Agenda of Manurewa Local Board - Thursday, 20 July 2023

Manurewa Local Board

20 July 2023

Local Board Transport Capital Fund

File No.: CP2023/09276

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

3. The indicative budget for the Manurewa Local Board this political term is $2,650,859.

4. The Manurewa Local Board has already allocated $1,725,011 of this term’s budget to complete the Te Mahia Amenity Upgrade project (resolution number MR/2022/178).

5. Te Mahia project latest update, there is a cost saving of $267,328. This leaves a remaining budget of $1,193,176 to be allocated to new projects.

6. In this report, AT recommends that the local board allocate the full $1,193,176.

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

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

i) Riverton/Porchester improvements $200,000

ii) Driver Feedback Signs $16,000

iii) Real Time Display Board $40,000

iv) Manurewa Station Awning $630,000

v) Dennis Avenue Speed Calming $315,000.

Horopaki

Context

7. The Local Board Transport Capital Fund is an AT fund established in 2012, to allow local boards to deliver small projects in their local area that would not normally be prioritised by Auckland Transport. The indicative budget for Manurewa Local Board’s allocation of LBTCF for the 2022 – 2025 political term is $2,650,859.

Tātaritanga me ngā tohutohu

Analysis and advice

8. Workshops to gather suggestions for the LBTCF projects began with the Manurewa Local Board early in 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.

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

10. The board requested that AT investigate the practicality of relocating the Manurewa Station awning once work on the third and fourth line is developed. Relocating the awning is feasible.

11. Some initially suggested projects from last term and recently identified projects can now be funded by the Climate Emergency Response Fund (CERF) programme.

12. In the mix of new ideas were also two projects from the last political term that have been through the design and consultation process but await renewed funding this political term.

13. The proposed project details are listed in Table One below:

Table One Project Details

Project	Location	Cost
Riverton/Porchester Corner Improvements	Riverton Drive/ Porchester Road intersection, Alfriston	$200,000
Local board driver feedback signs relocation and new driver feedback signs (old LBTCF project)	Currently installed in Coxhead Quadrant	$16,000
Real Time Display Board	Southmall Manurewa Town Centre	$40,000
Manurewa Train Station Awning	Manurewa Train Station	$630,000
Dennis Avenue Speed Calming	Dennis Avenue, Hillpark	$315,000

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

16. All of the proposed projects above will encourage safer travel, pedestrian and passenger transport usage.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

18. Manurewa Local Board discussed this programme of work at two workshops with Auckland Transport. This report reflects the views of the local board as expressed in the workshops.

Tauākī whakaaweawe Māori

Māori impact statement

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

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

Ngā ritenga ā-pūtea

Financial implications

21. This report requires consideration of a significant financial commitment of up to $1.2m by the Manurewa Local Board.

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

23. It is worth noting that AT is in the final stages of confirming the 2023/2024 budget.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

24. As resources are constrained, delaying decision making could have a significant impact on delivery timelines.

25. There are a number of fully funded projects across the region from the last political term that still need to be delivered. 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 completing these projects. This means that the timeframe for AT to come back to the local board for further decision-making with confirmed costs and concept designs for the new projects, is likely in the first quarter of 2024.

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

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

Ngā koringa ā-muri

Next steps

28. Auckland Transport will take note of the local board’s confirmed projects and come back to the local board when the initial concepts are completed and costs for the projects are better understood.

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

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

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

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Bruce Thomas, Elected Member Relationship Partner

Authorisers

Sila Auvaa - Programme Manager, Auckland Transport

Sarah McGhee - Acting Local Area Manager Franklin Manurewa Papakura

Manurewa Local Board

20 July 2023

2025 Auckland Council elections - electoral system

File No.: CP2023/09413

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

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

Horopaki

Context

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

(i) First Past the Post (FPP)

(ii) Single Transferable Vote (STV).

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

FPP

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

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

STV - features

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

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

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

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

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

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

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

STV – concerns

Voter turnout

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

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

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

New Zealand council elections not party- based

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

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

Complexity

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

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

STV – other councils in New Zealand

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

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

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

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

Regional councils

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

STV – Future for local government review

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

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

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

STV – poll

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

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

Conclusion

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Warwick McNaughton - Principal Advisor

Authorisers

Carol Hayward - Team Leader Operations and Policy

Louise Mason - General Manager Local Board Services

Sarah McGhee - Acting Local Area Manager Franklin Manurewa Papakura

Manurewa Local Board

20 July 2023

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

File No.: CP2023/08472

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

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

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

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

Horopaki

Context

What are CCO Local Board Joint Engagement Plans?

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

· help cement CCO and local board relations

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

· coordinate CCO actions better at the local level.

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

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

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

What are the CCO work programme items?

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

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

16. As per the joint engagement plans:

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

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

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

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

· new work programme items and proposed engagement level

· changes to the engagement approach with the local board

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

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

· completed work programme items

· new work programme items

· changes to engagement levels.

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

Auckland Transport

Completed work programme items since April 2023

24. There are no completed items from Auckland Transport’s work programme to report.

New work programme items since April 2023

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

· Burundi Avenue crossing

· Beatty Avenue pedestrian facility

· Hollyford Drive raised crossing

· Kerrydale Drive kerb build out.

Changes to work programme item engagement levels since April 2023

26. There are no changes to engagement levels in Auckland Transport’s work programme to report.

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

Tātaki Auckland Unlimited

Completed work programme items since April 2023

28. There are no completed items from Tātaki Auckland Unlimited’s work programme to report.

New work programme items since April 2023

29. There are no new items in Tātaki Auckland Unlimited’s work programme to report.

Changes to work programme item engagement levels since April 2023

30. There are no changes to engagement levels in Tātaki Auckland Unlimited’s work programme to report.

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

Eke Panuku Development Auckland

Completed work programme items since April 2023

32. There are no completed items from Eke Panuku Development Auckland’s work programme to report.

New work programme items since April 2023

33. Eke Panuku Development Auckland has added the following new projects to the work programme:

· Implementation of the Puhinui Charter.

Changes to work programme item engagement levels since April 2023

34. There are no changes to engagement levels in Eke Panuku Development Auckland’s work programme to report.

Watercare

Completed work programme items since April 2023

35. There are no completed items from Watercare’s work programme to report.

New work programme items since April 2023

36. There are no new items in Watercare’s work programme to report.

Changes to work programme item engagement levels since April 2023

37. There are no changes to engagement levels in Watercare’s work programme to report.

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

40. 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

41. 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.

42. 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

43. 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.

44. 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

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

46. 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

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

48. 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

49. 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.

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

Ngā koringa ā-muri

Next steps

51. 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).

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Auckland Transport Manurewa work programme update	35
b ⇩	Tataki Auckland Unlimited Manurewa work programme update	37
c ⇩	Eke Panuku Manurewa work programme update	45
d ⇩	Watercare Manurewa work programme update	47

Ngā kaihaina

Signatories

Author

Maclean Grindell - Senior Advisor Operations and Policy

Robert Boswell -Acting Senior Local Board Advisor

Authorisers

Sarah McGhee - Acting Local Area Manager Franklin Manurewa Papakura

No.	Title	Page
a ⇩	Waiheke Local Board - Notice of Motion - Chair Handley - Caulerpa	51

No.	Title	Page
a ⇩	Audit and Risk Committee: Health, Safety, and Wellbeing Performance Report	89

No.	Title	Page
a ⇩	Manurewa Local Board Governance Forward Work Calendar - July 2023	103

No.	Title	Page
a ⇩	1 June 2023, Manurewa Local Board Workshop Record	107
b ⇩	8 June 2023, Manurewa Local Board Workshop Record	111
c ⇩	15 June 2023, Manurewa Local Board Workshop Record	113
d ⇩	22 June 2023, Manurewa Local Board Workshop Record	115

Manurewa Local Board

20 July 2023

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

File No.: CP2023/08549

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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:

· Awa restoration programme - $45,000

· Manukau Harbour Forum - $8,000

· Manurewa waste minimisation - $50,000

· Papakura Stream restoration programme - $14,000

· Pest Free South Auckland - $50,000.

8. The proposed work programme has a total value of $167,000, which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2023/2024 financial year.

9. The proposed work programme also includes $50,000 in asset-based services capital expenditure for the following coastal renewals programmes:

· Kaimoana Street Esplanade - renew wharf - $50,000.

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

Ngā tūtohunga

Recommendation/s

That the Manurewa 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
Awa restoration programme	$45,000
Manukau Harbour Forum	$8,000
Manurewa waste minimisation	$50,000
Papakura Stream restoration programme	$14,000
Pest Free South Auckland	$50,000
Total	$167,000

b) tuhi-ā-taitopito / note the allocation of $50,000 asset-based services capital expenditure budget towards the Kaimoana Street Esplanade - renew wharf programme in the 2023/2024 financial year.

Horopaki

Context

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

11. In June 2023, the Governing Body adopted the council’s 2023/2024 budget. The impact budget adjustment was workshopped with the board in May and June 2023.

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

· the water quality of our harbours and waterways is steadily improving

· our natural areas are pest free and regenerating to enhance biodiversity and ecosystems

· we are a low-carbon community with zero waste.

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

· Te Mahere Whakahaere me te Whakaiti Tukunga Para i Tāmaki Makaurau / Auckland Waste Management and Minimisation Plan 2018

· National Policy Statement for Freshwater Management 2020

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

17. 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.

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

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

Awa Restoration Programme - $45,000

20. The board has indicated it would like to continue to support community-led restoration in the stream adjacent to the Glenveagh Park Reserve in the 2023/2024 financial year. The board allocated $45,000 to this programme in the 2022/2023 financial year.

21. In the 2023/2024 financial year, water testing will continue to be facilitated by Te Pu-a-nga Maara, with local schools invited to participate in sampling and analysis using Te Kete Waiora. Engagement with the local community will also continue. Planting and weed control will continue at Glenveagh Park Drive Reserve.

22. Staff recommend that the board allocate $45,000 towards the continuation of this programme in 2023/2024.

Manukau Harbour Forum - $8,000

23. The board has indicated that it would like to continue to fund the Manukau Harbour Forum in the 2023/2024 financial year. The board is one of nine local boards who make up the Manukau Harbour Forum (Franklin, Māngere-Ōtāhuhu, Manurewa, Maungakiekie-Tāmaki, Ōtara-Papatoetoe, Papakura, Puketāpapa, Waitākere Ranges, and Whau Local Boards). These local boards border the Manukau Harbour and have an interest in protecting and restoring the mauri of the harbour.

24. In 2022/2023 financial year, each of the member local boards provided $8,000 to co-fund the Manukau Harbour Forum. This was allocated to several activities including a Manukau Harbour Forum coordinator, a youth sustainability wānanga that included mana whenua tautoko, and continued development of the communications plan.

25. In May 2023 the early resignation of the coordinator was discussed at the Manukau Harbour Forum business meeting on 19 May (MHFJC/2023/11). The remaining $11,200 of the 2022/2023 budget was used to purchase native plants to be grown on and made available for restoration projects in the Manukau Harbour Forum Catchment.

26. Staff recommend that each of the nine member boards contribute a further $8,000 each towards the forum in the 2023/2024 financial year, allowing a total budget of $72,000. Staff recommend that this funding supports:

· continuing to fund a Manukau Harbour Forum coordinator to assist with the delivery of the forum’s goals ($49,000)

· communications plan continuation to be overseen and led by the coordinator with staff guidance ($3,000)

· funding the 2023/2024 youth sustainability wānanga which would involve around 50 students from all member local board areas to develop leadership skills, sustainability knowledge, and collaborative action programmes ($20,000).

27. Staff recommend that the board allocate $8,000 towards the continuation and expansion of this programme in 2023/2024.

Manurewa Waste Minimisation - $50,000

28. The board has indicated it would like to continue to fund community waste minimisation in the 2023/2024 financial year. The board has supported this programme since 2017 and allocated $50,000 towards this programme in the 2022/2023 financial year.

29. The 2023/2024 programme will continue to build on previous local board investment and fund the local waste wise champions. The programme will focus on providing local jobs for local people and will have three components:

· continuing to hire and support waste-wise champions to take action to reduce illegal dumping and support residents to manage and minimise their waste

· designing, installing, monitoring and evaluating the effectiveness of signs in illegal dumping hotspots

· storytelling, promotion, and marketing of good news stories and waste wise champion / pride kits to catalyse behaviour change. The story-telling campaign was refined and expanded in year two and this will continue into year three, and there will be a continued focus on expanding the impact of the waste champions.

30. Staff recommend that the board allocate $50,000 towards the continuation of this programme in 2023/2024.

Papakura Stream Restoration Programme - $14,000

31. The board has indicated that it would like to continue to support landowner engagement along the Papakura Stream in the 2023/2024 financial year. This will be the fourth year of this programme, which the board allocated $5,000 towards in the 2020/2021 financial year and $14,600 towards the continuation of this programme in 2021/2022 and a $13,000 contribution in 2022/2023 financial year.

32. The Papakura Stream catchment is shared between the Manurewa, Papakura, and Franklin local boards, and spans the Hunua Ranges to the Manukau Harbour. This programme seeks to restore five kilometres of the Papakura Stream over a three-year period. The Manurewa, Papakura, and Franklin local boards have each indicated that they would like to contribute equal funding for the programme.

33. In 2022/2023 funding contributed to organising 17 planting events, with over 20,000 plants planted by more than 500 volunteers. Two of these sites were on public land while the other 15 were on private property. The volunteers included four school groups, six corporate groups and groups from community events such as Mrs. Aotearoa Beauty Pageant, the Filipino Community, and several church groups.

34. Through the 2023/2024 work programme year Conservation Volunteers NZ will continue to organise more restoration activities, litter clean-ups and source funding sources in order to extend the project further.

35. Additional funding sources for this programme will be sought by Conservation Volunteers New Zealand which will contribute to stock exclusion in the rural portion of the Papakura Stream catchment. Trees for Survival will provide trees for landowners who expressed interest in stream restoration in surveys carried out.

36. Staff recommend that the board allocate $14,000 towards the continuation of this programme in 2023/2024.

Pest Free South Auckland - $50,000

37. The board has indicated it would like to continue to support pest free initiatives across the local board area in 2023/2024. This will be the second year the board has supported this programme, which the board allocated $45,000 towards in the 2022/2023 financial year.

38. The pest free coordinator will continue to build momentum for the Pest Free South Auckland vision across the Manurewa Local Board area. The coordinator will connect and build relationships with groups in the community to expand the Pest Free South Auckland programme. This programme is also underway in Māngere-Ōtāhuhu, Ōtara-Papatoetoe and Papakura.

39. The coordinator will also continue to attend local events and facilitate hui on how to expand Pest Free initiatives and support local groups undertaking pest control, continuing to build on the foundations created over the last two financial years.

40. The programme will expand community action through education and assistance to reduce pest plants and animals in the Auckland South environment. In addition to the coordinator, the budget will provide funding for two part-time positions to assist in running events and workshops and work to with community groups to grow the project. I will also fund a local moth plant competition and resources such as traps and bait, and strategic planning.

41. Staff recommend that the board allocate $50,000 towards this programme in 2023/2024.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

Table 1: Climate impact assessment of proposed activities

Activity name	Climate impact
Awa restoration programme	These programmes seek to restore freshwater ecosystems and reduce pollution into the Manukau Harbour by engaging with landowners, industry, and community members around pollution reduction and restoration. Freshwater ecosystems provide many ecosystem services such as flood mitigation, habitat for native biodiversity and carbon sequestration (riparian planting). These services are enhanced when the ecosystems are enhanced.
Papakura Stream Restoration Programme
Manukau Harbour Forum
Manurewa waste minimisation
This programme seeks to reduce waste and therefore reduce greenhouse gasses which are produced when waste is sent to landfill.
Pest Free South Auckland	Management of exotic species’ impacts is one of the main ways in which we can improve resilience of Auckland’s biodiversity to climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

47. Healthy Waters will coordinate with Natural Environment Strategy and Environmental Services staff on work related to the Manukau Harbour Forum.

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

Local impacts and local board views

48. The projects proposed for inclusion in the board’s Infrastructure and Environmental Services work programme will have positive environmental outcomes across the Manurewa Local Board area. Particular focus areas for the 2023/2024 work programme Homai, Weymouth, Glenveagh and Puhinui streams and along the Papakura Stream.

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

Tauākī whakaaweawe Māori

Māori impact statement

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

51. 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.

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

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

Table 2: Māori outcome delivery through proposed activities

Activity name	Māori outcome	Māori outcome description
Awa restoration programme	Kaitiakitanga and realising rangatahi potential	Te Pu-a-nga Maara is a collective of rangatahi from Makaurau, Papatūānuku and Manurewa Marae who have developed Te Kete Waiora – a water testing kit that can be utilised in both fresh and saline environments. Te Kura Kaupapa Māori o Manurewa will be one of the schools invited to participate in the water testing programme.
Manukau Harbour Forum	Kaitiakitanga and realising rangatahi potential	Māori youth will be involved in the youth sustainability wānanga and are supported to develop and implement programmes relevant to them and their communities. The wānanga also engages with kaumātua from Makaurau Marae to provide advice and mātauranga Māori that informs programme delivery. During the wānanga, te reo Māori is actively promoted, as a key component of programme delivery. The coordinator role has a requirement to be comfortable to use and learn te reo in person and emails. They will also engage with mana whenua.
Manurewa Waste Minimisation	Kaitiakitanga and Māori business tourism and employment	Consultation and collaboration with mataawaka in Manurewa will be achieved through participants and employees of the programme, many of whom are Māori.
Papakura Stream Restoration Programme	Kaitiakitanga	The contractor acknowledges iwi as kaitiaki of Auckland's natural world and the importance of their involvement in restoration and protection of our natural taonga. They strive to connect with iwi on this initiative and will actively seek opportunities to collaborate.
Pest Free South Auckland	Kaitiakitanga and realising rangatahi potential	The coordinator will reach out to local rangatahi Māori to be engaged in conservation activities and will also be advised to identify key opportunities to work with mana whenua and mataawaka groups.

54. 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

55. The proposed environment work programme for 2023/2024 totals to $167,000 of the board’s locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total budget for 2023/2024.

56. The proposed work programme also includes $50,000 in asset-based services capital expenditure for the coastal renewals programmes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

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

Table 3: Key risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Awa restoration programme	There is a risk that the contractor may be unavailable.	Staff will engage early to ensure that contractors are available.	Low
Manukau Harbour Forum	This project is dependent on securing a new coordinator for the 2023/2024 year.	Staff have started to investigate possible applicants and therefore this is considered low risk.	Low
Manurewa waste minimisation	There is a risk of signage being vandalised and taken down.	This will be mitigated through close monitoring and working with the waste solutions team.	Medium
Papakura Stream Restoration Programme	There is a risk of the identified contractor being unavailable. To mitigate this staff will engage early.	Staff have already liaised with the contractor who has confirmed being available and committed to doing the work on this programme.	Low
Pest Free South Auckland	Community change in demand and values. For instance, not supporting the use of herbicide in their area.	This can be mitigated by identifying alternative options.	Low
Pest Free South Auckland	School programmes too busy to include or not interested.	To mitigate this, Natural Environment Delivery, Sustainable Schools, Healthy Waters and Parks staff will work in co-partnership to deliver the Pest Free Auckland South vision.	Low

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

Ngā koringa ā-muri

Next steps

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Manurewa Local Board Infrastructure and Environmental Services Work Programme 2023/2024	129

Ngā kaihaina

Signatories

Author

Donna Carter - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Sarah McGhee – Acting Local Area Manager Frankln Manurewa Papakura

Manurewa Local Board

20 July 2023

Approval of the 2023/2024 Manurewa Local Board Governance Work Programme

File No.: CP2023/09279

Te take mō te pūrongo

Purpose of the report

1. To approve the 2023/2024 Manurewa Local Board Governance work programme.

Whakarāpopototanga matua

Executive summary

2. This report presents the Manurewa Local Board’s Governance work programme and associated budgets for approval for the 2023/2024 financial year.

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

4. In June 2023, the Governing Body adopted the council’s 2023/2024 budget, which has reduced some council budgets, including local board budgets. The impact of these reductions were workshopped with the board in May and June 2023 and adjusted following feedback received.

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

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

· TUIA Programme $3,000

· Ara Kōtui $6,000.

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

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

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

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

Activity name	2023/2024 budget for approval
Achieving Māori Outcomes: Tuia Programme	$3,000.00
Achieving Māori Outcomes: Ara Kōtui	$6,000.00
Total	$9,000.00

Horopaki

Context

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

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

11. This proposed work programme responds to the outcomes and objectives identified in the Manurewa Local Board Plan 2020. The specific outcome and objective reflected in the work programme is:

· Outcome 2: We are proud of our strong Māori identify and thriving Māori community

· Objective: Māori participation is effective and meaningful.

12. The following adopted framework also guided the development of the work programme:

· Kia Ora Tāmaki Makaurau: A framework to measure Māori wellbeing outcomes and performance for Tāmaki Makaurau.

Māori Outcomes

13. Local boards play a vital role in representing the interests of all Aucklanders and are committed to their Treaty-based obligations and to enabling effective Māori participation (Kia Ora te Hononga).

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

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

16. 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.

17. The Auckland Plan’s focus on effective Māori participation is encapsulated in the outcome Kia ora te Hononga.

18. Kia Ora Tāmaki Makaurau, the council’s Māori outcomes performance measurement framework, informs the majority of the council’s implementation of Māori outcomes. The framework responds to needs and aspirations that Māori in Tāmaki Makaurau, both mana whenua and mataawaka, have expressed to the council.

19. Table one shows the Māori Outcomes strategic priorities within Kia Ora Tāmaki Makaurau.

Table one: Kia Ora Tāmaki Makaurau Māori Outcomes Strategic Priorities

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

20. Local Board Services leads or contributes to local board initiatives that align with Kia Ora te Hononga, and Kia Ora te Rangatahi.

Tātaritanga me ngā tohutohu

Analysis and advice

21. The proposed work programme is made up of activities continuing from previous financial years. These programmes contribute towards the delivery of the Manurewa Local Board Plan 2020, as detailed above.

22. This report seeks local board approval for budgets and activities in 2023/2024.

23. The proposed activities for delivery as part of the board’s 2023/2024 Governance work programme are detailed below.

Ara Kōtui - $6,000

24. The board has indicated that it would like to continue Ara Kōtui in the 2023/2024 financial year. The board is one of five local boards who make up Ara Kōtui (Franklin, Māngere-Ōtāhuhu, Manurewa, Ōtara-Papatoetoe, and Papakura Local Boards) alongside representatives from mana whenua.

25. These local boards comprise the ‘southern’ local boards, and collectively have an interest in building relationships and partnering with mana whenua iwi who also have an interest in the southern local board areas.

26. In 2022/2023 financial year, each of the member local boards contributed between $5,000 and $11,000 to co-fund Ara Kōtui. This was primarily allocated towards mana whenua attendance fees, and to a council run induction day for elected members introducing Māori in the south and Te Tiriti o Waitangi.

27. Staff recommend that each of the five member boards contribute a further $6,000 each towards Ara Kōtui in the 2023/2024 financial year, allowing a total budget of $30,000. Staff recommend that this funding supports:

· mana whenua attendance fees at Ara Kōtui

· any other actions that support building relationship and understanding between local boards and mana whenua, such as collective or individual hui, or cultural induction led by mana whenua.

TUIA rangatahi mentoring programme - $3,000

28. The board has indicated that it would like to continue the TUIA rangatahi mentoring programme in the 2023/2024 financial year.

29. Staff recommend that the board contribute a total budget of $3,000 towards ongoing delivery of this programme in 2023/2024. Staff recommend that this funding supports:

· rangatahi attendance and associated expenses to attend wananga

· any other expenses associated with delivery of this programme.

Tauākī whakaaweawe āhuarangi

Climate impact statement

30. 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.

31. The activities in the Governance work programme have no direct impact on climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

32. The Governance work programme is primarily delivered through staff support from within Local Board Services.

33. Mentoring opportunities through the TUIA programme may require co-operation from other council departments and Council Controlled Organisations.

34. Local Board Services co-ordinates with other departments as required to deliver the Governance work programme, with support from the Local Communications Specialist, and the Customer and Community Services Community Broker roles.

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

Local impacts and local board views

35. The projects proposed for inclusion in the board’s Governance work programme are a continuation of existing projects delivered in previous years.

36. The programmes noted above align with the local board plan outcome “We are proud of our strong Māori identify and thriving Māori community”. The proposed work programme has been considered by the local board in a series of workshops from November 2022 to June 2023. The views expressed by local board members during the workshops have informed the recommended work programme.

Tauākī whakaaweawe Māori

Māori impact statement

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

38. The work programme includes activities that aim to deliver outcomes for and with Māori, in alignment with the strategic priority area Kia ora te Hononga 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.

39. Table two outlines the activities in the 2023/2024 work programme that contribute towards the delivery of Kia ora te Hononga.

Table two: Māori outcome delivery through proposed activities

Activity name

Māori outcome

Ara Kōtui

Kia Ora Te Hononga: Effective Māori participation

TUIA rangatahi mentoring programme

Kia Ora Te Hononga: Effective Māori participation

Kia Ora Te Rangatahi: Realising rangatahi potential

40. During the Annual Budget consultation, mana whenua and Māori communities indicated that retaining all local board funding for initiatives delivering to Māori Outcomes was a high priority.

Ngā ritenga ā-pūtea

Financial implications

41. The proposed Governance work programme for 2023/2024 totals $9,000 of the board’s locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total budget for 2023/2024.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

42. If the proposed Governance 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.

43. Resourcing of the work programme is based on current staff capacity within Local Board Services. Therefore, changes to staff capacity may also have an impact on work programme delivery.

44. Delivery of the work programme is also subject to mana whenua, rangatahi and elected mentor participation.

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

Table three: Key risks and mitigations for activities

Activity name

Risk

Mitigation

Rating after mitigation

Ara Kōtui

There is a risk that mana whenua representatives do not attend hui.

Staff work to ensure topics for hui are of interest to mana whenua.

Low

TUIA rangatahi mentoring programme

There is a risk of rangatahi being unable to attend wananga, and mentors having limited time to mentor rangatahi. There is also a risk that no rangatahi will put themselves forward for the 2024 programme.

Staff work to promote the opportunity for rangatahi through existing networks and through connections with mana whenua and Māori organisations. This will begin in Q2. Staff provide rangatahi with administrative support for travel arrangements to attend wananga.

Low

Ngā koringa ā-muri

Next steps

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

47. 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 ⇩	Manurewa Governance Work Programme 2023/2024	137

Ngā kaihaina

Signatories

Author	Lucy Stallworthy - Senior Māori Outcomes and Local Board Engagement Advisor
Authoriser	Sarah McGhee - Acting Local Area Manager Frankln Manurewa Papakura

Manurewa Local Board

20 July 2023

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

File No.: CP2023/09272

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. This report presents the 2023/2024 Manurewa 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 Manurewa Local Board Plan 2020, Customer and Community Services presents a work programme for local board approval each financial year.

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

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

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

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

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

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

11. The work programme includes references to the recently approved 2023/2024 Annual Budget decisions, and where relevant, the potential options for the provision of Early Childhood Education (ECE) services.

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

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

14. This has meant a rise in the costs of investing in, maintaining and operation of the 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 the council’s financial sustainability, particularly following the 2021 approval to increase local board decision making to include most local community services, as a part of the Governance Framework Review (GFR).

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

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

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

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

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

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

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

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

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

Horopaki

Context

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

Diagram

Description automatically generated

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

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

· Outcome 1 - Our communities are inclusive, vibrant, healthy and connected

· Outcome 2 - We are proud of our strong Māori identity and thriving Māori community

· Outcome 3 - Our people enjoy a choice of quality community spaces and use them often

· Outcome 5 - Our prosperous local economy supports local people

· Outcome 6 - Our natural environment is valued, protected and enhanced.

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
3827	Manurewa Local Board - Play Advocacy	CCS: Active Communities – Sports and Recreation	$0
40232	Manurewa - renew furniture and equipment across open spaces 2023/2024 - 2024/2025	CCS: Parks and Community Facilities – Project Delivery	$200,000
40200	Manurewa - renew park structures 2023/2024 - 2024/2025	CCS: Parks and Community Facilities – Project Delivery	$165,000
37198	Manurewa - renew sports asset components - 2023/2024 - 2024/2025	CCS: Parks and Community Facilities – Project Delivery	$200,000
40152	Manurewa Aquatic Centre - comprehensive renewal phase two	CCS: Parks and Community Facilities – Project Delivery	$25,000
42596	Manurewa War Memorial Park - renew cricket wicket	CCS: Parks and Community Facilities – Project Delivery	$315,000
32102	Rowandale Reserve - upgrade playspace	CCS: Parks and Community Facilities – Project Delivery	$50,000
32101	Tairanga/ Tington Park - upgrade playspace	CCS: Parks and Community Facilities – Project Delivery	$50,000
36812	Weymouth Community Hall - upgrade the interior and exterior of the facility	CCS: Parks and Community Facilities – Project Delivery	$50,000

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

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

Previous ID	Activity name	Lead department
1421	Manurewa Sport and Active Recreation Facilities Plan FY22	CCS: Active Communities – Sport and Recreation
3528	Play Network Gap Analysis	CCS: PCF – Specialist Operations

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 communities are inclusive, vibrant, healthy and connected	· People know each other and feel connected in their neighbourhoods. · Our communities are leading their own initiatives. · Young people are engaged, have a voice and contribute positively to local life. · Older people are connected socially through age-friendly activities.	· Recognise and celebrate the existing and emerging talent, leadership or community contribution of local people and groups. · Continue to fund local community organisations to stage vibrant, successful and unique multicultural arts, events and festivals that celebrate our diversity. · Support projects that foster a sense of belonging in our neighbourhoods and communities. · Fund youth and community groups to lead initiatives that will improve well-being in our neighbourhoods and strengthen community and cultural connections. · Provide resources and assistance so communities can build the skills they need to lead more local initiatives. · Work with the Manurewa Youth Council to identify priority areas for youth development and participation. · Partner with police to expand the Bluelight JAM programme. · Support the development of rangatahi Māori through the Tuia mentoring programme. · Fund and support activities that include older people and foster their community participation. · Continue to provide our Lifelong Learning Fund.
We are proud of our strong Māori identity and thriving Māori community	· Māori heritage and identity are an intrinsic part of who we are and what we experience every day.	· Partner with mana whenua, Manurewa Marae and Māori organisations to showcase and celebrate Māori culture, stories and identity. · Identify potential play spaces to incorporate te ao Māori, including the use of te reo Māori. · Work alongside mana whenua on regenerating the Puhinui Stream. · Work with mana whenua to incorporate cultural design elements into a new jetty on Puhinui inlet. · Partner with mana whenua to deliver Te Kete Rukuruku, which includes Māori naming of parks and reserves. · Increase opportunities for the expression of Māori arts and culture, e.g. through Waitangi Day, Matariki and Te Wiki o te Reo Māori / Māori Language Week activities. · Support libraries to provide more opportunities to learn about te ao Māori and te reo Māori, including mātauranga Māori (Māori knowledge), traditions and practices.
Our people enjoy a choice of quality community spaces and use them often	· Public facilities and spaces are welcoming and meet the demands of our diverse communities. · More people are more active more often.	· Revitalise existing play spaces, including Anderson Park (Hillpark), Gallaher Park (Manurewa East) and Tington Reserve (Wattle Downs). Ensure these and new spaces such as Glenveagh Park, provide a better range of play opportunities. Consider more playgrounds in other parts of Manurewa as opportunities arise. · Explore how our libraries might adapt for future community needs, e.g. options for including nature in the design of outdoor reading areas. · Maintain momentum to create a multi-purpose community and sports facility and improved sports fields and lighting at War Memorial Park. · Work with community groups to enable more recreational activities in our facilities and parks with the aim of connecting people across generations and cultures. · Identify options for recreational activities to support people being casually active, e.g. accessible splash pads, more basketball courts, and exercise opportunities for all ages and abilities.
Our prosperous local economy supports local people	· Young people have the skills and training needed for quality, sustainable employment.	· Work with partner organisations to include the Manurewa Youth Council on initiatives to increase the number of young people in training, helping them gain the skills needed to secure quality, sustainable employment. · Provide ways to develop young people, including the continued delivery of our successful rangatahi youth scholarships.
Our natural environment is valued, protected and enhanced	· Our natural areas are pest free and regenerating to enhance biodiversity and ecosystems.	· Continue funding community pest, animal and plant control in reserves, parks, open spaces and around our facilities to help restore the natural environment. · Fund the Urban Ngahere (Forest) Strategy to increase tree canopy and enhance biodiversity.

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

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

53. Kia Ora Tāmaki Makaurau, the council’s Māori outcomes performance measurement framework, captures the majority of the council’s Māori outcome strategy and planning. The framework responds to the needs and aspirations that Māori in Tāmaki Makaurau, both mana whenua and mataawaka, have expressed to the 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 Manurewa Local Board area, together with identified budgets and main funding sources, are shown in Attachment A.

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

Risk Adjusted Programme

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

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

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

Regionally funded activities included in the local board work programme

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

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

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

Process for changes to the approved work programme

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

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

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

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

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

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

77. In providing asset-based services, Customer and Community Services contributes most of the 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 the 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 the 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, the 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 Manurewa Local Board work programme identified as having a positive or negative impact on climate change are outlined in Attachment D.

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

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

Local impacts and local board views

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

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

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

Table seven: Manurewa 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)	1,431,754	0	0
Opex: Asset Based Services (ABS)	14,181,659	0	0
Capital (Capex): Local Asset Renewals - Budget (ABS)	6,392,561	4,985,005	3,488,370
Capex: Local Asset Renewals - Proposed Allocation (ABS)	3,663,598	5,444,339	3,488,370
Advanced Delivery RAP*	2,269,628
Capex: Local Asset Renewals - Unallocated budget (ABS)	459,335	-459,333	0
Capex: Locally Driven Initiatives (LDI) – Budget	175,000	690,205	1,144,392
Capex: Locally Driven Initiatives (LDI) - Proposed Allocation	0	230,872	1,144,391
Advanced Delivery RAP*	634,333
Capex: Locally Driven Initiatives (LDI) - Unallocated budget	-459,333	459,333	1
Capex: Growth projects Allocation	0	0	0
Capex: Coastal projects Allocation	0	0	0
Capex: Slips Prevention projects Allocation	30,000	75,000	0
Capex: Specific Purpose Funding – Allocation	4,679	0	0
Capex: One Local Initiative	0	0	0
Capex: Long-term Plan discrete	150,000	2,522,928	0
Capex: Natural Environment Targeted Rate	0	0	0
Capex: External Funding Allocation	0	0	0
TOTAL ALLOCATIONS	3,848,277	8,273,139	4,632,761

* 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 the council’s Annual Budget and future long-term plan processes. Where decisions on the Annual Budget result in budget reductions, the work programme will need to be amended to align to these budgets via future decisions of the local board.

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

104. The most significant risk is that delivery of the Customer and Community Services work programme is dependent on the local board approving the work programme by 20 July 2023. Approval of the work programme later into the financial year will result in delays to delivery.

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

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

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

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

Table eight: risks and mitigations

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

Ngā koringa ā-muri

Next steps

109. Delivery of the Customer and Community Service work programme is scheduled to start on 21 July 2023 and continue until 30 June 2024.

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

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Customer and Community Services Work Programme 2023-2024	155
b ⇩	Māori Outcomes	185
c ⇩	Regional Projects	205
d ⇩	Climate Impacts	207

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

Sarah McGhee – Acting Local Area Manager Franklin Manurewa Papakura

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

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

Chairperson	Glenn Murphy
Deputy Chairperson	Matt Winiata
Members	Joseph Allan
	Heather Andrew
	Anne Candy
	Angela Cunningham-Marino
	Andrew Lesa
	Rangi McLean

No.	Report Title	Item no.	Meeting Date	Governing Body Committee or Council Controlled Organisation or Forum or Local Board
1	Health, Safety, and Wellbeing Performance Report	10	9 May 2023	Audit and Risk Committee resolutions circulated to all local boards for their information

Author	Rohin Patel - Democracy Advisor
Authoriser	Sarah McGhee – Acting Local Area Manager Franklin Manurewa Papakura

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