Agenda of Māngere-Ōtāhuhu Local Board

Māngere-Ōtāhuhu Local Board

26 July 2023

Local Board Leads and Appointments Report

File No.: CP2023/08875

Te take mō te pūrongo

Purpose of the report

1. To allow the local board members an opportunity to present verbal and written updates on their lead roles, such as relevant actions, appointments and meetings.

2. To make any appointments to vacant positions.

Whakarāpopototanga matua

Executive summary

3. Members have an opportunity to update the board on their activities as topic area leads.

4. The table below outlines the current leads and alternates for topic areas of local board business meetings and organisations on which the board is represented through a formal appointment.

Topic Area	Lead	Alternate
Social Impact Fund Allocation Committee Appointments Committee	Tauanu’u Nanai Nick Bakulich	1st half of the term: Harry Fatu Toleafoa 2nd half of the term: Togiatolu Walter Togiamua
Staff consultation over landowner approval applications (excluding applications for filming and events)	Tauanu’u Nanai Nick Bakulich	Joe Glassie-Rasmussen
Staff consultation on applications for filming	Christine O’Brien	Makalita Kolo
Liquor licence matters, to prepare and provide objections, if any, and speak to any local board views at any hearings on applications for liquor licences	Tauanu’u Nanai Nick Bakulich	Joe Glassie-Rasmussen
Resource consent matters to: i) provide the local board views, if any, on whether a resource consent should proceed as a non-notified, limited notified or fully notified application ii) prepare and provide local board’s views, if any, on notified resource consents and speak to those views at any hearings if required iii) provide the local board’s views on matters relating to or generated by the COVID-19 (Fast-track Consenting) Act 2020 while this legislation remains in force	1st half of the term: Harry Fatu Toleafoa 2nd half of the term: Togiatolu Walter Togiamua	Christine O’Brien
Local Government New Zealand Auckland Zone	Tauanu’u Nanai Nick Bakulich	1st half of the term: Harry Fatu Toleafoa 2nd half of the term: Togiatolu Walter Togiamua
Select shared representatives to council working groups, working parties and other internal bodies, where there is a limited number of local board representatives to be selected from amongst all 21 or clusters of local boards	Tauanu’u Nanai Nick Bakulich
Manukau Harbour Forum joint committee	Togiatolu Walter Togiamua	Papaliitele Lafulafu Peo
Ara Kōtui (formerly Māori input into local board decision-making political steering group)	Togiatolu Walter Togiamua	Joe Glassie-Rasmussen
Staff consultation on applications for events and other activities on local parks and local facilities that also require regulatory approval, or may involve reputational, financial, performance or political risk	Christine O’Brien	Tauanu’u Nanai Nick Bakulich
Approve the local board’s input into Auckland Council submissions on formal consultation from government departments, parliament, select committees and other councils, when timeframes do not allow for local board input to be considered and approved at a local board meeting	Tauanu’u Nanai Nick Bakulich	1st half of the term: Harry Fatu Toleafoa 2nd half of the term: Togiatolu Walter Togiamua
Infrastructure and Environmental Services	Togiatolu Walter Togiamua	Harry Fatu Toleafoa
Arts, Community and Events (including libraries)	Christine O’Brien	Tauanu’u Nanai Nick Bakulich
Parks, Sport and Recreation and Community Facilities	Tauanu’u Nanai Nick Bakulich	Christine O’Brien
Local planning, housing, and heritage – includes responding to resource consent applications on behalf of board	1st half of the term: Harry Fatu Toleafoa 2nd half of the term: Togiatolu Walter Togiamua	1st half of the term: Togiatolu Walter Togiamua 2nd half of the term: Harry Fatu Toleafoa
Transport	Tauanu’u Nanai Nick Bakulich	1st half of the term: Harry Fatu Toleafoa 2nd half of the term: Togiatolu Walter Togiamua
Economic development	Harry Fatu Toleafoa	Makalita Kolo
Youth, Children, Seniors and Uniquely Abled	Harry Fatu Toleafoa	Papaliitele Lafulafu Peo
Water care COMMUNITY	Togiatolu Walter Togiamua	Papaliitele Lafulafu Peo
Auckland Airport Community Trust for Aircraft Noise Community Consultative Group	Tauanu’u Nanai Nick Bakulich	Joe Glassie-Rasmussen
Ambury Park Centre	Papaliitele Lafulafu Peo	Christine O’Brien
Department of Corrections - Community Impact Forum for Kohuora Corrections Facility	Makalita Kolo	Papaliitele Lafulafu Peo
Māngere Bridge Business Association	Tauanu’u Nanai Nick Bakulich	Christine O’Brien
Māngere East Village Business Association	Joe Glassie-Rasmussen	Togiatolu Walter Togiamua
Māngere Mountain Education Trust	Togiatolu Walter Togiamua	Makalita Kolo
Māngere Town Centre Business Association	Makalita Kolo	Papaliitele Lafulafu Peo
Ōtāhuhu Business Association	Christine O’Brien	Tauanu’u Nanai Nick Bakulich
Ōtāhuhu Portage Project Steering Group	Papaliitele Lafulafu Peo	Christine O’Brien
South Harbour Business Association	Harry Fatu Toleafoa	Papaliitele Lafulafu Peo
Tāmaki Estuary Environmental Forum	Togiatolu Walter Togiamua	Makalita Kolo
Te Pukaki Tapu O Poutukeka Historic Reserve & Associated Lands Co-Management Committee	Togiatolu Walter Togiamua	Joe Glassie-Rasmussen
The Southern Initiative (TSI) Steering Group	Harry Fatu Toleafoa	Joe Glassie-Rasmussen

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) receive the verbal and written reports from local board members.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Jacqueline Robinson - Democracy Advisor

Māngere-Ōtāhuhu Local Board

26 July 2023

Approval of the 2023/2024 Māngere-Ōtāhuhu Local Board Infrastructure and Environmental Services Work Programme

File No.: CP2023/08353

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. This report presents the Māngere-Ōtāhuhu 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 Māngere-Ōtāhuhu Local Board Plan 2020.

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

· Climate action programme - $40,000

· Construction waste enforcement and leadership programme - $45,000

· Huringa whanonga mōkai ngeru: Cat owner behaviour change - $7,500

· Low carbon lifestyles - $30,000

· Māngere bike hub - $26,500

· Māngere waterways restoration - $75,000

· Ōtāhuhu Industrial Pollution Prevention Programme - $32,000

· Resource Recovery Network - $20,000

· Manukau Harbour Forum - $8,000

· Pest Free Ihumātao - $120,000

· Pest Free South Auckland - $53,250

· Pūkaki Crater restoration - $20,000

· Schools waste minimisation programme - $30,000

· Tāmaki Estuary Environmental Forum - $8,000

8. The proposed work programme has a total value of $515,250, 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 $218,500 in regionally funded asset-based services capital expenditure for the following coastal renewals programmes:

· Kiwi Esplanade - renew the wharf and jetty - $65,000

· Kiwi Esplanade - renew western and eastern seawalls - $153,500

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 Māngere-Ōtāhuhu 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
Climate action programme	$40,000
Construction waste enforcement and leadership programme	$45,000
Huringa whanonga mōkai ngeru: Cat owner behaviour change	$7,500
Low carbon lifestyles	$30,000
Māngere bike hub	$26,500
Māngere waterways restoration	$75,000
Resource Recovery Network	$20,000
Manukau Harbour Forum	$8,000
Pest Free Ihumātao	$120,000
Pest Free South Auckland	$53,250
Pūkaki Crater restoration	$20,000
Ōtāhuhu Industrial Pollution Prevention Programme	$32,000
Schools waste minimisation programme	$30,000
Tāmaki Estuary Environmental Forum	$8,000
Total	$515,250

b) tuhi ā-taipitopito / note the allocation of $218,500 asset-based services capital expenditure budget towards the Kiwi Esplanade renew the wharf and jetty and renew western and eastern seawalls programmes in the 2023/2024 financial year.

Horopaki

Context

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

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

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

· promoting climate change awareness and resilience

· protecting and preserving our waterways, shorelines and wildlife for future generations to enjoy and look after

· preserving our local heritage.

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

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

16. The proposed work programme is made up of activities continuing from previous financial years, including annually occurring events or ongoing programmes. It also includes new initiatives supported by the local board. These programmes contribute towards the delivery of the Māngere-Ōtāhuhu 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:

Climate action programme - $40,000

20. The local board has indicated that it would like to continue to fund the community-based climate action programme to prioritise reducing emissions and supporting adaptation to climate impacts. The programme will engage and activate local community action in the areas of sustainable food, sustainable transport, energy efficient homes, tree planting, local circular economy and climate education initiatives.

21. Due to significant challenges in identifying an available contractor to deliver a local climate action plan, this was not possible in the 2022/2023 financial year. Instead, a series of non-contestable community climate action grants through the climate action programme.

22. One of the projects enabled through the non-contestable climate action grants was to gather feedback from organisations and community groups in the local board area on their priorities regarding climate change mitigation and response. Funding for the 2023/2024 financial year will build off of the results of this engagement.

23. The programme will support a climate action activator to work with community groups on their own climate action projects. The climate action projects may be supported with small grants.

24. In 2022/2023 the local board provided $40,000 to fund this programme. Staff recommend that the board allocate $40,000 towards this programme in 2023/2024.

Construction waste enforcement and leadership programme - $45,000

25. The board has indicated that it would like to fund a new programme to work with builders and developers to improve construction site waste practices and increase compliance and enforcement locally.

26. The programme will support a part-time, external construction and demolition waste advisor to work with builders and developers to improve site practices and report on breaches of the Litter Act, the Solid Waste bylaw, and the Building Act to the appropriate compliance teams in the council.

27. The advisor will support weekly surveillance and reporting of breaches to the council's compliance team. They will also engage with builders and developers to promote installation of silt and security fences to prevent littering and to improve site waste practices.

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

Huringa whanonga mōkai ngeru: Cat owner behaviour change - $7,500

29. The board has indicated that it would like to continue funding the Huringa whanonga mōkai ngeru: Cat owner behaviour change programme in the 2023/2024 financial year. The local board contributed $5,000 towards this programme in 2022/2023.

30. Within the Māngere-Ōtāhuhu Local Board area there are species such as New Zealand Dotterel and other shorebirds that feed, rest, and nest. While predator control (including rats, possums and mustelids) is being carried out, an increasing issue is unowned cats and predation on native birds and other wildlife. This programme removes the cost barrier to cat owners having their pets desexed and microchipped.

31. Staff recommend that the board allocate $7,500 towards this programme in 2023/2024.

Low carbon lifestyles - $30,000

32. The board has indicated it would like to continue to fund 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 areas to encourage behavioural changes that will help reduce carbon emissions.

33. The low carbon lifestyles programme is expanding its climate action advice to include food and transport in addition to home energy advice.

34. Funding this programme in 2023/2024 will help residents with:

· improved health and wellbeing through changes in home health and dietary improvements

· better home performance and more comfortable living conditions

· savings and reducing carbon emissions through efficiencies such as reducing power bills and food wastage

· improved health and fitness for residents by exchanging vehicle travel for active and public transport.

35. In 2022/2023 the local board provided $30,000 to fund this programme. Staff recommend that the board allocate $30,000 towards this programme in 2023/2024.

Māngere bike hub - $26,500

36. The local board has indicated that it would like to continue to fund the Māngere bike hub for the 2023/2024 financial year.

37. This project will support the community to learn and apply basic bike maintenance skills. Bike hubs also divert bikes from the waste stream and recondition them so they can be provided back into the community at low or no cost. The project provides communities with the skills, knowledge and resources to make positive choices for sustainable living and reduce their ecological footprint.

38. Local board funding for the 2023/2024 financial year will:

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

· continue the development of 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.

39. In 2022/2023 the local board provided $25,750 to fund this programme. Staff recommend that the board allocate $26,500 towards this programme in 2023/2024.

Māngere waterways restoration - $75,000

40. The board has indicated that it would like to continue to fund the Māngere Waterways restoration programme. In 2023/2024 the programme will continue to engage with schools and community, while enhancing streams through canopy tree planting and weed control.

41. The focus of the community coordinator will be engaging with residents, getting people involved in actions to care for the Harania stream (at home, in the community and at the stream), co-ordinating events at the stream, and connecting and collaborating with the other people and groups caring for Māngere streams.

42. The stream educator will continue to facilitate hands-on stream education sessions with over 150 children and young people across the Māngere area, utilising the Wai Care monitoring framework.

43. Restoration works will focus on increasing in stream shading through the riparian planting of eco-sourced native plants with the community within the Harania stream catchment and looking for opportunities to enhance smaller tributaries throughout the Māngere area.

44. In 2022/2023 the local board provided $75,000 to fund this programme. Staff recommend that the board allocate $75,000 towards this programme in 2023/2024.

Resource Recovery Network - $20,000

45. The local board has indicated that it would like to continue to support the Māngere-Ōtāhuhu Resource Recovery Network programme in the 2022/2023 financial year. This programme will continue to expand and build on the shared vision and plan of action for converting waste into resources.

46. Funding for this programme supports the Māngere-Ōtāhuhu resource recovery room, which serves as a hub for a wider network of organisations that work together to recover, repurpose and redistribute unwanted resources in the community to people who need them and will use them.

47. In 2022/2023 the local board provided $20,000 to fund the Resource Recovery Network. Staff recommend that the board allocate $20,000 toward this programme in 2023/2024.

Manukau Harbour Forum - $8,000

48. 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.

49. 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.

50. 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.

51. 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).

Pest Free Ihumātao - $120,000

52. The local board has indicated that it would like to continue to support Pest Free Ihumātao. In its sixth year, this programme will continue to empower iwi to implement restoration activities to protect key taonga in Ihumātao such as Ōruarangi Awa, Ōtuataua Stonefields and Ihumātao Papakāinga.

53. In 2023/2024 the programme will support Makaurau marae to undertake:

· regenerative restoration and native plant services

· biosecurity control and monitoring

· biodiversity surveys

· community engagement

· waste minimisation practices

54. The programme will also continue to build capacity of the marae nursery, through training, development of whānau members and supporting local employment and income generation.

55. Rangatahi will be provided training opportunities during holidays/weekends to undertake restoration activities, working towards the Ōruarangi Awa Ecological Management Plan.

56. In 2022/2023 the local board provided $120,000. Staff recommend that the board allocate $120,000 towards this programme in 2023/2024.

Pest Free South Auckland - $53,250

57. The local board has indicated that it would like to continue to support the Pest Free South Auckland programme in the 2023/2024 financial year. The programme will maintain momentum for the Pest Free Auckland vision across the Māngere-Ōtāhuhu, Ōtara-Papatoetoe, and Manurewa Local Board areas by continuing to fund a local Pest Free South Auckland coordinator.

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

· a Pest Free South Auckland coordinator who will identify opportunities for pest plant and animal control in strategic ecological areas, and initiate a community campaign encouraging residents to undertake pest control

· a part-time project manager and a local activator to run events, workshops, working bees and work with existing community groups to develop the programme

· provision of pest plant and animal control equipment to the community.

59. The programme will continue to expand community action through assistance and education to reduce pest plants and animals in the urban south environment. This will involve working with local schools and sports clubs to implement an education programme, coordinating community days and school competitions involving pest control to engage local communities.

60. The local board provided $43,250 to fund this programme in 2022/2023. Staff recommend that the board allocate $53,250 towards this programme in 2023/2024.

Pūkaki Crater restoration - $20,000

61. The local board has indicated that it would like to continue to support the Pūkaki Crater restoration programme in the 2023/2024 financial year.

62. This programme will maintain the sites that were planted on the Pūkaki Crater, the urupā and Pūkaki Māori Committee land in previous years through this programme, to ensure the plants are not smothered by pests. A small number of plants will be planted in the existing planting area in 2023/2024 to replace losses.

63. This programme enhances biodiversity at Pūkaki Crater, protects the urupā from further degradation and builds on the positive relationship between Te Ākitai Waiohua and Auckland Council.

64. In 2022/2023 the local board provided $20,000 to fund this programme. Staff recommend that the board allocate $20,000 towards this programme in 2023/2024.

Schools waste minimisation programme - $30,000

65. The board has indicated that it would like to continue to fund the schools waste minimisation programme in the 2023/2024 financial year. This programme will continue to support schools to decrease the amount of waste they are sending to landfill by 20 per cent and engage students and teachers in waste reduction learning.

66. The community waste coordinator arranges food waste management systems where appropriate to enable schools to reduce waste, such as bokashi bins, compost bins, worm farms and mulchers.

67. Materials and products will be provided by grants direct to schools. At the beginning and conclusion of the project each school will conduct waste audits so that the extent of waste reduction resulting from the project can be measured.

68. Students will learn how to reduce waste and litter at school, in stormwater drains, on beaches and in their homes and communities.

69. In 2022/2023 the local board provided $30,000 to fund this programme. Staff recommend that the board allocate $30,000 towards this programme in 2023/2024.

Tāmaki Estuary Environmental Forum - $8,000

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

71. 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.

72. 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.

73. 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.

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

75. 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.

76. 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.

77. 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
Climate action programme	This programme aims to reduce emissions by identifying gaps and strategic opportunities and collaborations that will build on existing local activity. In alignment with priorities of Te Tāruke-ā-Tāwhiri: Auckland’s Climate Actions Plan, specifically the ‘Community and Coast’ priority actions, the programme will support Aucklanders to become more resilient and reduce their carbon footprint. It 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.
Low carbon lifestyles	This programme aims to reduce emissions and increase community resilience by lowering household energy consumption and transport emissions.
Māngere 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 · increasing community connections.
Māngere waterways restoration	These programmes will improve the health of freshwater ecosystems which will build on our resilience to climate change through ecological services such as flood mitigation, habitat for native biodiversity and carbon sequestration through riparian plants.
Manukau Harbour Forum
Tāmaki Estuary Environmental Forum
Resource Recovery Network	Reduction of waste to landfill will lower greenhouse gas emissions and change behaviour in communities both in waste minimisation practice and consumer choice. The education component of the schools waste minimisation programme will directly link student action to carbon measures, encouraging adaptation behaviours and increase community resilience for the future.
Schools waste minimisation programme
Construction waste enforcement and leadership programme
Pest Free Ihumātao	These are ecological restoration programmes which contribute to carbon sinking, which leads to greenhouse gas reduction and will help to reduce the effects of climate change. Management of exotic species’ impacts is one of the main ways in which we can improve resilience of Auckland’s biodiversity to climate change.
Pest Free Urban South
Huringa whanonga mōkai ngeru: Cat owner behaviour change
Pūkaki Crater restoration	This programme will reduce the effects of climate change as restoration and vegetation play vital roles in carbon sequestration by storing atmospheric carbon dioxide in a solid form.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

78. 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.

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

80. Infrastructure and Environmental Services staff will work closely with the Community Empowerment Unit and Parks, Sports and Recreation staff. Programmes delivering restoration and pest management programmes such as Pūkaki Crater restoration and Pest Free Urban South will require engagement with community groups and will be undertaken on public land.

81. Natural Environment Strategy Staff will be coordinated with on work related to the Manukau Harbour Forum.

82. The construction and demolition waste advisor employed through the Construction waste enforcement and leadership programme will act in a reporting function to Compliance.

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

Local impacts and local board views

83. The projects proposed for inclusion in the board’s Infrastructure and Environmental Services work programme will have positive environmental outcomes across the Māngere-Ōtāhuhu Local Board area. Particular focus areas for the 2023/2024 work programme include Harania Creek, Ōruarangi Creek, Pūkaki Crater, Tararata Creek and Waokauri Creek.

84. The projects noted above align with the 2020 local board plan outcome ‘Protecting our environment and heritage for future generations’. The proposed work programme has been considered by the local board in a series of workshops from November 2022 to June 2023. The views expressed by local board members during the workshops have informed the recommended work programme.

Tauākī whakaaweawe Māori

Māori impact statement

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

86. 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.

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

88. 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 will work with mana whenua and mātāwaka to identify and deliver low carbon outcomes for Māori.
Māngere waterways restoration	Katiakitanga	The stream coordinator is engaging with Makaurau marae throughout the regenerative process and is working with representatives to identify opportunities to collaborate.
Resource Recovery Network	Katiakitanga	The project will involve engagement with mana whenua and mataawaka, and achieve outcomes specifically requested by Māori. For example, Makaurau marae and other local iwi groups (including Papatūānuku Marae) will be involved in the planning process and leading programmes which turn waste into resources, exercising kaitiakitanga.
Manukau Harbour Forum	Kaitiakitanga and realising rangatahi potential	Māori youth will be involved in the youth sustainability wānanga and are supported to develop and implement programmes relevant to them and their communities. The wānanga also engages with kaumātua from Makaurau Marae to provide advice and mātauranga Māori that informs programme delivery. During the wānanga, te reo Māori is actively promoted, as a key component of programme delivery. The coordinator role has a requirement to be comfortable to use and learn te reo in person and emails, they will also engage with mana whenua.
Pest Free Ihumātao	Māori business, tourism and employment Kaitiakitanga Realising rangatahi potential	This project is led and mostly delivered by Makaurau Marae’s environmental division to support economic opportunities for Māori and to boost the nursery’s capabilities in becoming self-sufficient and more resilient. This project facilitates mana whenua to exercise their responsibilities of tino rangatiratanga and kaitiakitanga and Māori to apply tiakitanga. This is achieved through restoration activities that enable mana whenua to undertake in their rohe - covering Oruarangi Awa and buffering the land around Ōtuataua Stonefields. Allowing for mātauranga Māori to inform the project design leading to improved community involvement (for example, not using toxins/bait for pest control). This project also enables Māori youth participation and empowers them in decision making, leadership, education and employment.
Pūkaki Crater restoration	Kaitiakitanga Māori identity and culture	Staff have good relationships with, and engage with the Pūkaki Crater co-management committee, which is made up of members from Te Ākitai Waiohua and Auckland Council staff from the Parks and Community Facilities Te Waka Tai-ranga-whenua department. These meetings enable proposed works to be discussed openly and are agreed upon before they commence. This ensures the Māori outcomes identified are aligned. All work is delivered in collaboration the kaitiaki manager of Pūkaki Marae. Half of the plants sourced are supplied by Makaurau Marae Nursery to support local Māori business.
Schools waste minimisation programme	Te Reo Māori Kaitiakitanga Realising rangatahi potential	Common kupu Māori will be used when teaching students about sustainability and environmental concepts. Students will be encouraged to see themselves as part of their communities economic system and shown career pathways, learning skills on a pathway for many green jobs.
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.

89. 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

90. The proposed environment work programme for 2023/2024 totals to $515,250 of the board’s locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total budget for 2023/2024.

91. The proposed work programme also includes $218,500 in regionally funded asset-based services capital expenditure for the coastal renewals programmes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

92. 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.

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

94. 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.

95. 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
Climate action programme	To succeed, the programme depends on the willingness and availability of community actors to participate in community climate action.	Some potential community actors to deliver community climate action in 2023/2024 were identified through the non-contestable community climate action grants process held in 2022/2023.	Low
Huringa whanonga mōkai ngeru: Cat owner behaviour change	There is potential that other animal welfare groups may wish to also receive funding for animal desexing.	This can be managed by directing them to competitive funding avenues such as the Regional Environment and Natural Heritage grants. Staff advise that the SPCA service is the best set up to provide online booking systems, translations in multiple languages, and a well-known, trusted brand to encourage uptake.	Low
Low carbon lifestyles	The risk of overlapping support with other healthy home programmes will be minimised.	Recipients of the District Healthy Board’s healthy homes initiative (Noho Ᾱhuru) or Kāinga Ora residents will be identified through their responses to doorstep questions so there will not be a double-up.	Low
Māngere bike hub	Key dependencies include the continuing availability of a suitable location for the Bike Hub and sufficient community interest and funding sources.	The current location is suitable and available and therefore this is considered a low risk.	Low
Māngere waterways restoration	There is a risk that plants may not be able to establish. Timely delivery of this programme is dependent on contractor availability to carry out weeding and planting.	To ensure plants will grow, best practices will be followed, and planting events will be scheduled in winter. To mitigate delays in procurement, the contractor will be engaged as early as possible.	Low
Resource Recovery Network	This programme is dependant on the engagement of community groups.	Community groups have been interested in participating in the past, this is expected to continue.	Low
Manukau Harbour Forum	This project is dependent of securing a new coordinator for the 2023/2024 year.	Staff have started to investigate possible applicants and therefore this is considered low risk.	Low
Pest Free Ihumātao	Potential issues with land tenure may have a short-term effect on access for the programme.	Long-term outcomes from this programme have been identified to align with iwi values.	Low
Pest Free Urban South	A risk to the programme is if there was a change in community demand and values, for example if they were not supportive of the use of herbicide in their area. There is also potential risk in school programmes that are oversubscribed and are not able to commit.	Alternative options will be identified if there are opposed views to the programme’s approach. Natural Environment Delivery, Sustainable Schools, Healthy Waters and Parks, Sports and Recreation staff will work in partnership to ensure schools are well supported to deliver the Pest Free Urban South vision.	Low
Pūkaki Crater restoration	As fences were damaged during heavy weather events in 2023, there is a risk that livestock may get into, and the planted area and damage the plantings. Weeds may invade open slip areas from the extreme weather events that happened in early 2023.	To mitigate this risk, stock have been removed from the adjacent paddocks and the area will be monitored by contractors and staff. Regular maintenance and some infill planting will be carried out to prevent this.	Low
Schools waste minimisation programme	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
Tāmaki Estuary Environmental Forum	This programme is dependent on the sourcing of a suitable contractor to coordinate the forum. The Clean Stream Watch programme relies on community engagement and input to be successful.	It is expected that the current coordinator will be able to continue in the role and staff are confident that other contractors would be available if necessary. Individual leaders within the forum will be designated to oversee an area to actively engage the community to participate in monitoring activities to share ownership and responsibility of water quality results for their local area.	Low Medium

96. 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

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

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

Ngā tāpirihanga

Attachments

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

Ngā kaihaina

Signatories

Author

Nicola Perry - Relationship Coordinator

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Shirley Coutts – Acting Local Area Manager

Māngere-Ōtāhuhu Local Board

26 July 2023

Approval of the 2023/2024 Māngere-Otāhuhu Local Board Governance Work Programme

File No.: CP2023/09355

Te take mō te pūrongo

Purpose of the report

1. To approve the 2023/2024 Māngere-Otāhuhu Local Board Governance work programme.

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

· TUIA Programme $3,000

· Ara Kōtui $6,000

· Engagement Governance and Stakeholder $12,000.

7. The proposed work programme has a total value of $21,000 which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2023/2024 financial year.

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

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) whakaae / approve its 2023/2024 Governance work programme and associated budgets, as summarised in the table below:

Activity name	2023/2024 budget for approval
Achieving Māori Outcomes: Tuia Programme	$3,000.00
Achieving Māori Outcomes: Ara Kōtui	$6,000.00
Engagement: Governance and Stakeholder	$12,000.00
Total	$21,000.00

Horopaki

Context

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

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

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

· Outcome 4: Celebrating our unique Tangata Whenua and Pasifika identities

· Objective: Express and support creative influences throughout our facilities and programmes

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

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

Māori Outcomes

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

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

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

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

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

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

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

Table one: Kia Ora Tāmaki Makaurau Māori Outcomes Strategic Priorities

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

Ara Kōtui - $6,000

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

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

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

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

· mana whenua attendance fees at Ara Kōtui

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

TUIA rangatahi mentoring programme - $3,000

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

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

· rangatahi attendance and associated expenses to attend wananga

· any other expenses associated with delivery of this programme.

Engagement: Governance and Stakeholder - $12,000

30. The amount of $2,000 is allocated for stakeholder engagement towards the end of the year. Objective of the event is to offer an opportunity for the local board to share project/programme outcomes for the year with service providers/community groups/community champions in the local area and offer a platform for them to network and raise any emerging issue/priority which the local board might not be aware of.

31. The amount of $5,000 is set aside to support local Mana Whenua Engagement with the local board. This could be project or issue based.

32. The amount of $5,000 is allocated towards engagement collateral to assist brand awareness of the local board. This budget will include cost for banners, posters etc. It will also support hui and fono within the local area, which is led by the Local Board related to the local board plan, annual budget and other engagement initiatives, which isn’t part of the work programme.

Tauākī whakaaweawe āhuarangi

Climate impact statement

33. 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.

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

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

Local impacts and local board views

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

39. The programmes noted above align with the local board plan outcome “Celebrating our unique Tangata Whenua and Pasifika identities”. 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

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

41. The work programme includes activities that aim to deliver outcomes for and with Māori, in alignment with the strategic priority area Kia ora te Hononga in Kia Ora Tāmaki Makaurau (Auckland Council’s Māori Outcome Framework). Progress on how the activities are achieving these outcomes will be reported to the local board on a quarterly basis.

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

Table two: Māori outcome delivery through proposed activities

Activity name

Māori outcome

Ara Kōtui

Kia Ora Te Hononga: Effective Māori participation

TUIA rangatahi mentoring programme

Kia Ora Te Hononga: Effective Māori participation

Kia Ora Te Rangatahi: Realising rangatahi potential

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

Ngā ritenga ā-pūtea

Financial implications

44. The proposed Governance work programme for 2023/2024 totals $21,000 of the board’s locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total budget for 2023/2024.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

45. If the proposed Governance Work Programme is not approved in a timely manner, there is a risk that activities may be delayed or not delivered within the financial year.

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

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

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

Table three: Key risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Ara Kōtui	There is a risk that mana whenua representatives do not attend hui.	Staff work to ensure topics for hui are of interest to mana whenua.	Low
TUIA rangatahi mentoring programme	There is a risk of rangatahi being unable to attend wananga, and mentors having limited time to mentor rangatahi. There is also a risk that no rangatahi will put themselves forward for the 2024 programme.	Staff work to promote the opportunity for rangatahi through existing networks and through connections with mana whenua and Māori organisations. This will begin in Q2. Staff provide rangatahi with administrative support for travel arrangements to attend wananga.	Low
Engagement: Governance and Stakeholder - $12,000	Insufficient stakeholder attendance, limited networking opportunities, failure to address emerging issues, and low event awareness.	Promote the event in advance, collaborate with community leaders send personal invitations to key stakeholders and leverage digital and local media.	Low

Ngā koringa ā-muri

Next steps

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Māngere-Ōtāhuhu Local Board Governance Work Programme 2023/2024	45

Ngā kaihaina

Signatories

Authors

Lucy Stallworthy - Local Board Engagement Advisor

Nicole Braganza - Advisor Plans & Programmes

Authoriser

Shirley Coutts – Acting Local Area Manager

Māngere-Ōtāhuhu Local Board

26 July 2023

Approval of the 2023/2024 Māngere-Ōtāhuhu Local Board Customer and Community Services work programme

File No.: CP2023/09614

Te take mō te pūrongo

Purpose of the report

1. To approve the 2023/2024 Māngere-Ōtāhuhu 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 Māngere-Ōtāhuhu 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 Māngere-Ōtāhuhu 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 because 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 can 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 Māngere-Ōtāhuhu Local Board:

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

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

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

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

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

Horopaki

Context

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

Diagram

Description automatically generated

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

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

· Outcome 2 - We are building well connected, engaged and active communities

· Outcome 3 - Protecting our environment and heritage for future generations

· Outcome 4 - Celebrating our unique Tangata Whenua and Pasifika identities

· Outcome 5 - Our children and young people grow and succeed

· Outcome 6 - We thrive and belong in safe, healthy communities

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
3988	Local crime prevention fund, safety initiatives investment - Māngere-Ōtāhuhu	CCS: Connected Communities – Community Delivery	$49,412
30506	Cottage (ex Mirimiri) 141R Robertson Road - refurbish exterior and interior of the building	CCS: Parks and Community Facilities – Project Delivery	$120,000
31720	David Lange Park - upgrade suburb park	CCS: Parks and Community Facilities – Project Delivery	$0
33268	Gerry Preston Pavilion (Ex:Swanson Hall) - refurbish boxing gym	CCS: Parks and Community Facilities – Project Delivery	$0
30803	Imrie Park - upgrade playground and install perimeter path	CCS: Parks and Community Facilities – Project Delivery	$0
31797	Kiwi Esplanade (Bird Refuge & Pump House) - renew toilet and changing room facilities	CCS: Parks and Community Facilities – Project Delivery	$120,000
32078	Māngere Arts Centre/ Nga Tohu o Ue - renew heating, ventilation, and air conditioning (HVAC) system	CCS: Parks and Community Facilities – Project Delivery	$246,437
30682	Māngere East Community Buildings - refurbish facilities	CCS: Parks and Community Facilities – Project Delivery	$100,000
40269	Māngere Wardens Centre - full refurbishment	CCS: Parks and Community Facilities – Project Delivery	$50,000
30687	Māngere-Ōtāhuhu - install new signage -Te Kete Rukuruku - Māori naming of parks and places	CCS: Parks and Community Facilities – Project Delivery	$7,048
40276	Māngere-Ōtāhuhu - renew artificial cricket pitches	CCS: Parks and Community Facilities – Project Delivery	$15,000
40274	Māngere-Ōtāhuhu - renew sports lighting	CCS: Parks and Community Facilities – Project Delivery	$100,000
40271	Māngere-Ōtāhuhu - renew sports lighting infrastructure	CCS: Parks and Community Facilities – Project Delivery	$50,000
40278	Māngere-Ōtāhuhu - renew storm damage assets	CCS: Parks and Community Facilities – Project Delivery	$109,800
30503	Metro Theatre (Māngere East Hall) - refurbish hall	CCS: Parks and Community Facilities – Project Delivery	$143,000
30566	Murphy Park - rebuild toilet block	CCS: Parks and Community Facilities – Project Delivery	$100,000
32144	Ngā Hau Māngere / Māngere Centre Park - construction of new ablution block	CCS: Parks and Community Facilities – Project Delivery	$0
40265	Ngā Hau Māngere / Māngere Centre Park - develop new pathway	CCS: Parks and Community Facilities – Project Delivery	$0
40266	Ngā Hau Māngere / Māngere Centre Park -install park furniture and fixtures	CCS: Parks and Community Facilities – Project Delivery	$0
32117	Ngā Hau Māngere / Māngere Centre Park - renew toilet and changing room facilities	CCS: Parks and Community Facilities – Project Delivery	$200,000
30527	Ngā Hau Māngere / Māngere Centre Park Depot - renew boxing facility	CCS: Parks and Community Facilities – Project Delivery	$200,000
31805	Portage Canal Foreshore Reserve - renew footbridge	CCS: Parks and Community Facilities – Project Delivery	$100,000
30294	Purata Park - renew playground	CCS: Parks and Community Facilities – Project Delivery	$0
31710	Te Ara Tāwhana / Moyle Park - upgrade playground	CCS: Parks and Community Facilities – Project Delivery	$0
31724	Walter Massey Park - upgrade sports fields and lighting	CCS: Parks and Community Facilities – Project Delivery	$50,000

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

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

Previous ID

Activity name

Lead department

1505

Venue Hire Subsidy

CCS: Connected Communities – Community Delivery

3561

Safety Network and Placemaking Activities

CCS: Connected Communities – Community Delivery

Financial impacts and constraints

38. A widening shortfall between council revenue and expenditure has been driven, in part, by the growing range of assets and services provided for Aucklanders. This has included investment in infrastructure to address the city’s growth.

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

40. This situation has been worsened by ongoing broad economic factors such as rising inflation, higher interest rates, supply chain difficulties and a labour market squeeze, as well as the COVID-19 pandemic impacts for the past couple of years. Recent storm events and the associated repairs make overcoming the budget shortfall even harder.

41. Over the past year, economic conditions have been exceptionally challenging. The change in New Zealand’s inflation rate has been surprising, with the consumer price index rising from less than two per cent to more than seven per cent in a year.

42. In response to the $375 million budget shortfall, a mix of solutions that include operating cost reductions was proposed in the Annual Budget for 2023/2024. This includes a total reduction in local board operating funding of $4 million.

43. This represents approximately one per cent of the total budget that the local boards oversee. Local boards may choose to reduce their allocated funding for locally driven initiatives operating expenditure, as these projects are discretionary.

44. Alternatively, local boards could consider reductions to the asset-based services budgets through changes in levels of service, e.g. reduced facility opening hours.

45. Individual reduction targets for local boards have been allocated based on the Local Board Funding Policy.

Māori Outcomes

46. 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
We are building well connected, engaged and active communities	· Community facilities meet our diverse needs, enhancing our lifestyles, culture, and wellbeing.	· Develop a destination playground and improvements at David Lange Park in partnership with Variety, the Children’s Charity. · Deliver our park renewals, concept plans and Centre Park masterplan to meet increasing sports and recreational needs. · Work with Panuku to deliver a refreshed community facility at Ōtāhuhu Town Hall to meet community needs. · Work alongside the Auckland Council group, including the Development Programme Office, and Auckland Transport, to complete the Ōtāhuhu Streetscape project by funding the remaining development works and deliver a safe, attractive, and vibrant town centre.
Celebrating our unique Tangata Whenua and Pasifika identities	· Express and support creative influences throughout our facilities and programmes. · Partnering with Māori and Pasifika to enable excellence and equity.	· Do more to support new local social entrepreneurs, including our Māori and Pasifika people, to produce more unique goods and services. · Continue our arts broker programme to explore and mentor local artists and develop opportunities to expose local arts and cultural talents to a wider public network including the commercial sector. · Include cultural designs and local art in our facilities, promoting local storytelling and expression. · Continue to prioritise developing our partnerships with Te Akitai Waiohua, Te Ahi Waru Waiohua and other local mana whenua to promote their aspirations. · Work with mana whenua and mataawaka and local marae to strengthen relationships and preserve local taonga. · Initiatives to maintain Pasifika languages and traditional culture through events and creative expressions; also advocating to improve their health and wellbeing.
Our children and young people grow and succeed	· Voices of children and young people influence the life of our community. · Young people are equipped with skills, training, and support to flourish in the workforce.	· Explore creative ways to empower diverse youth from across Māngere-Ōtāhuhu to have a platform and contribute towards local decision-making. · Partner with community groups to deliver mentoring and other programmes, supporting children and young people to participate in the community and contribute positive change. · Partner with providers and community groups to make training, education, and high-quality employment more accessible for local young people. · Provide opportunities for young people to express their creativity, innovation and entrepreneurship with mentoring and guidance. · Focus library and community activities on encouraging learning, including STEM education, for our children and young people.
We thrive and belong in safe, healthy communities	· Successful communities are made up of thriving families and empowered people living in safe neighbourhoods. · Celebrating our differences brings us together.	· Support activities that help people have healthier lifestyles and better wellbeing. · Progress art programmes to foster creative and economic opportunities, particularly for children, young people and older people. · Work with The Southern Initiative, Auckland Unlimited, and the education and training sectors to create innovative ways for our people to gain skills, training, and education in our community. · Partner with community and wider groups to continue supporting neighbourhood safety and crime prevention, including reducing alcohol outlets, smoking, substance abuse and gambling machines. · Support programmes allowing our ageing community to access our facilities and enjoy participating in our society. · Deliver and champion meaningful engagement and enhance local understanding of their role, services and activities impacting on community outcomes. · Champion ways to improve and enhance our people’s lifestyles, including increasing accessibility and participation in community life for people who are differently abled. · Invest in local activities and support regional events that promote the unique spaces in our area and bring us together, celebrating our vibrant cultures and identities.

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. 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 Māngere-Ōtāhuhu 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 Māngere-Ōtāhuhu 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: Māngere-Ōtāhuhu 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)	1,180,413	0	0
Opex: Asset Based Services (ABS)	17,565,740	0	0
Capital (Capex): Local Asset Renewals - Budget (ABS)	5,554,518	4,696,783	4,446,236
Capex: Local Asset Renewals - Proposed Allocation (ABS)	4,906,175	4,696,783	4,446,236
Advanced Delivery RAP*	354,237
Capex: Local Asset Renewals - Unallocated budget (ABS)	294,106	0	0
Capex: Locally Driven Initiatives (LDI) – Budget	167,000	342,643	939,427
Capex: Locally Driven Initiatives (LDI) - Proposed Allocation	7,048	205,000	443,000
Advanced Delivery RAP*	454,058
Capex: Locally Driven Initiatives (LDI) - Unallocated budget	-294,106	137,643	496,427
Capex: Growth projects Allocation	315,000	1,650,000	3,250,000
Capex: Coastal projects Allocation	0	0	0
Capex: Slips Prevention projects Allocation	0	0	0
Capex: Specific Purpose Funding – Allocation	17,751	0	0
Capex: One Local Initiative	0	0	0
Capex: Long-term Plan discrete	766,889	0	0
Capex: Natural Environment Targeted Rate	0	0	0
Capex: External Funding Allocation	794,849	0	0
TOTAL ALLOCATIONS	$6,807,712	$6,551,783	$8,139,236

* 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 26 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 27 July 2023 and continue until 30 June 2024.

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

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Customer and Community Services Work Programme 2023-2024 (Under Separate Cover)
b ⇩	Māori Outcomes	65
c ⇩	Regional Projects	83
d ⇩	Climate Impacts	85

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

Shirley Coutts – Acting Local Area Manager

Māngere-Ōtāhuhu Local Board

26 July 2023

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

File No.: CP2023/08471

Te take mō te pūrongo

Purpose of the report

1. To provide the council-controlled organisation (CCO) work programme (Apr-Jun 2023) update, and expected milestones and engagement approaches 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 agreements reached with Auckland Transport, Tātaki Auckland Unlimited, Eke Panuku Development Auckland and Watercare over how and when to collaborate on CCO-led activities in the local board area.

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, and

· 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 Māngere-Ōtāhuhu 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 Māngere-Ōtāhuhu Local Board:

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

Horopaki

Context

What are CCO Local Board Joint Engagement Plans?

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

· help cement CCO and local board relations

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

· coordinate CCO actions better at the local level.

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

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

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

What are the CCO work programme items?

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

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

16. As per the joint engagement plans:

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

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

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

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

· new work programme items and proposed engagement level

· changes to the engagement approach with the local board

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

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

· completed work programme items

· new work programme items

· changes to engagement levels.

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

Auckland Transport

Completed work programme items since April 2023

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

· signalisation improvements at Great South Road / Portage Road / Saleyards Road intersections – completed in 2021/2022

· Activities in the Road Corridor Bylaw 2022 - this bylaw was developed to replace a range of previous bylaws and to consolidate and update their regulations into a single document for ease of use, as well as to streamline some processes such as livestock on roads, vehicle crossing application, traffic management plans, filming permits, trading, corridor access requests.

New work programme items since April 2023

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

· Wallace Road improvements

· Moyle and Māngere Centre Parks shared path.

Changes to work programme item engagement levels since April 2023

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

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

Tātaki Auckland Unlimited

Completed work programme items since April 2023

28. Tātaki Auckland Unlimited has completed the following work programme items:

· partnering to attract and support events that attract visitation and are a catalyst for Auckland’s regionwide economic prosperity (such as World Choir Games, Rugby World Cup 2022)

· Rangatahi Youth Enterprise summit

· sharing economic data and analysis - local economic overviews

· Te Matatini and Haka Ngahau (regional pre-event, coincides with 50th anniversary of Te Matatini)

New work programme items since April 2023

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

Changes to work programme item engagement levels since April 2023

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

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

Eke Panuku Development Auckland

Completed work programme items since April 2023

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

New work programme items since April 2023

33. There are no new items in Eke Panuku Development Auckland’s work programme to report.

Changes to work programme item engagement levels since April 2023

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

35. Māngere Market site: that Eke Panuku is working with Auckland Transport and will update the local board as required in July – September 2023.

Watercare

Completed work programme items since April 2023

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

New work programme items since April 2023

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

· Walmsley Road Bulk Supply Point: update to the bulk supply point in Walmsley Road to improve the resilience of water supply in the area. Construction began in May 2023. Construction expected to be completed in July – September this year.

· Rehua Place Aorere Park: this project combines the Aorere Park and Rehua Place Rehabilitation projects into one. These wastewater upgrades will support infill growth and Kāinga Ora redevelopment in the Aorere Park and Rehua Place catchments in Māngere. The project includes rehabilitation of manholes and sewers and is estimated to cost approximately $14.15 million. Tendering is expected to be complete, and a construction contract awarded. Construction is expected to start in August 2023.

Changes to work programme item engagement levels since April 2023

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

41. 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

42. 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.

43. 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

44. 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.

45. 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

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

47. 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

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

49. 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

50. 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.

51. 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

52. 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).

53. 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.

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Auckland Transport - work programme update	103
b ⇩	Tātaki Auckland Unlimited - work programme update	105
c ⇩	Eke Panuku - work programme update	107
d ⇩	Watercare - work programme update	109

Ngā kaihaina

Signatories

Author

Maclean Grindell - Senior Local Board Advisor

Authorisers

Louise Mason - General Manager Local Board Services

Shirley Coutts – Acting Local Area Manager

Māngere-Ōtāhuhu Local Board

26 July 2023

2025 Auckland Council elections - electoral system

File No.: CP2023/09389

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 Māngere-Ōtāhuhu 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 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 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 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 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

Louise Mason - General Manager Local Board Services

Shirley Coutts – Acting Local Area Manager

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

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

Chairperson	Tauanu’u Nick Bakulich
Deputy Chairperson	Harry Fatu Toleafoa
Members	Joe Glassie-Rasmussen
	Makalita Kolo
	Christine O'Brien
	Papaliitele Lafulafu Peo, JP
	Togiatolu Walter Togiamua