Agenda of Puketāpapa Local Board - Thursday, 20 July 2023

No.	Title	Page
a ⇩	Puketāpapa Grants Programme 2023/2024	13

Puketāpapa Local Board

20 July 2023

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

File No.: CP2023/09104

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. This report presents the Puketāpapa 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 Puketāpapa 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:

· awa ecological enhancement – $20,000

· climate action activator – $38,250

· econeighbourhoods – $32,000 (approved in June 2023 – PKTPP/2023/1)

· low carbon lifestyles – $30,000

· Manukau Harbour Forum – $8,000

· Manukau Foreshore herpetofauna Survey – $20,000

· Te Auaunga (Oakley Creek) pest plant control buffer project – $10,000.

8. The local board has already approved $32,000 for the econeighbourhoods project as part of its adoption of the local board agreement at the 22 June 2023 business meeting (PKTPP/2023/1).

9. The proposed work programme has a total value of $158,250, which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2023/2024 financial year.

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 Puketāpapa Local Board:

Ngā tūtohunga

Recommendations

That the Puketāpapa 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 ecological enhancement	$20,000
Climate action activator	$38,250
Econeighbourhoods (already approved)	$32,000
Low carbon lifestyles	$30,000
Manukau Foreshore herpetofauna survey	$20,000
Manukau Harbour forum	$8,000
Te Auaunga (Oakley Creek) pest plant control puffer project	$10,000
Total	$158,250

b) tuhi-ā-taipitopito / note that $32,000 for econeighbourhoods has already been approved project as part of its adoption of the local board agreement at the 22 June 2023 business meeting (PKTPP/2023/2).

Horopaki

Context

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

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

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

· improve the mauri of awa and the Manukau Harbour

· we all take care of waterways, parks, and public spaces

· our people live more environmentally friendly lifestyles

· communities that can adapt to extreme weather events, community health challenges and limited resources.

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

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

· Puketāpapa Becoming a Low Carbon Community Action Plan

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

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. It also includes new initiatives supported by the local board and in some cases the reduction in funding of programmes to fit within the available budget. These programmes contribute towards the delivery of the Puketāpapa 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 ecological enhancement – $20,000

20. The local board has indicated that it would like to support the awa ecological enhancement that targets the awa within the Puketāpapa catchment. This will be a new programme for 2023/2024 and staff recommend that the board allocate $20,000 towards this.

21. Funding for this project will support community groups alongside contractors to enhance native habitat and protect native biodiversity by undertaking pest control and planting native species along riparian margins.

22. Planting locations will be confirmed with Parks and Community Facilities and community groups by March 2024.

Climate action activator – $38,250

23. The local board has indicated that it would like to continue to support the climate action activator role. Staff recommend that the local board allocate $38,250 of its locally driven initiatives operational budget towards the continuation of this programme in the 2023/2024 financial year. The local board allocated $45,000 towards this programme in 2022/2023.

24. The local board allocated $45,000 towards this programme in principle for the 2022/2023 financial year. The budget for this program has been reduced to $38,250 to fit within the available budget. The shortfall of $6,750 means that there will be a moderate reduction in the climate activator coordinated events.

25. This budget will support the activator who will drive initiatives that achieve the carbon reduction targets set by the local board and support the implementation of the local board’s local climate action plan.

26. The activator will:

· support a work programme that reflects the climate action priorities of the local Puketāpapa ‘Becoming a Low Carbon Community Action Plan’. Their role will be to amplify local climate action and enable community initiatives that contribute to this. This work programme will also align with the Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan and other emerging local opportunities

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

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

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

Econeighbourhoods – $32,000

27. The local board has already approved $32,000 for the econeighbourhoods project as part of its adoption of the local board agreement at the 22 June 2023 business meeting (PKTPP/2023/3).

28. An Econeighbourhood group comprises of groups of six or more neighbours from different households within the local board area, with an objective to adopt sustainable practices and increase resilience within their homes, lifestyles, and neighbourhoods.

29. Econeighbourhood groups decide what sustainable living actions they wish to undertake and a programme manager supports these groups to take action. The activities that groups have or will undertake include carbon footprinting, beekeeping, sustainable food production, water conservation, waste minimisation, energy reduction, and biodiversity initiatives.

30. Staff recommend that the local board allocate $32,000 of its locally driven initiatives operational budget towards the continuation of this programme in the 2023/2024 financial year. This will be the fifth year that the local board has provided funding towards this programme with $30,000 in the 2019/2020, 2020/2021, 2021/2022 financial years and $40,000 in the 2022/2023 financial year.

31. The local board allocated $40,000 towards this programme in principle for the 2022/2023 financial year. The budget for this program has been reduced to $32,000 to fit within the available budget. The shortfall of $8,000 means that there will be no funding available for new groups and support provided to existing groups will be reduced.

Low carbon lifestyles - $30,000

32. The local board has indicated that it would like to continue to fund its low carbon lifestyles programme in the 2023/2024 financial year. The local board allocated $30,000 towards this programme in 2022/2023.

33. The focus in 2023/2024 will be on supporting and encouraging residents to use active and public transport for their everyday work and leisure commutes. This involves door-knocking homes in defined areas and having a doorstep conversation, or an online survey for residents who aren't home at the time of door knocking.

34. Personalised transport advice is provided, such as the bus or cycle route suitable for each person’s commute. This is followed by a phone call, and if a commitment is made by the participant to try an alternative transport option, they are supplied with incentives such as a 14-day trial HOP card or walking or cycling equipment to assist them. Follow-up phone calls after six weeks complete the process, to determine the overall benefits and outcomes.

35. A minimum of 150 households will be engaged through this programme in 2023/2024. Calculations will be made showing any changes to behaviour as well as reductions in CO2 emissions that have resulted from less single occupancy trips being made by private vehicle.

Manukau foreshore herpetofauna survey – $20,000

36. The board has indicated that it would like to support investigation into the existing herpetofauna (reptile and amphibians – specifically lizards) along the Manukau foreshore in Puketāpapa. The local board allocated $20,000 towards this programme in 2022/2023.

37. This programme has begun surveys at Belfast and Hillsborough reserves, with the potential to expand further west. If the presence of native lizards is discovered, it will help to inform management priorities for community groups and contractors. This will also help staff to understand where to focus predation efforts in future years.

Manukau Harbour Forum – $8,000

38. 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.

39. 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.

40. In May 2023 with 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 2022/203 budget was used to purchase native plants to be grown on and made available for restoration projects in the Manukau Harbour forum catchment.

41. 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).

Te Auaunga (Oakley Creek) pest plant control buffer project – $10,000

42. The local board has indicated that it would like to continue to fund its Te Auaunga pest plant control buffer project in the 2023/2024 financial year. The local board allocated $10,000 towards this programme in 2022/2023.

43. This programme will support private landowners living next to high-value parks and reserves to control invasive weeds, creating a buffer to protect these areas from continued weed invasion. The programme will begin with properties surrounding Underwood and Walmsley Parks to reduce pest plants on their properties.

44. The programme will include:

· identifying key buffer areas around Oakley Creek

· identifying target weed species to be included for control

· liaising with owners and occupiers and undertake weed control with permission from the landowner

· providing advice and support for landowners and occupiers.

Tauākī whakaaweawe āhuarangi

Climate impact statement

45. 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.

46. 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.

47. 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 ecological enhancement	Enhancement of native species through undertaking planting and pest plant control will increase carbon sequestration. Carbon sequestration is the long-term removal, capture, or sequestration of carbon dioxide from the atmosphere to slow or reverse atmospheric carbon dioxide pollution and to mitigate global warming.
Climate action activator	This programme aims to reduce emissions by enabling implementation of priority actions in the board’s low carbon action plan, and Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan, including reducing energy use, increasing access to active transport, changing purchasing habits, and reducing carbon footprints.
Econeighbourhoods	This programme aims to reduce carbon emissions and increase community resilience to climate impacts, using currently available solutions for immediate progress. Community climate action involves residents reducing or responding to climate change in personal lifestyle or local community-based ways, creating new social norms.
Low carbon lifestyles	This programme aims to reduce emissions and increase community resilience by lowering household energy consumption and personal vehicle short journey’s.
Manukau foreshore herpetofauna survey	Gaining knowledge that can be utilised in conservation management actions of our threatened species is one of the main ways to improve resilience of Auckland’s biodiversity to climate change.
Manukau Harbour forum	These programmes provide resilience to the community by ensuring that waterways are protected from stock and enhanced through native planting. Planting the right plants is important in ensuring that flooding and erosion impacts are minimised with the increased rainfall events as a result of climate change. Carbon sequestration will also be enhanced through more planting.
Te Auaunga (Oakley Creek) pest plant control buffer project	Protection of native trees through undertaking pest plant control will increase carbon sequestration. Carbon sequestration is the long-term removal, capture or sequestration of carbon dioxide from the atmosphere to slow or reverse atmospheric carbon dioxide pollution and to mitigate global warming.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

48. 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.

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

50. Several of the proposed programmes will include collaboration with Parks and Community Facilities, including a awa ecological enhancement programme.

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

Local impacts and local board views

51. The projects proposed for inclusion in the board’s Infrastructure and Environmental Services work programme will have positive environmental outcomes across the Puketāpapa Local Board area. Particular focus areas for the 2023/2024 work programme include Captain Bush, Waikōwhai and Te Auaunga. Natural Environment Strategy staff will be coordinated with on work related to the Manukau Harbour forum.

52. The programmes noted above align with the local board plan outcome ‘our environment is protected and enhanced for present and future generations’. 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

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

54. 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.

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

56. 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 ecological enhancement	Kaitiakitanga	This programme will protect local parks and streams and encourage others to be kaitiaki of the environment.
Climate action activator	Kaitiakitanga	The activator will endeavor to work with mana whenua and mataawaka to identify and deliver low carbon outcomes for Māori.
Low carbon lifestyles	Whānau and tamariki wellbeing	This programme does not specifically target the housing needs of Māori communities, however according to 2013 census data Māori are more likely to live in rental housing. The home energy advice programme will increase opportunities for promoting and improving living standards that could contribute to better Māori health and wellbeing.
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.
Te Auaunga (Oakley Creek) pest plant control buffer project	Kaitiakitanga	This programme will protect local parks and streams and encourage others to be kaitiaki of the environment.

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.

Ngā ritenga ā-pūtea

Financial implications

58. The proposed environment work programme for 2023/2024 totals to $158,250 of the board’s locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total draft budget for 2023/2024.

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

60. 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.

61. Risks and mitigations for new activity lines were considered during the scoping phase. There may be risks associated with trialling a new activity for the first year. These will be continually assessed and reported to the local board.

62. 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.

63. 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 ecological enhancement	The stream restoration outcomes are dependent on community participation.	Volunteer groups have a long-term commitment to caring for waterways, which will encourage high community participation.	Low
Climate action activator	This programme depends on the availability of key contractors with relevant experience.	Staff are connecting via local channels to promote this opportunity; response has been positive and therefore this risk is considered low.	Low
Eco-neighbourhoods	The collective knowledge of this programme sits across three people (two contractor and a staff member) should both contractors be lost then there would be a significant workload to maintain.	Contractors have indicated that they will continue with the programme in 2023/2024. Therefore, this risk is considered low.	Low
Low carbon lifestyles	Home energy efficiency initiatives are most successful when delivered in colder months as participants are more receptive when power bills are higher, and homes are colder and damp. This creates a risk for completing the programme on time.	Staff will commence this programme as soon as possible following approval by the local board to enable delivery over the winter months. The board will receive updates and any proposed options to address any challenges through the quarterly performance reports.	Medium
Manukau foreshore herpetofauna survey	There is a risk that no lizards will be found through the programme.	Both copper and ornate skinks have been recorded in Belfast reserve, these sightings suggest that both species will exist through the reserves network	Low
Manukau harbour forum	This project is dependent of securing a new coordinator for the 2023/2024 year.	Staff have started to investigate possible applicants and therefore this is considered low risk.	Low
Te Auaunga (Oakley Creek) pest plant control buffer project	There is a risk of oversubscription from residents interested in the programme leading to contractors being overwhelmed.	Any residents that cannot be supported will be prioritised for future financial years subject to local board funding approval.	Low-Medium

64. 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

65. 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.

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Infrastructure and Enviromental Services Work Programme 2023/2024 - Puketāpapa Local Board	33

Ngā kaihaina

Signatories

Author

Hana Perry - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Nina Siers - Local Area Manager

Puketāpapa Local Board

20 July 2023

Approval of the 2023/2024 Puketāpapa Local Board Customer and Community Services Work Programme

File No.: CP2023/09123

Te take mō te pūrongo

Purpose of the report

1. To approve the 2023/2024 Puketāpapa 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 Puketāpapa 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 Puketāpapa 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. The proposed reduction in funding to the Pah Homestead is however not recommended at this time.

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 Puketāpapa Local Board:

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

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

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

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

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

Horopaki

Context

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

Diagram

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

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

· Outcome 1 - Inclusive communities that are healthy, connected and thriving

· Outcome 2 - Our people speak up and help shape our future

· Outcome 3 - Our environment is protected and enhanced for present and future generations

· Outcome 4 - Well-planned neighbourhoods and vibrant public spaces

· Outcome 6 - Thriving local economy with opportunities to learn, work and volunteer

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
3961	Local crime prevention fund, safety initiatives investment Puketāpapa	CCS: Connected Communities – Community Delivery	$33,976
New	Sport and active recreation facility plan	CCS: Active Communities – Activation	$40,000
40345	Arthur Faulkner Reserve - renew - ex tennis club building	CCS: Parks and Community Facilities: Project Delivery	$250,000
40360	Lynfield Reserve - remediate slip	CCS: Parks and Community Facilities: Project Delivery	$33,824
39612	Open space lighting - renew - lighting and supporting equipment FY23/24 to FY25/26 Puketāpapa	CCS: Parks and Community Facilities: Project Delivery	$25,000
39611	Pah Homestead - renew - veranda posts and structural elements	CCS: Parks and Community Facilities: Project Delivery	$30,000
40221	Puketāpapa - remediate 2023 storm and cyclone effected assets	CCS: Parks and Community Facilities: Project Delivery	$100,000

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
371	Māori Responsiveness Puketāpapa	CCS: Connected Communities – Community Delivery
1089	Additional Library hours to network standard - Puketāpapa	CCS: Connected Communities – Community Delivery
1343	Youth Economy (Youth Connections) - Puketapapa	CCS: CSI – The Western Initiative
3504	Improved use of Fickling Center	CCS: Connected Communities – Community Delivery

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. Māori responsiveness activities continue to be delivered across the rohe with commitments to the Tohu Strategy, The Integrated Area Plan and whenua development.

47. 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).

48. 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.

49. A thriving Māori identity is Auckland’s point of difference in the world. It advances prosperity for Māori and benefits all Aucklanders.

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
Inclusive communities that are healthy, connected and thriving	· Improved community understanding of te ao Māori. · Communities with a sense of belonging and identity, and pride in our diversity.	· Work with mana whenua and mataawaka on shared goals, such as signage that shares Māori stories and history. · Ensure Māori tikanga (customary practices) and te reo are included in local events, such as Matariki, and visible in Puketāpapa. · Support initiatives, such as artworks and signage, that share our multicultural stories and vision for the future. · Support and encourage programmes that help develop neighbourhood identity and pride through creative arts activities.
Our people speak up and help shape our future	· More input by Māori into local decision-making	· Work with mana whenua on key projects, such as te reo Māori names for parks. · Support Māori organisations to reach out to their communities for input into key local board proposals.
Well-planned neighbourhoods and vibrant public spaces	· A well-used network of facilities and public spaces that are inviting, safe, and promote wellbeing	· Promote our parks network and develop these spaces to meet the needs of our communities, e.g. with a connected parks network that provides onsite drinking water. · Improve access to indoor and outdoor spaces for everyone to play, socialise and be active, ensuring that these consider the needs of our diverse communities. · Ensure local character, creativity and heritage are reflected in our places and spaces, including supporting new public art in the area. · Complete feasibility study for further development of the Cameron Pool and Leisure Centre (Keith Hay Park). · Investigate the future of the building known as The Whare, in Monte Cecilia Park.
Thriving local economy with opportunities to learn, work and volunteer	· Improve local skills so they match local opportunities	· Advocate for local people to be employed in local projects. · Fund and promote youth training programmes.

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

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

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

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

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

Table five: Local board work programme Māori outcome areas

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

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

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

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

Work programme budget types and purpose

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

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

Table six: Work programme budget types and purpose

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

Capital projects and budgets

61. The capital projects to be delivered in the Puketāpapa 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.

Pah Homestead

76. The local board signalled consideration of reduced funding for the operation of the Pah Homestead Art Gallery in Monte Cecilia Park, through the Annual Budget consultation process. A range of feedback was received to this consultation, expressing concern at the impact of spending reductions for community services including the arts, and more specifically activities at the Pah Homestead.

77. Auckland Council staff recommend against this reduction while the new and independent entity, the Arts House Trust, becomes established. Retaining current funding would enable completion of the planned strategic review to inform funding decisions. It will also provide an opportunity for any resulting implications for the partnership to be considered during the Strategic review over the six months, until the end of December 2023. This will enable a better understanding of future direction of the Pah Homestead activities, sustainable funding options, and agreed outcomes from this partnership.

Tauākī whakaaweawe āhuarangi

Climate impact statement

78. 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.

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

80. 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.

81. 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.

82. 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.

83. 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.

84. 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.

85. 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.

86. 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.

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

88. 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

89. 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.

90. 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.

91. 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

92. 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.

93. 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.

94. 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

95. 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.

96. 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.

97. 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.

98. 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.

99. 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

100. 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.

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

102. 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.

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

Table seven: Puketāpapa 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)	754,168	0	0
Opex: Asset Based Services (ABS)	8,451,990	0	0
Capital (Capex): Local Asset Renewals - Budget (ABS)	2,479,708	4,396,076	1,236,051
Capex: Local Asset Renewals - Proposed Allocation (ABS)	2,479,708	4,396,076	1,236,051
Advanced Delivery RAP*	0
Capex: Local Asset Renewals - Unallocated budget (ABS)	0	0	0
Capex: Locally Driven Initiatives (LDI) – Budget	125,000	408,588	697,577
Capex: Locally Driven Initiatives (LDI) - Proposed Allocation	119,144	145,000	345,411
Advanced Delivery RAP*	0
Capex: Locally Driven Initiatives (LDI) - Unallocated budget	5,856	263,588	352,166
Capex: Growth projects Allocation	50,000	700,000	200,000
Capex: Coastal projects Allocation	0	0	0
Capex: Slips Prevention projects Allocation	33,824	240,000	200,000
Capex: Specific Purpose Funding – Allocation	0	0	0
Capex: One Local Initiative	0	0	0
Capex: Long-term Plan discrete	0	0	294,000
Capex: Natural Environment Targeted Rate	0	0	0
Capex: External Funding Allocation	0	0	0
TOTAL ALLOCATIONS	2,706,676	5,481,076	2,275,462

* See paragraphs 63 to 65 for RAP explanation

104. 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.

105. 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

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

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

108. Should the local board reduce funding to the Pah Homestead for the 2023/2024 financial year, this may present risks to an enduring relationship. Changes to funding levels are recommended to be considered for financial year 2024/2025, to ensure strategic alignment. The Pah Homestead is a destination facility in Auckland Council’s portfolio. Reduced funding levels may impact the long-term sustainability of operating a public service.

109. 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.

110. 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.

111. 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

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

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

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

115. 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	55
b ⇩	Māori Outcomes	81
c ⇩	Regional Projects	91
d ⇩	Climate Impacts	93

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

Nina Siers - Local Area Manager

Puketāpapa Local Board

20 July 2023

Adoption of proposed concept plan for a new park at McKinnon Street, Mt Roskill

File No.: CP2023/09537

Te take mō te pūrongo

Purpose of the report

1. To seek adoption of the proposed concept plan for the new park at 1-5 McKinnon Street, Mt Roskill to inform future development as part of the Kāinga Ora led redevelopment of Waikōwhai.

Whakarāpopototanga matua

Executive summary

2. Kāinga Ora, Auckland Transport, Auckland Council Parks and Community Facilities, Healthy Waters staff, and mana whenua worked in partnership to produce a concept plan for the future development of the proposed new park at McKinnon Street.

3. Feedback from public consultation on the Molley Green and wider Waikōwhai redevelopment was used to help inform the concept plan design.

4. Proposed development within the reserve balances stormwater and recreation outcomes to enable housing intensification across the suburb of Waikōwhai. Provision of assets within the reserve has purposely been kept minimal to avoid ongoing cost implications.

5. The proposed concept plan was discussed with the local board in May 2023. The local board provided positive feedback and supported the proposed concept plan in principle.

6. The plan will be delivered as part of stage two of the Kāinga Ora led redevelopment of the Waikōwhai neighbourhood, and in tandem with works proposed for Molley Green Reserve. Auckland Council operational staff will sit on the project team to provide advice and support.

7. All capital development will be funded by Kāinga Ora, at no cost to the Puketāpapa Local Board.

8. The Parks Planning team in the Parks and Community Facilities department will continue to work with the developer through detailed design and delivery as per existing processes for third-party development of parks. The local board will be kept informed as this process progresses.

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) whai / adopt the concept plan (McKinnon Reserve Concept Design - Attachment A) and subsequent development within the new park proposed for McKinnon Street and approve that the assets be taken on by the council upon practical completion and conclusion of any agreed maintenance periods.

b) tautapa / delegate to the General Manager, Parks and Community Facilities authority to assess and approve engineering detail for the open space development.

Horopaki

Context

Concept Plan

9. The concept plan for the proposed park at McKinnon Street was produced by landscape architects from Isthmus Design during the 2022/2023 financial year. Over this time, a project team consisting of key staff from both the Auckland Council, Kāinga Ora, Auckland Transport and mana whenua representatives met to shape the development of the plan.

10. The new park at McKinnon Street was proposed to respond to several challenges related to the development of the Waikōwhai neighbourhood, but particularly related to flooding in this area. The Healthy Waters department proposed naturalisation of this part of the stream to assist in stormwater management and provide ecological benefits.

11. Auckland Transport were in support of alterations to the road to improve the accessibility of the wider neighbourhood.

12. The new park encompasses sections of three Kāinga Ora properties at 1-5 McKinnon Street Mt Roskill. The properties proposed to create the new park are outlined in the yellow area below.

Figure 1: Map of subject site to be council owned.

13. Kāinga Ora have also identified the adjacent location as an ideal location for their wrap around and neighbourhood services, and perhaps a future community facility.

14. The council’s Service and Asset Planning team in the Regional Services and Strategy department is undertaking a community needs assessment, which is programmed for future years, to determine if this would be a suitable location for a community facility. Until it is clear whether a community facility is appropriate here, Kāinga Ora will retain this adjacent land and any assets or facilities installed. See below site extents for the Kāinga Ora owned area (highlighted in pink).

Figure 2: Site extents showing sections of ownership of proposed new park.

15. Parks and Community Facilities are supportive of the proposed concept plan, which will provide additional environmental benefits, contribute to our urban ngahere, and provide a safe and legible pedestrian connection which better connects Keith Hay Park and Molley Green Reserve.

16. The concept plan for the new space at McKinnon Street was funded by Kāinga Ora as part of their redevelopment of the Waikōwhai neighbourhood, developed in partnership with Auckland Council Parks and Community Facilities and Healthy Waters staff, and four mana whenua iwi groups, and with feedback from the community and local board.

17. Public consultation was not undertaken as part of the concept plan’s development, instead making the most of the extensive public consultation feedback from the Molley Green and Waikōwhai neighbourhood projects.

Tātaritanga me ngā tohutohu

Analysis and advice

18. The concept plan proposes upgrades to the new reserve that serve a purpose of both stormwater management and improved recreation and environmental outcomes (see attachment A, pg. 14-15). Key outcomes within the plan include:

· restoring the mauri of Te Auaunga

· increasing flood detention capacity within the reserve

· increasing biodiversity and maximising urban ngahere coverage within the reserve

· creating a main path to connect the reserve to Keith Hay Park to the north and Waikōwhai Park to the south.

19. Balancing these outcomes ensures that the park can better manage increased stormwater requirements associated with increased housing intensification, while also protecting and enhancing the environment and unique taonga that is Te Auaunga. This will also provide improved recreational assets for park users.

20. The proposal has been assessed from a maintenance, safety, accessibility and design perspective by Auckland Council staff across Parks and Community Facilities.

21. Provision of assets within the reserve has purposely been kept minimal to avoid ongoing cost implications. Details included on the plans relating to locations of specific assets such as furniture or signage are indicative, for the purpose of the local board to adopt the intention rather than the location/design. These details will be finalised at detailed design stage by the Parks Planning team.

22. Approval from the local board is now sought for the development of this open space, and eventual vesting of this new infrastructure as Auckland Council assets.

23. Delivery of the plan is contingent on the local board resolving to approve vesting of the open space. This forms part of the acquisition report, to be presented at the same business meeting as this report.

Tauākī whakaaweawe āhuarangi

Climate impact statement

24. In June 2019, Auckland Council declared a climate emergency and a commitment to the community to look at ways on how we can consider climate implications in everything that we do.

25. The council’s climate goals as set out in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan are:

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

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

26. Any formal development of parks infrastructure will contribute to climate change through carbon emissions, particularly during construction and renewal phases, and through ongoing maintenance. This needs to be carefully considered when creating new parks assets.

27. It is anticipated that proposed planting and trees will over time absorb and store a portion of the carbon dioxide emissions created through construction and travel to and from the reserve. The design also incorporates natural products such as timber seating and nature play equipment which will help to reduce carbon emissions.

28. Improvements to stormwater management, including naturalisation of the stream will increase the resilience of the park, the wider area, and the catchment as a whole as climate change increases the intensity and likelihood of flooding and rain events.

29. The proposed park at McKinnon Street is located within the flood plain for Te Auaunga and its tributaries as outlined in the map below (proposed park location in red).

Figure 3: Aerial plan showing flood plain over subject site

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

30. Parks and Community Facilities and Healthy Waters staff have provided input throughout the development of the concept plan. This has included strategic direction for park service outcome delivery, advice on design and maintenance, and direction on flood management actions. Council staff support the overall concept, with final details to be approved at engineering plan approval stage.

31. The Parks and Community Facilities Landscape Architecture team are satisfied with the assets proposed and will confirm robust design and maintenance planning at engineering plan approval stage.

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

Local impacts and local board views

32. Investment into this newly proposed reserve as outlined in the proposed concept plan will provide benefits to the local community, and also to the natural environment of the area and wider Te Auaunga catchment.

33. Workshops were held with the local board in May 2023 to discuss the draft plan. The final draft concept plan was presented to the local board on 25 May 2023. The local board indicated in principle support for the final concept plan.

34. The local board were in support of the parks service outcomes proposed for the site, including all the proposed actions.

35. The development of the concept plan for the new park at McKinnon Street aligns with the following Puketāpapa Local Board Plan 2020 outcomes and objectives:

Outcome One: Inclusive communities that are healthy, connected and thriving

Objective: Places that we live, learn, work and play support us to have healthier, more active lifestyles.

Outcome Three: Our environment is protected and enhanced for present and future generations

Objective: We all take care of waterways, parks and public spaces.

Outcome Four: Well-planned neighbours and vibrant public spaces

Objective: A well-used network of facilities and public spaces that are inviting, safe and promote wellbeing.

Outcome Five: Transport options that are reliable, accessible and less polluting

Objective: Making getting around safer.

Objective: More walking, cycling and use of public transport.

36. Staff will provide ongoing engagement with the local board as the project progresses through detailed design and delivery.

Tauākī whakaaweawe Māori

Māori impact statement

37. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its statutory obligations and relationship commitments to Māori. These commitments are articulated in the council’s key strategic planning documents, the Auckland Plan, the Long-term Plan 2012-2022, the Unitary Plan, Whiria Te Muka Tangata Māori Responsiveness Framework and Local Board Plans.

38. The proposed concept plan for the new park at McKinnon Street references the importance of mana whenua as kaitiaki (guardians) of the whenua (land) and reflects Auckland Council’s desire to deliver the vision of a world class city, including a Māori identity that is Auckland’s point of difference in the world.

39. Mana whenua were engaged as partners to help guide development of this concept plan through the wider Molley Green hui. Mana whenua who contributed to the project included Ngāti Tamaoho, Te Ata Waiohua, Ngāti Whanaunga and Te Patukirikiri.

Ngā ritenga ā-pūtea

Financial implications

40. All actions identified within the plan will be delivered by Kāinga Ora and Piritahi as part of stage two of their redevelopment of the Waikōwhai neighbourhood, working closely with Auckland Council staff across numerous departments as per existing processes for third-party development of parks.

41. Following local board adoption of the concept plan, Kāinga Ora will apply various funding sources to enable delivery of all actions from the plan.

42. Consequential opex will be required to ensure ongoing maintenance of new assets and landscaping constructed within the reserve. This is expected to commence following practical completion (estimated to be late 2024) and at the conclusion of the maintenance period agreed in accordance with an Infrastructure Funding Agreement. If approved, annual maintenance will be paid for by the consequential opex budget.

43. Agreement has been obtained from the Lead Financial Advisor, from the Corporate and Local Board Performance, Financial Strategy and Planning team with regards to the consequential operating expenses that will be created by this proposal.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

44. Risks for the delivery of the open space network are cost escalation, and inadequate handover. To minimise this risk, Auckland Council staff will be involved in the project delivery team to ensure close collaboration between organisations. Engineering plan approval will also be required before construction commencement.

45. If the proposed acquisition of the new park is not approved there is a risk of missing the opportunity to obtain the land, which will improve access links through the area, at no cost to the council.

46. Kāinga Ora will be responsible for the development of the new park and will manage any risks associated with the construction of the new park, as outlined in the concept plan.

Ngā koringa ā-muri

Next steps

47. The developer wishes to develop the open space network as soon as possible once the local board’s approval is granted, the acquisition has been processed, and engineering plan approval has been obtained.

48. Once the concept plan has been approved, Auckland Council staff will work with Kāinga Ora and Piritahi to enable detailed design and delivery. If approved, construction is expected to begin in 2024.

49. The plans will progress to the engineering plan approval (EPA) stage and council staff will assess and endorse engineering detail based on the local board’s decision on this business case. All assets to be vested to the council will require sign off via the EPA process.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	McKinnon Reserve Concept Design - Attachment A	111

Ngā kaihaina

Signatories

Author

Jody Morley – Manager Area Operations, Parks and Community Facilities

Authorisers

Taryn Crewe – General Manager, Parks and Community Facilities

Nina Siers - Local Area Manager

Puketāpapa Local Board

20 July 2023

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

File No.: CP2023/08477

Te take mō te pūrongo

Purpose of the report

1. To provide the Puketāpapa 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 Puketāpapa 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 Puketāpapa 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 Puketāpapa 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 One 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 One: 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. The below sections also include any key highlights from the CCO work programme.

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

Key Highlights

25. Key highlights across the CCOs’ work programme include:

· two Local Board Transport Capital Fund projects have been completed

· the Hillsborough Road Waikowhai School Crossing project funded by the Community Safety Fund (AT) has been completed.

Auckland Transport

Completed work programme items since April 2023

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

· 100 Pah Road - signalised midblock crossing (Seymour Park)

· 244 Hillsborough Road Pedestrian signals (near Goodall Street) (LBTCF)

· 34 Stoddard Road (by Tory Street) pedestrian improvements

· 53 Pah Road, Lachlan Avenue, Liverpool St and Greenfield Rd – pedestrian improvements

· Greenways D (LBTCF)

· Hillsborough Rd/Griffen Park Rd/Commodore Drive roundabout

· Hillsborough Road Waikowhai School Crossing (CSF)

· Landscape Road/Mt Eden Road intersection – long term.

New work programme items since April 2023

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

Changes to work programme item engagement levels since April 2023

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

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

Tātaki Auckland Unlimited

Completed work programme items since April 2023

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

New work programme items since April 2023

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

Changes to work programme item engagement levels since April 2023

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

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

Eke Panuku Development Auckland

Completed work programme items since April 2023

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

New work programme items since April 2023

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

Changes to work programme item engagement levels since April 2023

36. Changes to the engagement levels have been made to the following work programme items:

· Cost reduction to mitigate budget issues, 1. Inform, is no longer being reported on.

Watercare

Completed work programme items since April 2023

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

New work programme items since April 2023

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

Changes to work programme item engagement levels since April 2023

39. Changes to the engagement levels have been made to the following work programme items:

· Notification of general maintenance works impacting open space or the road corridor, 1. inform, is no longer being reported on.

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

42. 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

43. 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.

44. 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

45. 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.

46. 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

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

48. 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

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

50. 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

51. 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.

52. 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

53. 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).

54. 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.

55. 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	137
b ⇩	Tataki Auckland Unlimited	139
c ⇩	Eke Panuku	141
d ⇩	Watercare	143

Ngā kaihaina

Signatories

Authors

Vanessa Phillips – Local Board Advisor

Maclean Grindell – Senior Advisor, Operations and Policy

Authorisers

Nina Siers - Local Area Manager

Chairperson	Ella Kumar, JP
Deputy Chairperson	Fiona Lai
Members	Roseanne Hay
	Mark Pervan
	Bobby Shen
	Jon Turner

No.	Title	Page
a ⇩	Workshop record 08 June 2023	165
b ⇩	Workshop record 15 Jun 2023	169
c ⇩	Workshop record 22 June 2023	171
d ⇩	Workshop record 29 June 2023	173
e ⇩	Workshop record 06 July 2023	175

Author	Selina Powell - Democracy Advisor
Authoriser	Nina Siers - Local Area Manager

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