Agenda of Ōrākei Local Board - Thursday, 20 July 2023

No.	Title	Page
a ⇩	Waiheke Local Board - Notice of Motion - Chair Handley - Caulerpa	15

Ōrākei Local Board

20 July 2023

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

File No.: CP2023/08348

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

· Eastern Bays Songbird Project - $90,000

· Newmarket / Middleton stream restoration - $9,000

· Ōrākei schools marine programme - $24,000

· Sustainable schools moth plant competition - $17,000

· Tāmaki Estuary Environmental Forum - $7,000

· Waiata Reserve restoration - Hobson catchment - $12,000

8. The proposed work programme has a total value of $159,000 which can be funded from within the board’s total locally driven initiatives (LDI) budget for the 2023/2024 financial year.

9. The proposed work programme also includes $477,000 in asset-based services capital expenditure for the following coastal renewals programmes:

· Cliff Road, St Heliers coastal protection - $275,000

· Ōrākei Wharf Remediation - $202,000

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 Ōrākei 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
Eastern Bays Songbird Project	$90,000
Newmarket / Middleton stream restoration	$9,000
Ōrākei schools marine programme	$24,000
Sustainable schools moth plant competition	$17,000
Tāmaki Estuary Environmental Forum	$7,000
Waiata Reserve restoration - Hobson catchment	$12,000
Total	$159,000

b) tuhi ā-taipitopito / note that a carry forward of $4,275 has been requested to enable the 2022/2023 Pourewa Valley catchment assessment programme to be delivered in the 2023/2024 financial year.

c) tuhi ā-taipitopito / note the allocation of $477,000 regional asset based services capital expenditure budget towards the Cliff Road, St Heliers coastal protection and the Ōrākei Wharf Remediation programmes 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).

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

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

· Pourewa Valley is the focus for environmental projects and becomes the new jewel in Tāmaki Makaurau’s crown

· council-community partnerships are strengthened for the betterment of the environment

· our forest and bush habitats continue to be enhanced for future generations.

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

· Te Rautaki Ngahere ā-Tāone o Tāmaki Makaurau - Auckland's Urban Ngahere (Forest) Strategy

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

· Auckland Council’s Indigenous Biodiversity Strategy (July 2012)

· The Pourewa Valley Integrated Plan (September 2020)

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 ongoing programmes. Some programmes have been removed to fit within the available budget. The work programme contributes towards the delivery of the Ōrākei 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:

Eastern Bays Songbird Project - $90,000

20. The local board has indicated that it would like to continue funding the Eastern Bays Songbird Project programme.

21. This programme will maintain a leadership role in the Eastern Bays community to support the vision of a biodiverse local environment, where current and future generations will continue to be surrounded by extraordinary and irreplaceable natural ecosystems.

22. Funding will be allocated to the Eastern Bays Songbird Project group to deliver the following activities:

· coordinator time

· landscape scale pest control

· distributing pest control, monitoring and habitat enhancing equipment

· advocacy and community engagement activities

· collaboration and leadership.

23. In 2022/2023 the local board provided $90,000 to fund this programme. The board have indicated it will allocate $90,000 towards this programme in 2023/2024.

Newmarket/Middleton Stream restoration - $9,000

24. The local board has indicated it would like to continue to support the Newmarket/Middleton Stream restoration programme in the 2023/2024 financial year.

25. The work has been jointly funded with Waitematā Local Board as the stream passes through both local board areas. The Waitematā Local Board has indicated a lower investment of $6,250 for the 2023/2024 financial year as more of the stream is in the Ōrākei Local Board area.

26. This programme supports a community-led initiative to implement the restoration plan for Newmarket Stream, which involves weed control, animal pest control and native planting. This restoration work will continue to improve biodiversity and enhance the waterway by mitigating issues such as contamination, erosion and sedimentation and implementing the stream restoration plan developed by Te Ngahere. If water conditions permit, Wai Care water quality testing will also resume through this programme.

27. In 2022/2023 the Ōrākei Local Board provided $10,000 to co-fund this programme, while Waitematā Local Board contributed $6,250. The Ōrākei Local Board has indicated it will allocate $9,000 towards this programme in 2023/2024.

Ōrākei schools marine programme - $24,000

28. The local board has indicated that it would like to continue funding the schools marine programme in the 2023/2024 financial year.

29. This programme supports three schools in the Ōrākei Local Board area to learn about and actively participate in protecting their local marine environment. The programme provides experiential educational sessions that focus on identifying local marine issues in areas such as Ōkahu Bay, Ōrākei Basin, Kohimarama Beach, Tāhuna Tōrea and Pourewa Valley and explores potential solutions. Local experiences will connect students to the marine environment and surrounding catchment. At the conclusion of the project a student-led celebration will be held to share their learning with the wider Ōrākei community.

30. In 2022/2023, the local board provided $25,000 to fund this programme. The board has indicated it will allocate $24,000 towards this programme in 2023/2024.

Sustainable schools moth plant competition - $17,000

31. The local board has indicated that it would like to continue funding the sustainable schools moth plant competition programme in the 2023/2024 financial year to engage with primary, intermediate and secondary schools in the Ōrākei Local Board area.

32. This programme will facilitate community action through education – informing students how to manage pest plants, increase public awareness of pest plants, engage with whānau and community to protect native species and to encourage active participation in enhancing biodiversity.

33. The moth plant competition will close with a weed swap where students bring in their moth plant pod photos and other weeds they have collected to be replaced with a native plant sourced from the Ngāti Whātua Ōrākei nursery.

34. Funding for this programme will support promotional material, weed bins and prize money for the top collectors. Ngāti Whātua Ōrākei will be contracted to supply native plants for the weed swap and there will be a celebration prizegiving event.

35. In 2022/2023 the local board provided $17,000 to fund this programme. Staff recommend the board allocate $17,000 towards this programme in 2023/2024.

Tāmaki Estuary Environmental Forum - $7,000

36. The board has indicated that it would like to continue to fund the Tāmaki Estuary Environmental Forum in the 2023/2024 financial year.

37. The Tāmaki Estuary Environmental Forum includes the Howick, Māngere-Ōtāhuhu, Maungakiekie-Tāmaki, Ōrākei, and Ōtara-Papatoetoe Local Boards. Members include local community groups, businesses and individual residents who have an interest in protecting and restoring the mauri of the Tāmaki Estuary.

38. Funding for this programme will enable continued coordinator support to progress the forum’s vision for the Tāmaki Estuary. It will also support initiatives that increase community awareness and participation in protecting and restoring the Tāmaki Estuary.

39. One of these initiatives includes the Tāmaki Estuary Clean Stream Watch programme, which provides community stakeholders with the equipment and training to monitor select streams along the Tāmaki Estuary and report pollution issues when they are detected.

40. In 2022/2023, the five member local boards each provided $8,000 to co-fund the Tāmaki Estuary Environmental Forum. The Ōrākei board have indicated it would like to contribute $7,000 towards the programme in the 2023/2024 financial year.

Waiata Reserve restoration – Hobson catchment - $12,000

41. The local board has indicated that it will continue funding the Waiata Reserve restoration programme in the 2023/2024 financial year. This programme will continue to support the implementation of the Waiata Reserve Operational Restoration Plan which was completed for the local board in 2019.

42. The Waiata Reserve has been planted to capacity at this stage, and so ongoing funding from the board is requested to undertake weed control and infill planting to protect and maintain the restored area.

43. In 2022/2023 the local board provided $48,000 to fund this programme. Staff recommend that the board allocate $12,000 towards this programme in 2023/2024.

Activities proposed to be carried forward from 2022/2023:

Pourewa Valley catchment assessment programme

44. A carry forward has been requested for the Pourewa Valley catchment assessment programme. In 2022/2023, the board provided $10,000 to survey and collate all of the existing environmental information and data into a succinct document. Due to contractor capacity, this work was not able to be completed within the financial year and only a small portion ($3,385) was expended this financial year.

45. A carry forward of $6,615 has been requested to complete the assessment within the first quarter of the 2023/2024 financial year and the local board has been asked to note this.

Tauākī whakaaweawe āhuarangi

Climate impact statement

46. 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.

47. 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.

48. 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
Eastern Bays Songbird Project	The improved health of native biodiversity will improve the resilience of Auckland’s indigenous ecosystems against the impacts of climate change. Additionally, the increase of trees through planting and pest control will help reduce carbon in the atmosphere.
Ōrākei sustainable schools moth plant competition
Ōrākei schools marine programme	These programmes will contribute to environmental resilience by ensuring waterways and the marine environment are protected and enhanced. Freshwater and marine ecosystems provide many ecosystem services such as flood mitigation, habitat for native biodiversity and carbon sequestration. These services are enhanced when the ecosystems are restored.
Newmarket / Middleton stream restoration
Waiata Reserve restoration - Hobson catchment
Tāmaki Estuary Environmental Forum

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

49. 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.

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

51. Infrastructure and Environmental Services staff will work closely with Parks, Sports and Recreation and Community Facilities staff on programmes where restoration work is undertaken on public land.

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

Local impacts and local board views

52. The projects proposed for inclusion in the board’s Infrastructure and Environmental Services work programme will have positive environmental outcomes across the Ōrākei Local Board area. Particular focus areas for the 2023/2024 work programme include Hobson Bay, Kohimarama Beach, Newmarket/Middleton Stream, Ōkahu Bay, Pourewa Valley and Waiata Reserve.

53. The projects noted above align with the 2020 local board plan outcome ‘our land, forests, waterways and marine environment are protected, restored 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

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

55. 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.

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

57. 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.

58. The Ōrākei Local Board’s environmental work programme is strongly supported by Ngāti Whātua Ōrākei and will contribute to achieving kaitiakitanga outcomes. Programmes including Eastern Bays Songbird Project and the Ōrākei sustainable schools moth plant competition and the schools marine programme will involve staff working closely with Ngāti Whātua Ōrākei and its Pourewa Valley Nursery, which will strengthen the partnership and identify further opportunities.

Ngā ritenga ā-pūtea

Financial implications

59. The proposed environment work programme for 2023/2024 totals to $159,000 of the board’s locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total budget for 2023/2024.

60. The proposed work programme also includes $477,000 in regional asset-based services capital expenditure for the coastal renewals programmes.

61. Staff would have normally recommended the 2023/2024 programme that was approved in principle with the 2022/2023 work programme. However, given council’s financial position and the need to reduce costs, the 2023/2024 local environmental programme was developed to fit within the available funds. This has meant that some activities have reduced funding and others have been stopped.

62. A carry forward of $4,275 has been requested for the Pourewa Valley catchment assessment programme so that it may be completed within the first quarter of the 2023/2024 financial year.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

63. 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.

64. 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.

65. Table 2 shows the key risks associated with activities in the proposed 2023/2024 work programme, as well as proposed mitigations.

Table 2: Key risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Eastern Bays Songbird Project	The success of this programme depends on the Ōrākei community’s engagement and commitment to pest trapping activities.	The Eastern Bays Songbird Project group of core staff and volunteers are very well connected with the Ōrākei community and will continue to advertise the benefits of pest control to Ōrākei residents through trap-handouts, social media and speaking to different community groups and schools.	Low
Newmarket / Middleton stream restoration - Ōrākei	There is a risk that there will be low participation at the community planting day.	Previous planting days have been well attended and supported by the community. Staff will continue to engage with community members and raise awareness of the stream. Contingency plans for bad weather have been included in the project. This project has been successfully delivered by this contractor	Low
Waiata Reserve restoration - Hobson catchment			Low
Ōrākei schools marine programme	There is a risk of low school engagement. The programme is dependent on the availability of external organisations.	There is an engaged cluster of Enviroschools in the local board area. Schools that participated in 2021/2022 have expressed an interest to continue with the programme. The programme has been successful in previous years so there is a track record of organisations that will continue to engage.	Low
Sustainable schools moth plant competition - Ōrākei			Low
Tāmaki Estuary Environmental Forum - Ōrākei	This programme is dependent on the sourcing of a suitable contractor to coordinate the forum. The Clean Stream Watch programme relies on community engagement and input to be successful.	It is expected that the current coordinator will be able to continue in the role and staff are confident that other contractors would be available if necessary. Individual leaders within the forum will be designated to oversee an area to actively engage the community to participate in monitoring activities to share ownership and responsibility of water quality results for their local area.	Low Medium

66. 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

67. 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.

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Infrastructure and Environmental Services Work Programme 2023/2024 - Ōrākei Local Board	61

Ngā kaihaina

Signatories

Authors

Nicola Perry - Relationship Coordinator

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Glenn Boyd - Local Area Manager

Ōrākei Local Board

20 July 2023

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

File No.: CP2023/09121

Te take mō te pūrongo

Purpose of the report

1. To approve the 2023/2024 Ōrākei 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 Ōrākei 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 Ōrākei Local Board Plan 2020, Customer and Community Services presents a work programme for local board approval each financial year.

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

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

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

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

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

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

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

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

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

14. This has meant a rise in the costs of investing in, maintaining and operation of council’s assets and services. Additional funding pressure has come from the need to put aside money to fund future asset replacement.

15. Auckland Council is facing financial challenges, requiring the need to overcome a forecast budget shortfall of $375 million for the 2023/2024 financial year.

16. Local Boards have a distinct opportunity to help guide decisions and improve council’s financial sustainability, particularly following the 2021 approval to increase local board decision making to include most local community services, as a part of the Governance Framework Review (GFR).

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

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

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

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

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

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

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

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

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

Horopaki

Context

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

Diagram

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 connected, engaged and resilient

· Outcome 2 - Our land, forests, waterways and marine environment are protected, restored and enhanced

· Outcome 3 - All parks and open space areas are attractive and well-used places for both active and passive recreation

· Outcome 5 - Our town centres and local businesses are increasingly vibrant and prosperous

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
3960	Local crime prevention fund, safety initiatives investment Ōrākei	CCS: Connected Communities – Community Delivery	$46,082
40296	Open space toilets - renew - 2023/2024 - Ōrākei	CCS: Parks and Community Facilities: Project Delivery	$100,000
20604	Ōrākei - LDI minor capex fund - FY2024 to FY2026	CCS: Parks and Community Facilities: Project Delivery	$20,000
40250	Ōrākei - remediate 2023 storm and cyclone damaged assets	CCS: Parks and Community Facilities: Project Delivery	$50,000
42404	Ōrākei local board - progress priority actions from development and concept plans	CCS: Parks and Community Facilities: Project Delivery	$50,000
4020	Sail GP Event	CCS: Regional Services and Strategy – Events	$25,000

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

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

Previous ID	Activity name	Lead department
12	Activation of parks, places and open spaces	CCS: Active Communities

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 connected, engaged and resilient	· All groups in the community feel informed and included. · Arts, local heritage and culture are reflected in our public facilities and places. · Neighbourhoods and public places are safe, sustainable and attractive.	· Engage communities in placemaking and investigate a space for more elderly and less physically able residents. · Embrace our diverse communities and ensure that their voices are heard. · Finalise planning for age-friendly communities, where people of all ages, including kuia and kaumatua, can live healthy and active later lives, participate in activities they value and contribute to their communities. · Support youth initiatives and the Youth of Ōrākei to have a voice in local decision-making with opportunities to contribute to their communities. · Support the establishment of community well-being networks, like the Eastern Bays Network Group, where residents, community groups and centres share information, resources and support, and partner in action for the common good. · Continue to protect, restore and maintain existing art and heritage items and sites, such as the Remuera Railway Station building, and provide interpretation to strengthen our communities’ understanding of, and pride in, their areas. · Partner with mana whenua, arts and cultural groups, and Ōrākei schools to blend arts and culture into people’s everyday lives and create a culturally rich and creative local area. · Finalise the Ōrākei Arts Plan and, in conjunction with Ngāti Whātua Ōrākei, develop a Pou Trail Plan for Tāmaki Drive. Advocate for further public art along the coastal edge and Ōrākei Basin, and for incorporation of art into new structures. · Ensure our libraries and community centres, including Leicester Hall and the Ellerslie War Memorial Hall and its adjacent public square, are attractive and fit-for-purpose. · Work with community groups to enhance safety and perception of safety in our town centres, open spaces, reserves and playgrounds. · Support community groups and patrols to put in place measures (lighting, CCTV etc) to improve the safety of our public places. · Work with business and residents’ associations and the wider community, using placemaking, to enhance Ellerslie and the Kupe-Kepa precinct in Ōrākei.
Our land, forests, waterways and marine environment are protected, restored and enhanced	· Pourewa Valley is the focus for environmental projects and becomes the new jewel in Tāmaki Makaurau’s crown	· Develop a programme of short and long-term actions to deliver the Pourewa Valley Integrated Plan. · Work with Ngāti Whātua Ōrākei and the local community to restore the valley’s mauri (life force) by improving land and aquatic habitats, and explaining the natural and cultural heritage. · Harness and build on the efforts of local environmental groups to provide a volunteer workforce to tackle weeds and pests and restore the valley’s natural ecosystems.
All parks and open space areas are attractive and well-used places for both active and passive recreation	· The network of open spaces meets the needs of the growing population	· Assess how the population will grow and change to ensure appropriate land, coastal and marine recreation areas are provided and managed across the local board area. · Retain valued open space to enhance local residents’ physical health and mental well-being. This includes working to resume governance over Tagalad Reserve. · Continue delivering the Local Paths Plan to make parks and open spaces more accessible to more people. This includes work on the Stonefields Heritage Trail and the walkway between Wilson’s Beach and Shore Road Reserve.

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

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

53. Kia Ora Tāmaki Makaurau, council’s Māori outcomes performance measurement framework, captures the majority of council’s Māori outcome strategy and planning. The framework responds to the needs and aspirations that Māori in Tāmaki Makaurau, both mana whenua and mataawaka, have expressed to council.

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

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

Table five: Local board work programme Māori outcome areas

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

56. The Customer and Community Services directorate lead or contribute to programmes that align with all outcomes. Particular priorities are Kia Ora te Marae, Kia Ora te Whānau and Kia Ora te Reo.

57. In the current environment there is increasing focus on Kia Ora te Umunga / Māori Business, Tourism and Employment and the role that the council can play, not only in supporting economic recovery, but in a thriving Māori economy.

58. Kia Ora te Ahurea / Māori Identity and Culture is often a focus for local boards, as events and place-based design often plays an important part in many local programmes.

Work programme budget types and purpose

59. Work programme activities are funded from various budget sources, depending on the type of delivery. Some activities within the work programme are funded from two or more sources, including from both local and regional budgets.

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

Table six: Work programme budget types and purpose

Budget type	Description of budget purpose
Locally Driven Initiatives (LDI)	A development fund used to advance local operational and capital activities at the discretion of the local board
Asset Based Services (ABS)	Allocated to deliver local activities based on decisions regarding region-wide service levels, including allocation of funds for local asset-based services, grants and staff time to deliver activities
Local renewals	A fund dedicated to the partial renewal or full replacement of assets including those in local parks and community facilities
Growth (local parks and sports field development)	Primarily funded through development contributions, a regional fund to improve open spaces, including developing newly acquired land into parks, and existing open space to increase capacity to cater for growing population needs
Coastal	A regional fund for the renewal of Auckland’s significant coastal assets, such as seawalls, wharves and pontoons
Slips prevention	A regional fund to proactively develop new assets for the prevention of landslides and major slips throughout the region
Specific purpose funding	Funds received by the council, often from external sources, held for specific local board areas, including compensation funding from other agencies for land acquisitions required for major projects
One Local Initiative (OLI)	Funds allocated to a local board priority project in alignment with the Long-term Plan 2018-2028
Long-term Plan discrete	Funds associated with activities specifically named and listed in previous long-term plans, including new libraries, community centres and major sports and community infrastructure
Kauri Dieback Funding	Part of the Natural Environment Targeted Rate (NETR) Fund, this is a regional fund used to implement the national kauri dieback programme standards
External funding	Budget from external parties, not yet received and held by Customer and Community Services

Capital projects and budgets

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

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

Risk Adjusted Programme

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

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

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

Regionally funded activities included in the local board work programme

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

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

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

Process for changes to the approved work programme

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

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

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

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

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

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

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

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

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

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

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

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

85. The activities in the Ōrākei 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: Ōrākei 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)	1,139,089	60,000	60,000
Opex: Asset Based Services (ABS)	13,983,220	0	0
Capital (Capex): Local Asset Renewals - Budget (ABS)	3,690,685	4,325,056	5,268,994
Capex: Local Asset Renewals - Proposed Allocation (ABS)	3,450,800	4,325,056	5,268,994
Advanced Delivery RAP*	239,885
Capex: Local Asset Renewals - Unallocated budget (ABS)	0	0	0
Capex: Locally Driven Initiatives (LDI) – Budget	168,825	545,067	961,529
Capex: Locally Driven Initiatives (LDI) - Proposed Allocation	100,000	545,067	895,000
Advanced Delivery RAP*	0
Capex: Locally Driven Initiatives (LDI) - Unallocated budget	68,825	0	66,529
Capex: Growth projects Allocation	600,000	0	150,000
Capex: Coastal projects Allocation	77,536	0	0
Capex: Slips Prevention projects Allocation	40,000	75,000	675,000
Capex: Specific Purpose Funding – Allocation	1,396,665	3,361,065	0
Capex: One Local Initiative	0	0	0
Capex: Long-term Plan discrete	0	3,849,881	1,264,480
Capex: Natural Environment Targeted Rate	0	0	0
Capex: External Funding Allocation	54,287	88,296	0
TOTAL ALLOCATIONS	5,779,288	12,304,366	8,313,474

* See paragraphs 63 to 65 for RAP explanation

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

104. The most significant risk is that delivery of the Customer and Community Services work programme is dependent on the local board approving the work programme by 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	83
b ⇩	Māori Outcomes	111
c ⇩	Regional Projects	121
d ⇩	Climate Impacts	123

Ngā kaihaina

Signatories

Authors

Justine Haves - General Manager Regional Services & Strategy

Mica Plowman - Principal Heritage Advisor West

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

Glenn Boyd - Local Area Manager

No.	Title	Page
a ⇩	Ōrākei Community Grant Programme 2023/2024	159

Ōrākei Local Board

20 July 2023

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

File No.: CP2023/08474

Te take mō te pūrongo

Purpose of the report

1. To provide the Ōrākei 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 Ōrākei 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 Ōrākei Local Board:

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

Horopaki

Context

What are CCO Local Board Joint Engagement Plans?

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

· help cement CCO and local board relations

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

· coordinate CCO actions better at the local level.

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

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

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

What are the CCO work programme items?

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

15. The work programme is not a full list of projects in the Ōrākei 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 Attachments outline changes since April 2023 to the CCO work programme for any:

· completed work programme items

· new work programme items

· changes to engagement levels.

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

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

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

28. 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

29. 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.

30. 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

31. 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.

32. 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

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

34. 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

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

36. 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

37. 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.

38. 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

39. 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).

40. 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.

41. 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 Ōrākei	173
b ⇩	Tātaki Auckland Unlimited Ōrākei	177
c ⇩	Eke Panuku Ōrākei	181
d ⇩	Watercare Ōrākei	183

Ngā kaihaina

Signatories

Authors	Maclean Grindell - Senior Local Board Advisor
Authorisers	Glenn Boyd - Local Area Manager

Chairperson	Scott Milne, JP
Deputy Chairperson	Sarah Powrie
Members	Troy Churton
	Angus McPhee
	Penny Tucker
	Margaret Voyce
	David Wong, JP

Authors	Katherine Kang - Democracy Advisor
Authorisers	Glenn Boyd - Local Area Manager

Authors	Jade Grayson - Democracy Advisor
Authorisers	Glenn Boyd - Local Area Manager

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