Agenda of Waitākere Ranges Local Board

1 Nau mai | Welcome

2 Ngā Tamōtanga | Apologies

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

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

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

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

The following are declared interests of the Waitākere Ranges Local Board:

Board Member	Organisation/Position
Mark Allen	- Community Waitākere – Executive Officer - Bethells Valley Fire – Life Member - Waitākere Licensing Trust – Trustee - West Auckland Trusts Services - Director
Michelle Clayton	- Glen Eden Residents’ Association – Member - The Personal Advocacy and Safeguarding Adults Trust – Trustee - Glen Eden Returned Services Association (RSA) – Member - Glen Eden Railway Trust – Member - Te Wahi Ora Charitable Trust – Member - Glen Eden Community House - Member
Sandra Coney	- Cartwright Collective – Member - Women’s Health Action Trust – Patron - New Zealand Society of Genealogists – Member - New Zealand Military Defence Society – Member - Pest Free Piha – Partner is the Coordinator - Piha Tennis Club – Patron and Partner is the President - Piha Wetland Trust – Partner is a Trustee - Waitākere Ranges Pest Free Alliance – Partner is the Co-Chair of this group
Greg Presland	- Whau Coastal Walkway Environmental Trust – Trustee - Glen Eden BID – Member - Titirangi Ratepayers and Residents Association – Member - Waitākere Ranges Protection Society - Member - Titirangi RSA - Member
Liz Manley	- Consumer Experiences Council, Te Toka Tumai Auckland, Te Whatu Ora - Co-chair - Clinical Ethics Advisory Group, Te Toka Tumai Auckland, Te Whatu Ora - Member - Titirangi Community Arts Council Board – Member - Titirangi Ratepayers and Residents Association – Member - Laingholm District Citizens Association – Member
Linda Potauaine	- Visionwest Community Trust – Employee - New Lynn Rotary – President - Archtists Limited. - Director

Member appointments

Board members are appointed to the following bodies. In these appointments the board members represent Auckland Council:

External organisation	Lead	Alternate
Glen Eden Business Improvement District (Glen Eden Business Association)	Michelle Clayton	Greg Presland
Aircraft Noise Community Consultative Group	Mark Allen	Liz Manley
Ark in the Park	Mark Allen	Liz Manley
Friends of Arataki and Waitākere Regional Parkland Incorporated	Michelle Clayton	Sandra Coney
Glen Eden Playhouse Theatre Trust	Mark Allen	Linda Potauaine
Te Uru Waitākere Contemporary Gallery	Linda Potauaine	Mark Allen
Glen Eden Community and Recreation Centre Incorporated	Michelle Clayton	Mark Allen

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Waitākere Ranges Local Board:

a) whakaū / confirm the ordinary minutes of its meeting, held on Thursday, 22 June 2023, as true and correct.

5 He Tamōtanga Motuhake | Leave of Absence

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

6 Te Mihi | Acknowledgements

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

7 Ngā Petihana | Petitions

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

8 Ngā Tono Whakaaturanga | Deputations

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

8.1 Deputation: Te Puni Kōkiri - Activities overview

Te take mō te pūrongo

Purpose of the report

1. To receive a deputation from Te Puni Kōkiri.

Whakarāpopototanga matua

Executive summary

2. Dave Kaio, Regional Advisor-Te Puni Kōkiri for North Shore and West Auckland, on behalf of Te Puni Kōkiri will be in attendance to give an overview of his role and the role of Te Puni Kōkiri to the Board.

3. Te Puni Kōkiri is the government’s principal policy advisor on Māori wellbeing and development. Te Puni Kōkiri's overarching long-term vision is to better enable Thriving Whānau – a vision underpinned by the idea that when whānau are thriving, so do their communities, hapū, iwi and all of Aotearoa.

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

a) whiwhi / receive the presentation on Te Puni Kōkiri and thank Dave Kaio, for his attendance.

9 Te Matapaki Tūmatanui | Public Forum

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

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

10 Ngā Pakihi Autaia | Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

Waitākere Ranges Local Board

27 July 2023

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

File No.: CP2023/09509

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. This report presents the Waitākere Ranges 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 Waitākere Ranges Local Board Plan 2020.

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

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

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

· Climate action programme - $32,000

· EcoMatters programmes (year three of the board’s funding agreement totaling $73,650), including:

o Community nurseries - $11,550

o EcoFest West Festival - $10,000

o EcoMatters Environment Centre and Sustainability Hub - $40,500

o Love your neighbourhood - $11,600

· Kerbside recycling collection for commercial premises in Piha - $3,000

· Manukau Harbour Forum - $8,000

· Pest Free Waitākere Ranges Alliance coordinator - $75,000

· South Titirangi restoration programme - $15,000

· Waitākere weed action project (our backyard) - $100,000

· West coast animal management team Support - $35,000.

8. The proposed work programme has a total value of $341,650 which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2023/2024 financial year.

9. The proposed work programme also includes $475,000 in regionally funded asset-based services capital expenditure for the following coastal renewals programmes:

· Foster Bay, Huia - seawall and groyne renewal- $475,000.

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

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

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

Activity name	2023/2024 budget for approval
Climate Action Programme	$32,000
EcoMatters programmes (year three of the funding agreement)	$73,650
Kerbside recycling collection for commercial premises in Piha	$3,000
Manukau Harbour Forum	$8,000
Pest Free Waitākere Ranges Alliance coordinator	$75,000
South Titirangi restoration programme	$15,000
Waitākere weed action project (Our Backyard)	$100,000
West Coast Animal Management Team Support	$35,000
Total	$341,650

b) tuhi ā-taipitopito / note the allocation of $475,000 for Foster Bay, Huia - seawall and groyne renewal from regionally funded asset-based services capital expenditure budget towards the Waitākere Ranges work programme in the 2023/2024 financial year.

Horopaki

Context

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

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

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

· our natural environments are protected

· communities take action to improve their resilience.

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

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

· National Policy Statement for Freshwater

· The Big Blue Waitākere report.

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

Climate action programme – $32,000

20. The board has indicated that it would like to fund a local climate action programme for the Waitākere Ranges local board area.

21. Staff recommend that the board provides $32,000 of its locally driven initiatives operational budget towards this programme in the 2023/2024 financial year. This budget would enable:

· staff to continue the work on the development of a local climate action plan that began in 2021/2022, including community engagement and input from subject matter experts, into actions and priorities for the board area

· staff to ensure that the local climate action plan receives input from a broad range of community members, including those who are not typically engaged on climate and sustainability topics, before the draft plan is workshopped with the local board and presented for adoption. The plan will include targets, actions and a supporting monitoring framework

· support of a climate action activator who will work with local community groups and other key stakeholders to implement some key projects in the plan, particularly those focused on enabling community action and participation in reducing greenhouse gas emissions.

22. The budget for this program has been reduced from $40,000 in principle to $32,000 to fit within the available budget. The shortfall of $8,000 means that there will be a reduction in the activator hours limiting the extent of community engagement and the number of community projects supported.

EcoMatters programmes – $73,650

23. The local board has indicated that it would like to continue to fund the EcoMatters Environment Trust. This will enable the trust to continue to deliver a number of environmental programmes in the Waitākere Ranges local board area. For the 2022/2023 financial year, the local board funded $110,050 towards EcoMatters programmes.

24. Through workshops with the local board the following projects which had been approved in principle have been removed from the EcoMatters delivery programme:

· Healthy Homes on a Budget $5,800

· Love Your Place Awards $5,800

· War on Weeds $26,000.

25. For the 2023/2024 financial year staff recommend that the programme also be funded a total of $73,650. The projects proposed for delivery by EcoMatters are listed in Table 1 below, with a brief description and the key deliverables that the trust will provide through these projects.

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

Description of Programme	Deliverables
Community Nurseries – ($11,550) Establishment of community nurseries is supported and advice is provided to the community on how best to establish and maintain these.	· Minimum of 2,500 native plants germinated and potted on for future planting · Minimum of 2,000 native plants available for community planting programmes within the Waitākere Ranges Local Board area (plants generated from this initiative in the 2022/2023 financial year) · Provision of nursery advice to community groups and interested parties to assist programmes to establish new nurseries.
EcoFest West Festival ($10,000) Funding to support the running of the EcoWest festival held in west Auckland which will run from March to April 2024.	· This funding will support the community-based environmental festival with access to free public events that provide information and practical ideas for making sustainable living choices · The festival will be marketed to businesses, institutions and community groups acknowledging Waitākere Ranges Local Board's funding · A minimum of 30 events will be held in the Waitākere Ranges Local Board area. · The budget for this program has been reduced from $11,250 in principle to $10,000 to fit within the available budget. The shortfall of $1,250 means that there will be a moderate reduction in the number of events.
EcoMatters Environment Centre and Sustainability Hub ($40,500) Funding will support the management, operation, and promotion of the EcoMatters Environment Centre and associated education programmes.	· The centre will be open for at least 30 hours per week, providing a free or affordable meeting space to environmentally-focused community groups · A minimum of 26 sustainability-related seminars or workshops will be provided over the 2023/2024 financial year.
Love your neighbourhood ($11,600) Rapid response assistance of up to $500 in value to support volunteer-driven practical environmental initiatives (such as clean-ups, restoration, community planting and food growing). Not-for-profit preschools can also apply for this assistance.	· This budget allocation will cover approximately 14 assistance requests · Love Your Neighbourhood assistance will be promoted in conjunction with the EcoWest Festival (March to April 2024) · Details of the initiatives supported will be reported to the board on a quarterly basis.

Description of Programme

Deliverables

Community Nurseries – ($11,550)

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

· Minimum of 2,500 native plants germinated and potted on for future planting

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

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

EcoFest West Festival ($10,000)

Funding to support the running of the EcoWest festival held in west Auckland which will run from March to April 2024.

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

· The festival will be marketed to businesses, institutions and community groups acknowledging Waitākere Ranges Local Board's funding

· A minimum of 30 events will be held in the Waitākere Ranges Local Board area.

· The budget for this program has been reduced from $11,250 in principle to $10,000 to fit within the available budget. The shortfall of $1,250 means that there will be a moderate reduction in the number of events.

EcoMatters Environment Centre and Sustainability Hub ($40,500)

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

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

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

Love your neighbourhood ($11,600)

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

· This budget allocation will cover approximately 14 assistance requests

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

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

Kerbside recycling collection for commercial premises in Piha – $3,000

26. The board has indicated it would like to continue to fund kerbside recycling collection for commercial premises in Piha in the 2023/2024 financial year. The board provided $5,150 towards this programme in the 2020/2021, 2021/2022 and 2022/2023 financial years.

27. The programme ensures that all commercial hospitality businesses have additional recycling bins to meet their volume needs as funded by the local board.

28. This project will continue to ensure that the Piha business community has access to a recycling service, which will support waste minimisation as plastics, glass and paper are diverted from landfills.

29. The budget for this program has been reduced from $5,150 to $3,000 to fit within the available budget. The reduction in funding of $2,150 will have no impact on the level of service as the actual cost per year for commercial waste removal has never exceeded $3,000.

30. Staff recommend the board allocate $3,000 for the 2023/2024 programme.

Manukau Harbour Forum – $8,000

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

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

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

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

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

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

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

Pest Free Waitākere Ranges Alliance coordinator – $75,000

35. The board has indicated it would like to continue to fund the Pest Free Waitākere Ranges Alliance coordinator in the 2023/2024 financial year. The board provided $75,000 towards this programme in the 2020/2021, 2021/2022 and 2022/2023 financial years.

36. Funding in the 2023/2024 financial year will enable the coordinator to continue resourcing, aligning and connecting community ecological restoration efforts across the Waitākere Ranges. This will include working with staff in Environmental Services, Community Facilities and Connected Communities to help align council and community restoration activities.

37. This project will provide the following benefits in the 2023/2024 financial year:

· community groups, landowners and schools supported and enabled to lead and undertake ecological restoration

· the protection of local native biodiversity through pest animal and pest plant control

· enhancing native habitat through native tree planting, and planting native shrubs to add structure and resilience to coastal native forest

· protecting and enhancing ecosystems to provide safe and connected refuge for native wildlife.

South Titirangi restoration programme – $15,000

38. The board has indicated it would like to continue to fund the South Titirangi restoration programme in the 2023/2024 financial year. The board provided $15,000 towards this programme in the 2020/2021, 2021/2022 and 2022/2023 financial years.

39. In 2018/2019 the board allocated $30,000 towards the development of a Pest Free South Titirangi strategy.

40. This programme supports the South Titirangi Neighbourhood Network community group to deliver on the strategy by controlling pest plants on private properties. An environmental contractor will control pest plants in areas that are not safe for untrained members of the community to reach or control pest plants in.

41. Funding for this project will:

· improve biodiversity through reducing pest plant numbers

· support the South Titirangi Neighbourhood Network with their pest-free goals

· provide an opportunity to raise awareness about native biodiversity and educate residents on the importance of doing their part to protect the environment.

Waitākere weed action project (Our Backyard) – $100,000

42. The board has indicated it would like to continue to fund the Waitākere weed action programme in the 2023/2024 financial year. The board has allocated funding towards this project each year since 2014/2015, most recently with an allocation of $100,000 towards this programme in the 2022/2023 financial year.

43. This is a Waitākere Ranges Local Board-initiated weed management initiative with a focus on invasive weeds on privately-owned properties in Huia, Karekare and Piha. The project aims to reduce the volume and spread specifically of wild ginger, moth plant, woolly nightshade and rhamnus in ecologically significant areas of the Waitākere Ranges Local Board area. It also contributes towards a behaviour change where all of the community understands that they have a shared responsibility to manage environmental weeds in the Waitākere Ranges Heritage Area.

44. Staff recommend that the board allocate $100,000 of its locally driven initiatives operational budget towards the continuation of this project in 2023/2024. Regional funding will match this with a value of at least $100,000.

45. The programme for the 2023/2024 financial year will continue within the current areas (Piha, Anawhata, Karekare, Huia and Cornwallis).

West coast animal management team support – $35,000

46. The board has indicated it would like to continue to fund the West Coast animal management team support in the 2023/2024 financial year. The board provided $35,000 towards this programme in the 2023/2023 financial year.

47. This programme will provide additional animal management team staff time specifically for west coast beach areas. This will help support adherence of animal management bylaws leading to better dog rule compliance and improved native wildlife protection outcomes in the Waitākere Ranges coastal areas.

48. In 2023/2024 the species management budget will contribute an additional $15,000 towards this programme. This will allow the programme to run for eight to ten months in the financial year.

Tauākī whakaaweawe āhuarangi

Climate impact statement

49. 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.

50. 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.

51. Table 2 outlines the activities in the 2023/2024 work programme that have an impact on greenhouse gas emissions or contribute towards climate change adaptation.

Table 2: Climate impact assessment of proposed activities

Activity name	Climate impact
Climate action programme	This programme aims to reduce emissions by identifying gaps, strategic opportunities and collaborations that will build on existing local activity.
EcoMatters programmes	EcoMatters initiatives respond to Auckland Council’s climate emergency declaration and commitments to address climate change by supporting and enabling community climate action. Programmes aim to reduce carbon emissions and increase community resilience to climate impacts, using currently available solutions for immediate progress. Community climate action involves local residents reducing or responding to climate change in personal lifestyle or local community-based ways, creating new social norms.
Kerbside recycling collection for commercial premises in Piha	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. The largest source of emissions within the waste sector in Aotearoa New Zealand is solid waste disposal to landfill. By providing increased opportunities for businesses that produce high waste volumes to divert materials from landfill, this project will assist in reducing a proportion of these waste-related emissions.
Manukau Harbour Forum	This programme will provide resilience to the community by ensuring waterways and the marine environment are protected and enhanced. Freshwater and marine ecosystems provide many ecosystem services such as flood mitigation, habitat for native biodiversity and carbon sequestration. These services are enhanced when the ecosystems are restored.
Pest Free Waitākere Ranges Alliance coordinator	Supporting and encouraging groups with conservation activity in the Waitākere Ranges will contribute to the survival and regeneration of native vegetation, aiding carbon sequestration and making plants more resilient to climate impacts.
West coast animal management team support	This project will not facilitate any reduction of carbon emissions. Protecting coastal birds and habitat will support resilience to climate change for native bird populations.
Waitākere weed action project and South Titirangi restoration programme	These projects will contribute to the survival and regeneration of native vegetation through suppression of pests, which will support the sequestration of carbon and make plants more resilient to climate impacts.

Tauākī whakaaweawe āhuarangi

Climate impact statement

52. 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.

53. 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.

54. Table 2 outlines the activities in the 2023/2024 work programme that have an impact on greenhouse gas emissions or contribute towards climate change adaptation.

Table 2: Climate impact assessment of proposed activities

Activity name	Climate impact
Climate action programme	This programme aims to reduce emissions by identifying gaps, strategic opportunities and collaborations that will build on existing local activity.
EcoMatters programmes	EcoMatters initiatives respond to Auckland Council’s climate emergency declaration and commitments to address climate change by supporting and enabling community climate action. Programmes aim to reduce carbon emissions and increase community resilience to climate impacts, using currently available solutions for immediate progress. Community climate action involves local residents reducing or responding to climate change in personal lifestyle or local community-based ways, creating new social norms.
Kerbside recycling collection for commercial premises in Piha	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. The largest source of emissions within the waste sector in Aotearoa New Zealand is solid waste disposal to landfill. By providing increased opportunities for businesses who produce high waste volumes to divert materials from landfill, this project will assist in reducing a proportion of these waste-related emissions.
Manukau Harbour Forum	This programme will provide resilience to the community by ensuring waterways and the marine environment are protected and enhanced. Freshwater and marine ecosystems provide many ecosystem services such as flood mitigation, habitat for native biodiversity and carbon sequestration. These services are enhanced when the ecosystems are restored.
Pest Free Waitākere Ranges Alliance coordinator	Supporting and encouraging groups with conservation activity in the Waitākere Ranges will contribute to the survival and regeneration of native vegetation, aiding carbon sequestration and making plants more resilient to climate impacts.
West coast animal management team support	This project will not facilitate any reduction of carbon emissions. Protecting coastal birds and habitat will support resilience to climate change for native bird populations.
Waitākere weed action project and South Titirangi restoration programme	These projects will contribute to the survival and regeneration of native vegetation through suppression of pests, which will support the sequestration of carbon and make plants more resilient to climate impacts.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

55. 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.

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

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

Local impacts and local board views

57. The projects proposed for inclusion in the board’s Infrastructure and Environmental Services work programme will have positive environmental outcomes across the Waitākere Ranges Local Board area. Particular focus areas for the 2023/2024 work programme include Piha, Anawhata, Karekare, Huia, South Titirangi and Cornwallis.

58. The projects noted above align with the local board plan ‘we work to respect, protect and restore the environment’. 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

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

60. 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.

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

62. Table 3 outlines the activities in the 2023/2024 work programme that contribute towards the delivery of specific Māori outcomes.

Table 3: Māori outcome delivery through proposed activities

Activity name	Māori outcome description
EcoMatters programmes	EcoMatters is working with representatives of Te Kawerau ā Maki towards establishing a memorandum of understanding. EcoMatters regularly hold traditional Māori weaving and medicinal plants (rongoā) workshops as part of their seminar/workshop education programme. EcoMatters provides support to build the capacity of other organisations involved in developing and delivering environmental initiatives. This includes Māori organisations such as the Te Atatū Marae Coalition to develop the waste management components of a Matariki event.
Manukau Harbour Forum	Māori youth will be involved in the youth sustainability wānanga and are supported to develop and implement programmes relevant to them and their communities. The wānanga also engages with kaumātua from Makaurau Marae to provide advice and mātauranga Māori that informs programme delivery. During the wānanga, te reo Māori is actively promoted, as a key component of programme delivery. The coordinator role has a requirement to be comfortable to use and learn te reo in person and emails, they will also engage with mana whenua.
Pest Free Waitākere Ranges Alliance coordinator	Mana whenua will be included in the coordination aspects of this work and invited to contribute as they see fit with the facilitation. The coordinator will also seek opportunities to incorporate mātauranga Māori into the messaging and education programme and will work alongside mana whenua to deliver aspects of the coordinator’s work programme where possible.

63. 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

64. The proposed environment work programme for 2023/2024 totals to $341,650 of the board’s locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total budget for 2023/2024.

65. The proposed work programme also includes $475,000 in the regionally funded asset-based services capital expenditure for the coastal renewal’s programme.

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

67. If the proposed Infrastructure and Environmental Services Work Programme is not approved in a timely manner, there is a risk that activities may be delayed or not delivered within the financial year.

68. 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.

69. 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.

70. Table 4 shows the key risks associated with activities in the proposed 2023/2024 work programme, as well as proposed mitigations.

Table 4: Key risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Climate action programme	The programme depends on the willingness and availability of key stakeholders to participate and provide input.	Staff will ensure the contractor has local knowledge to effectively engage with community groups and work closely with the contractor to try and encourage community stakeholders to engage in ways that are easiest for them, this may include one on one interviews, virtual hui, community workshops during the day or in the evening, and other options.	Low
EcoMatters programmes	EcoMatters initiatives are dependent on longstanding partnerships with three local boards (Henderson-Massey, Waitākere Ranges and Whau). Funding for the EcoMatters environment centre and sustainability hub underpins ongoing operations and the ability of EcoMatters to deliver this and other programmes.	All three local boards have indicated ongoing support of the Environment Centre and Sustainability Hub so this risk is considered low	Low
Kerbside recycling collection for commercial premises in Piha	Existing recycling collection contracts for west Auckland are pay-per-lift, therefore no contract variation will be required to deliver this project. However, this project is reliant on business owners providing up to date information on bin numbers.	The Waste Solutions team have well established communication lines with the contractor and local businesses ensuring bin numbers are updated.	Low
Manukau Harbour Forum	This project is dependent of securing a suitable mana whenua engagement contractor to deliver the mana whenua hui.	Staff have identified several options and therefore this is considered low risk.	Low
Pest Free Waitākere Ranges Alliance coordinator	This project is dependent on landowner and community support and willingness to undertake restoration action. There is a low risk that the coordinator is unwilling to renew their contract, in which case the role would have to be advertised.	Coordinator engagement with communities to date has been positive. The contractor has expressed a willingness to renew the contract if funding is continued.	Low
South Titirangi restoration programme	Contractors will undertake work where terrain is steep and prone to erosion, so health and safety could be an issue.	All contractors will submit full health and safety reports prior to undertaking any work and will be certified to undertake such work. Work will not proceed if risks are too high.	Low
Waitākere weed action project (Our Backyard)	Popularity of project could mean not enough funding is available to complete all properties that booked control. The enforcement aspect of the buffers may not fit with the current legacy programmes.	This will be mitigated by leveraging off natural environment targeted rate funding for buffers. This will be mitigated by effective communication with the local board and community.	Low
West coast animal management	This project is dependent on Animal Management to host the position. This will require a suitable candidate to sustain relationships with residents and community groups and be familiar with the West coast area.	Animal Management Central West are confident that there is sufficient time to recruit a suitable applicant before the summer patrol season for 2023/2024	Low

71. 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

72. 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.

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Infrastructure and Enviromental Services Work Programme 2023/2024 - Waitākere Ranges Local Board	31

Ngā kaihaina

Signatories

Author

Hana Perry - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Adam Milina - Local Area Manager

Waitākere Ranges Local Board

27 July 2023

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

File No.: CP2023/09731

Te take mō te pūrongo

Purpose of the report

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges 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 only 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

Description automatically generated

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

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

· Outcome 2 - We work closely with mataawaka and mana whenua partners

· Outcome 3 - We work to respect, protect and restore the environment

· Outcome 4 - Our communities are resilient and strong

· Outcome 5 - Our communities experience wellbeing, belonging and participation

· Outcome 6 - People have a range of opportunities to experience arts, culture and heritage

· Outcome 7 - We have infrastructure and facilities which support and enhance our neighbourhoods and town centres

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
3835	Play Advocacy - Waitākere Ranges	CCS: Active Communities – Sport and Recreation	$0
3602	Waitākere Ranges - move relocatable pump track	CCS: Parks and Community Facilities – Operations	$3,000
4002	Citizenship ceremonies Waitākere Ranges - hosted at Hoani Waititi Marae	CCS: Regional Services and Strategy – Events	$3,000
3994	Local crime prevention fund, safety initiatives investment - Waitākere Ranges	CCS: Connected Communities – Community Delivery	$33,979
4028	Engagement Governance Hui	CCS: Connected Communities – Community Delivery	$3,500
40178	Glen Eden Town Centre - replace water feature electrical box	CCS: Parks and Community Facilities – Project Delivery	$10,000
31928	Harold Moody Park - develop court facility	CCS: Parks and Community Facilities – Project Delivery	$0
40091	Harold Moody Park/Duck Park - replace sports lights	CCS: Parks and Community Facilities – Project Delivery	$0
40053	Olive Grove - renew playground safety surface	CCS: Parks and Community Facilities – Project Delivery	$0
40054	Oratia Halls - renew components	CCS: Parks and Community Facilities – Project Delivery	$0
40055	Parrs Park - refurbish skate park surface	CCS: Parks and Community Facilities – Project Delivery	$0
40056	Piha Domain - refurbish eel bridge balustrade	CCS: Parks and Community Facilities – Project Delivery	$45,000
37664	Sandys Parade - upgrade park amenities	CCS: Parks and Community Facilities – Project Delivery	$0
30285	Tangiwai Reserve - renew playground	CCS: Parks and Community Facilities – Project Delivery	$0
40219	Waitākere Ranges - move relocatable pump track	CCS: Parks and Community Facilities – Project Delivery	$3,000
28612	Waitākere Ranges - provide built shade at suburb parks	CCS: Parks and Community Facilities – Project Delivery	$0
40212	Waitākere Ranges - remediate storm damaged assets	CCS: Parks and Community Facilities – Project Delivery	$100,000
28351	Waitākere Ranges - renew park walkways and paths 2024/2025-2026/2027	CCS: Parks and Community Facilities – Project Delivery	$0
30589	Waitākere Ranges - renew/refurbish building roofs and associated assets	CCS: Parks and Community Facilities – Project Delivery	$46,935
30260	Waitākere Ranges - replace sports lights systems	CCS: Parks and Community Facilities – Project Delivery	$30,000

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

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

Previous ID	Activity name	Lead department
458	Local civic events Waitākere Ranges	CCS: Regional Services and Strategy – Events
462	Local civic events Waitākere Ranges - Social and historic heritage events	CCS: Regional Services and Strategy – Events
1355	Annual event to celebrate the diversity of our communities	CCS: Regional Services and Strategy – Events
1433	Parks and greenways activation programme	CCS: Connected Communities – Community Delivery
3470	Te Kete Rukuruku (Māori naming of parks and places) Tranche Three - Waitākere Ranges Local Board	CCS: Regional Services and Strategy – Māori Outcomes
3471	Te Kete Rukuruku (Māori naming of parks and places) Tranche Four - Waitākere Ranges Local Board	CCS: Regional Services and Strategy – Māori Outcomes
441	Build Capacity: Community leadership skills training	CCS: Connected Communities – Community Delivery

Financial impacts and constraints

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

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

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

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

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

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

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

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

Māori Outcomes

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

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

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

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

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

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

Outcomes	Objectives	Initiatives
We work closely with mataawaka and mana whenua partners	· Access to a range of projects and opportunities for collaboration with Māori.	· Develop relationships and agree shared goals with mana whenua and mataawaka, key Māori organisations, and local residents. · Support local projects and activities that contribute towards Māori educational, cultural, leadership, and employment outcomes. · An operational maintenance contribution to Hoani Waititi Marae Practical support for mana whenua and mataawaka to engage with council. · Consider the impact on Māori of local board projects and activities.
We work to respect, protect and restore the environment	· Our natural environments are protected.	· Fund community co-ordination for environmental activities. · Make small grants to local groups for projects and actions which have a positive effect on the local environment. · Support and deliver projects, programmes and activities that address stream and coastal erosion, water quality, weed and animal pest management, environmental programmes, education, and biodiversity (rural or urban). · Consider and evaluate the impact of all local board projects on the environment. · Support tree planting Address the environmental impact of kauri dieback on local parks Support communities to extend protection for trees.
Our communities are resilient and strong	· Communities take action to improve their resilience.	· Support community access to specialised skills, knowledge, resources and positive choices which support behaviour change and reduction of their environmental and carbon footprints. · Support community-led food initiatives such as community gardens, learning to grow or prepare food, reducing packaging and food waste and sharing produce. · Empower communities to prepare for disasters, particularly remote coastal and bush communities. · Make small grants to local groups for projects or actions which will have a positive impact on community resilience. · Support community-led household budgeting and financial literacy actions. · Consider and evaluate the impact of all local board projects and activities on climate change. · Consider and evaluate the impact of projects and activities on the Waitākere Ranges Heritage Area.
Our communities experience wellbeing, belonging and participation	· Support for projects and activities that realise the aspirations of local people for the benefit of their communities.	· Assist local communities to grow their organisational skills and capacity with neighbourhood development expertise, community-based training programmes, and placemaking resources. · Support a breadth of projects and activities to ensure funding allocations reflect our wide range of communities, including Māori, Pasifika, and other social and ethnic groups. · Explore new ways for people to connect with us and each other, such as neighbourhood forums or promoting use of social media. · Support rangatahi to benefit their communities with educational, creative, and leadership opportunities that will help lead to employment. · Support communities to positively transform Glen Eden and recognise it as a great place to live and do business. · Work with the Henderson-Massey and Whau local boards to increase our understanding of homelessness and housing vulnerability in the area, and of our role in supporting initiatives to address these issues.
People have a range of opportunities to experience arts, culture and heritage	· Access to a range of arts experiences. · Access to a range of community activities and events. · Recognition of local historic and cultural heritage.	· Fund community-led programmes, events and facilities that showcase a variety of local arts and culture, and offer opportunities for everyone to experience them. · Expand the local arts experience into the wider Glen Eden and Swanson area. · Support development opportunities for local artists and the local creative economy. · Support Te Uru Contemporary Gallery to operate as a sub-regional facility. · Work with local people to develop and fund a programme of community-led events that include and reflect the diversity of our area. · Deliver an annual event celebrating the diversity of our communities. · Fund and celebrate events of significance in the Māori calendar, including Matariki and the national celebration of Te Tiriti o Waitangi on Waitangi Day. · Install Waitākere Ranges Heritage Area gateway artworks celebrating the area as a place of significance. · Fund activities and events that celebrate our distinct cultural and historic heritage(s). · Support Local Citizenship Ceremonies and ANZAC commemorations. · Support the operation of sites with local historic and artistic significance, such as McCahon House and Shadbolt House. · Support ongoing research that can be used to protect special sites and to inform the 2023 Heritage Area Monitoring Report. · Recognise sites of importance and tell local stories, i.e. through cultural and historic heritage interpretation.
We have infrastructure and facilities which support and enhance our neighbourhoods and town centres	· Well maintained, accessible parks, facilities and public spaces.	· Deliver a targeted programme of improvements to local parks to encourage people to spend time outdoors. · Increase natural and artificial shade in parks and playgrounds. · Support the introduction and use of quick and easy lease renewal processes for facilities where there are existing rights of renewal or community outcome plans are currently being delivered. · Incorporate Māori design principles into playgrounds and other park features, where possible. · Provide access to year-round affordable or free activities in local parks and facilities. · Work with volunteers to connect communities with their local park through environmental, social, or other activities. · Ensure there is sufficient open space to cater for the needs of people in intensified housing.

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 Waitākere Ranges Local Board area, together with identified budgets and main funding sources, are shown in Attachment A.

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

Risk Adjusted Programme

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

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

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

Regionally funded activities included in the local board work programme

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

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

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

Process for changes to the approved work programme

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

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

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

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

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

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

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

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

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

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

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

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

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

Local impacts and local board views

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

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

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

Table seven: Waitākere Ranges 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)	857,900	0	0
Opex: Asset Based Services (ABS)	8,776,585	0	0
Capital (Capex): Local Asset Renewals - Budget (ABS)	2,016,062	2,705,475	2,546,792
Capex: Local Asset Renewals - Proposed Allocation (ABS)	1,808,454	2,705,475	2,546,792
Advanced Delivery RAP*	207,608
Capex: Local Asset Renewals - Unallocated budget (ABS)	0	0	0
Capex: Locally Driven Initiatives (LDI) – Budget	98,000	99,633	611,690
Capex: Locally Driven Initiatives (LDI) - Proposed Allocation	98,000	99,633	611,690
Advanced Delivery RAP*	0
Capex: Locally Driven Initiatives (LDI) - Unallocated budget	0	0	0
Capex: Growth projects Allocation	150,000	536,598	150,000
Capex: Coastal projects Allocation	0	0	0
Capex: Slips Prevention projects Allocation	50,000	360,000	482,500
Capex: Specific Purpose Funding - Allocation	0	0	0
Capex: One Local Initiative	0	0	0
Capex: Long-term Plan discrete	0	0	0
Capex: Natural Environment Targeted Rate	159,000	0	0
Capex: External Funding Allocation	563,100	2,000	0
TOTAL ALLOCATIONS	$2,781,554	$3,343,706	$3,308,482

* 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	55
b ⇩	Māori Outcomes	83
c ⇩	Regional Projects	97
d ⇩	Climate Impacts	99

Ngā kaihaina

Signatories

Authors

Justine Haves - General Manager Regional Services & Strategy

Mirla Edmundson - General Manager Connected Communities

Dave Stewart - General Manager Active Communities

Taryn Crewe - General Manager Parks and Community Facilities

Tania Pouwhare - General Manager Community & Social Innovation

Authorisers

Claudia Wyss - Director Customer and Community Services

Adam Milina - Local Area Manager

No.	Title	Page
a ⇩	Waitākere Ranges Community Grants Programme 2023-2024	109

Waitākere Ranges Local Board

27 July 2023

New lease to Titirangi Potters located inside the Titirangi Community House, 500 South Titirangi Road

File No.: CP2023/09330

Te take mō te pūrongo

Purpose of the report

1. To grant a new community lease to Titirangi Potters Incorporated (the group) for part of the Titirangi Community House located at 500 South Titirangi Road, Titirangi War Memorial Park.

Whakarāpopototanga matua

Executive summary

2. The Titirangi Potters Incorporated (“the group”) holds a community lease for part of the council-owned Titirangi Community House located at 500 South Titirangi Road, which commenced on 27 March 2013 for a term of 5 years with one 5-year right of renewal which has been exercised.

3. The group’s current lease has reached final expiry on 26 March 2023, and they are seeking a new community lease to continue occupation and operation from the site.

4. The new lease was identified and approved by the local board as part of the Community Facilities: Community Leases Work Programme Community Leases Work Programme 2022-2023 at their June 2022 local board meeting (resolution WTK/2022/73).

5. The group supports the Waitākere Ranges Local Board Plan 2020, Outcome 5 – Our communities experience wellbeing, belonging and participation and Outcome 6 – People have a range of opportunities to experience arts, culture and heritage.

6. The group provides a physical space and social context for its members, to promote and encourage an interest of pottery and ceramics, provide structured tuition, information, and services for its members.

7. During a site visit undertaken in September 2022, it was found the facilities were all well maintained, tidy and given that the space is small, each part of the space has been well utilised by the group.

8. A community outcomes plan has been drafted and agreed upon by the group.

9. Subject matter experts within council have been consulted and they support a new lease to the group.

10. This report recommends that a new community lease be granted to the group for a term of 5 years commencing from 27 March 2023 with one 5-year right of renewal.

11. On 8June 2023, the annual budget was approved by the governing body which included changes to the Community Occupancy Guidelines of the rent fee for a community ground lease from $1.00 per annum to $1300.00 plus GST per annum taking effect from 1 July 2023.

12. As the group applied for a new lease in February 2022, prior to the annual budget changes, staff suggest that the rental be at $1.00 per annum in accordance with the Community Occupancy Guidelines 2012 operative at the time of the application.

13. If the local board decides to grant the lease, staff will work with the lessee to finalise the lease agreement.

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

a) karāti / grant, under Section 54(1)(b) of the Reserves Act 1977, a new community lease to Titirangi Potters Incorporated for approximately 30m² located in the lower level of Titirangi Community House, 500 South Titirangi Road, Titirangi War Memorial Park on the land legally described as Section 2 SO 544887 (as per Figure 1 – Site Plan), subject to the following terms and conditions:

i) term – 5 years with one 5-year right of renewal commencing 27 March 2023

ii) rent – $1.00 plus GST per annum if demanded

iii) Community Outcomes Plan - to be appended to the lease as a schedule of the lease agreement (as per Attachment A – Community Outcomes Plan).

iv) all other terms and conditions in accordance with the Auckland Council Community Occupancy Guidelines 2012 and the Reserves Act 1977.

b) tuhi ā-taipitopito / note that public notification and iwi engagement for Auckland Council’s intention to grant a new community lease to Titirangi Potters Incorporated is not required as the group’s activities are contemplated in the Titirangi Reserve Management Plan 2016.

c) tuhi ā-taipitopito / note that leasing charges will be reviewed in circumstances where there are changes to the community occupancy guidelines.

Horopaki

Context

14. Local boards have the allocated authority relating to local recreation, sport and community facilities, including community leasing matters.

15. The Waitākere Ranges Local Board approved the Community Facilities: Community Leases Work Programme Community Leases Work Programme 2022-2023 at their June 2022 local board meeting (resolution WTK/2022/73).

16. The progression of this lease to the group was part of the approved work programme. This report considers the new community lease as approved on the work programme.

Land, building and lease

17. Titirangi War Memorial Park is located at 500 South Titirangi Road. The underlying land is legally described as Part Lot 17 DP 6678 held by Auckland Council in fee simple and contains approximately 18,000m² classified as a local purpose reserve.

18. The group has a community lease for the space within the Titirangi Community House which is council-owned. The leased area is approximately 30m² and the group’s activities align with the land classification.

19. The leased area is used by the group for pottery and related activities, and contains two gas-fired kilns, two electric kilns, five potters’ wheels and other utilities for clay.

20. A site visit was undertaken on 9 September 2022 with the group’s chairperson in which it was found the facilities were all well maintained and tidy. The leased area does not fully accommodate the growing interest from community members wishing to join the group.

Figure 1: Site Plan – Current leased area for the Titirangi Potters located in Titirangi Community House Titirangi War Memorial Park, leased area outlined in red below

The Group

21. The group was founded in 1974 to promote clay-working skills through teaching and community involvement. The group was originally based in the old community house on Rangiwai Road, Titirangi.

22. In 2002, Waitākere City Council built the new Titirangi Community House alongside the hall and library in Titirangi War Memorial Park on South Titirangi Road, with the Titirangi Potters’ Studio accommodated beneath.

23. The group aims to provide a physical venue and social context for its members, to promote and encourage an interest of pottery and ceramics, provide both structured tuition, information, and services for its members.

24. The group offers classes for people to learn and create in clay and a space for people with some experience to expand their skills. Once a student potter can work independently, they are able to have access to the studio and facilities outside of normal class hours.

25. The group also provides sharing skills workshops across the weekend.

26. The group has an open membership ranging from beginners to well-known local potters. The group has 55 members, classes are constantly sold out and there is a waiting list to join.

27. The facilities are well utilized, operating seven days per week for classes, workshops, and club nights.

28. The group has indicated an interest in potentially extending their leased area in the future to accommodate the people who are currently on the waiting list. The current space does not accommodate for more people as there is not enough space for shelves to cool clay materials and classes currently host 12-15 people at a time.

29. The group is active in the wider community and gives back where possible. Funds were raised and donated to Japan after the Kumamoto earthquake in 2016, as well as fundraising and donating to the Ukraine Appeal in 2022.

30. The group takes part in events such as Waitākere Open Studios and the Lopdell Art Precinct Exhibition which hosted the Ceramic Films and Forums exhibition, showcasing local, Māori and international potters.

31. The group organise an annual fundraiser each year for a local charity, previously raising $2,500 for Māpura Studios, a creative space located in central Auckland for people living with a disability. This year their fundraiser is in collaboration with Thomas’ Coffee with the aim of donating handmade mugs and all proceeds to Age Concern.

32. Group members also sell their work at the Titirangi market day which operates in the carpark outside the community house on the last Sunday of every month.

33. The group have named their kilns “Tahi” and “Rua” to maintain everyday use of Te Reo.

34. A renown Māori potter and group member named Peter Selwyn passed away in 2019. His works are celebrated by many in the ceramic community for his innovative use of clay. The group intend to collaborate with his wife to arrange a cultural pottery day in his remembrance.

35. The group is affiliated to the New Zealand Potters Society.

36. The group is financially stable with financial accounts provided. The group’s funding comes from class booking fees, clay sales, commissions, firing income, grands, subscriptions and other sales. Grants have been received by the Waitākere Ranges Local Board and Foundation North.

37. The group plans to upgrade its waste management system in 2023 for sustainability. The group also plans to upgrade the sinks.

38. If granted a new lease, the group plans to host a public raku in 2023, a low-fire pottery process, to celebrate Matariki. The group also plans to collaborate with Te Uru Waitākere Contemporary Gallery in Titirangi to take part in the Māori Art Exhibition. The group has also expressed a desire to work with local schools and create cultural art.

Tātaritanga me ngā tohutohu

Analysis and advice

39. As there is an adopted reserve management plan, Titirangi Reserve Management Plan 2016, and the proposed lease is intended in the plan, no public notification or iwi engagement is required.

Assessment of the application

40. The group has submitted a comprehensive application supporting the new lease request and is able to demonstrate its ability to deliver its services.

41. The group has provided financials which show that accounting records are being kept, funds are being managed appropriately and there are sufficient funds to meet liabilities.

42. The group has all necessary insurance cover, including public liability and building insurance in place.

43. A site visit has been undertaken by staff and the building is well managed and maintained.

44. The group provides a valuable service to the local community by providing an outlet for people to enjoy ceramics and pottery.

45. A Community Outcomes Plan has been negotiated with the group to identify the benefits it will provide to the community. This will be attached as a schedule to the lease agreement and is attached to the report as Attachment A.

46. Auckland Council’s Community Occupancy Guidelines 2012 sets out the requirements for community occupancy agreements and the community outcomes plan will be included as part of the lease agreement if approved by the local board.

47. Staff recommend that a new community lease be granted to the group for a term of 5 years commencing from 27 March 2023 with one 5-year right of renewal.

Tauākī whakaaweawe āhuarangi

Climate impact statement

48. Te Tāruke-ā-Tāwhiri: Auckland’s Climate Action Plan sets out two core goals:  

· to reduce greenhouse gas emissions to reach net zero emissions by 2050, and   

· to prepare the region for the adverse impacts of climate change.   

49. This is an administrative report and the decision from the local board does not have any direct impact on greenhouse gas emissions. The proposal continues an existing activity and does not introduce new sources of emissions.

50. Climate change is unlikely to impact the facilities on Titirangi War Memorial Park as they do not sit within a flood plain or coastal inundation area.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

51. Council staff from within the Customer and Community Services Directorate have been consulted. They are supportive of the proposed lease as it will include positive outcomes.

52. The proposed new lease has no identified impact on other parts of the council group. The views of council-controlled organisations were not required for the preparation of this report’s advice.

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

Local impacts and local board views

53. The proposed lease will benefit the community by continuing to provide a space for people to create ceramic goods in a controlled environment with all the necessary materials, tools, and training which will be delivered from the facility for the Waitākere Ranges Local Board area and its surrounding communities.

54. The assessment of the application was workshopped with the Waitākere Ranges Local Board on 2 March 2023. The local board indicated its in principle support of the lease proposal.

55. The delivered activities align with the Waitākere Ranges Local Board Plan 2020 outcomes and objectives.

Table 1: Waitākere Ranges Local Board Plan outcomes and objectives.

Outcome	Objective
Outcome 5	Our communities experience wellbeing, belonging and participation.
Outcome 6	People have a range of opportunities to experience arts, culture and heritage.

Tauākī whakaaweawe Māori

Māori impact statement

56. Iwi engagement about the council’s intention to grant a new community lease for the group was not required as the group’s activities have been contemplated in the Titirangi Reserve Management Plan 2016.

57. The lessee has agreed, via the Community Outcomes Plan, to deliver Māori Outcomes that reflect their local community as per Attachment A of this report.

58. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its statutory obligations and relationship commitments to Māori. The council recognises these responsibilities are distinct from the Crown’s Treaty obligations and fall within a local government Tāmaki Makaurau context. The group takes part in events that showcase local and Māori potters. The group members are committed to an ongoing development of Te Reo. The group also plans to take part in Matariki celebrations.

59. These commitments are articulated in the council’s key strategic planning documents the Auckland Plan, the Long-term Plan 2021-2031, the Unitary Plan, individual local board plans and in Whiria Te Muka Tangata, Auckland Council’s Māori Responsiveness Framework.

60. Community leasing aims to increase Māori wellbeing through targeted support for Māori community development projects.

61. Community leases support a wide range of activities and groups. Leases are awarded based on an understanding of local needs, interests and priorities. The activities and services provided by leaseholders create benefits for many local communities, including Māori.

Ngā ritenga ā-pūtea

Financial implications

62. There are no financial implications in the local board approving a new lease.

63. Ongoing maintenance of the asset will be covered by council as the building is council-owned.

64. On 8June 2023, the annual budget was approved by the governing body which included changes to the Community Occupancy Guidelines of the rent fee for a community ground lease from $1.00 per annum to $1300.00 plus GST per annum taking effect from 1 July 2023.

65. As the group applied for a new lease in February 2022, prior to the annual budget changes, staff suggest that the rental be at $1.00 per annum in accordance with the Community Occupancy Guidelines 2012 operative at the time of the application.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

66. Should the local board resolve not to grant the proposed community lease to the group, the group’s ability to undertake all current and future activities will be negatively impacted. This will have an adverse impact on the achievement of the desired local board plan outcomes.

67. The new lease affords the groups security of tenure. Should the space remain unoccupied, there is a risk associated with the lack of maintenance and possible improvements.

Ngā koringa ā-muri

Next steps

68. If the local board resolves to grant the proposed new community lease, staff will work with the Titirangi Potters Incorporated to finalise the lease agreements in accordance with the local board decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Community Outcomes Plan - Titirangi Potters Incorporated	123

Ngā kaihaina

Signatories

Author

Amirah Rab - Community Lease Specialist

Authorisers

Taryn Crewe - General Manager Parks and Community Facilities

Adam Milina - Local Area Manager

Waitākere Ranges Local Board

27 July 2023

New lease to Camp Fire Club Glen Eden, Ceramco Park

File No.: CP2023/09341

Te take mō te pūrongo

Purpose of the report

1. To grant a new community lease to Camp Fire Club Glen Eden Incorporated (the club) for 112-122 Glendale Road, Ō-kauri-rahi/Ceramco Park, Glen Eden (the park).

Whakarāpopototanga matua

Executive summary

2. Camp Fire Club Glen Eden Incorporated seeks a new community ground lease to continue occupation and operation from the group-owned building at 112-122 Glendale Road, Ceramco Park, Glen Eden.

3. The club currently holds the community ground lease which has reached final expiry on 11 October 2022. The lease is holding over on a month-by-month basis until terminated or a new lease is granted.

5. The club carries out scout-like activities for youth aged 5 to 18 including camping, fitness and playing games. These activities align with the local board plan 2020 outcome 4 – our communities are resilient and strong, and outcome 5 – our communities experience wellbeing, belonging and participation.

6. The club has provided all required information, including financials showing that it has sufficient funds and is being managed appropriately. The club has all the necessary insurance cover, including public liability and building insurance, in place.

7. As this is a group-owned building, they have an automatic right to re‑apply for a new lease at the end of their occupancy term.

8. During a site visit undertaken on 1 September 2022, it was found the facilities were all well maintained, tidy and has ample space for community activities. No recent improvements have been undertaken on the premises.

9. A community outcomes plan has been drafted and agreed upon by the group.

10. Subject matter experts within council have been consulted and they support a new lease to the club.

11. This report recommends that a new community lease be granted to Camp Fire Club Glen Eden for a term of 10 years commencing from 12 October 2022 with one 10-year right of renewal.

12. On 8June 2023 the annual budget was approved by the governing body which included changes to the Community Occupancy Guidelines of the rent fee for a community ground lease from $1.00 per annum to $1300.00 plus GST per annum taking effect from 1 July 2023.

13. As the group applied for a new lease in 2022, prior to the annual budget changes, staff suggest that the rental be at $1.00 per annum in accordance with the Community Occupancy Guidelines 2012 operative at the time of the application.

14. If the local board decides to grant the lease, staff will work with the lessee to finalise the lease agreement.

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

a) karāti / grant, under Section 54(1)(b) of the Reserves Act 1977, a new community lease to Camp Fire Club Glen Eden for approximately 412m² located at 112-122 Glendale Road, Ō-kauri-rahi/Ceramco Park, Glen Eden on the land legally described as Lot 4 DP 84651 (as per Figure 1 – Site Plan), subject to the following terms and conditions:

i) term – 10 years, commencing 12 October 2022

ii) rent – $1.00 plus GST per annum if demanded

iii) Community Outcomes Plan - to be appended to the lease as a schedule of the lease agreement (as per Attachment A – Community Outcomes Plan).

iv) all other terms and conditions in accordance with the Auckland Council Community Occupancy Guidelines 2012 and the Reserves Act 1977.

b) tuhi ā-taipitopito / note that public notification and iwi engagement for Auckland Council’s intention to grant a new community lease to Camp Fire Club Glen Eden is not required as the club’s activities are contemplated in the Ceramco Park and Kaurilands Domain Reserve Management Plan of July 2000.

c) tuhi ā-taipitopito / note, that leasing charges will be reviewed in circumstances where there are changes to the community occupancy guidelines.

Horopaki

Context

15. Local boards have the allocated authority relating to local recreation, sport and community facilities, including community leasing matters.

16. The Waitākere Ranges Local Board approved the Community Facilities: Community Leases Work Programme Community Leases Work Programme 2022-2023 at its June 2022 local board meeting (resolution WTK/2022/73).

17. The progression of the lease to Camp Fire Club Glen Eden Incorporated at 112-122 Glendale Road, Glen Eden was part of the approved work programme. This report considers the new community lease as approved on the work programme.

Land, buildings and lease

18. Ceramco Park is located at 112-122 Glendale Road, Glen Eden. The land is legally described as Lot 4 DP 84651 held by Auckland Council in fee simple and contains approximately 16,500m² classified as a recreation reserve.

19. The club holds a community ground lease for the group-owned building on council land situated at Ceramco Park.

20. The leased area is approximately 417m² and the club’s activities align with the classification.

Figure 1: Site Plan – Current leased area for the Camp Fire Club Glen Eden located at Ceramco Park, 112-122 Glendale Road, Glen Eden, outlined in red.

Map

Description automatically generated

21. The club is one of the longest continually running scout groups in New Zealand, having celebrated its 96^th birthday in 2021.

22. The club has operated from the current site since 1989 with the aim of providing a safe and proactive place for youth to make friends, gain confidence, leadership and life skills. Some of the activities the club provides include learning to sing, taking part in national events, hiking, camping, bushwalking, kayaking, rock climbing, working in teams, spending time in the community and learning about other cultures.

23. The club has an open membership for people of all genders and ethnicities between the ages of 5 to 18.

24. There are four youth sections within the club, separated by age groups of 5 to 8, 8 to 11, 11 to 14 and 14 to 18. The group aims to teach different things to each youth section ranging from fun outdoor activities to leadership skills.

25. The club serves 63 members representing a range of ages and ethnicities and the number of members is increasing each year.

26. The club is affiliated with Scouts Aotearoa.

27. The facilities are used by the Camp Fire Club, local Scouts groups, Girl Guides and the local church.

28. The facilities are suitable for people with disabilities and offer a separate bathroom for disabled persons.

29. The club takes part in Matariki celebrations and shares the building with a local church whose members are predominantly of Māori or Pasifika descent. The group also allows the church to store some of their items in a storage room.

30. The children in the afterschool care and scout groups are also predominantly of Māori and Pasifika descent and take part in cultural activities from the premises.

31. The club is financially stable with financial accounts provided. The club’s funding is derived from fees from before and after school children’s care, church group donations and rental income.

32. The facilities are well utilised, and the club has shared the building with other groups for local fairs and fundraising galas, fitness clubs, dance academies, St. John activities, and Civil Defence training.

33. The grass area is also well utilized by the club and the scout groups who carry out various activities such as playing games and fitness activities.

Tātaritanga me ngā tohutohu

Analysis and advice

34. Under the Community Occupancy Guidelines 2012, groups that own their own buildings have an automatic right to re-apply for a new lease at the end of their occupancy term. Camp Fire Club Glen Eden Incorporated is exercising this right by applying for a new lease. The local board has discretion to vary the term of the lease if it wishes.

Public notification and engagement

35. As there is an adopted reserve management plan for Ceramco Park and Kaurilands Domain and the proposed lease is intended in the plan, no public notification or iwi engagement is required.

Assessment of the application

36. The club has submitted a comprehensive application supporting the new lease request and is able to demonstrate its ability to deliver its services.

37. The club has provided financials which show that accounting records are being kept, funds are being managed appropriately and there are sufficient funds to meet liabilities.

38. The club has all necessary insurance cover, including public liability and building insurance in place.

39. A site visit has been undertaken by staff and the building is well-managed and maintained.

40. The group provides a valuable service to the local community by providing an area for kids to engage in scout-like activities, strengthen their people skills and team leadership, and also by making its facility available for hire to help and support initiatives and activities within the local community and other scout groups).

41. A Community Outcomes Plan has been negotiated with the club to identify the benefits it will provide to the community. This will be attached as a schedule to the lease agreement and is attached to the report as Attachment A.

42. Auckland Council’s Community Occupancy Guidelines 2012 sets out the requirements for community occupancy agreements and the community outcomes plan will be included as part of the lease agreement if approved by the local board.

43. Staff recommend that a new community lease be granted to the Camp Fire Club Glen Eden for a term of 10 years commencing from 12 October 2022 with one 10-year right of renewal.

Tauākī whakaaweawe āhuarangi

Climate impact statement

44. Te Tāruke-ā-Tāwhiri: Auckland’s Climate Action Plan sets out two core goals:  

· to reduce greenhouse gas emissions to reach net zero emissions by 2050, and   

· to prepare the region for the adverse impacts of climate change.   

45. This is an administrative report and the decision from the local board does not have any direct impact on greenhouse gas emissions. The proposal continues an existing activity and does not introduce new sources of emissions.

46. Climate change is unlikely to impact the facilities on Ceramco Park as they do not sit within a flood plain or coastal inundation area.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

47. Council staff from within the Customer and Community Services Directorate have been consulted. They are supportive of the proposed lease as it will include positive outcomes.

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

Local impacts and local board views

48. The proposed lease will benefit the community by providing a space for young people to gain leadership skills, life skills, make friends, take part in physical recreational activities that will be delivered from the facility for the Waitākere Ranges Local Board area and its surrounding communities.

49. The assessment of the application was workshopped with the Waitākere Ranges Local Board on 2 March 2023. The local board indicated its in principle support of the lease proposal.

50. The delivered activities align with the Waitākere Ranges Local Board Plan 2020 outcomes and objectives.

Table 1: Waitākere Ranges Local Board Plan outcomes and objectives

Outcome	Objective
Outcome 4	Our communities are resilient and strong.
Outcome 5	Our communities experience wellbeing, belonging and participation.

Tauākī whakaaweawe Māori

Māori impact statement

51. Iwi engagement about the council’s intention to grant a new community lease for Camp Fire Club Glen Eden was not required as the club’s activities have been contemplated in the Ceramco Park and Kaurilands Domain Reserve Management Plan July 2000.

52. The lessee has agreed, via the Community Outcomes Plan, to deliver Māori Outcomes that reflect their local community as per Attachment A of this report. The lease will benefit Māori and the wider community as the club makes its facilities open to all, including after school care which consists of predominantly Māori children. The club also takes part in Matariki celebrations and shares the building with the local church whose members are predominantly of Māori or Pasifika descent.

53. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its statutory obligations and relationship commitments to Māori. The council recognises these responsibilities are distinct from the Crown’s Treaty obligations and fall within a local government Tāmaki Makaurau context.

54. These commitments are articulated in the council’s key strategic planning documents the Auckland Plan, the Long-term Plan 2021-2031, the Unitary Plan, individual local board plans and in Whiria Te Muka Tangata, Auckland Council’s Māori Responsiveness Framework.

55. Community leasing aims to increase Māori wellbeing through targeted support for Māori community development projects.

56. Community leases support a wide range of activities and groups. Leases are awarded based on an understanding of local needs, interests and priorities. The activities and services provided by leaseholders create benefits for many local communities, including Māori.

Ngā ritenga ā-pūtea

Financial implications

57. There are no financial implications in the local board approving a new lease.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

58. On the 8June 2023 the annual budget was approved by the governing body which included changes to the Community Occupancy Guidelines of the rent fee for a community ground lease from $1.00 per annum to $1300.00 plus GST per annum taking effect from 1 July 2023.

59. As the group applied for a new lease in 2022, prior to the annual budget changes, staff suggest that the rental be at $1.00 per annum in accordance with the Community Occupancy Guidelines 2012 operative at the time of the application.

Ngā koringa ā-muri

Next steps

60. Should the local board resolve not to grant the proposed community lease to Camp Fire Club Glen Eden Incorporated at Ceramco Park, the group’s ability to undertake all current and future activities will be negatively impacted. This will have an adverse impact on the achievement of the desired local board plan outcomes.

61. The new lease affords the groups security of tenure, enabling them to attend to the scheduled maintenance of the facility. Should the building remain unoccupied, there is a risk associated with the lack of maintenance and possible improvements.

62. If the local board resolves to the grant the proposed new community lease, staff will work with the Camp Fire Club Glen Eden to finalise the lease agreements in accordance with the local board decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Community Outcomes Plan - Camp Fire Club Glen Eden	131

Ngā kaihaina

Signatories

Author

Amirah Rab - Community Lease Specialist

Authorisers

Taryn Crewe - General Manager Parks and Community Facilities

Adam Milina - Local Area Manager

Waitākere Ranges Local Board

27 July 2023

2025 Auckland Council elections - electoral system

File No.: CP2023/09703

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

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

Horopaki

Context

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

(i) First Past the Post (FPP)

(ii) Single Transferable Vote (STV).

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

FPP

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

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

STV - features

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

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

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

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

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

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

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

STV – concerns

Voter turnout

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

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

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

New Zealand council elections not party- based

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

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

Complexity

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

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

STV – other councils in New Zealand

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

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

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

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

Regional councils

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

STV – Future for local government review

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

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

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

STV – poll

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

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

Conclusion

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Warwick McNaughton - Principal Advisor

Authorisers

Carol Hayward - Team Leader Operations and Policy

Louise Mason - General Manager Local Board Services

Adam Milina - Local Area Manager

Waitākere Ranges Local Board

27 July 2023

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

File No.: CP2023/08481

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

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

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

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

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

9. The Waitākere Ranges Local Board will receive the next update in October 2023 which will include an update on projects from Quarter One (Jul-Sep 2023) and expected milestones and engagement approaches for work in Quarter Two (Oct-Dec 2023).

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

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

Horopaki

Context

What are CCO Local Board Joint Engagement Plans?

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

· help cement CCO and local board relations

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

· coordinate CCO actions better at the local level.

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

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

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

What are the CCO work programme items?

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

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

16. As per the joint engagement plans:

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

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

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

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

· new work programme items and proposed engagement level

· changes to the engagement approach with the local board

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

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

· completed work programme items

· new work programme items

· changes to engagement levels.

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

Auckland Transport

Completed work programme items since April 2023

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

New work programme items since April 2023

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

Changes to work programme item engagement levels since April 2023

26. There are no changes to engagement levels to report.

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

Tātaki Auckland Unlimited

Completed work programme items since April 2023

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

New work programme items since April 2023

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

Changes to work programme item engagement levels since April 2023

30. There are no changes to engagement levels to report.

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

Eke Panuku Development Auckland

Completed work programme items since April 2023

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

New work programme items since April 2023

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

Changes to work programme item engagement levels since April 2023

34. There are no changes to engagement levels to report.

Watercare

Completed work programme items since April 2023

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

New work programme items since April 2023

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

Changes to work programme item engagement levels since April 2023

37. There are no changes to engagement levels to report.

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

40. 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

41. 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.

42. 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

43. 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.

44. 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

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

46. 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

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

48. 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

49. 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.

50. 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

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

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

53. 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	147
b ⇩	Tātaki Auckland Unlimited	149
c ⇩	Eke Panuku	151
d ⇩	Watercare	153

Ngā kaihaina

Signatories

Author

Natasha Yapp - Local Board Advisor

Authorisers

Louise Mason - General Manager Local Board Services

Adam Milina - Local Area Manager

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

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

No.	Title	Page
a ⇩	Waitākere Ranges Local Board Workshop Record 1 June 2023	207
b ⇩	Waitākere Ranges Local Board Workshop Record 8 June 2023	209
c ⇩	Waitākere Ranges Local Board Workshop Record 15 June 2023	211
d ⇩	Waitākere Ranges Local Board Workshop Record 22 June 2023	213
e ⇩	Waitākere Ranges Local Board Workshop Record 29 June 2023	215

Chairperson	Greg Presland
Deputy Chairperson	Michelle Clayton
Members	Mark Allen	Liz Manley
	Sandra Coney, QSO	Linda Potauaine

Author	Nataly Anchicoque - Democracy Advisor
Authoriser	Adam Milina - Local Area Manager