Agenda of Maungakiekie-Tāmaki Local Board

No.	Title	Page
a ⇩	25 July 2023, Maungakiekie-Tāmaki Local Board Business Meeting: Item 12 - Chairperson's report, document	13

No.	Title	Page
a ⇩	25 July 2023, Maungakiekie-Tāmaki Local Board Business Meeting: Item 13 - Debbie Burrows report,document	19

Maungakiekie-Tāmaki Local Board

25 July 2023

Approval of the 2023/2024 Maungakiekie-Tāmaki Local Board Customer and Community Services work programme

File No.: CP2023/09604

Te take mō te pūrongo

Purpose of the report

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

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

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

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

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

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

Horopaki

Context

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

Diagram

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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 - Our diverse communities are active, involved and engaged

· Outcome 2 - Te ao Māori is thriving and visible

· Outcome 3 - Our social and physical infrastructure is future-proofed

· Outcome 5 - Our built, natural and cultural taonga / treasures are protected and celebrated

· Outcome 6 - Our people and businesses prosper economically and socially

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
3828	Maungakiekie-Tāmaki - Play Advocacy	CCS: Active Communities – Sport and Recreation	0
3913	Maungakiekie-Tāmaki Local Board - Sport and active recreation facilities plan	CCS: Active Communities – Sport and Recreation	25,000
3942	Young Enterprise Scheme (Maungakiekie-Tāmaki)	TBC	3,000
3949	Apply the Empowered Communities Approach: Strategic Investment Maungakiekie-Tāmaki	CCS: Connected Communities – Community Delivery	104,420
3950	Apply the Empowered Communities Approach: Strategic Partnerships Grants Maungakiekie-Tāmaki	CCS: Connected Communities – Community Delivery	122,580
3959	Local crime prevention fund, safety initiatives investment Maungakiekie-Tāmaki	CCS: Connected Communities – Community Delivery	46,160
4023	Rangatahi Leadership	CCS: Community and Social Innovation – Youth Empowerment	20,000
4003	Event Partnership: Māori Outcomes	CCS: Regional Services and Strategy - Events	45,000
4021	Wheeled Play assessment	CCS: Parks and Community Facilities – Specialist Operations	0
3998	Apirana Reserve Service Provision Plan	CCS: Parks and Community Facilities – Specialist Operations	0
24003	Elstree North Reserve - develop general park	CCS: Parks and Community Facilities – Project Delivery	$0
40000	Glen Innes Pools and Leisure Centre renewals - 2024/2025 to 2026/2027	CCS: Parks and Community Facilities – Project Delivery	$100,000
42948	Jellicoe Park water feature - renewals 2023/2024 to 2025/2026	CCS: Parks and Community Facilities – Project Delivery	$25,000
37686	Lagoon Leisure Centre - comprehensive renewal of full facility	CCS: Parks and Community Facilities – Project Delivery	$0
40309	Lagoon Pool and Leisure Centre - renewals 2024/2025 to 2026/2027	CCS: Parks and Community Facilities – Project Delivery	$0
40001	Maungakiekie-Tāmaki - renew built space assets 2025/2026 to 2026/2027	CCS: Parks and Community Facilities – Project Delivery	$0
31640	Maungakiekie-Tāmaki - renew carparks 2025/2026 to 2026/2027	CCS: Parks and Community Facilities – Project Delivery	$0
40004	Maungakiekie-Tāmaki - renew lease facilities 2025/2026 to 2026/2027	CCS: Parks and Community Facilities – Project Delivery	$0
40292	Maungakiekie-Tāmaki - renew park furniture and fixtures 2025/2026 to 2026/2027	CCS: Parks and Community Facilities – Project Delivery	$0
31639	Maungakiekie-Tāmaki - renew pathways 2023/2024 to 2025/2026	CCS: Parks and Community Facilities – Project Delivery	$50,000
40002	Maungakiekie-Tāmaki - renew pathways 2025/2026 to 2026/2027	CCS: Parks and Community Facilities – Project Delivery	$0
31641	Maungakiekie-Tāmaki - renew play spaces 2025/2026 to 2026/2027	CCS: Parks and Community Facilities – Project Delivery	$0
31642	Maungakiekie-Tāmaki - renew toilet and changing rooms 2025/2026 to 2026/2027	CCS: Parks and Community Facilities – Project Delivery	$0
42947	Onehunga War Memorial Pool and Leisure Centre - renewals 2024/2025 to 2026/2027	CCS: Parks and Community Facilities – Project Delivery	$0
23991	Ruapotaka Reserve - develop greenway connection	CCS: Parks and Community Facilities – Project Delivery	$0
5752	Waikaraka Park - improve sports park and extend fields eight, nine, and 10	CCS: Parks and Community Facilities – Project Delivery	$0

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
287	Māori Responsiveness: Advancing Prosperity for Māori in Maungakiekie-Tāmaki	CCS: Connected Communities – Community Delivery
1281	Service Improvement: Panmure Community Hall Activation	CCS: Connected Communities – Community Delivery
1286	Movies in Parks Maungakiekie-Tamaki	CCS: Regional Services and Strategy - Events
300	Local civic events Maungakiekie-Tāmaki	CCS: Regional Services and Strategy - Events
696	Maungakiekie-Tāmaki Local Board - Te Kete Rukuruku (Māori naming of parks and places) Tranche Two	CCS: Regional Services and Strategy – Māori Outcomes
1487	Maungakiekie-Tāmaki Safety Initiatives	CCS: Connected Communities – Community Delivery
30645	Fergusson Hall - renew full facility	CCS: Parks and Community Facilities – Project 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. Local boards play a vital role in representing the interests of all Aucklanders and are committed to the Treaty-based obligations and to enabling effective Māori participation (kia ora te hononga).

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

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

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

50. Table four shows the outcomes, objectives and key initiatives from the local board plan that recognise these areas of common interest.

Table four: Local board plan Māori outcomes, objectives and initiatives

Outcomes	Objectives	Initiatives
Our diverse communities are active, involved and engaged	· Communities are self led and empowered to thrive, overcome challenges and succeed. · Communities are given the opportunity to fully participate and feel a sense of belonging.	· Partner with local groups and organisations to build capacity and capability. · Support community-led initiatives that contribute to well-being, community resilience and social cohesion. · Prioritise multilingual resources to engage with Māori and migrant communities. · Improve the community’s understanding of our local board role and responsibilities through increased and targeted civic and community engagement. · Apply principles of equity and accessibility to our initiatives, policies and investment decisions to ensure we are contributing where it is needed most
Te ao Māori is thriving and visible	· We enable active Māori participation in local decision-making. · Māori culture and identity are celebrated. · We support marae to be self-sustaining and flourish.	· Partner with mana whenua and mataawaka to increase Māori participation in local board decision-making. · Include mana whenua when developing management and concept plans for our parks and reserves. · Support initiatives that contribute to the Auckland Plan 2050 goal of being a bilingual city, such as te reo Māori naming of parks and places, and in storytelling and educational programmes in libraries. · Promote the use of Te Aranga Design principles in developing our built environment. · Support capacity and capability building of Ruapōtaka Marae and advocate to the Governing Body for confirmation of redevelopment funding through the 10-year Budget.
Our physical and social infrastructure is future-proofed	· Our parks and open spaces are treasured and loved	· Progress the Waikaraka Park Masterplan as funding allows, starting with investigating partnership opportunities for a new grandstand in the motorsport precinct. · Promote the inclusion of drinking fountains in all new park and reserve developments and upgrades. · Create an appealing and attractive open space network by carrying out the Tāmaki Open Space Network Plan as funding allows. · Advocate to the Governing Body for more high-quality green space.
Our people and businesses prosper economically and socially	· People have access to quality local employment opportunities	· Support implementation of the Tāmaki Employment Precinct Strategy in partnership with TRC, Auckland Unlimited and the Panmure and Glen Innes BIDs. · Advocate to the Governing Body to use social procurement wherever possible

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 Maungakiekie-Tāmaki Local Board area, together with identified budgets and main funding sources, are shown in Attachment A.

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

Risk Adjusted Programme

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

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

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

Regionally funded activities included in the local board work programme

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

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

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

Process for changes to the approved work programme

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

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

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

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

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

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

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

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

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

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

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

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

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

Local impacts and local board views

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

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

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

Table seven: Maungakiekie-Tāmaki Local Board budget allocation

Local budgets	2023/2024 (approve)	2024/2025 (approve in principle Parks & Community Facilities only)	2025/2026 (approve in principle Parks & Community Facilities only)
Operational (Opex): Locally Driven Initiatives (LDI)	1,074,611	0	0
Opex: Asset Based Services (ABS)	14,461,306	0	0
Capital (Capex): Local Asset Renewals - Budget (ABS)	2,815,000	2,170,000	4,224,486
Capex: Local Asset Renewals - Proposed Allocation (ABS)	1,521,987	2,774,749	4,224,487
Advanced Delivery RAP*	688,264
Capex: Local Asset Renewals - Unallocated budget (ABS)	604,749	-604,749	0
Capex: Locally Driven Initiatives (LDI) – Budget	225,530	1,001,318	1,233,107
Capex: Locally Driven Initiatives (LDI) - Proposed Allocation	0	261,268	693,372
Advanced Delivery RAP*	830,279
Capex: Locally Driven Initiatives (LDI) - Unallocated budget	-604,749	739,690	539,735
Capex: Growth projects Allocation	442,625	4,134,282	7,850,000
Capex: Coastal projects Allocation	0	0	0
Capex: Slips Prevention projects Allocation	0	0	0
Capex: Specific Purpose Funding – Allocation	345,000	92,117	0
Capex: One Local Initiative	0	0	0
Capex: Long-term Plan discrete	4,558,022	1,650,000	1,203,652
Capex: Natural Environment Targeted Rate	0	0	0
Capex: External Funding Allocation	2,250,000	2,587,500	0
TOTAL ALLOCATIONS	$9,117,634	$11,475,276	$13,971,511

* See paragraphs 63 to 65 for RAP explanation

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

104. The most significant risk is that delivery of the Customer and Community Services work programme is dependent on the local board approving the work programme by 25 July 2023. Approval of the work programme later into the financial year will result in delays to delivery.

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

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

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

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

Table eight: risks and mitigations

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

Ngā koringa ā-muri

Next steps

109. Delivery of the Customer and Community Service work programme is scheduled to start on 26 July 2023 and continue until 30 June 2024.

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

111. Further advice relating to the Onehunga Christmas Lights work programme item, at an estimated cost of $36,000 from the local board’s locally driven initiatives operational budget, has been requested by the local board. A decision regarding this item will be made at a future local board business meeting.

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

113. 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	41
b ⇩	Māori Outcomes	69
c ⇩	Regional Projects	93
d ⇩	Climate Impacts	99

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

Victoria Villaraza - Local Area Manager

Maungakiekie-Tāmaki Local Board

25 July 2023

Approval of the 2023/2024 Maungakiekie-Tāmaki Local Board Infrastructure and Environmental Services Work Programme

File No.: CP2023/08351

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. This report presents the Maungakiekie-Tāmaki 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 Maungakiekie-Tāmaki 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:

· Bike Hub - $25,750

· Climate action programme - $30,000

· Industrial Pollution Prevention Programme - Penrose - $25,000

· Love Your Neighbourhood - $5,000

· Low Carbon Lifestyles - $25,000

· Manukau Harbour Forum - $8,000

· Maungakiekie Songbird - $10,000

· Ope: building sustainable communities - $33,000

· SPCA cat desexing and microchipping programme - $5,000

· Tāmaki Estuary Environmental Forum - $8,000

· Tiakina te taiao - Maungakiekie-Tāmaki schools’ education - $30,500.

8. The proposed work programme has a total value of $205,250, which can be funded from within the board’s total locally driven initiatives (LDI) budget for the 2023/2024 financial year.

9. The proposed work programme also includes $18,000 in regionally funded asset-based services capital expenditure for the following coastal renewals programmes:

· Onehunga Bay Reserve - renew sluice gates - $18,000

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

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki 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
Bike Hub	$25,750
Climate action programme	$30,000
Industrial pollution prevention programme – Penrose	$25,000
Love Your Neighbourhood	$5,000
Low Carbon Lifestyles	$25,000
Manukau Harbour Forum	$8,000
Maungakiekie Songbird	$10,000
Ope: building sustainable communities	$33,000
SPCA cat desexing and microchipping programme	$5,000
Tāmaki Estuary Environmental Forum	$8,000
Tiakina te taiao - Maungakiekie-Tāmaki schools’ education	$30,500
Total	$205,250

b) tuhi ā-taipitopito / note the allocation of $18,000 regionally funded asset based services capital expenditure budget towards the Onehunga Bay Reserve - renew sluice gates programme in the 2023/2024 financial year.

Horopaki

Context

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

12. 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.

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

· more people have the choice to use public or active transport to go about their daily lives

· the mauri / life force of our harbour and waterways is respected and restored

· our ecosystems are protected and regenerated

· our community is resilient and feels prepared for the effects of climate change

· the character and heritage of our area is acknowledged and celebrated.

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

· Live Lightly Regional Programme

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

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

· Te Rautaki Ngahere ā-Tāone o Tāmaki Makaurau: Auckland’s Urban Ngahere Strategy

· Te Mahere Whakahaere me te Whakaiti Tukunga Para i Tāmaki Makaurau: Auckland Waste Management and Minimsation 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 one new initiative supported by the local board. These programmes contribute towards the delivery of the Maungakiekie-Tāmaki 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:

Bike Hub - $25,750

20. The board has indicated that it would like to continue supporting the Maungakiekie-Tāmaki bike hub in Maybury Reserve in the 2023/2024 financial year. This programme supports the community to learn and apply basic bike maintenance skills.

21. The bike hub diverts bikes from the waste stream and reconditions them so they can be provided back into the community at low or no cost. This programme provides communities with the skills, knowledge and resources to make positive choices for sustainable living and reduce their ecological footprint.

22. Funding for this programme will:

· contribute to the operation of the community-led EcoMatters bike hub at Maybury Reserve

· maintain a sustainable operating model for the bike hub

· secure funding and support from other sources to enable the development of the bike hub and its programmes.

23. In 2022/2023 the local board provided $25,000 to fund this programme. Staff recommend that the board allocate $25,750 toward this programme in 2023/2024.

Climate action programme - $30,000

24. The local board has indicated that it would like to continue to fund this community-based climate action programme to prioritise reducing emissions and supporting adaptation to climate impacts. The programme encourages collaboration between existing community organisations and businesses already involved in low carbon initiatives.

25. Funding for the 2023/2024 year will support the establishment of a Local Climate Activator to drive community implementation of the local Climate Action Plan and investment to support collaboration and amplify community climate action.

26. The programme will engage and activate local community action in food waste reduction, local food production, plant-based diets, sustainable transport, energy efficient homes, carbon sequestration, local circular economy and climate advocacy.

27. In 2022/2023 the local board provided $40,000 to fund this programme. The board has indicated it would like to allocate $30,000 towards this programme in 2023/2024. Delivery will be scaled to fit within the reduced budget.

Industrial pollution prevention programme Penrose - $25,000

28. The local board has indicated that it would like to fund a programme to educate and inform industry about the impacts that their activities may be having on local waterways through site inspections and discussions with business owners as well as providing pollution risk management support and spill training.

29. In 2023/2024, this programme will focus on visiting industrial businesses in the Penrose catchment area. An Industrial Pollution Prevention Programme was previously run in 2015 in this area, with 122 businesses visited. The 2023/2024 programme is proposed to visit 120 businesses on and around Great South Road, Station Road and Rockfield Road.

30. The board has indicated that it will allocate $25,000 towards this programme in the 2023/2024 financial year.

Love Your Neighbourhood - $5,000

31. The local board has indicated that it would like to continue funding the love your neighbourhood programme in the 2023/2024 financial year which supports community action in Maungakiekie-Tāmaki.

32. The programme enables community volunteers and not-for-profit early childhood centres to carry out practical environmental initiatives by providing rapid response assistance of up to $500 to support volunteer-driven practical environmental initiatives. These could include environmental clean ups and restoration, community planting and food growing.

33. The programme also provides practical assistance to not-for-profit preschools to enable environmental education initiatives, such as edible gardens and water saving or collection devices.

34. In 2022/2023 the local board provided $10,300 to fund this programme. The board has indicated that it will allocate $5,000 towards this programme in 2023/2024. This reduction in funding will mean less community action projects are supported.

Low Carbon Lifestyles - $25,000

35. The board has indicated it would like to continue to support the Low Carbon Lifestyles programme in the 2023/2024 financial year. The programme will continue to engage in conversation with residents on their doorstep in targeted low-income areas in Maungakiekie-Tāmaki to encourage behavioural changes that will help reduce carbon emissions.

36. In the past, this programme has focused on behavioral changes that help residents to maintain a dry, warm home at least cost. In 2023/2024, the programme will focus on encouraging sustainable transport use. Residents will receive personalised advice and resources to help them travel sustainably from home to work and other places they regularly go. They will receive a HOP card pre-loaded with $20 through a partnership with Auckland Transport.

37. In 2022/2023 the local board provided $30,000 to fund this programme. The board has indicated that it will allocate $25,000 towards this programme in 2023/2024. This reduction in funding will reduce the number of households engaged through the programme.

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 $11,200 was resolved at the Manukau Harbour Forum business meeting of Friday 19 May (MHFJC/2023/11) 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).

Maungakiekie Songbird - $10,000

42. The local board has indicated that it would like to continue to fund the Maungakiekie Songbird programme in the 2023/2024 financial year. In 2022/2023 the local board provided $15,000 to fund this programme alongside the Albert-Eden Local Board, which contributed $10,000.

43. This programme educates and involves residents, local organisations and schools to undertake pest control and monitoring around Maungakiekie Maunga. This initiative will help to support native wildlife and birdsong to flourish in and around the maunga and encourage the community to become kaitiaki of their local area.

44. Funding for this programme will support the coordinator of Maungakiekie Birdsong as well as pest control tools and resources.

45. The board has indicated it would like to allocate $10,000 towards this programme in 2023/2024. Funding of $10,000 is also being sought from the Albert-Eden Local Board to increase environmental outcomes across the maunga and surrounding areas.

Ope: building sustainable communities - $33,000

46. The board has indicated that it would like to continue to fund the Ope programme in the 2023/2024 financial year. Ope is an Auckland Council programme to help connect Enviroschools and the community around waste reduction and climate change activities. This programme will generate momentum for climate resilient, sustainable futures for Maungakiekie-Tāmaki communities. The Ope programme will continue to establish partnerships to increase engagement with local schools and students and bring together local communities.

47. Funding for the 2023/2024 financial year will support:

· engagement of a local kairāranga, a sustainable community coordinator to connect community and schools

· the development of buddy relationships between new and established Enviroschools

· experiential learning opportunities

· professional development workshops for teaching staff

· mana whenua engagement and progression of the community reference group.

48. By increasing the influence of sustainability practices within whānau and communities, the programme aims to improve the wellbeing, resilience and prosperity of the people of Maungakiekie-Tāmaki.

49. The board allocated $30,000 to this programme in 2022/2023. The board has indicated it will allocate $33,000 towards this programme in 2023/2024.

SPCA cat desexing and microchipping programme - $5,000

50. The board has indicated that it would like to continue funding the cat desexing and microchipping programme in the 2023/2024 financial year.

51. The programme will increase animal welfare, reduce nuisance to the community, support pet owners in lower socio-economic areas and reduce impacts on native species and local ecosystems.

52. The estimated stray cat population in Onehunga is greater than 20 cats per square kilometre, which is the thirteenth highest suburb in Auckland. Microchipping is a useful tool to identify owners of cats and helps in returning lost cats to their owners to be cared for.

53. In 2022/2023 the board provided $10,000 to this programme. The board has indicated it will allocate $5,000 to fund this programme in 2023/2024. This funding reduction will mean fewer cats will be desexed/microchipped in 2023/2024.

Tāmaki Estuary Environmental Forum - $8,000

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

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

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

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

58. In 2022/2023, the five member local boards each provided $8,000 to co-fund the Tāmaki Estuary Environmental Forum. The Maungakiekie-Tāmaki Local Board has indicated it would like to contribute $8,000 towards the programme in the 2023/2024 financial year.

Tiakina te taiao - Maungakiekie-Tāmaki schools’ education - $30,500

59. The board has indicated that it would like to support the Tiakina te taiao programme in the 2023/2024 financial year. This programme combines two previous Sustainable Schools programmes (Valuing our water, education and action in Maungakiekie-Tāmaki schools and Conservation education and action in Maungakiekie-Tāmaki schools).

60. This project aims to educate and empower school students to undertake investigations and actions in their schools and local communities with a focus on native biodiversity and water quality.

61. Students will undertake experiential sessions where they will visit prime areas of native biodiversity/ecosystems to engage and inspire them, they will then compare their experience of native ecosystems to their local environment. This will help students to discover the issues impacting their local environment and create action plans to help towards regenerating these local environments.

62. In 2022/2023 the local board provided a total of $40,000 towards this programme. The board has indicated it will allocate $30,500 towards this programme in 2023/2024. This budget reduction will lead to one less school being engaged in the programme.

Onehunga Bay Reserve - renew sluice gates - $18,000

63. This regionally funded project is for the renewal of the sluice gates at Onehunga Bay Reserve. In 2021/2022 and 2022/2023 investigation, design and physical works were undertaken. Works will continue in 2023/2024.

Tauākī whakaaweawe āhuarangi

Climate impact statement

64. 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.

65. 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.

66. 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
Bike Hub	This project aims to reduce emissions and increase community resilience through expanding community uptake of active transport and reducing carbon footprints, encouraging sustainable living, and increasing community connections.
Climate action programme	In alignment with priorities of Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan, specifically the ‘Community and Coast’ priority actions, these programmes will support Aucklanders to become more resilient and reduce their carbon footprint. The programmes aim to reduce emissions by identifying gaps and strategic opportunities and collaborations that will build on existing local activity. The Low Carbon Lifestyles programme will reduce carbon emissions through encouraging and enabling local residents to make changes in personal lifestyle or respond in community-based ways, creating new social norms.
Love Your Neighbourhood
Low Carbon Lifestyles
Manukau Harbour Forum	These programmes will improve the health of freshwater ecosystems which will build resilience to climate change through ecological services such as flood mitigation, habitat for native biodiversity and carbon sequestration through riparian plants.
Tāmaki Estuary Environmental Forum
Industrial pollution prevention programme – Ann’s Creek
Maungakiekie Songbird	The improved health of native biodiversity will improve the resilience of Auckland’s indigenous ecosystems against the impacts of climate change. Additionally, the increase of trees through planting and pest control will help reduce carbon in the atmosphere.
SPCA cat desexing and microchipping programme
Ope: building sustainable communities	These educational programmes will directly link student action to carbon measures and adaptation behaviours, which will increase community resilience for the future.
Tiakina te taiao - Maungakiekie-Tāmaki schools’ education

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

67. 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.

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

69. Infrastructure and Environmental Services staff will work closely with Parks, Sports and Recreation and Community Facilities staff to implement work that will be undertaken on public land.

70. The bike hub programme will also work with Auckland Transport as they share the same objectives for the project.

71. Infrastructure and Environmental Services staff will also work closely with Natural Environment Strategy staff on work related to the Manukau Harbour Forum.

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

Local impacts and local board views

72. The projects proposed for inclusion in the board’s Infrastructure and Environmental Services work programme will have positive environmental outcomes across the Maungakiekie-Tāmaki Local Board area. Particular focus areas for the 2023/2024 work programme include the Maungakiekie Maunga, Maybury Reserve, and Penrose.

73. The projects noted above align with the 2020 local board plan outcome ‘our built, natural and cultural taonga / treasures are protected and celebrated’. 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

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

75. 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.

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

77. 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
Climate action programme	Kaitiakitanga	The activator would work with mana whenua and mātāwaka to identify and deliver low carbon outcomes for Māori, as identified in the local board’s Climate Action Plan.
Love Your Neighbourhood	Kaitiakitanga and Māori business, tourism, and employment	EcoMatters Environment Trust connects people and place to nurture kaitiakitanga (guardianship of the environment). The Love Your Neighbourhood project has the potential to contribute to the development of Māori capacity through supporting applications from Māori organisations.
Low Carbon Lifestyles	Whānau and tamariki wellbeing	The project supports the wellbeing of whānau and tamariki within the geographic area where the project is delivered through enabling warmer, healthier homes and helping whānau reduce their power bills.
Tāmaki Estuary Environmental Forum	Kaitiakitanga	A strategic focus for Tāmaki Estuary Environmental Forum is engaging with mana whenua to integrate overarching values and guiding principles that align and promote Te Ao Māori. This includes incorporating Te Reo Māori into educational materials produced for TEEF.
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.
Maungakiekie Songbird	Kaitiakitanga	The main outcome of this programme is kaitiakitanga. The project will encourage others to be kaitiaki of their place. The Tūpuna Maunga Authority will be a stakeholder in this project and therefore will play a key role throughout the programme.
Tiakina te taiao - Maungakiekie-Tāmaki schools’ education	Te reo Māori Kaitiakitanga Realising rangatahi potential Whānau and tamariki wellbeing	These programmes will involve common uses of kupu in te reo Māori when teaching students about sustainability and environmental concepts. Te reo Māori and Te ao Māori will be incorporated throughout the programmes. For the Ope programme, mana whenua and mātāwaka involvement will be sought and established through Ruapōtaka marae. Students will be encouraged to see themselves as scientists and shown career pathways, learning skills on a pathway for green jobs. Connecting students and their community with nature improves mental health and wellbeing.
Ope: building sustainable communities

78. 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

79. The proposed environment work programme for 2023/2024 totals to $205,250 of the board’s locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total budget for 2023/2024.

80. The proposed work programme also includes $18,000 in asset-based services capital expenditure for a coastal renewal project.

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

82. 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.

83. 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.

84. 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
Bike Hub	This programme is dependent on the continuing availability of a suitable location for the Bike Hub. The programme is also dependent on the availability of a suitable contractor to run the bike hub.	The current location is expected to remain available in the 2022/2023 financial year. The current contractor is expected to be able to continue to run the bike hub in 2022/2023.	Low
Climate action programme	The programme depends on the availability of a suitable contractor to undertake the Climate Action Activator role.	Several potential contractors have been identified and therefore this is considered a low risk.	Low
Industrial pollution prevention programme – Penrose	This programme is dependent on the businesses being willing to cooperate. Success is measured by the number of recommendations that have been implemented, so a risk of no implementations does exist.	Enough businesses have been identified to ensure that there are sufficient businesses to engage with if not all are interested. There has been high uptake from businesses in previous financial years.	Low
Love Your Neighbourhood	This programme is dependent on ongoing participation and commitment from individuals and groups.	Long term sustainability of this programme will require ongoing community leadership and co-ordination to support both individuals and groups across the local board area.	Low
Low Carbon Lifestyles	There is a risk of overlapping support with other healthy home programmes.	Recipients of the District Health Board’s healthy homes initiative (Noho Ᾱhuru) or Kāinga Ora residents will be identified through their responses to doorstep questions to mitigate the risk of double-up.	Low
Manukau Harbour Forum	This project is dependent of securing a suitable mana whenua engagement contractor to deliver the mana whenua hui.	Staff have started to investigate options and had sourced through contacts several options and therefore this is considered low risk.	Low
Maungakiekie Songbird	To succeed, this programme is dependent on ongoing participation and commitment from individuals and groups.	Long term sustainability of this programme will require ongoing community leadership and co-ordination to support both individuals and groups across the local board area.	Low
Ope: building sustainable communities	A lack of commitment from schools may affect programme delivery.	This is unlikely due to the relevance of schools’ curriculum topics and their relationship with Auckland Council. Qualifying the school’s commitment prior to commencing the programme will likely mitigate lack of uptake.	Low
Tiakina te taiao - Maungakiekie-Tāmaki schools’ education			Low
SPCA cat desexing and microchipping programme	There is a risk of low uptake of pet owners.	Marketing and promotion of the free desexing and microchipping service to pet owners will be key to establishing demand.	Low
Tāmaki Estuary Environmental Forum	This programme is dependent on the sourcing of a suitable contractor to coordinate the forum. The programme relies on community engagement in the water quality monitoring project.	It is expected that the current coordinator will be able to continue in the role and staff are confident that other contractors would be available if necessary. Individual leaders within the forum will be designated to oversee an area to actively engage the community to participate in monitoring activities to share ownership and responsibility of water quality results for their local area.	Low

85. 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

86. 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.

87. 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.

88. 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
Bike Hub	This programme is dependent on the continuing availability of a suitable location for the Bike Hub. The programme is also dependent on the availability of a suitable contractor to run the bike hub.	The current location is expected to remain available in the 2022/2023 financial year. The current contractor is expected to be able to continue to run the bike hub in 2022/2023.	Low
Climate action programme	The programme depends on the availability of a suitable contractor to undertake the Climate Action Activator role.	Several potential contractors have been identified and therefore this is considered a low risk.	Low
Industrial pollution prevention programme – Penrose	This programme is dependent on the businesses being willing to cooperate. Success is measured by the number of recommendations that have been implemented, so a risk of no implementations does exist.	Enough businesses have been identified to ensure that there are sufficient businesses to engage with if not all are interested. There has been high uptake from businesses in previous financial years.	Low
Love Your Neighbourhood	This programme is dependent on ongoing participation and commitment from individuals and groups.	Long term sustainability of this programme will require ongoing community leadership and co-ordination to support both individuals and groups across the local board area.	Low
Low Carbon Lifestyles	There is a risk of overlapping support with other healthy home programmes.	Recipients of the District Health Board’s healthy homes initiative (Noho Ᾱhuru) or Kāinga Ora residents will be identified through their responses to doorstep questions to mitigate the risk of double-up.	Low
Manukau Harbour Forum	This project is dependent of securing a suitable mana whenua engagement contractor to deliver the mana whenua hui.	Staff have started to investigate options and had sourced through contacts several options and therefore this is considered low risk.	Low
Maungakiekie Songbird	To succeed, this programme is dependent on ongoing participation and commitment from individuals and groups.	Long term sustainability of this programme will require ongoing community leadership and co-ordination to support both individuals and groups across the local board area.	Low
Ope: building sustainable communities	A lack of commitment from schools may affect programme delivery.	This is unlikely due to the relevance of schools’ curriculum topics and their relationship with Auckland Council. Qualifying the school’s commitment prior to commencing the programme will likely mitigate lack of uptake.	Low
Tiakina te taiao - Maungakiekie-Tāmaki schools’ education			Low
SPCA cat desexing and microchipping programme	There is a risk of low uptake of pet owners.	Marketing and promotion of the free desexing and microchipping service to pet owners will be key to establishing demand.	Low
Tāmaki Estuary Environmental Forum	This programme is dependent on the sourcing of a suitable contractor to coordinate the forum. The programme relies on community engagement in the water quality monitoring project.	It is expected that the current coordinator will be able to continue in the role and staff are confident that other contractors would be available if necessary. Individual leaders within the forum will be designated to oversee an area to actively engage the community to participate in monitoring activities to share ownership and responsibility of water quality results for their local area.	Low

89. 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 tāpirihanga

Attachments

No.	Title	Page
a ⇩	Infrastructure and Enviromental Services Work Programme 2023/2024 - Maungakiekie-Tāmaki Local Board	133

Ngā kaihaina

Signatories

Author

Nicola Perry - Relationship Coordinator

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Victoria Villaraza - Local Area Manager

No.	Title	Page
a ⇩	Maungakiekie-Tāmaki Grants Programme 2023/2024	141

Maungakiekie-Tāmaki Local Board

25 July 2023

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

File No.: CP2023/08473

Te take mō te pūrongo

Purpose of the report

1. To provide the Maungakiekie-Tāmaki 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 Maungakiekie-Tāmaki 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 Maungakiekie-Tāmaki Local Board:

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 Maungakiekie-Tāmaki Local Board area. It includes work programme items for engagement purposes. Providing local boards with the CCO work programme addresses the 2020 CCO Review’s recommendation to coordinate CCO actions better at the local level.

16. As per the joint engagement plans:

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

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

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

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

· new work programme items and proposed engagement level

· changes to the engagement approach with the local board

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

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

· completed work programme items

· new work programme items

· changes to engagement levels.

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

Key Highlights

Completed work programme items since April 2023

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

· Elstree Avenue Raised Crossings

25. Eke Panuku Development Auckland has completed the following work programme items:

· Panmure Clifton Court

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

27. 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

28. 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.

29. 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

30. 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.

31. 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

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

33. 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

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

35. 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

36. 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.

37. 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

38. 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).

39. 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.

40. 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 ⇩	Attachment A - Auckland Transport	155
b ⇩	Attachment B - Tataki Auckland Unlimited	159
c ⇩	Attachment C - Eke Panuku	169
d ⇩	Attachment D - Watercare	171

Ngā kaihaina

Signatories

Author

Samantha Tan Rodrigo - Local Board Advisor

Authorisers

Louise Mason - General Manager Local Board Services

Victoria Villaraza - Local Area Manager

Maungakiekie-Tāmaki Local Board

25 July 2023

Shade & Shelter Service Assessment

File No.: CP2023/07498

Te take mō te pūrongo

Purpose of the report

1. To seek adoption of the Maungakiekie-Tāmaki Shade & Shelter Provision Assessment 2023 (Attachment A).

Whakarāpopototanga matua

Executive summary

2. In June 2022 the Maungakiekie-Tāmaki Local Board commissioned an assessment of both existing and potential future shade and shelter opportunities throughout the local board area as part of its 2022/2023 Customer and Community Services Work Programme (Sharepoint Activity #1040).

3. This assessment (Attachment A) responds directly to supporting the delivery of a well-planned network of shelter and shade facilities throughout Maungakiekie-Tāmaki and considers a range of factors unique to Maungakiekie-Tāmaki, such as:

· lack of quality open space

· lack of provision for play and informal recreation

· safety and surveillance.

4. It will also support the optimisation and prioritisation of future renewals and enhancement where the opportunity to leverage off growth funding exists.

5. The investigation involved the mapping and analysis of current provision and identifying opportunities for future investment. It considered provision principles (why to invest) and network opportunities (how/where to invest) as well as design principles.

6. From a service perspective, the principal area of study was the provision of shade for play spaces, with additional consideration given to gathering or spectator spaces close to selected sports fields.

7. Natural shade, achieved by tree planting, is the assessment’s recommended option for the majority of the surveyed parks and play spaces. These recommendations align with those of the Maungakiekie-Tāmaki Urban Ngahere Action Plan. This is also consistent with the council’s current financial direction, and the opportunity to enhance the local board’s urban ngahere.

8. Options provided in the assessment are a starting point for discussion with the local board and community, and a suggested prioritisation of investment across the network. These are high-level and will require further assessment from work programme leads to fully understand individual site opportunities and constraints.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) adopt the Maungakiekie-Tāmaki Shade & Shelter Provision Assessment 2023 (Attachment A).

Horopaki

Context

9. In the 2022/23 financial year, the Maungakiekie-Tāmaki Local Board commissioned an assessment of both existing and potential future shade and shelter opportunities throughout the local board area.

10. The provision assessment is a network assessment which considers provision principles (why to invest) and network opportunities (how/where to invest) as well as design principles.

11. The key service provision principles fundamental to the assessment are aligned to three categories: shade for play space, shade for other recreational facilities, and significant shelters.

12. Shade for play spaces:

· Encourage personal/parental responsibility for protection from Ultraviolet Radiation (UVR).

· Consider natural shade solutions.

· Prioritise shade provision for passive play areas (sand or water play, toddler play areas) and caregiver seating ahead of active play areas (jumping/climbing equipment).

· Use of temporary shade structures in destination play spaces.

· Provision of permanent or demountable shade in destination play spaces.

13. Shade for other recreational facilities:

· Encourage personal/parental responsibility for protection from UVR.

· Consider natural shade solutions.

· Prioritise shade provision for informal recreation areas that are used continuously.

· Provision of temporary shade structures for community events.

· Provision of permanent or demountable shade where there is a high level of use by children and adolescents (who are most at risk from UVR exposure).

14. Significant shelters:

· To maximise use of any built shelter, ensure formal programming/booking by the council and/or a community group.

· As budget allows, consider smaller permanent structures for areas with a high level of use, for an average duration of use of one hour or greater, in locations where the provision of shelter from sun and rain would significantly enhance recreational use.

· Work with local schools that have weatherproof covered outdoor recreation areas to facilitate shared use outside of school hours.

Tātaritanga me ngā tohutohu

Analysis and advice

15. The Maungakiekie-Tāmaki Local Board area has a variable provision of shade within its parks, civic spaces, community facilities and walkway connections. Compared with other local board areas in central Auckland, there are very few permanent built shelters in open spaces and no demountable shade sails provided over public play spaces.

16. Shade sails are provided in public pools and leisure centres. While there are mature trees providing shade in most of the parks with play spaces and around many sports fields, trees often do not provide shade to junior play areas or caregiver seating during the peak period of UVR exposure in summer, or to sports spectator seating areas.

17. Planting of additional large grade trees is recommended for most of the park facilities that are currently lacking shade, and these recommendations align with those of the Maungakiekie-Tāmaki Urban Ngāhere Action Plan.

18. Guided by the Urban Ngahere Strategy, the use of fast-growing species (achieving a height of 5 metres within 3-5 years of planting) are recommended to ensure shade provision is achieved as quickly as possible.

19. The general preference for tree planting over shade structures is driven both by cost and the multiple additional benefits that trees provide in terms of landscape, ecology and climate change mitigation.

20. Through existing funding streams that include Climate Action Targeted Rate (CATR) and Long-Term Plan (LTP) – Ngahere Programme tree planting budgets, approximately 150 trees can be planted to achieve identified shade assessment outcomes per year in the Maungakiekie-Tāmaki Local Board area.

21. If the local board wanted to increase this annual level of planting, this could be delivered at a cost of approximately $860 per specimen tree. This includes tree purchase ($125), labour ($226), hardware ($108) and two years of aftercare maintenance and watering ($401).

22. Demountable shade sails are recommended for two well-used play spaces (Onehunga Bay Reserve and Thompson Park) that currently have no shade provision, and where provision of tree shade is either difficult to achieve or will take many years to be effective.

23. Permanent built shelters for picnic/BBQ areas are recommended for Onehunga Bay Reserve and for Point England Reserve adjacent to the beach. Should the local board wish to invest in a larger multi-use, built shelter or fale for picnics, recreational activities and events, the western part of Maybury Reserve would be an appropriate location.

24. Any significant permanent built shelters should be co-located in suburb parks with other existing facilities, accommodate multiple uses, and ideally be programmed to maximise their use.

25. While the majority of playgrounds in the board area contain elements of shade, it is rarely provided at a level where an entire playground is covered during all day light hours. For this reason, the protection from UVR exposure should prioritise personal/parental responsibility first, including use of sunblock and protective clothing.

Tauākī whakaaweawe āhuarangi

Climate impact statement

26. Adequate shade provision, either natural or constructed, helps alleviate the negative environmental impacts of climate change and the heat island effect (the amount of heat absorbed and held by the surface in urban areas).

27. The benefits of shade are linked to positive health and environmental outcomes and shade provision should be improved at any opportunity.

28. Increased temperatures and UV levels have a direct effect on community activity within local park areas. Shade development and renewals programmes planned by local boards should be supported now and into the future.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

29. The Maungakiekie-Tāmaki Shade & Shelter Provision Assessment work will enable the board to programme future investment in shade through informed decision making on shade development and relevance of provision from a network perspective.

30. The board area is undergoing significant housing change and town centre transformation in Tāmaki, Oranga and Onehunga, which will result in increased growth over the next ten years. The requirement for provision of shade remains relevant and is a consistent subject in customer enquiries at the most popular parks and reserves.

31. Internally, the analysis work will be the guiding document used by Parks & Community Facilities (P&CF) linked to development of new shade provision and shade renewal within Maungakiekie-Tāmaki. The information provided within the Maungakiekie-Tāmaki Shade & Shelter Provision Assessment work will ensure a holistic understanding of the relationships between current shade provision and distribution.

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

Local impacts and local board views

32. The Maungakiekie-Tāmaki Shade & Shelter Provision Assessment provides the board with accurate information on current shade provision at the 39 parks and reserves with playgrounds and identifies where improvements can be made to the shade provision in support of this growing community need.

33. The report can guide board advocacy to the Governing Body and developers on the importance of providing increased investment in reserve and play space development which includes the provision of shade.

34. The Maungakiekie-Tāmaki Shade & Shelter Provision Assessment will help to meet the relevant objectives and key initiatives set out in the local board plan:

· Our parks and open spaces are treasured and loved.

Key initiative: Create an appealing and attractive open space network by carrying out the Tāmaki Open Space Network Plan as funding allows.

· Our community is resilient and feels prepared for the effects of climate change.

Key initiative: Enhance, maintain and protect the urban ngahere/forest in our parks, streets and public open spaces.

35. The draft provision assessment was workshopped with the board in April 2023. Feedback from the workshop included a request to consider shade for the play space in Glen Innes and the assessment has been modified accordingly.

Tauākī whakaaweawe Māori

Māori impact statement

36. Mana whenua will be engaged to provide design input into any built shade structures in the board area.

Ngā ritenga ā-pūtea

Financial implications

37. Natural shade, achieved by tree planting, is the assessment’s recommended option for the majority of the surveyed parks and play spaces. This is consistent with the council’s current financial direction, and the opportunity to enhance the local board’s urban ngahere.

38. Through existing funding streams that include Climate Action Targeted Rate (CATR) and Long-Term Plan (LTP) – Ngahere Programme tree planting budgets, approximately 150 trees can be planted per year to achieve identified shade assessment outcomes in the Maungakiekie-Tamāki Local Board area.

39. If the local board wanted to increase this annual level of planting, this could be delivered at a cost of approximately $860 per specimen tree. This includes tree purchase ($125), labour ($226), hardware ($108) and two years of aftercare maintenance and watering (remaining $401).

40. Demountable shade sails over a medium sized play space cost approximately $35,000 to $50,000.

41. These options can be considered through future renewals and growth work programmes in the local board area. The adoption of this assessment has no direct financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

42. The protection from UVR is ultimately the responsibility of the park user or relevant care giver but a baseline of shade provision by the council will play an important part in lowering health risks and increasing levels of user enjoyment.

43. The investigation and design phase of project delivery may identify site specific issues that require the feasibility of the project to be reassessed. This would be facilitated by the Parks and Community Facilities Project Delivery and Design team in discussion with the Maungakiekie-Tāmaki Local Board.

Ngā koringa ā-muri

Next steps

44. If the Maungakiekie-Tāmaki Shade & Shelter Provision Assessment is adopted, staff will work with the local board to identify possible opportunities for funding as part of future Parks & Community Facilities renewals and growth work programmes and will coordinate with the Urban Ngahere team to incorporate the adopted Shade Provision Assessment’s Network Opportunities into their funded annual tree planting outyear programmes.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	MT Shade & Shelter Service Assessment	183

Ngā kaihaina

Signatories

Author

Annette Richards - Parks & Places Specialist

Authorisers

Victoria Villaraza - Local Area Manager

Taryn Crewe - General Manager Parks and Community Facilities

Maungakiekie-Tāmaki Local Board

25 July 2023

2025 Auckland Council elections - electoral system

File No.: CP2023/09692

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

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

Horopaki

Context

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

(i) First Past the Post (FPP)

(ii) Single Transferable Vote (STV).

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

FPP

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

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

STV - features

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

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

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

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

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

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

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

STV – concerns

Voter turnout

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

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

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

New Zealand council elections not party- based

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

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

Complexity

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

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

STV – other councils in New Zealand

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

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

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

		Voter turnout	Total votes	Informal votes	Informal votes %	Total coun-cillors	Women coun-cillors	Women coun-cillors %
Auckland Council	FPP	35.2%	404,541	488	0.12	20	8	40.0
Christchurch City Council	FPP	44.4%	120,210	432	0.36	16	5	31.3
Hutt City Council	FPP	41.0%	64,002	250	0.39	12	5	41.7
Invercargill City Council	FPP	53.2%	20,907	87	0.42	12	4	33.3
Napier City Council	FPP	43.9%	18,451	31	0.17	12	6	50.0
Upper Hutt City Council	FPP	43.9%	24,296	42	0.17	10	4	40.0
Dunedin City Council	STV	40.1%	48,133	961	2.00	14	6	30.6
Hamilton City Council	STV	29.4%	32,357	846	2.61	14	7	50.0
Nelson City Council	STV	53.2%	41,794	937	2.24	12	2	16.7
Palmerston North City Council	STV	38.6%	21,370	515	2.41	15	6	40.0
Porirua City Council	STV	37.3%	15,640	212	1.36	10	4	40.0
Wellington City Council	STV	45.5%	73,067	287	0.39	15	8	53.3

Regional councils

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

STV – Future for local government review

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

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

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

STV – poll

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

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

Conclusion

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Warwick McNaughton - Principal Advisor

Authorisers

Carol Hayward - Team Leader Operations and Policy