Agenda of Howick Local Board - Thursday, 17 August 2023

Howick Local Board

17 August 2023

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

File No.: CP2023/11325

Te take mō te pūrongo

Purpose of the report

1. To approve the remainder of the 2023/2024 Howick Local Board Customer and Community Services work programme and its associated budget.

Whakarāpopototanga matua

Executive summary

2. This report presents the 2023/2024 Howick Local Board Customer and Community Services work programme for approval from the following departments:

· Active Communities

· Connected Communities

· Community and Social Innovation

· Parks and Community Facilities

· Regional Services and Strategy

3. In addition, the 2024/2025 and 2025/2026 Customer and Community Services – Parks and Community Facilities Department work programme is presented for approval in principle.

4. To support the delivery of the local board’s outcomes and aspirations highlighted in the Howick Local Board Plan 2020, Customer and Community Services presents a work programme for local board approval each financial year.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

20. The Howick Local Board chose to approve in part the 2023/2024 Customer and Community Services work programme, at the July business meeting, to allow time to receive further quality advice, given the Board’s decision to fund Early Childhood Education (ECE) services for the 2023/2024 financial year.

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

a) approve the following lines as part of the 2023/2024 Customer and Community Services work programme and its associated budget:

ID	Activity Description	Amount (based on the previous month)
23	Howick Ecological and Environmental Programme FY24	$50,000
190	Operational grant to Howick Children's and Youth Theatre	$77,692
191	Operational grant to Howick Little Theatre Incorporated	$23,905
195	Operational grant for community arts programmes - Arts Out East	$100,000
197	Healthy Howick: Food systems network	$15,000
198	Howick Youth: Facility and Programmes	$140,000
199	Māori Engagement: Improving responsiveness to local Māori	$10,000
200	Programming grant for Estuary Art Awards	$10,000
201	Healthy Howick: Social Cohesion and Inclusion	$36,000
207	Howick War Memorial Hall	$82,000
209	Anzac services Howick	$30,000
210	Event partnership fund Howick	$104,422
211	Movies in Parks Howick	$16,000
212	LB event - Stockade Hill and Mainstreet lights	$25,000
214	Local civic events Howick	$0
215	Deliver a free music concert	$20,000
216	Community grants Howick	$332,678
1011	Howick Local Board - Activation of parks, places and open spaces	$60,000
1350	LB event - Celebrating Cultures	$50,000
1443	Howick Local Board - Sport and Recreation Initiatives	$105,000
3497	Howick Local Board - Te Kete Rukuruku (Māori naming of parks and places) Tranche One	$0
3945	Operational Grant Eastern Stars Band	$5000
3958	Local crime prevention fund, safety initiatives investment - Howick	$81,718

Horopaki

Context

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

Diagram

Description automatically generated

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

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

· Outcome 1 - People in our communities feel safe, engaged and connected

· Outcome 2 - Well-planned public spaces that support active, healthy and sustainable lifestyles

· Outcome 3 - Heritage, local arts and cultural diversity are valued

· Outcome 4 - Our natural environment is protected, restored and enhanced

24. Development of the work programme is based on consideration of community needs and priorities, availability of resources and funding, Treaty of Waitangi obligations, external partnerships and risk assessment.

25. The Annual Budget for the 2023/2024 financial year included the consideration of a savings target that required the reprioritisation of activities by the local boards. This realignment resulted in some activities being stopped, changed or reduced to contribute toward the required savings.

26. The Customer and Community Services directorate provides a wide range of services, facilities, open spaces and information that support communities to connect, enjoy and embrace the diversity of Auckland’s people, places and natural environment. These are designed and delivered locally to meet the unique needs of the local community.

27. Development of the work programme follows an integrated approach to planning activities through collaboration with the Infrastructure and Environmental Services Directorate and the following departments of the Customer and Community Services Directorate:

· Active Communities

· Connected Communities

· Community and Social Innovation

· Parks and Community Facilities

· Regional Services and Strategy

Tātaritanga me ngā tohutohu

Analysis and advice

28. The work programme demonstrates the phasing of programme and project delivery for the 2023/2024 financial year.

29. Delivery of the work programme commences from 1 July 2023, and in some cases comprises a continuation of implementation from previous financial years, including annually occurring events or projects and ongoing programmes.

30. Table one summarises the approval status required for the three financial years presented within the work programme.

Table one: Customer and Community Services local board work programme approvals

Department	2023/2024	2024/2025	2025/2026
Parks and Community Facilities	Approve	Approve in principle	Approve in principle
All other Customer and Community Services departments	Approve	N/A	N/A

31. Parks and Community Facilities presents a three-year rolling work programme so that delivery and financial commitments against the capital works programme can be planned.

32. Approval of unique multi-year projects, particularly capital works, in the 2023/2024 work programme may lead to contractual commitments to the future budget needed to complete the project in 2024/2025 or 2025/2026.

33. The remainder of Customer and Community Services presents the work programme in descending three-year increments and are therefore only presenting year three of the three-year work programme.

34. The local board will formally be updated by staff on the delivery of the programme by way of quarterly performance reports. Parks and Community Facilities will continue to provide informal monthly updates on work programme performance.

Proposed amendments to the 2023/2024 work programme

35. The local board approved the 2022/2023 Customer and Community Services work programme in June 2022, and approved in principle the 2023/2024 work programme. The 2024/2025 Customer and Community Services – Parks and Community Facilities work programme was also approved in principle at this time.

36. The 2023/2024 work programme contains variations to the version that was approved in principle last year. These include the addition of new activities, changes to existing activities, such as required budget allocation and delivery timeframes, and identifies some activities that have been stopped.

37. Table two highlights the new activities in the work programme:

Table two: Work programme activities that are new

ID	Activity name	Lead department	Budget
3945	Operational Grant Eastern Stars Band	CCS: Connected Communities – Community Delivery	5,000
3958	Local crime prevention fund, safety initiatives investment Howick	CCS: Connected Communities – Community Delivery	81,718
40322	Howick - remediate 2023 storm and cyclone damaged assets	CCS: Parks and Community Facilities – Project Delivery	$20,000
31832	Howick - renew built spaces 2023/2024 to 2025/2026	CCS: Parks and Community Facilities – Project Delivery	$30,000
31837	Howick - renew carparks and roading 2023/2024 to 2025/2026	CCS: Parks and Community Facilities – Project Delivery	$50,000
31833	Howick - renew play space and active recreation 2022/2023 to 2026/2027	CCS: Parks and Community Facilities – Project Delivery	$30,000
36484	Howick - renew signage - Te Kete Rukuruku - Māori naming of parks and places 2022/2023 to 2025/2026	CCS: Parks and Community Facilities – Project Delivery	$20,000
31835	Howick - renew sport field and related assets 2023/2024 to 2025/2026	CCS: Parks and Community Facilities – Project Delivery	$80,000
31836	Howick - renew toilets and changing rooms 2023/2024 to 2025/2026	CCS: Parks and Community Facilities – Project Delivery	$30,000
31834	Howick - renew walkways and pathways 2023/2024 to 2025/2026	CCS: Parks and Community Facilities – Project Delivery	$20,000
37343	Stevenson Reserve - relocation of flagpole from 34 Moore Street	CCS: Parks and Community Facilities – Project Delivery	$25,000

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

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

Previous ID	Activity name	Lead department
203	Capacity Building	CCS: Connected Communities – Community Delivery
214	Local civic events Howick	CCS: RSS – Events
218	Local Advertising Howick	CCS: Connected Communities – Community Delivery
1428	Howick Celebrated Citizens	CCS: RSS – Events
1446	CFWD: Lloyd Elsmore Park Multisport Facility	CCS: Active Communities – Sport and Recreation
3837	Howick – relocate modular wheel play assets	CCS: PCF – Project Delivery
1312	Howick Leisure Centre – Investigate indoor active recreation needs in Howick and their implications for Howick Leisure Centre	CCS: RSS – Service and Asset Planning

Financial impacts and constraints

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

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

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

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

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

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

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

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

Māori Outcomes

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

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

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

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

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

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

Outcomes	Objectives	Initiatives
People in our communities feel safe, engaged and connected	· People actively contribute to their community. · Build and maintain mutually beneficial relationships with Māori. · Rangatahi /Youth in Howick have a voice, are valued, and contribute.	· Identify and support a network of representative community groups, building their capacity to successfully serve their communities. · Empower community groups to co-deliver projects with Auckland Council, and to take action to protect and maintain community assets. · Fund activities that bring diverse communities together and support volunteering. · Prioritise support for new communities to enhance social connectedness, safety, self-expression and learning (e.g. in Flat Bush and Ormiston). · Strengthen relationships with mana whenua and mataawaka, in order to increase Māori input into decision-making and support participation in local government. · Work together with mana whenua and mataawaka to identify and progress joint aspirations and priorities in our area. · Continue to support the work of the Howick Youth Council.
Well-planned public spaces that support active, healthy and sustainable lifestyles	· Parks, open spaces and coastal areas support a wide variety of recreational activities. · Sports and recreational opportunities respond to the needs of our communities.	· Investigate the creation of a ‘destination’ play space for East Auckland. · Establish dog exercise areas and infrastructure in the East Auckland area. · Explore improving water access, increasing water-based activities, and making better use of our beaches. · Provide facilities and activities across our parks network to suit people of every demographic and ability. · Partner with local sports clubs to continue to investigate a multi-club and code facility at Lloyd Elsmore Park. · Explore ways to assist local sports clubs to improve sharing and utilisation of existing facilities. · Review provision of indoor facilities for emerging sports.
Heritage, local arts and cultural diversity are valued	· Enable people to engage with local history, and share their diverse cultures.	· Progress actions from the Howick Heritage Plan. · Develop public gardens with our ethnic communities that reflect their culture and aesthetic preferences. · Māori culture, language, art and stories are incorporated into the design of public spaces.

52. There is a wide range of activity occurring across Tāmaki Makaurau to advance Māori outcomes. Much of this is led by mana whenua and Māori organisations, as well government organisations, non-government organisations and businesses.

53. The Auckland Plan’s focus on Māori culture and identity is encapsulated in the outcome: Māori Identity and Wellbeing.

54. Kia Ora Tāmaki Makaurau, council’s Māori outcomes performance measurement framework, captures the majority of council’s Māori outcome strategy and planning. The framework responds to the needs and aspirations that Māori in Tāmaki Makaurau, both mana whenua and mataawaka, have expressed to council.

55. The work programme includes activities that have an objective to deliver outcomes for and with Māori. Attachment B sets out the activities in the work programme that aim to achieve high Māori outcomes in one or more of the strategic priority areas.

56. Table five shows the strategic priority areas and alignment to Kia Ora Tāmaki Makaurau outcomes.

Table five: Local board work programme Māori outcome areas

Strategic priority area	Kia Ora Tāmaki Makaurau outcome
Kaitiakitanga	Kia Ora te Taiao
Māori business, tourism and employment	Kia Ora te Umanga
Māori identity and culture	Kia Ora te Ahurea
Marae development	Kia Ora te Marae
Papakāinga and Māori housing	Kia Ora te Kāinga
Realising rangatahi potential	Kia Ora te Rangatahi
Te reo Māori	Kia Ora te Reo
Effective Māori participation	Kia Ora te Hononga
Whānau and tamariki wellbeing	Kia Ora te Whānau

57. The Customer and Community Services directorate lead or contribute to programmes that align with all outcomes. Particular priorities are Kia Ora te Marae, Kia Ora te Whānau and Kia Ora te Reo.

58. In the current environment there is increasing focus on Kia Ora te Umunga / Māori Business, Tourism and Employment and the role that the council can play, not only in supporting economic recovery, but in a thriving Māori economy.

59. Kia Ora te Ahurea / Māori Identity and Culture is often a focus for local boards, as events and place-based design often plays an important part in many local programmes.

Work programme budget types and purpose

60. Work programme activities are funded from various budget sources, depending on the type of delivery. Some activities within the work programme are funded from two or more sources, including from both local and regional budgets.

61. Table six outlines the different budget types and their purpose in funding the work programme.

Table six: Work programme budget types and purpose

Budget type	Description of budget purpose
Locally Driven Initiatives (LDI)	A development fund used to advance local operational and capital activities at the discretion of the local board
Asset Based Services (ABS)	Allocated to deliver local activities based on decisions regarding region-wide service levels, including allocation of funds for local asset-based services, grants and staff time to deliver activities
Local renewals	A fund dedicated to the partial renewal or full replacement of assets including those in local parks and community facilities
Growth (local parks and sports field development)	Primarily funded through development contributions, a regional fund to improve open spaces, including developing newly acquired land into parks, and existing open space to increase capacity to cater for growing population needs
Coastal	A regional fund for the renewal of Auckland’s significant coastal assets, such as seawalls, wharves and pontoons
Slips prevention	A regional fund to proactively develop new assets for the prevention of landslides and major slips throughout the region
Specific purpose funding	Funds received by the council, often from external sources, held for specific local board areas, including compensation funding from other agencies for land acquisitions required for major projects
One Local Initiative (OLI)	Funds allocated to a local board priority project in alignment with the Long-term Plan 2018-2028
Long-term Plan discrete	Funds associated with activities specifically named and listed in previous long-term plans, including new libraries, community centres and major sports and community infrastructure
Kauri Dieback Funding	Part of the Natural Environment Targeted Rate (NETR) Fund, this is a regional fund used to implement the national kauri dieback programme standards
External funding	Budget from external parties, not yet received and held by Customer and Community Services

Capital projects and budgets

62. The capital projects to be delivered in the Howick Local Board area, together with identified budgets and main funding sources, are shown in Attachment A.

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

Risk Adjusted Programme

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

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

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

Regionally funded activities included in the local board work programme

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

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

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

Process for changes to the approved work programme

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

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

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

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

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

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

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

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

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

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

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

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

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

Local impacts and local board views

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

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

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

Table seven: Howick Local Board budget allocation

Local budgets	2023/2024 (approve)	2024/2025 (approve in principle Parks & Community Facilities only)	2025/2026 (approve in principle Parks & Community Facilities only)
Operational (Opex): Locally Driven Initiatives (LDI)	1,449,347	0	0
Opex: Asset Based Services (ABS)	28,180,155	0	0
Capital (Capex): Local Asset Renewals - Budget (ABS)	3,177,842	5,581,642	4,351,076
Capex: Local Asset Renewals - Proposed Allocation (ABS)	*1,975,337*	*5,581,642*	*4,351,076*
Advanced Delivery RAP*	1,202,505
Capex: Local Asset Renewals - Unallocated budget (ABS)	0	0	0
Capex: Locally Driven Initiatives (LDI) – Budget	275,000	478,282	1,542,479
Capex: Locally Driven Initiatives (LDI) - Proposed Allocation	117,568	200,000	1,180,000
Advanced Delivery RAP*	58,275
Capex: Locally Driven Initiatives (LDI) - Unallocated budget	99,156	278,282	362,479
Capex: Growth projects Allocation	0	0	350,000
Capex: Coastal projects Allocation	0	0	0
Capex: Slips Prevention projects Allocation	264,800	135,000	0
Capex: Specific Purpose Funding - Allocation	0	0	0
Capex: One Local Initiative	0	0	1,000,000
Capex: Long-term Plan discrete	0	247,396	1,174,843
Capex: Natural Environment Targeted Rate	0	0	0
Capex: External Funding Allocation	286,358	0	0
TOTAL ALLOCATIONS	2,664,064	6,164,038	8,055,919

* See paragraphs 63 to 65 for RAP explanation

103. The budgets are based on the allocations in the Long-term Plan 2021-2031. Budgets are subject to change during council’s Annual Budget and future long-term plan processes. Where decisions on the Annual Budget result in budget reductions, the work programme will need to be amended to align to these budgets via future decisions of the local board.

104. During delivery of the 2023/2024 work programme, where an activity is cancelled or no longer required, the local board can reallocate the associated budget to an existing work programme activity or create a new activity within that financial year. This process will include agreement from each department and will need to be formally resolved on by the local board.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

105. The most significant risk is that delivery of the Customer and Community Services work programme is dependent on the local board approving the work programme by 20 July 2023. Approval of the work programme later into the financial year will result in delays to delivery.

106. The majority of operational (opex) activities in the work programme are ongoing and occur annually. Risks associated with these activities have been identified in previous years and are managed on an ongoing basis.

107. Storm recovery investigation work is still in progress. In most cases, some provision has been made to manage the impacts, but mitigation will need to be refined and worked through with the local boards.

108. There are constraints with accessing geotechnical reports and assessing the asset need and location. Consideration also needs to be given to long term flood impacts. Insurance proceeds need to be understood and will, in part, reduce the liability of recovery. Unfortunately, the many insurance claims will take time to assess and process.

109. Table eight outlines the key risks and mitigations associated with the work programme once it has been approved.

Table eight: risks and mitigations

Risk	Mitigation
Non-delivery, time delays and budget overspend of activities that are managed through the work programme.	Having agreed processes to amend the work programme if activities need to be changed or cancelled. Utilising the Risk Adjusted Programme to progress those activities identified as ready to proceed under the Risk Adjusted Programme at the beginning of the financial year.
Health, safety and wellbeing factors, including external influences relating to work programme delivery may impact the delivery of activities, resulting in activities requiring adjustment.	Health and safety assessments will be conducted prior to commencement of projects. Work programme activities and projects will be adjusted accordingly where these risks occur during the delivery phase.
Extenuating economic and environmental conditions, as well as the possibility of further COVID-19 outbreaks, may continue to create capex delivery challenges, including increased material and labour costs, as well as shortages in both sectors, this in turn will lead to increased overall project costs and may lead to delays in project delivery.	Development of the work programme has included consideration of potential impacts on delivery due to extenuating economic and environmental conditions, as well as possibly of further COVID-19 outbreaks for all activities. Timeframes for some activities are set to enable delivery within the agreed timeframe despite possible delays. Increased costs and delays will be managed as part of the ongoing management of work programmes via additional RAP projects, and the rephasing of projects to accommodate increased budget and address material shortages. Where activities need to be cancelled the local board can reallocate the budget to other activities.
Adverse weather impacts - delays to construction due to soft ground conditions and being unable to construct in the rain has impacted delivery of the capex work programme in the 2022/2023 financial year. Should this continue, which with climate change is likely, this will once again impact delivery.	Having agreed processes to amend the work programme if activities need to be changed or cancelled. Delays will be managed as part of the ongoing management of work programmes via additional RAP projects.
The geopolitical factors may result in further inflationary and supply chain pressures.	Potential inflationary pressures have been modelled into key forecasts, however, uncertainties remain. The ongoing cost increase may become unsustainable, and may require a reprioritization of potential work programmes, capital spend and a potential discontinuation of some programmes.

Ngā koringa ā-muri

Next steps

110. Delivery of the Customer and Community Service work programme is scheduled to start on 21 July 2023 and continue until 30 June 2024.

111. Regionally funded projects are an exception and will commence after they have been approved by the Planning, Environment and Parks Committee in August 2023.

112. The local board will receive progress updates on a quarterly basis, with the first quarterly report available in November 2023.

113. When further decisions for activities are needed at project milestones, these will be brought to the local board at the appropriate time.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Customer and Community Services Work Programme 2023-2024
b ⇨	Māori Outcomes
c ⇨	Regional Projects
d ⇨	Climate Impacts

Ngā kaihaina

Signatories

Authors

Justine Haves - General Manager Regional Services & Strategy

Mirla Edmundson - General Manager Connected Communities

Dave Stewart - General Manager Active Communities

Taryn Crewe - General Manager Parks and Community Facilities

Tania Pouwhare - General Manager Community & Social Innovation

Authorisers

Claudia Wyss - Director Customer and Community Services

Victoria Villaraza - Local Area Manager

Howick Local Board

17 August 2023

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

File No.: CP2023/11326

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. This report presents the Howick Local Board’s Infrastructure and Environmental Services work programme and associated budgets for approval for the 2023/2024 financial year.

3. The work programme provides a three-year view that demonstrates the phasing or continuation of programme delivery over the 2021/2022, 2022/2023 and 2023/2024 financial years. 2023/2024 is year three of the three-year cycle.

4. The work programme responds to the outcomes and objectives identified in the Howick Local Board Plan 2020.

5. In June 2023, the Governing Body adopted the council’s 2023/2024 budget, which has reduced some council budgets, including local board budgets. This was workshopped with the board in May and June 2023 and adjusted following feedback received.

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

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

· Construction Waste Enforcement and Leadership – $60,000

· Howick Schools Waste Minimisation Programme – $45,000

· Howick Stream Improvement Programme – $305,779

· Industrial Pollution Prevention Programme - $45,000

· Pest Free Howick Ward– $200,000

· Tāmaki Estuary Environmental Forum – $8,000

8. The proposed work programme has a total value of $663,779, which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2023/2024 financial year.

9. The proposed work programme also includes $1,058,000 in asset-based services capital expenditure for the following coastal renewals programmes:

· Bramley Drive Reserve - Renew seawall and club boat ramp - $729,000

· Howick Beach - Renew seawall - $329,000

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

11. The Howick Local Board chose to approve in part the 2023/2024 Infrastructure and Environmental Services work programme, at the July business meeting, to allow time to receive further quality advice, given the Board’s decision to fund Early Childhood Education (ECE) services for the 2023/2024 financial year.

12.

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

a) whakaae /approve the following work programme lines as part of its 2023/2024 Infrastructure and Environmental Services work programme and associated budgets, as summarised in the table below

Activity name	2023/2024 budget for approval
Construction Waste Enforcement and Leadership	$60,000
Howick Schools Waste Minimisation Programme	$45,000
Industrial Pollution Prevention Programme	$45,000
Tāmaki Estuary Environmental Forum	$8,000
Total	$663,779

b) approve the additional allocation to the following work programme lines:

i) an additional $34,000 to the Howick Stream Improvement Programme line (ID 578)

ii) an additional $30,000 to the Pest Free Howick line (ID 574)

Horopaki

Context

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

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

· empower the community to take environmental action,

· protect the mauri / lifeforce of our awa / waterways,

· protect and enhance our unique coastline,

· our large natural areas are enhanced and protected.

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

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

· National Policy Statement on Freshwater Management

· Te Mahere Whakahaere me te Whakaiti Tukunga Para i Tāmaki Makaurau / Auckland Waste Management and Minimisation Plan 2018

· Mahere ā-Rohe Whakahaere Kaupapa Koiora Orotā mō Tāmaki Makaurau / Regional Pest Management Plan 2020-2030.

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

Tātaritanga me ngā tohutohu

Analysis and advice

17. The proposed work programme is made up of activities continuing from previous financial years, including annually occurring events or ongoing programmes. These programmes contribute towards the delivery of the Howick Local Board Plan 2020 environmental objectives, as detailed above.

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

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

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

Construction Waste Enforcement and Leadership – $60,000

21. The board has indicated it would like to continue to support this programme to address illegal dumping of construction and demolition waste. The board allocated $80,000 towards this initiative in the 2022/2023 financial year, including a $20,000 reallocation at the business meeting of 18 May 2023 (Res HW/2023/81).

22. Staff recommend that the board continue to support the engagement of a construction and demolition waste advisor to work with builders and developers to improve site practices and act in a reporting function for compliance.

23. The advisor will focus on:

· weekly surveillance and reporting of breaches of the Litter Act, the Solid Waste bylaw, and the Building Act to the appropriate compliance teams in the council

· verbal engagement with builders and developers to promote installation of silt and security fences to prevent littering, and to encourage improving site waste practices related to littering and problematic materials such as polystyrene

· developing examples of leading practice by builders and developers in the Howick Local Board area to promote through industry associations such as Master Builders.

24. Staff recommend that the board allocate $60,000 towards this programme in 2023/2024.

Howick Schools Waste Minimisation Programme – $45,000

25. The board has indicated it would like to continue to support this programme to deliver environmental education and waste minimisation in local schools in the 2023/2024 financial year. In the 2022/2023 financial year the board allocated $67,000 towards this initiative, including a $22,000 reallocation at the business meeting of 18 May 2023 (Res HW/2023/81)

26. The purpose of this programme is to support schools to develop and establish effective food waste management systems for reducing their waste to landfill.

27. Staff recommend the board allocate $45,000 to fund the following school waste minimisation initiatives in the 2023/2024 financial year to:

· continue funding a part-time community waste and carbon auditing coordinator (eight hours per week-) to maintain the actions of 31 schools already engaged in the programme and increase the number of early childhood centres and new schools participating

· purchase equipment to establish waste management systems in schools such as bokashi bins, compost bins, worm farms and maintaining mulcher

· purchase of product to build and establish gardens for a garden to table extension to the programme enabling schools that are ready to utilize their compost product on-site.

· an education programme on carbon footprints for schools

· mentoring from schools who have made a significant reduction to their waste to share the process with new schools

· a community waste-free event

28. Staff recommend that the board allocate $45,000 towards this programme in 2023/2024

Howick Stream Improvement Programme – $305,779

29. The board has indicated it would continue their support for initiatives that improve water quality and stream environments in the 2023/2024 financial year. The board allocated $150,300 towards this programme in the 2022/2023 financial year.

30. This budget will fund the Ōtara Waterways and Lake Trust to carry out stream restoration and engagement activities. This includes budget for Ōtara Waterways and Lake Trust staff, and resources required to deliver the activities.

31. Activities delivered and funded under this programme include stream restoration, community engagement, mana whenua engagement, local employment, local training, illegal dumping and creek clean-ups, environmental monitoring, communications, Ōtara Waterways and Lake Trust board governance and overall management of the trust’s operations.

32. Staff recommend the board allocates $305,779 to fund the water improvement and stream restoration initiatives in the 2023/2024 financial year.

Industrial Pollution Prevention Programme – East Tāmaki – $45,000

33. The board has indicated it would like to continue to support the Industrial pollution prevention programme in the 2023/2024 financial year. The board has previously supported this programme between the 2014/2015, 2021/2022 and 2022/2023 financial years.

34. The board allocated $55,000 towards this programme in the 2022/2023 financial year. This included a $10,000 reallocation from the 12 June 2023 business meeting to run an industrial workshop and follow-up programme (Res HW/2023/107).

35. This programme is primarily educational and informs industry about the impacts their activities may be having on local waterways. The programme includes a site inspection and discussion with business owners about potential issues around pollution as well as waste minimisation techniques and spill training. If changes are recommended, a report is sent to the business and a follow up is conducted. If on follow-up the recommendations have not been taken up a report is passed onto the Regulatory Compliance team and Healthy Waters follow-up to enquire into the progress of the complaints and issues.

36. The programme involves a Geographic Information System mapping exercise to ensure that commercial businesses understand the stormwater network connections in relation to local waterways. In 2022/2023 the programme will focus on visiting industry in East Tāmaki.

37. Staff recommend that the board allocate $45,000 to this programme in the 2023/2024 financial year.

Pest Free Howick Ward– $200,000

38. The board has indicated it would like to continue to support the development and implementation of Pest Free Howick Ward initiatives in the 2023/2024 financial year. The board allocated $217,392 towards this programme in the 2022/2023 financial year. This included a reallocation of $21,392 (HW/2023/81).

39. Staff recommend that the board allocate $200,000 to fund the following package of pest-free initiatives in 2023/2024:

· a part-time contractor to lead the strategic planning, facilitation, and coordination of Pest Free Howick Ward activities

· activation of the Pest Free Howick Ward HUB space

· a part-time HUB coordinator, based at the Pest Free Howick Ward HUB space

· a part-time Conservation coordinator to supervise fieldwork and lead the Mangemangeroa biodiversity monitoring project

· conservation assistant roles to deliver projects in conjunction with sustainable schools and community groups including conservation engagement with the Chinese community

· ongoing pest animal and plant control on Te Naupata/Musick Point in collaboration with Ngāi Tai ki Tāmaki

· encouraging native tree planting and increased biodiversity in schools

· community awareness and education initiatives to encourage and enable individuals, community groups and schools to control pest plants, host weed swaps, and participate in the annual Moth Plant Competition

· empowering local students and community groups to control pest animals through local board assisted education programmes, Pestival events, equipment supply and support of a community trap library

· pest plant control and planting maintenance, litter cleanups and community events around Ōtara Creek and other planting sites to enhance community connection, native biodiversity and improve water quality.

Tāmaki Estuary Environmental Forum – $8,000

40. The board has indicated that it would like to continue to fund the Tāmaki Estuary Environmental Forum in the 2023/2024 financial year.

41. The Tāmaki Estuary Environmental Forum includes the Howick, Māngere-Ōtāhuhu, Maungakiekie-Tāmaki, Ōrākei, and Ōtara-Papatoetoe Local Boards. Members include local community groups, businesses and individual residents who have an interest in protecting and restoring the mauri of the Tāmaki Estuary.

42. Funding for this programme will enable continued coordinator support to progress the forum’s vision for the Tāmaki Estuary and will support initiatives that increase community awareness and participation in protecting and restoring the Tāmaki Estuary.

43. One of these initiatives includes the Tāmaki Estuary clean stream watch programme, which provides community stakeholders with the equipment and training to monitor select streams along the Tāmaki Estuary and report pollution issues when they are detected.

44. In 2022/2023, the five-member local boards each provided $8,000 to co-fund the Tāmaki Estuary Environmental Forum.

45. Staff recommend that the board allocate $8,000 to this programme in the 2023/2024 financial year.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

Table 1: Climate impact assessment of proposed activities

Activity name	Climate impact
Industrial Pollution Prevention Programme – East Tāmaki	When freshwater ecosystems are healthy and thriving, they provide many ecological services such as flood mitigation, habitat for native biodiversity, and carbon sequestration through riparian plants. These programmes will increase healthy freshwater ecosystems.
Howick Stream Improvement Programme
Tāmaki Estuary Environmental Forum
Pest Free Howick Ward	Ecological restoration contributes to carbon sequestration and therefore contributes to greenhouse gas reduction. Management of exotic species’ impacts is one of the main ways in which we can improve resilience of Auckland’s biodiversity to climate change.
Howick Schools Waste Enforcement and Leadership	Reduction of waste to landfill will lower greenhouse gas emissions and change behaviour in communities both in waste minimisation practice and consumer choice. The education component of the school’s programme will directly link student action to carbon measures linking adaptation behaviours and increasing community resilience for the future.
Construction Waste and Enforcement and Leadership

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

51. The construction waste enforcement and leadership programme will include interaction with council compliance staff and Healthy Waters staff will regularly enquire into progress of the complaints/issues in relation to the Industrial Pollution Prevention Programme.

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

Local impacts and local board views

52. The programmes proposed for inclusion in the board’s Infrastructure and Environmental Services work programme will have positive environmental outcomes across the Howick Local Board area. Particular focus areas for the 2023/2024 work programme include Te Naupata Musick Point, East Tāmaki, the Tāmaki Estuary, and Flat Bush.

53. The programmes noted above align with the Howick Local Board Plan 2020 outcome ‘Our natural environment is protected, restored, and enhanced’. The proposed work programme has been considered by the local board in a series of workshops from November 2022 to June 2023. The views expressed by local board members during the workshops have informed the recommended work programme.

Tauākī whakaaweawe Māori

Māori impact statement

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

55. The work programme includes activities that aim to deliver outcomes for and with Māori, in alignment with the strategic priority areas outlined in Kia ora Tāmaki Makaurau (Auckland Council’s Māori Outcome Framework). Progress on how the activities are achieving these outcomes will be reported to the local board on a quarterly basis.

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

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

Table 2: Māori outcome delivery through proposed activities

Activity name	Māori outcome	Māori outcome description
Howick Stream Improvement Programme	Te reo Māori; Māori business, tourism and employment; kaitiakitanga; and realising rangatahi potential	The Ōtara Lake and Waterways Trust has identified a critical need to consult and engage with mana whenua in all aspects of the Trust’s work. The Trusts is currently participating in Auckland Council’s community advisory programme – of which engagement with mana whenua may be a focus area identified for the trust.
Industrial Pollution Prevention Programme – East Tāmaki	Kaitiakitanga	This programme was designed in collaboration with mana whenua in 2013. Mana Whenua have been sent invitations to be involved in the programme and to join contractor on-site visits, no involvement has taken place to date.
Pest Free Howick Ward	Kaitiakitanga	Part of the programme will continue to work with Ngāi Tai ki Tāmaki on Musick Point/Te Naupata. This site has significance to Ngāi Tai ki Tāmaki. They have expressed interest in carrying out work on this land. A bait station and a trap network set-up is being actively managed, along with targeted pest plant control programmes, which are supported by council staff.
Tāmaki Estuary Environmental Forum	Kaitiakitanga	A strategic focus for Tāmaki Estuary Environmental Forum is engaging with mana whenua to integrate overarching values and guiding principles that align and promote Te Ao Māori. This includes incorporating Te Reo Māori into educational materials produced for the forum.

58. Where aspects of the proposed work programme are anticipated to have a significant impact on activity of importance to Māori then appropriate engagement will be undertaken.

Ngā ritenga ā-pūtea

Financial implications

59. The proposed environment work programme for 2023/2024 totals to $663,779 of the board’s locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total budget for 2023/2024.

60. The proposed work programme also includes $1,058,000 in regionally funded asset-based services capital expenditure for the coastal renewals programmes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

62. Resourcing of the work programme is based on current staff capacity within departments. Therefore, changes to staff capacity may also have an impact on work programme delivery.

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

Table 3: Key risks and mitigations for activities

Activity name

Risk

Mitigation

Rating after mitigation

Construction Waste Enforcement and Leadership

There is a risk of lack of willingness by builders to engage with the programme.

There may also be issues with language barriers.

Consistent presence will raise the profile of problematic waste practices, and there have been high engagement in this programme in past financial years, therefore this is considered a love risk.

To mitigate this, brochure information has been translated and staff continue to work closely with the Chinese Conservation Education Trust

Low

Howick Stream Improvement Programme

Weather may not be suitable for planting events.

There is a risk of lack of uptake from the local community.

Staff will build contingency plans for adverse weather.

The Ōtara Lake and Waterways Trust have worked with the local community for many years, so this is considered a low risk.

Low

Industrial Pollution Prevention Programme – East Tāmaki

This programme is dependent on the businesses being willing to cooperate. Success is measured by the number of recommendations that have been implemented so a risk of no implementations does exist.

Enough businesses have been identified to ensure that there are sufficient businesses to engage with if not all are interested. There has been a high uptake from businesses in previous financial years.

Low

Pest Free Howick

There is a risk of being unable to obtain the right contractor.

There is a risk of community change in demand and values (for example no longer supporting the use of herbicide in their area).

A suitable contractor is currently engaged and able to continue and therefore this is considered low risk.

This can be mitigated by using alternatives if necessary

Low

Schools Waste Minimisation Programme

Change of staff or unavailability of contractor to continue programme.

A lack of school engagement, or commitment or change of staff may mean the programme is not delivered.

A suitable contractor is currently engaged and is able to continue and therefore this is considered low risk.

This is unlikely due to the relevance to the schools’ curriculum topics and the existing relationships council has with the schools in the area.

Low

Tāmaki Estuary Environmental Forum

This programme is dependent on the sourcing of a suitable contractor to coordinate the forum.

It is expected that the current coordinator will be able to continue in the role and staff are confident that other contractors would be available if necessary.

Low

The Clean Stream Watch programme relies on community engagement and input to be successful.

Individual leaders within the forum will be designated to oversee an area to actively engage the community to participate in monitoring activities to share ownership and responsibility of water quality results for their local area.

Medium

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

Ngā koringa ā-muri

Next steps

65. Delivery of the activity in the approved work programme will commence once approved and continue until 30 June 2024. Activity progress will be reported to the local board on a quarterly basis.

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Attachment A - HW Local Board IES Work Programme 23-24

Ngā kaihaina

Signatories

Author

Donna Carter - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Victoria Villaraza - Local Area Manager

Howick Local Board

17 August 2023

Local board feedback on the draft Future Development Strategy

File No.: CP2023/11145

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 Howick 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^{^[1]} additional dwellings, to bring the total number of dwellings to around 773,000. Current plans enable a total housing capacity of 2,345,500^{^[2]} 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^{^[3]} or 282,600 jobs over the 2023 to 2053 period.

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

Proposed amendments to the FDS

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

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

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

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

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

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

· strengthening climate change considerations

· greater emphasis on achieving better natural environment outcomes.

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

Strengthening the quality compact concept

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

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

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

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

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

28. Mana whenua strongly support a quality compact approach.

Urban area

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

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

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

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

Changes to future urban areas

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

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

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

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

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

Spatial prioritisation

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

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

Nodes: to provide greater sub-regional sustainability.

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

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

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

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

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

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

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

Stronger emphasis on climate change

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

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

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

Greater emphasis on natural environment outcomes

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

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

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

Relationship between the Future Development Strategy and RMA processes

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

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

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

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

Previous documents to be incorporated into FDS

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

Community views

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

50. The engagement process included the following key activities:

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

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

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

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

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

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

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

· 8,279 submissions from individuals

· 259 submissions from organisations

· 1,318 proforma submissions.

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

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

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

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

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

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

Local impacts and local board views

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

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

· involving Māori early in the decision-making process

· Māori housing aspirations

· protection of existing natural resources

· allowing for kaitiakitanga

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

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

· opportunities to showcase Māori identity.

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

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

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

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

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

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

76. Engagement continued throughout the consultation period.

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

Risk

Assessment

Mitigation/Control measures

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

Medium-High risk

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

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

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

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

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

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

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

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

Medium – High risk

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

All views need to be considered.

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

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

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

Ngā koringa ā-muri

Next steps

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

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

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

Ngā tāpirihanga

Attachments

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

Ngā kaihaina

Signatories

Author

Claire Gray - Principal Advisor Growth & Spatial Strat

Authorisers

Jacques Victor - GM Auckland Plan Strategy and Research

Victoria Villaraza - Local Area Manager

Howick Local Board

17 August 2023

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

File No.: CP2023/10693

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 Howick Local Board:

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

Scope of the proposal

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

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

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

i) growth funding

ii) funding for discrete projects

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

iv) targeted rate funding

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

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

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

Timeframe

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

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

Alternative options

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

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

Multi-board services

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

Horopaki

Context

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

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

i) using new funding

ii) redistributing existing funding between local boards only, and

iii) a combination of i and ii.

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

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

Scope – Recommendation B

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

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

Scope – Recommendation C

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

Scope – Recommendation D

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

iv) Growth funding

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

v) Funding for discrete projects

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

vi) Other specific purpose funds

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

vii) Targeted rate funding

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

viii) Other local activities

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

ix) Most unallocated budgets

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

Scope – Recommendation E

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

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

Timeframe – Recommendation F

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

Timeframe – Recommendation G

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

Alternative options – Recommendation H and I

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

Multi-board services – Recommendation J

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

i) JGWP meetings in May and July 2023

ii) Local board workshops in July and August 2023.

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

Local impacts and local board views

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

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

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

Victoria Villaraza - Local Area Manager

Howick Local Board

17 August 2023

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

File No.: CP2023/10990

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

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

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

· extending our food scraps collection services to additional urban areas

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

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

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

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

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Howick 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

Victoria Villaraza - Local Area Manager

Howick Local Board

17 August 2023

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

File No.: CP2023/11096

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 Howick 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

Victoria Villaraza - Local Area Manager

Howick Local Board

17 August 2023

Auckland Civil Defence Emergency Management Group Plan

File No.: CP2023/10814

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 Howick Local Board:

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

Horopaki

Context

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

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

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

Timeframe for development of the National Emissions Reduction Plan

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

Tātaritanga me ngā tohutohu

Analysis and advice

Content of the Group Plan

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

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

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

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

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

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

Development of the Group Plan

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

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

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

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

d) supporting plans of Auckland Council and partners and stakeholders

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

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

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

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

a) the National Emergency Management Agency (NEMA)

b) a working group comprised of CEG organisation representatives

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

d) the Independent Māori Statutory Board Secretariat (IMSB)

e) Auckland Emergency Management department and Controllers

f) Auckland Council legal advisors

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

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

Public notification

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

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

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

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

22. The latest report from the Intergovernmental Panel on Climate Change^{^[4]} 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^{^[5]}. 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

Authorisers

Carol Hayward - Team Leader Operations and Policy

Paul Amaral - General Manager Auckland Emergency Management

Louise Mason - General Manager Local Board Services

Victoria Villaraza - Local Area Manager

Howick Local Board

17 August 2023

Auckland Transport - Auckland Rail Programme Business Case (ARPBC)

File No.: CP2023/10602

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) 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.

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 Howick Local Board:

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

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

Horopaki

Context

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

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

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

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

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

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

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

16. The ARPBC team workshopped with local boards in July and August to gather feedback. This report is seeking formal views on whether the Howick Local Board supports the ARPBC. Note that Howick Local Board did not have a workshop on 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 does not propose any investment in heavy rail in the Howick Local Board area. There is planned investment in the Rapid Transit Network that will provide improved connections from the Howick Local Board area to the Heavy Rail Network by delivering improved connections, such as the Eastern Busway and Airport to Botany.

Tauākī whakaaweawe Māori

Māori impact statement

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

35. 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.

36. 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

37. 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.

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

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

40. 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

41. 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.

42. 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.

43. 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.

44. 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.

45. 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.

46. 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

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

48. 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.

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Auckland Rail Programme Business Case Presentation

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

Victoria Villaraza - Local Area Manager

Howick Local Board

17 August 2023

Proposed new community lease to Te Whānau Tupu Ngātahi o Aotearoa Playcentre Aotearoa- Pakuranga-Rahihi Playcentre at 6R Glenside Avenue, Pakuranga

File No.: CP2023/10231

Te take mō te pūrongo

Purpose of the report

1. To grant a new community lease to Te Whānau Tupu Ngātahi o Aotearoa Playcentre Aotearoa for the Pakuranga-Rahihi Playcentre (Playcentre) at Glen House Reserve, 6R Glenside Avenue, Pakuranga.

Whakarāpopototanga matua

Executive summary

2. Playcentre seeks a new community ground lease to continue occupation and operation from Glen House Reserve, 6R Glenside Avenue, Pakuranga. (Attachment A)

3. Playcentre currently holds a ground lease which has reached final expiry 31 July 2022. 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 Howick Local Board as part of the Community Facilities: Community Leases Work Programme 2022/2023 at their 20 June 2022 local board meetings (resolution HW/2022/95).

5. Playcentre’s primary purpose is to provide parent-led early childhood education service. This activity aligns with the local board plan 2020 outcome Two: “well-planned public spaces that support active, healthy and sustainable lifestyles.”

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

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

8. A site visit has been undertaken and the Playcentre is well managed and maintained.

9. A Community outcomes plan have been prepared and is attached to this report. (Attachment B)

10. Public notification is not required as the land classification does not require it.

11. Iwi engagement is required, and feedback has been received.

12. Staff engaged with internal stakeholders on the proposed new lease. No objections were raised.

13. 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/admin fee for a community ground lease from $1.00 per annum to $1,300.00 plus GST per annum taking effect from 1 July 2023.

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

15. Staff discussed the proposed new lease at the Local Board workshop on 8 June 2023, advise was received allowing for a transition period for Playcentre to accommodate the increased rent/admin charges and for this be reviewed in three years from the commencement date of the new lease.

16. This report recommends that a new community lease be granted to Playcentre for a term of 10 years commencing from date as per recommendations with one 10 year right of renewal.

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

a) grant, under Section 61(2B) of the Reserves Act 1977, a new community lease to Te Whānau Tupu Ngātahi o Aotearoa Playcentre Aotearoa- Pakuranga-Rahihi Playcentre for 871.4 square meters (more or less) located at 6R Glenside Avenue, Pakuranga on the land legally described as Allotment 401 Parish of Pakuranga (as per Attachment A – Site Plan), subject to the following terms and conditions:

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

ii) rent – $1 plus GST per annum if demanded as per the Community Occupancy Guidelines 2012

iii) rent review – the rental to be reviewed in three (3) years on 1 August 2026

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

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

c) note that iwi engagement for Auckland Council’s intention to grant a new community lease to Te Whānau Tupu Ngātahi o Aotearoa Playcentre Aotearoa- Pakuranga-Rahihi Playcentre located at 6R Glenside Avenue, Pakuranga has been undertaken.

Horopaki

Context

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

18. The Howick Local Board approved the Community Facilities: Community Leases Work Programme 2022/2023 at their local board meeting on 20 June 2022 (Resolution number HW/2022/95).

19. The progression of this lease to Playcentre 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. Glen House Reserve is located at 6R Glenside Avenue, Pakuranga (Attachment A Site Plan). The land is legally described as Allotment 401 Parish of Pakuranga and land is classified as Local Purpose (Community Buildings) Reserve.

21. Playcentre holds a community ground lease for the tenant-owned building on the council owned land situated at 6R Glenside Avenue, Pakuranga.

22. The area proposed to be leased is 871.4 sqm (more or less)as outlined in Attachment A – Site Plan.

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

Te Whānau Tupu Ngātahi o Aotearoa Playcentre Aotearoa- Pakuranga-Rahihi Playcentre

24. Playcentre was established in 1959 and its primary purpose is to provide parent-led early childhood education service.

25. Playcentre has been operating from the building at 6R Glenside Avenue, Pakuranga since 2002. In recognition of the building opening, Playcentre were gifted the name Pakuranga-rahihi Playcentre by the Ngāi Tai tangata whenua of this area.

26. Today, Pakuranga-rahihi Playcentre is a bustling haven for families from all walks of life and cultures. New members bring with them new understandings of whanaungatanga and manaakitanga, while all members respect the fact that parents are their own tamāriki first and most important teachers. The tagline for Playcentre is “Welcome to our village”.

27. Playcentre Pakuranga-Rahihi supports 30 families, serving 58 tamariki. There are two part time staff and 75 volunteers operating 234 hours a week.

28. During staff’s site visit, it was noted that Playcentre had renovated the wooden stairs and deck leading from the carpark to the main entrance. The building and other improvements are owned by the lessee.

29. The Playcentre’s current community lease commenced on 1 August 2002 and expired 31 July 2022. The lease to the group is holding over on a month-by-month basis until terminated or a new lease is formalised.

Tātaritanga me ngā tohutohu

Analysis and advice

30. Under the Community Occupancy Guidelines 2012, groups that own their own buildings have an automatic right to re‑apply for a new lease at the end of their occupancy term. The Playcentre are 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.

Public notification and engagement

31. As the land is classified Local Purpose (Community Buildings) Reserve, no public notification is required as the group’s activities align with the classification.

Assessment of the application

32. Playcentre has submitted a comprehensive application supporting the new lease request and is able to demonstrate its ability to deliver early childhood education services.

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

34. Playcentre has all necessary insurance cover, including public liability and building insurance in place.

35. A site visit has been undertaken by staff and the Playcentre is well managed and maintained. Playcentre had renovated the wooden stairs and deck leading from the carpark to the main entrance.

36. The Playcentre provides a valuable service to the local community by providing opportunities and support for parents to engage with their children and other parents.

37. A Community Outcomes Plan has been prepared which identifies the benefits the group will provide to the community. This will be attached as a schedule to the lease agreement and is attached to the report as Attachment B.

38. Staff recommend that a new community lease be granted to Playcentre for a term of 10 years commencing from 1 August 2023 with one 10 year right of renewal each.

Tauākī whakaaweawe āhuarangi

Climate impact statement

39. It is anticipated that activation of the buildings will not result in an increase of greenhouse gas emission. The Playcentre shares its space with another section of their entity and a shared community space will decrease overall energy use. The shared space will provide opportunity and enable people to enjoy positive healthy lifestyles and will increase capability and connections within local community.

40. 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.

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

A aerial view of a neighborhood

Description automatically generated

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

42. Staff have consulted with the wider Parks & Community Facilities team, Active Communities and Connected Communities. They are all supportive of the proposed lease.

43. 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

44. The assessment of the application was workshopped with the Howick Local Board on 8 June 2023. The local board indicated in principle support of the lease proposal and considered a transition for the Playcentre with regards to the recent changes to the rent/admin fees approved on 8 July 2023. The direction was that the rent was to be reviewed in three years’ time.

45. The delivered activities align with the Howick Local Board Plan 2020 outcome and objective:

Table 1: 2020 Howick Local Board Plan outcome and objective

Outcome	Objective
Outcome 2: Well-planned public spaces that support active, healthy, and sustainable lifestyles	Our extensive network of public places and sport, recreation and leisure facilities are looked after so people of all ages and abilities can use them to remain healthy, active, and connected.

Tauākī whakaaweawe Māori

Māori impact statement

46. Iwi engagement about the council’s intention to grant a new community lease for 6R Glenside Avenue, Pakuranga was undertaken in March 2023 with the iwi groups- who are part of Central/South Mana Whenua Forum identified as having an interest in land in the Howick Local Board area. The engagement involved:

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

47. Initial responses were received in March 2023 from Ngāti Pāoa Iwi Trust and Ngāi Tai ki Tāmaki including taking the leases to their next committee meeting and request to be resourced respectively. Staff follow-up allowing ten days for iwi groups to provide feedback by 5pm on 30 June 2023. No feedback was received.

48. Playcentre has agreed via the Community Outcomes Plan, deliver Māori Outcomes that reflect their local community as per Attachment B of this report. The lease will benefit Māori and the wider community through provision of early childhood programmes for Māori and weaving Māori language, values, culture and traditions early childhood programmes.

49. 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.

50. 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.

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

52. 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

53. Staff have consulted with the Financial Strategy and Planning Department of the council. The Financial Strategy and Planning Department sought confirmation of the direction of the local board at the 8 June 2023 workshop and suggested the wording of the recommended rental/administrative charge.

54. 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/admin fee for a community ground lease from $1.00 per annum to $1,300.00 plus GST per annum effective from 1 July 2023.

55. As the group applied for their new lease in May 2023, 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.

56. 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.

57. Ongoing maintenance of the group owned asset at Glen House Reserve, 6R Glenside Avenue, Pakuranga will be covered by the lessee.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

58. Should the local board resolve not to grant the proposed community ground lease to Playcentre at 6R Glenside Avenue, Pakuranga, 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 outcome.

59. The new lease affords the group security of tenure, enabling them to attend to the scheduled maintenance of the facilities and to run their programmes.

Ngā koringa ā-muri

Next steps

60. If the local board resolves to grant the proposed new community lease, staff will work with the Te Whānau Tupu Ngātahi o Aotearoa - Pakuranga-Rahihi Playcentre to finalise the lease agreement in accordance with the local board decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Attachement A Site Plan
b ⇨	Attachment B Community Outcomes Plan

Ngā kaihaina

Signatories

Author

Jo Heaven - Senior Community Lease Advisor

Authorisers

Taryn Crewe - General Manager Parks and Community Facilities

Victoria Villaraza - Local Area Manager

Howick Local Board

17 August 2023

Proposed new community lease to Uxbridge Early Learning Centre Incorporated at 35 Uxbridge Road, Howick

File No.: CP2023/10235

Te take mō te pūrongo

Purpose of the report

1. To grant a new community lease to Uxbridge Early Learning Centre Incorporated for the Uxbridge Early Learning Centre at 35 Uxbridge Road, Howick.

Whakarāpopototanga matua

Executive summary

2. Uxbridge Early Learning Centre Incorporated (the group) seeks a new community ground lease to continue occupation and operation from Garden of Memories, 35 Uxbridge Road, Howick (Attachment A).

3. The group currently holds a ground lease which has reached final expiry on 30 June 2022. The lease is holding over on a month-by-month basis until terminated or a new lease is granted.

5. The group offers early childhood education for children two years and over. This activity aligns with the local board plan 2020 outcome two: “well-planned public spaces that support active, healthy and sustainable lifestyles”.

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

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

8. A building conditions assessment was undertaken by the group and peer reviewed by Council’s building assessor.

9. A Community outcomes plan have been prepared and is attached to this report (Attachment B).

10. Public notification is not required as the land classification does not require it.

11. Iwi engagement is required, and feedback has been received.

12. Staff engaged with internal stakeholders on the proposed new lease. No objections were raised.

13. 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 $1300.00 plus GST per annum taking effect from 1 July 2023.

15. Staff discussed the proposed new lease at the Local Board workshop on 8 June 2023, advise was received allowing for a transition period for Playcentre to accommodate the increased rent charges and for this be reviewed in two or three years from the commencement date of the new lease.

16. This report recommends that a new community lease be granted to Uxbridge Early Learning Centre Incorporated for a term of 10 years commencing from date as per recommendations with one 10 year right of renewal.

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

a) grant, under Section 61(2B) of the Reserves Act 1977, a new community lease to Uxbridge Early Learning Centre Incorporated for 2474 square meters (more or less) located at 35 Uxbridge Road, Howick on the land legally described as Lot 1 DP 8807 (as per Attachment A – Site Plan), subject to the following terms and conditions:

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

ii) rent – $1 plus GST per annum if demanded as per the Community Occupancy Guidelines 2012

iii) rent review – the rental to be reviewed in three (3) years on 1 August 2026

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

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

c) note that iwi engagement for Auckland Council’s intention to grant a new community lease to Uxbridge Early Learning Centre Incorporated at 35 Uxbridge Road, Howick has been undertaken.

Horopaki

Context

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

18. The Howick Local Board approved the Community Facilities: Community Leases Work Programme 2022/2023 at their local board meeting on 20 June 2022 (Resolution number HW/2021/88).

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

Land, building/s and lease

20. Garden of Memories is located at 35 Uxbridge Road, Howick (refer to Attachment A Site Plan). The land is legally described as Lot 1 DP 8807 and land is classified as Local Purpose (Community Buildings) Reserve.

21. Uxbridge Early Learning Centre Incorporated holds a community ground lease for the tenant-owned building on the council owned land situated at 35 Uxbridge Road, Howick.

22. The area proposed to be leased is 2474 sqm (more or less)as outlined in Attachment A – Site Plan.

23. For a tenant owned building, all operational and maintenance costs are borne by the lessee. These costs are funded from children enrolment fees.

Uxbridge Early Learning Centre Incorporated

24. The group has held the premises at 35 Uxbridge Road, Howick since 1982 and its primary purpose is to provide early childhood education for children two years and over.

25. The group supports around 50 families, serving 47 tamariki. There are five part time staff, three full-time paid staff and five part-time volunteers operating Monday to Friday from 8am until 4pm.

26. The group has undertaken several major refurbishments, including two big extensions of the building and upgrades to the grounds to create a well loved and respected Early Learning Centre The building and other improvements are owned by the lessee.

27. The group’s current community lease with the council commenced on 1 July 2002 and expired 30 June 2022. 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

28. Under the Community Occupancy Guidelines 2012, groups that own their own buildings have an automatic right to re‑apply for a new lease at the end of their occupancy term. The group are 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.

Public notification and engagement

29. As the land is classified Local Purpose (Community Buildings) Reserve, no public notification is required as the group’s activities align with the classification.

Assessment of the application

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

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

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

33. A building conditions assessment was undertaken by the group, and peer reviewed by Council building assessor.

34. The group provides a valuable service to the local community by providing educational programmes; a social setting for children and help for working parents.

35. A Community Outcomes Plan has been prepared which identifies the benefits the group will provide to the community. This will be attached as a schedule to the lease agreement and is attached to the report as Attachment B.

36. 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.

37. Staff recommend that a new community lease be granted to the group for a term of 10 years commencing from 1 August 2023 with one 10 year right of renewal each.

Tauākī whakaaweawe āhuarangi

Climate impact statement

38. It is anticipated that activation of the buildings will not result in an increase of greenhouse gas emission. The group hires out the centre for birthday parties and a shared community space will decrease overall energy use. The shared space will provide opportunity and enable people to enjoy positive healthy lifestyles and will increase capability and connections within local community.

39. 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.

40. 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 map of a city

Description automatically generated

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

41. Staff have consulted with Parks & Community facilities team, Parks and Rec and Connected Communities. They are all supportive of the proposed lease.

42. 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

43. The assessment of the application was workshopped with the Howick Local Board on 8 June 2023. The local board indicated its in principle support of the lease proposal.

44. The local board noted that they were happy for a transition for the groups from their current rent levels to those contained in the Annual Budget 2023. The local board was supportive that rent would be reviewed in three years’ time.

45. The delivered activities align with the Howick Local Board Plan 2020 outcome and objective:

Table 1: 2020 Howick Local Board Plan outcome and objective

Outcome	Objective
Outcome 2: Well-planned public spaces that support active, healthy, and sustainable lifestyles	Our extensive network of public places and sport, recreation and leisure facilities are looked after so people of all ages and abilities can use them to remain healthy, active, and connected.

Tauākī whakaaweawe Māori

Māori impact statement

46. Iwi engagement about the council’s intention to grant a new community lease for 35 Uxbridge Road, Howick was undertaken in March 2023 with the iwi groups- who are part of Central/South Mana Whenua Forum identified as having an interest in land in the Howick Local Board area. The engagement involved:

48. The group has agreed via the Community Outcomes Plan, deliver Māori Outcomes that reflect their local community as per Attachment B of this report. The lease will benefit Māori and the wider community through provision of early childhood programmes for Māori and weaving Māori language, values, culture, and traditions early childhood programmes.

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

Ngā ritenga ā-pūtea

Financial implications

54. 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.

55. As the group applied for their new lease in May 2022 and staff undertook the site visit in June 2023, 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.

56. 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 first three years. The level of rent can be reviewed on renewal and at the expiry of the initial term. The recommendation is to review the rent in three years allowing for the group to adjust to the rental increase.

57. Ongoing maintenance of the group owned asset at 35 Uxbridge Road, Howick will be covered by the lessee.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

58. Should the local board resolve not to grant the proposed community lease to Uxbridge Early Learning Centre Incorporate at 35 Uxbridge Road, Howick, 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 outcome.

59. The new lease affords the group security of tenure, enabling them to attend to the scheduled maintenance of the facilities and to run their programmes.

Ngā koringa ā-muri

Next steps

60. If the local board resolves to grant the proposed new community lease, staff will work with the Uxbridge Early Learning Centre Incorporate to finalise the lease agreement in accordance with the local board decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Attachment A Site Plan
b ⇨	Attachment B COP Uxbridge Early Learning Centre Incorporated

Ngā kaihaina

Signatories

Author

Jo Heaven - Senior Community Lease Advisor

Authorisers

Taryn Crewe - General Manager Parks and Community Facilities

Victoria Villaraza - Local Area Manager

Howick Local Board

17 August 2023

Local board views on a Notice of Requirement for a new primary school at 121 Murphys Road, Flat Bush

File No.: CP2023/10412

Te take mō te pūrongo

Purpose of the report

1. To invite the Howick Local Board’s views on a Notice of Requirement (NoR) by the Minister of Education for a new primary school at 121 Murphys Road, Flat Bush.

Whakarāpopototanga matua

Executive summary

2. Decision-makers on a Notice of Requirement to the Auckland Unitary Plan must consider local boards’ views on the Notice of Requirement if the relevant local boards choose to provide their views.

3. Each local board has a responsibility to communicate the interests and preferences of people in its area on Auckland Council policy documents, including NoRs. A local board can present local views and preferences when expressed by the whole local board.^{^[6]}

4. The Minister of Education [MoE], as the Requiring Authority [RA], has served a notice of requirement [NoR] on Auckland Council [the council] for a designation at 121 Murphys Road Flat Bush. The NoR seeks a designation for educational purposes, for a primary school at this address.

5. The NoR was notified on 27 April 2023 and submissions closed on 25 May 2023. Nine submissions were received in support of and opposition to the proposed school from a variety of individuals and organisations, including Auckland Transport. Key submission themes include adverse effects on the transport network and historic heritage values.

6. This report is the mechanism for the local board to resolve and provide its views on the NoR. Staff do not recommend what view the local board should convey.

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

a) provide local board views on the Notice of Requirement for a new primary school at 121 Murphys Road, Flat Bush.

b) appoint a local board member to speak to the local board views at a hearing [if one is held] on the Notice of Requirement

c) delegate authority to the chairperson of Howick Local Board to make a replacement appointment in the event the local board member appointed in resolution b) is unable to attend the Notice of Requirement hearing.

Horopaki

Context

Decision-making authority

7. Each local board is responsible for communicating the interests and preferences of people in its area regarding the content of Auckland Council’s strategies, policies, plans, and bylaws. Local boards provide their views on the content of these documents. Decision-makers must consider local boards’ views when deciding the content of these policy documents.^{^[7]}

8. The Notice of Requirement is intended to add a new designation to the Auckland Unitary Plan [AUP (OP)]. Local boards have the opportunity to provide their views where any process proposes a change to the Auckland Unitary Plan.

9. If the local board chooses to provide its views, the planner includes those views in the [s42a] hearing report. Local board views are included in the analysis of the NoR, along with all submissions.

10. If appointed by resolution, local board members may present the local board’s views at the hearing to commissioners, who will make a recommendation on the NoR.

11. Following receipt of the recommendation, the Requiring Authority would be required to advise the council, within 30 working days, whether they accept or reject the recommendation in whole or in part. Once the council has received a decision from the Requiring Authority, submitters will be advised and are then given an opportunity to lodge an appeal with the Environment Court if they are not satisfied with the outcome. Auckland Council will also have the opportunity at this stage to appeal the decision.

12. This report provides an overview of the NoR and a summary of the key themes in submissions.

13. The report does not recommend what views the local board should convey. Staff cannot advise the local board as to what its views should be, and then evaluate those views.

Tātaritanga me ngā tohutohu

Analysis and advice

Notice of Requirement overview

14. This NoR was lodged by the Minister of Education and is for a primary school at 121 Murphys Road, Flat Bush.

15. The general locality of the site is shown in Figure 1 below with the land to be designation shown outlined in blue. The site is on the eastern side of Murphys Road south of Murphys Park Drive with an area of 3 ha. The proposal is for the establishment of a typical primary school catering for students from Year 0 to Year 8 with 53 teaching spaces, multipurpose space, hard courts, outdoor playing areas, sports fields, car parking, pick up/drop off area and associated landscaping, access and services.

16. The new educational facilities are required to meet expected population growth including serving an existing shortfall in the area. A masterplan roll of up to 1,250 students is assumed in the long term. The site is in a rapidly developing area with higher density housing emerging from the former rural-residential surrounds. This is noticeable immediately east along Murphys Park Drive and the streets around Picturesque Drive and to the west across Murphys Road. The area is zoned Mixed Housing Urban [MHU].

Figure 1: Location of the site at 121 Murphys Road, Flat Bush and surrounding area

A map of a neighborhood

Description automatically generated

17. The proposed vehicle access to the school site is from the new road currently under construction on the northern boundary. This new road forms part of the consented residential development for 160 houses at 125 Murphys Road. Three crossings are proposed, comprising an entry/exit for the car park, a pick up/drop off [PUDO] entry and an exit only crossing at the western end of this road.

18. No pedestrian access directly to the school site to and from Murphys Road is proposed in the interim until safety improvements and the wider road network upgrades are implemented. This also relates to the intent that the school’s catchment does not cross Murphys Rd to the west. A proposed remote PUDO on Picturesque Drive would allow parents to drop kids and not travel through secondary roads within this subdivision and this would form part of the school’s travel plan.

19. The proposed indicative layout includes:
(a) the 12m wide road widening designation on Murphys Road [Mill Road – Redoubt Road corridor project]
(b) proposed landscaped/open space area which could be located on the eastern side adjacent to the developing riparian reserve to the north, within 125 Murphys Road
(c) a 20m setback to the southern boundary adjoining 117 Murphys Road to allow to a riparian margin to the stream area and steeply sloping land

20. The proposed buildings would likely comprise three storeys in height, located centrally to the site with setback from the new road to the north of the proposed school site.

21. The site has several ecological areas, including exotic grasslands and the stream and supporting riparian margin along the southern boundary.

22. The site contains a recorded archaeological site (R11/295. CHI 20268), which is a pre-1900 two storey wooden house. The house is not scheduled in the Auckland Unitary Plan or included in the Heritage New Zealand Pouhere Toanga list.

23. The Minister of Education has supplied technical reports that evaluate

· transport and traffic

· flooding

· ecological

· civil engineering

· contamination

· geotechnical

· acoustic

· archaeological

effects with their application. The reports and other application details are available from council’s website here.

24. Council’s planner and other experts will evaluate and report on all the above technical reports provided by the applicant along with submissions and views and preferences of the local board if the local board passes a resolution.

25. The NoR was notified on 27 April 2023 and submissions closed on 25 May 2023.

Submissions received

26. Submissions were made by nine people/organisations as set out in Table 1 below

Table 1: Submissions received on NOR

Submissions	Number of submissions
Support	2
Support/support in part with amendments	2
Neutral, but seek amendments	1
Oppose	2
Oppose, but seek amendments	1
Unclear	1

27. Two individual submitters that fully support the NoR consider the school will benefit the community and is needed to support the growing population in the area.

28. Overall Auckland Transport supports (in part) the NoR subject to amendments set out in their submission. Auckland Transport seeks a number of amendments and new conditions to address their concerns related to the transport network or transport infrastructure assets including:

· Land Use Transport Integration both with the emerging development at 125 Murphys Road and with a specific focus on active mode infrastructure and operational support.

· Safety concerns associated with Murphys Road.

· Design, performance and connection concerns with respect of the proposed remote pick up drop off (PUDO).

· Mitigation of potential adverse effects on the transport network and critical need for active mode connections to reduce reliance on trips by private motor vehicle.

· Critical importance for a successful School Travel Plan to be operated, managed and reviewed including capturing the need for upgrades due to the reliance on a proposed remote PUDO.

· Funding and delivery timing of required transport infrastructure and upgrades.

29. Waka Kotahi generally supports the NoR but seeks amendments and / or further information to provide greater certainty around the effects of the proposal. This includes further consideration / information on safe crossing options, updated modelling for future years, effects on the intersection of Murphys Road and Murphys Park Drive, and the proposed left out exit from the site to Murphys Road.

30. Hugh Green Limited states they have a neutral position on the NoR but raise concerns about the proposal and seek amendments to the NoR. The submitter is particularly concerned that the proposed school enrolment catchment excludes all properties on the western side of Murphys Road and seeks that the school catchment is extended to include these residential properties. The submitter considers there is a risk that the school catchment will eventually include these properties in the future, and therefore the assessment of effects, and any mitigation measures required through the NoR will be inadequate if this happens.

31. Hugh Green Limited also seeks additional conditions to the NoR to avoid, remedy or mitigate adverse on the transport network. These conditions include requiring the intersection of Murphys Road and Murphys Park Drive to be signalised and requiring safe and efficient pedestrian access to / from the school across Murphys Road, all before the school is opened.

32. Two submissions from individuals oppose the NoR because they are concerned about potential traffic congestion on their local roads, noting there are no traffic lights. Another submitter also raises traffic as an issue, but it is unclear whether they support or oppose the NoR.

33. Heritage New Zealand Pouhere Taonga [HNZPT] opposes the NoR and is concerned that the applicant did not consult with them prior to notification of the NoR. HNZPT considers that the NoR has not adequately identified the historic heritage values of the site and has not undertaken an adequate assessment of effects on any historic heritage values. HNZPT highlights that a detailed built heritage assessment of the pre-1900 villa on the site recommended by the archaeological assessment, has not been undertaken as part of the NoR.

34. Information on individual submissions and the summary of all decisions requested by submitters, will be reported in the hearings report.

Tauākī whakaaweawe āhuarangi

Climate impact statement

35. Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan sets out Auckland’s climate goals:

· to adapt to the impacts of climate change by planning for the changes we will face (climate adaptation)

· to reduce greenhouse gas emissions by 50 per cent by 2030 and achieve net zero emissions by 2050 (climate mitigation).

36. The local board could consider if the NoR:

· will reduce, increase or have no effect on Auckland’s overall greenhouse gas emissions

· prepare the region for the adverse impacts of climate change (i.e. does the NoR elevate or alleviate climate risks (e.g. flooding, coastal and storm inundation, urban heat effect, stress on infrastructure).

Submitters’ views

37. Hugh Green Limited considers that excluding all residential properties to the west of the proposed school from the school catchment is inappropriate. The submitter considers that these residential properties, especially those on the opposite side of Murphys Road would be highly likely to use active transport modes to access the school. The submitter therefore considers their exclusion would result in high use of private motor vehicles to access education (i.e. schools further away), which is contrary to the provisions of various planning documents.

38. Auckland Transport also raise the importance of encouraging the use of public transport and encouraging and providing active mode links and access to / from the school to reduce reliance on private motor vehicles.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

39. Council’s consultant on transport matters will provide expert input into the Hearing report.

40. The key matters raised by Auckland Transport in their submissions are noted above in paragraph 28.

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

Local impacts and local board views

41. The NoR falls within the Howick Local Board area.

42. Factors the local board may wish to consider in formulating its view:

· interests and preferences of people in local board area

· well-being of communities within the local board area

· local board documents, such as local board plan, local board agreement

· responsibilities and operation of the local board.

43. This report is the mechanism for obtaining formal local board views. The decision-maker will consider local board views, if provided, when deciding on the NoR.

Tauākī whakaaweawe Māori

Māori impact statement

44. If the local board chooses to provide its views on the NoR, it includes the opportunity to comment on matters that may be of interest or importance to Māori people, well-being of Māori communities or Te Ao Māori (Māori world view). Approximately 8000 residents in the local board area identify as Māori, in 2018 census results.

45. I am aware that consultation has been undertaken with mana whenua by MoE and this is ongoing. MoE indicates that no specific cultural values or recommendations with regard to the proposed designation were identified as part of the consultation. Mana whenua were served notice when the NoR was notified and no submissions were received.

Ngā ritenga ā-pūtea

Financial implications

46. There are no financial implications with the local board providing its views.

47. The local board is not exposed to any financial risk from providing its views.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

48. The power to provide local board views regarding the content of a Notice of Requirement cannot be delegated to individual local board member(s).^{^[8]} This report enables the whole local board to decide whether to provide its views and, if so, to determine what matters those views should include.

Ngā koringa ā-muri

Next steps

49. The planner will include, and report on, any resolution of the local board in the hearing report. The local board member appointed to speak to the local board’s views will be informed of the hearing date and invited to the hearing for that purpose.

50. The planner will advise the local board of the recommendation and decision on the NoR by memorandum.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author	Vanessa Leddra - Policy Planner
Authoriser	John Duguid - General Manager - Plans and Places

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

[2] 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.

[3]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.

[4] 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].

^{^[5]}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.

[6] Local Government (Auckland Council) Act 2009, section 15(2)(c).

[7] Local Government (Auckland Council) Act 2009, ss15-16.

[8] Local Government Act 2002, Schedule 7, clause 36D.

Chairperson	Damian Light
Deputy Chairperson	Bo Burns
Members	Katrina Bungard
	David Collings
	Bruce Kendall
	John Spiller
	Mike Turinsky
	Adele White
	Peter Young, JP

Author	Matt Fletcher - Democracy Advisor
Authoriser	Victoria Villaraza - Local Area Manager