1 Nau mai | Welcome

2 Ngā Tamōtanga | Apologies

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

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

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

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Māngere-Ōtāhuhu Local Board:

a) confirm the ordinary minutes of its meeting, held on Wednesday, 26 July 2023, 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 Māngere-Ōtāhuhu 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 - Tame Taratu, Te Motu a Hiaroa - Puketutu Island Trust.

Te take mō te pūrongo

Purpose of the report

1. Tame Taratu of Te Motu a Hiaroa - Puketutu Island Trust will be in attendance to discuss issues of illegal dumping and other anti-social behaviour at the roadway to Puketutu Island.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) whakamihi / thank Tame Taratu of Te Motu a Hiaroa - Puketutu Island Trust for his attendance and presentation.

8.2 Deputation - Phil Davis, STRIVE

Te take mō te pūrongo

Purpose of the report

1. Phil Davis, Manager of STRIVE will be in attendance to present the organisation’s activities in the past year and plans for the future.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) whakamihi / thank Phil Davis, Manager of STRIVE for his attendance and presentation.

8.3 Deputation - Trina Lealavaa-Ama - BRŌWNALFĀ

Te take mō te pūrongo

Purpose of the report

1. Trina Lealavaa-Ama will be in attendance to introduce BRŌWNALFĀ, an all women artist collective and small production company from East and South Auckland.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) whakamihi / thank Trina Lealavaa-Ama of BRŌWNALFĀ for her attendance and presentation.

9 Te Matapaki Tūmatanui | Public Forum

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

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

10 Ngā Pakihi Autaia | Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

Māngere-Ōtāhuhu Local Board

16 August 2023

Local Board Leads and Appointments Report

File No.: CP2023/10271

Te take mō te pūrongo

Purpose of the report

1. To allow the local board members an opportunity to present verbal and written updates on their lead roles, such as relevant actions, appointments and meetings.

2. To make any appointments to vacant positions.

Whakarāpopototanga matua

Executive summary

3. Members have an opportunity to update the board on their activities as topic area leads.

4. The table below outlines the current leads and alternates for topic areas of local board business meetings and organisations on which the board is represented through a formal appointment.

Topic Area	Lead	Alternate
Social Impact Fund Allocation Committee Appointments Committee	Tauanu’u Nanai Nick Bakulich	1st half of the term: Harry Fatu Toleafoa 2nd half of the term: Togiatolu Walter Togiamua
Staff consultation over landowner approval applications (excluding applications for filming and events)	Tauanu’u Nanai Nick Bakulich	Joe Glassie-Rasmussen
Staff consultation on applications for filming	Christine O’Brien	Makalita Kolo
Liquor licence matters, to prepare and provide objections, if any, and speak to any local board views at any hearings on applications for liquor licences	Tauanu’u Nanai Nick Bakulich	Joe Glassie-Rasmussen
Resource consent matters to: i) provide the local board views, if any, on whether a resource consent should proceed as a non-notified, limited notified or fully notified application ii) prepare and provide local board’s views, if any, on notified resource consents and speak to those views at any hearings if required iii) provide the local board’s views on matters relating to or generated by the COVID-19 (Fast-track Consenting) Act 2020 while this legislation remains in force	1st half of the term: Harry Fatu Toleafoa 2nd half of the term: Togiatolu Walter Togiamua	Christine O’Brien
Local Government New Zealand Auckland Zone	Tauanu’u Nanai Nick Bakulich	1st half of the term: Harry Fatu Toleafoa 2nd half of the term: Togiatolu Walter Togiamua
Select shared representatives to council working groups, working parties and other internal bodies, where there is a limited number of local board representatives to be selected from amongst all 21 or clusters of local boards	Tauanu’u Nanai Nick Bakulich
Manukau Harbour Forum joint committee	Togiatolu Walter Togiamua	Papaliitele Lafulafu Peo
Ara Kōtui (formerly Māori input into local board decision-making political steering group)	Togiatolu Walter Togiamua	Joe Glassie-Rasmussen
Staff consultation on applications for events and other activities on local parks and local facilities that also require regulatory approval, or may involve reputational, financial, performance or political risk	Christine O’Brien	Tauanu’u Nanai Nick Bakulich
Approve the local board’s input into Auckland Council submissions on formal consultation from government departments, parliament, select committees and other councils, when timeframes do not allow for local board input to be considered and approved at a local board meeting	Tauanu’u Nanai Nick Bakulich	1st half of the term: Harry Fatu Toleafoa 2nd half of the term: Togiatolu Walter Togiamua
Infrastructure and Environmental Services	Togiatolu Walter Togiamua	Harry Fatu Toleafoa
Arts, Community and Events (including libraries)	Christine O’Brien	Tauanu’u Nanai Nick Bakulich
Parks, Sport and Recreation and Community Facilities	Tauanu’u Nanai Nick Bakulich	Christine O’Brien
Local planning, housing, and heritage – includes responding to resource consent applications on behalf of board	1st half of the term: Harry Fatu Toleafoa 2nd half of the term: Togiatolu Walter Togiamua	1st half of the term: Togiatolu Walter Togiamua 2nd half of the term: Harry Fatu Toleafoa
Transport	Tauanu’u Nanai Nick Bakulich	1st half of the term: Harry Fatu Toleafoa 2nd half of the term: Togiatolu Walter Togiamua
Economic development	Harry Fatu Toleafoa	Makalita Kolo
Youth, Children, Seniors and Uniquely Abled	Harry Fatu Toleafoa	Papaliitele Lafulafu Peo
Water care COMMUNITY	Togiatolu Walter Togiamua	Papaliitele Lafulafu Peo
Auckland Airport Community Trust for Aircraft Noise Community Consultative Group	Tauanu’u Nanai Nick Bakulich	Joe Glassie-Rasmussen
Ambury Park Centre	Papaliitele Lafulafu Peo	Christine O’Brien
Department of Corrections - Community Impact Forum for Kohuora Corrections Facility	Makalita Kolo	Papaliitele Lafulafu Peo
Māngere Bridge Business Association	Tauanu’u Nanai Nick Bakulich	Christine O’Brien
Māngere East Village Business Association	Joe Glassie-Rasmussen	Togiatolu Walter Togiamua
Māngere Mountain Education Trust	Togiatolu Walter Togiamua	Makalita Kolo
Māngere Town Centre Business Association	Makalita Kolo	Papaliitele Lafulafu Peo
Ōtāhuhu Business Association	Christine O’Brien	Tauanu’u Nanai Nick Bakulich
Ōtāhuhu Portage Project Steering Group	Papaliitele Lafulafu Peo	Christine O’Brien
Ōtāhuhu Town Hall Community Centre Incorporated Society joint committee	Makalita Kolo	Harry Fatu Toleafoa
South Harbour Business Association	Harry Fatu Toleafoa	Papaliitele Lafulafu Peo
Tāmaki Estuary Environmental Forum	Togiatolu Walter Togiamua	Makalita Kolo
Te Pukaki Tapu O Poutukeka Historic Reserve & Associated Lands Co-Management Committee	Togiatolu Walter Togiamua	Joe Glassie-Rasmussen
The Southern Initiative (TSI) Steering Group	Harry Fatu Toleafoa	Joe Glassie-Rasmussen

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) receive the verbal and written reports from local board members.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Jacqueline Robinson - Democracy Advisor

No.	Title	Page
a ⇨	Māngere-Ōtāhuhu Economic and Business Development Fund report and attachments

Māngere-Ōtāhuhu Local Board

16 August 2023

Māngere Mountain Education Trust funding for 2023/2024

File No.: CP2023/10208

Te take mō te pūrongo

Purpose of the report

1. To approve the funding for the Māngere Mountain Education Trust for 2023/2024 of $300,000 and associated performance measures.

Whakarāpopototanga matua

Executive summary

2. The Māngere Mountain Education Trust (the Trust) has provided a report on its performance for the 2023/2024 financial year. Overall performance has been strong with very high demand for their services. The number of visitors has been limited by a range of factors outside of the control of the Trust.

3. Funding of $300,000 is allocated for the 2023/2024 financial year in the 10-year budget and is subject to an annual funding agreement.

4. Minor updates to the performance measures are recommended for the 2023/2024 financial year to better reflect their work programme.

5. Progress against these measures will be reported to the local board in March and August 2024.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) receive the performance report from the Māngere Mountain Education Trust for the 2022/2023 financial year

b) approve the release of $300,000 in funding to the Māngere Mountain Education Trust in two tranches (August 2023 and January 2024) based on the proposed performance measures and reporting schedule.

Horopaki

Context

6. Māngere Mountain Education Trust (the Trust) was formed in 1995 and is a council-controlled organisation (CCO) under the Local Government Act 2002.

7. The deed of trust lists the purposes of the trust and these purposes are summarised as follows:

· to study Māngere Mountain and its related cultural and physical environs

· manage and promote the education centre to provide educational programmes for young people and the wider community about the cultural values and natural history of the maunga

· assist in the formulation of management plans and conservation of Māngere Mountain in support of the reserve administering authority.

8. The Trust delivers educational programmes at the Māngere Mountain Education Centre (MMEC).

9. The 10-year budget allocates funding of $300,000 per annum for the financial years from 2021/2022 to 2023/2024. The mayor’s final proposal for the 10-year budget 2021-2031 noted that a governance review of the Trust should be completed within this three-year period and that the review should include consideration of integrating the Trust with the Tūpuna Maunga Authority.

10. In August 2022, the Māngere-Ōtāhuhu Local Board approved the release of $300,000 funding for the Trust for the 2022/2023 financial year [MO/2022/109].

Tātaritanga me ngā tohutohu

Analysis and advice

Performance results for 2022/2023

11. The Trust’s annual report is provided as Attachment A of this report.

12. Performance against the agreed Key Performance Indicators (KPI) is generally good with the majority of measures being met. The activities of the Trust are broken into three outcomes: Good Governance, Delivering high-quality education outside the classroom and Connection to its strategic partners.

Good governance

13. A review of the trust deed is included in the KPI and the Trust has recommended amendments to update the deed. However, a review of the Trust’s status as CCO of Auckland Council has not been completed and requires further input from council staff. This work should be progressed early to provide assurance for the Trust about its status.

14. Work to identify external funding has progressed but no additional funding has been confirmed.

Delivering high-quality education outside the classroom

15. A key achievement is completing a significant refresh of educational programmes to ensure they align with the Aotearoa Histories curriculum.

16. The Māngere Mountain Education Centre received 5044 visitors in 2022/2023 which is lower than the KPI target of increasing participation levels to being around the upper limit of 8000 visitors. This represents an increase from 3525 visitors in 2021/2022, however it is less than the 5,600 visitors in 2020/2021 and significantly reduced from pre-COVID levels of 7,461 in 2018/2019.

17. Visitor numbers were limited to 5044 due to a lack of staff resource meaning that the centre could not offer all possible booking slots and cancellations of booked visits because of teacher strike action and Auckland’s extreme weather events.

18. The demand for the programmes delivered by the Trust remains strong and 5044 visitors reflects the full booking capacity of MMEC when accounting for the impacts of limited staff and cancellations.

19. Feedback from visitors has been consistently positive, especially with regards to the quality of the guides and delivery of the programmes. A key frustration from schools has been the inability to reschedule or rebook if there has been a cancellation. This reflects that MMEC has been fully booked within the capacity of staff to deliver the programmes.

20. Progress has been made on two key projects; the publication of the Ōrākei Judgment Minute Books and the integration of Kiingi Taawhiao’s Cottage, although both have missed the KPI target of late 2023 for completion. These are now expected to be completed in late 2023 with the launch of the book in early 2024.

21. MMET has sought additional external funding from the Ministry of Education in support of the Aotearoa Histories curriculum and through partnership with Waikato Tainui for a the Taawhiao Cottage programme, although neither have confirmed funding for the Trust.

Connection to its strategic partners

22. MMET proactively engages with its strategic partners and has met all relevant KPI.

Funding agreement for 2023/2024

23. The Trust has proposed updates to its performance measures for 2023/2024 to reflect its current work programme. Table 1 provides a summary of the proposed changes. A full list of proposed performance measures is included in Attachment B.

Table 1: Proposed updates to KPI

Existing KPI (2022/2023)	Proposed amendment to KPI for 2023/2024
d) The Trust, with support from Auckland Council, explores opportunities for attracting sustainable external funding for the future and communicates the findings to the Local Board.	The amended KPI focusses on seeking long-term funding for the Trust. This KPI is to be reported on six-monthly to the local board.
h) The internal fitout and signage for Kiingi Taawhiao’s cottage to be completed, and the cottage integrated into MMEC’s education programmes and made available to the public. Target date for integration: Term 4, 2022.	Updated target date to Term 4 2023.
i) Publish online and in book form the MMET commissioned transcript of Judge F.D Fenton’s 1868 Orakei Judgment Minute Books 1 & 2. Transcribed by Ian Lawlor. Target date for publication: Nov/Dec 2022	Update target date for publication to February 2024
New measure for 2023/2024	l) Collaboration with Auckland University. Continue to strengthen the already established relationship between the Trust and Waipapa Taumata Rau, University of Auckland, to create teaching resources to be integrated into the Trust’s programmes, including a virtual tour (drone footage etc), volcanological, geological lessons - expansion of the “hīkoi puia”.

24. Staff recommend that based on the performance of the Trust in the 2022/2023 financial year and the funding provision in the 10-year budget, that funding of $300,000 is provided to the Trust. Funding would be provided in two tranches with one released after the board’s decision and the other in January 2024.

25. Staff recommend that updated performance measures for the 2023/2024 financial year be included in the funding agreement.

26. The Trust will provide performance reports to the local board in March 2024 (half year) and August 2024.

Tauākī whakaaweawe āhuarangi

Climate impact statement

27. There are no direct climate impacts associated with these decisions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

28. There are no impacts on the wider council group arising from this funding agreement.

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

Local impacts and local board views

29. A workshop with the local baord was attended by representatives of the Trust on 2 August 2023 to discuss its performance.

Tauākī whakaaweawe Māori

Māori impact statement

30. The funding agreement reflects the Trust’s important relationships with Māori. The performance measures include that the Trust must invest in and build relationships with its strategic partners. These partners include Pukaki, Makaurau and Te Puea marae along with Waikato Tainui, Kingitanga and the Tūpuna Maunga Authority.

Ngā ritenga ā-pūtea

Financial implications

31. The funding for the 2022/2023 financial year is provided for in the 10-year budget 2021-2031.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

32. The ability of the Trust to deliver on the agreed performance measures is dependent on the funding being approved.

33. Some measures are dependent on input from other stakeholders these include the review of governance, the publication of the Ōrākei Judgment Minute Books and the realisation of additional external funding.

34. A key risk for the Trust is the governance risk associated with uncertainty for the Trust from Auckland Council’s review of governance, including long-term certainty of funding levels.

Ngā koringa ā-muri

Next steps

35. Staff will prepare the funding agreement for 2022/2023.

Ngā tāpirihanga

Attachments

No.	Title	Page
a⇨	Māngere Mountain Education Trust Annual Report 2022-2023
b ⇨	Proposed Performance Measures 2023/2024

Ngā kaihaina

Signatories

Authors

James Stephens - Senior Advisor

Alexander Croft - Senior Advisor

Authorisers

Alastair Cameron - Manager - CCO Governance & External Partnerships

Manoj Ragupathy - Local Area Manager

Māngere-Ōtāhuhu Local Board

16 August 2023

Proposed new community lease to The Order of St John Northern Region Trust Board at Canal Reserve, Atkinson Avenue, Otahuhu

File No.: CP2023/10422

Te take mō te pūrongo

Purpose of the report

1. To grant a new community lease to The Order of St John Northern Region Trust Board for the ambulance building and training hall at Canal Reserve, located at 23 Atkinson Avenue, Ōtāhuhu.

Whakarāpopototanga matua

Executive summary

2. The Order of St John Northern Region Trust Board (trust) seeks a new community lease to continue occupation and operation from the group-owned building at Canal Reserve, 23 Atkinson Ave, Ōtāhuhu.

3. The trust currently holds the lease on the ground which has reached final expiry on 8 August 2021. The lease is holding over on a month-by-month basis until terminated or a new lease is granted.

4. The new lease was identified and approved by the local board as part of the Community Facilities: Community Leases Work Programme 2022/2023 at its 18 May 2022 local board meeting (resolution number MO/2021/82).

5. As the trust applied for a new lease in 2021, prior to the annual budget changes, staff suggest that the rental be at $1.00 per annum in accordance with the Community Occupancy Guidelines 2012, which were operative at the time of the application.

6. Granting a lease at $1.00 to align with the Community Occupancy Guidelines 2012 will however prevent the local board from the opportunity to increase the rental for a period of 10 years.

7. The trust provides critical first responder ambulance services and community health initiatives to New Zealanders. St Johns coordinate operations with a combination of paid staff and volunteer members. These activities align with the local board Plan 2020 outcomes 2: Building well connected, engaged and active communities, and 6: Thrive and belong in safe, healthy communities.

8. Due to the critical ambulance service provided to the community from the site, alongside a standing funding contract with Te Whatu Ora, there is no need to include an outcomes plan within the community lease document.

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

10. As this is a group-owned building, it has an automatic right to re‑apply for a new lease at the end of the occupancy term.

11. The buildings are well maintained and utilised. The buildings are under the management of the regional board and are attended by the trust’s internal property department.

12. No parts of the group owned buildings sit within a flood plain or coastal inundation area.

13. Staff emailed twelve iwi identified by the Crown as having an interest in the underlying land. Three iwi groups responded, declining to provide a review of the proposal at this time.

14. Stakeholder feedback is positive with no issues raised relating to the proposed lease.

15. This report recommends that a new community lease be granted to The Order of St John Northern Region Trust Board for a term of 10 years commencing from 1 September 2023 with one 10 year right of renewal.

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

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) tuku / grant, under Section 61 of the Reserves Act 1977, a new community ground lease to Order of St John Northern Trust Board for 3380 square meters (more or less) located at 23 Atkinson Avenue, Ōtāhuhu on the land legally described as Pt Allotment 199B Parish of Manurewa, currently held in NA35D/249 (Part-Cancelled) by the Auckland Council as classified local purpose (canal) reserve, subject to the Reserves Act 1977as per Attachment A – Site Plan St Johns, subject to the following terms and conditions:

i) term – 10 years, commencing 1 September 2023, with one 10 year right of renewal.

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

b) whakaae / approve all other terms and conditions in accordance with the Auckland Council Community Occupancy Guidelines 2012 and the Reserves Act 1977

c) tuhi ā-taipitopito / note iwi engagement for Auckland Council’s intention to grant a new community lease to The Order of St John Northern Trust Board located at Canal Reserve, 23 Atkinson Avenue, Ōtāhuhu has been undertaken in July 2023.

Horopaki

Context

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

18. The Māngere-Ōtāhuhu Local Board approved the Community Facilities: Community Leases Work Programme 2022/2023 at its local board meeting on 18 May 2022 (resolution number MO/2021/82).

19. The progression of this lease to The Order of St John Northern Region Trust Board at Canal Reserve, 23 Atkinson Avenue, Ōtāhuhu was part of the approved work programme. This report considers the new community lease as approved on the work programme.

Land, building/s and lease

20. The Order of St John Northern Region is located at Canal Reserve 23 Atkinson Avenue, Ōtāhuhu (refer to Attachment A Site Plan – Canal reserve). The land is legally described as Pt Allotment 199B Parish of Manurewa, currently held in NA35D/249 (Part-Cancelled) by the Auckland Council as a classified local purpose (canal) reserve, subject to the Reserves Act 1977.

· The Trust holds a community lease for group owned building on the council owned land situated at Canal Reserve.

The area proposed to be leased is 3,380 square meters (more or less)as outlined in Attachment A – Site Plan St John’s.

21. For a group owned building, all operational and maintenance costs are borne by the lessee. These costs are funded from membership fees and fundraising.

22. The building is primarily used by the group to provide critical first responder ambulance services for Auckland communities. In addition, the provision of training and advice in primary health care settings, along with accident prevention in the workplace and home, is designed to enhance the health and wellbeing for all New Zealanders.

Order of St Johns Northern Regional Trust Board

23. The Order of St John Northern Region Trust Board was established as an Incorporated Society since 8 April 1940, and its vision is to provide critical ambulance and training services to enhance the wellbeing of all New Zealanders.

24. The trust has included relevant information, such as number of members, age groups, staff, volunteers, opening days/hours, co-lease/co-use arrangement with other community groups and/or support local community by making its facility available for hire etc.

25. The group has been operating from Canal Reserve since 9 August 2006. The building and other improvements are owned by the lessee.

26. The trust’s current community lease with the council commenced on 8 August 2011 and has expired on 8 August 2021. The lease to the group is holding over on a month-by-month basis on the same terms and conditions until terminated or a new lease is formalised.

27. Due to the critical ambulance service provided to the community from the site, alongside a standing funding contract with Te Whatu Ora, there no need to include an outcomes plan within the community lease document.

Tātaritanga me ngā tohutohu

Analysis and advice

28. Under the Community Occupancy Guidelines 2012, groups that own its own buildings have an automatic right to re‑apply for a new lease at the end of the occupancy term. The Order of St John Northern Region Trust Board is exercising this right by applying for a new lease. The local board has discretion to vary the term of the lease if it wishes. However, the guidelines suggest that where the term is varied, it aligns to one of the recommended terms.

Assessment of the application

29. The trust has submitted a comprehensive application supporting the new lease request and is able to demonstrate its ability to deliver ambulance and related services.

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

31. The trust has all necessary insurance cover, including public liability and building insurance, in place.

32. A site visit has been undertaken by staff and the facility is well managed and maintained.

33. The group have also undertaken office and bathroom upgrades.

34. The group provides a valuable service to the local community by the provision of critical ambulance services and programmes to meet the needs within New Zealand communities. In addition, the provision of training and advice in primary health care settings, along with accident prevention in the workplace and home is designed to enhance the health and wellbeing for all New Zealanders.

35. Staff recommend that a new community lease be granted to The Order of St John Northern Region Trust Board for a term of 10 years commencing from 1 September 2023 with one 10 year right of renewal.

Tauākī whakaaweawe āhuarangi

Climate impact statement

36. It is anticipated that activation of the reserve will result in an increase of greenhouse gas emission. A shared workspace/community space will, however, decrease overall energy use, as users will not consume energy at individual workspaces. The shared space will provide opportunity and enable people to enjoy positive healthy lifestyles and will increase capability and connections within the local community.

37. To improve environmental outcomes and mitigate climate change impacts, the council advocates that the lease holder:

· use sustainable waste, energy and water efficiency systems.

· use eco labelled products and services.

· seek opportunities to reduce greenhouse gas emissions from lease-related activities.

38. All measures taken are aimed at meeting council’s climate goals, as set out in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan, which 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.

39. Climate change has an unlikely potential to impact the lease, as no part of the leased area is in a flood-sensitive or coastal inundation zone.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

42. The proposed lease will benefit the community by enabling initiatives that promote critical ambulance and training services for the Māngere-Ōtāhuhu Local Board area and its surrounding communities.

43. The assessment of the application was workshopped with the Māngere-Ōtāhuhu Local Board on 7 June 2023. The local board indicated its in-principle support of the lease proposal.

44. The delivered activities align with the Māngere-Ōtāhuhu Local Board Plan 2020 outcomes and objectives.

Table One: 2020 Māngere-Ōtāhuhu Local Board Plan outcomes and objectives

Outcome	Objective
Outcome 2: Building well connected, engaged and active communities	Safe environments to support local wellbeing, lifestyles, and prosperity
Outcome 6: Thrive and belong in safe, healthy communities	Healthy and actively engaged lives in safe neighbourhoods

Tauākī whakaaweawe Māori

Māori impact statement

45. Iwi engagement about the council’s intention to grant a new community lease for The Order of St John Northern Region Trust Board, Canal reserve, 23 Atkinson Avenue, Ōtāhuhu was undertaken in July 2023 with the twelve iwi groups identified as having an interest in land in the Māngere-Ōtāhuhu Local Board area. The engagement involved:

· an email to all iwi identified as having an interest in the area as captured in Attachment A, containing detailed information on the land, the lessee, the lease proposal as per Section 4 of the Conservation Act 1987.

46. The engagement involved an email to all iwi identified as having an interest in the area containing detailed information on the land, and the proposed classification. Three iwi groups responded, declining to provide a review of the proposal at this time. No other objections or requests for hui or kaitiaki site visits were received from the other iwi and mana whenua groups. Council statutory obligations have still been met.

47. No objections or requests for hui or kaitiaki site visit were received from the iwi and mana whenua groups who responded.

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

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

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

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

Ngā ritenga ā-pūtea

Financial implications

52. Staff have consulted with the Financial Strategy and Planning Department of the council. There are no financial implications for this new community ground lease to the group at Canal reserve, Ōtāhuhu.

53. On the 8 June 2023 the Annual Budget was approved by the Governing Body which included changes to the Community Occupancy Guidelines of the rent fee for a community ground lease from $1.00 per annum to $1,300.00 plus GST per annum effective from 1 July 2023.

54. As the trust applied for their new lease in 2021 and staff undertook the site visit earlier, the recommendation is to grant a lease at the level of rent ($1) contemplated in the Community Occupancy Guidelines 2012 at the time the application was received, and prior to the annual budget changes adopted in June 2023.

55. If the board chooses to retain the level of rent at $1, there will be no requirement for the board to top up the community lease revenue budget. However, the board will not have the benefit of the additional revenue of $1,299 per annum over the initial term. The level of rent can be reviewed on renewal and at the expiry of the initial term.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

56. Should the local board resolve not to grant the proposed community lease to The Order of St John Northern Region Trust Board at Canal Reserve, 23 Atkinson Avenue, Ōtāhuhu, the group’s ability to undertake all current and future activities will be negatively impacted. This will have an adverse impact on the achievement of the desired local board plan outcomes.

57. The new lease affords the groups security of tenure, enabling them to attend to the scheduled maintenance of the buildings.

Ngā koringa ā-muri

Next steps

58. If the local board resolves to grant the proposed new community lease, staff will work with the Order of St John Northern Region Trust Board to finalise the lease agreements in accordance with the local board decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Attachment A - Site Plan St Johns
b ⇨	Attachment B - List of Iwi with an interest in the area

Ngā kaihaina

Signatories

Author

Phillipa Carroll - Principal Community Lease Advisor

Authorisers

Taryn Crewe - General Manager Parks and Community Facilities

Manoj Ragupathy - Local Area Manager

Māngere-Ōtāhuhu Local Board

16 August 2023

Proposed land classification and a new community lease to Māngere Boating Club Incorporated at 32 Kiwi Esplanade, Māngere Bridge

File No.: CP2023/10489

Te take mō te pūrongo

Purpose of the report

1. To seek approval to classify the following land parcels: Allotment 206 Suburbs of Māngere defined on SO 42353, Allotment 207 Suburbs of Māngere defined on SO 42353, Allotment 70 Suburbs of Māngere defined on SO 43927, Allotment 71 Suburbs of Māngere defined on SO 42353, Allotment 72 Suburbs of Māngere defined on SO 42353 under section 16 (1) of the Reserves Act 1977.

2. To seek approval to grant a new community ground lease to Māngere Boating Club Incorporated for reserve land located at 32 Kiwi Esplanade, Māngere Bridge.

Whakarāpopototanga matua

Executive summary

3. The Māngere Boating Club Incorporated (club) seeks a new community lease to continue occupation and operation from the group-owned building at, 32 Kiwi Esplanade, Māngere Bridge.

4. The club currently holds the lease on the ground which reached final expiry on 31 August 2021. The lease is holding over on a month-by-month basis until terminated or a new lease is granted.

5. The new lease was identified and approved by the Māngere-Otahuhu Local Board as part of the Community Facilities: Community Leases Work Programme 2022/2023 at its 18 May 2022 local board meeting (resolution number MO/2021/82).

6. During the new lease assessment, it was discovered the land parcel on which the club sits, and the surrounding four land parcels are currently held as an unclassified recreation reserve. Prior to granting the new lease, land classification is required in terms of the Reserves Act 1977.

7. The club aims to encourage the participation in the sport of fishing and boating which provides health, and recreational benefits and a sense of belonging within the community. These activities align with the Māngere-Ōtāhuhu Local Board plan 2020 Outcome Two – we are building well connected, engaged and active communities.

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

9. As this is a group-owned building, it has an automatic right to re‑apply for a new lease at the end of the occupancy term.

10. Staff visited the site on 6 July 2023 and the facilities appear to be well utilised and maintained.

11. A community outcomes plan has been agreed and will be appended to the lease.

12. Iwi engagement ran for the month of July 2023. Three iwi groups responded, declining to provide a review of the proposal at this time.

13. No other iwi groups raised concerns around the proposed new lease or land classification.

14. Auckland Council has reinstated our Mana Whenua Forum. Moving forward staff will now have another platform to engage with iwi.

15. Staff engaged with internal stakeholders on the proposed new lease. No objections were received.

16. Public notification was undertaken between 11 July 2023 and 11 August 2023. No submissions were received.

17. The site does not lie in a flood prone area but is it susceptible to coastal inundation if sea levels rise above 1 metre.

18. This report recommends that a new community lease be granted to the club for a term of 10 years commencing from 1 September 2023 with one ten year right of renewal.

19. If the Māngere-Ōtāhuhu Local Board decides to grant the lease, staff will work with the lessee to finalise the lease agreement.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) tau / resolve to classify pursuant to section 16(1) of the Reserves Act 1977 of the land legally described as Allotment 206 Suburbs of Māngere defined on SO 42353, Allotment 207 Suburbs of Māngere defined on SO 42353, Allotment 70 Suburbs of Māngere defined on SO 43927, Allotment 71 Suburbs of Māngere defined on SO 42353, Allotment 72 Suburbs of Māngere defined on SO 42353, as recreation reserve, as shown in Attachment A

b) tuku / grant, under Section 54 (1) of the Reserves Act 1977, a new community lease to Māngere Boating Club Incorporated for 580 square meters (more or less) located at 32 Kiwi Esplanade, Māngere Bridge on the land legally described as Allotment 206 Suburbs of Māngere held by the Crown through the Department of Conservation, subject to the provisions of the Reserves Act 1977 and vested in Auckland Council in trust (as per Attachment B – Site Plan Māngere Boating Club), subject to the following terms and conditions:

i) term – ten years, commencing 1 September 2023, with one ten year right of renewal

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

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

c) whakaae / approve all other terms and conditions in accordance with the Auckland Council Community Occupancy Guidelines 2012 and the Reserves Act 1977

d) tuhi ā-taipitopito / note that public notification and iwi engagement for Auckland Council’s intention to grant a new community lease to Māngere Boating Club Incorporated located at 32 Kiwi Esplanade, Māngere Bridge has been undertaken from the 1 July 2023 to 11 August 2023

e) tuhi ā-taipitopito / note that no objections to the notified proposal of the new community lease to the Māngere Boating Club Incorporated at 32 Kiwi Esplanade, Māngere Bridge were received.

Horopaki

Context

20. The Māngere Otahuhu Local Board approved the Community Facilities: Community Leases Work Programme 2022/2023 at its 18 May 2022 local board meeting (resolution number MO/2021/82).

21. A new lease to the club at 32 Kiwi Esplanade, Māngere Bridge was part of the approved work programme. This report considers the new community lease as approved on the work programme.

Land, building/s and lease

22. 32 Kiwi Esplanade, Māngere Bridge and its surrounding land parcels, as shown in Attachment B, are on land that is legally described as Allotment 206 Suburbs of Māngere defined on SO 42353, Allotment 207 Suburbs of Māngere defined on SO 42353, Allotment 70 Suburbs of Māngere defined on SO 43927, Allotment 71 Suburbs of Māngere defined on SO 42353, Allotment 72 Suburbs of Māngere defined on SO 42353, held by the Crown through the Department of Conservation, subject to the provisions of the Reserves Act 1977 and vested in Auckland Council in trust as unclassified recreation reserve.

23. Prior to granting the new lease, land classification is required in terms of the Reserves Act 1977. In this instance classification is undertaken pursuant to section 16 (1) of the Reserves Act 1977.

24. It is good practice to classify all the surrounding land parcels to align their intended use. All land parcels are currently held as unclassified recreation reserve and it is recommended all five land parcels are classified as recreation reserve.

25. The club holds a community ground lease for the crown owned and council administered land for the group owned building situated at 32 Kiwi Esplanade, Māngere Bridge.

26. The area proposed to be leased is 580 square meters (more or less)as outlined in Attachment B – Site Plan Māngere Boating Club.

27. For a group owned building, all operational and maintenance costs are borne by the lessee. These costs are funded from membership fees, fundraising and private hire.

28. The building is primarily used by the group to provide a facility to encourage the participation in the sport of fishing and boating. The facility is also available for hire to members of the public for certain events.

29. The facility is well maintained and well utilised and operates seven days a week.

30. These programmes provide health, and recreational benefits and a sense of belonging within the community.

Māngere Boating Club Incorporated

31. The club was established in 1962 and its primary purpose objective is to provide a facility to encourage the participation in the sport of fishing and boating.

32. Under the group's constitution, the club can only have 200 members. It currently has 190 members representing a wide variety of ethnicities but all over the age of 22. The facility is open each day from 3pm to 9pm for the members to use the clubrooms. On Saturday, the clubrooms are open until midnight.

33. The club’s main activities are fishing related, and it holds 4-5 competitions each year. The groups also hold a “take a kid fishing” event to encourage young local children who have never been fishing on a boat.

34. All boat owners are required to pass an annual boat safety check to be eligible for membership.

35. The club also offers it facilities to the Portage Crossing Canoe Club for its monthly committee meetings, club meets and race days.

36. The facility is also available to rent to other community groups.

37. The club’s current community lease with the council commenced on 1 September 2001 for a term of 10 years with a 10-year renewal term. This reached final expiry on the 31 August 2021. The lease to the group is holding over on a month-by-month basis on the same terms and conditions until terminated or a new lease is formalised.

Tātaritanga me ngā tohutohu

Analysis and advice

38. Under the Community Occupancy Guidelines 2012, groups that own its own buildings have an automatic right to reapply for a new lease at the end of the occupancy term. The club is exercising this right by applying for a new lease.

39. The local board has discretion to vary the term of the lease if it wishes. However, the guidelines suggest that where the term is varied, it aligns to one of the recommended terms.

Public notification and engagement

40. As there is no adopted reserve management plan, public notification is required under the Reserves Act 1977 prior to any lease being granted. Iwi engagement is also required under the terms of section 4 of the Conservation Act 1987 prior to any lease being granted.

41. The proposed new community lease to the Māngere Boating Club Incorporated for the land at 32 Kiwi Esplanade, Māngere Bridge was publicly notified. The notification appeared in the Manukau Courier and the Auckland Council website’s Have Your Say webpage with a submission deadline of 11 August 2023.

42. The cost of the public notification was met by Auckland Council’s Parks and Community Facilities department.

43. No submissions or objections to the notified proposal were received.

Assessment of the application

44. The club has submitted a comprehensive application supporting the new lease request and is able to demonstrate its ability to deliver a facility that encourages the participation in the sport of fishing and boating which provides health, and recreational benefits and a sense of belonging within the community.

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

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

47. A site visit has been undertaken by staff and the facility is well managed and maintained.

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

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

50. Staff recommend that a new community lease be granted to the club for a term of ten years commencing from 1 September 2023 with one ten year right of renewal.

Tauākī whakaaweawe āhuarangi

Climate impact statement

51. It is anticipated that continued activation of the building will not result in an increase in greenhouse gas emissions. The group share their space which will decrease overall energy use, as users will not consume energy at individual community spaces. The shared space will provide opportunities, enable people to enjoy positive healthy lifestyles and increase capability and connections within the local community.

52. To improve environmental outcomes and mitigate climate change impacts, the council advocates that the lease holder:

· use sustainable waste, energy and water efficiency systems

· use eco labelled products and services

· seek opportunities to reduce greenhouse gas emissions from lease-related activities.

53. All measures taken are aimed at meeting council’s climate goals, as set out in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan, which 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.

54. Climate change has an unlikely potential to impact the lease, as no part of the leased area is in a flood-sensitive zone. However, if sea levels were to rise more than 1 metre the site would be compromised.

A satellite view of a lake

Description automatically generated .

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

57. The proposed lease will benefit the community by enabling initiatives that promote physical and social activities that will be delivered from 32 Kiwi Esplanade, Māngere Bridge for the Māngere -Otahuhu Local Board area and its surrounding communities.

58. The assessment of the application was workshopped with the Māngere-Ōtāhuhu Local Board on 7 June 2023. The local board indicated its in-principle support of the lease proposal.

59. The delivered activities align with the Māngere-Ōtāhuhu Local Board Plan 2020 outcome and objective:

Table one: 2020 Māngere-Ōtāhuhu Local Board Plan outcome and objective

Outcome	Objective
Outcome 2: Parks and community facilities meet a wide range of needs	We are building well connected, engaged and active communities

Tauākī whakaaweawe Māori

Māori impact statement

60. Iwi engagement about the council’s intention to grant a new community lease for the club at 32 Kiwi Esplanade, Māngere Bridge was undertaken with the thirteen iwi groups identified as having an interest in land in the Māngere-Otahuhu Local Board area. The engagement involved:

· an email to all iwi identified by the Crown as having an interest in the area as captured in Attachment A, containing detailed information on the land and its required classification, the lessee, and the lease proposal as per Section 4 of the Conservation Act 1987.

61. The engagement involved an email to all iwi identified as having an interest in the area containing detailed information on the land, and the proposed classification. Three iwi groups responded, declining to provide a review of the proposal at this time. No other objections or requests for hui or kaitiaki site visits were received from the other iwi and mana whenua groups.

62. Auckland Council have reinstated our Mana Whenua Forums. Moving forward staff will now have another platform to engage with iwi.

63. The lessee has agreed, via the Community Outcomes Plan, to deliver Māori Outcomes that reflect their local community as per Attachment C of this report. The lease will benefit Māori and the wider community through health and wellbeing benefits to Māori.

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

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

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

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

Ngā ritenga ā-pūtea

Financial implications

68. Staff have consulted with the Financial Strategy and Planning Department of the council. There are no financial implications for the proposed new lease to the group at 32 Kiwi Esplanade, Māngere Bridge.

69. On the 8 June 2023 the annual budget was approved by the governing body which included changes to the Community Occupancy Guidelines of the rent fee for a community ground lease from $1.00 per annum to $1,300.00 plus GST per annum effective from 1 July 2023.

70. As the group applied for their new lease prior to 1 July 2023, the recommendation is to grant the lease at the level of rent ($1) contemplated in the Community Occupancy Guidelines 2012 at the time the application was received and prior to the annual budget changes adopted in June 2023.

71. If the board chooses to retain the level of rent at $1, there will be no requirement for the board to top up the community lease revenue budget. However, the board will not have the benefit of the additional revenue of $1,299 per annum over the initial term.

72. Ongoing maintenance of the asset will be covered by the lessee.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

73. Should the local board resolve not to grant the proposed new community ground lease to the club at 32 Kiwi Esplanade, Māngere Bridge the group’s ability to undertake all current and future activities will be negatively impacted. This will have an adverse impact on the achievement of the desired local board plan outcomes.

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

Ngā koringa ā-muri

Next steps

75. If the local board resolves to the grant the proposed new community lease, staff will work with the club to finalise the lease agreements in accordance with the local board decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Attachment A - Land Parcels to be classfied as recreation reserve
b ⇨	Attachment B - Site Plan Māngere Boating Club
c ⇨	Attachment C - Community Outcomes Plan Māngere Boating Club

Ngā kaihaina

Signatories

Author

Phillipa Carroll - Principal Community Lease Advisor

Authorisers

Taryn Crewe - General Manager Parks and Community Facilities

Manoj Ragupathy - Local Area Manager

Māngere-Ōtāhuhu Local Board

16 August 2023

Proposed land classification of Part Lot 6 Deeds Plan 65 Blue, lease renewal and deed of additional premises to Māngere East Rugby League Football and Sports Club at Walter Massey Park.

File No.: CP2023/10493

Te take mō te pūrongo

Purpose of the report

1. To classify Part Lot 6 Deeds Plan 65 Blue at Walter Massey Park, 10R Hain Avenue, Māngere as a recreation reserve under section 16(2A) of the Reserves Act 1977.

2. To grant the renewal of the lease to Māngere East Rugby League Football and Sports Club for 10 years for reserve land located at Walter Massey Park, 10R Hain Avenue, Māngere.

3. To grant a deed of additional premises for approximately 50 square meters to Māngere East Rugby League Football and Sports Club for reserve land located at Walter Massey Park, 10R Hain Avenue, Māngere.

Whakarāpopototanga matua

Executive summary

4. The Māngere. East Rugby League Football and Sports Club wishes to exercise its right of renewal for another 10 years for the community ground lease to continue occupation and operation from the group-owned building at Walter Massey Park, at 10R Hain Avenue, Māngere.

5. During the lease renewal assessment, it was discovered that one of the land parcels on which the club sits is currently held as an unclassified recreation reserve. Prior to granting the lease renewal, land classification is required in terms of the Reserves Act 1977.

6. The club has also applied for a deed of additional premises to account for the first-floor deck extensions to be undertaken as part of the clubroom’s renovations.

7. The lease renewal was identified and approved by the Māngere-Ōtāhuhu Local Board as part of the Customer and Community Services: Community Leases Work Programme 2023/2024 at their 26 July 2023 local board meeting (resolution number MO/2023/84).

8. The club aims to encourage the participation in the games of rugby league, netball, kiwi tag and Australian Football League which provides health and recreational benefits and a sense of belonging within the community. These activities align with the Māngere-Ōtāhuhu Local Board plan 2020 Outcome Two – we are building well connected, engaged and active communities and Outcome Six- We thrive and belong in safe, healthy communities.

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

10. Staff visited the site on 6 July 2023 and the facilities are well utilised and maintained. The club has also provided the concept plans for renovation of their building that will include extending the deck by 50 square metres.

11. For the lease renewal, staff did not need to publicly notify or undertake iwi engagement. This was undertaken at the time of the initial lease term being granted.

12. Staff did engage with iwi concerning the land classification. Three iwi groups responded that they would not review our proposal. No other objections or requests for a hui or kaitiaki site visit were received from the other iwi and mana whenua groups.

13. As the club applied for their lease renewal, prior to the annual budget, which was adopted in June 2023, staff suggest that the rental be at $1 per annum in accordance with the Community Occupancy Guidelines 2012 operative at the time of the application.

14. This report recommends that land parcel Part Lot 6 Deeds Plan 65 Blue be classified as a recreation reserve, the club’s lease renewal be granted, and a deed of additional premises be granted to the club to align with the club’s existing lease with a final expiry of 31 March 2033.

15. If the Māngere-Ōtāhuhu Local Board decides to approve the proposed land classification, grant the lease for additional premises and the lease renewal, staff will formalise the classification through a gazette notice and work with the lessee to finalise the lease agreement.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) whakaae / approve the classification of land legally described as being Part Lot 6 Deeds Plan 65 Blue held in fee simple by the council as recreation reserve, pursuant to section 16(2A) of the Reserves Act 1977

b) whakaae / grant the renewal of the community lease to Māngere East Rugby League Football and Sports Club at Walter Massey Park, Māngere comprising an area of 4,612m² more or less, shown outlined in red and marked A on Attachment A to the agenda report, for the land legally described as Part Fairburn’s Claim 269A and Part Lot 6 Deeds Plan 65 Blue held in fee simple by Auckland Council as a classified recreation reserve subject to the Reserves Act 1977, on the following terms and conditions:

i) term – 10 years commencing on 1 April 2023

ii) final expiry - 31 March 2033

iii) rent – $1.00 plus GST per annum if requested

iv) all other terms and conditions to be as per the original lease (resolution number MO/2015/196)

c) whakaae / grant, under Section 54(1) of the Reserves Act 1977, a deed of additional premises of 50m²(more or less) to Māngere East Rugby League Football and Sports Club located at Walter Massey Park, Māngere on the land legally described as Part Fairburn’s Claim 269A and Part Lot 6 Deeds Plan 65 Blue held in fee simple by Auckland Council as a classified recreation reserve subject to the Reserves Act 1977, shown outlined in red and marked X. (as per Attachment A – Site Plan Māngere East Rugby League Football and Sports Club), subject to the following terms and conditions:

v) term – nine years and six months, commencing on 1 September 2023 with the final expiry on 31 March 2033

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

vii) all other terms and conditions to be as per the original lease (resolution number MO/2015/196) in accordance with the Community Occupancy Guidelines 2012 and the Reserves Act 1977.

Horopaki

Context

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

17. The Māngere-Ōtāhuhu Local Board approved the Customer and Community Services: Community Leases Work Programme 2023/2024 at its 26 July 2023 local board meeting (resolution number MO/2023/84).

18. The renewal of this lease to the club at Walter Massey Park, 10R Hain Avenue, Māngere was part of the approved work programme. This report considers the renewal of the community lease, a deed of additional premises and classification of the underlying land.

Land, building/s and lease

19. Walter Massey Park is located at 10R Hain Avenue, Māngere. The club holds a community ground lease for the council owned land and group owned building situated at the park.

20. The club’s facility is situated (Attachment A Site Plan – Māngere East Rugby League Football and Sports Club), on land legally described as:

· Part Fairburn’s Claim 269A, being held in fee simple by Auckland Council as a recreation reserve subject to the Reserves Act 1977

· Part Lot 6 Deeds Plan 65 Blue, being held in fee simple by Auckland Council as an unclassified recreation reserve subject to the Reserves Act 1977.

21. Prior to granting the lease renewal, land classification is required in terms of the Reserves Act 1977. This is recommended to be done under section 16(2A) of the Reserves Act 1977.

22. The lease renewal area is 4,612m² (more or less)and the additional proposed lease area is 50m² (more or less ) as outlined in attachment A – Site Plan Māngere East Rugby League Football and Sports Club.

23. For a group owned building, all operational and maintenance costs are borne by the lessee. These costs are funded from membership fees, fundraising and private hire.

24. The club has planned a re-design and re-construction of the building which will result in easily accessible entrance/exits, a sheltered eating indoor and outdoor area, upgraded bathrooms, new functional kitchen and a new upstairs deck as shown on attachment B - Concept Plan for the building re-design.

25. The facility is well utilised and operates six days a week. The club is also available to hire for events which can be fully catered.

26. These programmes provide health, and recreational benefits and a sense of belonging within the community.

Māngere East Rugby League Football and Sports Club

27. The club was established in 1963 and has just celebrated its 60 anniversary. In 1971 the club was able to build a 6000sq ft club house at Walter Massey Park which has been the club’s home ground since its foundation.

28. The club adopted the nickname "The Hawks" in 1973, after forming a sister club partnership with the Ryde-Eastwood Hawks in Sydney.

29. The club’s vision is to be a sustainable club both financially and competitively and to continually improve all aspects in the game of rugby league for the benefit of the wider Māngere community.

30. The club promotes, controls, arranges and otherwise participates in rugby league development and competitions, netball, kiwi tag, Australian football league and such other sports, as they arise. The club is well developed and has over 3000 members representing these codes. During Covid the club planned and hosted numerous ‘pop up’ Covid testing and vaccination events and community wellbeing events.

Tātaritanga me ngā tohutohu

Analysis and advice

31. The club was granted a lease by the council for its building at Walter Massey Park commencing on 1 April 2013 for a term of 10 years, expiring on 31 March 2023, the lease also provides for one 10-year right of renewal with final expiry on 31 March 2033.

32. Under the renewal provisions of the lease, the council has a contractual obligation to grant the renewal, if the group fulfils the renewal conditions of the lease. The group is exercising this right of renewal and has applied for a renewal of their lease for the group-owned building at Walter Massey Park, Māngere to continue occupation and operation from the premises.

33. The club has also applied for a deed of additional premises to account for the first-floor deck extensions which will be undertaken by the club as part of the clubroom’s renovations.

Public notification and engagement

34. Public notification and iwi engagement is not required for a lease renewal as these statutory arrangements are undertaken at the granting of the initial term of a lease.

35. Staff did notify iwi on the council’s intention to classify the land parcel (being Part Lot 6 Deeds Plan 65 Blue) as a recreation reserve under the Reserves Act 1977.

Assessment of the application

36. The club has submitted a comprehensive application supporting the lease renewal request and is able to demonstrate its ability to deliver a facility that encourages the participation in the game of bowls which provides health, and recreational benefits and a sense of belonging within the community.

37. Under the operative lease renewal provisions, the renewal must be granted if the following conditions are met:

a) the club has complied with the lease and is not in breach of the current lease

b) the club has provided the requisite written notice to renew the lease.

38. There is a continued need for the club to use the premises as the club provides a valuable service to the community by provision of a facility that promotes rugby league development and competitions, netball, kiwi tag, and Australian football league.

39. Staff have assessed the lease renewal application and the group have satisfied all the conditions for the renewal in the following manner:

a) the activities of the group and users of the building support the Māngere-Ōtāhuhu Local Board Plan 2020 Outcome Two – we are building well connected, engaged and active communities and Outcome Six - We thrive and belong in safe, healthy communities

b) the club is not in breach of any of the lease conditions

c) the club has an open membership

d) the facility meets the needs of the club and is operational six days per week.

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

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

42. A site visit has been undertaken by staff and the facility appears to be well managed and maintained.

43. The club has provided comprehensive plans for the proposed renovations (attachment B - Concept Plan for the building re-design). The club is well governed and has funds and grants money to complete the project.

44. A deed of additional premises is also requested by the club which will consider the first-floor deck extensions planned under the proposed building renovations. Staff recommend that the local board approves the classification of the land parcel legally described as being Part Lot 6 Deeds Plan 65 Blue and approve the deed of additional land to the club.

45. Staff also recommend that the lease to Māngere East Rugby League Football and Sports Club at Walter Massey Park, Māngere is renewed for a term of 10 years commencing from 1 April 2023.

Tauākī whakaaweawe āhuarangi

Climate impact statement

46. It is anticipated that continued activation of the building will not result in an increase of greenhouse gas emission. The club share its space with 4 sports codes and over 3,000 members which will however decrease overall energy use, as users will not consume energy at individual community spaces. The shared space will provide opportunity and enable people to enjoy positive healthy lifestyles and will increase capability and connections within local community.

47. To improve environmental outcomes and mitigate climate change impacts, the council advocates that the lease holder:

· use sustainable waste, energy and water efficiency systems

· use eco labelled products and services

· seek opportunities to reduce greenhouse gas emissions from lease-related activities.

48. All measures taken are aimed at meeting the council’s climate goals, as set out in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan, which 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.

49. Climate change has an unlikely potential to impact the lease, as no part of the leased area is located in a flood-sensitive or coastal inundation zone.

A aerial view of a town

Description automatically generated .

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

50. Council staff from within the Customer and Community Services Directorate have been consulted. They are supportive of the proposed land classification, lease renewal and small extension as it will include positive outcomes in the local community.

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

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

Local impacts and local board views

52. The proposed lease renewal will benefit the community by enabling initiatives that promote physical and social activities that will be delivered from Walter Massey Park, Māngere for the Māngere-Ōtāhuhu Local Board area and its surrounding communities.

53. The assessment of the application was discussed with the Māngere-Ōtāhuhu Local Board on 7 June 2023 at a local board workshop. The local board indicated its in principle support of the lease renewal.

54. The delivered activities align with the Māngere-Ōtāhuhu Local Board Plan 2020 outcome and objective:

Table one: 2020 Māngere-Ōtāhuhu Local Board Plan outcome and objective

Outcome

Objective

Outcome two: Parks and community facilities meet a wide range of needs

We are building well connected, engaged and active communities

Outcome six- We thrive and belong in safe, healthy communities

Successful communities are made up of thriving families and empowered people living in safe neighbourhoods

Tauākī whakaaweawe Māori

Māori impact statement

55. Iwi engagement about the council’s intention to classify Part Lot 6 Deeds Plan 65 Blue at Walter Massey Park, Māngere as a recreation reserve was undertaken with the 11 iwi groups identified as having an interest in land in the Māngere-Ōtāhuhu Local Board area.

56. The engagement involved an email to all iwi identified as having an interest in the area containing detailed information on the land, and the proposed classification. Three iwi groups responded, declining to provide a review of the proposal at this time. No other objections or requests for hui or kaitiaki site visits were received from the other iwi and mana whenua groups.

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

58. 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), individual local board plans and in Whiria Te Muka Tangata, Auckland Council’s Māori Responsiveness Framework.

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

Ngā ritenga ā-pūtea

Financial implications

60. Staff have consulted with the Financial Strategy and Planning Department of the council. There are no financial implications for this lease renewal to the club at Walter Massey Park, Māngere.

61. On the 8 June 2023 the annual budget was approved by the Governing Body which included changes to the Community Occupancy Guidelines and the rent fee for a community ground lease has been changed from $1 per annum to $1,300 plus GST per annum effective from 1 July 2023.

62. As the group applied for its lease renewal prior to 1 July 2023, staff recommendation is to grant the lease renewal at the level of rent of $1 per annum as contemplated in the Community Occupancy Guidelines 2012 at the time the application was received and prior to the annual budget changes adopted in June 2023.

63. If the local board chooses to retain the level of rent at $1, there will be no requirement for the local board to top up the community lease revenue budget. However, the local board will not have the benefit of the additional revenue of $1,299 per annum over the renewal term.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

65. The lease renewal and deed of additional premises affords the club security of tenure, enabling them to complete their extensive renovations and continue to deliver sports programmes for 3000 members of the community. Should the building become unoccupied, there is a risk associated with the lack of maintenance and possible improvements.

Ngā koringa ā-muri

Next steps

66. If the local board approves the classification of Part Lot 6 Deeds Plan 65 Blue as recreation reserve, deed of additional land of 50m² to the club and grant the renewal of the community lease to the club at the Walter Massey Park, staff will formalise the classification through a gazette notice and work with the club to finalise the occupation agreements in accordance with the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Attachment A - Site Plan Māngere East Rugby League Club
b ⇨	Attachment B - Concept Plan

Ngā kaihaina

Signatories

Author

Phillipa Carroll - Principal Community Lease Advisor

Authorisers

Taryn Crewe - General Manager Parks and Community Facilities

Manoj Ragupathy - Local Area Manager

Māngere-Ōtāhuhu Local Board

16 August 2023

Auckland Civil Defence Emergency Management Group Plan

File No.: CP2023/10780

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 Māngere-Ōtāhuhu Local Board:

a) provide feedback on the draft CDEM Group Plan provided as 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^{^[1]} 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^{^[2]}. 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

Author

Kristen Spooner - Principal Advisor Strategy and Planning, Auckland Emergency Management

Authorisers

Carol Hayward - Team Leader Operations and Policy

Paul Amaral - General Manager Auckland Emergency Management

Louise Mason - General Manager Local Board Services

Manoj Ragupathy - Local Area Manager

Māngere-Ōtāhuhu Local Board

16 August 2023

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

File No.: CP2023/11118

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 Māngere-Ōtāhuhu 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

Nicholas Vigar – Head of Planning, Healthy Waters

Mace Ward - Deputy Group Recovery Manager

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Mat Tucker - Group Recovery Manager

Louise Mason - General Manager Local Board Services

Manoj Ragupathy - Local Area Manager

Māngere-Ōtāhuhu Local Board

16 August 2023

Auckland Transport - Auckland Rail Programme Business Case (ARPBC)

File No.: CP2023/10548

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 Māngere-Ōtāhuhu Local Board workshop on 19 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 Māngere-Ōtāhuhu Local Board:

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

b) tautoko / 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 Māngere-Ōtāhuhu 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:

· 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 the business cases of the individual interventions identified

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

20. 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).

21. 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.

22. 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

23. 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).

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

25. 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.

26. 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.

27. 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.

28. 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.

29. 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

30. 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.

31. 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

32. 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.

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

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

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

· four tracking of the southern line to increase network capacity and frequency for both freight and passengers. This will also minimise the impacts of maintenance on services

· a new depot for the southern line to provide additional stabling capacity and provide for increased levels of maintenance

· level crossing removal (currently investigated through a separate Auckland Transport programme) which will improve rail operations and frequency by reducing the conflict between rail and road-based modes.

34. Responses to questions raised by the local board at their 19 July workshop are provided in Attachment B.

Tauākī whakaaweawe Māori

Māori impact statement

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

36. 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.

37. 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

38. 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.

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

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

41. 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

42. 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.

43. 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.

44. 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.

45. 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.

46. 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.

47. 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

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

49. 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.

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

51. 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.

NOTE TO DA: Please remove Maclean Grindell as author and add:

· 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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Auckland Rail Programme Business Case Presentation
b ⇨	Answers to questions raised at the Māngere-Ōtāhuhu 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

Authoriser

Manoj Ragupathy - Local Area Manager

Māngere-Ōtāhuhu Local Board

16 August 2023

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

File No.: CP2023/10757

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 Māngere-Ōtāhuhu 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

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.

Tauākī whakaaweawe Māori

Māori impact statement

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

34. 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

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

36. 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

37. 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.

38. 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.

39. 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

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

41. 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

Ngā kaihaina

Signatories

Author

Kat Ashmead - Senior Advisor Operations and Policy

Authorisers

Louise Mason - General Manager Local Board Services

Manoj Ragupathy - Local Area Manager

Māngere-Ōtāhuhu Local Board

16 August 2023

Local board feedback on the draft Future Development Strategy

File No.: CP2023/10639

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 Māngere-Ōtāhuhu 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^{^[3]} additional dwellings, to bring the total number of dwellings to around 773,000. Current plans enable a total housing capacity of 2,345,500^{^[4]} 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^{^[5]} 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.

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 ⇨	Auckland Future Development Strategy - revised
b ⇨	Local feedback from consultation

Ngā kaihaina

Signatories

Author

Claire Gray - Principal Advisor Growth & Spatial Strat

Authorisers

Jacques Victor - GM Auckland Plan Strategy and Research

Nina Siers – Acting General Manager, Local Board Services

Manoj Ragupathy - Local Area Manager

Māngere-Ōtāhuhu Local Board

16 August 2023

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

File No.: CP2023/10973

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 provided as 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 Māngere-Ōtāhuhu 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

Manoj Ragupathy - Local Area Manager

[1] 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].

^{^[2]}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.

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

[4] 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.

[5]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.

Chairperson	Tauanu’u Nick Bakulich
Deputy Chairperson	Harry Fatu Toleafoa
Members	Joe Glassie-Rasmussen
	Makalita Kolo
	Christine O'Brien
	Papaliitele Lafulafu Peo
	Togiatolu Walter Togiamua