Agenda of Waiheke Local Board - Wednesday, 26 July 2023

Waiheke Local Board

26 July 2023

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

File No.: CP2023/08539

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

5. In June 2023, the Governing Body adopted the council’s 2023/2024 budget. These programmes were workshopped with the board in May and June 2023 and adjusted following feedback received.

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

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

· Bike hub - $5,000

· Climate action activator - $30,000

· Construction waste leadership on Waiheke - $25,000

· The Waiheke marine education initiative - $39,000

· Waiheke collective coordinator - $15,000

· Waiheke water quality programme - $30,000

· Waiheke environmental fund - $30,000

8. The proposed work programme has a total value of $174,000, which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2023/2024 financial year.

9. The proposed work programme also includes $400,000 in asset-based services capital expenditure for the following coastal renewals programmes:

· Putaki Bay and Ostend Domain - renew coastal assets - $400,000

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

Ngā tūtohunga

Recommendations

That the Waiheke Local Board:

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

Activity name	2023/2024 budget for approval
Bike hub	$5,000
Climate action activator	$30,000
Construction Waste Leadership on Waiheke	$25,000
The Waiheke marine education initiative	$39,000
Waiheke collective coordinator	$15,000
Waiheke environmental grants fund	$30,000
Waiheke water quality programme	$30,000
Total	$174,000

b) tuhi ā-taipitopito/note the allocation of $400,000 asset-based services capital expenditure budget towards the Putaki Bay and Ostend Domain - renew coastal assets programme in the 2023/2024 financial year.

Horopaki

Context

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

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

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

· restore, enhance, and protect our natural environment in partnership with our community,

· respond to the challenge of climate change,

· improve conservation of our marine and coastal environment,

· reduce the waste stream.

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

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

· National Policy Statement on Freshwater Management

· Tīkapa Moana – Hauraki Gulf Islands Waste Plan

· Auckland Council Regional Pest Management Plan 2020-2030

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

17. The work programme (Attachment A) provides a three-year view that demonstrates the phasing or continuation of programme delivery over the 2021/2022, 2022/2023 and 2023/2024 financial years.

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

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

Bike hub - $5,000

20. The board has indicated it would like to continue to fund the bike hub on Waiheke in the 2022/2023 financial year, with a reduction in the in-principle funding indicated in the 2022/2023 wok programme report from $10,000 to $5,000. The reduced funding will support community engagement work around relevant topics such as barriers to cycling across the island.

21. While the board has reduced their funding to this programme, overall delivery will continue through other funding sources. The Bike Hub has received funding support for this year from Auckland Transport, this will ensure continued support of the Waiheke Cycle Action group to deliver a sustainable business model. The funding from Auckland Transport is very specific and the local board support will allow for development of plans, community meetings and a cohesive events programme that is unable to be achieved within the specific parameters set around the Auckland Transport support.

22. Staff recommend that the board allocate $5,000 to this programme in 2023/2024.

Climate action activator - $30,000

23. The board has indicated that it would like to continue funding to support and expand low carbon initiatives on Waiheke in the 2023/2024 financial year. In the 2021/2022 financial year the board approved $25,000 to begin work on the Waiheke Low Carbon Action Plan and to the appointment of a climate activator to begin the roll-out of the plan. The plan was adopted at the business meeting in June 2021 (res WHK/2021/111). In the 2022/2023 financial year the board contributed $25,000 towards the work of the climate activator (res WHK/2022/102).

24. The climate activator will continue to coordinate and drive implementation of the Waiheke Climate Action Plan, and work on investment, collaboration, and amplification of low carbon community action. A work programme with specific actions will be developed and presented to the Local Board in August 2023.

25. Staff recommend that the board allocate $30,000 to this programme in 2023/2024.

Construction Waste Leadership on Waiheke - $25,000

26. The local board has indicated it would like to contribute funding towards a new programme to support construction waste leadership on Waiheke in the 2022/2023 financial year.

27. In 2022/2023 the fixed term role of a construction and demolition waste advisor was established and made progress in working with builders and developers on improving site practices and acting as a link between the industry and waste minimisation measures.

28. The focus areas of the advisor for 2023/2024 will be to continue building on already developed relationships with participants and expanding into making new connections in the building sector on Waiheke Island, completing monthly site visits to promote installation of measures for improved on-site practices as well as connecting the sector to alternative destinations for construction and demolition waste, as well as highlighting the success of builders showing leading and innovative practice, while developing and promoting good pro-active case-studies by builders and architects on the island. further developing the ‘Waiheke way of building”.

29. Staff recommend that the board allocate $25,000 to this programme in 2022/2023.

The Waiheke Marine Education Initiative - $39,000

30. The board has indicated that it would like to continue supporting the Sustainable Schools marine education initiative in the 2023/2024 financial year. The board contributed $35,400 towards this programme in the 2021/2022 financial year and $39,000 in 2022/2023.

31. In both the 2021/2022 and 2022/2023 financial years this programme has been undertaken it received high uptake from schools including Te Huruhi School, Waiheke High School, Waiheke Primary School, and Waiheke Steiner School (Fossil Bay School).

32. The focus of this programme for 2023/2024 will focus on experiential learning and citizen science leading to student-led action to restore and protect the marine environment. Educational sessions will focus on continuing to identify and highlight local issues and exploring potential solutions, while local experiences will connect students to the marine environment and surrounding catchment. This will include a range of activities such as snorkel surveys, shellfish monitoring, freshwater quality and fish monitoring, rocky shore studies, beach clean-ups, and bird or pest surveys.

33. Each school term in 2023/2024 school year will include:

· a Sustainable Schools cluster meeting to provide training, support, and resources for teachers,

· a student day outside the classroom, including experiential learning, citizen science, taking action, reflecting, and sharing with the wider community,

· a student action group meeting where leaders from each school share stories, ideas and programmes with other schools while taking new learning and ideas back to their own school.

34. A new cohort of students are engaged each calendar year for three years, increasing student numbers and actions to build momentum and engagement of the community.

35. Staff recommend that the board allocate $39,000 to this programme in 2023/2024.

Waiheke Collective Coordinator $15,000

36. The board has indicated that it would like to continue funding the Waiheke Collective Coordinator in the 2023/2024 financial year. This is year three of this programme.

37. This programme line is a continuation of the Conservation Advisor with the delivery of the work being moved into the Waiheke Collective. The name of the programme line has been changed to reflect this.

38. The part-time collective coordinator will provide specialist biodiversity advice, increased support for landowners and community-led conservation activities and undertake project management. The position will also assist in the delivery of critical pathogen, biodiversity and wetland programmes, including education and advocacy for high priority areas.

39. Match-funding for this role will be provided through natural environment targeted rate funding, making the total budget for the role at least $30,000.

40. Staff recommend that the board allocate $15,000 to this programme in 2023/2024.

Waiheke Environmental Grants Fund - $30,000

41. The board has indicated that it would like to continue to fund Waiheke environmental grants in the 2023/2024 financial year. The board contributed $30,000 towards this fund in both the 2021/2022 and 2022/2023 financial years.

42. This fund supports projects with ecological restoration and management outcomes which are aligned with the local board's environmental priorities. It supports and grows community and landowner environmental restoration and management initiatives which create safe, healthy, and connected habitat in priority areas within the Waiheke Local Board area.

43. This budget will cover a once-yearly funding round, administered by the council’s grants team alongside other Waiheke community grants. Environmental Services will coordinate assessment and grant allocation following the local board's grant funding guidelines.

44. If the first funding application round does not receive applications to utilize all the funding a second round will be run at a later date.

45. Staff recommend that the board allocate $30,000 to this programme in 2023/2024.

Waiheke Water Quality Programme $30,000

46. The board has indicated that it would like to continue supporting the Waiheke water quality programme in the 2023/2024 financial year (previously known as Project Little Oneroa).

47. This programme will build upon existing education and civic engagement around waterway health on Waiheke. Other benefits of this initiative include working towards recreational water contact standards to avoid risks to public health, and restoring the mauri, cultural and community values of waterways.

48. This programme will support communities to protect and restore waterways, with a focus on the management of onsite wastewater systems. Key catchment focus areas include Little Oneroa, Omiha, Palm Beach and Onetangi. If additional catchments are identified as high need areas the programme can be reprioritised to move focus to the newly identified area.

49. For the coming 2023/2024 work programme year the Local Board has requested that Putiki Bay be looked at as a potential site for water testing.

50. Activities for 2023/2024 will include community workshops, further surveys with local residents to raise awareness around water quality, and discounted septic tank inspections.

51. Healthy Waters will supplement the local board budget by continuing to enable Wai Care monitoring of streams in the catchments.

52. Staff recommend that the board allocate $30,000 to this programme in 2023/2024.

Tauākī whakaaweawe āhuarangi

Climate impact statement

53. 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.

54. 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.

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

Table 1: Climate impact assessment of proposed activities

Activity name	Climate impact
Bike Hub	Community climate action involves local residents’ reducing or responding to climate change in personal lifestyle or local community-based ways and creating new social norms. This programme aims to reduce emissions by increasing access to active transport. This programme aims to increase community resilience by reduced reliance on fossil-fuel transport and increased community connections.
Climate action activator	This programme aims to reduce emissions and increase community resilience by identifying gaps and strategic opportunities in the Waiheke Low Carbon Action Plan and creating collaborations that will build on existing local activity.
Construction Waste Leadership on Waiheke	This main aim of this programme is to assist building contractors and developers to reduce construction and demolition waste to landfill which will directly reduce greenhouse gas emissions. It also supports greater integration of on-island facilities (such as the Community Recycling Centre) into building waste solutions.
The Waiheke Marine Education Initiative	Learning through experience will engage students in action and behaviour change to protect and enhance our marine environment. The impact of understanding and making the required behaviour change will contribute to climate change resilience.
Waiheke Collective Coordinator	Engaging a Waiheke-based organisation to deliver in this position will help to minimise Auckland Council’s greenhouse gas emissions by reducing travel emissions. This position will also support offsets by enabling the planting and restoration of a number of high priority ecosystems.
Waiheke Environmental Grants Fund	The local board aims to support and grow community and landowner conservation efforts and environmental initiatives within the Waiheke Local Board area. Grant outcome four identifies that a programme ‘contributes towards resolving global environmental issues’, for instance, reducing greenhouse gas emissions that contribute to climate change. This is one of the criteria under which projects might qualify for the grants.

Activity name

Climate impact

Waiheke water quality programme

This programme will provide resilience to the community by ensuring waterways are protected and enhanced through native planting. Riparian margins are important in ensuring that flooding and erosion impacts are minimised in increased rainfall events as a result of climate change. Freshwater ecosystems provide many ecosystem services such as flood mitigation, habitat for native biodiversity, and carbon sequestration. These services are enhanced when the ecosystems are restored.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

56. 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.

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

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

Local impacts and local board views

58. The projects proposed for inclusion in the board’s Infrastructure and Environmental Services work programme will have positive environmental outcomes across the Waiheke Local Board area. Particular focus areas for the 2023/2024 work programme include the Awaawaroa wetland, Little Oneroa, Blackpool, Palm Beach and Onetangi.

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

Tauākī whakaaweawe Māori

Māori impact statement

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

61. 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.

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

63. 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 activator	Kaitiakitanga	Representatives from mana whenua and the Māori community are participants in the stakeholder working group that has developed the Climate Action Plan. The activator will work with mana whenua and mātaawaka to identify and deliver low carbon outcomes for māori, as identified in the local board’s climate action plan.
Waiheke Collective Coordinator	Kaitiakitanga	This role includes engagement with mana whenua and local iwi on biodiversity protection on iwi land.
The Waiheke marine education initiative	Te reo Māori, kaitiakitanga, realising rangatahi potential.	As the programme has matured, a collaborative relationship with Ngāti Pāoa is being established. Staff are working with Piritahi Marae and partners of this programme to maximise rangatahi leadership and engagement.
Waiheke Environmental Grants Fund	Kaitiakitanga	Applications will be encouraged to include guardianship and protection principles to conserve and protect the environment for the future.

64. 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

65. The proposed environment work programme for 2023/2024 totals to $174,000 of the board’s locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total draft budget for 2023/2024.

66. The proposed work programme also includes $400,000 in asset-based services capital expenditure for the coastal renewal’s programmes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

67. 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.

68. 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.

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

Table 3: Key risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Bike Hub	There is a risk of low interest from the community to use the bike hub.	This is considered low risk as Cycle Action Waiheke are very engaged with the community. In addition, there is a budget included in the overall funding to be used for events to promote the bike hub in the community.	Low
Climate action activator	There is a risk of lack of community engagement in the advisory group.	This is being mitigated through engaging specifically with community members who were part of the climate action plan consultation and expressed an interest in being part of an advisory group. Some budget has been set aside to support participants if needed.	Low
Conservation Advisor	There is a risk the workload exceeding the allocated part-time hours of the advisor.	Staff will work with the advisor to strategise to re-balance workloads or find alternative resourcing.	Low-medium
Construction Waste Leadership Waiheke	There is a risk of lack of awareness or willingness by builders to engage with the project.	A consistent presence of the Construction and Demolition Waste Advisor will raise profile of problematic waste practices and regular engagement with participants will create wider awareness.	Low

Activity name	Risk	Mitigation	Rating after mitigation
The Waiheke marine education initiative	This programme is dependent on all four schools continuing to commit to involvement for a whole year.	The schools have been involved for five years to date therefore this is considered a low risk.	Low
The Waiheke marine education initiative	This programme is also dependent on Waiheke community and business support to facilitate the experiential workshops and coordinate the programme.	Local businesses have been engaged with this programme for several years and are available and willing to deliver in the next financial year.	Low
Waiheke Environmental Grants Fund	There is a risk of no or few suitable applicants	If this occurs, another round of grant applications will be held. Staff will ensure that the grant is well publicised.	Low
Waiheke Water Quality Programme	This programme is dependent on the willingness of residents to change behaviour.	In past years there has been significant community uptake of education opportunities and inspection subsidies, therefore this is considered a low risk.	Low

Ngā koringa ā-muri

Next steps

70. 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.

71. 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 ⇩	Attachment A - Waiheke LB I&ES WP	23

Ngā kaihaina

Signatories

Author

Donna Carter - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Janine Geddes - Local Area Manager, Waiheke and Aotea / Great Barrier Local Boards

Waiheke Local Board

26 July 2023

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

File No.: CP2023/09624

Te take mō te pūrongo

Purpose of the report

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Waiheke 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 one the following 2020 Local Board Plan outcomes:

· Outcome 1 - Sustainable development and liveable places

· Outcome 2 - A sustainable economy

· Outcome 3 - Waiheke’s environment is protected, restored and enhanced

· Outcome 4 - Thriving, strong and engaged communities

· Outcome 5 - Māori outcomes

· Outcome 6 - Vibrant places for people

· Outcome 7 - Resilient transport and infrastructure

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
3965	Local crime prevention fund, safety initiatives investment Waiheke	Customer and Community Services	$20,000
412	Operational grant for Waiheke Community Art Gallery - ABS top-up	Customer and Community Services	$8,048
414	Operational grant for Artworks Theatre - ABS top-up	Customer and Community Services	$8,048
3834	Waiheke Local Board - Play Advocacy	CCS: Active Communities – Sport and Recreation	$0
40290	LDI minor capex fund FY2025/2026 - Waiheke	CCS: Parks and Community Facilities – Project Delivery	$25,124
40267	Waiheke - remediate 2023 storm and cyclone damaged assets	CCS: Parks and Community Facilities – Project Delivery	$270,000
39558	Waiheke Library - refurbish building	CCS: Parks and Community Facilities – Project Delivery	$150,000

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
429	Dark Sky Park- Eastern Waiheke	CCS: Connected Communities – Community Delivery
3004	Waiheke Beach Ambassador Programme FY22-24	CCS: PCF – Specialist Operations

Financial impacts and constraints

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

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

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

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

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

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

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

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

Māori Outcomes

46. Local boards play a vital role in representing the interests of all Aucklanders and are committed to the Treaty-based obligations and to enabling effective Māori participation (kia ora te hononga).

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

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

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

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

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

Outcomes	Objectives	Initiatives
Thriving, strong and engaged communities	· Increased community wellbeing and participation.	· Support events that promote and celebrate our unique spaces and places. · Use community grants and partnerships to support community-led activities and projects. · Support the advancement of senior services and activities. · Support actions and policies aimed at reducing harm caused by alcohol, smoking, drugs and gambling, including development of a local alcohol policy.
Māori outcomes	· Strengthen collaboration and partnership with Māori. · Sustain and celebrate Māori identity, knowledge and practice.	· Develop mana whenua relationship agreements to advance partnership and support mana whenua aspirations. · Develop a partnership with Ngāti Paoa to support their aspirations, including involvement in the development of Mātiatia and reconvening the Rangihoua/ Tawaipareira Reserve management subcommittee. · Create opportunities for effective Māori participation and influence in decision making. · Provide forums for dialogue with mana whenua and mātāwaka. · Work with mana whenua and mātāwaka to identify ways to protect ngā taonga tuku iho (treasures handed down). · Ensure sites of significance are appropriately identified, marked and managed. · Honour and experience Māori history through placemaking that includes the establishment of Māori place names, and provides cultural and heritage interpretation such as signage or pou. · Designate appropriate areas for the internment of koiwi tangata (burial of human remains). · Promote the use of Te Reo Māori.
Vibrant places for people	· Support our communities to lead active and healthy lifestyles.	· Encourage the development of a collaborative Waiheke sports management network. · Refresh the Waiheke Sports Strategy to align with the development of sporting codes, and plan for the facilities they require.

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

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

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

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

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

Table five: Local board work programme Māori outcome areas

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

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

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

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

Work programme budget types and purpose

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

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

Table six: Work programme budget types and purpose

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

Capital projects and budgets

61. The capital projects to be delivered in the Waiheke 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 Waiheke Local Board work programme identified as having a positive or negative impact on climate change are outlined in Attachment B.

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: Waiheke Local Board budget allocation

Local budgets	2023/2024 (approve)	2024/2025 (approve in principle Parks and Community Facilities only)	2025/2026 (approve in principle Parks and Community Facilities only)
Operational (Opex): Locally Driven Initiatives (LDI)	489,186	0	0
Opex: Asset Based Services (ABS)	4,604,972	0	0
Capital (Capex): Local Asset Renewals - Budget (ABS)	2,674,320	2,723,822	2,269,908
Capex: Local Asset Renewals - Proposed Allocation (ABS)	2,615,075	2,723,822	2,269,908
Advanced Delivery RAP*	0
Capex: Local Asset Renewals - Unallocated budget (ABS)	59,245	0	0
Capex: Locally Driven Initiatives (LDI) – Budget	70,000	233,775	394,009
Capex: Locally Driven Initiatives (LDI) - Proposed Allocation	70,000	233,775	394,009
Advanced Delivery RAP*	0

Local budgets	2023/2024 (approve)	2024/2025 (approve in principle Parks and Community Facilities only)	2025/2026 (approve in principle Parks and Community Facilities only)
Capex: Locally Driven Initiatives (LDI) - Unallocated budget	0	0	0
Capex: Growth projects Allocation	0	0	0
Capex: Coastal projects Allocation	0	0	0
Capex: Slips Prevention projects Allocation	24,078	230,000	298,808
Capex: Specific Purpose Funding - Allocation	0	0	0
Capex: One Local Initiative	0	0	0
Capex: Long-term Plan discrete	0	0	0
Capex: Natural Environment Targeted Rate	176,550	0	0
Capex: External Funding Allocation	0	0	0
TOTAL ALLOCATIONS	$2,885,702	$3,187,597	$2,962,725

* 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	43
b ⇩	Māori Outcomes	63
c ⇩	Regional Projects	65
d ⇩	Climate Impacts	67

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

Janine Geddes - Local Area Manager, Waiheke and Aotea / Great Barrier Local Boards

Waiheke Local Board

26 July 2023

Approval of the Waiheke Local Parks Management Plan

File No.: CP2023/09397

Te take mō te pūrongo

Purpose of the report

1. To request approval from the Waiheke Local Board of the hearings panel’s recommendations relating to the draft Waiheke Local Parks Management Plan submissions.

2. To request approval of the final Waiheke Local Parks Management Plan 2023

Whakarāpopototanga matua

Executive summary

3. The Waiheke Local Parks Management Plan 2023 (the plan) has been finalised. This follows public consultation and a hearing. Engagement with mana whenua and those parties with specific interests such as leases and licences in the Waiheke Local Board area also took place.

4. The plan includes all local parks held under the Local Government Act 2002 and Reserves Act 1977 in the Waiheke Local Board area. Rangihoua Reserve and Onetangi Sports Park are not considered within the plan as they are covered by a separate reserve management plan.

5. Once adopted, the plan will provide a policy framework to manage use, protection and development of the parks within the local board area.

6. The local board appointed a hearings panel (the panel) in October 2020. The panel consisted of one independent hearings commissioner as chairperson, and all five local board members (resolution number WHK/2020/167).

7. In October 2021, the local board approved the public notification of the draft Waiheke Local Parks Management Plan (resolution number WHK/2021/121).

8. Submissions on the draft plan closed on 16 May 2022, following a two-month submission period required by the Reserves Act 1977. Consultation was extended for an additional six weeks to provide the correct version of the Te Huruhi Bay Reserve pages. Seventy-four submissions were received in total, including one late submission and one submission was withdrawn. The panel recommended that all submissions be accepted.

9. In July 2022, the local board appointed the independent hearings commissioner (resolution number WHK/2022/113).

10. Fifteen submitters spoke at the hearing which was held on 22 November 2022 and attended by all panel members.

11. Subsequent to the hearings process, the hearings panel’s recommendations are outlined in the report to the local board (Attachment A). Attached to the panel’s report is the notified draft plan, with the recommended amendments appearing as track changes.

12. This report recommends that the local board now approves the hearings panel’s recommendations.

13. The Waiheke Local Board has decision-making responsibility for local parks in the Waiheke Local Board area, including the approval of reserve management plans.

14. This report also recommends that the local board approve the final plan with any minor amendments being delegated to the local board chairperson and deputy chairperson for approval prior to publication.

15. Once adopted, the Waiheke Local Parks Management Plan 2023 is intended to last for 10 years, at which time the next comprehensive review is due. The Reserves Act 1977 requires management plans be kept under ‘continuous review’ and updates, or variations, to the plan are anticipated to occur during this time.

Ngā tūtohunga

Recommendations

That the Waiheke Local Board:

a) accept one late submission on the draft Waiheke Local Parks Management Plan.

b) approve the hearings panel’s recommendations about the draft Waiheke Local Parks Management Plan submissions (Attachment A of the agenda report).

c) approve the final Waiheke Local Parks Management Plan 2023 (Attachments B and C of the agenda report).

d) delegate to the local board chairperson and deputy chairperson the power to approve any minor amendments to the Waiheke Local Parks Management Plan 2023 prior to publication.

Horopaki

Context

Background information

16. The Reserves Act 1977 (the Reserves Act) requires a reserve management plan to be developed for most types of reserves.

17. The Waiheke Local Parks Management Plan 2023 (the plan) is a statutory management plan for the parks held under the Reserves Act and was prepared in accordance with section 41 of the Reserves Act.

18. At a meeting in 2018 (resolution number WHK/2018/277), it was decided that the same process would be undertaken for all of the 125 parks listed in the draft plan, including those held under the Local Government Act 2002 (LGA), while also complying with Part 6 of the LGA (sets out obligations of local authorities in making decisions).

19. The Waiheke Local Board has decision-making responsibility for all local parks in the Waiheke Local Board area, including approval of reserve management plans for local reserves^{^[1]}.

20. For recreation reserves held under the Reserves Act, approval by the local board is as the administering body of the reserve.

21. Approval by the local board for all other reserves falls under the 2013 delegation from the Minister of Conservation (allocated to local boards under the process set out in footnote one).

22. The plan will provide a policy framework to manage use, protection and development of parks within the local board area.

23. The scope of the plan is shown in the table below:

Scope of plan	Description
In scope	ü land held under this Reserves Act 1977 ü land held under the Local Government Act 2002 (LGA)
Advocacy role only	Land for which the local board does not have allocated decision-making, but fulfills an open space function: ü legal roads that have a significant open space function
Out of scope	Land for which the local board does not have allocated decision-making: û roads (unless they have a significant open space function – see above) û regional park land – Whakanewha Regional Park û park land owned and managed by other entities such as the Royal Forest and Bird Protection Society and Department of Conservation û parkland included in the draft Rangihoua Reserve and Onetangi Sports Park Reserve Management Plan.

24. Once adopted, the plan will replace all existing reserve management plans in the local board area. The plans to be superseded are outlined in the plan’s Appendix.

25. The timeline below gives an overview of key decisions in developing the plan:

26. The hearing in November was informed by 73 submissions on the draft plan (refer to the hearing documents published here). One submission was late, however, the hearings panel has recommended that this be accepted as a late submission.

27. An analysis of the submissions was reported to the hearings panel, which comprised one independent commissioner and five local board members.

28. Within their written submissions, six submitters requested the opportunity to speak to their submission at the hearing, however, 15 submitters decided to speak.

The Waiheke Parks Management Plan – in a nutshell

29. The plan structure is outlined below and covers 125 parks that extend over approximately 280 hectares of land. Those parks are predominantly held under the Reserves Act 1977, with a few under the Local Government Act 2002:

30. Volume 1 contains the management planning framework and general policies that apply to all local parks in the local board area. It also includes information about the Waiheke Local Board context.

31. Volume 2 contains individual parks information and management intentions for all local parks under the local board’s jurisdiction. It also identifies where leasing or licensing activities are currently contemplated on a park and the type of activity that is contemplated.

Tātaritanga me ngā tohutohu

Analysis and advice

32. The hearings panel produced a report which includes their recommendations to the local board about what changes to make to the plan in response to written and oral submissions. The hearings panel’s report can be found in Attachment A.

33. The changes to the draft plan as recommended by the hearings panel are summarised below:

Hearings panel recommended changes to Volume 1	Changes made to Volume 1 to respond to submission feedback
Give greater attention to climate change	Amended the plan to include: · introductory text and a new management principle recognising the importance of parks in adapting to change and enhancing biodiversity · updates to the climate change policy to reflect council’s latest approach and the use of shoreline adaptation plans · a new natural environment policy outlining considerations for plantings · updates to the natural environment policies to consider coastal areas and the management of sand dunes.
Reflect the use of community composts and gardens	Added a new sub-clause to the park development policy to consider practices that promote sustainability
Provide clarity on volunteer processes	Amend the partnering and volunteering policy to clarify that agreements should be appropriate to the nature of the activity

Hearings panel recommended changes to Volume 1	Changes made to Volume 1 to respond to submission feedback
Identify the scientific reserve classification	Added a description for scientific reserve to the table of most common classifications in recognition of Te Toki Reserve
Include wider recognition of equestrian activities	Added horse-riding to the background text and objectives for the access and parking policy
Reference measures for accessible pathways	Added an example to the access policy about avoiding the use of stairs where possible
Recognise the diversity of park users	Added a sub-clause to the recreation policy to recognise the variety of interests by those of different ages, gender, cultures and abilities
Strengthen text on play assets	Added a play policy to recognise the need for a variety of play experiences, and services and assets, for different abilities and ages across the network
Provide Māori / English translations	English translations added where required as set out in council’s Māori Language Policy.

Hearings panel recommended changes to Volume 2	Relevant park(s) where changes have been made to respond to submission feedback
Amend recreation, cultural, heritage and natural values to better capture the unique aspects of an individual park	Six parks: · Goodwin North Reserve · Mary Wilson Reserve · Musson Drive Access Reserve and Onetangi Sports Park Accessways · Ocean View Road Reserve · Okahuiti Scientific Reserve, Te Toki Scenic Reserve, Te Toki Reserve and Wharf Reserve · Te Huruhi Bay Reserve
Clarify and strengthen management issues and management intentions	17 parks and reserves: · Alison Park · Catherine Mitchell Reserve · Crosby Reserve · Mary Wilson Reserve · McKenzie Reserve · Musson Drive Access Reserve and Onetangi Sports Park Accessways · Newton Reserve · Okahuiti Scientific Reserve, Te Toki Scenic Reserve, Te Toki Reserve and Wharf Reserve · Palm Beach Reserve · Park Road Reserve · Te Huruhi Bay Reserve · Te Whau Esplanade Reserve and Okoka Bay Dead Dog Walkway
Clarify and strengthen Other Information section	16 parks and reserves: · Anzac Reserve · Catherine Mitchell Reserve · Crosby Reserve · Goodwin North Reserve · Homersham Reserve · Mary Wilson Reserve · Newton Reserve · Okahuiti Scientific Reserve, Te Toki Scenic Reserve, Te Toki Reserve and Wharf Reserve · Park Road Reserve · Piritaha Esplanade Reserve · Te Huruhi Bay Reserve · Te Matuku Bay Esplanade Reserve and Day’s Landing Reserve
Amend management focus area	One park: · Alison Park
Clarify out of scope parks	Two parks: · Kiwi Moa Accessway · Utility and drainage reserves

34. Attachment A tracks the recommended changes proposed by the hearings panel to the notified draft plan.

35. The final Waiheke Local Parks Management Plan 2023, being recommended for adoption (noting this version has accepted all the hearings panel recommendations), appears in Attachments B and C.

Tauākī whakaaweawe āhuarangi

Climate impact statement

36. The decisions in this report are largely administrative and are not anticipated to have any direct impact on greenhouse gas emissions. However, the future management direction set out in the plan for local parks, emphasises the role of local parks in climate change mitigation and adaptation.

37. Part C in Volume 1 of the draft plan includes a climate change and natural hazards policy. The policy sets objectives to manage parks in a way that minimises and mitigates the impacts of climate change. It also highlights improving the resilience of parks by adapting to the effects of climate change, especially in coastal areas.

38. Other policies within the plan which aim to manage the impacts of climate change are:

· access and parking - by not providing for peak use parking and encouraging active forms of transport

· plants and animals - by encouraging planting to increase urban canopy cover and manage riparian margins

· park development - by encouraging utilisation of green building practices in design, construction and operation of park development.

39. Volume 2 of the draft plan identifies some potential coastal hazards at an individual park level, and in some cases includes management intentions which aim to address potential hazards.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

40. Council departments and Council Controlled Organisations (CCOs) have provided specialist input into the development of the draft plan and are likely to be users of the plan including:

· Parks and Community Facilities (including Leasing and Land Advisory teams)

· Active Communities

· Community and Social Policy

· Infrastructure and Environmental Services

· Plans and Places (including Heritage teams)

· Legal Services

· Local Board Services

· Auckland Transport

· Tātaki Auckland Unlimited

· Eke Panuku Development Auckland.

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

Local impacts and local board views

Local impacts

41. Extensive community engagement has helped staff to draft and refine the plan.

42. Community users will be able to refer to the adopted plan to see the vision and framework for the management and development of local parks.

43. Key community users of the adopted plan could include:

· park volunteer groups wanting to understand environmental intentions for individual groups

· community members wanting to find out key policies relating to local parks

· community members wanting to find out if an activity can occur on a local park

· community members wanting to find out information about a specific park e.g. cultural, natural and/or heritage information.

44. It is anticipated that park users wanting to apply for leases and licences, will also be key users of the plan. Volume 2 of the plan identifies where leasing or licencing activities are currently contemplated on a park, and the type of activity that is contemplated^{^[2]}.

Local board views

45. All members of the local board were on the hearings panel and are familiar with the recommended changes.

46. Member Ranson recused herself from discussions on Te Huruhi Bay Reserve at the hearing, and in deliberations. This was due to a perceived conflict of interest relating to previous involvement with Piritahi Marae during the development of the draft plan.

Tauākī whakaaweawe Māori

Māori impact statement

47. The Reserves Act is one of the Acts in the First Schedule to the Conservation Act 1987. In performing functions and duties under the Reserves Act, the local board must give effect to the principles of Te Tiriti o Waitangi.

48. The plan acknowledges council’s obligation to iwi under Te Tiriti o Waitangi / the Treaty of Waitangi in local parks management planning.

49. We invited mana whenua to be involved in the development of the plan. This opportunity was taken up by:

· Ngāi Tai ki Tāmaki

· Ngāti Maru

· Ngāti Pāoa Trust Board

· Ngāti Pāoa Iwi Trust

· Te Patukirikiri.

50. We also engaged with Piritahi Marae Trust on Te Huruhi Bay Reserve where they hold two leases for part of the reserve.

51. Points of interest and input from mana whenua related to the management of natural and coastal areas, sites and areas of cultural significance, and the ability for mana whenua to provide input into future decisions on local parks.

52. The plan seeks to embed te ao Māori / the Māori world view and values throughout the document. Section 7 of the document outlines core Māori values and how they should be considered in the management of local parks. Many of these can also contribute to the hauora (well-being) of both mana whenua and mataawaka.

53. Volume 2 of the plan identifies a range of parks within areas of cultural significance to mana whenua and that have recorded archaeological sites of Māori origin, and suggests working with mana whenua on how best to partner effectively to manage these parks.

Ngā ritenga ā-pūtea

Financial implications

54. Adoption of the final plan will not incur any immediate financial implications for the local board. Implementing the management intentions and policies, as outlined in the final plan, will however need the local board to consider financial implications associated with any future local park decisions.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

55. The following table outlines relevant risks and mitigations:

Risk	Mitigation
The plan does not include information regarding financial implications for any future decisions and changes for the parks.	Specialist input will provide further information on costs and benefits to assist the local board with any future decision-making. Effective handover of the plan (refer to paragraph 40) and identification of priority decisions and changes for parks will be crucial.
There is low awareness of the plan within the community.	The plan will be published on the Auckland Council website and there will be written copies in local libraries and the Waiheke Local Board office.
The community does not agree with information within the plan.	The plan has undergone a robust public consultation period (over three months) which is in line with the requirements of the Reserves Act 1977. The community was able to contribute to the finalisation of the plan by making submissions on the draft plan. These submissions were then considered by the hearings panel to inform final plan amendments.
New parkland is identified, and/or information is out of date.	Once adopted, the plan is intended to last for 10 years until the next comprehensive review is due. The management plan will be kept under ‘continuous review’ and updates, or variations, including identification of new parkland to the plan, are anticipated to occur during this time.

Ngā koringa ā-muri

Next steps

56. The next step following the approval of the plan will be to publish the plan on the Auckland Council website and have written copies available in local libraries and the Waiheke Local Board office.

57. The Service and Asset Planning team will hand over the plan to the departments responsible for its implementation. Refer to paragraph 40 for a list of key council departments and Council Controlled Organisations (CCOs) who provided specialist input into the development of the draft plan.

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Hearings panel report to the local board - part 1 (pages 1-157) (Under Separate Cover)
b	Hearings panel report to the local board - part 2 (pages 158-316) (Under Separate Cover)
c	Volume 1 - Part A to C (Under Separate Cover)
d	Volume 2 - Individual parks (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Jessica Morris - Service and Asset Planning Specialist

Authorisers

Justine Haves - General Manager Regional Services & Strategy

Janine Geddes - Local Area Manager, Waiheke and Aotea / Great Barrier Local Boards

Waiheke Local Board

26 July 2023

Rangihoua Reserve and Onetangi Sports Park Reserve Management Plan - hearing and approval committee establishment

File No.: CP2023/09999

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Waiheke Local Board to establish a hearing and approval committee to oversee the draft Rangihoua Reserve and Onetangi Sports Park Reserve Management Plan (draft plan) hearings process, and to approve the final plan.

Whakarāpopototanga matua

Executive summary

2. The Reserves Act 1977 requires that the Rangihoua Reserve and Onetangi Sports Park have a reserve management plan. The plan should provide for and ensure the use, enjoyment, maintenance, protection, and preservation of the land parcel, as the case may require. To the extent that resources permit, the plan also allows for the appropriate development of the reserve or park for the purpose for which it is classified.

3. Rangihoua Reserve and Onetangi Sports Park are classified as recreation reserves and are adjacent to one another.

4. In 2018, the local board delegated the responsibility for the preparation of the draft plan to the Rangihoua and Onetangi Sports Park Reserve Management Plan Development Committee (resolution number WHK/2018/190).

5. The Development Committee created the draft plan through extensive research, an initial round of community consultation and ongoing engagement with mana whenua.

6. The draft plan was publicly notified for two months from 8 September to 9 November 2022 (resolution number RAN/2022/7) and sixty-nine submissions were received.

7. The local board had previously appointed the Rangihoua and Onetangi Sports Park Reserve Management Plan Approvals Committee to hear submissions on the management plan and approve the final plan (WHK/2020/13).

8. That Approvals Committee was discharged as a result of the local government elections in October 2022, in accordance with Schedule 7, Part 1, clause 30(7) of the Local Government Act (2002).

9. This report seeks approval from the Waiheke Local Board to establish the Rangihoua Reserve and Onetangi Sports Park Reserve Management Plan Hearing and Approval Committee.

10. The hearing and approval committee’s role will be to conduct the hearings process and make any changes to the plan after considering submissions. Thereafter they will approve the final Rangihoua Reserve and Onetangi Sports Park Reserve Management Plan for implementation.

11. The recommended five-member hearing and approval committee would consist of:

· two independent commissioners (one to act as chairperson)

· two Waiheke Local Board members

· one Aotea/Great Barrier Island Local Board member (may help manage divergent views).

12. Compared to the previously appointed Approvals Committee, and as outlined in table 2, the new panel being recommended has more members from outside of the Waiheke Local Board area than before. Like the previously appointed Approvals Committee, the new hearing and approval committee would hold the delegated authority to approve the draft plan.

13. Next steps include setting a hearing date and preparing a hearings report, containing a summary of written submissions and preliminary staff advice in response. The hearings report will be made available to the hearing and approval committee and be published on council’s website ahead of the hearing.

Ngā tūtohunga

Recommendation/s

1. That the Waiheke Local Board:

a) establish the Rangihoua Reserve and Onetangi Sports Park Reserve Management Plan Hearing and Approval Committee, consisting of two independent commissioners, two Waiheke Local Board members and one Aotea / Great Barrier Island Local Board member to:

i) consider written and oral submissions on the draft Rangihoua Reserve and Onetangi Sports Park Reserve Management Plan

ii) make any changes to the draft Rangihoua Reserve and Onetangi Sports Park Reserve Management Plan, following the hearings process and consideration of submissions

iii) approve the final Rangihoua Reserve and Onetangi Sports Park Reserve Management Plan.

b) appoint to the Rangihoua Reserve and Onetangi Sports Park Reserve Management Plan Hearing and Approval Committee:

i) two Waiheke Local Board members

ii) one Aotea / Great Barrier Island Local Board member.

c) delegate to the local board chairperson and deputy chairperson the power to appoint, to the Rangihoua Reserve and Onetangi Sports Park Reserve Management Plan Hearing and Approval Committee, two independent hearing commissioners, one of whom will act as chairperson.

Horopaki

Context

Background

14. The purpose of the draft plan is to provide a framework for managing the use, enjoyment, maintenance, protection, preservation and development of Rangihoua Reserve and Onetangi Sports Park, for the purpose for which it is classified.

15. The reserve is classified as a Recreation Reserve under the Reserves Act 1977, which provides the statutory context for decisions to be made on the draft plan.

16. The reserve provides the community with access to passive recreation space, formal playing fields (providing for football, cricket, rugby and golf). It also has other intrinsic values which include culturally and ecologically significant landscapes.

17. The scope of the draft plan does not include the adjacent Te Rangihoua maunga and the surrounding landscape amenity area, which forms a large portion of Rangihoua Reserve. This area is co-managed by the Rangihoua and Tāwaipareira Management Committee, which is a co-governance partnership between the Waiheke Local Board and Ngāti Pāoa (resolution: WHK/2017/195).

18. On 29 July 2022, the Rangihoua and Onetangi Sports Park Reserve Management Plan Development Committee approved the draft Rangihoua Reserve and Onetangi Sports Park Reserve Management Plan for public consultation (RAN/2022/7). The consultation ran for two-months and closed on 9 November 2022. Sixty-nine submissions were received.

19. A hearings report containing a summary of these submissions, and preliminary staff advice in response, will be made available to the hearing and approval committee. It will also be published on council’s website ahead of the hearing.

20. The Rangihoua and Onetangi Sports Park Reserve Management Plan Approvals Committee was established to hear submissions on the management plan and approve the final plan. The committee was first established in 2018 (resolution number WHK/2018/190) and reappointed in 2020 (WHK/2020/13) in the following political term. The committee was deemed discharged under the Local Government Act 2002, at the end of the 2019-2022 electoral term (resolution number RAN/2022/7).

Project timeline

21. The timeline below gives an overview of key decisions since July 2022 and of upcoming (and recent) project milestones:

A screenshot of a computer

Description automatically generated

22. For a full summary of key decisions and project milestones that have occurred between 2017 and July 2022, refer to the July 2022 report presented to the Rangihoua and Onetangi Sports Park Reserve Management Plan Development Committee available via this link.

Power to approve the reserve management plan

23. Section 41(13) of the Reserves Act does not require a local authority to submit its management plan to the Minister of Conservation for approval when the reserve is classified as a recreation reserve and when the land involved is vested in a local authority.

24. This report recommends that the local board delegate its authority to approve the Reserve Management Plan to the Rangihoua Reserve and Onetangi Sports Park Reserve Management Plan Hearing and Approval Committee under Schedule 7, Part 1, clause 30(1) and clause 36D of the Local Government Act 2002.

Tātaritanga me ngā tohutohu

Analysis and advice

Hearing and approval committee structure and recommended option

25. The Reserves Act 1977 and Local Government Act 2002, allow the local board, as administering body of the reserve, to determine the form of the hearing and approval committee.

26. The local board can determine whether the full local board, some members and/or independent commissioners will hear submissions and make decisions on the final plan.

27. The table below describes options for the composition of the hearing and approval committee for the Rangihoua Reserve and Onetangi Sports Park Reserve Management Plan and for final approval of this plan.

Table 1: Hearing and approval committee options including recommended option.

Option

Description

Benefits

Risks

Option 1 -Recommended option

Local board delegates plan approval to a committee consisting of five members to hear submissions and make decisions on the final plan.

The local board receives the final plan.

The local board appoints a panel to hear and make decisions on submissions and approve the final management plan.

• 2 x Waiheke Local Board members

• 1 x Aotea / Great Barrier Island Local Board member

• 2 x independent commissioners.

(Three panel members to create quorum, one of whom is an independent commissioner.)

• Independent commissioners with sound Reserves Act knowledge, balanced with local board members with good local knowledge

• Independent commissioners have good knowledge of hearings processes

• Independent commissioners and a local board member from Aotea / Great Barrier may help manage divergent views

• Full local board does not adopt the final plan – reducing local board involvement in this last decision-making step of approving the plan

• Higher costs for commissioner involvement

Option 2 –

Two independent commissioners hear submissions and make recommendations to the local board

The local board appoints a panel comprising two independent commissioners to hear and consider the submissions and make recommendations to the local board.

The local board would make the decision whether to support the recommendations on the final draft plan.

• Independent commissioners with sound Reserves Act knowledge

• Independent commissioners have good knowledge of hearings processes and may help manage divergent views

• Lower local knowledge with the absence of local board panel membership and risk of absence of democratically elected statutory decision-maker

• Higher costs for commissioner involvement

Option 3 –

Local board panel with an independent commissioner as the chairperson to hear submissions and make recommendations to the local board.

The local board appoints a commissioner to chair a panel comprising of three local board members to review written submissions, hear oral submissions and make recommendations to the local board on the final draft plan, following the hearing.

The local board would then make the decision on whether to support the recommendations on the final draft plan.

(Three panel members to create quorum, one of whom is an independent commissioner.)

• Independent commissioner with sound Reserves Act knowledge, along with local board members with good local knowledge and elected decision-makers

• Full local board decision-making removes the independent commissioners from the final decision. Board members would still have benefit of recommendations made by panel as chaired by commissioner.

• Potentially less Reserves Act expertise in the final decision-making process.

28. The council uses commissioners to provide independent consideration of submissions and decision-making. Alternately, where there is the need for specialist or independent advice such as the Reserves Act or te ao Māori experience, commissioners fulfil that function.

29. In assessing which of the above options to recommend, staff have considered the following factors:

· retaining local knowledge, input and elected decision-making in hearing submissions and approving the final plan

· ensuring Reserves Act expertise on the panel

· ensuring a level of independence during the hearings process and approval of the plan

· cost.

30. Based on the assessment of options in the table above, staff recommend option 1, with the local board appointing a hearing and approval committee, consisting of five members, to:

· consider written and oral submissions from submitters on the draft plan

· having considered the written and oral submissions, make any changes to the draft plan

· approve the final Rangihoua Reserve and Onetangi Sports Park Reserve Management Plan.

31. The table below compares the composition of the previous approval committee/s with the new hearing and approval committee structure.

Table 2: Role/responsibility and composition of previous approval committees compared with new hearing and approval committee.

Approvals Committee

2018-2020

Approvals Committee

2020-2022

Proposed composition of the hearing and approval committee 2023

Composition

· 3 x Waiheke Local Board members (C Handley (Chair), S Brown, J Meeuwsen)

· 1 x Great Barrier Local Board Chairperson (I Fordham)

· 1 x independent commissioner

· 3 x Waiheke Local Board members (C Handley (Chair), R Tucker, K Matthews)

· 1 x Great Barrier Local Board Chairperson (I Fordham)

· 1 x independent commissioner

· 2 x Waiheke Local Board members

· 1 x Aotea / Great Barrier Island Local Board member

· 2 x independent commissioners

Approvals Committee

2018-2020

Approvals Committee

2020-2022

Proposed composition of the hearing and approval committee 2023

Role/responsibility

To conduct hearings, consider written and oral submissions and amend and approve the final plan.

Tauākī whakaaweawe āhuarangi

Climate impact statement

32. As this is an administrative decision regarding the structure of the hearing and approval committee for the reserve management plan, there are no anticipated impacts on climate change. However, the future management direction as set out in the draft plan for local parks, emphasises the role of local parks in climate change mitigation and adaptation.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

33. There are no anticipated impacts on any council departments and CCOs from this decision. Consultation with relevant council units including Parks and Community Facilities and Hearings helped inform the technical advice and recommendations contained in this report.

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

Local impacts and local board views

Local impacts

34. The community, through the public forum at the July 2022 business meeting, raised concerns over the independence of the previous Reserve Management Plan Approvals Committee which included Waiheke Local Board members.

35. Local boards are responsible and democratically accountable for decision-making about non-regulatory activities allocated to them, including reserve management plans. This report recommends a hearing and approval committee, with the power to approve the final plan, that combines the expertise of independent commissioners with the local knowledge of local board members.

36. As per the Reserves Act and Local Government Act requirements, the draft plan was publicly notified for two months from 8 September to 9 November 2022. A report containing a summary of submissions received through the consultation process will be provided to the hearings and approval committee before the hearings commence. This report will enable local community views to be considered during finalisation of the reserve management plan.

Local board views

37. At an April workshop, the hearing and approval committee options, outlined in table 1, were presented to the local board for feedback.

38. The local board were generally supportive of the recommended option. They recognised the value of an independent hearing and approval committee.

Tauākī whakaaweawe Māori

Māori impact statement

39. Rangihoua Reserve and Onetangi Sports Park forms part of a culturally and historically significant landform to mana whenua, as set out in the draft plan.

40. The draft notified plan acknowledges council’s obligation to iwi under the Reserves Act and Te Tiriti o Waitangi / the Treaty of Waitangi in local parks management planning.

41. The Reserves Act is one of the first Acts in the First Schedule to the Conservation Act 1987. In performing functions and duties under the Reserves Act, the local board must give effect to the principles of Tiriti o Waitangi.

42. We invited mana whenua to be involved in the development of the plan. This opportunity was taken up by:

· Ngāti Pāoa

· Ngāi Tai ki Tāmaki

· Ngāti Maru

· Te Patukirikiri.

43. Mana whenua have expressed deep interest in the development of the draft plan to-date. Ngāti Pāoa, in particular, have had close involvement throughout plan development as outlined below:

· While drafting the plan, staff held multiple hui with mana whenua and received substantial feedback from Ngāti Pāoa, Ngāi Tai ki Tāmaki, Ngāti Maru and Te Patukirikiri.

· On 28 July 2021, staff and Ngāti Pāoa conducted a site walkover (hikoi) to discuss opportunities and issues in depth. At this hikoi, Ngāti Pāoa raised the vital importance of the park and adjacent maunga to the mana and wellbeing of Ngāti Pāoa iwi. Ngāti Pāoa asked for this significance to be explicitly acknowledged.

· The Development Committee invited Ngāti Pāoa to attend their workshops in an observation capacity, from August 2021.

44. Iwi will continue to be engaged to help inform the development of the draft plan, and to provide advice to the hearing and approval committee.

Ngā ritenga ā-pūtea

Financial implications

45. This decision has no financial implications for the local board. Costs for running the hearings process and funding independent commissioners will be covered through existing departmental budgets.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

46. Through the submissions process, some community members raised concerns over the independence of local board members involved in the decision-making process for the Reserve Management Plan. The same concerns were also raised through the public forum at the 29 July 2022 business meeting.

47. As set out above, this report recommends a hearings committee, with power to approve the final plan. The committee will combine the expertise of independent commissioners, in relation to the Reserves Act and hearings management, with the local knowledge of local board members.

48. Concerns over the final plan not reflecting the aspirations of the local community are mitigated by extensive research, community consultation. Concerns will further be addressed by an effectively run hearings process chaired by an independent commissioner.

Ngā koringa ā-muri

Next steps

49. Council’s hearings team will work with the local board to establish a hearing date.

50. A staff hearings report containing a summary of submissions and preliminary staff comments will be made available to the hearing and approval committee. The report will also be published on council’s website ahead of the hearings process.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Steve Owens - Service and Asset Planning Specialist

Authorisers

Justine Haves - General Manager Regional Services & Strategy

Janine Geddes - Local Area Manager, Waiheke and Aotea / Great Barrier Local Boards

Waiheke Local Board

26 July 2023

2025 Auckland Council elections - electoral system

File No.: CP2023/09708

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

That the Waiheke Local Board:

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

Horopaki

Context

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

(i) First Past the Post (FPP)

(ii) Single Transferable Vote (STV).

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

FPP

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

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

STV - features

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

15. One key feature of STV is the “quota”. This is the number of votes a candidate must receive in order to get elected. Because each voter has only one vote the total pool of votes is equal to the total number of electors who are voting. The quota is obtained by dividing the total votes by one more than the number of vacancies and adding a small number^{^[3]} 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^{^[4]}. If there was a majority group of 6,000 voters and a minority group of 4,000 voters the minority group now has a chance of electing a representative because it is able to provide the required 2,000 votes to elect a candidate (whereas under FPP the majority group could take all seats).

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

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

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

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

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

STV – concerns

Voter turnout

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

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

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

New Zealand council elections not party- based

24. In New Zealand local government elections achieving a proportional result might not be very meaningful. The proportionality benefits of STV are usually explained in terms of voters voting in groups for candidates that represent the voters’ groups. For example, if there are younger voters who make up a proportion of the electorate but there are a greater number of older voters who vote for candidates in their own age group the younger voters as a group might not be represented under FPP^{^[5]} but under STV might be able to achieve sufficient votes to reach the quota. However, if voters do not vote in groups then it is difficult to explain how STV might enhance proportionality. In local government elections voting in groups does not occur to the extent it occurs in Parliamentary elections when voters align with political parties.

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

Complexity

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

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

STV – other councils in New Zealand

28. The following tables list which city and regional councils adopted FPP / STV for the 2022 elections^{^[6]}.

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^{^[7]}:

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

Janine Geddes - Local Area Manager, Waiheke and Aotea / Great Barrier Local Boards

Waiheke Local Board

26 July 2023

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

File No.: CP2023/08480

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

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

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

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

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

9. The Waiheke 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 Waiheke 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 Waiheke 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

Auckland Transport

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

Tātaki Auckland Unlimited

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

Eke Panuku Development Auckland

24. Eke Panuku Development Auckland’s work programme items are provided in Attachment C.

Watercare

25. There is no update from Watercare for this period.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

27. Each CCO must work within Te Tāruke-ā-Tāwhiri: Auckland's Climate Action Framework. Information on climate impacts will be provided to local boards on a project or programme basis.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

29. The joint engagement plans and work programme items are shared with the integration teams that implement local board work programmes and give council staff greater ongoing visibility of CCO work programmes.

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

Local impacts and local board views

30. This report on the CCO work programme items ensures the communication of clear, up-to-date information from CCOs to local boards on projects in their area.

31. As per the joint engagement plan, CCOs, when creating their work programme, consider the priorities identified in the local board plan and any relevant strategies or policies specific to the local board area.

Tauākī whakaaweawe Māori

Māori impact statement

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

33. Local boards and CCOs provide opportunities for Māori to contribute to their decision-making processes. These opportunities will be worked on a project or programme basis.

Ngā ritenga ā-pūtea

Financial implications

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

35. Any financial implications or opportunities will be provided to local boards on a project or programme basis.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

36. Some local boards expressed concern over the quality of CCO work programme reporting in April 2023 and provided views on requiring more regular engagement with CCOs. All local board resolutions in April 2023 were sent to the relative CCO staff for their consideration.

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

Ngā koringa ā-muri

Next steps

38. The local board will receive the next CCO work programme report in October 2023 which will include an update on projects from Quarter One (Jul-Sep 2023) and expected milestones for work in Quarter Two (Oct-Dec 2023).

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Auckland Transport quarterly report	121
b ⇩	Tātaki Auckland Unlimited quarterly report	123
c ⇩	Eke Panuku quarterly report	129

Ngā kaihaina

Signatories

Author

Maclean Grindell - Senior Local Board Advisor

Authorisers

Louise Mason - General Manager Local Board Services

Janine Geddes - Local Area Manager, Waiheke and Aotea / Great Barrier Local Boards

[1] The Long-term Plan and Annual Budget sets out the non-regulatory activities allocated by Governing Body to local boards under section 17 of the Local Government (Auckland Council) Act 2009. Approval of a reserve management plan for local reserves is considered a non-regulatory decision.

[2] Park users should also refer to the Community Occupancy Guidelines 2012 (currently under review) which provides more detailed guidance on processing lease and licence agreements.

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

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

Chairperson	Cath Handley
Deputy Chairperson	Bianca Ranson
Members	Kylee Matthews
	Robin Tucker
	Paul Walden

Author	Lorraine Gropper - Democracy Advisor
Authoriser	Janine Geddes - Local Area Manager, Waiheke and Aotea / Great Barrier Local Boards