Agenda of Upper Harbour Local Board - Thursday, 27 July 2023

Upper Harbour Local Board

27 July 2023

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

File No.: CP2023/09709

Te take mō te pūrongo

Purpose of the report

1. To approve the 2023/2024 Upper Harbour 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 Upper Harbour 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 Upper Harbour 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 2023 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.

9. Approval is sought for the planning and design of the Risk Adjusted Programme 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 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.

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 Upper Harbour Local Board:

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

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

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

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

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

Horopaki

Context

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

Diagram

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

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

· Outcome 1 - Empowered, connected and resilient Upper Harbour communities

· Outcome 3 - Healthy and active communities

· Outcome 4 - Our unique natural environment is protected and enhanced.

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
3993	Local crime prevention fund, safety initiatives investment - Upper Harbour	CCS: Connected Communities – Community Delivery	$39,171
4013	Governance capacity building for community organisations - Upper Harbour	CCS: Connected Communities – Community Delivery	$15,000
4014	Albany Plan	CCS: Connected Communities – Community Delivery	$100,000
4015	Upper Harbour Ethnic Peoples Plan	CCS: Connected Communities – Community Delivery	$80,000
3833	Upper Harbour - Play Advocacy	CCS: Active Communities – Sport and Recreation	$10,000
42277	Rosedale Park - develop tree management plan	CCS: Parks and Community Facilities – Project Delivery	$5,000
42279	Upper Harbour - Install new park seating and tables in reserves	CCS: Parks and Community Facilities – Project Delivery	$0
42280	Upper Harbour - Investigate and develop dog agility areas in reserves in Rosedale and Whenuapai.	CCS: Parks and Community Facilities – Project Delivery	$0
40192	Upper Harbour - remediate storm and cyclone affected assets	CCS: Parks and Community Facilities – Project Delivery	$100,000
40012	Upper Harbour - renew furniture and fixtures 2024/2025+	CCS: Parks and Community Facilities – Project Delivery	$10,000
40038	Upper Harbour - renew park play spaces 2025/2026+	CCS: Parks and Community Facilities – Project Delivery	$0
30662	Upper Harbour - renew tracks and footpaths 2024/2025+	CCS: Parks and Community Facilities – Project Delivery	$10,000
42278	Whenuapai - investigate and develop new toilet facility	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
3510	UH Online walking guide	CCS: Parks and Community Facilities – Specialist Operations
409	Event partnership fund Upper Harbour	CCS: Regional Services and Strategy – Events
29111	Bay City Park - renew sports field lights	CCS: Parks and Community Facilities – Project Delivery

Financial impacts and constraints

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

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

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

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

Empowered, connected and resilient Upper Harbour communities

· Our residents participate and feel a sense of belonging to their community.

· Māori culture and identity are celebrated in Upper Harbour.

· Develop a Local Board Engagement Plan to increase community input into local decision making and identify ways to proactively remove barriers to participation for new residents, youth, older people and people of all abilities.

· Fund programmes that strengthen community connections through neighbourhood activities or events that are delivered by local people, building a sense of belonging in their local community, for instance supporting a network of community teams that organise local activities and events in response to the community’s needs.

· Partner with mana whenua to deliver initiatives that celebrate Māori identity and culture, for instance through local storytelling.

Healthy and active communities

· People of all abilities have access to well-maintained sports fields, parks, coastal and community facilities in Upper Harbour.

· Deliver outcomes that provide diverse play and active sports and recreation programmes and opportunities for people of all abilities in our local parks, reserves and marine environment. We will do this by prioritising investment, as budgets allow, on the key actions identified in the following planning documents:
• Upper Harbour Open Space Network Plan

• Marine Sport Facility Audit

• Upper Harbour Strategic Play Provision Assessment

· An example of a priority investment is the development of the Caribbean Drive sports fields.

· Deliver outcomes and opportunities identified in the Greenways Plan 2019 to connect our facilities through a network of pathways and cycleways that is safe and accessible to people of all abilities.

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 Upper Harbour 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 (RAP) 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 (RAP) 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 Upper Harbour 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 2023 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: Upper Harbour 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)	896,117	0	0
Opex: Asset Based Services (ABS)	13,393,883	0	0
Capital (Capex): Local Asset Renewals - Budget (ABS)	2,214,103	2,962,140	823,310
Capex: Local Asset Renewals - Proposed Allocation (ABS)	2,214,103	2,962,140	823,310
Advanced Delivery RAP*	0
Capex: Local Asset Renewals - Unallocated budget (ABS)	0	0	0
Capex: Locally Driven Initiatives (LDI) – Budget	150,000	477,748	654,782
Capex: Locally Driven Initiatives (LDI) - Proposed Allocation	150,000	477,748	654,782
Advanced Delivery RAP*	0
Capex: Locally Driven Initiatives (LDI) - Unallocated budget	0	0	0
Capex: Growth projects Allocation	3,425,748	8,194,114	9,640,000
Capex: Coastal projects Allocation	0	0	0
Capex: Slips Prevention projects Allocation	0	34,000	340,000
Capex: Specific Purpose Funding - Allocation	771,206	0	0
Capex: One Local Initiative	0	0	0
Capex: Long-term Plan discrete	0	0	0
Capex: Natural Environment Targeted Rate	380,000	0	0
Capex: External Funding Allocation	413,621	0	0
TOTAL ALLOCATIONS	$7,354,678	$11,668,002	$11,458,092

* 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 27 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 28 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	23
b ⇩	Māori Outcomes	47
c ⇩	Regional Projects	55
d ⇩	Climate Impacts	57

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

Lesley Jenkins - Local Area Manager

Upper Harbour Local Board

27 July 2023

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

File No.: CP2023/08804

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. This report presents the Upper Harbour 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 Upper Harbour 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 operational budget, reductions have been required to the programme that was approved in principle from through the 2022/2023 allocation report. These reductions were workshopped with the board in May 2023 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:

· Construction waste education and leadership - $24,900

· Ecology initiatives assistance programme - $109,607

· Industrial pollution prevention programme - $29,000

· Our local streams - $20,500

· Restoration of the Waiarohia Stream - $10,000

8. Additionally, the local board has already approved $100,000 of the Ecology Initiatives assistance programme budget as part of its adoption of the local board agreement at the 22 June 2023 business meeting (resolution number UH/2023/68). The local board provided direction at the June 2023 workshop to increase this funding by $9,607 bringing the total proposed amount for 2023/2024 to $109,607.

9. The proposed work programme has a total value of $194,007 which can be funded from within the local board’s draft locally driven initiatives operational budget for the 2023/2024 financial year.

10. A carry forward of $10,000 locally driven initiative operational budget from 2022/2023 has been approved for the Pest Free Upper Harbour strategy so that it may be completed within the first quarter of the 2023/2024 financial year.

11. The proposed work programme also includes $510,000 in regionally funded asset-based services capital expenditure for the Attwood Reserve wharf and boat ramp coastal renewal project.

12. Updates on the delivery of this work programme will be provided through the local board quarterly performance reports and through local board workshops.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour 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 ID	Activity name	2023/2024 locally driven initiative operational budget for approval
1441	Construction waste education and leadership	$24,900
716	Ecology initiatives assistance programme	$109,607 ($100,000 already approved)
4017	Industrial pollution prevention programme	$29,000
727	Our local streams	$20,500
720	Restoration of the Waiarohia Stream	$10,000
	Total	$194,007

b) tuhi ā-taipitopito / note that $100,000 locally driven initiative operational budget (LDI Opex) for Ecology initiatives assistance programme has already been approved as part of the adoption of the local board agreement at the 22 June 2023 business meeting (resolution number UH/2023/68).

c) tuhi ā-taipitopito / note that $10,000 locally driven initiative operational budget (LDI Opex) carry forward from 2022/2023 has been approved for the Pest Free Upper Harbour strategy so that it may be completed within the first quarter of the 2023/2024 financial year.

d) tuhi ā-taipitopito / note the allocation of $510,000 regionally funded asset-based services capital expenditure budget towards the Attwood Reserve wharf and boat ramp coastal renewal project in the 2023/2024 financial year.

Horopaki

Context

13. 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 2023/2024 Infrastructure and Environmental Services work programme (Attachment A).

14. 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 2023 and June 2023.

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

· our unique natural environment is protected and enhanced

· our communities care for their surrounding environment

· the lifeforce (mauri) of our harbour and waterways is respected and restored

· our communities practice te ao Māori guardianship (kaitiakitanga) principles

· our residents participate and feel a sense of belonging to their community.

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

· National Policy Statement for Freshwater Management

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

· Upper Harbour Ecological Connectivity Strategy.

17. 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

18. The proposed work programme is made up of activities continuing from previous financial years, including annually occurring events or ongoing programmes. It also includes new initiatives supported by the local board and in some cases the removal or reduction of programmes to fit within the available budget. These programmes contribute towards the delivery of the Upper Harbour Local Board Plan 2020 environmental objectives, as detailed above

19. 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.

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

21. 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:

Activity ID 1441: Construction waste education and leadership – $24,900

22. The local board has indicated support to continue funding the Construction Waste Education and Leadership Programme in the 2023/2024 financial year with a reduction in the in-principle funding indicated in the 2022/2023 work programme report from $45,000 to $24,900.

23. The budget reduction will see reductions in delivering outcomes, with the change in the distribution across measures and Key Performance Indicators (KPIs) for the 2023/2024 financial year.

24. The construction and demolition sector are the biggest contributor of waste in Auckland. This budget will support a construction and demolition waste advisor to work alongside the council’s waste team to reduce the amount of construction and demolition waste produced from building sites.

25. This programme will continue to fund a fixed term role for a construction and demolition waste advisor to work with builders and developers to improve site practices and provide increased reporting to the council’s compliance team.

26. The advisor will focus now on fortnightly surveillance and reporting of breaches of the Litter Act 1979, the Waste Management and Minimisation Bylaw 2019 and the Building Act 2004. They will also undertake verbal engagement with builders and developers to promote installation of silt and security fences and work to improve site waste practices around littering and problematic materials such as polystyrene.

27. The board allocated $25,000 to this programme in 2021/2022 and $45,000 in the 2022/2023 financial year. Staff recommend the allocation of $24,900 to the programme in the 2023/2024 financial year.

Activity ID 716: Ecology initiatives assistance programme – $109,607

28. The local board has already approved $100,000 LDI Opex for the Ecology initiatives assistance programme in 2023/2024 as part of its adoption of the local board agreement at the 22 June 2023 business meeting (resolution number UH/2023/68). The local board funded $80,000 towards this programme in 2022/2023.

29. Funding will support community groups to lead and undertake restoration action, protecting local native biodiversity and restoring ecosystems across Upper Harbour and contribute to the North-West Wildlink, delivery of Upper Harbour Ecological Connectivity Strategy and Upper Harbour Pest Free Strategy.

30. The allocation of funding will be determined within the Upper Harbour Ecology Network. Staff will provide updates at workshops at the end of quarter one and quarter three 2023/2024.

31. This programme will provide continued support for conservation projects proposed by the community as part of the implementation of the Upper Harbour Ecological Connectivity Strategy and the Upper Harbour Pest Free Strategy and Action Plan. Activities may include pest animal and weed control, training to build community capability, biodiversity monitoring and restoration planting on high value ecological sites on public and private land.

32. The local board have provided further direction to increase the allocated budget by $9,607 to the $100,000 previously approved at the business meeting on 23 June 2023 for a total budget of $109,607 towards this programme in the 2023/2024 financial year.

Activity ID 4017: Industrial pollution prevention programme (Rosedale) - $29,000

33. The local board has indicated support to fund the Industrial Pollution Prevention Programme in Rosedale and Hobsonville for the 2023/2024 financial year. This programme is primarily educational and informs industry about the impacts that their activities may be having on local waterways.

34. The programme includes a site inspection and discussion with the business owners about potential issues around pollution as well as waste minimisation techniques. If changes are recommended, a report is sent to the business and a follow up is conducted (depending on budget, this is either a phone call or site visit).

35. The programme involves a GIS mapping exercise to ensure that businesses understand the stormwater network connections in relation to local waterways.

36. An Industrial Pollution Prevention Programme was previously run in January 2020 in the Rosedale area, with 114 businesses visited. In total, 38 businesses with potential pollution issues were identified. The 2023/2024 programme is proposed to visit this area again, with 60 visits to businesses on either the eastern or western side of State Highway One.

37. Due to the new industrial area opening in Hobsonville, staff have also recommended a smaller programme of 20 visits on Hobsonville Road, to carry out proactive engagement and set the standard of how new businesses should be operating with environmental best practice.

38. With the funding recommended for this project, on water sensor will be purchased and set up to measure conductivity, which is a good indicator of a pollution event. This will be done in addition to visits.

39. Staff will provide an update on the Industrial Pollution Prevention Programme in quarter one 2023/2024.

40. Staff recommend the allocation of $29,000 to this programme in the 2022/2023 financial year.

Activity ID 727: Our local streams - $20,500

41. The board has indicated support for continuing funding the Our Local Streams programme in the 2023/2024 financial year. The local board funded $30,000 towards this programme in 2022/2023.

42. The lower budget will see reductions in delivering outcomes, with the change in the distribution across measures and KPIs for the 2023/2024 financial year.

43. This programme will continue to provide education for students and professional development for teachers to increase understanding of issues affecting local streams. It also allows continued monitoring of the water quality and biodiversity through student-led action projects such as weed and pest control, planting, and awareness raising.

44. Funding will support the continued provision of expertise and assistance for schools in the Upper Harbour Local Board area to connect with their local streams. This will be achieved through testing and monitoring water quality and connecting with community restoration groups working in the same catchment.

45. Funding supports connections between schools, the local environment, and community restoration groups, and provides schools with a source of water for use on gardens or other non-potable uses.

46. Staff recommend the allocation of $20,500 to this programme in the 2022/2023 financial year.

Activity ID 720: Restoration of the Waiarohia Stream– $10,000

47. The board has indicated support to continue allocating funding to the restoration of the Waiarohia Stream in the 2023/2024 financial year.

48. Funding will support the continuation of the restoration of local waterways, increasing both terrestrial and aquatic biodiversity by creating ecological corridors and riparian margins. It also empowers local communities to connect and advocate for their natural environment and for positive freshwater outcomes.

49. Funding for 2023/2024 will be used to implement year four of the five-year schedule of works, which will connect the community and local schools to improve stream health.

50. The local board funded $10,000 towards this programme in 2022/2023. Staff recommend the allocation of $10,000 to this programme in the 2023/2024 financial year.

Activities carried forward from 2022/2023:

Activity ID 3015: Pest free Upper Harbour strategy - $10,000

51. A carry forward of $10,000 has been approved for the Pest Free Upper Harbour Strategy to complete its Pest Free Strategy Plan. In 2022/2023, the board provided $30,000 to develop a Pest Free Upper Harbour Strategy. This strategic plan is to empower and build capability and capacity of the Upper Waitematā Ecology Network members to deliver on their environmental and community engagement outcomes.

52. With the approved carry forward of $10,000 the Pest Free Upper Harbour Strategy will complete the programme within the first quarter of the 2023/2024 financial year. The pest free strategy plan will be implemented as part of the ecological initiatives assistance programme from quarter two of the 2023/2024 financial year.

Tauākī whakaaweawe āhuarangi

Climate impact statement

53. In June 2019 Auckland Council declared a climate emergency and in response to this the council adopted the Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan in July 2020.

54. Each activity in the work programme is assessed to identify whether it will have a positive, neutral or negative impact on greenhouse gas emissions and contributing towards climate change adaptation.

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

Table 1: Climate impact assessment of proposed activities

Activity name	Climate impact
Construction waste enforcement and leadership	The contribution of waste to overall greenhouse gas emissions in the Auckland region is approximately 3.1 per cent as per the Auckland Greenhouse Gas Inventory to 2016. These programmes will reduce waste going to landfill and reduce greenhouse gas production.
Ecology initiatives assistance Programme	Upper Harbour Ecology Network’s efforts result in the protection and restoration of native biodiversity which acts as an important carbon sink.
Our local streams	Actions to improve local streams that include native planting will enhance carbon sequestration by plants, as well as reducing erosion and increasing the resilience of streams to storm events.
Restoration of the Waiarohia Stream	The implementation of stream restoration and protection efforts will minimise the impact of flooding, improve native biodiversity and enhance carbon sequestration. This will help protect the stream banks from erosion caused by the increased rainfall events resulting from climate change.
Industrial pollution prevention programme	This programme will improve the health of freshwater ecosystems which will build resilience to climate change through ecological services such as flood mitigation, habitat for native biodiversity and carbon sequestration through riparian plants.
Pest Free Upper Harbour Strategy	This project will support community led conservation in Upper Harbour, which is contribution to protection of native biodiversity which acts as an important carbon sink, such as community native planting.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

56. The work programme was developed through a collaborative approach by operational council departments, with each department represented in the integrated team that presented the draft work programme to the local board at a series of workshops.

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

58. Environmental Services and Healthy Waters staff working on restoration programmes will work closely with colleagues from Parks and Community Facilities as some of the restoration work happens on public land and public parks. The Industrial pollution prevention programme and the construction waste enforcement and leadership programme will also liaise with the council’s Proactive Compliance Team

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

Local impacts and local board views

59. The projects proposed for inclusion in the board’s Infrastructure and Environmental Services work programme will have positive environmental outcomes across the Upper Harbour Local Board area. Particular focus areas for the 2023/2024 work programme include Scott Point, Rosedale and the Waiarohia Stream.

60. The projects noted above align with the 2020 local board plan outcomes:

· our unique natural environment is protected and enhanced

· empowered, connected and resilient Upper Harbour communities.

61. 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

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

63. 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.

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

65. Table 2 outlines the activities in the 2023/2024 work programme that contribute towards the delivery of specific Māori outcomes.

Table 2: Māori outcome delivery through proposed activities

Activity name

Māori outcome

Māori outcome description

Our local streams

Te reo Māori

Kaitiakitanga

Realising rangatahi potential

Students will:

· be taught relevant terms in te reo Māori as they learn about the importance of stream health and biodiversity

· learn about the concept of kaitiakitanga as they become kaitiaki of their local stream site

· through learning to be citizen scientists, students will be empowered with confidence and skills, and awareness of environmental science as a potential career pathway

66. 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

67. The proposed environment work programme for 2023/2024 totals to $194,007 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.

68. The proposed work programme also includes $510,000 in asset-based services capital expenditure for the coastal renewals programme.

69. 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.

70. A carry forward of $10,000 LDI Opex from 2022/2023 has been approved for the Pest Free Upper Harbour strategy so that it may be completed within the first quarter of the 2023/2024 financial year.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

71. 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.

72. 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.

73. 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.

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

Table 3: Key risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Construction Waste Enforcement and Leadership	The programme is reliant on the willingness of small site developments to take on the recommendations.	The contractor has already had success in working with builders and developers in the 2020/2021 financial year. This same successful approach will be followed in this financial year.	Medium
Ecology Initiatives Assistance Programme	This programme is dependent on the volunteer time of the participants in the Upper Harbour Ecology Network.	The network has been running for a number of years and the amount of volunteer time and engagement is very high.	Low
Industrial pollution prevention programme	This programme is dependent on the businesses being willing to cooperate. Success is measured by the number of recommendations that have been implemented, so a risk of no implementations does exist.	Enough businesses have been identified to ensure that there are sufficient businesses to engage with if not all are interested. There has been high uptake from businesses in previous financial years.	Low
Our Local Streams	This programme relies on the schools wanting to be involved. In addition, the programme is dependent on the contractor’s availability to continue the work.	Schools currently engaged will be asked to confirm their continued involvement, and new schools will be approached if any existing schools do not continue. The current contractor has been approached and is interested in running this programme again.	Low
Restoration of the Waiarohia Stream	These programmes rely on community members’ willingness to be involved.	These programmes build on the positive relationships and momentum that already exist in active conservation groups in Upper Harbour.	Low

75. 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

76. 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.

77. 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 ⇩	Upper Harbour Local Board IES Work Programme 2023/2024	101

Ngā kaihaina

Signatories

Authors

Brandii Stephano - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Lesley Jenkins - Local Area Manager

No.	Title	Page
a ⇩	Upper Harbour Local Board Grants Programme 2023 - 2024.	109

Upper Harbour Local Board

27 July 2023

New private road name for subdivision at 236 Upper Harbour Drive, Greenhithe Development

File No.: CP2023/09267

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Upper Harbour Local Board to name a new private road being a commonly owned access lot created by way of a 17 lot residential subdivision undertaken by W & W Limited at 236 Upper Harbour Drive, Greenhithe.

Whakarāpopototanga matua

Executive summary

2. The Auckland Council Road Naming Guidelines set out the requirements and criteria of the council for proposed road names. The guidelines state that where a new road needs to be named as a result of a subdivision or development, the developer shall be given the opportunity of suggesting their preferred new road name/s for the local board’s approval.

3. The developer and applicant, W & W Limited has proposed the names presented below for consideration by the local board. The private road is identified as Lot 100 on the accompanying plans.

4. The proposed road name options have been assessed against the Auckland Council Road Naming Guidelines and the Australian & New Zealand Standard, Rural and Urban Addressing, AS NZS 4819:2011 and the Guidelines for Addressing in-fill Developments 2019 – LINZ OP G 01245. The technical matters required by those documents are considered to have been met and the proposed names are not duplicated elsewhere in the region or in close proximity. Mana whenua have been consulted in the manner required by the guidelines.

5. The proposed names for the new private road at 236 Upper Harbour Drive, Greenhithe are:

Road Reference	Proposed name
Lot 100 (private road)	Koru Lane (applicant’s preference)
	Silver Fern Lane (alternative)
	Titiro Lane (alternative)
	Whakamarie Lane
	(alternative)

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) whakaae / approve the name Koru Lane for the new private road within Lot 100 created by the subdivision undertaken by W & W Limited at 236 Upper Harbour Drive, Greenhithe, in accordance with section 319(1)(j) of the Local Government Act 1974. (Road naming reference RDN90098939, resource consent references SUB60356278).

Horopaki

Context

6. Resource consent reference SUB60356278 was approved on 27 April 2021 for a 17 lot
residential subdivision.

7. A site location plan and scheme plan of the subdivision can be found in Attachments A and B to the agenda report.

8. In accordance with the standards, every public road and any private road, or right of way, that serves more than five lots generally requires a new road name in order to ensure safe, logical and efficient street numbering.

9. The private road within Lot 100 being a commonly owned access (COAL) and shown on the scheme plan therefore requires a name as it serves more than five lots.

Tātaritanga me ngā tohutohu

Analysis and advice

10. The Auckland Council Road Naming Guidelines (the guidelines) set out the requirements and criteria of the council for proposed road names. These requirements and criteria have been applied in this situation to ensure consistency of road naming across the Auckland region. The guidelines allow that where a new road needs to be named as a result of a subdivision or development, the subdivider/developer shall be given the opportunity of suggesting their preferred new road name/s for the local board’s approval.

11. The guidelines provide for road names to reflect one of the following local themes with the use of Māori names being actively encouraged:

· a historical, cultural, or ancestral linkage to an area; or

· a particular landscape, environmental or biodiversity theme or feature; or

· an existing (or introduced) thematic identity in the area.

12. Theme: The names reflect the local environmental and / or landscape features of the area.

	Proposed name	Meaning (as described by applicant)
Lot 100 (COAL)	Koru Lane (applicant’s preference)	English translation - curled or coiled shoots of a fern frond and reflects the road alignment.
	Silver Fern Lane (alternative)	Refers to curled or coiled shoots of a fern frond and reflects the road alignment.
	Titiro Lane (alternative)	English translation - to look. observe or view and reflects the outlook from the subdivision.
	Whakamarie Lane (alternative)	English translation – calm, placated, peaceful and reflects the location of the subdivision.

13. Assessment: All the name options listed in the table above have been assessed by the council’s Subdivision Specialist team to ensure that they meet both the guidelines and the addressing standards in respect of road naming. The technical standards are considered to have been met and duplicate names are not located in close proximity. It is therefore for the local board to decide upon the suitability of the names within the local context and in accordance with the delegation.

14. Confirmation: Land Information New Zealand (LINZ) has confirmed that all of the proposed names are acceptable for use at this location.

15. Road Type: ‘Lane’ is an acceptable road type for the new private road and suits the form and layout of the COAL.

16. Consultation: Mana whenua were consulted in line with the processes and requirements described in the guidelines. Additional commentary is provided in the Tauākī whakaaweawe Māori section in this report.

Tauākī whakaaweawe āhuarangi

Climate impact statement

17. The naming of roads has no effect on climate change. Relevant environmental issues have been considered under the provisions of the Resource Management Act 1991 and the associated approved resource consent for the development.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

18. The decision sought for this report has no identified impacts on other parts of the council group. The views of council-controlled organisations were not required for the preparation of the report’s advice.

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

Local impacts and local board views

19. The decision sought for this report does not trigger any significant policy and is not considered to have any immediate local impact beyond those outlined in this report.

Tauākī whakaaweawe Māori

Māori impact statement

20. To aid local board decision making, the guidelines include an objective of recognising cultural and ancestral linkages to areas of land through engagement with mana whenua, particularly through the resource consent approval process, and the allocation of road names where appropriate. The guidelines identify the process that enables mana whenua the opportunity to provide feedback on all road naming applications and in this instance, the process has been adhered to.

21. On 15 May 2023 mana whenua were contacted by council on behalf of the applicant, through the Resource Consent department’s central facilitation process, as set out in the guidelines. Representatives of the following groups with an interest in the general area were contacted:

· Te Rūnanga o Ngāti Whātua

· Ngāti Whātua o Kaipara

· Ngāti Whātua Ōrākei

· Ngāi Tai Ki Tāmaki

· Te Kawerau ā Maki

· Te Ākitai Waiohua

· Ngāti Te Ata Waiohua

· Ngāti Paoa Trust Board

· Ngāti Paoa Iwi Trust

· Ngāti Maru

· Ngāti Tamaterā

· Ngāti Whanaunga

· Ngāti Manuhiri

22. Prior to the close of the consultation period Ngāti Manuhiri sought advice on whether the names were gifted by mana whenua or were selected by the applicant and were advised the applicant selected the names themselves. By the close of the consultation period (10 working days), no further responses were received.

Ngā ritenga ā-pūtea

Financial implications

23. The road naming process does not raise any financial implications for the council.

24. The applicant has responsibility for ensuring that appropriate signage will be installed accordingly once approval is obtained for the new road names.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

25. There are no significant risks to council as road naming is a routine part of the subdivision development process, with consultation being a key component of the process.

Ngā koringa ā-muri

Next steps

26. Approved road names are notified to LINZ which records them on its New Zealand wide land information database. LINZ provides all updated information to other users, including emergency services.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	236 Upper Harbour Drive Greenhithe - Attachment A - Locality Map	123
b ⇩	236 Upper Harbour Drive Greenhithe - Attachment B - Scheme Plan Of Subdivision	125

Ngā kaihaina

Signatories

Authors

Jan Asplet - Business Coordinator

Authorisers

Trevor Cullen - Team Leader Subdivision

Lesley Jenkins - Local Area Manager

Upper Harbour Local Board

27 July 2023

New public and private road names for a subdivision at 503 Albany Highway, Albany

File No.: CP2023/09381

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Upper Harbour Local Board to name two new public roads and four new private roads, respectively being roads to vest in Auckland Council and four commonly owned access lots, created by way of a subdivision being undertaken by Fletcher Living and Ngāti Whātua o Kaipara (operating as Ōkahukura LP), at 503 Albany Highway, Albany.

Whakarāpopototanga matua

Executive summary

2. The Auckland Council Road Naming Guidelines set out the requirements and criteria of the council for proposed road names. These state that where a new road needs to be named as a result of a subdivision or development, the developer shall be given the opportunity of suggesting their preferred new road name/s for the local board’s approval.

3. The developer and applicant, Fletcher Living and Ngāti Whātua o Kaipara (operating as Ōkahukura LP), has proposed the names presented below for consideration by the local board.

4. The proposed road name options have been assessed against the Auckland Council Road Naming Guidelines and the Australian & New Zealand Standard, Rural and Urban Addressing, AS NZS 4819:2011 and the Guidelines for Addressing in-fill Developments 2019 – LINZ OP G 01245. Aside from not complying with the requirement to provide alternative names, the technical matters required by those documents are considered to have been met, and the proposed names are not duplicated elsewhere in the region. Mana whenua have been consulted in the manner required by the guidelines.

5. The proposed names for the new public and private roads have been gifted by Ngāti Whātua o Kaipara with Te Ara meaning ‘the road’. The gifting from iwi carries with it an important level of respect from the iwi to the recipient and reflects the mana of both the giver and the recipient. As such it should be considered a Taonga (treasure)

6. Ngāti Whātua o Kaipara have been requested to provide alternative names. However, given that the submitted names have been gifted, they have elected in this instance not to do so and have requested that the report be presented for consideration.

7. The proposed names for the new public and private roads at 503 Albany Highway, Albany are:

Road Reference	Proposed Name
Road 1 Road 2	Te Ara Tū Para
	Te Aniwaniwa Terrace

JOAL 1 JOAL 1A JOAL 2	Rau Kumara Place
	Maikio Place
	Parapara Place
Future JOAL – Stage 2	Te Ara Tuhirangi

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) approve the following names for the new public roads created by way of subdivision undertaken by Fletcher Living and Ngāti Whātua o Kaipara (operating as Ōkahukura LP), at 503 Albany Highway, Albany in accordance with section 319(1)(j) of the Local Government Act 1974 (Road naming reference RDN90107658, resource consent references BUN603401846 and SUB60401849).

i) Te Ara Tū Para, (Road 1)

ii) Te Aniwaniwa Terrace, (Road 2)

b) approve the following names for the new private roads created by way of subdivision undertaken by Fletcher Living and Ngāti Whātua o Kaipara (operating as Ōkahukura LP), at 503 Albany Highway, Albany in accordance with section 319(1)(j) of the Local Government Act 1974 (Road naming reference RDN90107658, resource consent references BUN603401846 and SUB60401849).

i) Rau Kumara Place, (JOAL 1)

ii) Maikio Place, (JOAL 1A)

iii) Parapara Place (JOAL 2)

iv) Te Ara Tuhirangi (Future JOAL Stage 2)

Horopaki

Context

8. Resource consent reference BUN603401846 & subdivision reference SUB60401849 was granted consent on 1 February 2023 for a comprehensive residential development comprising nine standalone dwellings, 46 terraced dwellings and 32 apartments. This was accompanied by a subdivision around the development to provide multiple residential lots and unit titles, a public recreation reserve, a gully reserve and associated public and private roads.

9. A site location plan and development concept plan can be found in Attachments A and B to the agenda report. Please note that in this instance the commonly owned access lots (COALs) have been shown as jointly owner access lots (JOALs)

10. In accordance with the standards, every public road, and any private road, or right of way, that serves more than five lots generally requires a new road name in order to ensure safe, logical and efficient street numbering.

11. The public roads therefore require a name as well as the JOAL’s as they each serve more than five lots.

Tātaritanga me ngā tohutohu

Analysis and advice

12. The Auckland Council Road Naming Guidelines (the guidelines) set out the requirements and criteria of the council for proposed road names. These requirements and criteria have been applied in this situation to ensure consistency of road naming across the Auckland region. The guidelines allow that where a new road needs to be named as a result of a subdivision or development, the subdivider/developer shall be given the opportunity of suggesting their preferred new road name/s for the local board’s approval.

13. The guidelines provide for road names to reflect one of the following local themes with the use of Māori names being actively encouraged:

· a historical, cultural, or ancestral linkage to an area; or

· a particular landscape, environmental or biodiversity theme or feature; or

· an existing (or introduced) thematic identity in the area.

14. Theme: The gifted names demonstrate the cultural and ancestral link Ngāti Whātua o Kaipara have to the area.

Proposed name

Meaning (as described by applicant)

Road 1

Road 2

JOAL 1

Te Ara Tū Para

‘Te Ara’ references the road, and ‘Tū Para’ elevates the Para fern where the Kaipara name comes from. The para fern root is a key source of kai within ngāhere/forest.

Te Aniwaniwa Terrace

The name references a rainbow.

Rau Kumara Place

The name references the kumara as an ancient food species that was brought over from Hawaiiki.

The major thinking was that by growing kumara this was seen as settling in an area, creating a home and ensuring there was kai to sustain the whanau / community. The rau kumara is also an iconic weaving pattern that celebrates the kumara.

JOAL 1A

JOAL 2

Future JOAL – Stage2

Maikio Place

The name references the gold, yellow kumara species.

Parapara Place

The name references an ancient kumara species used as a rongoa - medicinal food for kaumatua and tamariki/children.

Te Ara Tuhirangi

The name references a red horizon and sacred maunga / mountains of Ngati Whatua o Kaipara.

15. Assessment: All the name options listed in the table above have been assessed by the council’s Subdivision Specialist team to ensure that they meet both the guidelines and the addressing standards in respect of road naming. The technical standards are considered to have been met, aside from the requirement to provide alternative names, and duplicate names are not located in close proximity. Ngāti Whātua o Kaipara have elected not to submit alternative names given the submitted names have been gifted and have requested that the report be presented for consideration. It is therefore for the local board to decide upon the suitability of the names within the local context and in accordance with the delegation.

16. Confirmation: Land Information New Zealand (LINZ) has confirmed that all of the proposed names are acceptable for use at this location.

17. Road Type: ‘Te Ara (meaning the Road)’ and ‘Terrace’ are acceptable road types for the new public roads and suit the form and layout of the roads. ‘Place’, and ‘Te Ara’ (meaning ‘the Road’) are acceptable road types for the new private roads and suit the form and layout of the JOALs.

18. Consultation: Mana whenua were consulted in line with the processes and requirements described in the guidelines. Additional commentary is provided in the Tauākī whakaaweawe Māori section that follows:

Tauākī whakaaweawe āhuarangi

Climate impact statement

19. The naming of roads has no effect on climate change. Relevant environmental issues have been considered under the provisions of the Resource Management Act 1991 and the associated approved resource consent for the development.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

20. The decision sought for this report has no identified impacts on other parts of the council group. The views of council-controlled organisations were not required for the preparation of the report’s advice.

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

Local impacts and local board views

21. The decision sought for this report does not trigger any significant policy and is not considered to have any immediate local impact beyond those outlined in this report.

Tauākī whakaaweawe Māori

Māori impact statement

22. To aid local board decision making, the guidelines include an objective of recognising cultural and ancestral linkages to areas of land through engagement with mana whenua, particularly through the resource consent approval process, and the allocation of road names where appropriate. The guidelines identify the process that enables mana whenua the opportunity to provide feedback on all road naming applications and in this instance, the process has been adhered to.

23. As part of the original resource consent application, Fletcher Living and Ngāti Whātua o Kaipara (operating as Ōkahukura LP) engaged with wider iwi groups, (in addition to Ngāti Whātua o Kaipara), and received memos/Cultural Value Assessments (CVAs) from Te Kawerau and Manuhiri Kaitiaki who were supportive and deferred to Ngāti Whātua o Kaipara for ongoing cultural input on the project.

24. Ngāti Whātua o Kaipara have had significant input on themes that are carried through the development and have gifted the names presented in this report for the development’s roading. The gifting from iwi carries with it an important level of respect from the iwi to the recipient and reflects the mana of both the giver and the recipient. As such it should be considered a Taonga (treasure)

25. Ngāti Whātua o Kaipara have also provided names for the future public neighbourhood park and open space areas to be considered through a separate process at a later time.

26. On 21 June 2023 mana whenua were contacted by council on behalf of the applicant, through the Resource Consent department’s central facilitation process, as set out in the guidelines. Representatives of the following groups with an interest in the general area were contacted:

· Te Rūnanga o Ngāti Whātua

· Ngāti Whātua o Kaipara

· Ngāti Whātua Ōrākei

· Ngāi Tai Ki Tāmaki

· Te Kawerau ā Maki

· Te Ākitai Waiohua

· Ngāti Te Ata Waiohua

· Ngāti Paoa Trust Board

· Ngāti Paoa Iwi Trust

· Ngāti Maru

· Ngāti Tamaterā

· Ngāti Whanaunga

· Ngāti Manuhiri

27. By the close of the consultation period (10 working days), no responses had been received.

Ngā ritenga ā-pūtea

Financial implications

28. The road naming process does not raise any financial implications for the council.

29. The applicant has responsibility for ensuring that appropriate signage will be installed accordingly once approval is obtained for the new road names.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

30. There are no significant risks to council as road naming is a routine part of the subdivision development process, with consultation being a key component of the process.

Ngā koringa ā-muri

Next steps

31. Approved road names are notified to LINZ which records them on its New Zealand wide land information database. LINZ provides all updated information to other users, including emergency services.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	503 Albany Highway Albany - Development Master Plan Showing Public Private Roads To Be Named	133
b ⇩	503 Albany Highway Albany - Locality Map	135

Ngā kaihaina

Signatories

Authors

Jan Asplet - Business Coordinator

Authorisers

Trevor Cullen - Team Leader Subdivision

Lesley Jenkins - Local Area Manager

Upper Harbour Local Board

27 July 2023

2025 Auckland Council elections - electoral system

File No.: CP2023/09392

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 to Single Transferable Voting for the 2025 Auckland Council elections.

Whakarāpopototanga matua

Executive summary

2. The council has previously decided to retain First Past the Post as an electoral system, giving priority to keeping the voting experience as simple as possible for the voter.

3. Single Transferable Voting 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 Single Transferable Voting 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. Single Transferable Voting 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 Single Transferable Voting 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 Single Transferable Voting a minority group might have enough votes to elect the group’s candidate whereas under First Past the Post a minority group may never be represented (those in a majority group will always outnumber those in a minority group).

6. A downside to Single Transferable Voting 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, Single Transferable Voting 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 Single Transferable Voting is used candidates stand in political parties and voters align with such political parties. Single Transferable Voting 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 Single Transferable Voting. 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 Single Transferable Voting can be mitigated with simple and clear instructions on how to vote.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour 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 section 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 five 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 five per cent 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

Lesley Jenkins - Local Area Manager

Upper Harbour Local Board

27 July 2023

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

File No.: CP2023/08479

Te take mō te pūrongo

Purpose of the report

1. To provide the local board with a council-controlled organisation 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 Council Controlled Organisation Local Board Joint Engagement Plans were adopted in June 2022. These plans record council-controlled organisation responsibilities and local board commitments with Auckland Transport, Tātaki Auckland Unlimited, Eke Panuku Development Auckland and Watercare. A copy of the plan can be found in the report from the June 2022 business meeting here: Upper Harbour Joint Council-Controlled Organisations Engagement Plan 2022/2023

3. Local boards and council-controlled organisations were expected to review the joint engagement plans (council-controlled organisation responsibilities and local board commitments) in June 2023. Due to the impacts of the Annual Budget 2023/2024 and council-controlled organisation staff restructures, this review is now recommended to occur in September 2023.

4. Council-controlled organisations provide local boards with the council-controlled organisation 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 council-controlled organisation work programme addresses the 2020 council-controlled organisation review’s recommendation to coordinate council controlled-organisation actions better at the local level.

6. As per the 2022/2023 Council Controlled Organisation Local Board Joint Engagement Plans:

· Council-controlled organisations, 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 council-controlled organisations 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. This report provides a formal update on the council-controlled organisation work programme items from April to June 2023 and the engagement approach and anticipated milestones for quarter one (July-September 2023).

8. The Upper Harbour 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 Upper Harbour 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 Council Controlled Organisation (CCO) Local Board Joint Engagement Plans?

9. 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.

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

11. 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.

12. 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?

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

14. The work programme is not a full list of projects in the Upper Harbour 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.

15. 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.

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

17. 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.

18. 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.

19. 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.

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

· updates or completed work programme items

· new work programme items

· changes to engagement levels

· expected milestones.

22. The below sections also include any key highlights from the CCO work programme where relevant.

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

Auckland Transport

24. Key highlights in the Auckland Transport CCO work programme include:

· completion of the Bend Treatment Package Programme for sites in the Upper Harbour Local Board area

· local board workshop and site visit held regarding the Hobsonville Wharf ferry electrification project

· workshop scheduled for July 2023 on the Local Board Transport Capital Fund.

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

Tātaki Auckland Unlimited

26. Key highlights in the Tātaki Auckland Unlimited CCO work programme include:

· workshop with the local board in June 2023 on North Harbour Stadium

· FIFA Women’s World Cup commencing in July 2023

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

Eke Panuku Development Auckland

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

Watercare

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

31. 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

32. 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.

33. 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

34. 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.

35. 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

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

37. 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

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

39. 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

40. 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.

41. 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

42. The local board will receive the next CCO work programme report in October 2023 which will include an update on projects from Quarter One (July-September 2023) and expected milestones for work in Quarter Two (October-December 2023).

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

44. 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 - Upper Harbour	151
b ⇩	Tātaka Auckland Unlimited work programme items - Upper Harbour	153
c ⇩	Eke Panuku Development Auckland work programme items - Upper Harbour	159
d ⇩	Watercare work programme items - Upper Harbour	161