Agenda of Waitematā Local Board - Tuesday, 15 August 2023

1 Nau mai | Welcome

Chair G Sage will welcome those present and open the meeting with a karakia.

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.

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Waitematā Local Board:

a) confirm the ordinary minutes of its meeting, held on Tuesday, 18 July 2023, including the confidential section, as a true and correct record.

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 Waitematā 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 - Adam Parkinson and Lucy-Mary Mulholland - Emily Place community group

Te take mō te pūrongo

Purpose of the report

1. To deliver a presentation to the board during the deputation segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2. Adam Parkinson and Lucy-Mary Mulholland on behalf of the Emily Place community group will be in attendance to present to the Local Board on the significance of the Emily Place reserve and its future protection.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) receive the presentation from the Emily Place community group and thank Adam Parkinson and Lucy-Mary Mulholland for their attendance.

8.2 Deputation - Scott Tibbutt and Sam Bhattacharya - Sport Auckland

Te take mō te pūrongo

Purpose of the report

1. To deliver a presentation to the board during the deputation segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2. Scott Tibbutt and Sam Bhattacharya on behalf of Sport Auckland will be in attendance to present to the Local Board on the organisation’s activities within the local board area.

3. Sport Auckland is a Regional Sports Trust that works across Central and East Auckland; the organisation works in the community to generate opportunities for sport, active recreation and play in areas which are worse off from the social equity viewpoint.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) receive the presentation on Sport Auckland’s activities within the local board area and thank Scott Tibbutt and Sam Bhattacharya for their attendance.

8.3 Deputation - Gael Baldock - Western Springs Lakeside Park Development

Te take mō te pūrongo

Purpose of the report

1. To deliver a presentation to the board during the deputation segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2. Gael Baldock will be in attendance to present to the Local Board on the Western Springs Lakeside Park Development.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) receive the presentation on the Western Springs Lakeside Park Development and thank Gael Baldock for her 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.

9.1 Public Forum - Martin Colenbrander

Te take mō te pūrongo

Purpose of the report

1. To speak to the local board about the possibility of installing a community pickle ball in Waitematā Local Board area.

Whakarāpopototanga matua

Executive summary

2. Martin Colenbrander from Gladstone Tennis Club in Parnell will be in attendance to speak about the possibility of installing a community pickle ball in Waitematā Local Board area.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) thank Martin Colenbrander for his presentation and attendance at the meeting.

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.”

Waitematā Local Board

15 August 2023

Approval of concept plan for Heard Park at 186 Parnell Rd, Parnell

File No.: CP2023/10753

Te take mō te pūrongo

Purpose of the report

1. To seek approval of the concept design for Heard Park at 186 Parnell Road, Parnell and to progress the project to detailed design and consenting.

Whakarāpopototanga matua

Executive summary

2. The renewal of Heard Park at 186 Parnell Road, Parnell was identified in 2017 via a strategic assessment to review service provision and understand community needs. The local board requested that staff develop a concept plan for Heard Park, to align proposed renewal works and level of service upgrades that would ensure improved recreational facilities for the local community to enjoy.

3. The local board allocated $15,000 of locally driven initiatives (LDI) capital funding towards the community consultation and development of a concept design in the 2019/2020 financial year (resolution WTM/2019/1). A further $27,000 of asset-based services (ABS) renewals capital expenditure funding was allocated by the local board in 2020/2021 financial year (resolution WTM/2020/186).

4. During the 2021/2022 financial year, minor renewals and capital works were undertaken as part of the ‘quick wins’ previously identified in the concept design. These were delivered from allocated budgets for the project, noting that financial constraints prevented the entirety of the concept design from being delivered.

5. The project will deliver on Waitematā Local Board Plan 2020 Outcome 2 – connected communities that are inclusive, accessible and equitable, Outcome 3 – high quality urban development that has accessible, versatile, and sustainable public and private spaces and Outcome 4 – Waitematā is future-focused, green and resilient to climate change.

6. A strategic assessment was carried out in October 2017, followed by iwi engagement in March/April 2021 and community consultation in April 2021. A concept design has been developed which incorporates recommendations and feedback from the strategic assessment, community consultation, iwi engagement, stakeholder input and feedback from the local board.

7. Staff now seek approval of the concept design which sets out the long-term vision for the park and allocation of $32,000 from the local board’s LDI capex funding to progress the project.

8. Following the approval of the concept design and budget, the detailed design and consenting process will begin. Staff will then be able to provide the local board with estimated costs and timeframes for delivery of the project.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) whakaae / approve the concept design for Heard Park at 186 Parnell Road as per attachment A (Concept design for Heard Park at 186 Parnell Road, Parnell) of the agenda report.

b) whakaae / approve allocation of $32,000 of locally driven initiatives (LDI) capex funding to progress the concept design to detailed design and consent stage.

Horopaki

Context

9. Heard Park is located at the heart of Parnell Town Centre halfway up Parnell Road, and is well connected to both public and private transport links. It is a civic space that provides for visitors, residents and workers to recreate as well as serving as a venue for events.

Graphical user interface, application

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Figure 1: Location of Heard Park (marked in red), 186 Parnell Rd, Parnell

10. Staff have followed a robust process in the development of the concept plan. Strategic documents including the Parnell Plan 2019, Waitematā Open Space Network Plan 2019-2029 and Waitematā Play Network Gap Analysis Assessment were considered as part of development of the draft concept plan.

11. As a part of the Waitematā Local Board 2019/2020 work programme, the local board approved a project to develop a long-term aspirational concept plan for Heard Park (resolution WTM/2019/2, Project ID 3278).

12. An engagement plan was workshopped with the Waitematā Local Board in May 2021 prior to community engagement, and the local board endorsed the consultation material.

13. Extensive consultation was carried out with key stakeholders and the community as part of considering requirements for the concept plan development.

14. The concept plan was designed and further modified to incorporate local board direction, feedback collected through stakeholder engagement and public consultation.

15. The updated concept design was presented to the Waitematā Local Board for adoption at the September 2022 business meeting and the decision was deferred by the local board (resolution WTM/2022/160). The local board noted the completion of some aspects of the concept plan and that remaining elements will be delivered in future years as funding becomes available through the development of future work programmes.

16. There has been an investment of $15,000 for the concept plan development and $422,000 for renewal of the Plunket building, public toilet facilities and general park improvements by the local board over the last three financial years. The local board has not allocated any additional funding towards the project in their 2023/2024 Customer and Community Services work programme.

17. The intention of the proposed concept plan is to enable elected members to identify and provide direction to staff on future development and budget for the park. Formal adoption of the concept plan will enable park improvements to be programmed and funded.

Tātaritanga me ngā tohutohu

Analysis and advice

Heard Park concept plan development – relevant planning and policy documents

18. The key objective in the Parnell Plan 2019 is to reinforce Heard Park as the heart of Parnell, activating the space through prioritisation of the town centre, encouraging greater use, and to establish Heard Park as a key community place within Parnell through recreational and play improvement.

19. The Waitematā Open Space Network Plan 2019–2029 identifies Heard Park as an area for activation to respond to the growth of an increasingly diverse community. This includes enhancing open space through the incorporation of simple uncluttered areas which are adaptable to a range of activities and multiple users.

20. The Waitematā Play Network Gap Analysis June 2019 identifies Heard Park as a civic playspace that has the capacity to include specialised play improvements, by incorporating interactive, playable art features, and basic play experience for those under 10 years old.

Heard Park concept plan development timeline

Figure 2: Heard Park concept plan timeline

Stakeholder engagement

21. Key stakeholders including the Heard family, the Parnell Business Association and the Parnell Community Committee attended a pre-design collaboration meeting in December 2020 and an initial concept planning session in May 2021. There was support for the various seating opportunities and creative play. The concept design was altered following requests to reduce the footprint of the access steps to the building at the rear of the site to accommodate additional seating.

22. The feedback during stakeholder engagement and community consultation reflected mixed views regarding the preferred type of play facilities, however there was overwhelming support of retention of the swing and addition of a playful art piece.

23. Community consultation figures revealed that 56 per cent of responders use Heard Park for leisure, relaxation, having lunch, and reading while 44 per cent of responders indicated use of the park for the swing set, and 12 per cent of responders had attended organized events at the park. Of the play items identified during public consultation, the highest scoring items included creative play at 42 per cent, water play at 29 per cent, and art at 39 per cent.

24. The concept has been developed using strategic documents and stakeholder advice to direct the design.

25. Staff request that the local board approve the concept design contained in Attachment A to allow the project to continue to the detailed design and consenting phase.

Tauākī whakaaweawe āhuarangi

Climate impact statement

26. The council’s climate goals as set out in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan are:

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

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

27. It is anticipated that there will be an increase in carbon emission from construction, including contractor emissions. Staff will seek to minimise carbon and contractor emissions as far as possible when delivering the project.

28. Maximising the upcycling and recycling of existing material, aligned with the waste management hierarchy (prevention, reduction, recycle), will also be prioritised to ensure minimum impact.

29. Mitigation of greenhouse gas emissions will be achieved through sourcing of low-carbon material options (including sourcing materials locally) and the use of products with environmental declarations for embodied carbon reductions.

30. Climate change is unlikely to negatively impact the asset as no part of the park is located in a flood sensitive or coastal inundation zone. A positive impact of the retention of open space is the collection of surface water, reducing flood risks during storm events and increasing resilience in our infrastructure.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

31. Council staff from within the Customer and Community Services directorate have been consulted in the development of the concept design. They are supportive of the proposed concept design as it will improve the quality of the park, provide enhanced recreational and play opportunities, and reduce the cost of maintenance.

32. The project, once active, will deliver amenity improvements to Heard Park and play provision in the general area, and better meet the needs of community and visitors to Parnell.

33. Collaboration with staff will be ongoing to ensure that the development of the park is appropriately integrated into the operational maintenance and asset management systems once completed.

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

Local impacts and local board views

34. The park is located at 186 Parnell Road and is considered the heart of Parnell. The project will deliver a gathering space for the community in a central location providing a sense of belonging.

35. The revised concept design, incorporating changes requested by the local board and feedback received from stakeholders, iwi, and community, was presented to the local board at a workshop on 26 October 2021. The local board indicated support for the revised concept design at that workshop.

36. The project aligns with the following Waitematā Local Board Plan 2020 outcomes and objectives:

Table 1: Waitematā Local Board Plan 2020 outcomes and objectives

Outcome	Objective
Outcome 2: Connected communities that are inclusive, accessible and equitable.	Everyone has a place to call home and be connected to their communities. There are abundant opportunities to participate in decision making and activities regardless of age, gender, culture or ability.
Outcome 3: High quality urban development that has accessible, versatile, and sustainable public and private spaces.	We have a wide variety of community places and open spaces that are safe, accessible and versatile. Our city centre and town centres are well designed, family friendly and are easy to move around. Our shared spaces and buildings showcase sustainable living.
Outcome 4: Waitematā is future-focused, green and resilient to climate change.	Our natural environment is healthy with rich biodiversity, clean waterways and increasing urban forest. Our communities and businesses have the tools they need to thrive as we work towards a low carbon future.

Tauākī whakaaweawe Māori

Māori impact statement

37. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its statutory obligations and relationship commitments to Māori. These commitments are articulated in the council’s key strategic planning documents, the Auckland Plan, the Long-term Plan 2021-2031, the Unitary Plan (operative in part), Whiria Te Muka Tangata Māori Responsiveness Framework and local board plans.

38. The development discussed in this report will benefit Māori and the wider community through provision of a well-planned space for a wide range of activities.

39. Engagement with mana whenua on this project has been undertaken as part of the consultation process. Iwi groups deferred to Ngāti Whātua Ōrākei to provide guidance on the development of the concept plan for the park.

40. Ngāti Whātua Ōrākei has provided ongoing guidance to the design team throughout the development of the concept plan for the park.

41. Staff will continue engagement with Ngāti Whātua Ōrākei as part of detailed design development process to seek opportunities to weave historical narratives into the detailed design.

Ngā ritenga ā-pūtea

Financial implications

42. The local board has $32,000 of LDI capex budget available for allocation in their current budget envelope. If the local board approves the requested budget, the project will be included in the local board’s Customer and Community Services 2023/2024 work programme. This allocation will not impact the approved projects on the overall work programme.

43. A component of renewals funding will be required for renewal of existing playground items and general park furniture. This can be addressed through reprioritisation of future local board work programmes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

44. A resource consent will be required, and the preparation and processing of the consent may have an impact on the timeframe for construction.

45. Additional engagement with external stakeholders, iwi and the community will be undertaken as part of the resource consenting phase. There is a risk that individuals or groups within the community may not be supportive of the proposed concept plan. This may delay the project and result in additional costs through the resource consent and engagement stages. However, this may be mitigated by the extensive consultation undertaken to date with mana whenua, stakeholders and the local community.

46. The table below outlines risks and mitigations which have been considered:

Table 2: Risks and mitigations

Risks identified	Mitigation
Timeframe - resource consent	Preparation and processing of the consent may have an impact on the time frame for construction. Staff will endeavour to meet the deadlines.
Budget availability	There is currently no budget allocated to complete this project. A phased approach through future work programme development process will need to be considered for construction of the concept plan over subsequent financial years.
Reputation	Public expectations have been raised regarding delivery, according to the feedback provided during consultation. If the plans are not supported, it may lead to community disappointment, as well as contribute to a drop in engagement for future projects.

Ngā koringa ā-muri

Next steps

47. Subject to the local board’s decision staff will update the 2023/2024 Community and Customer Services work programme by including this project.

48. Progress updates will be provided to the local board as part of regular reporting. Further financial investment by the local board to deliver the full concept plan can be addressed through reprioritisation of future Customer and Community Services work programmes.

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Concept design for Heard Park at 186 Parnell Road, Parnell

Ngā kaihaina

Signatories

Authors

Riya Seth - Capability & Performance Advisor

Authorisers

Taryn Crewe - General Manager Parks and Community Facilities

Glenn Boyd - Local Area Manager

Waitematā Local Board

15 August 2023

Auckland Transport network improvements for Karanga-a-Hape Station - Request for local board feedback.

File No.: CP2023/10425

Te take mō te pūrongo

Purpose of the report

1. Auckland Transport (AT) is seeking feedback from the Waitematā Local Board on the proposed options for Karanga-a-hape Station Streetscape Improvements (Project K).

Whakarāpopototanga matua

Executive summary

2. Some funding originally envisioned for this project may not be available, in which case a lower specification and/or project footprint may be required in order to deliver the project objectives.

3. Three options are now being considered, including the original proposal.

4. Following positive feedback from public consultation for the original proposal, AT is seeking feedback from the Waitematā Local Board, Ward Councillor and Mayor.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) note the project objectives, strategic alignment of the project, and stakeholder and public feedback.

b) provide feedback on the proposed options:

i) Option A – Full Preferred and Consulted (estimated cost $18.3M)

ii) Option B - Focus within CRL extent option, Mercury Lane & Pitt St only (estimated cost $14.6M)

iii) Option C – Minimal wider network (estimated cost $8.0M)

Horopaki

Context

Project Objectives

5. Project K is principally a project that delivers increased safety for vulnerable users, better connections for sustainable modes and improved amenity to tie the new station with the surrounding neighbourhood. The project aims to better realise the benefits of the CRL and deliver these improvements prior to the opening of the new stations and train network.

6. Project investment objectives and benefits established through a Single Stage Business Case (SSBC) have been designed to deliver on City Centre Masterplan 2020 (CCMP), Access for Everyone (A4E), Future Connect, Network Operating Plan, the Auckland Climate Action Plan and current AT Strategic Objectives:

· Reduce harm to vulnerable transport users (35% weighting)

· Make better use of existing and future public transport and active mode infrastructure and investments in the city centre (30%)

· Improve the desirability of the Karangahape Station neighbourhood as a place for economic, cultural and social activities (20%)

· Increased sense-of-place in the Karangahape Station neighbourhood through expressing the unique character and identity in the streetscape (15%)

Tātaritanga me ngā tohutohu

Analysis and advice

Public Consultation and Stakeholder Engagement

7. Targeted stakeholder engagement started in July 2022, discussing the proposal with local property owners, businesses and residents.

8. Public consultation ran from Monday 17 April – Friday 26 May 2023, with 14,364 brochures delivered to properties in the Karangahape precinct and surrounding neighbourhoods. The project webpage included an interactive Social Pinpoint map site, giving people the option to give location-based feedback. Three drop-in information sessions were held at Pitt Street Methodist Church. There was also a pop-up stall at KBA/Link Alliance First Thursday Markets. Advertising includes targeted social media, posters and digital billboards.

9. Nearly 800 pieces of feedback were received from public consultation on the proposed changes. A high-level summary of consultation feedback to the questions in the survey:

10. Details from the consultation and a list of key stakeholders engaged with can be found in the attached Engagement Feedback Report.

11. The project team analysed suggested changes from the public and stakeholder consultation feedback, and have indicated the options deliver that these changes.

Additional Options

12. Following consultation, the project team was informed that project funding may not be available in full, and that alternative options were required.

13. Two additional options have been considered alongside the original consulted option, as well as a “Do Nothing” option.

· Option A – Full Preferred and Consulted (estimated cost $18.3M)

· Option B - Focus within CRL extent option, Mercury Lane & Pitt St only (estimated cost $14.6M)

· Option C – Minimal wider network (estimated cost $8.0M)

· Do nothing – Link Alliance design

14. Only the Preferred option (A) has been consulted on by Auckland Transport and has majority support, and that there are a few areas that still need to be worked through with immediate stakeholders (Poynton Tce & East St).

15. Proposals for bus priority (as part of the Northwest Bus Improvements project) were included in the consultation. These measures are expected to be delivered by 12 November 2023 on Hobson St, Karangahape Rd and Newton Rd.

SSBC Recommended Preferred Option (consulted option) – estimated cost $18.3M

16. This option is as consulted, and includes improvements to Pitt Street, Mercury Lane, Cross Street, Canada Street and East Street.

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Focus within CRL extent option – estimated cost $14.6M

17. This option includes improvements to Pitt Street and Mercury Lane only. Link Alliance would reinstate East Street. Cross Street and Canada Street would have no changes.

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Minimal wider network option (LKA/AT Combined) – estimated cost $8.0M

18. Following Link Alliance reinstatement, lower quality improvements would be made to Pitt Street, Mercury Lane. Some improvements would be made to Cross Street, Canada Street and East Street.

Do nothing - CRL / Link Alliance design

Pros

• Already consulted through CLG by LKA & accepted

• No upfront cost to AT

Cons

• Safety issues and lack of pedestrian space.

• Ped conflict with vehicles on Mercury Ln

• Almost no bus priority on Pitt St

• No cycle connections,

• 40,000 users share footpath with cyclists

• Pre-2019 road configuration will increase traffic through area.

• Does not deliver on CCMP

• Night-time security on Cross St not addressed

• Not entirely what the community wants

• Separate Northwest Bus Improvement measures needed $

Key Preferred Design Considerations

19. Mercury Lane – Pedestrian Mall vs Shared Space

· Preferred design will allow to be used as either Pedestrian Mall or Shared Zone; open as Shared Zone until station ready to open then operate as Pedestrian Mall through use of bollards if approved

· Include retractable bollards during construction

· Safe Systems Assessment demonstrates the Pedestrian Mall is the safest option (lowest score = safest): Pedestrian Mall – 78, Shared Space – 95, CRL design – 142

· Risk: George Court apartment Body Corporate wish to retain vehicle access south from Karangahape Rd to Canada St through Mercury Lane – alternative route adds 3-5 minutes travel time

20. Poynton Terrace – safety of turning movements in and out - to be worked through in detail with local stakeholders

21. East Street – replacing temporary construction measures with low speed, low traffic outcomes - to be worked through in detail with local stakeholders

22. North-west city centre bus improvements

· This was combined with the Project K consultation for Northwest Bus Improvements (NWBI) with go-live planned for 12 November 2023.

· 62% public support for proposed bus priority measures

· 15% want more / longer priority

· 17% oppose increases (notably from businesses)

· Consulted measures include:

o 70m right-turn inbound bus lane on Newton Rd

o 7am-7pm bus lanes on inbound northern side of K Rd between Newton Rd & Queen St, 7 days

o 7am-10am and 4pm-7pm bus on outbound southern side of K Rd between Pitt St & Newton Rd, 7 days. Post-consultation it has been approved to extend the afternoon period to 3pm-7pm based on feedback and to provide for school bus trips.

o 24/7 bus lanes on Pitt St between mid-block and K Rd

o B-phase at mid-block signals and K Rd-Pitt St signals

o Changing Clearways to bus lanes on Hobson St outbound 2.30pm-7pm & connecting existing bus lanes.

· Advantages

o K Rd is currently the slowest part (by length) for bus trips through city centre. Extended priority times are essential

o Allows for loading & servicing between 10am-4pm on southern side. AT Parking Design plan – approve use

o Makes better use of kerbside space that is currently mostly used for all day parking and loading spaces are not enforced.

· Trade-offs

o AT Metro wanted 24/7 bus lanes, but business needs (especially loading, pickup/dropoff) also important

o A number of businesses wanted no change to existing bus lane hours and better loading & servicing & parking for customers

o May need to reallocate other kerbside space to favour loading

Ngā koringa ā-muri

Next steps

23. The AT Board is due to consider the project, including feedback from all parties, at the Board meeting on 29 August.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors	Suresh Patel - Bus, Ferry & Network Integration Manager
Authorisers	Glenn Boyd - Local Area Manager

Waitematā Local Board

15 August 2023

Auckland Transport - Auckland Rail Programme Business Case (ARPBC)

File No.: CP2023/10543

Te take mō te pūrongo

Purpose of the report

1. To inform the local board about the Auckland Rail Programme Business Case (ARPBC).

2. To seek formal feedback from the local board on the ARPBC.

Whakarāpopototanga matua

Executive summary

3. The Auckland Rail Programme Business Case (ARPBC) (see Attachment A for slides presented to the local board) identifies an investment pathway required to develop the heavy rail network within the context of Auckland's population growth and the part Auckland plays in New Zealand’s freight network.

4. With road congestion, population growth and emission reduction targets, this is an important time to plan for an effective rail network that unlocks demand and makes rail travel the convenient transport choice for people and goods.

5. The ARPBC outlines:

· rail’s strategic role in the broader transport network for Auckland

· a programme of interventions and strategic justification for investments over the next 30 years

· an appropriate framework for future investigations and business cases of the individual interventions identified

· alignment on future Rail Network Investment Programmes (RNIP), which underpins the joint investment programme.

6. The ARPBC has identified the following seven investment areas required to deliver the 30-year plan:

· Maintenance and renewals, including equipment upgrades

· Signalling and power feed upgrades

· New fleet, depots and stabling

· Additional track on the Southern line (~39km where there are four tracks)

· Level crossing removals by closures or grade separation (encompassing 32 crossing locations)

· Station improvements (encompassing 42 stations for increase in patronage, safety and to accommodate nine-car trains)

· New cross-town corridor with stations - the Avondale Southdown connection (~12.5km new track)

7. The ARPBC is being presented to the Auckland Council Transport and Infrastructure Committee in August 2023 followed by an approval process to the KiwiRail Board, Auckland Transport Board and Waka Kotahi Board in the latter part of 2023.

8. This report is seeking feedback on the ARPBC following a presentation at the Waitematā Local Board workshop on 25 July 2023.

9. Local board views will be incorporated into the final ARPBC and be utilised in finalising the investment plan and scope development for the next stage of works.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) supports the Auckland Rail Programme Business Case - 30-Year Investment Plan

b) supports the need for of a well maintained, resilient and attractive heavy rail network that supports passenger and freight movements and delivers economic benefits to both the regional and national economy.

Horopaki

Context

10. The use of Tāmaki Makaurau Auckland’s rail network, for both passenger and freight, has grown significantly over the past 20 years. Investments in the rail network over this time have seen passenger boardings on our services increase from 5 million per annum in the early 2000s to over 21 million boardings on the Auckland rail passenger network in 2019.

11. Three main users of the rail network are freight services, metro passenger services and inter regional rail services.

12. Investment to date has encouraged economic growth in Auckland and has changed the shape of Auckland’s development through significant improvement in rail services. These improvements include electrification, upgraded stations, freight hubs and rolling stock to make better use of the capacity of Auckland’s rail corridor.

13. Recent investments for rail have been signalled in the Auckland Transport Alignment Project (ATAP) which has achieved investments for 2021-2031 projects being delivered now.

14. Projects currently being delivered will increase the capacity and attractiveness of rail for customers including:

· significant rebuild of 2/3 of the existing track to handle more services

· new 3rd main line between Wiri and Westfield to separate freight and passenger trains

· City Rail Link and stations creating a connecting route through the city centre

· electrification of services to Pukekohe and additional stations to serve new population growth areas

· additional passenger trains to increase capacity by over 30 per cent.

15. Future investment in Auckland’s rail will be identified in the Tāmaki Makaurau Transport Plan, Rail Network Investment Plan and Regional Land Transport Strategy which will be adopted in 2024.

Tātaritanga me ngā tohutohu

Analysis and advice

16. The ARPBC team workshopped with local boards in July and August to gather feedback. This report is seeking formal views on whether the Waitematā Local Board supports the ARPBC.

17. This feedback will be incorporated into the final ARPBC prior to approvals of KiwiRail, Auckland Transport and Waka Kotahi before being submitted to the Ministers of Transport and Finance in 2024.

18. The ARPBC team will also be presenting to the Transport and Infrastructure Committee in August for comment and feedback before seeking approvals.

19. The ARPBC outlines:

20. rail’s strategic role in the broader transport network for Auckland

21. a programme of interventions and strategic justification for investments over the next 30 years

22. an appropriate framework for the business cases of the individual interventions identified

23. alignment on future Rail Network Investment Programmes (RNIP), which underpins the joint investment programme.

24. The ARPBC defines a way forward for getting the most effective and efficient use out of the capacity available across the rail network, recognising competing demands from freight and passenger rail (metro and regional).

25. Investigations have shown that by the early 2030s the capacity of the existing rail network for freight and passenger services will constrain future growth. The following lists constraints to the rail network:

· Additional passenger services and longer trains will be required to meet peak demand and provide a rapid transit frequency for customers.

· Additional freight services will be required to mix with passenger trains restricting operations.

· Improved signalling is required to achieve greater safety and utilisation of the network.

· Improved maintenance and renewal plant and equipment is required to improve how the rail network is maintained.

· Additional tracks are needed to separate freight, express services and stopping passenger services.

· Improved stations will be required to accommodate passenger numbers to provide an appropriate level of service for customers.

· Level crossing barriers will need to spend a greater amount of time down to allow passenger and freight trains to pass creating additional traffic congestion in the peak resulting in a need for closure or grade separation.

· Lack of cross-town corridor restricts operations and limits service frequencies in the inner network of the western and southern lines.

26. The ARPBC has identified the following seven investment areas required to deliver the 30-year plan:

· Maintenance and renewals, including equipment upgrades

· Signalling and power feed upgrades

· New fleet, depots and stabling

· Additional track on the Southern line (~39km where there are four tracks)

· Level crossing removals by closures or grade separation (encompassing 32 crossing locations)

· Station improvements (encompassing 42 stations for increase in patronage, safety and to accommodate nine-car trains)

· New cross-town corridor with stations - the Avondale Southdown connection (~12.5km new track).

Tauākī whakaaweawe āhuarangi

Climate impact statement

27. A priority objective for the ARPBC is to enable mode shift for both passenger and freight from higher emission modes. The ARPBC is aligned with the priorities outlined by both the Auckland Transport Emissions Reduction Plan (TERP) and the national Emissions Reduction Plan (ERP).

28. Attachment A (slide 16) outlines the reduction in emissions that can be achieved through the 30-year programme for freight and passenger services.

29. Further emission benefits and reductions will be achieved by the business case but are not identified in the benefits streams. These benefits come from outside of Auckland since the inter-regional passenger and particularly freight services travel outside of Auckland to their final destinations.

30. As electric vehicles and trucks become a larger percentage of the vehicle fleet in New Zealand by the 2050s, the level of emission reduction from the rail programme will reduce.

31. Attachment A also outlines the proposed significant level of freight tonnes transferred from road and the number of vehicle kilometres travelled reduced by customers using train rather than private motor vehicle.

32. The programme identifies that there is urgency to deliver on mode shift requirements in order to reduce the emissions of both passenger and freight transport to meet planned targets.

33. The programme provides a resilient approach to mitigating the impacts of climate change including flood and stormwater mitigations. Recent events of extreme weather such as Cyclone Gabrielle has identified the significant cost to fix rail infrastructure which is not built to handle climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

34. The development of rail has taken into account the strategic direction and priorities from both national and regional policies and strategies. These include:

· Auckland Plan and Unitary Plan

· Auckland’s draft Future Development Strategy and Future Urban Land Supply Strategy

· Emission Reductions Plan and Transport Emission Reduction Plan

· Auckland Rapid Transit Plan

· Auckland Economic Development Plan.

35. Auckland Council has been a key stakeholder throughout the development of the ARPBC at both a working and project governance level to ensure alignment between the programme and wider Auckland Council objectives.

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

Local impacts and local board views

How local boards are involved

36. Local board input to this future investment plan for the Tāmaki Makaurau Auckland rail network is important to outline local community perspectives and issues as they relate to the areas.

37. The ARPBC is a regional plan that will provide investment across the network that provides benefits to all areas. However, specific to the Waitematā Local Board area the 30-year programme includes:

· building on and enhancing the benefits delivered through the City Rail Link investment

· station improvements (Grafton, Parnell, Newmarket). These station improvements will improve functionality, amenity, access and safety as well as platform extension to enable nine-car trains

· signalling optimisation and enhanced train traffic management will improve the frequency and reliability of the network.

38. Responses to questions raised by the local board at their 25 July workshop are provided in Attachment B.

Tauākī whakaaweawe Māori

Māori impact statement

39. The ARPBC team has presented to mana whenua through the Auckland Transport Hui for Central, North/West and South.

40. Feedback has been received through the Transport Hui and will be captured in the final ARPBC. The feedback to date generally supports the overall vision of the 30-year programme, noting that high levels of mana whenua involvement will be required as the programme progresses and detail is developed.

41. Engagement with mana whenua will continue through the programme business case process and into the development and delivery of future investigations and business cases.

Ngā ritenga ā-pūtea

Financial implications

42. The funding for the programme business case deliverables has not been confirmed but key elements have been identified in previous RLTP’s, RNIP and ATAP.

43. Funding to deliver rail improvements will come from a mixture of sources including KiwiRail, Waka Kotahi and Auckland Transport.

44. Future funding will be required to build the upgraded infrastructure but also to operate and maintain the services and assets.

45. It is acknowledged that a significant funding gap exists across the transport portfolios in Auckland and an integrated prioritised process is required. This is currently being explored through the Tāmaki Makaurau Transport Plan, Rail Network Investment Plan and the Regional Land Transport Plan.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

46. The programme proposed by the ARPBC will require a significant level of investment and a significant increase in the amount of work delivered on the rail network over the 30-year period. This will require both alternative and additional funding and delivery methods which will be explored upon the approval of the business case.

47. Despite being a 30-year plan, there is a high level of urgency to commence planning and business case further work in order to ensure the rail network can meet the forecast demands and targets. Planning and design for significant infrastructure can take up to 10 years to complete delivery.

48. The programme involves changes and improvements on how communities will use and access the rail network. This will particularly be noticed by the community where level crossings are changed or closed, stations upgraded and enlarged, where additional land is required to widen the rail corridor and where new rail lines are proposed through existing communities.

49. KiwiRail and Auckland Transport are committed to working with communities through the next stages of investigations and business case to confirm solutions, mitigations and seek funding for the projects.

50. Due to the scale of the programme there is a risk of continued disruption and wider impact to the community whilst investment is delivered. A key element of the programme is investment in improving maintenance and renewals programmes to minimise the disruption to the network and reduce the impacts on customers.

51. A priority of the next phase of work will be developing plans on how to best mitigate the delivery impacts of the programme.

Ngā koringa ā-muri

Next steps

52. The ARPBC is being presented to the Auckland Council Transport and Infrastructure Committee in August 2023.

53. Feedback from local boards will be incorporated into the ARPBC and will be used to inform how the next phases of the programme are undertaken once funding has been identified.

54. The ARPBC will seek an approval process to the KiwiRail Board, AT Board and Waka Kotahi Board in the latter part of 2023.

55. If the programme is adopted, funding to progress the Programme Business Case will be sought through the Tāmaki Makaurau Transport Plan, RLTP and RNIP. This will identify the next stages of work will provide more detail on the elements of the programme that will be taken forward.

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Auckland Rail Programme Business Case Presentation
b	Answers to questions from the Waitematā Local Board workshop

Ngā kaihaina

Signatories

Authors

Aaron Rodrigues – Principal Planner, Auckland Transport

Jo reeves – Communications Manager, KiwiRail

Siobhan O’Donovan – Principal Advisor, Auckland Transport

Jake Cannan – Senior Transport Planner, Auckland Transport

Authorisers

Glenn Boyd - Local Area Manager

Waitematā Local Board

15 August 2023

2025 Auckland Council elections - electoral system

File No.: CP2023/10057

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 Waitematā 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

Authors

Warwick McNaughton - Principal Advisor

Authorisers

Carol Hayward - Team Leader Operations and Policy

Louise Mason - General Manager Local Board Services

Glenn Boyd - Local Area Manager

Waitematā Local Board

15 August 2023

Local board feedback on the draft Future Development Strategy

File No.: CP2023/10713

Te take mō te pūrongo

Purpose of the report

1. To seek local board feedback on the draft Future Development Strategy.

Whakarāpopototanga matua

Executive summary

2. The National Policy Statement on Urban Development 2020 (NPS UD) requires an update to the Future Development Strategy (FDS). The revised FDS (Attachment A) will replace the current Development Strategy in the Auckland Plan 2050. A key purpose of the FDS is to inform the Long-term Plan 2024-2034.

3. Significant changes are proposed. These address key strategic goals of the council around climate change, managing the cost of infrastructure funding and delivery, promoting natural environmental outcomes, and better managing natural hazard risk.

4. The draft FDS confirms and refines the council’s well-established 'quality compact' planning approach. There is a greater focus within Auckland’s existing urban area on achieving more quality, higher density and mixed-use development near stops on the rapid transit network, and near centres and key employment areas.

5. The draft FDS continues to provide for some future urban development. However, it amends some timeframes for when future urban land may be ready for development. The draft also recommends reducing the extent of land in some future urban areas to reduce the exposure to significant natural hazard risks in these areas.

6. Over the shorter term (10 years), the draft FDS identifies supporting the Auckland Housing Programme in Mt Roskill, Māngere and Tāmaki, an identified live-zoned area within Drury-Ōpaheke, and the Westgate and city centre nodes as the spatial priorities for council investment.

7. It concurrently proposes that investments should be made at a local level to strengthen communities, particularly improving accessibility and sustainability.

8. Following finalisation of the FDS, a comprehensive implementation plan will be developed with supporting actions forming the basis.

9. Public consultation on the draft Future Development Strategy ran for eight weeks from 6 June 2023 to 31 July 2023. The council received 8,279 submissions from individuals, 259 submissions from organisations and 1,318 proforma submissions (based on provisional data as of 2 August 2023).

10. Feedback from local boards and from the public will be considered ahead of a final version of the FDS being adopted by the Planning, Environment and Parks (PEP) Committee in late 2023.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) whakarite / provide feedback on the draft Future Development Strategy.

Horopaki

Context

11. The purpose of the Future Development Strategy (FDS) is to provide the basis for strategic and long-term planning for growth and development in Auckland. It informs the integration of land use planning with infrastructure planning and funding decisions as well as the preparation of the Long-term Plan 2024-2034.

12. Under the National Policy Statement on Urban Development 2020 (NPS UD), the FDS must set out how Auckland will achieve a well-functioning urban environment. The FDS must also state how and where sufficient development capacity will be enabled to meet housing and business land demand over the short, medium, and long term.

13. Much has changed in Auckland and Aotearoa New Zealand since the Development Strategy was adopted as part of the Auckland Plan 2050 five years ago. While the NPS UD provides the statutory basis for the update, there are also other important reasons to update the FDS, including:

· Climate change: Auckland has made firm commitments to climate change mitigation under Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan (2020): halving greenhouse gas emissions by 2030, and reaching net zero emissions by 2050. The NPS UD also emphasises the need for planning approaches to support reductions in emissions. The Resource Management Act (RMA) was amended in 2020 to require council to consider the National Emissions Reduction Plan and the National Adaptation Plan in its planning framework.

· Natural hazards: the flooding events of 2023 underscore the importance of strategic planning about where development should and should not occur, and how it should occur, to reduce exposure to risk posed by natural hazards. Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan commits the council to taking a precautionary approach when adapting to the impacts of climate change.

· Planning directives from central government: while the intensification mandates under the NPS UD and the Resource Management (Enabling Housing Supply and Other Matters) Amendment Act 2021 will assist council in achieving housing capacity and other goals, they will also create challenges that need to be addressed.

· Fiscal challenges: are exacerbated by the pandemic and high levels of inflation. Plan changes to the Auckland Unitary Plan that are unanticipated or brought forward ahead of time can generate significant funding challenges and financial risk for council, and disrupt existing and planned infrastructure work programmes.

14. In May 2023, the Planning, Environment and Parks Committee approved the draft Future Development Strategy for public consultation (resolution number PEPCC/2023/62).

Tātaritanga me ngā tohutohu

Analysis and advice

Strategic framework of the Future Development Strategy

15. The diagram below sets out the strategic framework of the FDS. This framework was informed by many sources, including the council’s wider strategic direction and policy goals, workshops with elected members, mana whenua values and aspirations, and legislative requirements. Monitoring evidence, technical analysis of various growth scenarios and housing and business development capacity were also key inputs.

Future Development Strategy Strategic Spatial Framework
Our vision	Tāmaki Makaurau Auckland’s built environment will underpin the development of prosperous, inclusive, and vibrant communities. Quality development will help to regenerate the environment and deliver our commitments to greenhouse gas emission reduction as we grow and change.
Te Tiriti o Waitangi	Honouring Te Tiriti o Waitangi and enabling Te Tiriti outcomes
Hapū and iwi values and aspirations for urban development	Mauri, Rangatiratanga, Mana Motuhake, Mātauranga Māori, Kaitiakitanga, Manaakitanga
Overarching challenges	1. Spatial planning in an uncertain and changing environment 2. Halting the ongoing degradation of the natural environment 3. Achieving equitable growth and change 4. Investing in infrastructure in a financially constrained environment
Spatial outcomes	· Tāmaki Makaurau is viewed as an interconnected living system · Development achieves high quality living environments · Disparities in our communities and investments are addressed · Development results in resilient built systems, natural environment and communities
Principles for a quality compact approach to growth and change	1. Support greenhouse gas emission reduction
	2. Adapt to the impacts of climate change
	3. Make efficient and equitable infrastructure investments
	4. Protect and restore the natural environment
	5. Enable sufficient capacity for growth in the right place at the right time
Inputs to our spatial response	Conceptual growth scenarios Constraints on development Development capacity
Our spatial response	Spatial scales Spatial environments Prioritising areas for development Approach to natural hazard constrained areas
Implementation	Actions to implement this Future Development Strategy

Housing and Business Capacity Assessment

16. The NPS UD requires that the FDS is informed by a Housing and Business Capacity Assessment. An assessment was completed in 2021 with further work done as part of Plan Change 78 to understand how much additional housing capacity the plan would enable.

17. This work has now been updated. Over the next 30 years the population of Tāmaki Makaurau is expected to continue to grow by around 30 per cent, or 520,800 people, to a total of 2,230,800.

18. This level of projected growth will require around 200,000^{^[6]} additional dwellings, to bring the total number of dwellings to around 773,000. Current plans enable a total housing capacity of 2,345,500^{^[7]} which is several times greater than the expected demand for dwellings.

19. The FDS does not need to focus on creating additional housing development capacity. Rather, the focus for the FDS needs to be on the quality aspects of accommodating growth: where and how development occurs.

20. Where plan-enabled capacity is reduced or constrained by the FDS (which would mainly be due to natural hazard risk) the intention is to create additional capacity in good locations elsewhere, so that overall capacity is broadly maintained.

21. Further work was also done on business capacity. The estimated total employment is expected to increase by 30.6 per cent^{^[8]} or 282,600 jobs over the 2023 to 2053 period.

22. However, initial results from the council’s Business Capacity Assessment, which explores these factors in more detail but is still in draft form, indicate there is likely to be at least sufficient plan-enabled business capacity on an aggregate region-wide basis. Shortfalls in some sub-regions, or for specific business sectors, particularly for land extensive sectors could occur in the short to medium-term. Over the medium to long-term these are planned to be addressed by the provision of additional business-zoned land, including through the provision of centres in new development areas. The finalised Business Capacity Assessment will inform decisions on the final FDS.

Proposed amendments to the FDS

23. The draft strategy puts forward several amendments to the approach of the 2018 Development Strategy in the Auckland Plan 2050. These include:

· inclusion of iwi values and aspirations – an emphasis on mauri provides opportunities for change that will support all Aucklanders to thrive

· strengthening the concept of quality compact – further shifting the emphasis to intensification in the existing urban areas with less reliance on expansion into future urban areas

· urban areas – intensification of existing urban areas and focusing investment in infrastructure on a smaller number of spatial priorities, but emphasising the need for smaller scale investment at a local level to improve accessibility and sustainability

· future urban areas – removal (in whole or part) of some areas for urban development and changes in development readiness timeframes to some areas

· spatial prioritisation based on nodes, joint priorities (Auckland Housing Programme), a defined area within Drury-Ōpaheke, and local planning priorities

· strengthening climate change considerations

· greater emphasis on achieving better natural environment outcomes.

24. The following sections provide more information on these changes in approach. Iwi values and aspirations are addressed throughout these sections.

Strengthening the quality compact concept

25. The quality compact philosophy has underpinned planning in Auckland since the 2012 Auckland Plan. Since 2020 a number of central government mandates mean even greater emphasis is given to urban intensification.

26. Although many of the mandated changes support and build on the quality compact approach, some create challenges or risks to it. In particular, the Medium Density Residential Standards’ (MDRS) unfocused approach to intensification across wide parts of the urban area introduces the following challenges:

· makes it harder for council to plan for growth and development, in terms of investment in infrastructure, and community facilities and services

· may result in a significant amount of development occurring in locations across Auckland where public transport services and general accessibility are poor with limited potential for improvements – resulting in more traffic congestion and higher emissions.

27. The updated FDS focuses on the ways in which the council can provide a strong framework to maximise the amount of quality, higher density development occurring in and near centres, and near stops on the rapid transit network.

28. Mana whenua strongly support a quality compact approach.

Urban area

29. As part of the quality compact approach to accommodating growth, most growth is anticipated within Auckland’s existing urban areas. This is in line with previous policy.

30. The draft FDS emphasises increasing sustainability of neighbourhoods by supporting intensification in centres and walkable catchments, encouraging a broader range of services to meet communities’ day-to-day needs locally, and improving accessibility to/within centres and neighbourhoods via walking, cycling and public transport.

31. The draft FDS prioritises infrastructure provision in a small number of priority areas that would result in long-term benefits. This will help to focus and make better use of resource and achieve multiple outcomes. These priorities include the Auckland Housing Programme areas. They will, in time, also support major projects, such as Auckland Light Rail, that are currently in the planning stage.

32. Funding will also be required for local level upgrades and initiatives, particularly accessibility and sustainability initiatives.

Changes to future urban areas

33. Provision of future urban land remains a key aspect of the draft FDS.

34. There are however changes to the timing of ‘development readiness’ for some future urban areas and reducing the spatial extent of some. At a high level, the basis for this includes:

· land areas that are prone to significant natural hazard risk, which will increase with ongoing climate change

· poor access to employment and services in some locations, likely to result in high levels of private vehicle usage, with the potential to lead to higher levels of congestion and higher emissions

· significant challenges in funding infrastructure investment to support growth and the need to better align development readiness with the ability to fund infrastructure.

Spatial prioritisation

35. Infrastructure investment is one of the few remaining tools available to the council to focus development. The draft FDS proposes that, in future, infrastructure investment is based on the best areas for growth in a region-wide and investment-maximising sense.

36. The draft brings together spatial priorities for existing urban areas and future urban areas in one place. It identifies three different types of spatial priorities, these are:

Nodes: to provide greater sub-regional sustainability.

Joint priorities between the council and central government: these focus on the Auckland Housing Programme where long-term projects cover significant areas and bulk infrastructure is needed to enable regeneration, housing, jobs and recreation areas.

Local areas and communities: to provide for smaller scale projects that strengthen communities throughout the region, for instance town centre revitalisation led by Eke Panuku, environmental outcomes (e.g., naturalising waterways) or improving accessibility (e.g. better walking connections).

37. Within the priorities framework, the draft FDS sets out short to medium term priorities, to be considered in the council’s 2024-2034 Long-term Plan. The priorities are:

· the Auckland Housing Programme areas of Mt Roskill, Tāmaki and Māngere

· the city centre, focusing on completing the two new train stations (Maungawhau and Karangahape) and associated investment and development on the City Rail Link

· Westgate, where infrastructure is needed to support future rapid transit

· a defined area within Drury-Ōpaheke where development has already started.

Stronger emphasis on climate change

38. Significant changes in terms of climate change considerations have arisen since the Development Strategy of 2018. These include central government statutory and legislative changes, and new plans and initiatives developed by Auckland Council.

39. The NPS UD has a strong focus on planning approaches that support the reduction of greenhouse gas emissions. This requirement aligns with the 2020 RMA amendments that require council to consider the National Emissions Reduction Plan and National Adaptation Plan in its regional policy statement. Both the RMA and the NPS UD also emphasise the importance of climate change adaptation and resilience.

40. The draft FDS takes a stronger approach to addressing the causes and impacts of climate change, aligning with mana whenua feedback. This is done in several ways. A key part is further developing the quality compact approach, where development is focused in locations where active transport and good, high frequency public transport options are more available or can reasonably be expected to be made available. This is supported by elements such as enabling greater mixed use, improving environmental outcomes and increasing local accessibility.

Greater emphasis on natural environment outcomes

41. The draft FDS takes a much stronger approach to addressing natural environment outcomes. This aligns with mana whenua feedback and is part of making the FDS a more integrated and holistic planning strategy, where a range of factors are addressed alongside growth and development capacity.

42. Though this was already possible under existing statutory frameworks, the introduction of the National Policy Statement on Freshwater Management (NPS FM) further underlines this. Among other matters, the NPS FM encourages managing the freshwater resource within a coordinated and sequenced approach to urban growth management.

43. The draft FDS also focuses on Auckland’s urban ngahere, both for its intrinsic qualities but also for what it can offer in terms of absorbing carbon, increasing climate resilience, amenity and wellbeing.

Relationship between the Future Development Strategy and RMA processes

44. Private plan change applications will always present challenges to the council in terms of alignment with the sequencing strategy in the FDS and the affordability of infrastructure. This creates confusion and uncertainty for the community, the council and stakeholders and may weaken the coherence of the strategy that is being developed.

45. In law, unless there are clear grounds to reject the private plan change request, it makes it very difficult for the council to do anything other than accept private plan change requests for the submission, detailed assessment and hearings process.

46. Options to meaningfully address this matter of out of sequence private plan changes, and the risks it poses to council’s (and other partners’) ability to fund infrastructure, are limited. The draft FDS proposes that priority locations for investment should be strictly adhered to and that, once confirmed through the 2024-34 LTP, the council should adhere to funded programmes.

47. In addition, actions to support implementation of the draft FDS include a plan change to the Regional Policy Statement to strengthen the statutory decision-making framework (over and above the FDS) that applies to plan changes in future urban areas.

Previous documents to be incorporated into FDS

48. The Future Urban Land Supply Strategy (FULSS) sets out the ‘where and when’ of the urban zoning of future urban land, taking a sequenced approach to rezoning, aligning it with council’s funding of infrastructure to support development. The FULSS as a standalone document will be removed, and the information currently contained within it reframed and included within the draft FDS. This better integrates strategic approaches and confirms status under the RMA.

Community views

49. Public consultation on the draft Future Development Strategy was initially scheduled to run from 6 June 2023 to 4 July 2023 but was extended until 31 July 2023 due to the level of public interest.

50. The engagement process included the following key activities:

· Media to promote the consultation (including radio, community newspapers, social media advertising, online banner advertising on NZ Herald & Stuff websites, articles in OurAuckland and The Spinoff)

· Six drop-in sessions (in Warkworth, Albany, Kumeū, Westgate, Central City and Papakura), attended by 140 individuals

· Two regional organisation and interest group Have Your Say events with councillors, attended by 29 groups

· webinars for the public and for regional organisations/interest groups at which staff were available to discuss the proposal

· Two meetings in Papakura at the request of the local community

· Discussions with key stakeholders including central government, other local councils, utility providers and interest groups.

51. Based on provisional data, as of 2 August 2023, the council received:

· 8,279 submissions from individuals

· 259 submissions from organisations

· 1,318 proforma submissions.

52. A separate attachment has been provided for each local board with feedback from the local community in that area (see Attachment B).

Tauākī whakaaweawe āhuarangi

Climate impact statement

53. The council adopted Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan in 2020. The plan provides a long-term approach to climate action, with a target to halve regional greenhouse gas emissions by 2030 and reach to net zero emissions by 2050. It also calls for a precautionary approach to adaptation.

54. Land use and planning decisions, particularly those around urban form, development and infrastructure, are fundamental to climate action. These decisions influence and lock in our emissions trajectory and our ability to deal with the risks and impacts of a changing climate for decades to come. These land use planning decisions fundamentally affect how Auckland will achieve its climate goals set out in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan in the short, medium and long term.

55. For example, in relation to transport emissions, more expansive urban forms generally lead to longer travel distances. Longer trip lengths typically result in higher transport emissions and less propensity for mode shift. Land use decisions also affect exposure to climate change impacts such as coastal inundation and erosion which is exacerbated by sea level rise.

56. The approach taken in the draft FDS focuses on planning for more intensive urban development close to existing centres and stops on the rapid transit network. This is one of many important approaches which together seek to maximise the number of Aucklanders who walk, cycle and use public transport, thereby reducing transport related emissions.

57. The draft FDS also proposes to create stronger links between development in future urban areas and the ability to fund public transport infrastructure and services. Development without these services will be car dependent, increasing Vehicle Kilometres Travelled (VKT) and likely lock in travel behaviours that may be hard to change once, or if, public transport services are provided. The draft delays the live zoning of some future urban areas and links live zoning to infrastructure triggers. These aspects are expected to result in relatively positive climate outcomes compared to the current trend (mitigation).

58. The draft further proposes to remove some future urban areas, that have significant natural hazard risks, from urban development. It also identified additional future urban areas to be further investigated to determine their suitability for urban development based on natural hazard risk. These aspects are expected to result in relatively positive climate outcomes compared to the current trend (resilience).

59. The draft FDS also considers natural hazard risk in existing urban areas. It identifies and prioritises locations with potential natural hazard risk, combined with population density and levels of deprivation, as the initial focus for adaptive planning to determine appropriate responses.

60. The draft FDS sets the strategy and direction. Achieving its direction and the climate change outcomes sought is dependent on following through in implementation. This includes actions aligned with Te Tāruke-ā-Tāwhiri, particularly actions around the built environment and the protection and enhancement of the natural environment, and the Transport Emissions Reduction Pathway’s targets to reduce vehicle kilometres travelled and transport greenhouse gas emissions.

61. It is expected that, if the “Principles for a quality compact approach to growth and change” (as applied in the direction set in the draft FDS), are applied with ambitious implementation actions as proposed in (but not limited to) the FDS, then some of the adverse climate impacts could be avoided or mitigated. However, the FDS needs to be implemented with ambitious, bold, climate policies and regulations across different domains, as well as local implementation action.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

62. As a first order strategy, and legislative requirement, the FDS impacts all parts of the council group that are focussed on growth and development. It provides Auckland-wide direction and integration of the council’s approach to growth and development and guides subsequent strategies, operational plans, programmes of work and investment decisions.

63. Achieving the alignment of resources and outcomes sought by the FDS requires the involvement, sharing of information and ongoing support from staff across the council group throughout its implementation.

64. Development of the draft FDS included information, expertise and involvement of staff from across the council and its council-controlled organisations.

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

Local impacts and local board views

65. Local boards provided feedback on the initial strategic direction in July-August 2022. This feedback was considered through the development of the draft FDS.

66. Local board chairs (or alternates) were invited to all Planning, Environment and Parks Committee workshops during strategy development. Chairs received the workshop material ahead of the workshops.

67. Local boards were provided with a memo on 9June 2023 and invited to a briefing about the FDS consultation on 16 June 2023.

68. This report provides the opportunity for the local board to give their feedback, based on consideration of their community’s feedback, on the draft Future Development Strategy.

Tauākī whakaaweawe Māori

Māori impact statement

69. The council has committed to achieving Māori outcomes through Kia Ora Tāmaki Makaurau, influenced by the Māori Plan and Issues of Significance, and Auckland Plan 2050. These documents provide guidance in understanding the priority areas for Tāmaki Makaurau Māori and a number of these priority areas are relevant to the development and implementation of the FDS, for example:

· involving Māori early in the decision-making process

· Māori housing aspirations

· protection of existing natural resources

· allowing for kaitiakitanga

· benefits to Māori, for example, housing, economic opportunities, and improved access

· impacts of climate change, for example, on marae, whānau, and sites of significance

· opportunities to showcase Māori identity.

70. These priority areas, along with a review of past Māori engagement and feedback, provided a starting point for engaging with Māori, in a way that supported their capacity to genuinely participate in the development of the FDS.

71. This engagement has helped the council understand Māori values and aspirations for urban development and has helped shape the overall growth approach, as well as the spatial outcomes and principles for growth and change.

72. A key theme was the importance and integration of mātauranga Māori at all levels of decision-making, recognising mauri as a life-sustaining principle of all living systems. Mana whenua were consistent in advocating for a holistic view of “maunga to moana”. This is much broader than a catchment approach – it is a lens through which Māori see Tāmaki Makaurau as an interconnected living system.

73. Engagement was initiated through an invitation to each of the mana whenua organisations. A panel with a range of Māori planning expertise and resourcing for up to two representatives was available for each organisation. Collective and individual hui were held and feedback was received through these engagements.

74. The emerging themes were reinforced by Iwi Management Plans and environmental documents, and input into previous council engagements including Te Tāruke-a-Tāwhiri, Auckland’s Water Strategy, and Thriving Communities Strategy. This analysis formed the basis of the hapū and iwi values and aspirations in the consultation document but requires further engagement with mana whenua. This statement of values and aspirations for urban development is currently with mana whenua for review.

75. Views were sought from Māori researchers, marae, community organisations, the homeless and rangatahi and what was received was shared with the relevant teams.

76. Engagement continued throughout the consultation period.

Ngā ritenga ā-pūtea

Financial implications

77. There are no financial implications from the local board providing feedback on the draft FDS.

78. Once adopted, the FDS will help council to make investment decisions that maximise benefits to our communities.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

79. There are risks associated with adopting a new FDS, however these must be weighed against the opportunity costs of not having an appropriate framework in place to manage Auckland’s growth. These include:

Risk	Assessment	Mitigation/Control measures
The FDS is not bold enough to support achieving the council’s strategic goals around climate change mitigation	Medium-High risk Achieving significant change in land use requires a long-term approach, and land use change takes time. Even with the proposed emphasis on prioritising growth in existing urban areas and reductions in the future urban areas, the draft FDS retains large areas of future urban land. Given council’s ambitious climate change goals, the retention of these large areas of future urban land will create risk to achieving those goals, especially with regard to reductions in transport emissions.	The FDS proposes a number of measures to promote and incentivise more urban development near centres and rapid transport in the existing urban area. The market has also been moving significantly in this direction (and is likely to continue to do so). Sequencing timing for many of the future urban areas has been extended significantly, to dates well beyond 2030 (TERP). Land use policy will need to be supplemented by a strong policy framework - for instance transport demand management and initiatives to achieve mode shift. It is likely that Auckland’s car fleet would have transitioned significantly towards an electric vehicle fleet by 2040, which will help mitigate transport emissions impacts.
The council receives negative feedback from stakeholders, including landowners, on the proposals on topics such as intensification in the existing urban area or reducing the extent of future urban areas and / or timing	Medium – High risk Consultation on the FDS is intended to gauge the community’s views on a range of matters addressed in it. Some of those views will be supportive, and some of them oppositional. All views need to be considered.	The consultation process enables council to receive feedback, and potentially reconsider certain aspects of the FDS before it is finalised. This ensures a robust decision-making process is followed and reduces risks later in the process.

Risk

Assessment

Mitigation/Control measures

The FDS is not bold enough to support achieving the council’s strategic goals around climate change mitigation

Medium-High risk

Achieving significant change in land use requires a long-term approach, and land use change takes time.

Even with the proposed emphasis on prioritising growth in existing urban areas and reductions in the future urban areas, the draft FDS retains large areas of future urban land.

Given council’s ambitious climate change goals, the retention of these large areas of future urban land will create risk to achieving those goals, especially with regard to reductions in transport emissions.

The FDS proposes a number of measures to promote and incentivise more urban development near centres and rapid transport in the existing urban area. The market has also been moving significantly in this direction (and is likely to continue to do so).

Sequencing timing for many of the future urban areas has been extended significantly, to dates well beyond 2030 (TERP).

Land use policy will need to be supplemented by a strong policy framework - for instance transport demand management and initiatives to achieve mode shift.

It is likely that Auckland’s car fleet would have transitioned significantly towards an electric vehicle fleet by 2040, which will help mitigate transport emissions impacts.

The council receives negative feedback from stakeholders, including landowners, on the proposals on topics such as intensification in the existing urban area or reducing the extent of future urban areas and / or timing

Medium – High risk

Consultation on the FDS is intended to gauge the community’s views on a range of matters addressed in it. Some of those views will be supportive, and some of them oppositional.

All views need to be considered.

The consultation process enables council to receive feedback, and potentially reconsider certain aspects of the FDS before it is finalised.

This ensures a robust decision-making process is followed and reduces risks later in the process.

80. Strong, considered feedback from local boards will support Auckland Council to make good decisions about the FDS while they balance these risks against the opportunity costs described above.

Ngā koringa ā-muri

Next steps

81. Feedback from local boards and from the public will be reviewed and taken into account as staff consider any amendments to the draft FDS.

82. Workshops with the PEP committee on feedback received and the proposed amendments will take place in August and September. Local board chairs (or alternates) will be invited to participate in these.

83. The PEP committee will be asked to adopt the FDS in late 2023.

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Attachment A Draft Future Development Strategy
b	Attachment B Public consultation - summary of local feedback

Ngā kaihaina

Signatories

Authors

Claire Gray - Principal Advisor Growth & Spatial Strat

Authorisers

Jacques Victor - GM Auckland Plan Strategy and Research

Nina Siers - Local Area Manager

Glenn Boyd - Local Area Manager

Waitematā Local Board

15 August 2023

Local board feedback on current proposals for achieving funding equity through the Long-term Plan

File No.: CP2023/10716

Te take mō te pūrongo

Purpose of the report

1. To seek the views of the local board regarding options to address local board funding equity ahead of a decision by the Governing Body for inclusion in consultation for the Long-term Plan 2024-34 (LTP).

Whakarāpopototanga matua

Executive summary

2. At its 11 July 2023 meeting, the Joint Governance Working Party (JGWP) passed a series of resolutions (Attachment A) and approved the discussion paper on local board funding equity (Attachment B) for local boards to consider at workshops to be held during July and August 2023.

3. In particular, the JGWP indicated that its preferred option to achieve local board funding equity through the first three years of LTP 2024-34 is by a combination of new funding and reallocation of existing funding. These matters were also canvassed at a local board members’ briefing on 24 July 2023.

4. Local boards are invited to provide feedback on the recommendations below, indicating support or otherwise for each component of the proposal.

5. A further JGWP meeting is scheduled for late September to review the feedback from local boards. The discussion paper along with local board feedback and JGWP direction will then be presented to the Governing Body in a workshop in October or November.

6. The Governing Body will decide on option(s) to be included in consultation for the Long-term Plan 2024-34 as part of the Mayor’s Proposal.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) indicate its tautoko / support (or otherwise), with reasons and alternatives if appropriate, on the following components of the proposal to address local board funding inequity.

Scope of the proposal

b) tautoko / support locally driven initiatives (LDI) funding being included in the scope for this analysis, in the light of increased local board decision-making and 80:15:5 being adopted as the equitable model.

c) tautoko / support limiting the scope of the local board funding equity project to local community services and LDI funding.

d) tautoko / support excluding the following items from the scope:

i) growth funding

ii) funding for discrete projects

iii) other specific-purpose funds such as slips remediation and coastal renewals

iv) targeted rate funding

v) other local activities such as local environmental management, local planning and development, and local governance

vi) most unallocated budgets, with the possible exception of some minor capex for response renewals and new non-growth investment.

e) tautoko / support considering capital expenditure (CAPEX) and operational expenditure (OPEX) funding separately for achieving equity.

Timeframe

f) tautoko / support seeking to achieve funding equity for local boards in a much shorter timeframe (three years) than the 10–15-year period approved in-principle in 2021, noting that this may mean a reduction in funding for some local boards.

g) tautoko / support taking a staged implementation approach of using year one of the Long-term Plan (i.e., 2024-2025) to prepare, and implementing the changes from year two.

Alternative options

h) tautoko / support achieving equity by using a mix of new funding and reallocating funding from local boards that are currently funded over the equitable funding level to local boards that are funded below the equitable funding level.

i) tautoko / support holding new funding in the later seven years of LTP 2024-2034 in a pool which is to be allocated to local boards according to agreed criteria, which is yet to be developed, if getting most local boards to within 5% of funding equity in 3 years is pursued.

Multi-board services

j) tuhi ā-taipitopito / note that the proposal for multi-board services needs further investigation to better understand the implications for local boards and the governance structure and that further advice will be brought to the Joint Governance Working Party and local boards in due course.

Horopaki

Context

7. At its 30 May 2023 meeting, the Joint Governance Working Party (JGWP) considered a discussion paper (Attachment B) seeking direction on initial options developed by staff to address local board funding inequity in a shorter timeframe as requested by the mayor.

8. Staff had developed the following three options (alongside the existing approach agreed by the Governing Body in 2021) to address inequity:

i) using new funding

ii) redistributing existing funding between local boards only, and

iii) a combination of i and ii.

9. The JGWP considered these matters and supported in principle focusing future work on options based on new funding or a mix of reallocation and new funding. It did not support option ii) to only look at redistributing funding between local boards.

10. The JGWP also supported making significant change within three years while noting that if the scope was expanded as sought by the mayor, further changes may take longer. The JGWP asked for further clarification from the mayor as to the scope of this enquiry, compared to the scope agreed in 2021.

11. The JGWP also requested staff further investigate and provide supplementary information on several different matters.

12. At the JGWP’s 11 July 2023 meeting, staff provided an updated discussion paper covering all these matters in detail and addressing areas of confusion.

13. Following resolutions from the 11 July meeting (Attachment A), the attached discussion paper has been presented to local boards at workshops during July and August 2023.

14. Feedback is now sought from local boards to inform consideration by the Governing Body for inclusion in consultation for the Long-term Plan 2024-34.

Tātaritanga me ngā tohutohu

Analysis and advice

15. The advice below pertains specifically to the recommendations being made in this report. This report should be read in conjunction with the attached discussion paper, which contains the bulk of the background information, analysis, and advice.

Scope – Recommendation B

16. The model for equitable funding has been adopted as 80% population, 15% deprivation and 5% land area (80:15:5) (see Governing Body Resolution number GB/2021/138 Part N(iii)). A 90:5:5 model is currently being used for LDI funding distribution.

17. Locally Driven Initiatives (LDI) funding is proposed to be included in the scope, as with increased decision-making local boards have discretion over almost all of their funding.

Scope – Recommendation C

18. The scope of the local board funding equity project is proposed to be limited to local community services and LDI because of the current decision-making arrangements of the local board and that a wider scope would be far more significant in terms of implementation requirements.

Scope – Recommendation D

19. Staff propose to exclude the following items from the scope for the reasons outlined:

iv) Growth funding

Growth funding is proposed to be excluded as it is collected for a specific purpose and is governed by the Development Contributions Policy and legislation. Reallocating this funding creates complexities which would likely contribute to delays in growth investment, which could potentially require council to return development contributions previously collected.

v) Funding for discrete projects

Funding for discrete projects is proposed to be excluded as including under a reallocation model may result in inadequate funding to deliver these projects. This would mean council is not delivering on past decisions. This may also result in council having to return external funding received or growth funding collected for some of these projects.

vi) Other specific purpose funds

Funding for other specific purpose funds such as slips remediation and coastal renewals are proposed to be excluded as these are allocated to local boards based on a regionally accepted programme over which local boards do not have decision-making over. Also, including this funding may result in inadequate funding to deliver these outcomes.

vii) Targeted rate funding

Targeted rate funding is proposed to be excluded from scope as these are collected for a specific purpose and cannot legally be reallocated.

viii) Other local activities

Funding for other local activities is proposed to be excluded from scope due to limited local board decision-making and legislative constraints. This includes local environmental management (mostly targeted rates or regional budget allocation to LBs), local planning and development (99% is targeted rates collected from Business Improvement Districts), and local governance (staff costs, and elected member honorariums and support costs) activities.

ix) Most unallocated budgets

Over time, the anticipated potential of unallocated budgets has decreased to be of less significance than was initially thought, due to most of this budget being growth funding. Most unallocated budgets are therefore excluded from scope.

Scope – Recommendation E

20. Capital expenditure (CAPEX) and operational expenditure (OPEX) funding are proposed to be considered separately. The reasons for this are outlined in detail on pages 8-9 of the attached discussion paper.

21. Note that some unallocated CAPEX provisioned for minor CAPEX, response renewals and new investment (not growth) could be considered for reallocation under alternative options. If these are reallocated going forward these will be the responsibility of the local board.

Timeframe – Recommendation F

22. This paper proposes achieving funding equity for local boards in a much shorter timeframe (three years) than the 10–15-year period approved in 2021. This is based on expectations communicated by the mayor’s office and endorsed by the JGWP in principle, so long as it can be achieved practically, fairly, and in an informed way.

Timeframe – Recommendation G

23. A staged implementation approach has been recommended to ensure that policy, legislative and resource constraints can be addressed as required to implement these changes.

Alternative options – Recommendation H and I

24. Staff have provided alternative options to help achieve local board funding equity in three years. The options align with the scope outlined in recommendations A-G. The discussion paper and its attachments explain the impacts of these options on local boards.

Multi-board services – Recommendation J

25. Work on the multi-board services workstream has not progressed as far as other aspects of this programme as the rationale and benefits of this element are less clear, and the governance arrangements are likely to be complex. Furthermore, allocating budget to multi-board services will have implications on a local board’s equity ranking and this requires further analysis.

26. Staff propose to do more work on these matters, informed by local board feedback and in conjunction with the mayor’s office regarding his views on this proposal.

Tauākī whakaaweawe āhuarangi

Climate impact statement

27. There are no climate implications from providing feedback on proposals to implement a more equitable local board funding scheme.

28. In the future, a more equitable regime for local board funding may allow more influence from local boards and local communities on how local funding is used to implement climate-friendly projects.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

29. Staff have been working for several years to understand and incorporate any potential implications for policy, strategy, and operations across the council group. Multiple iterations of these proposals have been discussed, and feedback given, since 2017.

30. Most recently, these revised proposals have been discussed at:

i) JGWP meetings in May and July 2023

ii) Local board workshops in July and August 2023.

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

Local impacts and local board views

31. Local board views have been sought a number of times through the Governance Framework Review, and this report seeks formal local feedback on the latest iteration of proposals that will go back to the JGWP and to the Governing Body later in 2023.

32. Depending on the final shape of these proposals there is likely to be significant implications for local boards, and these will be clarified further as the proposals are developed into policy.

33. The Waitematā Local Board has recently workshopped the proposals and has given collective direction to form a set of draft responses as outlined in Attachment C. These draft responses could form the basis of the local board’s formal feedback.

Tauākī whakaaweawe Māori

Māori impact statement

34. There is no specific impact for Māori of providing feedback on proposals to implement a more equitable local board funding scheme.

35. In the future, a more equitable regime for local board funding may allow local boards to be more responsive to mana whenua and mataawaka in their rohe in deciding how local funding is used to support their communities.

Ngā ritenga ā-pūtea

Financial implications

36. There are no specific financial implications for providing feedback on proposals to implement a more equitable local board funding scheme.

37. The final implementation of these proposals will have significant financial implications, and these are outlined in detail in the attached discussion paper.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

38. There are a range of risks and proposed mitigations outlined in the discussion paper. The impact of these risks will vary depending on which options and timeframes are pursued.

39. The key risk is that if local board funding inequities are not addressed as proposed in this report, then the timeline will either revert to the 10–15-year timeframe adopted by the Governing Body in 2021, or additional time will need to be taken developing further alternative options.

40. At the same time as progressing proposals for local board funding equity, the JGWP will also be receiving advice from staff on local board reorganisation. While a reorganisation proposal is likely to take longer than the three years being proposed for changes to local board funding, staff have advised that the principles on which the equity programme are based should be able to apply regardless of the number of local boards. This will be analysed further as the reorganisation proposal progresses.

Ngā koringa ā-muri

Next steps

41. A JGWP meeting is scheduled for late September to receive feedback from local boards.

42. At this meeting, the JGWP will make recommendations that will inform the Governing Body’s approach to local board funding equity. This will be finalised by December and included in the Mayor’s Proposal for the Long-term Plan 2024-34.

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Attachment A - 11 July 2023 - JGWP Minutes
b	Attachment B - Discussion Paper - LB Funding Policy
c	Attachment C - Waitematā feedback on funding equity

Ngā kaihaina

Signatories

Authors

Kat Ashmead - Senior Advisor Operations and Policy

Authorisers

Louise Mason - General Manager Local Board Services

Glenn Boyd - Local Area Manager

Waitematā Local Board

15 August 2023

Local board feedback on the proposed direction of the draft Waste Management and Minimisation Plan 2024

File No.: CP2023/11064

Te take mō te pūrongo

Purpose of the report

1. To seek feedback on the proposed direction for the draft Waste Management and Minimisation Plan for 2024.

Whakarāpopototanga matua

Executive summary

2. The 2018 Waste Management and Minimisation Plan must be reviewed by 2024 in accordance with statutory requirements. As an operational plan, the waste plan sets out objectives, policies, targets, actions and funding to achieve effective and efficient waste management and minimisation within Auckland for the following six years.

3. The review of the waste plan will be informed by the Waste Assessment 2023, which will provide an insight into the waste context in the region, including tonnages sent to landfill, opportunities for diversion, services provided in Auckland, and forecasts for demand.

4. Staff do not propose any significant changes to the vision or direction of the 2018 plan of zero waste by 2040.

5. The following opportunities have been identified to guide the 2024 waste plan:

· Continuing on our current pathway to zero waste by 2040 including standardisation of kerbside services, reflecting the Revised Resource Recovery Network Strategy 2021, and an ongoing focus on litter, illegal dumping and marine waste

· refreshing our focus areas for commercial waste streams, with a key focus on construction and demolition waste, organic, plastics, cardboard/paper and textile waste

· strengthening our focus on climate change mitigation, adaptation and resilience

· extending our food scraps collection services to additional urban areas

· reflecting ways to strengthen our partnership approach with mana whenua, and recognise the benefits of te ao Māori

· re-focusing advocacy to central government to ensure that delivery of the 2023 waste strategy goals and targets, and that cross-ministry policy supports a circular economy

· continuing to address waste generated from council and council-controlled organisations’ operational activities, particularly from activities generating high volumes of waste

· refreshing actions to work closely with others, recognising that we cannot get to zero waste by acting alone.

6. These opportunities have been informed by the work undertaken to prepare a waste assessment that describes waste infrastructure and services, and forecasts demands and options to meet those demands. Preliminary findings of the assessment will be presented at an elected members briefing on 7 August 2023.

7. The opportunities have also been informed by early engagement with mana whenua, and with mataawaka groups working in the area of waste minimisation, and by Te Rautaki Para / Waste Strategy 2023 the new national waste strategy released by central government earlier this year (refer also Attachment A).

8. Staff are seeking input from local boards to inform the draft plan. In particular, staff are seeking feedback on the draft opportunities outlined in this report.

9. Local board feedback will be incorporated into the draft waste plan, which will be presented to the Planning, Environment and Parks Committee on 30 November 2023 for approval to publicly consult. Local boards will have an opportunity to provide feedback on the draft plan following public consultation in 2024.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) whakarite / provide feedback on the proposed direction of the draft Waste Management and Minimisation Plan for 2024-2030.

Horopaki

Context

10. The Waste Management and Minimisation Plan 2018 is due to be reviewed by 2024 in accordance with the council’s responsibilities under the Local Government Act 2022 and Waste Minimisation Act 2008. This will be Auckland Council’s third waste plan on the journey towards zero waste by 2040.

11. As an operational plan, it will include objectives, targets, and methods for achieving effective and efficient waste management and minimisation within the region as outlined in sections 43 and 44 of the Waste Minimisation Act. The plan provides the statutory framework for council decision-making relating to waste issues, together with our approach and actions to achieve zero waste.

12. The plan will also outline how implementation will be funded. It will have regard to Te Rautaki Para / Waste Strategy 2023 for New Zealand and the council’s own waste assessment, which forms the evidence base for the plan. The 2018 plan is available online and is outlined below.

13. Previous Waste Management and Minimisation Plans have helped to guide initiatives to standardise kerbside collections, evolve the resource recovery network, strengthen the council’s community partnerships, and successfully advocate to central government for an increased waste levy and product stewardship.

14. The 2024 Waste Plan will progress the vision of the earlier waste plans for zero waste by 2040 and take into account the progress and achievements of the last six years.

2018 vision, key priorities and targets

15. The 2018 Waste Plan sets out a vision for Auckland to be zero waste by 2040. Zero waste is a long-term goal, but there are steps to progress towards this goal that the council and residents can undertake now.

16. The plan also sets out the steps which were to be taken over the six years from 2018-2024. There are nine key actions in the 2018 plan:

· advocate for an increased waste levy

· advocate for product stewardship

· address three priority commercial waste streams (construction and demolition waste, organic waste, and plastic waste)

· continue establishing the Resource Recovery Network

· focus on reducing litter, illegal dumping, and marine waste

· continue to transition to consistent kerbside waste and recycling services for households

· deliver the domestic kerbside collection of food scraps

· address waste diversion from our own operational activities

· work in partnership with others to achieve a zero waste Auckland.

Getting to Zero Waste / Tīkapa Moana Hauraki Gulf Islands Waste Plan 2018

17. The Tīkapa Moana Hauraki Gulf Islands Waste Plan provides goals and key actions specific to the Hauraki Gulf islands, including Aotea / Great Barrier, Waiheke, Kawau, and Rakino. Staff have engaged separately through workshops with the three relevant local boards on the proposed direction for that plan.

18. Staff will continue to work separately with Aotea / Great Barrier, Waiheke, and Rodney local boards to confirm the direction for the 2024 Tīkapa Moana Hauraki Gulf Islands Waste Plan.

Tātaritanga me ngā tohutohu

Analysis and advice

19. A waste assessment is being undertaken to provide the evidence base for the direction and actions of the next waste plan. This assessment provides an insight into the waste context in the region based on the tonnages sent to landfill and opportunities for diversion. It also describes relevant services provided in the Auckland region and forecasts demand for those services together with options to meet those demands. Preliminary findings from the assessment are included in the analysis below.

Performance against 2018 Waste Plan targets

20. The 2018 waste plan set interim targets in three key areas: total regional waste, domestic waste, and council waste. The targets and our performance to date are summarised below.

Table 1: Progress against Waste Plan 2018 targets – as at December 2022

Total regional waste
Target	Reduce total council- and private-sector-influenced waste to landfill by 30 per cent by 2027 (from the 2010 baseline of 832kg to 582 kg per capita per year)
How we’re tracking	Not on track 873kg (small increase from the baseline)
Explanation: Auckland Council has direct control over only approximately 20 per cent of the waste stream through the contracts for domestic collections that it manages and the Waitākere Refuse and Recycling Transfer Station. While domestic kerbside waste has reduced slightly (refer target below), overall waste quantities including commercial, and construction and demolition waste have increased. Although the effects of COVID-19 have impacted continuity of datasets, recently, tonnages are showing signs of stabilising which may reflect improvements in waste diversion. Proposed legislative changes to drive a circular economy and support for waste minimisation should impact total waste to landfill in the future.
Domestic waste
Target	a. Reduce domestic kerbside refuse by 30 per cent by 2021 (from 160kg in 2010 to 110kg per capita per year). b. After 2021, reduce domestic kerbside refuse by a further 20 per cent by 2028 (from 110kg to 88kg per capita per year)
How we’re tracking	Partly on track 141kg (decrease of 12 per cent from the baseline)
Explanation: Domestic kerbside waste has reduced slightly, however due to the delay in the rukenga kai/food scraps collection rollout, there is a delay in reaching the 2021 target. Food scraps currently comprise about 45 per cent of kerbside waste by weight; and removing those from refuse bins, combined with a reduced frequency for refuse collections, will enable us to reach the target.
Council waste
Target	a. Reduce council’s own in-house office waste by 60 per cent per capita by 2024 (from a 2012 baseline) b. Work across council to set a baseline for operational wastes and, by 2019, put in place targets for reduction.
How we’re tracking	Partly on track 44 per cent reduction of in-house office waste in 2019 – noting not assessed since the pandemic as the way offices are used has changed markedly. Targets for operational waste not yet established.
Explanation: As of 2019, waste from council offices had reduced from the baseline by 44 per cent; however, COVID-19 related impacts such as working from home mean we are unable to meaningfully assess current performance. The approach to set operational waste baselines and targets has not yet been established due to the complexity and breadth of council and CCO activities, however the waste plan has led to a zero waste outcome being included in council’s sustainable procurement framework which is being applied to high value contracts and major construction projects and will be incorporated within all contracts in the future.

Preliminary findings on waste to landfill and kerbside collection trends

21. Preliminary findings from the 2023 waste assessment were provided at a local board members’ briefing on 7 August. Key findings on total waste to municipal landfill (domestic and non-domestic sources) are outlined below.

· There has been a slowing of growth in tonnages of waste to municipal landfill in recent years.

· Materials identified in the 2018 Waste Plan as priority commercial waste streams to be addressed are still relevant. These include:

o construction and demolition waste (such as concrete, timber, and plasterboard)

o organic materials (such as food and garden waste)

o plastics.

· Other materials that have a sizeable carbon footprint include cardboard/paper and textiles.

· Research from overseas has identified textiles to be a fast-growing waste stream, with trends for fast fashion exacerbating the issue. Textiles also have a high carbon footprint, especially if production emissions are factored, and have limited options for recycling and reuse in Aotearoa / New Zealand.

22. Key findings on household waste collected at the kerbside are:

· Domestic (household) waste still comprises around 16 per cent of the total waste to landfill.

· Domestic waste has decreased from 160 kilograms per person in 2010 to 137 kilograms in 2023.

Climate change and lessons from the Auckland Anniversary floods and Cyclone Gabrielle

23. In June 2019, Auckland Council declared that the region is facing a climate emergency. In 2020, the council approved Te-Tāruke-a-Tawhiri: Auckland’s Climate Plan, the region’s plan to tackle this challenge. The plan includes actions and priorities relevant to reducing emissions related to waste (refer to the Climate Impact section below).

24. Climate change is projected to increase temperatures and change seasonal patterns in rainfall including greater rainfall intensity. This could mean more intense flooding in the future. Earlier this year, the region saw more than 7,000 buildings impacted by flooding and landslips in late January and early February, resulting in over 6,200 tonnes of waste to landfill.

25. Many community recycling centres played critical, multi-faceted roles during the disaster response including receiving and transferring flood damaged material, collecting flood damaged material from households using their own trucks and staff, receiving and/or collecting donated materials, and distributing reusable materials, including food, to those in need. They also acted as local community hubs, providing vital support for communities in need. The ongoing expansion of the Resource Recovery Network provides further opportunity to integrate community recycling centres within Auckland’s disaster response infrastructure, and strengthen community resilience in the face of climate change.

26. While waste infrastructure and services responded well to recent events, it is important to review lessons from every disaster event to further strengthen our approach to climate change adaptation and resilience. Inclusion of waste infrastructure within council’s Infrastructure Strategy and actions in the waste plan to develop digital tools to assist with disaster waste response will enable continual improvement for the benefit of local communities.

The new waste strategy, regulatory framework for kerbside waste services, and the container return scheme

27. In March 2023 the government released a new waste strategy for the country, replacing the 2010 version. The new strategy, Te Rautaki Para / Waste Strategy 2023, resets the vision for waste to transition to a circular economy by 2050, outlines eight goals, and sets three national targets (summarised in Attachment A). Amongst other things, the strategy proposes new legislation and regulatory tools to reduce waste, together with a process to create regular action and investment plans to implement the strategy.

28. The government has also announced that new regulation will be put in place around council provision and household recycling services. This includes standardising materials for recycling and food scraps collections and ensuring all councils offer recycling and food scraps collections in urban areas (i.e., towns of 1,000 people or more).

29. While a container return scheme was approved by Cabinet, work on this has been deferred. This is important as the container return scheme was a product stewardship initiative aligning with one of the nine key actions in Auckland’s 2018 Waste Plan. Staff propose to continue advocacy around the scheme.

Initial feedback from Māori

30. Initial engagement with mana whenua representatives and with mataawaka groups working in the area of waste minimisation indicates we can strengthen the waste plan to reflect a te ao Māori perspective and include opportunities to build community support for waste minimisation amongst other things.

31. Further work (outlined in the Māori impact statement below) is underway with these groups to review the 2018 Waste Plan content for 2024, including ways to strengthen our partnership approach and opportunities with Māori.

Opportunities identified for the next Waste Management and Minimisation Plan

32. Staff propose that the new waste plan will continue the ‘zero waste by 2040’ vision as an aspirational target and continue to deliver on key initiatives already identified in the 2018 plan.

33. The plan will be updated to reflect the current context including issues and opportunities, while ensuring we align with the new central government regulatory requirements for kerbside waste services. We will also futureproof the plan for further central government initiatives signalled in the National Waste Strategy 2023. Targets, actions, and priorities for the next six years will also be reviewed.

34. Other key opportunities identified to date for the 2024 Waste Plan include:

Tauākī whakaaweawe āhuarangi

Climate impact statement

35. The 2024 Waste Plan will align with Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan, adopted in July 2020, from both a mitigation and adaptation perspective. The plan commits to halving greenhouse gas emissions (against a 2016 baseline) by 2030 and reaching net zero emissions by 2050. Based on emissions from landfill gas, the waste sector generates about 3.1 per cent of Auckland’s total emissions. Specific priorities in the plan related to waste minimisation are outlined below:

· Built environment: ensuring the management of existing infrastructure increases climate resilience and reduces emissions.

· Economy: accelerating the uptake of innovation that supports the delivery of a resilient, climate-proof and regenerative economy; managing our resources to deliver a zero waste, circular economy.

· Food: prevent and reduce waste and maximise the value of surplus food.

36. Impact on emissions is one of the factors taken into account when identifying priorities and actions for the 2024 Waste Plan. The key opportunities identified above will help to reduce landfill emissions - particularly from organics - and should reduce the amount of embodied carbon lost from manufacturing new products.

37. Delivery of actions in the waste plan, such as the expansion of the Resource Recovery Network, will also strengthen the resilience of the communities of Tāmaki Makaurau in the face of climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

38. Staff are working across the council group to seek input on the waste plan and ensure our planning and activities around waste management and minimisation are aligned.

39. Council group waste is also within scope of the waste plan, and staff recognise it is particularly important for the council to ‘walk the talk’ and that council is a large employer and community infrastructure provider and partner within the region. Waste Solutions are currently collecting data from across the council group to better understand the activities generating most waste, and how we can best prioritise efforts to create circularity effectively and efficiently.

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

Local impacts and local board views

40. Work is underway with community partners, the waste industry, and relevant businesses to inform the Waste Assessment 2023 and the review of the 2018 Waste Plan.

41. A memo to introduce this work was provided to all local boards in August 2023 and a local board members’ briefing was held on 7 August.

42. Local boards are requested to indicate whether they support the proposed approach for the 2024 Waste Plan outlined above. Staff are particularly interested in hearing Local Board views on the key opportunities identified in paragraph 34.

43. A separate opportunity will be provided for the Aotea / Great Barrier, Waiheke and Rodney local boards to provide input on the Tīkapa Moana Hauraki Gulf Islands Waste Plan.

Tauākī whakaaweawe Māori

Māori impact statement

44. Staff have been working to engage with mana whenua and mataawaka on the review of the 2018 Waste Plan. Some initial feedback indicates we can strengthen the waste plan to reflect a te ao Māori perspective and include opportunities to build community support for waste minimisation.

45. So far, mana whenua representatives from four iwi have provided input, with two iwi taking up an invitation to work more closely with staff on plan content. Staff are continuing to provide progress updates through the Infrastructure and Environmental Services Mana Whenua Forum. Further engagement with mana whenua organisations will occur throughout the plan’s development.

46. Mataawaka groups including Para Kore ki Tāmaki, Papatūānuku Kokiri Marae and Te Awa Ora Trust have also provided feedback which will be used to inform the draft plan.

Ngā ritenga ā-pūtea

Financial implications

47. There are no financial implications for the local board in providing feedback on the direction of the revised waste plan.

48. The actions proposed in the Waste Plan will need to be funded through a combination of rates funding and revenue from the waste levy. For example, in the 2022/2023 financial year the council spent $147 million on waste activities, with 83 per cent from targeted rates, eight per cent from general rates, and nine per cent from the waste levy. As the levy rises, the proportion of funding from our share of the waste levy is expected to increase. Other funding may also be available for specific activities from central government through the Waste Minimisation Fund.

49. Infrastructure to enable commercial resource recovery will require investment from external sources such as government and the private sector. For example, financial support from Fonterra, Visy, Astron Sustainability and from the COVID-19 Response and Recovery Fund was used to upgrade Auckland Council’s Visy recycling facility.

50. The budget for implementing the Waste Management and Minimisation Plan will be considered through the Long-term Plan 2024-2034 process.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

51. There are no risks identified for the local board in providing feedback on the direction of the revised waste plan. However, there is a risk that if local board views are not captured, the direction of the plan will not reflect the range of local views and issues. We are mitigating this risk by providing this opportunity for local board feedback.

52. Key risks around upcoming steps to approve the plan for public consultation are outlined below.

Risk	Mitigation
That we miss the statutory timeframe set to review the Waste Plan 2018 under section 50(1)(b) of the Waste Minimisation Act.	We have already begun a review of the plan within the statutory timeframe; the decision on whether to amend, revoke and replace the plan will be made well in advance of the six-year period allowed since the last plan.
The lack of robust data means we have had to make estimates of waste volumes, which in turn may compromise our ability to reach the goals and targets of the plan.	We have cross-checked data where available to strengthen our estimates; and will include text in the plan recognising the risks of limited data.
We may not meet our goals and targets if increasing costs or lack of funding make implementation unaffordable.	We will make clear in the draft plan that funding is linked to the long-term plan process and availability of waste levy funding.
Lack of mana whenua, stakeholder, and community buy-in, capacity or resource may undermine our ability to partner well with those groups and implement the plan to full effect.	We will continue to reach out to groups through our public consultation process to seek input on the plan so that it can be strengthened.
Changes to waste legislation and regulation may change the policy landscape for councils requiring further changes to the waste plan.	We will continue to work with central government to understand the implications of proposed legislation and ensure that the plan is future-proofed.

Ngā koringa ā-muri

Next steps

53. Once local board feedback has been received, it will be considered for incorporation into the draft plan.

54. The draft plan will be taken to the Planning Environment and Parks Committee at its 30 November business meeting for approval to consult publicly.

55. Public consultation is expected to take place in early 2024, with an opportunity in April/May for further local board input once public submissions on the draft plan are summarised.

56. Approval of the final plan will take place in mid to late 2024.

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Aotearoa New Zealand Waste Strategy

Ngā kaihaina

Signatories

Authors

Sarah Le Claire - Waste Planning Manager

Tania Utley - Senior Waste Planning Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Louise Mason - General Manager Local Board Services

Glenn Boyd - Local Area Manager

Waitematā Local Board

15 August 2023

Auckland Civil Defence Emergency Management Group Plan

File No.: CP2023/10854

Te take mō te pūrongo

Purpose of the report

1. To seek feedback on the Auckland Civil Defence Emergency Management Group Plan consultation version (draft CDEM Group Plan).

Whakarāpopototanga matua

Executive summary

2. The Civil Defence Emergency Management Act requires Civil Defence Emergency Management Groups to develop Group Plans. Group Plans are strategic documents that set out the strategic vision and action plan for achieving disaster resilience in an area.

3. The current Auckland Civil Defence Emergency Management Group Plan is dated 2016-2021 and is under review. It will remain in force until replaced.

4. A draft Group Plan has been developed for consultation with the public. Consultation on the draft was approved by the CDEM Committee on 25 July 2023 (Resolution CDEMC/2023/15).

5. This paper describes the content of the draft Group Plan, the process that has been taken to prepare the draft Group Plan, the parties that have been involved in its development, the consultation that will be conducted in August 2023, and next steps.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) provide feedback on the draft CDEM Group Plan (Attachment A).

Horopaki

Context

6. A Group Plan is a statutory requirement of the Civil Defence Emergency Management Act 2002 (the CDEM Act). The current Group Plan is dated 2016-2021. A CDEM Group Plan remains operative for the period specified, but if the plan is not replaced before the close of that period, it remains in force until replaced. The review of the current Group Plan commenced with public notice in the New Zealand Herald on 21 October 2021. There have been delays in completing this review due to local elections, intended alignment with the Emergency Management Bill, and other factors, which have previously been reported to the Coordinating Executive Group (CEG) and the CDEM Committee.

7. In April 2023, the CDEM Committee approved a project timeline for completion of the review of the current plan (Attachment B). The programme requires public consultation on a draft Group Plan in August 2023. Consultation on the draft was approved by the CDEM Committee on 25 July 2023 (Resolution CDEMC/2023/15).

8. Next steps involved in the development of the draft CDEM Group Plan are set out below:

Timeframe for development of the National Emissions Reduction Plan

Milestone	Date
Public consultation, Local board feedback, Advisory panel feedback, National emergency management agency technical review	August 2023
Submissions and hearings	September 2023
Brief Coordinating Executive Group (CEG) and CDEM Committee on consultation feedback themes (Committee)	October 2023
Create final draft	November - December 2023

Tātaritanga me ngā tohutohu

Analysis and advice

Content of the Group Plan

9. The draft Group Plan sets out the strategic direction for our work on Auckland’s Defence Emergency Management system. It outlines the CDEM mission and objectives for Tāmaki Makaurau, how we will achieve them and how we will measure our performance.

10. The draft Group Plan is designed to be used by the CDEM Group and key partners and stakeholders involved in CDEM functions in Auckland. It also provides the public with an understanding of how these stakeholders work together, and the role they themselves can play in building individual and community resilience.

11. In accordance with the CDEM Act and Director’s Guidelines for Group Plans, the draft Group Plan includes a comprehensive summary of the natural, built, social and cultural environments of Tāmaki Makaurau and an analysis of the hazards and risks facing Auckland. These factors guide the focus of activities and actions that are described in the later chapters of the plan.

12. The plan contains chapters on the four Rs of emergency management (reduction, readiness, response and recovery), and chapters addressing mana whenua and mātāwaka partnership, management and governance, and monitoring and evaluation.

13. Each chapter describes the existing arrangements that are in place, identifies what we need to focus on to make improvements in that area, and sets out objectives and actions over the 5-year life of the plan. An ‘action plan’ table is set out for each chapter, which describes the objectives, actions, key deliverables or success measures, and results expected from achieving the objectives. The lead within Auckland Council and key supporters (either from within Auckland Council or the wider community of CDEM partners and stakeholders), are also identified for each action. This is intended to support clarity of roles and responsibilities, and to communicate that everyone has a role to play in contributing to a Tāmaki Makaurau that is resilient to disasters.

14. Further detail on timing of delivery of actions will be set out in business plans, to ensure they can be adapted quickly to changing circumstances.

Development of the Group Plan

15. The Group Plan has been developed in accordance with, and informed by the following:

a) the legal requirements of sections 48-56 of the CDEM Act

b) CDEM Group Planning Director’s Guidelines [DGL 09/18]

c) the National Disaster Resilience Strategy 2019 Ruataki ā-Motu Manawaroa Aituā

d) supporting plans of Auckland Council and partners and stakeholders

e) risk assessments, involving collaborative workshops with CDEM partners and stakeholders, and online surveys

f) international, national and local climate change and emergency management research and policy

g) learnings from previous emergency responses, including independent reviews of Auckland Council emergency management readiness and response.

16. The draft has been developed incorporating input and advice from a range of parties including:

a) the National Emergency Management Agency (NEMA)

b) a working group comprised of CEG organisation representatives

c) a project advisory group comprised of subject matter experts across the Council whānau regarding strategy, the four environments (natural, built, social and economic), strategy, sustainability, hazard risk, infrastructure and statutory land use planning

d) the Independent Māori Statutory Board Secretariat (IMSB)

e) Auckland Emergency Management department and Controllers

f) Auckland Council legal advisors

g) Ngā Mātārae, Ngati te ata Waiohua, the National Māori Wardens Response Team, Nelson / Tasman emergency management, Ngai Tahu emergency management and Massey University (specifically in relation to development of Whakaoranga marae, Whakaoranga whanau), the framework for supporting disaster resilience of mana whenua and mātāwaka that is embedded within the draft Group Plan

h) Local boards (refer to the Local impacts and local board views section).

Public notification

17. The CDEM Act requires public notification for a period not less than one month to enable the public to make submissions on the draft Group Plan. It also requires that any person who makes a written submission, is given a reasonable opportunity to be heard by the body to which the submission is made. These factors have informed arrangements for the public notification phase.

18. The draft Group Plan will be made available on Auckland Council’s ‘AK Have Your Say’ online platform, along with frequently asked questions and a feedback form. Submissions will be accepted from 31 July 2023 to 31 August 2023. A hard copy reference document will be made available in all council libraries and service centres, accompanied by the feedback form. A summary document and feedback form has been translated into Te Reo Māori, simplified Chinese, traditional Chinese, Samoan, Hindi, Korean and Tongan (available online and in libraries and service centres) to support participation of Aucklanders who either do not speak English, or English is their second language.

19. To raise awareness about the consultation, a link to the AK Have Your Say platform will be shared with our CDEM partners and stakeholders, along with posts on the Auckland Emergency Management social media channels and website. The Citizen Engagement team at Auckland Council will also share the consultation link with their network of community partners, who are representatives of Auckland’s diverse communities, and work with Council to broaden engagement reach. Local boards are invited to share the consultation material with their communities.

20. The Recovery Office and Healthy Waters department of Auckland Council are engaging with the public at the same time as consultation on the draft Group Plan. We are working with the communications and engagement specialists across both projects to ensure clarity of messaging to the public. To assist with this, a flyer has been developed for placement at libraries, service centres and any community events throughout this period (such as community hui on local board plans). The flyer describes the projects, where people can go for more information, and how they can provide feedback.

21. Any party that indicates they wish to be heard in support of their submission on the draft Group Plan will be given the opportunity to present to the CDEM Committee in September.

Tauākī whakaaweawe āhuarangi

Climate impact statement

22. The latest report from the Intergovernmental Panel on Climate Change^{^[9]} declares the scientific evidence is unequivocal: climate change is a grave and mounting threat to human wellbeing and the health of our planet. People’s health, lives and livelihoods, as well as property and critical infrastructure, including energy and transportation systems, are being adversely affected by hazards from heat waves, storms, drought, and flooding, as well as slow-onset changes including sea level rise.

23. The evidence for warming in New Zealand continues to build. New Zealand experienced its warmest year on record in 2022, surpassing the previous record set in 2021. The upper North Island and Auckland confidently point towards increasing temperature trends^{^[10]}. Annual rainfall patterns are also expected to change, with eastern portions of the North Island likely to see more summer rainfall, and rainfall intensities accompanying sub-tropical systems and airmasses expected to increase. Marine heat waves and drought are also set to become more frequent and intense. Climate change is likely to increase the chances of strong El Nino and La Nina events.

24. The Group Plan contains actions that intend to reduce the risk of hazards (including those influenced by climate change), and to support community and operational readiness, response to and recovery from emergencies.

25. While not directly incorporated into the risk calculations for the hazard risk assessment described in the draft Group Plan, the five-year reassessment cycle will allow us to incorporate the latest science and understanding of the changing climate into our scenarios and severity determination.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

26. The Project Advisory Group described in paragraph 15 c) was established to contribute to the development of the draft Group Plan. This has been integral to ensuring that the draft Group Plan aligns with related Council policy, and that the activities of the wider Council that contribute to building disaster resilient communities are incorporated.

27. Council-controlled Organisations are connected to the Group Plan review through both CEG and Lifelines.

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

Local impacts and local board views

28. Local boards have an important role to play in supporting disaster resilient communities through their knowledge of local communities and local government. Auckland Emergency Management’s Lead Team have conducted a series of workshops with local boards in recent months to build and strengthen relationships. Clarity on roles and responsibilities, communication, and the need for local plans to support response were key themes that were expressed by the board members.

29. The draft Group Plan sets out the roles and responsibilities of local board members before, during and after emergencies. Actions to support response communication, local board plans, and community resilience plans are also included.

30. A Local Board member briefing session on the draft Group Plan was held on 26 June 2023. Local board views are being sought on the Group Plan and will be incorporated into the final plan as appropriate.

Tauākī whakaaweawe Māori

Māori impact statement

31. In line with the National Disaster Resilience Strategy- Rautaki ā-Motu Manawaroa Aituā, Auckland Emergency Management (AEM) have been working hard to incorporate a Te Ao Māori worldview into our mahi to ensure greater recognition, understanding, and integration of iwi/Māori perspectives and tikanga in emergency management. The impacts on Māori from disasters can be significant and there are real strengths in integrating kaupapa Māori, mātauranga Māori and tikanga Māori into resilience building for disasters.

32. Engagement with iwi and Māori on the Group Plan began with a presentation to the Mana Whenua Kaitiaki forum in late 2022. The forum was encouraging and supportive of the kaupapa. AEM continues to build relationships with iwi and Māori at all levels, from the Independent Māori Statutory Board secretariat, to individual marae through their resilience planning work via Whakaoranga marae, Whakaoranga whānau.

33. The draft Group Plan acknowledges our partnership obligations under Te Tiriti o Waitangi and acknowledges mana whenua mātauranga mai rā anō (traditional and historical lived-experience and knowledge of an area, place or space). Objectives and actions within the plan aim to:

· coordinate with our partners and stakeholders to expand work to support mana whenua and mātāwaka with disaster resilience through Whakaoranga marae, Whakaoranga whānau and Kia Rite and Kia Mau (a resilience programme focused on tamariki and rangatahi), and

· secure representation of mana whenua and mātāwaka in the Incident Management Team and Coordinating Executive Group.

34. Whakaoranga marae, Whakaoranga whānau was developed collaboratively as described in paragraph 14 g). These parties were also involved in the development of Ngā Mātāpono, values and principles that underpin ways of working with iwi and Māori in Auckland that form part of the strategic framework for the Group Plan.

35. The engagement period in August 2023 provides an opportunity for mana whenua and mātāwaka to consider the Group Plan content (that has been developed collaboratively as described above) and advise if there are any areas that could be further enhanced from a Te Ao Māori perspective.

Ngā ritenga ā-pūtea

Financial implications

36. The consultation process can be delivered within approved budgets.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

Submission numbers and programme

37. The weather events in early 2023 and the subsequent Auckland Flood Response Review (the Bush report) generated an increased level of interest in the Auckland CDEM Group Plan. This is likely to increase the number of submissions than might have otherwise been expected. Whilst this is positive in terms of public participation, only a month has been allocated to submission analysis in the programme in Attachment B. Additional support from the wider Council family (or consultants) may be required, depending on the number of submissions received.

38. Similarly, two days of hearings have been scheduled with the CDEM Committee in September 2023, to enable those parties who wish to be heard, to do so. If a large number of submitters wish to be heard, the number of hearing days will need to be increased.

Public and media interest

39. There is a need to be clear in public messaging about the purpose of the Group Plan; that it is a strategic vision and action plan for CDEM activity in Auckland. It is not an operational document, nor a tactical response plan. Key messages are being developed with Corporate Communications and Media to address this.

40. To anticipate potential media interest in the draft Group Plan, Adam Maggs, Group Controller and Head of Capability and Public Awareness, has been identified as media spokesperson.

Emergency Management Bill

41. The Emergency Management Bill (the Bill) was introduced to Parliament on 7 June 2023. Advice from NEMA is that it is likely to take some time to progress through the formal stages to become an Act. The Bill will not affect the current programme for the review of Auckland CDEM Group Plan as it has not yet been made into law.

42. There will likely be a requirement for CDEM Groups to review their Group Plans within a period of time after the bill is enacted (for example, two years).

Ngā koringa ā-muri

Next steps

43. Consultation will take place in August as described. The remainder of the Group Plan review will progress in accordance with the timeline in Attachment B, mindful of the risk and mitigations outlined above.

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Attachment A – Group Plan Consultation document
b	Attachment B – Timeline

Ngā kaihaina

Signatories

Authors

Kristen Spooner - Principal Advisor Strategy and Planning

Authorisers

Carol Hayward - Team Leader Operations and Policy

Paul Amaral - General Manager Auckland Emergency Management

Louise Mason - General Manager Local Board Services

Glenn Boyd - Local Area Manager

Waitematā Local Board

15 August 2023

Local board feedback on the Tāmaki Makaurau Recovery Plan and Making Space for Water

File No.: CP2023/11131

Te take mō te pūrongo

Purpose of the report

1. To seek local board feedback on the Tāmaki Makaurau Recovery Plan, and associated initiatives proposed as part of the Making Space for Water programme.

Whakarāpopototanga matua

Executive summary

2. The Recovery Office is coordinating efforts to support communities to recover from the extreme weather events of early 2023. A Tāmaki Makaurau Recovery Plan is being developed to guide this work. Making Space for Water is one work programme within the proposed Tāmaki Makaurau Recovery Plan and includes a range of proposed flood resilience activities.

3. Region-wide public consultation is taking place from 3 August to 31 August 2023. It is seeking Aucklanders’ feedback on two topics:

· their experience during the storms and their aspirations for recovery to inform planning, and

· their views on ways to better manage stormwater to reduce future flood risk.

4. Public consultation documents on storm recovery and resilience are included as Attachments A, B and C. Much of the consultation will be place-based, working with affected communities and households to hear their feedback on the recovery process, their ongoing needs, and their suggestions for improving resilience to future events.

5. Feedback is being requested from local boards concurrently with public consultation, as the timeline for decision-making is very short.

6. Local board views are sought on the questions outlined in the consultation document (Attachment C) as well as the proposed principles and two-tiered structure of the Tāmaki Makaurau Recovery Plan that is outlined in this report.

7. Workshops have been held with all local boards to provide information on the proposed Tāmaki Makaurau Recovery Plan and the Making Space for Water programme, including information specific to proposed programmes in each local board area.

8. Local board feedback will be provided to the Governing Body along with public feedback and further programme detail in September 2023.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) whakarite / provide feedback on the Tāmaki Makaurau Recovery Plan and the Making Space for Water programme, as set out in the public consultation documents (Attachments A, B, and C)

b) whakarite / provide feedback on the proposed principles and structure of the Tāmaki Makaurau Recovery Plan.

Horopaki

Context

9. The Recovery Office is coordinating a programme to support communities to recover from this year’s storm events which has been developed collaboratively across the council group and external agencies. Planned recovery efforts will be presented in the Tāmaki Makaurau Recovery Plan, bringing together the delivery of recovery projects, initiatives and activities across the four recovery workstreams: Community and Social, Māori Partnership and Participation, Economic, and Natural and Built Environment.

10. The purpose of the Tāmaki Makaurau Recovery Plan is to:

· provide assurance to the people of Tāmaki Makaurau

· set objectives, providing direction for collaborative recovery efforts to address the impacts and consequences of severe weather events of early 2023

· document collaborative delivery of recovery projects, initiatives and activities, their participants and lead agencies, and timeframes

· provide a framework for planning the transition from recovery based upon the completion of projects, cessation of initiatives and activities, or their incorporation into business as usual by appropriate organisations

· provide a basis for monitoring progress towards the achievement of objectives and transition to delivery of services across council and recovery partners.

11. The plan will be a ‘living document’ with sections released progressively as programmes are finalised. One of the programmes within the Natural and Built Environment workstream is Making Space for Water, the proposed flood risk reduction programme.

12. The Making Space for Water programme is being proposed in response to more frequent and severe flood events in Auckland. Its purpose is to prioritise flood readiness in stormwater operations, and to ensure that communities, households, and businesses are supported to build their resilience to storms.

13. Local boards received a copy of the 23 May 2023 Governing Body report including the proposed Making Space for Water initiatives.

14. A briefing was held with all local board members on 17 July 2023 to provide more information to local boards about the direction of both programmes and how they can engage with the process.

15. At its July 2023 meeting, the Governing Body agreed to public consultation about the Tāmaki Makaurau Recovery Plan and the Making Space for Water programme in August 2023, and approved the public consultation documents (Attachments A, B and C).

16. Public consultation will take place from 3 August to 31 August 2023. Aucklanders have the opportunity to provide feedback through the AK Have Your Say website, as well as online webinars and drop-in events. Additional events are taking place for highly affected areas.

17. A memo circulated to local boards on 2 August 2023 provided more detailed information about consultation activities and events.

Tātaritanga me ngā tohutohu

Analysis and advice

18. Local board feedback is sought on the questions in Attachment C regarding communities’ experiences and aspirations for recovery, and the proposed initiatives for Making Space for Water.

19. Local board feedback is also sought on the proposed principles and structure of the Tāmaki Makaurau Recovery Plan, as outlined below. This feedback will inform the development of the plan, to be reported to the Governing Body in September.

Tāmaki Makaurau Recovery Plan

20. The Tāmaki Makaurau Recovery Plan is intended to support the coordination of recovery efforts. Recovery from the events of early 2023 needs to be effective at the local and regional level, take account of different timeframes for different impacts and consequences to be fully understood, and be based on engagement with iwi and Māori and Tāmaki Makaurau communities.

21. The design of the Tāmaki Makaurau Recovery Plan is informed by its purpose and principles, in support of good recovery practice. This includes ensuring suggestions for improvement are captured for future events.

Principles

22. The proposed principles of the Tāmaki Makaurau Recovery Plan are:

· people and their communities are foremost

· projects, initiatives, and activities addressing impacts and consequences, and the communities in which they are delivered, are prioritised based on need

· equity is an inherent consideration

· opportunities to build resilience and avoid future harm are sought proactively

· projects, initiatives and activities are integrated to maximise the benefit to Tāmaki Makaurau and its communities, and to mitigate or manage disruption

· projects, initiatives and activities are funded, have funding secured or have mechanisms in place to ensure funding is secured

· the plan is a living document: changes to projects, initiatives, and activities can be accommodated provided the intended outcome is not affected.

Structure

23. The impacts of consecutive events earlier this year mean that there are widespread impacts across the region, with a number of localities more severely impacted. To address these circumstances appropriately, the Tāmaki Makaurau Recovery Plan is envisaged as being two-tiered, with a region-wide section and sections that are place-based. It is proposed that local sections will align to individual or clusters of local board areas where communities were more significantly impacted by the weather events. It is also intended to be modular, so that sections can be added as information becomes available or replaced if key information changes.

Delivery

24. The Tāmaki Makaurau Recovery Plan will be delivered in stages, with the regional section first followed by more focused local sections informed by local experience and feedback. The regional section will include discussion of exiting from the formal ‘recovery’ phase through a transition plan in early 2024.

Making space for water

25. As reported in the May 2023 report to Governing Body (GB/2023/88), nine initiatives have been identified as part of the proposed Making Space for Water programme. These are identified in Table 1, and described in more detail in Attachment A. Together, the initiatives are designed to address all flood-affected areas within the scope of the programme, with a cascade of interventions from education and advice through to engineering solutions and, in limited situations (as an option of last resort and subject to central government decisions), property acquisition.

Table 1. Proposed Making Space for Water initiatives

Operations and maintenance

1. Increased maintenance

2. Flood intelligence

Neighbourhood solutions

3. Community-led flood resilience

4. Stream rehabilitation

5. Rural settlements

6. Culvert and bridge upgrades

7. Blue-green networks

Site-specific interventions

8. Overland flow path management

9. High risk properties

26. Lessons from previous projects have been important in developing the possible work programmes. Staff are using lessons from Project Twin Streams and the more recent naturalisation projects of Te Ara Awataha in Northcote and parts of Te Auaunga (Oakley Creek) in Mount Roskill / Mount Albert. These more recent projects were designed and built to specifically reduce flood risk while enabling growth through nature-based solutions. Both projects performed very well in the recent storm events despite the intensity of the storm event.

27. Specifically, the design of the Te Auaunga project protected 89 habitable floors from flooding by adding capacity to the stream and reducing the previous flood plain. Te Ara Awataha project has helped facilitate a large-scale re-development of the Northcote area where Kāinga Ora are currently developing 1,700 apartments and Eke Panuku are re-developing the town centre including a further 300 homes.

28. Further, Project Twin Streams in Waitākere involved the purchase of approximately 150 properties over 10 years and their removal from flood hazard. The locations of these properties were flooded during the recent storm events and, had the houses not been removed previously, they would almost certainly have been flooded.

29. The proposed projects are anticipated to deliver three levels of benefit:

· Site-by-site benefit: Some of the proposed interventions will directly benefit individual properties, for example removing buildings that are at an unacceptable risk of repeated or severe flooding. Approximately 400 properties could be taken out of flood hazard zones through the proposed blue-green networks and culvert and bridge upgrades, and a further 150 properties have been identified as high-risk. These benefits depend on sufficient co-funding being made available for property acquisition.

· Community benefit: Other initiatives will provide benefits at a community level, for example the work to build community-led flood resilience, support rural settlements, and rehabilitate streams would support communities to act to reduce their flood risks by managing the infrastructure in their immediate community. Blue-green networks also provide community-scale benefits.

· Regional benefit: Investment in flood intelligence and overland flow path management impacts the entire region. Flood intelligence informs asset planning, maintenance, and mapping of flood risks. Overland flow path management requires council resources to identify, investigate and intervene in obstructions to overland flow paths. Our modelling and observations after the flood show that better overland flow path management would have noticeably reduced the extent of flooding in some areas by allowing the water to drain away.

Local dimensions to recovery

30. The potential for blue-green approaches is being assessed in the areas listed in Table 2.

Table 2. Proposed blue-green network projects by local board area

Local board	Proposed blue-green network
Albert-Eden Local Board	Meola-Epsom
Kaipātiki Local Board and Devonport-Takapuna Local Board	Wairau Valley, Totaravale and Sunnynook
Franklin Local Board	Whangapouri Creek
Henderson-Massey Local Board	Opanuku Stream and Swanson-Waimoko Stream
Māngere-Ōtāhuhu Local Board	Harania Creek and Te Ararata Creek
Puketāpapa Local Board	Te Auaunga Stage 2
Rodney Local Board	Kumeū River
Waitākere Ranges Local Board	Porters Stream
Waitematā Local Board	Opouteteka / Cox’s Creek
Whau Local Board and Puketāpapa Local Board	Whau River

Some communities will need tailored consultation

31. Some local board areas were more severely impacted than others or experience frequent flooding. Of these, the Recovery Office has also identified communities that are more vulnerable to emergency events and has designed more active and targeted consultation through community groups in these areas. These include Māngere, Piha, Muriwai, Henderson, Rānui, Swanson, Milford, Karekare and Mount Roskill that were particularly impacted by this year’s storm events.

32. Direct efforts will continue to be made to connect with these affected residents and property owners through targeted promotion and additional community drop-in events.

33. Care will need to be taken with these communities as there will be overlap with property owners who are being contacted as part of initial assessments in respect of central government’s proposed voluntary buy out proposals. It is important that we clearly communicate the different purposes of each engagement and do not contribute more stress to individual scenarios.

34. In June, 6,838 letters were sent to property owners across Auckland seeking information regarding whether their property may be eligible for the government’s proposed voluntary buy-out scheme. While responses are still being received, as of 27 July, 28 per cent of respondents had indicated that they believe their property should be considered ‘Category 3’ (not safe to live in because of the unacceptable risk of future flooding and loss of life).

35. Staff recognise that the impacts of flooding on rural communities have been different to those on urban communities. The Recovery Office is working with the Northern Adverse Event Team and the Waikato Primary Industry Adverse Events Cluster to support engagement with rural communities. We will also seek specific feedback through community groups, guidance from rural local boards, and the Rural Advisory Panel on workstreams that affect rural areas, for example resilience of roading, power and communications.

Tauākī whakaaweawe āhuarangi

Climate impact statement

36. On 29 June 2023 the Planning, Environment and Parks Committee noted three main lines of action to build Auckland’s resilience to climate change through adaptation:

· strengthening the Unitary Plan

· speeding up community adaptation action

· initiatives within the Making Space for Water programme.

37. These lines of action are consistent with the overall strategic direction, commitments and outcomes sought in the Auckland Plan 2050, and policy settings in Ngā Hapori Momoho: the Thriving Communities Strategy, Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan, and the Water Strategy.

38. ‘Opportunities to build resilience and avoid future harm are sought proactively’ is a proposed principle of the Tāmaki Makaurau Recovery Plan and responds to climate change.

39. Both the Auckland Plan 2050 and Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan advocate for greater resilience to severe storms and flood events. The initiatives proposed in ‘Making Space for Water’ will have a beneficial impact on Auckland’s climate adaptation.

40. The proposed blue-green network and stream rehabilitation projects will include measures such as restoring wetlands, developing water detention areas, clearing overland flow paths, and naturalising channels. These nature-based solutions will generally have a lower carbon impact than the more carbon-intensive grey infrastructure. Some will also be able to sequester carbon.

41. The Making Space for Water programme will also promote the use of low carbon technologies and methodologies in the design, construction, and renewal of the piped network in line with the targets set by Te-Tāruke-ā-Tāwhiri.

42. Infrastructure provision and construction are likely to cause some emissions in the short- to medium-term but will be beneficial in the long-term to improve Auckland’s ability to be prepared for adverse weather and climate disruption.

43. The social outcomes associated with the impacts of climate change on the community, cultural and natural ecosystems will be considered in the programme.

44. In combining engagement and consultation for the Tāmaki Makaurau Recovery Plan and Making Space for Water, the materials deployed, travel and resource use will be lower than if conducted separately.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

45. Many parts of council have responsibilities that influence how we manage flood risks and build community resilience. This detail was provided to the Governing Body on 22 June 2023. Staff have worked across the council group to align programme scope with policy direction and other work programmes led by the council, and with our partners, including council-controlled organisations.

46. Healthy Waters and the Recovery Office are working with the Chief Planning Office, Local Board Services, Legal, and Finance to refine Making Space for Water, develop the Tāmaki Makaurau Recovery Plan, and the associated consultation plan, to ensure alignment with council policy and priorities.

47. On 26 April 2023, the Civil Defence and Emergency Management (CDEM) committee approved accelerated consultation on the Auckland CDEM Group Plan review (CDEMC/2023/7). This consultation is occurring at the same time as the Storm Recovery and Resilience consultation. Staff across both workstreams are working to ensure these processes align.

48. The consultation document includes a list of internal and external parties who will be part of the continued development and implementation of the programme.

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

Local impacts and local board views

49. In the wake of storms and flooding, local boards play a critical role both in representing their communities and in the delivery of recovery activities in their respective areas.

50. This report seeks feedback from local boards on the experiences of their local communities and aspirations for recovery, the proposed priorities for the Tāmaki Makaurau Recovery Plan, and the proposed initiatives for Making Space for Water.

51. Feedback is being requested from local boards concurrently with public consultation, as there is a need to progress the recovery promptly.

52. Feedback from local boards will inform decisions by the Governing Body on the shape of the Tāmaki Makaurau Recovery Plan and Making Space for Water programme.

53. The Recovery Office and Healthy Waters presented to a briefing for all local board members on 7 July 2023 to provide an update on the development of the Tāmaki Makaurau Recovery Plan and Making Space for Water. Local boards have been provided with information on specific impacts of initiatives in their local areas to inform their feedback.

54. More specific plans to gather local views in a tailored manner, including those from more impacted communities are described in the analysis and advice section.

Tauākī whakaaweawe Māori

Māori impact statement

55. Māori Partnership and Participation is a whenu (strand) in the Tāmaki Makaurau Recovery Plan. Direct consultation with mana whenua began in mid-May. Since then, staff have worked through their established relationships to refine some initiatives. Staff gave an overview of the programme to the Tāmaki Makaurau Mana Whenua Forum pou taiao on 7 June 2023. At this hui, staff were asked to hold a workshop on this and other broader water issues.

56. Hui with Independent Māori Statutory Board (IMSB) staff has highlighted a need to work more intentionally with IMSB members through programme development and public consultation. The Recovery Office recognises the need for effective consultation with Māori. Māori have interests across each of the recovery workstreams such as marae, businesses, housing, tamariki, and the natural environment. An iwi consultation plan is in development, with additional events proposed for mana whenua and mataawaka.

57. Staff are working with the council’s Māori outcomes specialists to maximise opportunities for mana whenua and Māori to provide input on the range of options for consultation and engagement, throughout the consultation period, programme design, and delivery.

Ngā ritenga ā-pūtea

Financial implications

58. A proposed principle of the Tāmaki Makaurau Recovery Plan is that ‘projects, initiatives and activities are funded, have funding secured or have mechanisms in place to ensure funding is secured.’ Work is underway to quantify the costs of project initiatives and activities which will be reflected in the plan and incorporated into the development of the Long-term Plan 2024-2034, as appropriate.

59. On 1 June 2023, the government proposed entering into funding agreements with councils in cyclone and flood affected regions to support them to offer voluntary buy-out for owners of high-risk (Category 3) properties and to co-fund work needed to protect properties where risk can be managed (Category 2). Details of these arrangements are yet to be confirmed.

60. The proposed Making Space for Water programme of additional investment is currently estimated to cost around $1.65 billion. Elements of the programme may be co-funded by central government.

Funding options and impacts still need to be worked through

61. Different funding sources could be considered by the council to fund the remainder of the costs, but practicable options are likely to be limited to increases to general rates or the creation of a specific, new, targeted rate(s).

62. Any additional rates charge would be over and above the starting point general rates increase which is estimated to be 13 per cent for the 2024/2025 year for the average value residential property. This is, however, a very preliminary estimate and is subject to many variables and decisions as part of developing the Long-term Plan 2024-2034.

63. If the council were to fund the entire Making Space for Water programme with an estimated cost of $1.65 billion, this would require funding equivalent to an additional 8 per cent increase in general rates for the average value property.

64. The council is working through negotiations with central government in regards funding. Any Crown funding through this process will reduce the requirement for funding from Auckland’s ratepayers.

65. Further options could be available to the council around a targeted rate, including funding specific projects only from properties within each affected catchment, or collectively from all affected catchments. This could result in rating increases for some properties of well over 50 per cent.

66. Other rating policy options would be available to the council such as phasing in a targeted rate over two years to manage the impact on ratepayers.

67. This level of detail will be subject to further development for future consultation and eventual consideration by the Governing Body, including feedback from local boards. Future consultation will include updated cost projections and more detail on funding options, informed by feedback from this consultation and any funding agreements with central government.

68. Operating costs incurred within the 2023/2024 financial year will be met from existing budgets, including the Storm Response Fund.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

69. There are no risks associated with local boards providing feedback on these matters. Local board feedback will be shared with the Governing Body for consideration in developing the Tāmaki Makaurau Recovery Plan and the Making Space for Water programme.

Ngā koringa ā-muri

Next steps

70. Engagement on the Tāmaki Makaurau Recovery Plan and Making Space for Water will take place between 3 August and 31 August 2023.

71. The Recovery Office will report to the September 2023 meeting of the Governing Body, seeking approval in principle for the structure and delivery of the Tāmaki Makaurau Recovery Plan. Community and local board feedback will be included in this report and used to inform the development of the Tāmaki Makaurau Recovery Plan. It is proposed to seek approval of the plan in sections thereafter.

72. The revised Making Space for Water work programme will be presented to the Governing Body in September 2023 for support in principle.

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Storm Recovery and Resilience Consultation Document
b	Storm Recovery and Resilience Consultation Document Summary
c	Storm Recovery and Resilience Consultation Feedback Form

Ngā kaihaina

Signatories

Authors

Mace Ward - Deputy Group Recovery Manager

Nicholas Vigar – Head of Planning, Healthy Waters

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Mat Tucker - Group Recovery Manager

Louise Mason - General Manager Local Board Services

Glenn Boyd - Local Area Manager

Waitematā Local Board

15 August 2023

Auckland Council’s Quarterly Performance Report: Waitematā Local Board for quarter four 2022/2023

File No.: CP2023/11284

Te take mō te pūrongo

Purpose of the report

1. To provide the Waitematā Local Board with a quarterly performance report for quarter four, 1 April to 30 June 2023 and the overall performance for the financial year against the approved 2022/2023 local board work programmes.

Whakarāpopototanga matua

Executive summary

2. This report provides an integrated view of performance for the Waitematā Local Board and includes financial performance and delivery against work programmes for the 2022/2023 financial year. The work programme is produced annually and aligns with Waitematā Local Board Plan outcomes.

3. 29 activities within the agreed work programmes were delivered, and 94 multi-year projects have progressed as expected. For FY 2022/2023, 5 activities were undelivered, cancelled, put on hold, or deferred.

4. Examples of key activity achievements from the 2022/2023 work programme include:

· ID 36756: Seddon Fields Renewals, included field lighting, floodlights and playing surfaces. This work was undertaken to support the FIFA Women’s World Cup 2023. Physical works were completed in quarter four and the floodlights are now operational.

· ID 15395: Cox’s Bay to Wharf Road Greenway project is now complete and consisted of construction of renewed pedestrian bridges, concrete pathways and boardwalk structures aligning to the local board greenways plan. Delivered in two stages.

· ID 19166: Myers Park Cottage Restoration is now complete, inclusive of complete heritage restoration and seismic remediation works.

· ID 36685: Studio One – Deliver Seismic Strengthening programme almost complete, anticipated completion date is 17 August 2023.

5. Key activities not delivered / not progressed as expected include:

· ID 713: Te Kete Rukuruku; this project has been impacted by both COVID-19 delays preventing engagement activity from occurring, and delay in reaching agreement with involved iwi regarding naming principles and process for the local board area. This funding was re-allocated in a previous quarter (WTM/2023/54).

· ID 465: Arts & Culture Regional Work Programme: this project has been impacted by COVID-19 delays and low engagement from mana whenua that were consulted regarding the place, profile, and history of existing monuments within the board area. This funding was re-allocated in a previous quarter (WTM/2022/145).

· ID 2778: Victoria Park Commuter Parking Restrictions; this project was a carryover from FY22 for completion. Staff provided the local board with options for consideration in July 2022. Further design work is required and will need funding as a work programme activity, which may or may not be prioritised at this time due to financial constraints. The local board may decide to fund this activity as a future work programme activity.

· Community Leasing: Leases for 52 Hepburn Street, Freeman’s Bay (Freeman’s Bay Community Hall), and 192 Parnell Road, Parnell (Plunket Building) have been deferred whilst staff build on additional advice to be provided to the local board for the 2023/2024 financial year in support of these community lease items.

6. Qualifying budgets of unfinished activities will be carried forward into 2023/2024 work programmes.

7. The financial performance report is attached but is excluded from the public. This is due to restrictions on releasing annual financial reports and results until the Auckland Council Group results are released to the NZX (high level summary only) – on or about 29 August 2023.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) receive the performance report for quarter four ending 30 June 2022.

b) note the financial performance report in Attachment B of the report will remain confidential until after the Auckland Council Group results for 2022/2023 are released to the New Zealand’s Exchange (NZX) which are expected to be made public on or about 29 September 2023.

Horopaki

Context

8. The Waitematā Local Board has an approved 2022/2023 work programme for the following:

· Customer and Community Services

· Infrastructure and Environmental Services.

· External Partnerships;

· Auckland Emergency Management;

· Tātaki Auckland Unlimited.

9. The graph below shows how the work programme activities meet Local Board Plan outcomes. Activities that are not part of the approved work programme but contribute towards the local board outcomes, such as advocacy by the local board, are not captured in this graph.

Graph 1: Work programme activities by outcome

Storm events

10. On Auckland anniversary weekend, an unprecedented storm event caused flash floods and other impacts on lives, homes, possessions, and businesses. This led to the declaration of a local State of Emergency on 27 January. On 12-14 February, another major storm event, Cyclone Gabrielle, followed. A National state of emergency was invoked as thousands of people were displaced, with widespread damages across large parts of the North Island.

11. A National State of Emergency was declared on 14 February, with the region transitioning to recovery mode from Friday, 3 March.

12. Impacts to individual activities are reported in the work programme update (attachment A).

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Work Programme Snapshot

13. The graph below identifies work programme activity by RAG status (red, amber, green and grey) which measures the performance of the activity. It shows the percentage of work programme activities that are on track (green), in progress but with issues that are being managed (amber), activities that have significant issues (red) and activities that have been cancelled/deferred/merged (grey).

Graph 2: Work programme performance by RAG status

14. The graph below shows the stage of the activities in each departments’ work programmes. The number of activity lines differ by department as approved in the local board work programmes.

Graph 3: Work programme performance by activity status and department

A graph of a work program

Description automatically generated with medium confidence

Key activity updates from quarter four

15. Examples of key activity updates from Quarter Four are listed below. The complete programme of works for this quarter can be found in Attachment A of the report.

· ID 1365: Signature Event – Festival of Play: The Waitematā Festival of Play was held at Western Park on Saturday 8 April 2023. Approximately 5000 people attended the event. This event is programmed for a second year during 2023/2024.

· ID 667: ANZAC Services Waitematā: The ANZAC Day Service was delivered successfully in Grey Lynn with support from the local board.

· ID 702: Urban Ark Strategic Plan Implementation: This quarter, Urban Ark undertook a door-knocking programme to re-activate trappers across Grey Lynn. Support continued with Herne Bay, Ponsonby, and Grey Lynn groups, with over 20 traps given away at the Salisbury Reserve trap handout. Work has been done on re-energising Predator Free Westmere / Te Rehu Konihi Kore.

· ID 3482: Queen’s Wharf Bike Hub: In quarter four, the bike hub was open 50 days, had 660 visitors, facilitated 65 volunteer hours, and repaired 310 bikes. Ten bikes were gifted or sold at low cost to the community. The hub has had good levels of engagement through this period and the change in opening hours has been successful.

· ID 483: Community Grants Waitematā: This quarter, the board granted $125,000 in accommodation support funding, and $45,000 in local grants funding.

· ID 17480: Albert Park Reinstate Zig Zag Pathway: Projected completed May 2023.

· ID 24472: Open Space Lighting Renewals: Open space lighting renewal works completed as of June 2023 for numerous parks and open spaces, including Judges Bay, Outhwaite Park, Symonds Street Cemetery, Grey Lynn Park, Myers Park, Albert Park, and Western Springs Reserve.

· ID 29150: Sports, Fields, Lighting Renewals: Renewal works completed as of June 2023 for Seddon Fields, Victoria Park, and Grey Lynn Park, including field and cricket pitch renewals, flood light renewals, and netting equipment. Urgent storm water pipe renewal works undertaken at Grey Lynn Park as part of this programme.

· ID 1023: Ecological and Environmental Volunteer Programme: 404 volunteer hours recorded in quarter four with 1290 trees planted including community plantings at Lemington Reserve, and Western Park.

Key activity achievements from the 2022/2023 work programme

16. Examples of key activity achievements from 2022/2023 are listed below. The complete programme of works for this quarter can be found in Attachment A of the report:

· ID 481: Parnell Festival of Roses: The Parnell Festival of Roses 2022 was successfully delivered on Sunday 13 November 2022. Approximately 4000 people attended the event.

· ID 19166: Myers Park Caretaker’s Cottage Heritage Restoration: Heritage restoration of the cottage including seismic remediation. The project was completed July 2022.

· ID 15395: Cox’s Bay to Wharf Road Greenway: Project consisted of construction of renewed pedestrian bridges, concrete pathways and boardwalk structures aligning to the local board greenways plan. Delivered in two stages.

· ID 1273: Young Enterprise Scheme: The Auckland Business Chamber delivered the Kickstart Event in February of 2023 to support young entrepreneurs. 29 students from Western Springs College, and 39 students from St Mary’s College participated in the event.

· ID 1010: Activation of Parks, Places, and Open Spaces: Activations programme successfully delivered with a total of 34 activations across the local board network with 1470 participants and attendees.

· ID 19072: Open Space Renewals Pathways and Walkways: Programme complete as of June 2023 including works at Emily Place, Bayfield Park, Brown Reserve, Jaggers Bush, and Newmarket Park.

· ID 36756: Seddon Fields Renewals Fields & Lighting: Programme complete as of June 2023 involving floodlighting and sports field renovations to support FIFA Women’s World Cup 2023 activities.

· ID 28635 Water Feature Renewals: Programme complete as of June 2023 involving feature and structural renewals for existing water features, including Albert Park, Symonds Street Cemetery, and St Patrick’s Square.

· ID 15979: Central Library Air Handling Unit Renewals: Programme progressing on schedule for installation of new air-handling units for Central Library; phased installation of new units with three units installed and additional units slated for completion October 2023, as part of a multi-year project.

· ID 32032: Cox’s Bay Reserve Changing Rooms & Toilets Renewal: Project complete as of June 2023, involving full internal refurbishment and roof renewal.

Overview of work programme performance

Customer and Community Services work programme

17. In the Customer and Community Services work programme, there are 27 activities that were completed by the end of the year or will be by end of June 2023 (green), along with 77 multi-year activities that are in progress. For the period April 1 to June 30, there are no activities with significant impact or at risk

Infrastructure and Environmental Services work programme

18. In the Infrastructure and Environmental Services work programme, there are 13 multi-year activities in progress as of June 2023 (green), including 3 activities that are in progress but are delayed (amber).

· ID 3108: Kia Rite Kia Mau – Climate Preparedness and Resilience for Schools: Programme experiencing delays due to adverse weather and storm events limiting participation of Auckland Emergency Management partner. There are concerns school strike action could impact on delivery timelines.

· ID 3044: Schools Treasuring Waiōrea: Programme experiencing delays delivering the education programme due to adverse weather and storm events, combined with school strike action which has affected delivery timings. Urban Ark has however delivered on the first stage of school visits despite this, and field visits are being organized.

· ID 739: Waitematā Waste Away: Programme experiencing delays due to the overarching rollout of the food-scraps programme. Waste minimization education event to be held in Q1 2023/2024 alongside workshops focusing on composting and repair/upcycling.

External Partnerships work programme

19. In the External Partnerships work programme, there is 1 activity that was completed by the end of the year or will be by end of June 2023 (green).

· ID 1354: Supporting Grey Lynn Business Association

Auckland Emergency Management work programme

20. In the Auckland Emergency Management work programme, there are 2 activities that were completed by the end of the year or will be by end of June 2023 (green).

· ID 1371: Community Emergency Resilience Programme

· ID 1372: Business Emergency Resilience Programme

Tātaki Auckland Unlimited work programme

21. In the Tātaki Auckland Unlimited work programme, there are 2 activities that were completed by the end of the year or will be by end of June 2023 (green).

· ID 1273: Young Enterprise Scheme

· ID 1373: Local Small Business Mentors Programme

Deferred activities

22. The Lead Financial Advisors are identifying projects from the local board’s 2022/2023 Locally Driven Initiatives (LDI) operational budget which meet the criteria to be carried forward. These will be added to the work programme to be delivered in 2023/2024.

Tauākī whakaaweawe āhuarangi

Climate impact statement

23. Receiving performance monitoring reports will not result in any identifiable changes to greenhouse gas emissions.

24. The local board is invested in a number of sustainability projects, which aim to build awareness around individual carbon emissions, and changing behaviour at a local level. These include programmes such as:

· ID 725: Low Carbon Lifestyles: Behaviour change and engagement programme designed to support participants to create warmer, dryer homes at least cost to the occupant

· ID 719: Climate Action Activator: Contracted activator to design and deliver climate-positive action programming to support low-carbon action plan, such as promoting zero-waste events and sustainability measures

· ID 726: Climate Action Network: Provides a broker for the support of the Waitematā Climate Action Network, intended to drive collaboration and connection across the network to support low-carbon initiatives and behaviour; scope includes pop-up events at markets and other public events to facilitate education and awareness.

· ID 702: Urban Ark Strategic Plan Implementation: Expand the work of Urban Ark Manawa Taiao through funding coordinator and facilitator costs alongside tools or resources that can be used to help implement their plan. The programme will deliver local events and community monitoring projects, involving locals with the natural environment of Waitematā.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

25. When developing the work programmes council group impacts and views are presented to the local board.

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

Local impacts and local board views

26. This report informs the Waitematā Local Board of the performance for quarter four ending 30 June 2023 and the overall performance for the 2022/2023 financial year.

Tauākī whakaaweawe Māori

Māori impact statement

27. The Waitematā Local Board Local Board Plan 2020 acknowledges and celebrates its commitment to te ao Māori by incorporating and delivering on initiatives which enhance these values and relationships.

28. As reflected in the Local Board Plan: Outcome 1, the local board aspires that Māori are empowered, and their identity and culture is visible. The local board aims to celebrate and showcase Māori culture and grow respectful and reciprocal partnerships to ensure te ao Māori is embedded in decision making.

29. The local board is currently investing in projects that seek to deliver on the values of Māori empowerment, cultural enrichment, and partnership. These include programmes such as:

· ID 1182: Whakatipu i te reo Māori: Libraries programme intended to embed te reo Māori in everyday communication. It celebrates and promotes te ao Māori through events and programmes including regionally coordinated and promoted programmes such as Te Tiriti o Waitangi, Matariki and Te Wiki o te Reo Māori.

· ID 3565: Action Plan to Develop Mana Whenua Relationships: Project intended to facilitate relationship building opportunities between local board elected members and identified mana whenua representatives at the governance level and to increase Māori input into local board decision-making.

· ID 472: Māori Responsiveness - Local Māori aspirations in Waitematā: Identifying opportunities to work with mana whenua and mataawaka to increase responsiveness to local Māori priorities and aspirations, building and fostering relationships and sharing information including supporting an annual hui.

Ngā ritenga ā-pūtea

Financial implications

30. This report is provided to enable the Waitematā Local Board to monitor the organisation’s progress and performance in delivering the 2022/2023 work programme. There are no financial implications associated with this report.

Financial Performance

31. Auckland Council (Council) currently has several bonds quoted on the New Zealand, Singapore, and Swiss Debt Markets (Quoted Bonds). As a result, the Council is subject to continuous disclosure obligations, which it must comply with under the listing rules of the NZX (Listing Rules), the listing rules of other exchanges and the Financial Markets Conduct Act 2013 (FMCA).

32. These obligations restrict the release of annual financial reports and results until the Auckland Council Group results are released to the NZX – on or about 29 August 2023.

33. Due to these obligations the financial performance attachment to this report (Attachment B) is excluded from the public and is under confidential cover.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

34. Information about any significant risks and how they are being managed and/or mitigated is addressed in the ‘Overview of work programme performance’ section.

Ngā koringa ā-muri

Next steps

35. Work programmes for 2022/2023 were approved at the board’s business meeting in June 2022.

36. Deferral of budgets of unfinished activities will be added into 2034/2024 work programmes by quarter one reporting.

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Attachment A - Work Programme update
b ⇩	Attachment B - Financial Appendix (Under Separate Cover) - Confidential

Ngā kaihaina

Signatories

Authors	Nick Palmisano - Local Board Advisor
Authorisers	Glenn Boyd - 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.

[6] Market Economics, based on Medium AC March 2023 based population projection, difference of 198,100 Households between 2023 (575,100) and 2053 (773,200).

[7] Based on the current Auckland Unitary Plan enabled dwelling capacity, that includes proposed PC78 enabled residential capacity (MDRS and NPS UD with all Qualifying Matters applied). This does not include the ALR Corridor, which will be subject to future variations. This is made up of 1,909,800 in residential zones and 435,700 in business zones.

[8]Market Economics, Medium projection, measured as Modified Employment Count (MEC), which accounts for sole trader and self-employment undercount issues in the official SNZ Employment Count (EC) statistics. EC equivalents are 809,000 for 2023, and 1,057,300 for 2053.

[9] IPCC. (2022). Climate Change: A Threat to Human Wellbeing and Health of the Planet. Retrieved from https://www.ipcc.ch/2022/02/28/pr-wgii-ar6/ [date accessed: 19 August 2022].

^{^[10]}Bodeker, G., Cullen, N., Katurji, M., McDonald, A., Morgenstern, O., Noone, D., Renwick, J., Revell, L. and Tait, A. (2022). Aotearoa New Zealand climate change projections guidance: Interpreting the latest IPCC WG1 report findings. Prepared for the Ministry for the Environment, Report number CR 501, 51p.

Chairperson	Genevieve Sage
Deputy Chairperson	Greg Moyle, (JP, ED)
Members	Alexandra Bonham
	Allan Matson
	Richard Northey, (ONZM)
	Anahera Rawiri
	Sarah Trotman, (ONZM)

Authors	Katherine Kang - Democracy Advisor
Authorisers	Glenn Boyd - Local Area Manager

Exclusion of the Public: Local Government Official Information and Meetings Act 1987