Agenda of Whau Local Board - Wednesday, 26 July 2023

1 Nau mai | Welcome

2 Ngā Tamōtanga | Apologies

At the close of the agenda no apologies had been received.

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

Members are reminded of the need to be vigilant to stand aside from decision making when a conflict arises between their role as a member and any private or other external interest they might have.

Specifically, members are asked to identify any new interests they have not previously disclosed, an interest that might be considered as a conflict of interest with a matter on the agenda.

The following are declared interests of elected members of the Whau Local Board:

Member	Organisation	Position
Kay Thomas	· New Lynn Citizens Advice Bureau · Western Quilters · Citizens Advice Bureau Waitākere Board · Literacy Waitākere · West Auckland Heritage Conference · Whau Wildlink Network	Volunteer Member Chair Board member Committee member Member
Fasitua Amosa	· Equity NZ · Massive Theatre Company · Avondale Business Association	Vice President Board member A family member is the Chair
Ross Clow	· Portage Licensing Trust · Te Whau Coastal Walkway Environmental Trust · Bay Olympic Sports Club · Forest and Bird Society · Waitākere Ranges Protection Society · New Lynn Heritage Protection Society · Trust Community foundation Limited · Karekare Surf Lifesaving Club · Libraries	Trustee Patron Life Member Member Member Member Trustee Member A family member is a Librarian
Catherine Farmer	· Avondale-Waterview Historical Society · Blockhouse Bay Historical Society · Blockhouse Bay Bowls · Forest and Bird organisation · Grey Power	Member Member Patron Member Member
Sarah Paterson-Hamlin	· New Zealand Down Syndrome Association	Employee
Warren Piper	· New Lynn RSA · New Lynn Business Association	Associate member Member
Susan Zhu	· Chinese Women Association of New Zealand · Chinese Medicine Council of New Zealand	Member / Legal Advisor Member / Deputy Chair

Member

Organisation

Position

Kay Thomas

· New Lynn Citizens Advice Bureau

· Western Quilters

· Citizens Advice Bureau
Waitākere Board

· Literacy Waitākere

· West Auckland Heritage Conference

· Whau Wildlink Network

Volunteer

Member

Chair

Board member

Committee member

Member

Fasitua Amosa

· Equity NZ

· Massive Theatre Company

· Avondale Business Association

Vice President

Board member

A family member is the Chair

Ross Clow

· Portage Licensing Trust

· Te Whau Coastal Walkway Environmental Trust

· Bay Olympic Sports Club

· Forest and Bird Society

· Waitākere Ranges Protection Society

· New Lynn Heritage Protection Society

· Trust Community foundation Limited

· Karekare Surf Lifesaving Club

· Libraries

Trustee

Patron

Life Member

Member

Trustee

Member

A family member is a Librarian

Catherine Farmer

· Avondale-Waterview Historical Society

· Blockhouse Bay Historical Society

· Blockhouse Bay Bowls

· Forest and Bird organisation

· Grey Power

Member

Patron

Member

Sarah Paterson-Hamlin

· New Zealand Down Syndrome Association

Employee

Warren Piper

· New Lynn RSA

· New Lynn Business Association

Associate member

Member

Susan Zhu

· Chinese Women Association of New Zealand

· Chinese Medicine Council of New Zealand

Member / Legal Advisor

Member / Deputy Chair

External Organisations	Lead	Alternate
The Avondale Business Association	Kay Thomas	Ross Clow
The Blockhouse Bay Business Association	Warren Piper	Sarah Paterson-Hamlin
The New Lynn Business Association	Warren Piper	Kay Thomas
The Rosebank Business Association	Warren Piper	Fasitua Amosa
The Whau Coastal Walkway Environmental Trust	Ross Clow	Sarah Paterson-Hamlin

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Whau Local Board:

a) whakaū /confirm the ordinary minutes of its meeting, held on Wednesday, 28 June 2023, as a true and correct.

5 He Tamōtanga Motuhake | Leave of Absence

At the close of the agenda no requests for leave of absence had been received.

6 Te Mihi | Acknowledgements

At the close of the agenda no requests for acknowledgements had been received.

7 Ngā Petihana | Petitions

At the close of the agenda no requests to present petitions had been received.

8 Ngā Tono Whakaaturanga | Deputations

Standing Order 7.7 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Whau Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

8.1 Deputation: David Smith - Friends of Rangimatariki

Te take mō te pūrongo

Purpose of the report

1. To receive a deputation from David Smith on behalf of Friends of Rangimatariki.

Whakarāpopototanga matua

Executive summary

2. David Smith , Friends of Rangimatariki founding member, will be in attendance to present to the board about restoring Rosebank Domain to a green/natural space that the general public can enjoy.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) whiwhi / receive the presentation on behalf of the Friends of Rangimatariki, and thank David Smith, for his attendance.

8.2 Deputation: Janet Charman - Avondale Stakeholders

Te take mō te pūrongo

Purpose of the report

1. To receive a deputation from Janet Charman on behalf of Avondale Stakeholders.

Whakarāpopototanga matua

Executive summary

2. Janet Charman and Eli Ekinofo, Avondale Stakeholder members, will be in attendance to present to the board, giving a presentation about concerns and expectations for the Te Hono project.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) whiwhi / receive the presentation from the Avondale Stakeholders, and thank Janet Charman and Eli Ekinofo, for their attendance.

9 Te Matapaki Tūmatanui | Public Forum

A period of time (approximately 30 minutes) is set aside for members of the public to address the meeting on matters within its delegated authority. A maximum of three minutes per speaker is allowed, following which there may be questions from members.

At the close of the agenda no requests for public forum had been received.

10 Ngā Pakihi Autaia | Extraordinary Business

Section 46A(7) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

“An item that is not on the agenda for a meeting may be dealt with at that meeting if-

(a) The local authority by resolution so decides; and

(b) The presiding member explains at the meeting, at a time when it is open to the public,-

(i) The reason why the item is not on the agenda; and

(ii) The reason why the discussion of the item cannot be delayed until a subsequent meeting.”

Section 46A(7A) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

“Where an item is not on the agenda for a meeting,-

(a) That item may be discussed at that meeting if-

(i) That item is a minor matter relating to the general business of the local authority; and

(ii) the presiding member explains at the beginning of the meeting, at a time when it is open to the public, that the item will be discussed at the meeting; but

(b) no resolution, decision or recommendation may be made in respect of that item except to refer that item to a subsequent meeting of the local authority for further discussion.”

No.	Title	Page
a ⇩	Whau Ward Councillor Kerrin Leoni - July Report	11

Whau Local Board

26 July 2023

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

File No.: CP2023/09629

Te take mō te pūrongo

Purpose of the report

1. To approve the 2023/2024 Whau 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 Whau 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 Whau 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 Whau 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 - Strong, resilient and inclusive communities where local identity, diversity and creativity are nurtured

· Outcome 2 - Māori aspirations are advanced and prioritised, and Māori history and identity are valued and reflected in our community spaces

· Outcome 3 - Quality urban development and community facilities to meet the needs of our growing and changing population

· Outcome 4 - Improved and expanded opportunities for walking, cycling and public transport

· Outcome 5 - Our natural environment is protected and enhanced

· Outcome 6 - Thriving town centres a strong local economy and neighbourhoods that are supportive and connected.

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
4001	Citizenship ceremonies Whau - hosted at Hoani Waititi Marae	CCS: Regional Services and Strategy – Events	$ 3,650
3995	Local crime prevention fund, safety initiatives investment - Whau	CSS: Connected Communities – Community Delivery	$46,919
4019	Manukau Harbour Volunteers	CCS: Parks and Community Facilities – Specialist Operations	$7,500
37646	Ambrico Studio - refurbish building including roof	CCS: Parks and Community Facilities – Project Delivery	$20,000
40376	Avondale Lions Club – renew carpark and fencing	CCS: Parks and Community Facilities – Project Delivery	$0
42119	Blockhouse Bay Community Centre - interior renewal	CCS: Parks and Community Facilities – Project Delivery	$200,000
37466	Blockhouse Bay Library - renew roof and building	CCS: Parks and Community Facilities – Project Delivery	$20,000
37442	Carpark and Roading - Renewals - Whau	CCS: Parks and Community Facilities – Project Delivery	$20,000
40134	Memorial Square, New Lynn - refurbish water feature	CCS: Parks and Community Facilities – Project Delivery	$15,000
37665	New Lynn Community Centre - refurbish recreation hall	CCS: Parks and Community Facilities – Project Delivery	$20,000
40018	Tony Segedin Esplanade Reserve - renew boardwalk and footpath	CCS: Parks and Community Facilities – Project Delivery	$0
40287	Whau - provide shade/shelter in open spaces FY24/25+	CCS: Parks and Community Facilities – Project Delivery	$0
40229	Whau - remediate 2023 storm and cyclone effected assets	CCS: Parks and Community Facilities – Project Delivery	$50,000
37683	Whau - renew and improve play spaces	CCS: Parks and Community Facilities – Project Delivery	$0
37681	Whau - renew park fixtures, furniture and fencing FY24/25+	CCS: Parks and Community Facilities – Project Delivery	$0

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

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

Previous ID	Activity name	Lead department
500	Local civic events Whau	CCS: Regional Services and Strategy – Events
503	Senior citizens function Whau	CCS: Regional Services and Strategy – Events

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
Strong, resilient and inclusive communities where local identity, diversity and creativity are nurtured	· Our diverse communities are empowered to promote their cultural traditions and interests, engage with other communities and foster leadership. · Our communities’ voices are heard and responded to, and everyone has an opportunity to participate.	· Continue to implement the findings of the Whau Pacific Plan, build further on these findings through the community-led Whau Pasifika Komiti, and ensure that Pacific voices are heard in the response to COVID-19. · Continue to deliver the Whau Ethnic Plan and build on them through the community-led Whau Ethnic Collective, and ensure that ethnic communities’ voices are heard in the response to COVID-19. · Support services through our libraries, community centres, community groups and other organisations that bring communities together, celebrate our differences and promote tolerance, open-mindedness and respect. · Showcase our communities through events and other initiatives that celebrate diverse cultures, reaffirm identities, promote cross-cultural collaboration and attract people to the Whau. · Partner with Hoani Waititi Marae and other Māori organisations in the community to build relationships between local Māori communities and other ethnically diverse communities and foster a shared understanding.
Māori aspirations are advanced and prioritised, and Māori history and identity are valued and reflected in our community spaces	· The distinctive Māori heritage of the Whau area and its mana whenua is visible in key community spaces. · Māori living in the Whau are empowered to realise their aspirations for their whānau and local communities.	· Progress te kete rukuruku, the Māori naming of parks and reserves, along with interpretive signage that tells the stories of the history of particular sites and their significance to Māori. · Encourage the use of te reo Māori signage in all our community places, libraries and transport hubs. · Support our libraries to embrace and champion the everyday use of te reo Māori and promote opportunities for learning te reo Māori for people of all ages. · Invest in initiatives to highlight the historic portage route and its key sites through both physical markers and awareness-raising initiatives to celebrate this important part of the Whau’s heritage. · Advocate for the redevelopment of the Ash Street / Rata Street Bridge over the Whau River as one of the many gateways to the west, with a strong Māori focus and design components that can tell the story of the Whau River and celebrate its significance. · Continue to implement the findings of Waitākere ki Tua and Toitū Waitākere, and identify opportunities to empower Māori leaders in the community to build on and expand this work. · Provide engagement and consultation opportunities that are built around Kaupapa Māori and ensure that the voices of rangatahi, as well as koroua and kuia are included in Māori-focused initiatives. · Increase opportunities for rongoa Māori, Te Reo Māori, and other Māori-focused programming in our community places, and ensure that these opportunities are promoted widely.
Improved and expanded opportunities for walking, cycling and public transport	· More safe, attractive and high-quality walking and cycling connections are developed and carbon emissions from our transport system are reduced.	· Build on the positive changes associated with COVID-19 alert level restrictions around walking and cycling. Find low-costs improvements to enhance opportunities for active transport and make it a safe and enjoyable option. · Investigate opportunities to develop better walking and cycling connections for Kelston. · Progress the review and implementation of the Whau Neighbourhood Greenways Plan and prioritise walking and cycling connections between parks and open spaces. · Work with the Waitākere Ranges and Henderson-Massey local boards to investigate options for possible continuation of the New Lynn to Avondale Shared Path further along the rail line towards Henderson. · Continue to advocate strongly for funding of the remaining parts of Te Whau Pathway, identify ways to support delivery and ensure it meets local needs. · Advocate for safe, separated cycleways between our town centres, and between existing cycleways, shared paths and parks, and to other key destinations.
Thriving town centres a strong local economy and neighbourhoods that are supportive and connected	· More local people are able to access employment, education and training opportunities in the Whau.	· Continue to fund youth employment initiatives and look for opportunities to connect employers across west Auckland to organisations supporting youth employment. · Work with The Western Initiative and other key partners to grow local skills and employment. · Continue activities such as the Pop-up Business School with Auckland Unlimited, and look for opportunities to work with neighbouring local boards and other organisations in this space. · Explore opportunities to increase local procurement for council contracts and advocate for a living wage across the Whau. · Support and encourage social enterprise initiatives in our local communities. · Support Māori and Pasifika businesses to pilot local workforce development initiatives.

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 Whau 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 Whau Local Board work programme identified as having a positive or negative impact on climate change are outlined in Attachment D.

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

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

Local impacts and local board views

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

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

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

Table seven: Whau Local Board budget allocation

Local budgets	2023/2024 (approve)	2024/2025 (approve in principle Parks & Community Facilities only)	2025/2026 (approve in principle Parks & Community Facilities only)
Operational (Opex): Locally Driven Initiatives (LDI)	1,116,274	0	0
Opex: Asset Based Services (ABS)	12,870,132	0	0
Capital (Capex): Local Asset Renewals - Budget (ABS)	4,307,096	5,376,975	1,189,747
Capex: Local Asset Renewals - Proposed Allocation (ABS)	4,153,452	5,376,975	1,189,747
Advanced Delivery RAP*	117,026
Capex: Local Asset Renewals - Unallocated budget (ABS)	36,618	0	0
Capex: Locally Driven Initiatives (LDI) – Budget	170,000	535,762	965,160
Capex: Locally Driven Initiatives (LDI) - Proposed Allocation	170,000	535,762	965,160
Advanced Delivery RAP*	0
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	50,000	360,000	482,500
Capex: Specific Purpose Funding - Allocation	5,285,435	2,880,601	6,924,608
Capex: One Local Initiative	0	0	0
Capex: Long-term Plan discrete	4,500,000	2,971,561	17,828,540
Capex: Natural Environment Targeted Rate	0	0	0
Capex: External Funding Allocation	54,287	0	0
TOTAL ALLOCATIONS	$14,163,174	$11,764,899	$26,908,055

* 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	37
b ⇩	Māori Outcomes	69
c ⇩	Regional Projects	81
d ⇩	Climate Impacts	83

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

Adam Milina - Local Area Manager

Whau Local Board

26 July 2023

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

File No.: CP2023/09315

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. This report presents the Whau 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 Whau Local board plan 2020.

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

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

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

· climate action network - $9,000

· EcoMatters programmes

o bike hub – $20,000

o community nurseries – $8,480

o Ecofest west festival – $9,000

o EcoMatters environment centre and sustainability hub – $43,400

o love your neighbourhood – $5,650

· Manukau Harbour forum – $8,000

· Oakley Creek pest plant control buffer project – $5,000

· Whau community pest plant control buffer programme - $15,000

· Whau wildlink – $45,000.

8. The proposed work programme has a total value of $168,530, which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2023/2024 financial year.

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

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

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

Activity name	2023/2024 budget for approval
Climate action network	$9,000
Bike hub (EcoMatters)	$20,000
Community nurseries (EcoMatters)	$8,480
EcoFest west festival (EcoMatters)	$9,000
EcoMatters environment centre and sustainability hub	$43,400
Love your neighbourhood (EcoMatters)	$5,650
Manukau Harbour Forum	$8,000
Oakley Creek pest plant control buffer project	$5,000
Whau community pest plant control buffer programme	$15,000
Whau wildlink	$45,000
Total	$168,530

Horopaki

Context

10. 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).

11. 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.

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

· more safe, attractive and high-quality walking and cycling connections are developed and carbon emissions from our transport system are reduced

· innovation and disruptive technologies are embraced where they can provide safe, low-carbon alternatives to private vehicle use

· prepare communities for the impacts of climate change by building community resilience and reducing carbon emissions

· our streams, waterways and harbours are protected, and their mauri is restored

· our communities are supported to exercise the principle of kaitiakitanga in their local areas

· more trees and native plants are planted in the Whau, alongside strengthened advocacy to protect existing significant trees.

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

· Whau Local Low Carbon Plan

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

· National Policy Statement – Freshwater Management

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

13. 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

14. The proposed work programme is made up of activities continuing from previous financial years, including annually occurring events or ongoing programmes. In some cases it involves the reduction in funding of programmes to fit within the available budget. These programmes contribute towards the delivery of the Whau Local Board Plan 2020 environmental objectives, as detailed above.

15. 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.

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

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

Climate action network – $9,000

18. The local board has indicated that it would like to continue to support the climate action network in the 2023/2024 financial year. The local board allocated $9,000 towards this programme in 2020/2021 (then known as the low carbon network), 2021/2022 and 2022/2023.

19. A low carbon network is a community-led network of individuals, households, community groups, and businesses working together within the local board area to promote, support and implement community level low carbon activities. The network provides an opportunity for networking and collaboration for residents, businesses and practitioners undertaking low carbon activities in the local board area.

20. This network will continue to be supported by a community climate action broker, who will empower members of the network. A stronger community resilience to climate change will be achieved through building community connections and sharing skills.

21. The programme will help to implement the local climate action plan in collaboration with the local board and neighbouring climate action networks. In particular, the climate action network will help to achieve the local board’s commitment to reduce climate impacts through guiding local action in response to the regional climate emergency.

EcoMatters programmes – $86,530

22. The local board has indicated that it would like to continue to fund the EcoMatters Environment Trust. This will enable the trust to continue to deliver a number of environmental programmes in the Whau Local Board area. For the 2022/2023 financial year, the local board funded $99,750 towards EcoMatters programmes.

23. For the 2023/2024 financial year staff recommend that the programme also be funded a total of $86,530. The projects proposed for delivery are listed in Table 1 below, with a brief description and the key deliverables that the trust will provide through these projects.

Table 1. Key deliverables for projects delivered by EcoMatters Environment Trust

Description of Project	Deliverables
Bike Hub ($20,000) Continue to develop and operate the repair centre for second-hand bikes at the EcoMatters precinct. Continue to develop and deliver bicycle skills programmes in conjunction with partner organisations.	· continued repair centre operations · a sustainable operational model for the bike hire service is developed · the Whau Local Board's support will be acknowledged through signage at the EcoMatters precinct · funding and support from other sources for the development of the bike hub and its programmes will be received.
Community Nurseries ($8,480) Establishment of community nurseries is supported, and advice is provided to the community on how best to establish and maintain these.	· minimum of 2,000 native plants germinated and potted on for future planting · minimum of 2,000 native plants available for community planting programmes within the Whau Local Board area (plants generated from this initiative in the 2022/2023 financial year) · provision of nursery advice to community groups and interested parties to assist programmes to establish new nurseries. · the local board allocated $10,600 towards this programme in principle for the 2023/2024 financial year. The budget for this program has been reduced to $8,480 to fit within the available budget. The shortfall of $2,120 means that there will be a reduction in the plants potted on for future planting.
EcoFest West Festival ($9,000) Funding to support the running of the EcoWest festival held in west Auckland which will run from March to April 2023.	· this funding will support the community-based environmental festival with access to free public events that provide information and practical ideas for making sustainable living choices · the festival will be marketed to businesses, institutions and community groups, acknowledging the Whau Local Board's funding · a minimum of 30 events will be held in the Whau Local Board area. · the local board allocated $9,500 towards this programme in principle for the 2023/2024 financial year. The budget for this program has been reduced to $9,000 to fit within the available budget. The shortfall of $500 means that there will be a moderate reduction in the resources available to support the festival.
EcoMatters Environment Centre and Sustainability Hub ($43,400) Funding will support the management, operation, and promotion of the EcoMatters Environment Centre and associated education programmes.	· the centre will be open for at least 30 hours per week, providing a free or affordable meeting space to environmentally focused community groups · a minimum of 26 sustainability-related seminars or workshops will be provided over the 2023/2024 financial year.
Love your neighbourhood ($5,650) Rapid response assistance of up to $500 in value to support volunteer-driven practical environmental initiatives (such as clean-ups, restoration, community planting and food growing). Not-for-profit preschools can also apply for this assistance.	· this budget allocation will cover approximately 10 assistance requests · Love Your Neighbourhood assistance will be promoted in conjunction with the EcoWest Festival (March to April 2024) · details of the initiatives supported will be reported to the board on a quarterly basis.

Description of Project

Deliverables

Bike Hub ($20,000)

Continue to develop and operate the repair centre for second-hand bikes at the EcoMatters precinct.

Continue to develop and deliver bicycle skills programmes in conjunction with partner organisations.

· continued repair centre operations

· a sustainable operational model for the bike hire service is developed

· the Whau Local Board's support will be acknowledged through signage at the EcoMatters precinct

· funding and support from other sources for the development of the bike hub and its programmes will be received.

Community Nurseries ($8,480)

Establishment of community nurseries is supported, and advice is provided to the community on how best to establish and maintain these.

· minimum of 2,000 native plants germinated and potted on for future planting

· minimum of 2,000 native plants available for community planting programmes within the Whau Local Board area (plants generated from this initiative in the 2022/2023 financial year)

· provision of nursery advice to community groups and interested parties to assist programmes to establish new nurseries.

· the local board allocated $10,600 towards this programme in principle for the 2023/2024 financial year. The budget for this program has been reduced to $8,480 to fit within the available budget. The shortfall of $2,120 means that there will be a reduction in the plants potted on for future planting.

EcoFest West Festival ($9,000)

Funding to support the running of the EcoWest festival held in west Auckland which will run from March to April 2023.

· this funding will support the community-based environmental festival with access to free public events that provide information and practical ideas for making sustainable living choices

· the festival will be marketed to businesses, institutions and community groups, acknowledging the Whau Local Board's funding

· a minimum of 30 events will be held in the Whau Local Board area.

· the local board allocated $9,500 towards this programme in principle for the 2023/2024 financial year. The budget for this program has been reduced to $9,000 to fit within the available budget. The shortfall of $500 means that there will be a moderate reduction in the resources available to support the festival.

EcoMatters Environment Centre and Sustainability Hub ($43,400)

Funding will support the management, operation, and promotion of the EcoMatters Environment Centre and associated education programmes.

· the centre will be open for at least 30 hours per week, providing a free or affordable meeting space to environmentally focused community groups

· a minimum of 26 sustainability-related seminars or workshops will be provided over the 2023/2024 financial year.

Love your neighbourhood ($5,650)

Rapid response assistance of up to $500 in value to support volunteer-driven practical environmental initiatives (such as clean-ups, restoration, community planting and food growing). Not-for-profit preschools can also apply for this assistance.

· this budget allocation will cover approximately 10 assistance requests

· Love Your Neighbourhood assistance will be promoted in conjunction with the EcoWest Festival (March to April 2024)

· details of the initiatives supported will be reported to the board on a quarterly basis.

Manukau Harbour Forum - $8,000

24. The board has indicated that it would like to continue to fund the Manukau Harbour Forum in the 2023/2024 financial year. The board is one of nine local boards who make up the Manukau Harbour Forum (Franklin, Māngere-Ōtāhuhu, Manurewa, Maungakiekie-Tāmaki, Ōtara-Papatoetoe, Papakura, Puketāpapa, Waitākere Ranges, and Whau Local Boards). These local boards border the Manukau Harbour and have an interest in protecting and restoring the mauri of the harbour.

25. In 2022/2023 financial year, each of the member local boards provided $8,000 to co-fund the Manukau Harbour Forum. This was allocated to several activities including a Manukau Harbour Forum coordinator, a youth sustainability wānanga that included mana whenua tautoko, and continued development of the communications plan.

26. In May 2023 with the early resignation of the coordinator was discussed at the Manukau Harbour forum business meeting on 19 May (MHFJC/2023/11). The remaining $11,200 of the 2022/203 budget was used to purchase native plants to be grown on and made available for restoration projects in the Manukau Harbour forum catchment.

27. Staff recommend that each of the nine member boards contribute a further $8,000 each towards the forum in the 2023/2024 financial year, allowing a total budget of $72,000. Staff recommend that this funding supports:

· continuing to fund a Manukau Harbour Forum coordinator to assist with the delivery of the forum’s goals ($49,000)

· communications plan continuation to be overseen and led by the coordinator with staff guidance. ($3,000)

· funding the 2023/2024 youth sustainability wānanga which would involve around 50 students from all member local board areas to develop leadership skills, sustainability knowledge, and collaborative action programmes ($20,000).

Te Auaunga (Oakley Creek) pest plant control buffer project – $5,000

28. The local board has indicated it would like to continue to fund the Oakley Creek pest plant control buffer programme for the 2023/2024 financial year. The local board allocated $10,000 towards this programme in 2021/2022 and 2022/2023.

29. This programme will support private landowners living next to high-value parks and reserves to control invasive weeds. The programme will begin with private properties adjoining Te Auaunga (Oakley Creek).

30. The aim of the programme is to reduce weed densities on private properties and create a buffer to protect high-value parks and reserves from continued weed invasion. This will include:

· identifying key buffer areas around Te Auaunga (Oakley Creek), with support from the local community group, Friends of Oakley Creek

· identifying target weed species to be included for control

· liaising with and providing advice and support for landowners and occupiers to undertake weed control with permission from the landowner.

31. The local board allocated $10,000 towards this programme in principle for the 2023/2024 financial year. The budget for this program has been reduced to $5,000 to fit within the available budget. The shortfall of $5,000 means that there will be a 50 percent reduction in the number of landowners that can be visited.

Whau Community Pest Plant control buffer programme – $15,000

32. The local board has indicated it would like to continue to fund the Whau community pest plant control buffer programme for the 2023/2024 financial year. The local board allocated $15,000 towards this programme in 2022/2023.

33. This project will support residents living adjacent to local park reserves to reduce pest plants on their properties. This will help to create a buffer to help protect various high ecological value park sites from re-invasion by certain pest plants.

34. The project will support pest plant control on private property through the engaging of an environmental contractor to carry out pest plant weed control and to provide useful advice to landowners. Where possible, the project will include any community groups and consult with them on the project. Additional support for this programme will be provided through the Natural Environment Targeted Rate.

35. Staff recommend that $15,000 be allocated towards this programme in 2023/2024.

Whau Wildlink – $45,000

36. The local board has indicated it would like to continue to fund the Whau Wildlink programme for the 2023/2024 financial year. The local board allocated $35,000 towards this programme in 2020/2021 and $45,000 in 2021/2022 and 2022/20223.

37. This programme improves biodiversity through the removal of pest plants and pest animals and planting of native species. Water quality is improved by removing rubbish from waterways and streamside planting. These activities also improve connections between local communities and community groups. Through this programme, community groups will be supported to increase their reach and capabilities and enabled to lead and undertake restoration action.

38. Funding allocations towards environmental activities are determined within the network, as projects are collaboratively developed. Examples of projects funded in 2022/2023 are:

· Rongoā Māori in the Whau: four wānanga, a rongoā Māori advisory service and the provision of 100 rongoā Māori plants

· Pest Free Whau: pest trapping and monitoring sessions with a focus on Pest Free Olympic Park and collaboration with Pest Free Whau groups and volunteers

· Te Wai Ora o Te Whau: To engage community in caring for and monitoring of streams in the Whau. Eight streamside monitoring sessions and eight streamside care sessions

· Growing in Te Whau: To grow awareness of the impact of and encourage action to control environmental weeds in the Whau Local Board area. Weeding bees, outreach and messaging on weed species, particularly moth plant

· Hoopla: Haere mai ki wai Te Whau, an experience of the Whau River by kayak of the overlooked and difficult to access spaces of the wai Te Whau. The tour will be focused on building relationships and understanding in support of improving the environment in and around the Whau River, looking at the history and ecology of the river and how the view of the river may change with greater public access from the completion of Te Whau pathway

· Te Whau coastal pathway environment trust: A contribution for a project to develop a georeferenced database of places where solid waste is deposited on the shoreline of the Whau River and estuaries using a drone.

39. The network will be convened by members of the Whau community and facilitated by council staff. The Whau Wildlink strategy was completed in April 2021 and is the guiding document for this group. The benefits of this funding include:

· local native ecosystems are protected and enhanced, providing safe refuge for native wildlife

· collaboration and coordination of community efforts towards environmental outcomes

· people becoming more engaged through partnering with the local board and the council to protect biodiversity.

40. Staff recommend that $45,000 be allocated towards this programme in 2032/2024.

Tauākī whakaaweawe āhuarangi

Climate impact statement

41. 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.

42. 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.

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

Table 1: Climate impact assessment of proposed activities

Activity name	Climate impact
Climate action network	This project aims to increase community climate resilience by building community connections and skills sharing.

Activity name	Climate impact
EcoMatters programmes	EcoMatters initiatives respond to Auckland Council’s climate emergency declaration and commitments to address climate change by supporting and enabling community climate action. Projects aim to reduce carbon emissions and increase community resilience to climate impacts, using currently available solutions for immediate progress. Community climate action involves local residents reducing or responding to climate change in personal lifestyle or local community-based ways, creating new social norms.
Manukau Harbour forum	This programme will provide resilience to the community by ensuring waterways and the marine environment are protected and enhanced. Freshwater and marine ecosystems provide many ecosystem services such as flood mitigation, habitat for native biodiversity and carbon sequestration. These services are enhanced when the ecosystems are restored.
Oakley Creek pest plant control buffer project	Protection of native trees through undertaking pest plant control will increase carbon sequestration. Carbon sequestration is the long-term removal, capture or sequestration of carbon dioxide from the atmosphere to slow or reverse atmospheric carbon dioxide pollution and to mitigate global warming.
Whau community pest plant control buffer programme
Whau wildlink	The project will contribute to fewer native plants being eaten by pests, hence the survival and regeneration of increasing amounts of native vegetation. This will contribute to reducing greenhouse gas emissions in large areas of the Whau. It will also contribute to greater carbon sequestration and pollution absorption by native plants, as well as oxygen levels produced by these native plants.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

44. 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.

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

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

Local impacts and local board views

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

47. The projects noted above align with the local board plan outcome ‘our natural environment is protected 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

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

49. 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.

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

51. 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	Maōri outcome	Māori outcome description
EcoMatters programmes	Kaitiakitanga	The funding provided by the local board to EcoMatters has an impact on Māori wellbeing and building capacity for Māori. EcoMatters regularly hold traditional Māori weaving workshops as part of their seminar and workshop education programme. There is potential for healthy homes on a budget to contribute to Māori well-being through educating Māori groups about energy, water and waste, which may result in financial savings and home livability improvements.
Manukau Harbour Forum	Kaitiakitanga and realising rangatahi potential	Rangatahi will be involved in the youth sustainability wānanga and are supported to develop and implement programmes relevant to them and their communities. The wānanga also engages with kaumātua from Makaurau Marae to provide advice and mātauranga Māori that informs programme delivery. During the wānanga, te reo Māori is actively promoted, as a key component of programme delivery. The coordinator role has a requirement to be comfortable to use and learn te reo in person and emails, they will also engage with mana whenua.
Whau Wildlink	Kaitiakitanga	Mana whenua representatives have been approached to be involved in the group. A number of the groups have programmes with a strong focus on kaitiakitanga and Māori identity and culture including Haere mai ki te Whau and Rongoa.

52. 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

53. The proposed environment work programme for 2023/2024 totals to $168,530 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.

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

55. 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.

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

57. 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.

58. 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

a) Activity name	b) Risk	c) Mitigation	d) Rating after mitigation
e) Climate Action Network	f) Timely programme delivery is dependent on the availability of key contractors with relevant experience in developing and delivering local climate action plans to fulfil the role of a local climate activator. g) The programme is dependent on the willingness and availability of key stakeholders to participate in working group meetings and invest their time in helping to develop and implement the local board’s Low Carbon Action Plan.	h) This programme will likely be continued by the same contractor as prior years who has demonstrated experience with community engagement.	i) Low
j) EcoMatters programmes	k) EcoMatters initiatives are dependent on longstanding partnerships with three local boards (Henderson-Massey, Waitākere Ranges and Whau). Funding for the EcoMatters environment centre and sustainability hub underpins ongoing operations and the ability of EcoMatters to deliver this and other programmes.	l) All three local boards have indicated ongoing support of the Environment centre and sustainability hub, so this risk is considered low.	m) Low
n) Manukau Harbour Forum	o) This project is dependent of securing a new coordinator for the 2023/2024 year.	p) Staff have started to investigate possible applicants and therefore this is considered low risk.	q) Low
r) Oakley Creek pest plant control buffer project s) Whau Community Pest Plant control buffer programme	t) Long term sustainability of the programmes will require ongoing community leadership and co-ordination to support individuals and groups across the local board area.	u) These programmes have been running well across the regional and respective the contractors have experience with community engagement.	v) Low
w) Whau Wildlink	x) There is a risk that the enthusiasm of the Whau community does not translate into action on the ground. There is also a risk that the community groups fail to collaborate.	y) The facilitator will canvas community groups for what they will find most valuable from the programme, with a focus on enabling action. Finding common interests in what community groups would like to achieve and sharing skills across groups will help the facilitator to encourage collaboration.	z) Low

59. Where a work programme activity cannot be completed on time or to budget, due to unforeseen circumstances, this will be signalled to the local board at the earliest opportunity.

Ngā koringa ā-muri

Next steps

60. 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.

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Infrastructure and Enviromental Services Work Programme 2023/2024 - Whau Local Board	115

Ngā kaihaina

Signatories

Authors

Hana Perry - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Adam Milina - Local Area Manager

No.	Title	Page
a ⇩	Whau Local Board Grants Programme 2023-2024	123

Whau Local Board

26 July 2023

2025 Auckland Council elections - electoral system

File No.: CP2023/09688

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Whau 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 per cent of electors can demand that the council conduct a poll.

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

Tātaritanga me ngā tohutohu

Analysis and advice

FPP

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

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

STV - features

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

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

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

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

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

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

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

STV – concerns

Voter turnout

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

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

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

New Zealand council elections not party- based

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

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

Complexity

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

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

STV – other councils in New Zealand

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

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

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

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

Regional councils

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

STV – Future for local government review

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

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

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

STV – poll

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

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

Conclusion

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Warwick McNaughton - Principal Advisor

Authorisers

Carol Hayward - Team Leader Operations and Policy

Louise Mason - General Manager Local Board Services

Adam Milina - Local Area Manager

Whau Local Board

26 July 2023

Council-controlled organisation update on work programme items (April-June 2023) and expected milestones (July-September 2023)

File No.: CP2023/08483

Te take mō te pūrongo

Purpose of the report

1. To provide the Whau Local Board with a council-controlled organisation (CCO) update on the work programme (April-June 2023) and expected milestones and engagement approaches in its area for Quarter One (July-September 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 (July-September 2023).

9. The Whau Local Board will receive the next update in October 2023 which will include an update on projects from Quarter One (July-September 2023) and expected milestones and engagement approaches for work in Quarter Two (October-December 2023).

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) whiwhi / receive the council-controlled organisation update on the work programme (April-June 2023) and anticipated milestones and engagement approaches for Quarter One (July-September 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 Whau 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 March 2023.

Tātaritanga me ngā tohutohu

Analysis and advice

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

· completed work programme items

· new work programme items

· changes to engagement levels.

· Key highlights / issues

Auckland Transport

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

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

25. Streets for People project changes engagement levels – moving from stage 1 to stage 2.

26. The Avondale Town Centre Review and Implementation (Parking) project has been deferred to 2025/2026.

27. A key highlight for Auckland Transport, has been in collaboration with Waka Kotahi/ NZ Transport Agency, in progressing the regional Streets for People projects in the Whau. In 2022, based on the robustness of the pathway to permanence, strategic alignment with the Regional Long-Term Plan (RLTP) and local context, Waka Kotahi decided to fund Māngere and New Lynn as concept project areas.

28. In the Whau local board area, opportunities are being explored to improve walking and cycling within the neighbouring suburbs of Kelston and New Lynn. There are three key areas of interest for this project, the Kelston schools cluster, the New Lynn town centre and the Rimu Street area which runs between them. Stage one of the project is now completed, which involved working with local schools (including students), community groups, and residents. The Kelston-New Lynn project will discover new ways to improve safety, navigation and connectivity within the area. Stage two will develop concept options from the input provided thus far.

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

Tātaki Auckland Unlimited

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

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

32. The Auckland Stadium Network Strategy has been placed on hold and progression of work on ‘Supporting a resilient and regenerative Māori economy - Taki Hua economic strategy’ is dependent on future funding.

33. Co-design of a signature Māori festival for Tamaki Mākaurau. Options paper of Governance models for the future festival being completed for consideration by the sub-committees of Tamaki Mākaurau Mana Whenua Forum. Move to the next stage is imminent, which will involve creative proposal exploration.

34. Tātaki Auckland Unlimited had success in partnering to attract and support events that boost visitation and are a catalyst for Auckland’s regionwide economic prosperity. In the quarter from April to June 2023, 12 events were successfully delivered – highlights included:

· Harry Styles – the multi-GRAMMY award winning singer, songwriter and actor performed a single New Zealand show on 7 March 2023 at the Mt Smart Stadium.

· Pasifika Festival - the first held since 2019, made a return to Western Springs Park over the weekend of 18 – 19 March. Cultures represented included Aotearoa, Cook Islands, Fiji, Tuvalu, Niue, Samoa, Tonga, Hawaii, Tahiti, Kiribati and Tokelau.

· Synthony in the Domain, on 2 April 2023, Tāmaki Makarau’s iconic Pukekawa (Auckland Domain) hosted an outdoor, full-blown multi-sensory extravaganza experience that was Synthony in the Domain.

· NZ International Comedy Festival - ran in Auckland from 5 – 28 May, with a star-studded billing of international and national comedians.

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

Eke Panuku Development Auckland

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

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

38. A significant risk has been identified on delivery of Te Hono, the multi-facility centre planned for Avondale town centre. Escalating costs have meant that there is insufficient budget to deliver the current design. Staff are continuing to work with the board to address the risks.

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

Watercare

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

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

42. The Central Interceptor Project continues to reach milestones, despite the significant adverse weather events in the region. This quarter, the final pipe-jacking drive on the Dundale to Miranda route has been underway, with staff removing the services and materials inside the tunnel that were supporting the tunnel boring machine. The team has started plastic-welding the pipes together. The biggest challenge for the Dundale Avenue site is the removal of the noise reduction hangar that enabled work through the night. Once the noise hanger and gantry crane are removed, the civil engineering team will prepare for the shaft lining and final surface works before starting on site reinstatement.

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

45. 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

46. 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.

47. 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

48. 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.

49. 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

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

51. 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

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

53. 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

54. 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.

55. 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

56. 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).

57. 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.

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Auckland Transport work programme items	145
b ⇩	Tātaki Auckland Unlimited work programme items	147
c ⇩	Eke Panuku work programme items	151
d ⇩	Watercare work programme items	153