made.

8. If the local board supports staff recommendation, staff will progress the local board’s request to the Planning, Environment and Parks Committee to reallocate Ngāroto Lakes Reserves as regional park land. The committee will consider the matter at its meeting on 3 August 2023. The report to the committee will include the local board’s resolutions.

Ngā tūtohunga

Recommendation/s

That the Rodney Local Board:

a) tuhi ā-taipitopito / note that staff have assessed the merits of Ngāroto Lakes Reserves becoming regional park land upon the request of Rodney Local Board [RD/2022/63/A]

b) tūtohi / receive the assessment of reallocating Ngāroto Lakes Reserves as regional park land which found that:

i) Ngāroto Lakes Reserves align with all of the values expressed in the Regional Parks Management Plan 2022, particularly natural and landscape values which are emphasised in Category 1 Natural / cultural and Category 1 Natural / cultural (high use) regional parks, aligning closely with the values and categorisation of Te Ārai Regional Park

ii) reallocation as regional park land would positively impact on Ngāroto Lakes Reserves’ outcomes by putting a stronger focus on protecting their natural and landscape values and by aligning their management with the wider Te Ārai Regional Park

iii) governance is best aligned with the Governing Body as decisions for Ngāroto Lakes Reserves affect their regionally significant values, and governance by a single body would ensure strategic alignment in management of the reserves’ and regional park’s shared values.

c) tuhi ā-taipitopito / note that at their workshop in June 2023, Rodney Local Board expressed doubt about whether they still wish to progress with reallocating the reserves as regional park land and that consequently staff have provided two options for the local board to consider

EITHER

d) whakaū / confirm that Ngāroto Lakes Reserves (Slipper Lake Reserve, Spectacle Lake Reserve and Lake Tomarata Reserve) are local reserves under the local board’s decision-making responsibilities (the status quo)

e) tono / request that no delegation to the appropriate decision-making committee be made to consider a reallocation of the reserves as regional park land

f) tautoko / support staff recommendation that Ngāroto Lakes Reserves (Slipper Lake Reserve, Spectacle Lake Reserve and Lake Tomarata Reserve) are reallocated as regional park land as part of Te Ārai Regional Park, to be governed by the Governing Body

g) tono / request staff to progress a request to the appropriate decision-making committee to consider a reallocation of the Ngāroto Lakes Reserves as regional park land.

Horopaki

Context

Request to consider reallocation of Ngāroto Lakes Reserves as regional park land

9. Rodney Local Board requested that staff assess the merits of Ngāroto Lakes Reserves becoming regional park land [RD/2022/63/A]. The reserves are currently managed as local parks and governed by Rodney Local Board.

10. Following the addition of the 180-hectare Te Ārai South area to Te Ārai Regional Park in November 2021, the three Ngāroto Lakes Reserves are now either adjacent or close to Te Ārai Regional Park (figure 1). An additional 26.3 hectares is currently subject to a pedestrian right of way easement and is to be vested in Auckland Council as part of Te Ārai Regional Park following the completion of sand mining operations. This addition will make Lake Tomarata Reserve contiguous with the regional park.

11. The Planning, Environment and Parks Committee has decision-making power to designate a park a regional park or asset. Regional parks and assets are governed by the Governing Body and listed in schedule 1 of Auckland Council Long-term Plan 2021-2031.

Decision-making allocation

12. Legislation requires that decision-making responsibilities for the non-regulatory activities of the council are exercised by either the Governing Body or the local board in accordance with principles expressed in section 17(2) of the Local Government (Auckland Council) Act 2009.

13. Non-regulatory decision-making responsibilities for parks are set out in the Auckland Council Long-term Plan 2021-2031: Volume 2, listed in Table 1 below.

Table 1: Decision-making responsibilities for parks and open spaces (Long-term Plan 2021-2031: Volume 2)

Group of activities

Local Board non-regulatory responsibilities

Local boards are allocated decision-making responsibility for the following non-regulatory activities of Auckland Council

Governing body non-regulatory responsibilities

The Governing Body is allocated decision-making responsibility for the following non-regulatory activities of Auckland Council

Local council services

and

Regionally delivered council services

Parks including:

· the specific location of new local parks (including the prioritisation for acquisition)

· reserve management plans for local parks

· local parks improvements and place shaping

· the use of and activities within local parks, such as community events and community planting programmes

· cemeteries that are no longer in regular active use and are functioning as local parks.

Parks including:

· any new parks acquired for an Auckland-wide purpose or function

· regional open space strategy and policy, including open space network plan and volcanic cones strategy

· reserve management plans for regional parks

· the number and general location of all new parks and the prioritisation of major upgrades

· the use of and activities within regional parks

· coordination of the use of all sports fields on a regional basis

· open cemeteries.

14. The following three reserves, located adjacent to the Ngāroto dune lakes west of Te Ārai Point, are the subject of this assessment.

· Slipper Lake Reserves (approximately 4 hectares), a collection of three small contiguous parcels classified as local purpose (esplanade) reserves and a small (0.7 hectare) parcel of scenic 1b reserve under the Reserves Act 1977

· Spectacle Lake Reserve (approximately 4 hectares), a recreation reserve under the Reserves Act 1977

· Lake Tomarata Reserve (approximately 3.5 hectares), a recreation reserve under the Reserves Act 1977.

15. The reserves’ status, in accordance with section 12 of the Reserves Act, is detailed below:

· local purpose (esplanade) reserve – purpose is to enable public recreational use of the esplanade reserve and adjacent lake, “where the use is compatible with conservation values”

· scenic 1b reserve – purpose is to protect and preserve in perpetuity their intrinsic worth and public benefit, enjoyment and use, and such qualities of scenic interest or beauty or natural features worthy of protection in the public interest

· recreation reserve – purpose is the provision of areas for recreation and sporting activities to provide for the physical welfare and enjoyment of the public.

16. The lakes themselves are outside the scope of this assessment as they are crown owned. Auckland Council is not involved in decision-making or maintenance of the lakes, which are managed by Land Information New Zealand. The lakes’ adjoining landowners can manage access to the lakes.

ID	Reserve	Land status
1	17. Slipper Lake Reserve	Local purpose (esplanade) reserve
2	1.	Scenic reserve 19(1)(b)
3	1.	Local purpose (esplanade) reserve
4	Spectacle Lake Reserve	Recreation reserve
5	Tomorata Lake Reserve	Recreation reserve

Tātaritanga me ngā tohutohu

Analysis and advice

Assessment methodology

17. Staff assessed the merits of reallocating Ngāroto Lakes Reserves as regional park land, or as a regional asset.

18. The regional asset designation differs from a regional park in that it does not meet the criteria for a regional park but meets the threshold for regional decision-making. Reserves under this special arrangement include the Auckland Domain and Colin Dale Park.

19. Auckland Council does not have a policy providing a framework to assess whether a local reserve should be reallocated as regional park land. The assessment of Chelsea Estate Heritage Park in 2021, and of Colin Dale Park in 2019, provide examples of previous assessments.

20. Staff applied the following three factors to guide the assessment for Ngāroto Lakes Reserves’ reallocation:

· values: compared to values in the Regional Parks Management Plan 2022

· impact: on the reserves’ outcomes

· decision-making allocation principles: through the Local Government (Auckland Council) Act 2009.

21. A detailed assessment is provided in Attachment A to the agenda report.

Values

22. Staff assessed how Ngāroto Lakes Reserves compare against the values listed in the Regional Parks Management Plan 2022.

23. The plan states that regional parks are managed for their natural, cultural and landscape values and to provide outdoor recreational opportunities for the enjoyment and benefit of Aucklanders.

Findings

24. Ngāroto Lakes Reserves have all the values typically found in regional parks. In particular, the reserves’ natural and landscape values are regionally unique, and in some cases, nationally significant.

25. Regional Parks are assigned a categorisation under the Regional Parks Management Plan based on the specific park’s values. Ngāroto Lakes Reserves’ values and uses are aligned with the Natural / cultural and Natural / cultural (high use) categories in the Regional Parks Management Plan, aligning with the categorisation of the Te Ārai North and Te Ārai South respectively.

Conclusion

26. Based on the values assessment, staff concluded that Ngāroto Lakes Reserves have the values of regional parks and align closely with the specific values of adjacent Te Ārai Regional Park.

Outcomes

27. Staff considered whether reallocating Ngāroto Lakes Reserves as regional park land would impact the reserves’ outcomes.

28. Managing the reserves as regional park land would:

· provide a stronger focus on the preservation and enhancement of the reserves’ natural and landscape values, which could further enhance the reserves’ tangata whenua, recreational and other values

· enable integration with the management of the wider Te Ārai Regional Park, better enabling enhancements across the adjacent parks such as the development of an interconnected walking track network.

29. Aucklanders’ use of the reserves is unlikely to be affected by reallocation. The management intentions for the reserves are expressed in the draft Rodney Local Parks Management Plan 2023, which has recently been consulted on (see paragraphs 47-52) and will be considered by Rodney Local Board for adoption in July 2023. Those management intentions would carry over to the Regional Parks Management Plan if decision-making for the reserves was reallocated.

Conclusion

30. Based on the outcomes assessment, staff concluded that a reallocation of Ngāroto Lakes Reserves as regional park land would have positive impacts on the reserves’ outcomes.

Decision-making allocation principles

31. Staff considered where decision-making for the reserves would be best allocated.

32. This assessment is guided by the Local Government (Auckland Council) Act 2009 section 17, which provides criteria on the allocation of decision-making responsibilities for Auckland Council.

33. The legislation states that decision-making responsibility for any non-regulatory activity of the Auckland Council must be allocated by the Governing Body:

· to either the Governing Body or the local board

· in accordance with the principles set out in section 17(2)(b)

· after considering the views and preferences expressed by each local board.

34. The section 17(2)(b) principles state that decision-making responsibility for a non-regulatory activity of the Auckland Council should be exercised by its local boards unless the nature of the activity is such that decision-making on an Auckland-wide basis will better promote the wellbeing of the communities across Auckland.

Findings

35. There is no visitation data for Ngāroto Lakes Reserves. The local parks specialist has advised that visitors come from across Auckland to the reserves’ proximity to Te Ārai Regional Park and because they offer access to large bodies of fresh water. In addition, Ngāroto Lakes Reserves’ natural and landscape values are unique and significant to the whole of Auckland. This suggests that decision-making over Ngāroto Lakes Reserves is best aligned with regional interest.

36. The mandate to prioritise preservation and enhancement of natural and landscape values would be stronger if decision-making moves from the local board to the Governing Body, which could have positive effects on their tangata whenua and recreation values.

37. While heritage protection, maintenance requirements and long-term planning are provided for in national legislation, reserve management plans and maintenance agreements, the Governing Body is best placed to ensure the reserves’ management and development prioritises their regional significance.

Conclusion

38. Based on the decision-making allocation principles assessment, staff concluded that decision-making over Ngāroto Lakes Reserves is best allocated to the Governing Body.

Overall recommendation

39. Based on the three assessments above, staff recommend that Ngāroto Lakes Reserves be reallocated as regional park land governed by the Governing Body.

Tauākī whakaaweawe āhuarangi

Climate impact statement

40. This report considers the reallocation of Ngāroto Lakes Reserves as regional park land. There are no climate impacts arising from this report.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

41. Regional Services and Strategy staff, as well as specialists in the Parks Services, Area Operations, and Healthy Waters’ Natural Environment Specialist Services and Sustainable Outcomes teams provided input into this assessment.

42. Staff have worked closely with the Service Investment and Programming team preparing the draft Rodney Local Parks Management Plan 2023.

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

Local impacts and local board views

43. Staff workshopped the assessment’s preliminary findings with Rodney Local Board in September 2022 and June 2023.

44. At its workshops, the local board raised questions as to the impact of a reallocation on specific topics. Those topic areas and staff responses are summarised in table 2. At its June workshop, the local board expressed doubt that it still wished to continue with a potential reallocation of the reserves as regional park land.

Table 2: Rodney Local Board questions regarding the impact of reallocation on Ngāroto Lakes Reserves

Topic area	Staff response	Likely impact from reallocation
Stormwater management	The Healthy Waters department has confirmed that there is no drainage infrastructure located on Ngāroto Lakes Reserves. The two drainage assets for the Ngāroto Lakes associated with the Te Ārai Drainage District are on private land at a distance from the reserves. The reserves’ combined frontage on the lakes comprises only four per cent of the total shoreline. Access to stormwater drainage infrastructure is primarily through adjacent properties.	None
Restricting future dog access to the reserves	Dog access is controlled by bylaw. Parks management plans can advocate but not control dog access. Any change to dog access would occur as part of the review of the Dog Management Bylaw or the Auckland Council Policy on Dogs 2019, requiring public consultation. There is no blanket policy banning dogs from regional parks, but dog access tends to be restricted in areas of high natural values to protect rare, endangered, or otherwise significant flora and fauna. We note that draft management intention #5 in the draft Rodney Local Parks Management Plan is to “advocate for prohibiting dogs from Lake Tomorata Reserve in recognition of high ecological values”.	None
Loss of assets for Rodney residents	All members of the public have access to public parks and reserves, regardless of whether they are governed by the Governing Body or a local board.	None
Changes to allowed recreational uses of the reserves	There are no intended changes to recreational uses of the reserves. Ngāroto Lakes Reserves would be managed alongside Te Ārai South, a Category 1 – Natural/cultural (High Use) regional park. Natural/culture (high use) parks are managed with an understanding that they have both high natural values and high visitor numbers and cater for informal recreation activities. The management intentions expressed in the draft Rodney Local Parks Management Plan would be carried over to the Regional Parks Management Plan 2022. Any future change would be consulted on with the community.	None

45. The community has had two opportunities in the last year to provide feedback on the management intentions for Ngāroto Lakes Reserves:

· thirty submissions commented on the Te Ārai chapter of the draft Regional Parks Management Plan 2022 (now adopted policy). Submitters included Te Ārai Protection Society, New Zealand Fairy Tern Charitable Trust, Te Ārai North Limited, Te Ārai Residents Association, and the Te Ārai South Owners Society

· two submitters commented on the “reserves next to Ngāroto Lakes” section of the draft Rodney Local Parks Management Plan 2023.

46. Submissions in support of the proposal in the draft Regional Parks Management Plan 2022 were supportive of:

· a “lakes to the sea” catchment management concept to protect the whole Te Ārai Stream freshwater ecosystem, as well as protection of the dune systems around the lakes

· options to increase non-vehicular access and recreation in Te Ārai Regional Park, with suggestions that special attention should be given to improving access into the park to walkers, cyclists and horse riders.

47. Some submitters were concerned about the management intention to advocate banning powered watercraft from Ngāroto Lakes. This was removed from the draft Regional Parks Management Plan and clarified as an intention to collaborate with the community to discourage powered watercraft on the lakes. This matter was subsequently consulted on as part of the draft Rodney Local Parks Management Plan 2023. No feedback was received.

48. The draft Rodney Local Parks Management Plan 2023 Volume 2: Individual parks in Wellsford subdivision sets the following management intentions for Ngāroto Lakes Reserves:

1. Work with mana whenua to explore their priorities and involvement in delivering the following management intentions

2. Manage the reserves next to Slipper, Spectacle and Tomorata Lakes to help protect the habitat and sensitive ecosystems

3. Continue a targeted pest plant and animal control programme, integrated with pest control initiatives being undertaken on adjacent public and private land

4. Support a restoration programme for Tomorata Lake that manages unwanted fish to improve water quality

5. Advocate for prohibiting dogs from Lake Tomorata Reserve in recognition of high ecological values

6. Collaborate with the community, landowners, mana whenua and the Department of Conservation to discourage powered watercraft access to the lakes, with the exception of those used for research or aquatic pest control, to address adverse impacts on the ecological values and water quality

7. Investigate making the land parcels next to Ngāroto Lakes part of Te Ārai Regional Park for the purposes of internal council decision-making, to provide for their integrated management.

49. Of the two submissions received, one supported management intention seven and listed the following reasons:

· it is considered to be the most cost-effective and efficient solution

· the local community is overwhelmingly in favour of this solution and there has been previous submissions/efforts to communicate this

· the endangered/rare bird species such as fairy tern, bittern and grebe are present in both areas and there is a need to have integrated management to protect these important species, and the regional park is best placed to provide this.

50. One submission opposed management intention seven and listed the following reason:

· concerned that this move would lead to a loss of the local reserve assets for the community.

Tauākī whakaaweawe Māori

Māori impact statement

51. Ngāroto Lake Reserves are sites of significance to mana whenua. Auckland Council has records of two archaeological sites (a shell midden at Roto Tomarata and a linear depression at Slipper Lake) associated with early Māori occupation in the Mangawhai area.

52. Iwi with an affiliation to the area are:

· Te Uri ō Hau

· Ngāti Manuhiri.

53. During engagement on the draft Regional Parks Management Plan 2022, both iwi informally expressed support for reallocating Ngāroto Lakes Reserves as regional park land and commented that management as regional park land would enable better protection of the lakes’ natural and tangata whenua values. Ngāti Manuhiri has also expressed an interest in being involved with environmental management of Ngāroto Lakes Reserves.

54. Staff sought to confirm these views as part of this assessment. Staff sent e-mails to Te Uri ō Hau and Ngāti Manuhiri on 29 March 2022, with follow-up emails on 26 April and 8 June 2022. No reply was received.

Ngā ritenga ā-pūtea

Financial implications

55. There are no financial implications arising from this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

56. There is limited risk associated with reallocating the reserves as regional park land as part of Te Ārai Regional Park.

57. There is a low risk that some Rodney residents feel they have lost access to an important community asset. This can be mitigated by communicating the opportunities to access the enlarged Te Ārai Regional Park and the recreational opportunities it offers.

Ngā koringa ā-muri

Next steps

58. If the local board resolves to retain the status quo, work will cease and no delegation will be made to the Planning, Environment and Parks to consider the matter.

59. If the local board resolves to support reallocation of Ngāroto Lakes Reserves as regional park land, staff will report to the Planning, Environment and Parks Committee for decision at its 3 August 2023 meeting. The committee report will include the local board’s formal resolution.

60. If the recommendation to reallocate Ngāroto Lakes Reserves is adopted by the Planning, Environment and Parks Committee, then:

· the five parcels of land comprising Ngāroto Lakes Reserves will be added to Schedule 1 – Governance of Parks of the Long-term Plan 2024-2034, listed as “Land contiguous with Regional Parks”, to become part of Te Ārai Regional Park.

· the Regional Parks Management Plan 2022 will be updated to include the management intentions included in the draft Rodney Local Parks Management Plan 2023, after adoption by Rodney Local Board. This change is under staff delegation and does not require further consideration by governance.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Detailed assessment of Ngāroto Lakes Reserves reallocation as regional park land	55

Ngā kaihaina

Signatories

Author

Harry Vossen - Policy Advisor

Authorisers

Carole Canler - Senior Policy Manager

Lesley Jenkins - Local Area Manager

Rodney Local Board

19 July 2023

Approval of the Rodney Local Parks Management Plan

File No.: CP2023/05905

Te take mō te pūrongo

Purpose of the report

1. To request approval from the Rodney Local Board of the hearings panel’s recommendations relating to the draft Rodney Local Parks Management Plan submissions.

2. To request approval of the final Rodney Local Parks Management Plan 2023.

Whakarāpopototanga matua

Executive summary

3. The Rodney Local Parks Management Plan 2023 (the plan) has been finalised. This follows public consultation and a hearing, engaging with mana whenua, and engaging those with specific interests such as lease and licence holders in the Rodney Local Board area.

4. The plan includes all local parks held under the Local Government Act 2002 and Reserves Act 1977 in the Rodney Local Board area, with the exception of Kaipātiki Reserve, located in Parakai, which is covered by the Kaipātiki Reserve Management Plan^{^[1]}.

5. Once adopted, the plan will provide a policy framework to manage use, protection and development of the parks within the local board area.

6. In May 2022, the local board approved the public notification of the draft Rodney Local Parks Management Plan (resolution number RD/2022/60).

7. At the same meeting, the local board appointed a hearings panel (the panel), consisting of two independent hearings commissioners (resolution number RD/2022/60).

8. Submissions on the draft plan closed on 15 August 2022, following a two-month submission period required by the Reserves Act 1977. Three hundred and twenty-three submissions (of which twelve were late) were received. The panel recommended that all submissions be accepted.

9. Twenty-three submitters spoke at the hearings which were held on 7 and 8 November 2022.

10. Subsequent to the hearings process, the hearings panel’s recommendations are outlined in their report to the local board (Attachment A of the agenda report). Attached to the panel’s report is the notified draft plan, with the recommended amendments appearing as track changes.

11. This report recommends that the local board approves the hearings panel’s recommendations.

12. The Rodney Local Board has decision-making responsibility for local parks in the Rodney Local Board area, including the approval of reserve management plans.

13. This report also recommends that the local board approve the final plan with any minor amendments being delegated to the local board chairperson and deputy chairperson for approval prior to publication.

14. Once adopted, the Rodney Local Parks Management Plan 2023 is intended to last for 10 years, at which time the next comprehensive review is due. The Reserves Act 1977 requires management plans be kept under ‘continuous review’ and updates, or variations to the plan, are anticipated to occur during this time.

Ngā tūtohunga

Recommendation/s

That the Rodney Local Board:

a) whakaae /accept twelve late submissions on the draft Rodney Local Parks Management Plan

b) whakaae / approve the hearings panel’s recommendations dated 11 May 2023 about draft Rodney Local Parks Management Plan submissions (Attachment A of the agenda report)

c) whakaae / approve changes requested by the local board to Reserves next to Ngāroto Lakes with the following additions: (refer to paragraph 33 and Attachment A of the agenda report)

i) request that the first bullet point in Other Information be amended to read, “The draft Rodney Local Parks Management Plan investigated and considered a management intention to seek reallocation of the reserves next to Ngāroto Lakes as part of the Te Ārai regional parks for the purposes of integrated management. Following the investigation and community consultation, the local board decided not to not seek approval from the Governing Body to reallocate the parcels to regional parkland as the local board has concerns on how local community use and the Te Ārai Drainage Districts could be affected” as shown in the notified draft Rodney Local Parks Management Plan

ii) request that the first management issue as shown in the notified draft Rodney Local Parks Management Plan is further clarified on the impact of the run-off on the lakes, to read, “All three Ngāroto Lakes are affected by run-off containing nutrients and other contaminants that promote nutrient enrichment and impacts lake health. Introduced pest fish have also had a serious negative effect on water quality”

iii) request the removal of the first and final sentence of the second management issue as shown in the notified draft Rodney Local Parks Management Plan to read, “Dog walking is possible under the dog policy and Dog Management Bylaw 2019. It is anticipated that an increase in local residents along with visitor numbers will potentially require a consistent approach to be taken to dog at Te Ārai”

iv) request the removal of draft management intentions #5, #6 and #7 as shown in the notified draft Rodney Local Parks Management Plan

d) whakaae / approve the final Rodney Local Parks Management Plan 2023 (Attachments B to G of the agenda report)

e) tautapa / delegate to the local board chairperson and deputy chairperson the authority to approve any minor amendments to the Rodney Local Parks Management Plan 2023 prior to publication.

Horopaki

Context

Background information

15. The Reserves Act 1977 (the Reserves Act) requires a reserve management plan to be developed for most types of reserves.

16. The Rodney Local Parks Management Plan 2023 (the plan) is a statutory management plan for the parks held under the Reserves Act and was prepared in accordance with section 41 of the Reserves Act.

17. At a meeting in 2019 (resolution number: RD/2019/46), it was decided that the same process would be undertaken for all of the 338 parks listed in the draft plan, including those held under the Local Government Act 2002 (LGA), while also complying with Part 6 of the LGA.

18. The Rodney Local Board has decision-making responsibility for all local parks in the Rodney Local Board area, including approval of reserve management plans for local reserves^{^[2]}.

19. For recreation reserves held under the Reserves Act, approval by the local board is as the administering body of the reserve.

20. Approval by the local board for all other reserves falls under the 2013 delegation from the Minister of Conservation (allocated to local boards under the process set out in footnote two).

21. The plan will provide a policy framework to manage use, protection and development of parks within the local board area.

22. The scope of the plan is shown in the table below:

Scope of plan	Description
In scope	ü land held under this Reserves Act 1977 ü land held under the Local Government Act 2002 (LGA)
Advocacy role only	Land for which the local board does not have allocated decision-making, but fulfills an open space function: ü legal roads and drainage reserves that have a significant open space function
Out of scope	Land for which the local board does not have allocated decision-making: û drainage reserves and roads (unless they have a significant open space function – see above) û regional park land û parkland owned and managed by other entities such as Te Poari o Kaipātiki ki Kaipara û parkland included in the Kaipātiki Reserve Management Plan.

23. Once adopted, the plan will replace all existing reserve management plans in the local board area. The plans to be superseded are outlined in the plan’s Appendix.

24. The timeline below gives an overview of key decisions in developing the plan:

25. The hearing in November 2022 was informed by three hundred and twenty-three submissions on the draft plan [link to hearing documents]. Twelve of these submissions were late, however the hearings panel has recommended that they be accepted as late submissions.

26. An analysis of the submissions was reported to the hearings panel which comprised of two independent commissioners.

27. Within the written submissions, seventy submitters requested the opportunity to speak to their submission at the hearing, although only twenty-three submitters decided to speak.

The Rodney Parks Management Plan – in a nutshell

28. The plan structure is outlined below and covers 338 parks that extend over approximately 1,400 hectares of land. Those parks are predominantly held under the Reserves Act 1977, with a few under the Local Government Act 2002:

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29. Volume 1 contains the management planning framework and general policies that apply to all local parks in the local board area. It also includes information about the Rodney Local Board context.

30. Likewise, Volume 2:

· contains individual parks information and management intentions for all local parks under the local board’s jurisdiction

· identifies where leasing or licensing activities are currently contemplated on a park and the type of activity that is contemplated

· is organised into four subdivisions: Dairy Flat, Kumeū, Warkworth, and Wellsford.

Tātaritanga me ngā tohutohu

Analysis and advice

31. Following submission feedback and deliberations, the hearings panel produced a report which included their recommendations to the local board about what changes to make to the plan. The hearings panel’s report can be found in Attachment A to the agenda report.

32. The changes to the draft plan as recommended by the hearings panel are summarised below:

Hearings panel recommended changes to Volume 1	Changes made to Volume 1 to respond to submission feedback
Clarify management focus areas (MFAs) to better reflect values and activities at the park	Updated management focus areas where required to better reflect activities in the park
Clarify text around the access and parking section	Noted the need to better enable unobstructed access by emergency vehicles Clarified that park infrastructure should support ‘sharing with care’^{^[3]}.
Develop a play policy relating to park development	Added a play policy to recognise the need for a variety of play experiences, and services and assets, for different abilities and ages across the network
Develop a policy relating to signs, information and interpretation policy	Added a policy to ensure signs have up-to-date information, and are relevant to the visitor experience and protection of reserves
Strengthen the policy relating to plaques and memorials and scattering of ashes	Added a policy to clarify that scattering of ashes is not permitted
Strengthen text in section of recreation use and enjoyment	Noted that park users should support ‘sharing with care’
Strengthen text in park and park feature naming section	Noted the potential for signs to be in English, te reo or other languages
Update appendices	Amended references to include: · an equestrian definition · a self-contained vehicle camping definition · easier navigation to te reo terms.
Update freedom camping bylaw	Updated freedom camping bylaw references to reflect the new Freedom Camping in Vehicles Bylaw 2022.

Hearings panel recommended changes to Volume 2	Relevant parks(s) where changes have been made to respond to submission feedback
Amend factual errors such as name of park, location of contaminated land, and the names of community groups	· Dairy Flat sub-division: One park - Mahoenui Stream Coatesville · Kumeū sub-division: One park - Helensville A&P Showgrounds · Warkworth sub-division: Three parks.
Amend wording under Recreational values from ‘connections’ to ‘pathways’	· All relevant parks.
Amend recreation, cultural, heritage and natural values to better capture the unique aspects of an individual park	· Dairy Flat sub-division: Five parks · Kumeū sub-division: Thirteen parks · Wellsford sub-division: Six parks · Warkworth sub-division: Fifty-three parks.
Clarify and strengthen management issues and management intentions	· Dairy Flat sub-division: Two parks · Kumeū sub-division: Eight parks · Wellsford sub-division: Four parks · Warkworth sub-division: Sixty-six parks
Clarify and strengthen Other Information section	· Kumeū sub-division: Thirteen parks · Wellsford sub-division: Three parks · Warkworth sub-division: Thirty-four parks.
Clarify information on Contemplated Leases and Licenses	· Kumeū sub-division: One park - Helensville A&P Showgrounds · Wellsford sub-division: One park - Port Albert Recreation Reserve.
Amend management focus area	· Warkworth sub-division: One park - Rainbows End Reserve – Rodney.
Identify and clarify parks with missing land parcels, and unformed legal road	· Kumeū sub-division: One park - Riverhead War Memorial Park · Warkworth sub-division: Nine parks.

33. At a workshop in July 2023, the local board requested changes to the Other Information, Management Issues and Management Intentions for Reserves next to Ngāroto Lakes in Volume 2 – Wellsford subdivision, pages 35 and 36 of the draft plan. The changes to the draft plan are summarised below:

Section / category	Text in the draft LPMP as notified	Proposed amended text for the final LPMP	Local board rationale
Other information	The Rodney Local Parks Management Plan will serve as the reserve management plan for the reserves next to Ngāroto Lakes until such time as this land becomes regional parkland. If this occurs, the reserves next to Ngāroto Lakes will no longer be subject to the Rodney Local Parks Management Plan and the management intentions in this plan that relate to these reserves will cease to have effect. The reserves would then instead become subject to the Regional Parks Management Plan. This would mean that Governing Body committees, rather than the local board, would generally have decision-making responsibility for them.	The draft Rodney Local Parks Management Plan investigated and considered a management intention to seek reallocation of the reserves next to Ngāroto Lakes as part of the Te Ārai regional parks for the purposes of integrated management. Following the investigation and community consultation, the local board decided not to not seek approval from the Governing Body to reallocate the parcels to regional parkland as the local board has concerns on how local community use and the Te Ārai Drainage Districts could be affected.	The local board has concerns on how local community use and the Te Ārai Drainage Districts could be affected by reallocation of local parkland to regional parkland.
Management Issue	Roto Tomorata has relatively clear water, however, the water quality of all three Ngāroto Lakes are affected by nutrient rich run-off leading to depleted oxygen affecting fish life. Introduced pest fish have also had a serious negative effect on water quality.	All three Ngāroto Lakes are affected by run-off containing nutrients and other contaminants that promote nutrient enrichment and impacts lake health. Introduced pest fish have also had a serious negative effect on water quality.	The local board requested further clarification on the impact of the run-off on the lakes.
Management Issue	The new subdivisions in the north and south have a ‘no pets’ rule given the high ecological values of the area. While dog walking is currently available at Lake Tomorata reserve under the dog policy and Dog Management Bylaw 2019, it is anticipated that an increase in local residents along with visitor numbers will potentially require a consistent approach to be taken to dogs at Te Ārai. This plan takes an advocacy position to ban dogs from this reserve (changes to dog access rules are only made through a review of the council’s dog policy and bylaws).	Removal of the first and final sentence: The new subdivisions in the north and south have a ‘no pets’ rule given the high ecological values of the area. The plan takes an advocacy position to ban dogs from this reserve (changes to dog access rules are only made through a review of the council’s dog policy and bylaws).	The local board notes that the Reserves around Ngāroto Lakes are one of the only parks in the local community where dogs must be on leash.
Management intention	Management intention #5 Advocate for prohibiting dogs from Lake Tomorata reserve in recognition of high ecological values	Removal of management intention #5	The local board notes that the Reserves around Ngāroto Lakes are one of the only parks in the local community where dogs must be on leash.
Management intention	Management intention #6 Collaborate with the community, landowners, mana whenua and the Department of Conservation to discourage powered watercraft access to the lakes, with the exception of those used for research or aquatic pest control, to address adverse impacts on the ecological values and water quality.	Removal of management intention #6	The local board suggests managing the impacts on ecological and recreational values rather than discouraging powered watercraft access to the lakes.
Management intention	Management intention #7 Investigate making the land parcels next to Ngāroto Lakes part of Te Ārai Regional Park for the purposes of internal council decision-making, to provide for their integrated management.	Removal of management intention #7	The local board has concerns on how local community use and the Te Ārai Drainage Districts could be affected by reallocation of local parkland to regional parkland.

34. Attachment A tracks the recommended changes proposed by the hearings panel to the notified draft plan.

35. The final Rodney Local Parks Management Plan 2023, being recommended for adoption (noting this version has accepted all the hearings panel recommendations), appears in Attachments B to G of the agenda report.

Tauākī whakaaweawe āhuarangi

Climate impact statement

36. The decisions in this report are largely administrative and are not anticipated to have any direct impact on greenhouse gas emissions. However, the future management direction set out in the plan for local parks, emphasises the role of local parks in climate change mitigation and adaptation.

37. Part D in Volume 1 of the draft plan includes a climate change and natural hazards policy. The policy sets objectives to manage parks in a way that minimises and mitigates the impacts of climate change. It also highlights improving the resilience of parks by adapting to the effects of climate change, especially in coastal areas.

38. Other policies within the plan which aim to manage the impacts of climate change are:

· access and parking - by not providing for peak use parking and encouraging active forms of transport

· plants and animals - by encouraging planting to increase urban canopy cover and manage riparian margins

· park development - by encouraging utilisation of green building practices in design, construction and operation of park development.

39. Volume 2 of the draft plan identifies some potential coastal hazards at an individual park level, and in some cases includes management intentions which aim to address potential hazards.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

40. Council departments and council-controlled organisations have provided specialist input into the development of the draft plan. This included:

· Parks and Community Facilities (including Leasing and Land Advisory teams)

· Active Communities

· Community and Social Policy

· Infrastructure and Environmental Services

· Plans and Places (including Heritage teams)

· Legal Services

· Local Board Services

· Auckland Transport

· Tātaki Auckland Unlimited

· Eke Panuku Development Auckland.

41. Council’s Governance department provided advice about the best process to follow to hold a hearing during the election period. The advice informed the hearings panel options and the assessment of the options.

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

Local impacts and local board views

Local impacts

42. Extensive community engagement has helped staff to draft and refine the plan.

43. Community users will be able to refer to the adopted plan to see the vision and framework for the management and development of local parks.

44. Key community users of the adopted plan could include:

· park volunteer groups wanting to understand environmental intentions for individual groups

· community members wanting to find out key policies relating to local parks

· community members wanting to find out if an activity can occur on a local park

· community members wanting to find out information about a specific park e.g., cultural, natural and/or heritage information.

45. It is anticipated that park users wanting to apply for leases and licences, will also be key users of the plan. Volume 2 of the plan identifies where leasing or licencing activities are currently contemplated on a park, and the type of activity that is contemplated. Park users should also refer to the Community Occupancy Guidelines 2012 (currently under review) which provides more detailed guidance on the considerations, process and costs related to processing lease and licence agreements related to annual rent and opex.

Local board views

46. Two local board workshops were held between May and June 2023 to discuss the hearings panel recommended changes to the draft plan and their report to the local board. The local board were provided with the opportunity to review the submissions as well as a tracked changed version of the plan.

47. The local board were supportive of receiving a recommendation to adopt the Rodney Local Parks Management Plan 2023 with some additional amendments as outlines in the agenda report.

Tauākī whakaaweawe Māori

Māori impact statement

48. The Reserves Act is one of the acts in the First Schedule to the Conservation Act 1987. In performing functions and duties under the Reserves Act, the local board must give effect to the principles of te Tiriti o Waitangi.

49. The plan acknowledges council’s obligation to iwi under the Te Tiriti o Waitangi / the Treaty of Waitangi in local parks management planning.

50. We invited mana whenua to be involved in the development of the plan. This opportunity was taken up by:

· Ngāti Manuhiri

· Te Kawerau ā Maki

· Ngaati Whanaunga

· Ngā Maunga Whakahii O Kaipara Development Trust

· Ngāi Tai ki Tāmaki

· Ngāti Maru

· Ngāti Pāoa Trust Board

· Ngāti Whātua Ōrākei

· Te Patukirikiri

· Te Uri o Hau.

51. Points of interest and input from mana whenua related to the management of natural and coastal areas, sites and areas of cultural significance and the ability for mana whenua to provide input into future decisions on local parks.

52. The plan seeks to embed te ao Māori / the Māori world view and values throughout the document. Section 7 of the document outlines core Māori values and how they should be considered in the management of local parks. Many of these can also contribute to the hauora (well-being) of both mana whenua and matāwaka.

53. Volume 2 of the plan identifies a range of parks, where working with mana whenua on how best to partner effectively in managing those parks is proposed.

Ngā ritenga ā-pūtea

Financial implications

54. Adoption of the final plan will not incur any immediate financial implications for the local board. Implementing the management intentions and policies, as outlined in the final plan, will however need the local board to consider future financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

55. The following table outlines relevant risks and mitigations:

Risk	Mitigation
The plan does not include information regarding financial implications for any future decisions and changes for the parks.	Specialist input will provide further information on financial costs and implications to assist the local board with any future decision-making. Effective handover of the plan to the council departments and council controlled organisations as identified in paragraph 39, and identification of priority decisions and changes for parks will be crucial.
There is low awareness of the plan within the community.	The plan will be published on the Auckland Council website and there will be written copies in local libraries and the Rodney Local Board office.
The community does not agree with information within the plan.	The draft plan underwent a robust public consultation period (two months) which is in line with the requirements of the Reserves Act 1977. The community was able to contribute to finalisation of the plan by making submissions on the draft plan. These submissions were then considered by the hearings panel to inform final plan amendments.
New parkland is identified, and/or information is out of date.	Once adopted, the plan is intended to last for 10 years until the next comprehensive review is due. The management plan will be kept under ‘continuous review’ and updates, or variations, including identification of new parkland to the plan are anticipated to occur during this time.

Ngā koringa ā-muri

Next steps

56. The next step following the approval of the plan will be to publish the plan on the Auckland Council website and have written copies available in local libraries and the Rodney Local Board office.

57. The Service and Asset Planning team will hand over the plan to the departments responsible for its implementation. Refer to paragraph 39 for a list of key council departments and council-controlled organisations who provided specialist input into the development of the draft plan.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Hearing panel report and recommendations - July 2023 (Under Separate Cover)
b ⇨	Volume 1 - Rodney LPMP - July 2023 (Under Separate Cover)
c ⇨	Volume 2 - Dairy Flat - Rodney LPMP - July 2023 (Under Separate Cover)
d ⇨	Volume 2 - Kumeū - Rodney LPMP - July 2023 (Under Separate Cover)
e	Volume 2 - Warkworth - Rodney LPMP - July 2023 (Under Separate Cover)
f	Volume 2 - Wellsford - Rodney LPMP - July 2023 (Under Separate Cover)
g	Volume 2 - Appendices - July 2023 (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Sheryne Lok - Service and Asset Planner

Authorisers

Justine Haves - General Manager Regional Services & Strategy

Lesley Jenkins - Local Area Manager

Rodney Local Board

19 July 2023

Community Provision Investigation for Wainui and Silverdale - Report back

File No.: CP2023/08754

Te take mō te pūrongo

Purpose of the report

1. whiwhi / receive the findings of the community provision investigation for Wainui and Silverdale.

Whakarāpopototanga matua

Executive summary

2. Staff reported the findings of Action 52 of the Community Facilities Network Plan Action Plan to Parks, Arts, Community and Events Committee in April 2022. The committee directed staff to:

“conduct primary research to refine the stocktake of courts and aquatic facilities that the Millwater and Silverdale community has access to, and to develop a gap analysis against the provision guidelines in the Community Facilities Network Plan.” [PAC/2022/36]

3. Staff conducted the additional work as per the committee resolution. The completed work:

Aquatic space

i) confirms the initial stocktake of aquatic provision is correct

ii) confirms there is no immediate requirement for additional aquatic space in the study area

iii) recommends further investigation to ensure continued access to aquatic services when the population in the study area approaches the provision guideline of 35,000 - 50,000 people for a new aquatic facility. This is because:

· current private provision in the study area primarily caters for learn to swim

· the entry fee for other uses at the private facility is likely to act as a barrier to access

· the council-owned facility may not have sufficient capacity to cater for forecast population growth.

Indoor court space

iv) provides further details as to indoor court provision, stating there are seven full-size indoor courts within the study area or within the 10km catchment

v) confirms there is no immediate requirement for an additional indoor court in the study area

vi) confirms there is sufficient provision of indoor courts in the study area to meet demand in the future: by 2051, there will be one indoor court for 6417 people, which remains within the national provision guidelines of one indoor court for 9000 people.

4. Previously reported findings for other service types remain unchanged. The existing space provision is sufficient to support current and future demand for library, arts, community and venue for hire services in the Wainui and Silverdale study area.

5. The recommended key move to address the findings remains unchanged:

· staff to carry out a community provision investigation within the next five years or when the study area population is nearer to 35,000 to ensure residents have continued access to services.

6. This community provision investigation is based on Auckland Council’s latest population projections, which estimates that the study area will be home to 35,000 residents by 2031.^{^[4]} There is a risk that the rate of growth will differ from projections. Faster growth may occur because of development happening sooner than planned in live zones (Milldale). Growth in areas currently earmarked as “future urban” may happen later than anticipated if the draft Future Development Strategy 2023- 2053 is adopted in its current form.

7. Staff will closely monitor population growth as new data becomes available.

Ngā tūtohunga

Recommendation/s

That the Rodney Local Board:

a) whiwhi / receive the findings of Auckland Council’s Wainui and Silverdale community provision investigation as follows:

Library, arts, and community services

i) residents within Wainui and Silverdale have access to community, library, arts and venue for hire services

ii) there is no anticipated gap in the current provision of community, library, arts or venue for hire services within Wainui and Silverdale

iii) condition issues at Ōrewa Library are being addressed through planned comprehensive renewal programme.

Aquatic provision

iv) confirms the initial stocktake of aquatic provision is correct

v) confirms there is no immediate requirement for additional aquatic space in the study area

vi) recommends further investigation to ensure continued access to aquatic services when the population in the study area approaches the provision guideline of 35,000 - 50,000 people for a new aquatic facility. This is because:

· current private provision in the study area primarily caters for learn to swim

· the entry fee for other uses at the private facility is likely to act as a barrier to access

· the council-owned facility may not have sufficient capacity to cater for forecast population growth.

Indoor court space

vii) provide further details as to indoor court provision, stating there are seven full-size indoor courts within the study area or within the 10 kilometre catchment

viii) confirm there is no immediate requirement for an additional indoor court in the study area

ix) confirm there is sufficient provision of indoor courts in the study area to meet demand in the future: by 2051, there will be one indoor court for 6417 people, which remains within the national provision guidelines of one indoor court for 9000 people.

b) tuhi ā-taipitopito / note the staff recommendation to the Planning, Environment and Parks Committee to include the following action in the Communities Facilities Network Plan Action Plan 2022:

· “carry out a community provision investigation for the Wainui-Silverdale study area within the next five years or when the study area population is nearer to 35,000 to ensure residents have continued access to services.”

Horopaki

Context

8. Staff carried out Action 52 of the Community Facilities Network Plan Action Plan, an investigation of community provision in Millwater and Silverdale, to identify current or future gaps in services or facilities against the guidelines in the Community Facilities Network Plan.

9. The findings were reported to Parks, Arts, Community and Events Committee on 7 April 2022. You can access the Item 20 report here.

10. Hibiscus and Bays and Rodney Local Boards expressed concerns that information about aquatic facilities and school courts was out of date and/or inaccurate and that findings might be impacted. Table 1 below summarises the local boards’ areas of concern.

Table 1: Summary of the local board concerns from February 2022 workshop

Area of concern

Staff response

Concerns about essential evidence gathering, including relevant and up to date demographic and community asset information.

Data sources, assumptions and limitations are stated in paragraphs 14 to 16 in the Item 20 report here.

None of the limitations are substantial enough to impact the quality of the analysis and the findings of the investigation.

Concerns about the scope of Auckland Council’s Millwater and Silverdale community provision investigation 2021 sub-catchment study areas, as they do not include the intensive growth areas in the future urban zones around Milldale and the current and developing urban areas of Millwater and Silverdale and their surrounds.

Action 52 directs staff to investigate community provision in Millwater and Silverdale. The study area was augmented to include Milldale in Rodney.

The area directly south of the study area is not part of the investigation. The structure plan for this area proposes that the entire Silverdale West Dairy Flat is a mix of Business – Light Industry Zone and Business – Heavy Industry Zone.

Dwellings and residential development are non-compliant activities in these zones and no residential population is anticipated within the structure plan area.

The maps provided in Attachment B in the Item 20 report here show the development patterns expected for the wider area.

11. On 7 April 2022, Parks, Arts, Community and Events Committee resolved to [PAC/2022/36]:

a) tinaku / defer consideration of the findings of the Auckland Council’s Millwater and Silverdale community provision investigation 2021

b) tono / request staff conduct primary research to refine the stocktake of courts and aquatic facilities that the Millwater and Silverdale community has access to, and to develop a gap analysis against the provision guidelines in the Community Facilities Network Plan.

12. Figure 1 below outlines the decision-making process to-date.

Figure 1: Engagement timeline

Corrections to the naming of the study area

13. Following a query from Independent Māori Statutory Board Member Glenn Wilcox relating to the naming of ‘Millwater and Silverdale’, staff have ascertained the correct names for various locations within the study area as gazetted by the Ngā Pou Taunaha o Aotearoa / New Zealand Geographic Board.

14. The project has therefore been renamed the ‘Wainui and Silverdale community provision investigation’ to reflect the two largest geographic areas covered by the study.

Staff completed committee resolution for additional research

15. As per Parks, Arts, Community and Events Committee’s resolution, staff commissioned an external consultant to:

· refine the stocktake of courts and aquatic facilities that the Wainui and Silverdale community has access to

· develop a gap analysis against the provision guidelines in the Community Facilities Network Plan in the Wainui and Silverdale study area.

16. The consultant carried out a mixed-method inquiry, including site visits, interviews and phone calls with schools and facility supervisors to ensure that the information was up to date. Attachment A to the agenda report provides the summary findings of the updated work and Attachment B to the agenda report provides the consultant’s full report.

Tātaritanga me ngā tohutohu

Analysis and advice

The stocktake of courts is now more detailed but key findings remain unchanged

17. Staff reported the following key findings to Parks, Arts, Community and Events Committee on 7 April 2022:

18. The findings, informed by additional work as per the committee’s direction, are summarised below. The updated work:

19. Previously reported findings for other service types remain unchanged: existing provision is sufficient to support current and future demand for library, arts and culture, community and venues for hire services in the Wainui and Silverdale study area (see Table 2).

Table 2: Key findings for library, arts and culture community, and services

Demand and provision

Likely future provision requirements

· Wainui and Silverdale residents expressed a desire for social/meeting spaces.

· There are several community facilities and venues for hire in the study areas.

· The existing facilities in and around Wainui and Silverdale are fit for purpose, providing spaces and services that cater for a range of community activities. However, there are condition issues at the Ōrewa library that needs attention.

· Residents within Wainui and Silverdale have sufficient access to community, library, arts and venue for hire services. Digital access to library services is growing.

· There are currently no gaps in provision.

· There is capacity in existing facilities to support growth.

· The Ōrewa library should have the capacity to meet future demand. Ōrewa Library has comprehensive renewal project programmed to address ongoing building issues.

Recommended key move

20. The recommended key move to address the findings remains unchanged:

· “staff to carry out a community provision investigation within the next five years or when the study area population is nearer to 35,000 to ensure residents have continued access to services.”

Tauākī whakaaweawe āhuarangi

Climate impact statement

21. Auckland Council’s investment in walking and cycling infrastructure as well as in public transport fosters opportunities to reduce reliance on private vehicle travel to access community services and facilities.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

22. The community provision investigation has been developed in consultation with relevant council departments including Regional Service and Strategy, and Active Communities. Their views are reflected in the findings and conclusions of the investigation.

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

Local impacts and local board views

23. The Hibiscus and Bays and Rodney Local Boards provided their views on this piece of work at workshops and through resolutions, as the following table outlines.

Hibiscus and Bays Local Board	Rodney Local Board
10 September 2020 - Workshop	25 November 2020 - Memo
9 September 2021 - Workshop	2 March 2022 - Workshop
March 2023 – Report back Memo
May 2023 - Joint Local Board Workshop
July 2023 – Report to Local Board Business Meetings

24. At their respective business meetings in March 2022, both local boards resolved not to support staff recommendations and expressed concerns (refer paragraph 10). Upon their request, the Parks, Arts, Community and Events Committee directed staff to conduct primary research. This additional work was workshopped in May 2023. Table 3 below summarises the local boards’ areas of concern.

Table 3: Summary of joint local board concerns from May 2023 workshop

Area of concern

Staff response

The actual population growth will occur faster than the modelled projected population growth. Due to accelerating growth in Milldale and Dairy Flat. This will impact the capacity in existing facilities.

25. In the recommendation outline the timing of opportunities to reassess provision and mitigate the impacts of unforeseen growth.

For example, recommend action for investigation be carried out when the population in the study area reaches population threshold according to the adopted provision guidelines.

Tauākī whakaaweawe Māori

Māori impact statement

25. Māori identity and well-being is a key outcome in the Auckland Plan 2050.

26. Approximately 5.4 per cent of the Wainui and Silverdale resident population identify as Māori. The social research used to inform this investigation gathered views from a variety of residents in the study areas, including Māori.

27. The provision of community facilities and services in Wainui and Silverdale enable opportunities for residents who identify as Māori to participate in community and sport and recreation activities. This provision contributes towards Focus Area 1 of Auckland Plan: “Māori identity and well-being” - Meet the needs and support the aspirations of tamariki and their whanau and towards the social and cultural pou of the Independent Māori Statutory Board Schedule of Issues of Significance 2021.

Ngā ritenga ā-pūtea

Financial implications

28. There are no direct financial implications associated with this report.

29. The findings and recommendations of this investigation do not impact on existing and planned projects in the local board area.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

30. This community provision investigation is based on Auckland Council’s latest population projections, which estimates that the study area will be home to 35,000 residents by 2031.^{^[5]} There is a risk that the rate of growth may differ from projections.

31. To mitigate this risk, staff will monitor population growth for the study area as new population information becomes available.

THEN

MITIGATION

The actual population growth may differ from the modelled growth due to:

a) development happens sooner than planned in live zone (Milldale)

b) the draft Future Development Strategy 2023-2053 identifies Future Urban zoned areas at Wainui, Silverdale and Dairy Flat as areas for further investigation and pushes their development out to 2050+ (which previously was 2033 -2038 in the Future Urban Land Supply Strategy 2017).

The provision analysis based on the population threshold will be impacted.

The findings and recommendations may not accurately reflect the needs of the study area population.

In the recommendation outline the timing of opportunities to reassess provision and mitigate the impacts of unforeseen growth.

For example, recommend action for investigation be carried out when the population in the study area reaches population threshold according to the adopted provision guidelines.

Ngā koringa ā-muri

Next steps

32. Staff will report back to Planning, Environmental and Parks Committee to consider including the recommended key move in the Community Facilities Network Plan Action Plan 2022.

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Attachment A- Summary findings of updated work (Under Separate Cover)
b	Attachment B- Consultant full report 2023 (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Katie Kim - Policy Advisor

Authorisers

Carole Canler - Senior Policy Manager

Lesley Jenkins - Local Area Manager

Rodney Local Board

19 July 2023

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

File No.: CP2023/08478

Te take mō te pūrongo

Purpose of the report

1. To provide the Rodney Local Board with a council-controlled organisation update on the work programme (April to June 2023) and expected milestones and engagement approaches in its area for Quarter One (July to September 2023).

Whakarāpopototanga matua

Executive summary

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

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

4. Council-controlled organisations provide local boards with the associated 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 work programmes addresses the 2020 Council-controlled Organisation Review’s recommendation to coordinate actions better at the local level.

6. As per the 2022/2023 Council-controlled Organisation Local Board Joint Engagement Plans:

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

8. The Rodney Local Board will receive the next update in October 2023 which will include an update on projects from Quarter One (July to Sep 2023) and expected milestones and engagement approaches for work in Quarter Two (October to December 2023).

Ngā tūtohunga

Recommendation/s

That the Rodney Local Board:

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

Horopaki

Context

What are Council-controlled Organisation Local Board Joint Engagement Plans?

9. The 2020 Review of Auckland Council’s Council-controlled Organisations (CCO) 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.

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

11. 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.

12. 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?

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

14. The work programme is not a full list of projects in the Rodney 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.

15. 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.

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

17. 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.

18. 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.

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

Tātaritanga me ngā tohutohu

Analysis and advice

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.

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

Auckland Transport

Completed work programme items since April 2023

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

· Matakana Link Road (now formally named Te Honohono ki tai Road).

New work programme items since April 2023

22. Auckland Transport has added new projects to the work programme including:

· Campbell Drive, Warkworth - P120 Parking Restrictions (Minor Works Programme)

· Coatesville Riverhead Highway - Pedestrian Crossing outside shops (Local Board Transport Capital Fund ‘LBTCF’)

· Coatesville-Riverhead Highway & Barrett Road, Riverhead - Right turn bay2

· Hauraki Road, Leigh - Raised Zebra Crossing (Rodney Local Board Transport Targeted Rate ‘RLBTTR’)

· Kaukapakapa Footpath Connections (RLBTTR)

· Mansell Drive raised pedestrian crossing (LBTCF)

· Matua Road, Kumeu - Raised Zebra Crossing

· Matua Road / Tapu Road Intersection (LBTCF)

· Muriwai Road Pedestrian Crossing

· Point Wells Village Traffic calming measures (LBTCF)

· Puhoi Village Red Carpet (LBTCF)

· Rodney Street Wellsford Raised Zebra Crossing (LBTCF)

· 85 Tapu Rd, Huapai – Bus Stop Relocation (LBTCF)

· Tapu Road, Huapai – Raised Zebra Crossing

· Taupaki Road Pedestrian Crossing outside Harry James Reserve (LBTCF)

· Warkworth Primary School Raised Crossing/Traffic Calming (LBTCF)

· Warkworth Town Centre Safety Improvements (Vision Zero).

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

Tātaki Auckland Unlimited

Completed work programme items since April 2023

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

New work programme items since April 2023

25. There are no new work programme items that relate to the Rodney area to report.

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

Eke Panuku Development Auckland

Completed work programme items since April 2023

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

New work programme items since April 2023

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

Changes to work programme item engagement levels since April 2023

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

Watercare

Completed work programme items since April 2023

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

New work programme items since April 2023

31. Watercare has added new projects to the work programme including:

· Wellsford water supply upgrade.

Changes to work programme item engagement levels since April 2023

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

35. 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

36. 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.

37. 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

38. 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.

39. 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

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

41. 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

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

43. 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

44. 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.

45. 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).

Ngā koringa ā-muri

Next steps

46. 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).

47. CCOs and local boards are expected to revise their next joint engagement plans (CCO responsibilities and local board commitments) before the end 2023.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Auckland Transport Quarterly update	91
b ⇩	Tataki Auckland Unlimited Quarterly update	95
c ⇩	Eke Panuku Quarterly update	97
d ⇩	Watercare Quarterly update	99

Ngā kaihaina

Signatories

Author

Maclean Grindell - Senior Local Board Advisor

Authorisers

Louise Mason - General Manager Local Board Services

Lesley Jenkins - Local Area Manager

[1] Kaipātiki Reserve is vested in Ngāti Whātua o Kaipara and Auckland Council to own and manage under the decision-making body Te Poari o Kaipātiki ki Kaipara.

[2] The Long-term Plan and Annual Budget sets out the non-regulatory activities allocated by Governing Body to local boards under section 17 of the Local Government (Auckland Council) Act 2009. Approval of a reserve management plan for local reserves is considered a non-regulatory decision.

[3] Where paths are shared across modes such as walking, cycling, horse riding, users are encouraged to ‘share with care’ by being responsible for their own safety and being courteous to others.

Chairperson	Brent Bailey
Deputy Chairperson	Louise Johnston
Members	Michelle Carmichael
	Mark Dennis
	Tim Holdgate
	Colin Smith
	Geoff Upson
	Ivan Wagstaff
	Guy Wishart

Local Board Member	Organisation	Position
Brent Bailey	Central Shooters Inc Auckland Shooting Club Royal NZ Yacht Squadron	President Member Member
Michelle Carmichael	Fight the Tip Tiaki te Whenua Incorporated Tapora School Board of Trustees	Deputy chairperson Staff representative
Mark Dennis	Helensville Tennis Club Parakai Springs Complex South Kaipara Community Patrol Steering Group	Elected member Operations manager Member
Tim Holdgate	Landowners Contractors Association Agricultural & Pastoral Society Warkworth Rodney Co-Operative Lime Company Limited	Vice chairman Committee member Director
Louise Johnston	Blackbridge Environmental Protection Society	Treasurer
Colin Smith
Geoff Upson
Ivan Wagstaff
Guy Wishart	Huapai Kumeū Lions Kaipara ki Mahurangi LEC KumeūCommunity Centre Kumeu Small Landowners Assoc Future Kumeū Inc Committee Kumeū Live (Music Events) Kaipara ki Mahurangi Labour Party Kumeu Emergency Network Kumeu Community Action	President and zone chairperson Member Committee member Member Member Manager Candidate Member Member

Author	Ignacio Quinteros – Democracy Advisor
Authoriser	Lesley Jenkins - Local Area Manager

Author	Ignacio Quinteros - Democracy Advisor
Authoriser	Lesley Jenkins - Local Area Manager

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