Agenda of Devonport-Takapuna Local Board

1 Nau mai | Welcome

The meeting was opened with a karakia.

Whakataka te hau ki te uru

Whakataka te hau ki te tonga

Kia mākinakina ki uta

Kia mātaratara ki tai

E hī ake ana te atakura

He tio

He huka

He hau hū

Tīhei mauri ora

Cease o winds from the west

Cease o winds from the south

Bring calm breezes over the land

Bring calm breezes over the sea

And let the red-tipped dawn come

With a touch of frost

A sharpened air

And promise of a glorious day.

2 Ngā Tamōtanga | Apologies

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

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

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

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Devonport-Takapuna Local Board:

a) whakaū / confirm the ordinary minutes of its meeting, held on Tuesday, 11 June 2024, as true and correct.

5 He Tamōtanga Motuhake | Leave of Absence

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

6 Te Mihi | Acknowledgements

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

7 Ngā Petihana | Petitions

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

8 Ngā Tono Whakaaturanga | Deputations

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

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

9 Te Matapaki Tūmatanui | Public Forum

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

9.1 Public Forum: Allan Morris, on behalf of Mon Desir residents - Te Uru Tapu

Te take mō te pūrongo

Purpose of the report

1. Allan Morris will be in attendance to address the board regarding Te Uru Tapu / Sacred Grove.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) receive the presentation from Allan Morris on behalf of the residents of Mon Desir apartments and thank them for their attendance.

9.2 Public Forum: Graeme Markwick, on behalf of Takapuna Sands residents - Te Uru Tapu

Te take mō te pūrongo

Purpose of the report

1. Graeme Markwick will be in attendance to address the board regarding Te Uru Tapu / Sacred Grove.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) receive the presentation from Graeme Markwick on behalf of the residents of Takapuna Sands apartments and thank them for their attendance.

9.3 Public Forum: Maisie Ramsay, on behalf of Pupuke Birdsong Project - Te Uru Tapu

Te take mō te pūrongo

Purpose of the report

1. Maisie Ramsay will be in attendance to address the board on behalf of Pupuke Birdsong Project regarding Te Uru Tapu / Sacred Grove.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) receive the presentation from Maisie Ramsay on behalf of Pupuke Birdsong Project and thank them for their attendance.

10 Ngā Pakihi Autaia | Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

Devonport-Takapuna Local Board

18 June 2024

Te Uru Tapu / Sacred Grove of Pōhutukawa at Takapuna Beach Reserve - approval of the amended developed design scope

File No.: CP2024/06994

Te take mō te pūrongo

Purpose of the report

1. To update the local board on progress, seek approval from the Devonport-Takapuna Local Board to revoke resolution DT/2021/181 and approve amended developed design scope for the Te Uru Tapu / Sacred Grove of Pōhutukawa located within Takapuna Beach Reserve.

Whakarāpopototanga matua

Executive summary

2. Te Uru Tapu is noted as one of the most significant pōhutukawa groves on the New Zealand mainland. With 19 pōhutukawa trees, it is one of the only remnants of its type in Auckland.

3. Te Uru Tapu is listed in Auckland Council’s cultural heritage inventory (CHI) as an historic botanical site. It is also listed in the Unitary Plan as both notable trees and is a significant ecological area.

4. Te Uru Tapu is held and managed under the Reserves Act primarily as a local purpose (esplanade) reserve and subject to the Takapuna Beach Reserve Management Plan 2013. The reserve management plan provides several objectives and policies to protect and uphold Māori values including working collaboratively with mana whenua representatives on issues of importance to Māori in the management of Takapuna Beach Reserve. Policy 6 under the Tangata whenua section states “The tapu and ancient nature of Te Uru Tapu/sacred grove of pohutukawa is recognised and this taonga will be managed with the highest level of sensitivity for its embodied cultural values”.

5. In 2018 the southern boardwalk underneath the pōhutukawa was closed due to safety concerns of the risk of failing tree branches.

6. In 2019 four concept options for Te Uru Tapu were developed for consultation with mana whenua and community. The local board supported the options and requested an independent arborist risk assessment and management plan for the pōhutukawa trees.

7. The arborist assessment highlighted several areas of concern and risks with some of the options for Te Uru Tapu. Based on feedback from mana whenua, community, and expert advice, two revised options were presented and approved by the local board for further consultation:

Option 1 – close the boardwalk and lookout, remove all infrastructure in Te Uru Tapu.

Option 2 – close the boardwalk but retain access to the lookout.

8. An independent arborist assessment concluded that the amount of pruning required to reopen the boardwalk was significant and would be detrimental to the health of the pōhutukawa trees.

9. As a result of the consultation and arborist advice Option 1 was revised to remove the boardwalk but retain access to the lookout. The revised option was referred to as Option 1b (Attachment A).

10. In 2021 the local board approved partial support of Option 1b with several amendments (resolution number DT/2021/181).

11. After the 2021 local board meeting mana whenua expressed their reluctance to continue collaboration into the developed design phase as they felt the resolved option breached the local board’s te Tiriti o Waitangi-derived obligations.

12. In 2022 a memo was provided to the local board outlining parts of the project that could and could not be progressed (Attachment B).

13. Engagement with mana whenua was reestablished in 2023. After a hui held in March 2023, mana whenua was supportive of the new proposed changes to the developed design including:

· closure and permanent removal of the southern boardwalk

· extension of the sea wall to close the gap under the beachside pōhutukawa tree.

· removal of tree props from the design scope

· naturalisation of the walkway north of the site

· installation of appropriate educational elements within Te Uru Tapu

· improvement to the stormwater outlet on the beachfront

· retention of public access to the lookout

· reinstatement of the boundary, beside the private property, on the northwestern edge

· the removal of invasive plant species and refresh the understory planting.

14. Access to the southern boardwalk remains closed due to health and safety concerns of failing pōhutukawa branches. An independent arborist assessment concluded that the level of pruning required to ensure a low level of risk to public, on some trees would need to be substantial and detrimental to the viability of the trees.

15. If the level of pruning required to ensure a low level of risk to public use of the boardwalk was pursued, a resource consent would be required. Advice from council’s Principal Planner indicates the process would be costly and have an uncertain outcome. The cost could be over $100,000 and a timeframe would likely be 9-15 months.

16. For these reasons staff now seek that the November 2021 resolutions be revoked and seek new resolutions from the local board to progress the design implementation of the project.

17. Staff seek approval of Option 1b in Attachment A including the permanent closure and removal of the southern boardwalk, retention of public access to the lookout, closure of staircase access from the beach and northern and southern access to the southern boardwalk, reinstatement of the boundary beside private property north of the site and removal of invasive plants species and new understory planting with native species.

18. Staff also seek approval of the installation of educational elements to highlight the cultural significance of Te Uru Tapu and naturalisation of the path at the north of the site. Approval is sought for an investigation to improve the stormwater outlet by the southern end and the extension of the existing seawall between the lookout and the Promenade.

19. Staff also seek agreement from the local board on two options to engage with mana whenua and key stakeholders such as neighbouring residents and environmental groups.

20. A budget of $1,069,267 asset-based service capital expenditure (CAPEX) renewals funding has been approved as part of the Devonport-Takapuna 2023/2024 Customer and Community Services Work Programme (resolution DT/2023/133) for advancing the Takapuna Beach Development Plan, which includes Te Uru Tapu.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) whakakore / revoke resolution DT/2021/181 on Te Uru Tapu / Sacred Grove of Pōhutukawa, within the Takapuna Beach Reserve

b) whakaae / approve the developed design for Te Uru Tapu / Sacred Grove of Pōhutukawa, within the Takapuna Beach Reserve, as per Option 1b in Attachment A to the agenda report including the following:

i. permanent closure and removal of the southern boardwalk at Te Uru Tapu / Sacred Grove of Pōhutukawa

ii. retention of public access to the lookout

iii. closure of the staircase entrances from the beach as well as the northern and southern access to the southern boardwalk

iv. the reinstatement of the boundary, beside the private property, on the northwestern edge of Te Uru Tapu / Sacred Grove of Pōhutukawa

v. removal of invasive plant species and refresh understory planting in Te Uru Tapu / Sacred Grove of Pōhutukawa with native species

c) whakaae / approve naturalisation of the path north of the site and installation of educational elements to highlight the cultural heritage and significance of the wāhi tapu / sacred site at Te Uru Tapu / Sacred Grove of Pōhutukawa

d) whakaae / approve an investigation of improvements to the stormwater outlet on the southern edge of Te Uru Tapu / Sacred Grove of Pōhutukawa

e) whakaae / approve an investigation of a small extension to the existing seawall between the lookout and the Promenade.

f) whakaae / approve one of the following two options for engagement with mana whenua and key community stakeholders on the next stage of the project:

EITHER

i. establish a joint group made up of mana whenua representatives and key community stakeholder representatives to engage on the implementation of the design and to provide input on any further design work.

ii. engage with mana whenua representatives on implementation of the design and to provide input into any further design work and separately engage with representatives of key community stakeholders on implementation of the design and to provide input on any further design work.

g) tuhi / note that plain tree props may be required on advice from an arborist to manage large tree limbs settling safely and it is intended that tree props and bracing will be discussed during the next phase of the project, noting the prior views of mana whenua on use of tree props.

Horopaki

Context

21. Te Uru Tapu / Sacred Grove of Pōhutukawa is located at the northern end of Takapuna Beach. It is one of the only remnants of its type in the Auckland region.

22. The site is considered wāhi tapu (sacred site) by multiple mana whenua groups as the pōhutukawa trees are a continuous living link to ancestors and centuries of occupation of the site.

23. Te Uru Tapu is listed in the Unitary Plan as a Conservation Zone with Significant Ecological Areas and Notable Trees overlays. It is recorded as an historic botanical site in Auckland Councils’ cultural heritage inventory (CHI).

24. The majority of Te Uru Tapu is held by Auckland Council under the Reserves Act 1977 as local purpose (esplanade) reserve. The remainder is one small parcel of recreation reserve.

25. The reserve is managed in accordance with the Takapuna Beach Management Plan 2013 (RMP), which contains objectives and policies relevant to the management of Te Uru Tapu. There is an objective “to work collaboratively with mana whenua representatives on issues of importance to Māori in the management of Takapuna Beach Reserve”. Policy 6 states as follows: “The tapu and ancient nature of Te Uru Tapu/sacred grove of pōhutukawa is recognised and this taonga will be managed with the highest level of sensitivity for its embodied cultural values”.

26. The RMP objectives and policies on management of the natural environment includes policy 7: ”Management and maintenance of Te Uru Tapu/sacred grove of pōhutukawa will be undertaken in consultation with mana whenua representatives and under the guidance of a qualified arborist to maintain the health and longevity of the trees”.

27. Table 1 below provides a timeline of project activity over previous years:

Timeline	Activity
June 2018	A section of boardwalk underneath the trees to the south of the lookout was closed to the public due to the increased risk of falling tree branches. A large branch has since fallen onto the boardwalk confirming the risk to public safety. As a result, the access to the southern boardwalk has remained closed.
September 2018	An assessment of the condition of the wooden boardwalk concluded that it was in poor condition and required remedial work. As the boardwalk was already closed no remedial work was undertaken.
April 2019	Four concept plan options were presented to the local board after consultation with mana whenua and local residents. The local board supported all four options and requested staff to seek an independent tree management plan and risk assessment for each of the four options. The independent arborist advice highlighted several areas of concerns and high risk with some of the options. Based on the expert advice and feedback from mana whenua and local residents two revised concept plans were prepared for the local board to consider.
June 2019	The local board approved two concept plan options for the development of Te Uru Tapu / Sacred Grove for public consultation (resolution number DT/2019/89). · Option 1 – close the boardwalk and lookout, remove all infrastructure in Te Uru Tapu · Option 2 – close the boardwalk but retain access to the lookout. Consultation included an online submission, meeting with local residents, providing information to visitors to Takapuna beach, a community drop-in event, and a hui with mana whenua. A total of 328 submissions were received: · 43 per cent supported Option 1 to close access to Te Uru Tapu · 23 per cent disapproved. · 34 per cent did not have a preference or did not provide a response.
July 2019	An independent arborist concluded if the boardwalk is to be reopened the amount of pruning required to eliminate the risk would cause at least seven of the trees to die or suffer a greatly shortened life span. The full arborist assessment is outlined in Attachment C. Based on the feedback from the consultation and arborist advice, Option 1 was revised to remove the boardwalk structures but retain public access to the lookout, retain access along the western edge and from the beach to the apartments at the southern end of Te Uru Tapu. The revised option also included a tree management approach of bracing and props incorporating cultural artwork into the timber through mana whenua consultation. The new option was referred to as Option 1b (Attachment A).
September-December 2019	The local board supported the revised Option 1b in principle at a workshop. A new local board was elected in October 2019 and a workshop was held in December 2019 to update the new local board.
November 2021	Option 1b was presented at a local board business meeting for approval. The local board resolved to partially support Option 1b with several amendments as outlined in resolution number DT/2021/181.
May 2022	A memo was supplied to the local board outlining parts of the project that could and could not be progressed (Attachment B).

Tātaritanga me ngā tohutohu

Analysis and advice

28. After the November 2021 local board resolution DT/2021/181 to retain the boardwalks within Te Uru Tapu, mana whenua expressed their reluctance to continue with the next steps of the design phase. Mana whenua have supported closing Te Uru Tapu to protect their wāhi tapu. They considered the resolution to be a breach of the local board’s te Tiriti o Waitangi-derived obligations and requested that the perceived breach be addressed before any further work occurred.

29. The table below shows items in the 2021 resolution that are outstanding. Some items have been combined and grouped into seven categories with actions for each one.

Table 2 – Resolution DT/2021/181 from 16 November 2021 local board meeting

Categories	Item	Local board resolution	Action
Access into Te Uru Tapu	Close several disused or unsafe entry points along the beachfront	Supported	The entry points from the beach front have been closed.
Ecological enhancement	Remove acknowledged pest plants and undertake a programme of new understorey and other planting	Supported	Procurement is underway for a suitable contractor to implement the ecological plan
Fencing	Supports in principle the fence and footpath closure typologies proposed	Supported	Pending
Signage	Supports in principle the addition of general, wayfinding, and interpretive signage, and structural elements	Supported	Pending
Lookout	Access from the top of the lookout only. Close all other access points to the lookout	Not supported	Refer to the Boardwalk access section in paragraph 35 of this report
Northern access & boardwalk	Retention of the northern pathway access and boardwalk Removing all above ground components of the northern boardwalk and cutting support posts to no more than 250mm from ground level	Supported Not supported	Refer to the Boardwalk access section in paragraph 35 of this report.
Southern access & boardwalk	Retention of southern access and boardwalk Removal of decking and balustrades from the southern boardwalk Proposed extended handrail on the southern access blocking the entry to the southern boardwalk.	Supported Not supported Not supported	Refer to the Boardwalk access section in paragraph 35 of this report.

Mana whenua hui

30. In March 2023 the Devonport-Takapuna Local Board and staff from Parks and Community Facilities met with mana whenua to resume discussion of the scope for the developed design plan for Te Uru Tapu / Sacred Grove of Pōhutukawa.

31. Representatives from the following iwi were present at the March 2023 hui:

· Ngāi Tai ki Tāmaki

· Ngāti Whātua Ōrākei

· Ngaati Whaanaunga

· Te Ākitai Waiohua

· Ngāti Maru

· Ngāti Te Ata

· Te Kawerau ā Maki

· Ngāti Paoa Iwi Trust

· Ngāti Paoa Trust Board

32. Mana whenua supported these aspects of the developed design Option 1b for Te Uru Tapu:

a) Retention of the lookout for public access

· Ensuring the design allows people to understand the significance of the site whilst not disrespecting or abusing the space.

· Naturalising the space.

b) Closure of the staircase entrances from the beach as well as northern and southern access to the southern boardwalk.

c) Reinstatement of the boundary on the northwestern edge of Te Uru Tapu beside the private property.

d) Removal of invasive plant species and refresh planting with native species.

33. Mana whenua also supported the following amendments to be included in the developed design plan:

a) Closure and permanent removal of the southern boardwalk.

b) Removal of tree props from the scope and explore the natural movement of the tree branches instead.

c) Naturalisation of the walkway north of the site behind the apartments.

d) Installation of appropriate educational elements within the grove.

e) Improvement to the stormwater outlet on the beachfront.

f) Extension of the sea wall to close the gap under the beachside pōhutukawa.

34. Staff recommend the inclusion of the above amendments subject to any necessity for tree props that may be required on the advice of an arborist to manage large tree limbs settling safely.

Boardwalk access

35. Access to the boardwalk remains closed due to health and safety concerns with falling pōhutukawa branches.

36. The work required to ensure the pōhutukawa trees do not pose a risk of falling onto the boardwalk would result in the potential removal of seven pōhutukawa shown in Figure 1 below (numbers 5,6,7,8,12,14,15). Heavy pruning to shorten major branches of the trees would be detrimental to the health of the trees as outlined in the independent arborist assessment in Attachment C.

37. Pruning would potentially accelerate the pōhutukawa trees demise due to the extent of the foliage removed. An independent arborist assessment estimates the lifespan of the pōhutukawa to be shortened to 5-10 years if pruning is required to retain the boardwalk.

38. Based on the conclusion of the independent arborist assessment and advice from mana whenua, council’s Urban Forest Specialist, and the Tree Council, retaining access to the boardwalk is not supported.

Figure 1 – red crosses show the location of trees - 5,6,7,8,12,14,15.

Resource consent

39. A resource consent is required to undertake works on the trees as the pōhutukawa trees are protected. The trees are listed in the Unitary Plan as both notable trees and in a significant ecological area.

40. Advice received from council’s Principal Planner indicates public notification of any resource consent is highly likely unless the scope of work is supported by mana whenua.

41. Several technical reports would be required to support a resource consent application. The costs for the resource consent are likely to be significant. If publicly notified, the resource consent process to reach a decision could be more than $100,000. This would include costs for several technical reports, a hearing, and resource consent processing costs. All the costs would need to be funded from the project budget.

42. If the resource consent is publicly notified the timeframe to prepare the application and processing would likely to be 9-15 months. An appeal to the Environment Court could occur which would add to the costs and timeframes above.

43. The resource consent application would need to consider alternative options in assessing the effects of the proposal. This assessment would need to consider the environmental reasons for the option chosen.

44. Overall, any resource consent process could be costly and have an uncertain outcome.

Ecological enhancement plan

45. Staff are in the process of procuring suitable contractors to start progressing the ecological enhancement plan (attachment E to the agenda report), which will help to enhance the ecological and amenity values of the wāhi tapu (sacred site).

Tree management

46. The ongoing management and maintenance of the trees remains in general as per the recommendation provided by the independent tree consultant. Staff continue to monitor the trees and are not aware of any urgent health and safety concerns or risks of the trees failing and damaging neighbouring properties.

47. Minor canopy containment pruning where necessary, and deadwood removal is expected to be required as part of the ongoing maintenance of the trees. The containment pruning is minor reduction pruning of tree parts that have unusual features, to reduce over extension or additional loading on these tree parts.

48. Deadwood removal will be restricted to removal of significant dead branches that have potential to fail in an area that may be occupied by public or outside of the site. Where deadwood occurs in a restricted access area, it will remain on the tree until it naturally falls and can remain in situ as habitat for invertebrates.

49. There is an adjustable secondary cable between trees numbers 16 & 17 (refer to Figure 1), that was installed in previous years. It has not been deemed necessary to adjust this to date, as it is not under significant load. A plain tree prop post may be considered in future as a suitable temporary support to replace the cable if that becomes necessary.

50. Cable bracing has previously been installed within some trees as a safeguard against tree or tree part failure. The cables were generally installed where there were potential defects within a tree or trees. Through this artificial support, it is believed that the trees may have become dependent on the artificial support and as a result have not developed natural support through increase in wood and root mass where required.

51. These trees will have to be managed with a view to, where possible, allow the trees to become independent of additional artificial support and allow for the natural settling processes to occur. However, where it is not possible to allow for the natural settlement, due to impacts outside of the site or safety concerns, there will need to be some form of support, with tree propping as the preferred support system. Proposed tree props and bracing will be designed and discussed in collaboration with mana whenua.

52. A Myrtle Rust survey was carried out for the wider area in 2023 and since then council’s urban forest specialist has carried out spot checks on the trees. There has been no significant change since the survey was carried out. It is widely accepted that Myrtle Rust is well established in Auckland, and council is not proactively taking steps to eliminate this. There are no signs of any significant effects from the disease on the trees at Te Uru Tapu that would warrant any active response.

53. Enabling the trees to become independent without any artificial interference is a priority. However, this needs to be considered carefully and should be staged over several years.

Options for further engagement with mana whenua and community

54. Staff now seek new resolutions from the local board to progress the project. Staff also seek an agreement from the local board on a proposed process to engage with mana whenua and key stakeholders such as neighbouring residents and environmental groups.

55. The outcome of community consultation undertaken in 2019 was 43 per cent of participants were in favour of Option 1 to close the boardwalk and lookout and remove all infrastructure in Te Uru Tapu and close access, 23 per cent had an opposing view while 34 per cent expressed no preference or did not provide a response (Attachment D). Following the 2019 community consultation and mana whenua engagement a revised option known as Option 1b was developed (Attachment A).

56. In early 2024 staff considered a further round of consultation with the community and mana whenua. Some iwi advised they did not support this, and some members of the neighbouring community also expressed their opposition to another round of consultation commencing and their preference to be part of a group that is involved in next steps for the project. Neighbouring community members have also expressed their frustration at the delay in the maintenance of the reserve and its current state. The have raised the current difficulty of getting along the beach at high tide due to fencing. They have also expressed concerns about health and safety risks.

57. Staff advise that in the particular circumstances relating to the management of Te Uru Tapu, including the significant customary interests of mana whenua as reflected in the Reserve Management Plan (RMP) and also the likely obstacles to obtaining a resource consent for tree pruning as set out in this report, there would appear to be limited value of undertaking another full round of public consultation on the proposal for management of the reserve.

58. To ensure mana whenua and the community are kept informed and any views and preferences are considered in the next stage of design implementation, and should there be any future design work, some options are proposed to achieve this.

59. The first option is to establish a joint oversight group made up of mana whenua and key community stakeholders to be regularly updated on the implementation of the design and whose input will be sought on any further design work.

60. The second option is to undertake an oversight process with mana whenua representatives and establish a separate oversight group of key community stakeholders, with the intention that staff will ensure that the feedback of each group is shared with the other and any implementation decisions have the opportunity for comment from both.

61. It is noted that the approach for tree props and bracing will be discussed with mana whenua and key stakeholders during the implementation phase of the project.

62. A small extension to the existing seawall between the lookout and The Promenade will be investigated through a separate design process, as part of the project.

Recommended design implementation

63. For the reasons that have been outlined above, staff recommend that the local board revoke the November 2021 resolution number DT/2021/181 and approve the design Option 1b to remove the boardwalk structures, retain public access to the lookout, close the staircase access from the beach including access to the southern boardwalk, reinstatement of the boundary beside private property and removal of invasive plants species as outlined in Attachment A.

64. Staff also recommend approval of the installation of educational elements to highlight the cultural significance of the Te Uru Tapu and naturalisation of the path north of the site. Start an investigation to improve the stormwater outlet by the southern end and the extension of the existing seawall between the lookout and The Promenade.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

66. There will be an increase in carbon emission from construction. Staff will seek to minimise carbon emissions as far as possible by minimising contractor travel. Selecting low-carbon materials, including sourcing supplies locally as much as possible, will also curb emissions.

67. Maximising the upcycling and recycling of existing material will be prioritised to minimise waste produced by the project.

68. Timber boardwalk posts will remain in-situ reducing the quantity of waste removed from site and preventing damage to tree roots.

69. Preserving the trees will ensure the carbon absorption and cooling properties they currently provide will be retained.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

70. Parks Services specialists have been involved throughout the design process and are supportive of the upgrade as it will improve the quality of the park.

71. Council coastal specialists have also been consulted throughout the design process and will continue to provide advice for the assets that have a coastal interface.

72. All design work has been, and will continue to be, developed in collaboration with council arborists and urban forest specialists.

73. The Devonport-Takapuna Local Board have been involved in the consultation and design development.

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

Local impacts and local board views

74. The project aligns with multiple outcomes within the Devonport-Takapuna Local Board Plan 2023, including:

Table 3: Devonport- Takapuna Local Board Plan 2023 outcomes and objectives

Outcome	Description
Ngā huanga Māori / Māori Outcomes	Māori identity and culture are Auckland’s unique point of difference in the world. Whānau, hapū, iwi and Māori communities aspire to have healthy and prosperous lives and have defined the outcomes that are most important to Māori.
Tō Tātou Taiao / Our Environment	Our natural and built spaces are cared for and we put water quality and the environment front and centre.
Ō Tātou Tāngata / Our People	We value inclusivity, diversity, and resilience.

Tauākī whakaaweawe Māori

Māori impact statement

75. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader obligations to Māori. These commitments are articulated in the council’s key strategic planning documents, the Auckland Plan, the Long-term Plan 2021-2031, the Unitary Plan, Kia Ora Tāmaki Makaurau performance management framework and Local Board Plans.

76. The relevant statutory Treaty of Waitangi / Te Tiriti o Waitangi obligations are important. The Reserves Act 1977 is one of the Acts in the First Schedule to the Conservation Act 1987. Section 4 of the Conservation Act contains an obligation to give effect to the principles of the Treaty of Waitangi / Te Tiriti o Waitangi.

77. As such, in performing functions and duties under the Reserves Act, decision-makers must also interpret the Reserves Act to give effect to the principles of Te Tiriti o Waitangi. Treaty obligations are overarching and not something to be considered or applied after all other matters are considered.

78. Treaty principles likely to be relevant include the following:

· Partnership – the mutual duties to act towards each other reasonably and in good faith are the core of the Treaty partnership.

· Informed decision making – being well-informed of the mana whenua interests and views. Early consultation is a means to achieve informed decision-making.

· Active protection – this involves the active protection of Māori interests retained under te Tiriti / the Treaty. It includes the promise to protect rangatiratanga and taonga.

79. In 2023 a hui was held with mana whenua who expressed general support of the new proposed changes to the developed design. Progress steps have been informally agreed and staff are working with mana whenua to progress ecological improvements at Te Uru Tapu.

Ngā ritenga ā-pūtea

Financial implications

80. A budget of $1,069,267 ABS CAPEX renewal funding has been approved as part of the Devonport-Takapuna 2023/2024 Customer and Community Services Work Programme (resolution DT/2023/133) for advancing the Takapuna Beach Development Plan, which includes Te Uru Tapu.

81. This budget will be sufficient to progress much of the current design scope. Further budget updates will be discussed with the local board if it is required.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

82. The following risks and mitigations have been considered:

Risks identified	Mitigation
Health and Safety
Public are exposed to falling tree branches by the boardwalk	The Devonport-Takapuna Local Board has a responsibility to ensure the health and safety of workers and the public by permanently removing the boardwalk structure from Te Uru Tapu.
	The risk to public safety posed by the tree branches will be reduced by completing the proposed construction works and permanent fencing as soon as possible. The boardwalk is currently closed with a barrier, but there have been instances of the public climbing the barriers to gain access. The works, as proposed, will significantly reduce the risk to public safety.
Tree management
Damage to existing trees due to maintenance works	All work around the trees will be monitored by independent arborists to ensure no damage is caused to the trees during construction.
Safety and security	Anti-social behaviour has been experienced in the lookout area. Upgrading the lookout area, furniture and the addition of interpretive signage will attract a wider section of the community to experience the location and increase passive surveillance of the site.
Reputational	Public expectations have been raised because of the consultation undertaken. If the design is not supported, it may lead to community disappointment and a reduction in the willingness to engage with the council in the future.

Ngā koringa ā-muri

Next steps

83. Subject to local board approval of the proposals outlined in this agenda report, staff will start the design implementation phase of the project.

84. Staff will report back to the local board on the progress of the project in quarter three of financial year 2024/2025 through a local board workshop.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Option 1b Developed Design	23
b ⇩	Memo April 2022 update	25
c ⇩	Tree management proposal	31
d ⇩	Public engagement results	35
e ⇩	Ecological enhancement plan	49

Ngā kaihaina

Signatories

Author

Roma Leota - Project Manager

Authorisers

Taryn Crewe - General Manager Parks and Community Facilities

Trina Thompson - Local Area Manager

Devonport-Takapuna Local Board

18 June 2024

Devonport Takapuna Local Board Ethnic Communities Plan 2024-2029

File No.: CP2024/06577

Te take mō te pūrongoPurpose of the report

1. To adopt the Devonport-Takapuna Ethnic Communities Plan 2024-2029.

Whakarāpopototanga matua

Executive summary

2. The local board adopted its 2022/2023 Customer and Community services work programme on 21 June 2022 (Resolution number DT/2022/96). The adopted work programme contained the work programme line item: Inclusion and Participation of Cultural and Diverse Communities (ID# 87).

3. The purpose of the work programme line was to scope and develop a plan to provide opportunities for the Asian/Ethnic diverse communities of the local board population to feel connected and engaged, and to participate in and deliver activities that promote and celebrate diversity across the local board area.

4. Hearts and Minds, as the funded organisation to deliver on this activity, compiled a database of stakeholders with interest in the Devonport-Takapuna Local Board area. They engaged over 100 community groups, religious organisations, schools, and government organisations.

5. Hearts and Minds ran two community stakeholder workshops in May 2023. At those workshops they received feedback from 38 participants representing 13 countries and 23 organisations. The findings from these workshops contributed to a draft plan including initial feedback.

6. The local board continued to fund the ‘Inclusion and Participation of Cultural and Diverse Communities’ programme in 2023/2024 to finalise and deliver the Ethnic People’s Plan, form a leader’s reference group of stakeholders and to start delivering on the strategic goals of the plan.

7. The Asian Network Incorporated (TANI) was funded to deliver this activity in 2023/2024 in place of Hearts and Minds. They built on the Hearts and Minds’ draft plan by incorporating goals from Ngā Hapori Momoho Thriving Communities Strategy 2022-2032 and the Devonport-Takapuna Local Board Plan 2023.

8. If the local board adopts the plan, it will be used as a guiding strategic document for the Devonport-Takapuna Local Board.

9. Community-led projects will be enabled to achieve the goals of the plan and Auckland Council staff will work to implement priority actions from the plan.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) whai / adopt the Devonport-Takapuna Ethnic Communities Plan 2024-2029

b) tautapa / delegate authority to the chairperson of the Devonport-Takapuna Local Board to approve any minor edits that may be necessary to the Ethnic Communities Plan prior to publication.

Horopaki

Context

10. At the 2018 Census, 26.3 per cent of the local board area identified as Asian, 2.5 per cent Pacific Peoples, 5.5 per cent Māori and 2.5 per cent Middle Eastern, Latin American and African. That means almost 40 per cent of the local board population identifies as an ethnicity other than Pakeha. This number is predicted to grow with the release of the 2023 Census in May 2024.

11. Ngā Hapori Momoho Thriving Communities Strategy 2022-2032 (Ngā Hapori Momoho) is Auckland Council’s core strategy for community wellbeing.

12. Ngā Hapori Momoho explains how Auckland Council will contribute to creating a fairer, more sustainable Tāmaki Makarau where every Aucklander feels like they belong.

13. Ngā Hapori Momoho focuses efforts in communities and areas where there are entrenched disparities in outcomes to create the greatest benefit to individuals, communities and Tāmaki Makarau as a whole.

14. Key themes from Aucklanders about community wellbeing in Ngā Hapori Momoho that are represented in the Ethnic Communities Plan are:

· celebrate diversity and build cohesion

· strengthen community voice

· address inequities and the high cost of living

· support community events and programmes

· promote community-led approaches

· provide more support for community groups.

15. Three of the four key objectives in Ministry of Ethnic Communities Strategy are represented in the Ethnic Communities Plan. They are:

· Take action to promote the value of diversity and improve inclusion of ethnic communities.

· Ensure equitable provision of, and access to, Government services for ethnic communities.

· Work to connect and empower ethnic community groups.

16. Outcomes of those objectives include increasing representation in the public sector and supporting community initiatives that promote diversity and inclusion.

17. The Ethnic Communities Plan aims to ensure the local board can meet those outcomes on a local level.

Tātaritanga me ngā tohutohu

Analysis and advice

18. The Ethnic Communities Plan has been developed considering:

· previous community engagement, including engagement on the Annual Budget 2023/2024

· two community workshops with key stakeholders in May 2023

· Devonport-Takapuna Local Board Plan 2023

· Ngā Hapori Momoho Thriving Communities Strategy 2022-2032

· subject matter expert advice from council staff and TANI.

Key features of the plan

19. The Ethnic Communities Plan consists of four strategic objectives which include key initiatives, and measures of success.

20. Table one below provides an explanation of the strategic framework applied in the plan.

Table 1: draft Devonport-Takapuna Local Board Ethnic Communities Plan Strategic Framework

1. Strategic Framework
Item	Description
Strategic Objectives	The four strategic objectives of the Devonport-Takapuna Ethnic Communities Plan are: · Celebrating Culture and Building Vibrant Communities · Access and Participation · Resourcing and Empowering Ethnic Community Groups · Community Safety and Wellbeing for Ethnic Communities.
Objective	An objective the local board and community seek to achieve that is realistic (in the current financial environment), measurable and relevant to their roles and responsibilities
Key Initiative	A programme of work, project or activity that brings the objective and outcome to life: should be deliverable (‘actionable’) and meaningful but not specific solutions
Measure of Success	A tool that outlines what success looks like and how we have achieved the objective or initiatives outlined in the plan.

Engagement Approach

21. Hearts and Minds collated a stakeholder database of ethnic organisations, religious associations and language schools that are based in or operate in the Devonport-Takapuna Local Board area.

22. The final ethnic stakeholder list has been incorporated into the Devonport-Takapuna Local Board master stakeholder list.

23. Over 100 community groups, ethnic organisations, schools, and community leaders were engaged by Hearts and Minds NZ to make up the stakeholders database.

24. Ethnic stakeholders were invited to two workshops which were held on Wednesday 3 May 2023 at Glenfield Rugby Club in Sunnynook and Thursday 4 May 2023 at the Mary Thomas Centre in Takapuna.

25. Across both workshops, over 370 pieces of feedback were received from 38 participants representing 13 countries and 23 organisations.

26. There were five different categories participants were asked to feedback on:

· celebrating diversity and culture

· access to programmes, activities, and services

· connection and belonging

· wellbeing and health

· supporting youth and older adults

27. For each category participants were asked:

· what’s working?

· what’s not working?

· what would you like to see?

28. After the workshops there was an opportunity to discuss opinions verbally with workshop facilitators.

29. A combined workshop summary of feedback was then emailed to participants in May 2023 to confirm or add more options.

30. A draft plan was emailed by Hearts and Minds to stakeholders for feedback on 7 November 2023.

31. Hearts and Minds withdrew from the project in October 2023. TANI took over finalising the Ethnic Communities Plan shortly after.

32. TANI received $15,000 LDI Opex funding from the FY 2023/2024 Customer and Community Services Work Programme line item “Inclusion and participation of cultural and diverse communities” to complete the Ethnic Communities Plan, start recruitment of the Ethnic Leaders’ Circle and begin delivery.

33. A further draft was developed by TANI with feedback from the Auckland Council Connected Communities North-West Specialist Advisor and Devonport-Takapuna Local Board Community Broker.

34. The Devonport-Takapuna Local Board was able to provide feedback on the draft plan, both written and verbal, at a workshop on 5 March 2024.

35. A further draft was provided to the local board at a workshop on 14 May 2024, where it received positive feedback.

Delivery Approach

36. The Devonport-Takapuna Local Board has overall ownership of the Ethnic Communities Plan as a guiding strategic document.

37. It is recommended that the local board use the plan to set strategic direction and empower community-led delivery.

38. Strategic direction from the local board consists of advocating for the priorities of the Ethnic Communities Plan and setting work programme priorities.

39. Through the Ethnic Communities Plan, the local board commits to advocate to the Governing Body, Central Government, local businesses and to community groups to progress the outcomes of the plan.

40. The local board commits to setting strategic priorities through the work programme and financial investment that further the outcomes of the Ethnic Communities Plan.

41. Community-led delivery will be empowered through the appointment of an Anchor Organisation.

42. The Anchor Organisation for the Ethnic Communities Plan is TANI.

43. $20,000 LDI Opex funding is proposed for TANI in the FY 2024/2025 Customer and Community Services Work Programme line item “Ethnic Communities Plan- Devonport-Takapuna.”

44. TANI will be responsible for maintaining the Ethnic Leaders’ Circle, deliver initiatives from the Ethnic Communities Plan, facilitate six monthly reflection workshops to assess progress and send out monthly updates to all stakeholders.

45. The Ethnic Leaders’ Circle will be made up of established and emerging ethnic community leaders. The Ethnic Leaders’ Circle aims to ensure diversity of ethnicity, age, gender, and identity.

46. Recruitment for the Ethnic Leaders’ Circle began in April 2024 in partnership with the Devonport Community House and Sunnynook Community Centre Community Activators.

47. The Ethnic Leaders’ Circle will complete the Devonport-Takapuna Community-Led Action Plan each year to run community-led activities and inform priorities for the local board to consider as part of yearly work programme development.

Community Feedback

48. During consultation, the community identified a number of things they would like to see change in the Devonport-Takapuna Local Board area that either didn’t fall within the local board or council’s advocacy and governance responsibilities or cannot be funded in the current financial climate.

49. These identified priorities are documented below for any possible future use.

· Local Board Services staff structure to include Ethnic Group Advisors roles, ensuring cultural representation and informed decision-making.

· Ensure that resources and services are accessible to everyone, regardless of immigration status.

· Establish a hub for newcomers to access services, learn about cultures, and build friendships.

· Create a centralised online platform for ethnic communities to access updates and information.

Accountability

50. A tracking spreadsheet has been created to be maintained by council staff with quarterly reporting and updates against the outcomes in the plan.

51. Progress on the overall outcomes of the Ethnic Communities Plan will be reported to the local board by the Community Broker and Specialist Advisor for feedback and prioritisation as part of the yearly work programme development process.

52. The Ethnic Leaders’ Circle will meet reguarly to discuss local issues, upcoming funding opportunties and activities to progress the outcomes in the plan.

53. Progress on the community-led deliverables of the Ethnic Communities Plan will be reported on quarterly in the Customer and Community Services Local Board Work Programme.

54. TANI will submit an annual report to the local board that details progress made on committed initiatives and propose new initiatives for endorsement.

Tauākī whakaaweawe āhuarangi

Climate impact statement

55. Te Taruke-a-Tawhiri is Tāmaki Makaurau’s climate action plan. It sets out goals to reduce greenhouse gas emissions to reach net zero emissions by 2050 and prepare the region for the adverse impacts of climate change.

56. The Devonport-Takapuna Local Board Plan 2023 contains a specific Climate Action section, focusing on the scope of challenges posed by climate change. It considers impacts such as increasing temperatures, rising sea levels and changing rainfall patterns on the local board area.

57. The Ethnic Communities Plan contains the strategic objective “Community Safety and Wellbeing for Ethnic Communities” which highlights key objectives and initiatives that will have a positive climate impact in the Devonport-Takapuna area.

Objectives	Key initiatives
Increased awareness of our climate goals in ethnic communities	Actively involve ethnic communities as ecological and environmental volunteers in our local parks and in in community-led environmental groups
Educate and prepare our ethnic communities for climate impact	Support initiatives that educate ethnic communities on reducing their carbon footprint, living more sustainably and promoting a zero-waste circular economy. Resource initiatives that educate ethnic communities on reducing their carbon footprint and living more sustainably
Support and build resilience among ethnic communities to respond to emergencies	Connect ethnic community networks with established community groups to respond collaboratively to emergencies
	Increase knowledge of Recovery Office and rights of individuals affected by disasters

58. The climate impact of any initiatives the Devonport-Takapuna Local Board, the Anchor Organisation or the Ethnic Leaders’ Circle chooses to progress will be assessed as part of the relevant reporting requirements and project management processes but are expected to have a net positive effect on the climate.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

59. Staff from different Council departments will be informed of initiatives associated with their departments when the plan has been adopted and activities have been prioritised by the local board.

60. Ngā Hapori Momoho Thriving Communities Strategy 2022-2032 is Auckland Council’s core strategy for community wellbeing.

61. The Devonport-Takapuna Ethnic Communities Plan speaks to all six key objectives of Ngā Hapori Momoho:

· increase whanau and community financial security

· improve health outcomes

· grow community and intercultural connection

· increase access and participation

· enable Local Leadership and innovation

· increase local climate resilience and sustainability.

62. The Ethnic Communities Plan ties into the Auckland Council Demographic Advisory Panels Strategic Focus Areas for 2023-2026.

63. The Ethnic Communities Plan responds to the Pacific People’s Advisory Panel Strategic Focus areas by setting local goals towards civic engagement, participation and democracy, mental health and wellbeing, economic business development, community activation and digital equity.

64. The Ethnic Communities Plan responds to the Ethnic Communities Advisory Panel Strategic Focus areas by setting local goals that respond to the themes of belonging and inclusion, economic growth and development, and climate action and sustainability.

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

Local impacts and local board views

65. The Devonport-Takapuna Local Board Plan 2023 Our People outcome details the challenges facing the local board area over the next few years. Those challenges include:

· seven per cent of our residents cannot speak English

· low levels of participation and understanding of what local boards do, which weakens local democracy and decision making.

66. The local board plan includes opportunities to respond to those challenges.

· Our Asian community is projected to grow by nearly 50 per cent in the next 30 years. We have the opportunity to create a sense of community and belonging for this increased population.

· Provide more diverse initiatives that meet the changing community need.

· Promote inclusion, diversity, and expression of culture.

67. One of the key objectives from the local board plan is “Devonport-Takapuna has inclusive communities that embrace and celebrate diversity”. The key initiative and measures of success for that outcome are listed below.

Initiative	Measures of Success
Support our growing Asian and ethnic communities by implementing the Devonport-Takapuna Ethnic Plan.	Ethnic communities have better access and understanding of local services, facilities and programmes and their increased participation is reflected in participation demographics.
	Partner with service providers working with Asian families to celebrate Chinese and Korean culture, language and initiatives which support Asiana families to achieve their aspirations.
	Increased involvement from ethnic and diverse communities is reflected in consultation statistics and civic participation.

68. By adopting the Ethnic Communities Plan, the local board will be supporting the achievement of this key objective of the local board plan.

69. Adopting the Ethnic Communities Plan will also lay the foundations to respond to the growing and changing demographics in the local board area over the next 5-10 years.

Tauākī whakaaweawe Māori

Māori impact statement

70. 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.

71. The Ethnic Communities Plan aligns with Devonport-Takapuna Local Board Plan 2023-2026 outcome “Ngā huanga Māori, Māori Outcomes, through the celebration of Māori history, values and stories told and celebrated”.

72. The Ethnic Communities Plan aligns with Kia Ora Tāmaki Makarau - Auckland Council’s Māori outcomes performance measurement framework and meets the outcomes under:

· Kia ora te Ahurea – Māori Identity and Culture

· Kia ora te whanau- Whānau and tamariki wellbeing

· Kia hāngai te Kaunihera- An empowered organisation.

73. The Ethnic Communities Plan honours Te Tiriti o Waitangi through the strategic objective “Celebrating Culture and Building Vibrant Communities.”

74. The Ethnic Communities Plan commits the local board to investing “in strengthening understanding of Te Tiriti, Māori Tikanga, and relationships between ethnic communities and tangata whenua”.

75. It will achieve that outcome through the following initiatives:

· Providing Māori community programmes to ensure that ethnic communities are informed and equipped to embrace Māori customs (tikanga), the Māori worldview (Te Ao Māori), and Māori knowledge (Matauranga Māori).

· Facilitate participation of ethnic communities in Matariki celebrations.

76. All activities associated with the Ethnic Communities Plan will be encouraged to include tikanga practices, particularly a karakia before the meeting to remove tapu (spiritual restriction), at the end of the meeting as a farewell and blessing of kai (food).

Ngā ritenga ā-pūtea

Financial implications

77. As part of the 2023/2024 local board annual work programme, the Devonport-Takapuna Local Board approved $15,000 LDI Opex (resolution number DT/2023/133) to the work programme line ‘Inclusion and Participation of Cultural and Diverse Communities’ (ID# 87).

78. Adoption of this plan does imply that the local board will continue to invest through LDI Opex into programmes that support the outcomes of the Ethnic Communities Plan.

79. $20,000 LDI Opex funding is proposed for TANI in the FY 2024/2025 Customer and Community Services Work Programme line item “Ethnic Communities Plan- Devonport-Takapuna.”

80. Additional funding to support the implementation of the Ethnic Communities Plan is being sought from the Ministry for Ethnic Communities. An application has been jointly lodged by Auckland Council and TANI for activities to support this plan.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

81. There is a risk that there will not be adequate budget to support all deliverables of the plan.

82. Council staff and TANI will work to mitigate that risk by:

· sourcing outside funding

· working with existing council resources to hit key deliverables

· working with existing community groups to hit key deliverables

Ngā koringa ā-muri

Next steps

83. If the local board adopts the Devonport-Takapuna Ethnic Communities Plan 2024-2029, it will act as a guiding strategic document for local board decision-making around supporting ethnic communities.

84. The Ethnic Communities Plan will be published and distributed to the wider Devonport-Takapuna community.

85. Council staff and community groups will work on achieving deliverables associated with the Ethnic Communities Plan.

86. The Ethnic Communities Plan will be reviewed every three years.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Devonport-Takapuna Ethnic Communities Plan 2024-2029	95

Ngā kaihaina

Signatories

Author	Deb Doyle - Community Broker, Devonport-Takapuna Local Board
Authoriser	Trina Thompson - Local Area Manager

Devonport-Takapuna Local Board

18 June 2024

Devonport-Takapuna Board Grants Programme 2024/2025

File No.: CP2024/07439

Te take mō te pūrongo

Purpose of the report

1. To adopt the Devonport-Takapuna Grants Programme 2024/2025.

Whakarāpopototanga matua

Executive summary

2. The Auckland Council Community Grants Policy guides the allocation of local, multi-board and regional grants programmes to groups and organisations delivering projects, activities and services that benefit Aucklanders.

3. The Community Grants Policy supports each local board to review and adopt their own local grants programme for the next financial year.

4. This report presents the Devonport-Takapuna Grants Programme 2024/2025 for adoption (Attachment A).

5. Due to wider changes in the Grants Policy, staff propose that there will be no Multi-Board Grant round in 2024/2025 and applicants will be directed to the Local Grant.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) whai / adopt the Devonport-Takapuna Grants Programme 2024/2025.

Horopaki

Context

6. The Auckland Council Community Grants Policy guides the allocation of local, multi-board and regional grants programmes to groups and organisations delivering projects, activities, and services that benefit Aucklanders.

7. The Community Grants Policy supports each local board to review and adopt its own local grants programme for the next financial year. The local board grants programme guides community groups and individuals when making applications to the local board.

8. The local board community grants programme includes:

· outcomes as identified in the local board plan

· specific local board grant priorities

· which grant types will operate, the number of grant rounds, and opening and closing dates

· any additional criteria or exclusions that will apply

· other factors the local board consider to be significant to their decision-making.

9. Once the local board grants programme 2024/2025 has been adopted, the types of grants, grant rounds, criteria, and eligibility with be advertised through an integrated communication and marketing approach which includes utilising the local board channels.

10. Multi-Board Grants enable applicants to make one combined application to the relevant local boards and receive a single decision and grant award. Staff have reviewed the Multi-Board Grants process and have identified the following issues with these applications:

· lower-quality applications.

· frequent requests for ongoing costs like wages which are lower priorities for local boards.

· issues with providing accountability for multiple boards.

· difficulty for applicants in understanding the concept which can cause a larger withdraw rate due to not meeting the funding criteria.

· less clarity on timelines and process for applicants.

· delays in applicants receiving funding.

11. Staff have reviewed the percentage of successful applications and found that 19.7 per cent of all Multi-Board Grants are funded versus 81 per cent of local grants.

12. The removal of Multi-Board Grants in 2024/2025 will lead to better alignment to the local board funding outcomes as the groups will need to clearly demonstrate the direct community benefit in the Local Grant process.

13. Directing applicants to apply to Local Grant Rounds will enable boards to have a better control and visibility of the grant applications and have greater influence on targeting specific outcomes/areas of focus.

Tātaritanga me ngā tohutohu

Analysis and advice

14. The aim of the local board grants programme is to deliver projects and activities which align with the outcomes identified in the local board plan. The new Devonport-Takapuna Grants Programme has been workshopped with the local board and feedback incorporated into the grants programme for 2024/2025.

Tauākī whakaaweawe āhuarangi

Climate impact statement

15. The local board grants programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups with projects that support community climate change action. Local board grants can contribute to climate action through the support of projects that address food production and food waste; alternative transport methods; community energy efficiency education and behaviour change; build community resilience and support tree planting.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

16. The grants programme has no identified impacts on council-controlled organisations and therefore their views are not required.

17. Based on the main focus of an application, a subject matter expert from the relevant council unit will provide input and advice. The main focus of an application is identified as arts, community, events, sport and recreation, environment, or heritage.

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

Local impacts and local board views

18. The grants programme has been developed by the local board to set the direction of its grants programme. This programme is reviewed on an annual basis.

Tauākī whakaaweawe Māori

Māori impact statement

19. All grants programmes respond to Auckland Council’s commitment to improving Māori wellbeing by providing grants to organisations delivering positive outcomes for Māori. Applicants are asked how their project aims to increase Māori outcomes in the application process.

Ngā ritenga ā-pūtea

Financial implications

20. The allocation of grants to community groups is within the adopted Long-term Plan 2021 -2031 and local board agreements.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

21. The allocation of grants occurs within the guidelines and criteria of the Community Grants Policy. Therefore, there is minimal risk associated with the adoption of the grants programme.

Ngā koringa ā-muri

Next steps

22. An implementation plan is underway, and the local board grants programme will be locally advertised through the local board and council channels, including the council website, local board Facebook page and communication with past recipients of grants.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Devonport-Takapuna Local Board Grants Programme 2024-2025	125

Ngā kaihaina

Signatories

Author

Vincent Marshall - Grants Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Trina Thompson - Local Area Manager

Devonport-Takapuna Local Board

18 June 2024

Local board feedback on the draft Mahere Hukihuki mo te Whakahaeretanga me te Whakaitinga o te Para / Waste Management and Minimisation Plan 2024

File No.: CP2024/08168

Te take mō te pūrongo

Purpose of the report

1. To seek the local board’s feedback on the draft Mahere Hukihuki mo te Whakahaeretanga me te Whakaitinga o te Para Waste Management and Minimisation Plan 2024.

Whakarāpopototanga matua

Executive summary

2. Auckland Council’s draft Te Mahere Hukihuki mo te Whakahaeretanga me te Whakaitinga o te Para, Waste Management and Minimisation Plan 2024 (draft plan) continues the Zero Waste journey of council’s previous waste plans. However, it has a strengthened focus for actions at the top of the ‘waste hierarchy, with a greater emphasis on reducing, redesigning, reusing or repairing items, while maintaining support for actions at the recycling level.’

3. The draft plan proposes 12 key priorities which are outlined in the snapshot summary in Attachment A.

4. On 30 November 2023 the Planning, Environment and Parks Committee approved the draft plan for public consultation (resolution PEPCC/2023/165). This includes the draft Hauraki Gulf Islands Waste Plan 2024 which is an appendix to the regionwide draft plan.

5. The draft plan was formally consulted on alongside the Long-term Plan 2024-2034 in February and March 2024.

6. Auckland’s Waste Assessment 2023 was prepared to inform the draft plan and reflect the requirements of Te rautaki para Aotearoa / the New Zealand Waste Strategy. This was made available with the draft plan as part of the for public consultation process, pursuant to sections 50 (3)(a) and 44(e) of the Waste Minimisation Act 2008.

7. Consultation on the draft plan sought feedback on key aspects of the plan, from the overall direction to specific priorities for action. The key proposals included:

· a shift to fortnightly rubbish collections

· a focus on construction and demolition waste and five further priority waste materials: organic, plastics, packaging and textile waste, and biosolids

· support for product stewardship (including a container return scheme)

· addressing litter and illegal dumping.

8. There was also a question relating to the draft Hauraki Gulf Islands Waste Plan and an opportunity to provide any other comments.

9. Council received 2,737 written submissions on the draft plan. In addition, Auckland Have Your Say Events (AKHYS) with the public attracted 1,410 responses on proposals within the plan. At these AKHYS events, particular attention was given to receiving feedback on the fortnightly rubbish collection proposal.

10. The majority of written submissions supported six out of the seven consultation questions, ranging from 64 per cent support for the general direction of the draft plan to 84 per cent support for the proposed priority for addressing litter and illegal dumping. Notably the proposal to shift to fortnightly collections received the most mixed feedback. In written submissions 53 per cent of submitters did not support the proposed shift to fortnightly rubbish collections. Whereas, 56 per cent of people providing feedback at AKHYS events, supported this proposal.

11. A workshop was held with the local board between May and June to discuss a summary of the submissions. The presentation from this workshop is also included Attachment B and covers:

· the level of support for the proposals outlined in the feedback form, both regionally and from residents of this local board

· themes from local board residents on the feedback form questions

· feedback from any organisations linked to the local board area.

12. Staff are seeking local board feedback on the draft plan. This will be incorporated into a report with recommended changes to the draft plan for final consideration and adoption by the Planning, Environment and Parks Committee in September 2024.

13. Once the final version is adopted, the Waste Management and Minimisation Plan 2024, including the Hauraki Gulf Islands Waste Plan 2024, will be the guiding document for waste management and minimisation services in the Auckland region over the next six years (2024-2030).

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) whakarite / provide feedback on the draft Waste Management and Minimisation Plan 2024, including the Hauraki Gulf Islands Waste Plan 2024.

Horopaki

Context

14. Auckland Council is required by the Waste Minimisation Act 2008 to review its waste management and minimisation plan (waste plan) every six years. This waste plan is Council’s guiding document for achieving effective and efficient waste management and minimisation in Tāmaki Makaurau / Auckland.

15. On 30 November 2023 the Planning, Environment and Parks Committee approved Te Mahere Hukihuki mo te Whakahaeretanga me te Whakaitinga o te Para / draft Waste Management and Minimisation Plan 2024 (draft plan), for public consultation (resolution PEPCC/2023/165).

Local boards have provided feedback that informed the draft plan

16. As part of drafting the 2024 plan, council staff worked with mana whenua, and sought input from, local boards, the Governing Body, the Auckland Council Group and community partners. Feedback from local boards on the proposed direction of the draft plan was sought in August 2023 and incorporated into the draft plan.

17. Resolutions from all local boards on the proposed direction of the draft plan can be located here.

Draft plan vision, key priorities and targets

18. The draft plan (available at AKHYS.co.nz) builds on the previous waste plans of 2012 and 2018, continuing the Zero Waste journey. However, it has a strengthened focus for actions at the top of the ‘waste hierarchy’:

· reduce, rethink, redesign

· reuse repair, repurpose.

19. This is reflected in the revised vision, principles and 12 key priorities of the plan which are summarised in the snapshot document in Attachment A. The key proposals included in the feedback form are identified below:

· a shift to fortnightly rubbish collections

· a focus on construction and demolition waste and five further priority waste materials: organic, plastics, packaging and textile waste, and biosolids

· support for product stewardship (including a container return scheme)

· addressing litter and illegal dumping, and

· a specific question relating to the draft Hauraki Gulf Islands Waste Plan and an opportunity to provide any other comments.

20. A new draft Hauraki Gulf Islands Waste Plan 2024 is included within the plan, reflecting the unique waste needs of the islands.

Consultation materials and process

21. Public consultation included a publicity campaign to promote the draft plan through digital, print and radio platforms, while also working through our community partners and business contacts and through council’s channels such as, OurAuckland and social media accounts.

22. Staff attended ten Auckland Have Your Say (AKHYS) events across the region, including two on the Hauraki Gulf Islands of Waiheke and Aotea / Great Barrier Island.

23. Alongside the draft plan, the following materials were made available on the AKHYS website:

· the Waste Assessment 2023 (a document of research that informs the draft plan)

· the snapshot summary of the draft plan (translated into Māori, Samoan, Tongan, Chinese, Korean, Hindi and New Zealand sign language, which was also made available in an ‘easy read’ format)

· submission feedback forms (translated into Māori, Samoan, Tongan, Chinese, Korean, and Hindi)

· a document of frequently asked questions on the fortnightly rubbish collection proposal.

24. Two webinars on the draft plan were held alongside a video introduction to the plan. Two hearing-style events for Māori organisations and regional organisations and interest groups were held in March 2024.

25. Staff also workshopped the plan with six advisory panels hosted by Auckland Council. Attachment D summarises the panels’ key points. The panels offered unique perspectives from their communities, for example, that many disabled people have large amounts of medical waste that they cannot influence, so actions are needed to target health providers or suppliers and support these communities to reduce waste.

Tātaritanga me ngā tohutohu

Analysis and advice

Consultation Questions

26. Consultation asked respondents whether they supported key aspects of the draft plan, from the overall direction to specific priorities for action, as identified in paragraph 18.

27. A copy of the consultation feedback form for the draft plan is provided in Attachment E.

Submissions – regionwide

28. A summary of submissions on the draft plan as presented to the board between May and June 2024 is appended to this report as Attachment B.

29. A total of 2,737 written submissions were received including online, hard copy surveys and emails, including 11 verbal submissions at hearing-style events for organisations, of which eight organisations also provided a written submission.

30. In addition, AKHYS events with the public attracted 1,410 responses on various proposals in the draft plan. These predominantly addressed the fortnightly rubbish collection proposal, as staff made this a key focus of face-to-face interactions with Auckland residents.

31. A majority of written submitters supported six out of the seven consultation questions, as shown in Attachment B. Support ranged from strong support for the general direction of the draft plan (64 per cent), priority waste materials (70 per cent) and product stewardship (73 per cent) to very strong support for actions on construction and demolition waste (79 per cent) and the proposed priority for addressing litter and illegal dumping (84 per cent).

32. The proposal to shift to fortnightly collections received the most mixed feedback. In written submissions 53 per cent of submitters did not support the proposed shift to fortnightly rubbish collections. Whereas 56 per cent of people providing feedback at AKHYS events, supported this proposal.

Submissions breakdown by local board

33. The number of written submissions per local board area is shown in Attachment C and identifies the total number of submissions per person by local board and the total number of Have Your Say responses.

34. The submissions by local board area largely reflected the summarised regional results, with all supporting six out of the seven consultation questions. The exception was Question 2A fortnightly rubbish collections, where results were more varied. Table 1 below shows the level of support for this proposal by local board area.

35. Table 1 does not include feedback from AKHYS events on this topic by local board area as local board information was not captured from people at these events. The responses from the Have Your Say events are captured separately at the bottom.

Table 1: Breakdown of submissions to Q2A Fortnightly rubbish collections by local board area (red = majority do not support; green = majority support).

Local Board	Support (%)	Don't know (%)	Other (%)	Do not support (%)	Total number of submissions
Albert-Eden	39	1	5	55	274
Aotea/Great Barrier	70	0	0	30	10
Devonport-Takapuna	50	2	4	44	116
Franklin	26	1	8	64	72
Henderson-Massey	31	1	5	63	142
Hibiscus and Bays	49	3	5	43	159
Howick	31	1	4	64	208
Kaipātiki	52	2	4	42	181
Māngere-Ōtāhuhu	29	3	2	66	62
Manurewa	29	0	3	69	77
Maungakiekie-Tāmaki	19	1	36	44	335
Ōrākei	27	0	4	69	249
Ōtara-Papatoetoe	25	0	7	68	69
Papakura	44	2	2	52	52
Puketāpapa	29	2	6	63	51
Rodney	44	3	6	47	115
Upper Harbour	43	0	3	53	118
Waiheke	65	3	3	29	31
Waitākere Ranges	41	0	13	46	80
Waitematā	48	1	7	43	136
Whau	48	2	4	45	97
AKHYS Events	56	6	0	38	798
TOTAL					3436

Request for local board feedback

36. Local boards are being asked whether they support the proposed approach for the draft 2024 Waste Plan. Staff are particularly interested in hearing local board views on the 12 priorities for action outlined in the summary document in attachment A – Summary Snapshot – draft Waste Management and Minimisation Plan 2024, and on the goals and actions of the of the Hauraki Gulf Islands plan.

Tauākī whakaaweawe āhuarangi

Climate impact statement

Auckland’s climate emissions and waste

37. Responding to the challenge of climate change is a key priority for Auckland Council and 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 to reduce our greenhouse gas emissions through reduced consumption-emissions and emissions generated by disposal, dealing with climate-related risks and looking at the opportunities that may arise.

38. To address the urgency to move to a low waste and low emissions economy, Auckland’s Waste Assessment 2023 placed an emphasis on identifying the emissions factors of all waste streams. This resulted in retaining focus on reducing construction and demolition waste and expanding the list of priority wastes for the draft plan to include textiles and biosolids. Including actions that aim to reduce disposal of materials with high emissions factors to landfill will further support meeting our climate change obligations.

39. From a council perspective, information on embodied carbon of materials (where available) and emissions from transport and energy associated with collecting and processing waste are other common greenhouse gas factors to consider when making decisions on important waste issues, and this has helped to shape the draft plan considerations.

40. Over the lifetime of the proposed 2024 plan, the impact of greater diversion both from food scraps collection and general recycling will result in an estimated reduction in carbon emissions from waste by 125,000 tonnes CO2-e per annum increasing to 250,000 tonnes over the 20-year project period. Fortnightly refuse collection maximises this opportunity by reducing waste and associated emissions further.

41. This plan focuses on actions at the top of the waste hierarchy to design out waste and keep resources in their highest value for as long as possible; the expanded Resource Recovery Network and shift to a circular economy proposed within the plan should ultimately result in fewer greenhouse gas emissions.

42. A focus on waste-related emissions reduction is not only important because of the human impact, but because climate-related disasters and events can result in significant amounts of waste from damaged properties, assets and possessions, along with waste streams such as ash, sediment, vegetation or hazardous wastes. These wastes are often hard to divert from landfill due to high contamination levels.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

43. In developing the draft plan, staff worked with departments and Council-controlled Organisations (CCOs) within the Auckland Council Group that are likely to create or manage waste in their operations. This included work to test the direction and actions within the plan related to operational waste or are within scope of other council units or CCOs, such as managing public waste and biosolids, and closed landfills.

44. We also worked across units to capture data on operational waste. Initial data collection indicates that construction and demolition together with soils and biosolids are among the largest waste streams from council activities. Demonstrating best practice in waste minimisation within the council is a clear opportunity to change the way our staff and suppliers approach waste minimisation, such as transitioning from demolition to deconstruction approaches when renewing assets and capital expenditure.

45. Acknowledging the complexity of establishing meaningful baselines for operational waste across the Auckland Council Group, the target for in-house operational waste is staged within the draft plan to set specific deadlines for data collation and establishing baselines, before setting targets in 2025 for the years 2026 to 2030. The initial in-house operational waste targets can be found on pages 23 and 24 of the draft plan, and a section on how the council is leading the way in meeting those targets can be found on page 57 of the draft plan.

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

Local impacts and local board views

46. Local boards are integral to the success of the draft plan, particularly in working with local communities to promote waste minimisation.

47. A local board briefing was held on 7 August 2023, with an update on the Waste Assessment 2023 and the review of the Waste Management and Minimisation Plan 2018. This was followed by a report to all local boards in August 2023, providing an opportunity to give feedback on proposed priority actions to be included in the revised plan.

48. Staff also sought feedback from the local boards of Aotea Great Barrier, Waiheke (which includes Rakino Island) and Kawau (Rodney Local Board) seeking early input on the draft Hauraki Gulf Islands Waste Plan 2024.

49. All 21 local boards provided feedback in August 2023, which in turn was provided to the Planning, Environment and Parks Committee when they approved the draft plan for consultation on 30 November 2023. These points were considered in drafting the draft plan and will be considered when developing work programmes. Staff will continue to liaise with local boards to ensure their concerns are addressed.

50. During May and June 2024 staff have scheduled workshops with all 21 local boards to provide an overview of regional and local consultation responses, with an opportunity for local boards to ask questions and clarify any areas of concern prior to providing a formal response through this report.

Tauākī whakaaweawe Māori

Māori impact statement

51. The zero-waste vision of the draft plan is aligned with the broader holistic framework and values of te ao Māori, and staff have continued to seek close engagement with Māori to strengthen the plan through the post-draft consultation phase. This included working closely with representatives from Te Ahiwaru, supported by Māori specialists, and Ngāti Whātua Ōrākei (NWŌ), supported by technical experts. Key feedback from these iwi included the need:

· to address commercial waste through creating a Resource Recovery and Infrastructure Plan (RRIP).

· for future work with Mana Whenua to strengthen te ao Māori in the draft plan. Both Te Ahiwaru and Ngāti Whātua Ōrākei suggest reflecting the Māori priorities and te ao Māori throughout the plan. NWŌ suggest this be done through creating the RRIP noted above.

· for better alignment between the WMMP and the Auckland Unitary Plan (AUP), with suggested wording to reflect the role of the AUP in land use planning for waste infrastructure.

52. Para Kore, a national Māori zero waste organisation, provided a submission strongly supporting the direction of the plan but noting they expected to see more at the top of the waste hierarchy. They suggest the plan ‘defers to Central Government’ and that the language of the plan revolves too much around diversion from landfill rather than actions further up the hierarchy.

Ngā ritenga ā-pūtea

Financial implications

53. The actions proposed in the draft plan are achievable within existing funding, being a combination of:

· commercial revenue, which includes revenue generated from waste management and minimisation activities, such as gate fees at council’s Waitakere Waste and Resource Recovery Facility, income from investment, and user-pays charges for bin tags and bags for kerbside refuse collections (until shift to regionwide rates-funded service)

· targeted rates for rubbish collections, recycling collections, food scraps collections, and a minimum base charge that covers inorganic collections and the resource recovery network

· general rates that cover litter and illegal dumping removal, and enforcement of the Waste Bylaw and the Litter Act

· waste disposal levy revenue

· Long-term Plan 2024-2034 budgets when confirmed e.g. for expansion of the Resource Recovery Network.

54. The actions rely on council capability and resourcing, alongside collaborative efforts with external partners and stakeholders. Should specific council-led research or advocacy actions identify the need to implement new initiatives, separate business cases will be developed and where appropriate, external funding sought through central government funding for infrastructure and enabling private sector investment.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

55. 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.

Ngā koringa ā-muri

Next steps

56. Local board feedback on the draft plan will be incorporated into a report with recommended changes to the draft plan. This will be taken to the Planning, Environment and Parks Committee in August or September 2024 for their consideration and adoption.

57. Once approved, the Waste Management and Minimisation Plan 2024 will form the basis of Auckland Council’s work on waste for the next six years (2024-2030).

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Attachment A – Summary Snapshot – draft Waste Management and Minimisation Plan 2024	141
b ⇩	Attachment B – Summary of submissions as workshopped with the local board	161
c ⇩	Attachment C – Number of submissions by local board area	183
d ⇩	Attachment D – Summary of advisory panel responses	185
e ⇩	Attachment E - Copy of consultation feedback form	187

Ngā kaihaina

Signatories

Authors

Sarah Le Claire - Waste Planning Manager

Tania Utley – Senior Waste Planning Specialist

Authorisers

Parul Sood - General Manager Waste Solutions

Barry Potter - Director Infrastructure and Environmental Services

Megan Tyler - Chief of Strategy

Trina Thompson - Local Area Manager

Devonport-Takapuna Local Board

18 June 2024

Permanent changes to landowner approval process for filming activities

File No.: CP2024/07994

Te take mō te pūrongo

Purpose of the report

1. To approve waiving the requirement for staff consultation with the local board on landowner approval for minor category film shoot permit applications (low and medium impact).

Whakarāpopototanga matua

Executive summary

2. Screen Auckland, part of Tātaki Auckland Unlimited, is the film office responsible for attracting, advocating for, and facilitating filming activities across the Tāmaki Makaurau Auckland region. The approval process for filming permits is guided by the:

· Auckland Film Protocol (2019)

· Public Trading, Events and Filming Bylaw 2022

· Local Board General Delegation to the Chief Executive and Delegation Protocols (2023).

3. Screen Auckland staff are authorised to approve film permits with the requirement that officers consult the local board’s dedicated lead when making landowner approval decisions.

4. At the 6 May 2024 Local Board Briefing, Screen Auckland presented to local boards, recommending to waive the requirement in the Local Board Delegation Protocols for staff consultation with the local board on landowner approval for minor category film shoot permit applications (low and medium impact).

5. At the briefing, Screen Auckland informed the local boards that the pilot programme, where three local boards waived this consultation requirement, was a success and all three approved the changes permanently. There was no risk to the quality of permit application decisions, as staff continued to rigorously apply the requirements of the Auckland Film Protocol and the Public Trading, Events and Filming Bylaw 2022.

6. Approving this process as permanent will contribute to promoting Auckland as a film friendly destination, reduce the workload on the local board and contribute to the Auckland economy.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) whakaae / agree to permanently waive the requirement (in the Local Board Delegation Protocols) for staff consultation with the local board on landowner approvals, for low and medium impact film shoot permit applications, as defined in the Auckland Film Protocol 2019 Impacts Table

b) whakaae / agree that Screen Auckland will notify the local board film lead of all low and medium impact film permits granted in local parks and facilities, ahead of these activities taking place

c) whakaae / agree that Screen Auckland continues to work with Parks & Community Facilities staff in assessing and determining conditions for the use of local parks and facilities, where appropriate, for all film shoot permit applications.

Horopaki

Context

7. Screen Auckland follows a rigorous process when reviewing applications and considers all applicable national and local legislation. It also liaises directly with the wider Auckland Council Whānau and other decision makers, in the approval process – such as mana whenua groups, Tūpuna Maunga Authority, Auckland Transport, Natural Environment Delivery, Regional Parks, Parks and Community Facilities, Closed Landfills and Heritage.

8. The process for film approvals is currently controlled by:

Local Board Delegation to the Chief Executive (2023)

· Must receive landowner approval when filming is on a park or in a local facility

· Consult with local board portfolio holder on applications where landowner consent is required

· Must refer the landowner consent decision to the local board portfolio holder where required

· That land owner approvals for film permits can be administered by Community Facilities staff without the requirement for feedback from local board film representatives

Auckland Film Protocol (2019)

· Film facilitator issues the Application Summary document, summarising the information supplied by the filmmaker to the appropriate council local board(s) and external stakeholders for consideration.

Public Trading, Events and Filming Bylaw (2022)

· Minimises public safety risks, nuisance and misuse of council-controlled public places by enabling council to prescribe conditions and requirements in relation to all filming.

9. To encourage economic activity, the Auckland Film Protocol and the Public Trading Events and Filming Bylaw 2022, provide detailed guidance and purposefully seek to enable filming where there is negligible impact on public facilities – i.e. low and medium impact categories, also known as Minor Categories. Being able to reflect this ‘film-friendly’ intention in our administration processes, supports the intention of this regional policy.

10. Screen Auckland is currently required to consult with local boards on minor category film permits. Minor category applications are low or medium impact filming that do not contain sensitive content e.g. smoking, weapons, alcohol, drugs etc. Filming permits of low and medium impacts are described on page 14 of the 2019 Auckland Film Protocol.

11. In addition to considerations on impact scale, local boards can also advise Screen Auckland of any specific location-based areas that staff should consider when processing permit applications, such as ecologically sensitive areas. These are added to Screen Auckland’s film permit processing software system, FilmApp, for the future reference of Screen Auckland facilitators.

12. Screen Auckland ran a pilot programme with Upper Harbour, Waitematā and Henderson-Massey Local Board for one year starting in September 2022. This pilot programme removed the requirement for Screen Auckland to consult with the local board on film permits of minor category. Film leads still received a notification of all film permits.

13. At the conclusion of the pilot programme, all three local boards permanently adopted the changes to the consultation process for minor film categories.

Tātaritanga me ngā tohutohu

Analysis and advice

14. At the 6 May 2024 Local Board Briefing, Screen Auckland reported that there was a positive response to filming activity in the community, including minor category applications, with no detrimental effects. A June 2023 “People’s Panel” survey provided the following statistics:

Perceptions of Filming (when asked about professional filming in general)

· 87 per cent agree filming creates job opportunities

· 81 per cent agree it is good for tourism

· 72 per cent agree it influences our art and culture

· 71 per cent agree it is great for my community

Aucklanders Experiences

· 3 in 5 have seen or encountered professional filming in public places

· 7 in 10 would like to see more filming in Auckland as well as in their local area.

15. Screen Auckland recommends all local boards consider adopting changes to the film permit consultation so local board consultation is not required for minor film categories (low and medium impact). Film leads will still receive a notification of all film permits and can require a consultation process if deemed necessary.

16. Establishing the change to the minor categories process will reduce the administration time and workload involved in processing and approving film permit applications.

Tauākī whakaaweawe āhuarangi

Climate impact statement

17. As this is a change in internal delegation processes, there are no impacts on the climate, however the screen sector does take improving climate impacts and sustainability seriously.

18. Screen Auckland is working with the screen sector to identify ways it can help contribute to a more sustainable Aotearoa. The New Zealand Screen Sector Emissions Study, produced by Screen Auckland in partnership with the environmental consultancy Arup, seeks to understand the climate impacts of the sector so together, we can map out a transition to sustainability.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

19. Establishing the Minor Categories Pilot as a permanent process will reduce the administration time and workload involved in processing and approving film permit applications.

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

Local impacts and local board views

20. Screen Auckland presented the implementation of minor categories as a permanent process to local boards on Monday, 6 May 2024 (Attachment A). No major concerns about the minor category process were raised. Questions were predominantly around the usual approvals and notification process, how this could be affected or altered, and how mitigations were being adhered to.

Tauākī whakaaweawe Māori

Māori impact statement

21. The existing permit system requires consultation with mana whenua on sites identified in the Auckland Unitary Plan section D21, Sites and Places of Significance to Mana Whenua, as well as Tūpuna Maunga Authority spaces and co-governance/co-managed spaces. The minor category programme does not change this requirement to engage with Māori.

Ngā ritenga ā-pūtea

Financial implications

22. This is an internal process change around decision making only, thus it will have no financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

23. Screen Auckland film facilitators work closely with the Auckland Council Whānau and other decision makers in rigorously applying the Auckland Film Protocol 2019, The Public Trading, Events and Filming Bylaw 2022 as well as the Local Board Protocol 2023 when assessing film permit applications, to mitigate risks to businesses, residents and the environment.

24. The local board film lead will still have oversight of all applications, so a risk increase is very unlikely. The only thing changing is this process will shift from a consultation with a local board film representative to a notification. All information will still be supplied.

Ngā koringa ā-muri

Next steps

25. If approved, the minor categories programme will become permanent from Friday, 5 July 2024.

26. Local boards will be notified of all applications that are received. Feedback remains required for high and major impact category film applications, however the local board are welcome to provide feedback on minor category low and medium applications if deemed necessary.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	6 May Local Board Briefing presentation	197

Ngā kaihaina

Signatories

Authors

Hayley Abbott – Screen Facilitation Team Lead

Jess Hansen – Film Facilitator Engagement

Kelly Boyed – Film Facilitator Process and Tech

Authorisers

Matthew Horrocks – Screen Auckland Manager

Louise Mason - General Manager Local Board Services

Trina Thompson - Local Area Manager

Devonport-Takapuna Local Board

18 June 2024

Auckland Citizens Advice Bureaux Funding Model Options

File No.: CP2024/08059

Te take mō te pūrongo

Purpose of the report

1. To seek feedback on a new strategic funding model for Auckland Citizens Advice Bureaux.

Whakarāpopototanga matua

Executive summary

2. Auckland Citizens Advice Bureaux Inc (ACABx) is the regional governing body for the nine Auckland Citizens Advice Bureaux (CAB) who operate at 32 sites across 19 local boards (not in Upper Harbour or Aotea/Great Barrier).

3. In 2023/2024 Auckland Council granted ACABx $2.224 million, of which $2.1 million was allocated to CAB. ACABx uses the balance of this funding to pay building lease costs on behalf of CAB and to meet its administration costs. Council also provides subsidised leases for office space at peppercorn rent, however this arrangement is outside the scope of this report. Recent Long-term Plan decisions continue the council’s funding for the next three years.

4. The current three-year funding agreement expires on 30 June 2024, and a new agreement needs to be completed in August/September in time for funds to be allocated to CAB for 2024/2025.

5. The current funding model was jointly developed by council staff and ACABx and approved by the council in 2019. This was an interim/transitional model which sought to address population and deprivation changes across the region, during which time a strategic plan was to be developed by CAB. Due to operational complexities including COVID-19, this transition was extended to 30 June 2024.

6. CAB have developed a Regional Strategic Plan 2024-2027, which aligns closely with the Long-term Plan 2024-2034 direction. Council staff have worked with ACABx to develop two new funding model options - both of which support implementation of the strategic plan - and a new three-year funding agreement incorporating new outcome measures.

7. Together a new funding model and a new funding agreement will allow the effective and efficient delivery of the CAB strategic plan whilst better meeting the needs of Aucklanders.

8. Three funding model options are considered in this report:

· Option One: No change, current funding model. The council allocates funds between sites via ACABx based on existing operational costs, as part of an extended transition towards the 2019-model based on the population and deprivation at each site. This model is not supported by ACABx or recommended by council staff.

· Option Two: Subregional model. The council allocates funding between four subregions via ACABx, based on the current number of sites in each subregion and the Auckland-wide average site operational cost. Funding allocations to sites/services would then be made by the three subregional bureaux operating in the north, west, and centre/east. In the south, where there are five bureaux, the fourth tranche of allocations would be made by ACABx following consultation with those bureaux. In addition, ACABx would retain $150,000 per annum for advancing strategic service priorities as identified through its yearly operational plans.

· Option Three: Regional and outcomes focussed model. ACABx allocates the council funding across sites/services while advancing strategic service priorities. This ”bulk-fund” model allows ACABx to invest strategically, with a regional outcome focus, co-ordination and reporting. This option is supported by ACABx and recommended by council staff.

9. A briefing of local board members on 20 May presented the options in this report.

10. Local board feedback, provided through a resolution to this report, will be presented to the Planning, Environment and Parks Committee for consideration as part of their decision on the funding model at their July meeting.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) provide feedback, if any, on the preferred option for a new strategic funding model for Auckland Citizens Advice Bureaux.

Horopaki

Context

CAB and ACABx structure

11. There are nine independent Auckland Citizens Advice Bureaux (CAB) operating 32 sites in the Auckland region, across 19 local boards (not in Upper Harbour or Aotea):

· Three CAB operate at a subregional level in the north, west, and centre/east with 22 sites between them.

· Six smaller CAB, one in the north and five in the south, operate 10 sites between them.

12. CAB staff and volunteers offer free information, advice, referral and client advisory services to Aucklanders.

13. Auckland Citizens Advice Bureaux Incorporated (ACABx) is the regional body for CAB. It was established in 2012 to seek and allocate investment from Auckland Council and other funders, and to develop the strategic direction for CAB services across Auckland. Members of the nine CAB elect a board of six representatives, and a chairperson.

Image: Auckland CAB and ACABx Structure

Number and type of client interactions

14. During 2022/2023, there were 100,842 client interactions with Auckland CAB. This is an increase of over 26,000 on the previous year, showing numbers are rebuilding after the impact of COVID-19. However, these figures are still below the 156,892 client interactions in 2018/2019.

15. The changing mode of client interaction may have implications for future CAB operations, which are largely based in council facilities. For the first two quarters of 2023/2024, 54 per cent of these interactions were face to face, a decrease from 64 per cent in 2018/2019. In contrast, the number of phone and electronic interactions have increased during the same period from 36 per cent to 46 per cent of all interactions. In 2023, 1.18 million CAB website visits were made from Auckland.

16. Changes in service mode are reflected in the Auckland CAB Regional Strategic Plan 2024-2027 which aims for CAB to reach out to their customers, whether in an office-based service or by other channels such as pop-ups or digital services. It is important to note however that CAB offices also provide essential access to technology for those who are unable to access and/or use digital services. They host many clinics and other organisations, for example budget, food parcel and quit smoking services and community law, relationship mediation, counselling and rates rebate clinics. CAB offices also allow adherence to the Citizens Advice Bureaux New Zealand membership principle of Confidentiality and Privacy, which mandates bureaux provide a space where people can seek assistance in complete privacy.

Implementation of June 2023 Governance Body decisions

17. On 8 June 2023, the Governing Body resolved to (GB/2023/100):

(f) agree to consider the following approach to preparing the next 10-Year Budget 2024-2034 for consultation and addressing the council’s persistent budget challenges:

(ii) In relation to the Citizens Advice Bureaux of Auckland, funding is provided subject to:

a) ongoing quarterly performance reporting, including number of Aucklanders served by CAB and types of services utilised;

b) proactively work with council to seek sustainable central government funding with the aim of 50 per cent being derived from central government sources by FY 2024/2025;

c) proactively work with council to determine future service delivery model that aligns with council’s Long-term Plan 2024-2034 direction.

18. In response to the above resolution:

a) Council staff and ACABx have prepared new reporting formats to be used from July 2024 to improve the focus on regional impact, while retaining the ability to access data at the site level. Client service satisfaction metrics will also be included.

b) The Mayor and Chair of ACABx made a joint request to the Minister for Social Development and Employment and for the Community and Voluntary Sector, asking for shared financial support from the government in acknowledgement of the shared nature of CAB services provided to Aucklanders. The outcome of this request is yet to be determined.

c) ACABx have worked with volunteers, managers and boards representing CAB to produce the Auckland CAB Regional Strategic Plan 2024-2027. This has established agreement on a three-to-five-year vision for a regional CAB service, strategic priorities and how the goals around these priorities are to be achieved, and time frames and resources required. This plan aligns closely with the Long-term Plan 2024-2034 direction. The ACABx Chair and board members presented the plan during Public Input to the Planning, Environment and Parks Committee at their meeting on 23 May 2024.

Auckland CAB Regional Strategic Plan 2024-2027

19. The Auckland CAB Regional Strategic Plan 2024-2027 has five priorities:

· Auckland CABs working together for better outcomes for clients

· services that meet the needs of clients in a changing environment

· sustainable and adequate funding

· more Aucklanders aware of CAB and the services available to them

· sufficient number of high performing and values driven volunteers.

20. A key element of the strategic plan is to focus on proactive services that meet the needs of clients in a changing environment. This will be a combination of physical premises that provide facilities for those needing or preferring private onsite services, while supporting volunteers to deliver services by phone or online.

21. An overview of the intent of the strategic plan is reproduced below.

Tātaritanga me ngā tohutohu

Analysis and advice

22. A funding agreement between the council and ACABx sets out the basis and mechanism for funding allocations amongst CAB. The current three-year funding agreement expires on 30 June 2024. While the funding agreement references the intention to complete the transition to a funding model agreed in 2019, this has proven operationally complex to implement for the reasons set out below and so this transition was extended to 30 June 2024.

23. A decision is needed on a funding model in July 2024, so that a new funding agreement can be completed in August/September 2024. This will enable funds to be allocated to CAB for 2024/2025 and give certainty as to the model in place beyond that.

24. Three funding model options with a comparative analysis/assessment and their associated advantages and disadvantages/challenges are presented below. The two new options have been jointly developed by council staff and ACABx with the intention of allowing the effective and efficient delivery of the CAB strategic plan whilst better meeting the needs of Aucklanders.

25. The funding model options differ only in terms of the decision-makers determining the specific allocations, and the basis of these allocations. The overall funding amount across all models is the same, including the funding ACABx retains to pay building lease costs on behalf of CAB and to meet its administration costs.

26. All funding options enable the implementation of the cash reserves policy agreed in 2023 between ACABx representing CAB and the Director of Customer and Community Services on behalf of the council. This policy is to form part of the new funding agreement and allows bureaux to hold up to six months operating costs in reserve.

Option One: No change, current funding model. Based on operational costs, intended to transition to a population/deprivation basis

27. The council currently allocates funds between CAB via ACABx based on existing operational costs at each site, as a transition to a model jointly developed by ACABx and council staff and approved by the Environment and Community Committee in 2019 (ENV/2019/58)

28. The 2019 model intended to make allocations based on the population and deprivation associated with each site following a two-year transition, during which time a Regional Network Service Provision Framework was to be developed to plan for future growth and service needs. However, work on this framework ceased in 2020 due to COVID-19 and has now been replaced by the Auckland CAB Regional Strategic Plan 2024-2027.

29. The current funding model does not provide CAB the flexibility to implement the outcomes intended under their strategic plan. Retaining this option is not supported by ACABx or recommended by council staff.

Option Two: Subregional model

30. Under this model, the council would allocate funding via ACABx to four subregions. Three subregional bureaux already operate in the north, west, and centre/east. Note that the Wellsford CAB would be included in the northern subregion alongside the seven sites managed by North Shore CAB for the purposes of subregional funding allocations and decision-making. In the south, five bureaux operate independently. Subregional funding would be determined based on the current number of sites in each subregion and the Auckland-wide average site operational cost. Funding allocations to sites/services would then be made by the three subregional bureaux and in the south by ACABx following consultation with the five bureaux operating there.

31. In addition, ACABx would retain $150,000 per annum for advancing strategic service priorities as identified through the Auckland CAB Regional Strategic Plan 2024-2027. Examples of these priorities for 2024/2025 include working with rangatahi in schools and in particular school leavers, raising awareness of CAB, and increasing engagement with Māori.

Option Three: Regional and outcomes focussed model

32. Under this model, ACABx would allocate the council funding across sites/services while advancing strategic service priorities, guided by the CAB strategic plan. In this way, ACABx and CAB will be enabled to develop a regional focus whilst better meeting the needs of Aucklanders. Together, ACABx and CAB will be incentivised and resourced to deliver on and be accountable for the outcomes (strategic goals and priorities) set out in their strategic plan. They will become more flexible and efficient in the way they address these outcomes and will demonstrate to the council and other funders their effectiveness and sustainability.

33. This model has close similarities to other regional service grants where a regional body allocates the funds granted across the various local subsidiary bodies, such as the arrangement with Surf Life Saving Northern Region Inc.

34. ACABx support this option, which is recommended by council staff.

Table 1: Comparative analysis/assessment of funding models

Analysis/assessment criteria X does not meet ü partially meets üü fully meets	1. Current model	2. Subregional model	3. Regional and outcomes focused model
How funds are allocated	Existing operational costs in each bureau, transitioning to 90% population & 10% deprivation funding	Number of sites currently in each subregion, and average site operating cost $150,000 per annum retained by ACABx to implement strategy	As determined by ACABx to achieve strategic and operational plans, in consultation with bureaux
Decision-maker	Council	Subregional bureaux in the north, west, and centre/east and ACABx in the south	ACABx
Equity	X	ü	üü
Population / demographic change	X	ü	üü
Community need	X	ü	üü
Efficiency / effectiveness	X	ü	üü
Delivery of ACABx strategic plan, aligning with LTP	X	ü	üü
Attractiveness to potential new funders	X	ü	üü
Advantages	· Continues current local service delivery availability and channels	· Allows greater flexibility in determining service delivery sites/channels within subregions · Includes allocation of funding towards implementation of strategic plan	· “Regional and outcomes first” focus - focuses on strategic plan delivery · In line with similar regional grants allocation mechanisms and includes regional reporting
Disadvantages / Challenges	· Is not a regional service approach · Does not support implementation of strategic plan the council has asked for, e.g. investments into improving Māori outcomes	· Is not a regional service approach · Partially supports implementation of strategic plan the council has asked for. ACABx retains only limited funding to support this, and would need to work with subregional bureaux to extend outcomes · Changes to service delivery may impact on some communities and volunteers, e.g. in optimizing locations of physical sites	· High trust funding. Requires willingness of the council to “step back” and provide ACABx and CAB space and accountability to implement strategic plan · Changes to service delivery may impact on some communities and volunteers, e.g. in optimizing locations of physical sites

Proposed implementation of new funding model

35. Under Option Two or Option Three, subregional bureaux or ACABx respectively will assess local community needs before making funding allocations that would result in any changes to the nature of the services delivered in that community, for example, if the locations of existing sites were to be optimized. In recent years, bureaux have trialled enhancements to standard service offerings, such as “pop-up” service centres at weekend markets, attendance at student orientation events, and greater use of social media. ACABx will ensure that those communities most in need of CAB services will be a focus for alternative or enhanced service offerings and will work closely with CAB in those communities to achieve this.

36. ACABx have indicated that if the council agree to Option Three (Regional and outcomes focused model), in 2024/2025 ACABx will distribute the funding between the subregions in a way that allows current operations to be maintained. This will allow time to continue the development of the operational plan underpinning the Auckland CAB Regional Strategic Plan 2024-2027, and review and confirm that the allocation of the funding is meeting CAB needs.

Tauākī whakaaweawe āhuarangi

Climate impact statement

37. CAB across Auckland helped Aucklanders during and following the 2023 weather events and have recently engaged with Auckland Emergency Management to understand how they can enhance that support in future.

38. The application of all the funding model options presented contribute to building communities’ abilities to be resilient. Resilience is a measure of adapting and responding to situations, which could include climate change. However, the specific climate impact activities for each funding model option were not assessed.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

39. The views of council units and departments including those involved with community delivery, community facility leasing, and regional funding agreements have been obtained as inputs to this report.

40. In support of ACABx’s proposal to maintain existing operations at bureaux sites through 2024/2025 under Option Three, if this option is agreed to, the council’s Property & Commercial Business unit propose to extend all of the existing 25 CAB leases operating at council facilities on a month-by-month basis until June 2025. Nearly all of these leases have expired. Renewing on a month-by-month basis for 12 months will avoid those leases having to be renewed at the higher rate now being applied to new leases, and the rental fee and either OPEX or maintenance fee that would otherwise need to be charged. Twelve months will also give ACABx and CAB time to consider any operational decisions required regarding future site locations.

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

Local impacts and local board views

41. Local board feedback, provided through a resolution to this report, will be presented to the Planning, Environment and Parks Committee for consideration as part of their decision on the funding model at their July 2024 meeting.

Tauākī whakaaweawe Māori

Māori impact statement

42. In 2022/2023 Māori represented nine per cent of those seeking support from Auckland CAB. CAB data shows Māori disproportionately experience inequity and hardship in accessing essentials such as food, shelter, and financial resources. It also reveals difficulties for whānau Māori in navigating systems that do not uphold their mana or meet their needs. Furthermore, Māori face significant barriers in access to justice in relation to knowing and acting on their rights. These challenges are further exacerbated for Māori who find themselves struggling to engage in an increasingly digital world.

43. All CAB volunteers complete a “Mauri Manaia and the Treaty of Waitangi” training module as part of their probation learning requirement. Some CAB also offer additional Te Reo and Te Ao Māori training. Auckland CAB Bureaux have Māori volunteers and managers, some of who are members of their governance boards.

44. Auckland CAB through their Regional Strategic Plan 2024-2027 intend to engage with mana whenua and mataawaka with a clearly defined kaupapa for that engagement and work with them for positive outcomes for Māori in the Auckland region. Two areas of focus include proposed work with rangatahi in schools (in particular Māori school leavers) and efforts to increase Māori representation on ACABx’s board and to identify Māori leads for projects intended to address Māori outcomes. Reporting on Māori outcomes will be a requirement of the funding agreement.

45. This mahi has linkages to the council’s Māori Outcomes Framework - Kia ora Tāmaki Makaurau, in particular Kia ora te Kāinga, Kia ora te Whānau, and Kia ora te Rangatahi.

Ngā ritenga ā-pūtea

Financial implications

46. The Long-term Plan budget confirms funding for CAB services over the next three financial years. For the 2024-2025 year this is confirmed at $2.030,725. Subsequent years have an inflationary uplift of two per cent.

47. Commercial Finance (Customer & Community Services) supports Option Three as it transitions ACABx to a more strategic and long-term approach in the delivery of its outcomes. The change in accountability in how funding is distributed will assist in this transition. The current operating model is no longer adequate to meet the changing needs of the community and the delivery of its services. There is no financial impact to current Long-term Plan budgets from this change.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

48. Implementation of the Auckland CAB Regional Strategic Plan 2024-2027 may lead to changes in site locations, to meet community needs. This may impact volunteers and communities, although CAB envisage that improved alternative service offerings will be available to communities such as “pop-up” service centres at weekend markets, attendance at student orientation events, and greater use of social media.

49. ACABx has undertaken that under either of the two new funding model options proposed there will be no closures of current sites in 2024/2025, and beyond that any site closure will require community and council consultation. The new funding agreement will set out the council’s expectation that it will be engaged early regarding any proposed site changes, and mitigations.

50. The funding agreement will require ACABx to report on planned and delivered service changes, including outcomes for Māori, as part of annual reporting on the delivery of the Auckland CAB Regional Strategic Plan 2024-2027.

Ngā koringa ā-muri

Next steps

51. Following the PEP committee decision in July 2024 on a funding model and Long-term Plan budget decisions, council staff will prepare a new three-year funding agreement with ACABx incorporating new outcome measures as appropriate, including new customer satisfaction metrics. Drafting will be undertaken with ACABx and delegation for sign off falls to the Director of Customer and Community Services (Director Community from 22 June 2024).

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Wayne Levick - Regional Partnerships Lead

Authorisers

Claudia Wyss - Director Customer and Community Services

Megan Tyler - Chief of Strategy

Louise Mason - General Manager Local Board Services

Trina Thompson - Local Area Manager

Devonport-Takapuna Local Board

18 June 2024

Approval of Customer and Community Services local board work programme 2024-2025

File No.: CP2024/07508

Te take mō te pūrongo

Purpose of the report

1. To approve the 2024/2025 Devonport-Takapuna Local Board Customer and Community Services work programme and its associated budget (Attachment A).

Whakarāpopototanga matua

Executive summary

2. This report presents the 2024/2025 Devonport-Takapuna 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 2025/2026 and 2026/2027 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 Devonport-Takapuna Local Board Plan 2023, 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 March and May 2024.

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 2025/2026 and 2026/2027 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 2024/2025 financial year, so 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 (also referred to as Growth budgets) and discrete local board projects. 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 2024/2025 Annual Budget and the 2024-2034 Long-term Plan decisions.

12. On 22 June 2024, a new organisational structure for Auckland Council will go live. Staff will remap and rename the work programmes of the equivalent directorate and departments. This will be reflected in the quarter one reporting in August 2024.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) whai / approve the 2024/2025 Customer and Community Services work programme and its associated budget (Attachment A to the agenda report).

b) whai / approve in principle the 2025/2026 and 2026/2027 Customer and Community Services – Parks and Community Facilities work programme (Attachment A to the agenda report).

c) whai / approve the Risk Adjusted Programme projects identified in the 2024/2025 Customer and Community Services work programme (Attachment A to the agenda report).

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

Horopaki

Context

13. 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.

14. Local board plans align with the Auckland Plan and set out local community priorities and aspirations. The 2024/2025 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.

15. Work programme activities align to the following 2023 Local Board Plan outcomes:

· Our people

· Our environment

· Our community

· Our places

· Our economy

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

17. The Customer and Community Services directorate provides a wide range of services, facilities, open spaces and information which 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.

18. The work programme includes:

· the maintenance and operational budgets for parks and community facilities like libraries, pools, recreation and community centres

· programmes for community development,⁠ events, play, sport, recreation and the environment

· grants for community groups and facilities

· community leases

· provision of asset management advice

19. Attachments A and C to this report provide detail about the specific projects and programmes delivered.

20. 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

21. The work programme demonstrates the phasing of programme and project delivery for the 2024/2025 financial year.

22. Delivery of the work programme commences from 1 July 2024, and in some cases comprises a continuation of implementation from previous financial years, including annually occurring events or projects and ongoing programmes.

23. 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

2024/2025

2025/2026

2026/2027

Parks and Community Facilities

Approve

Approve in principle

All other Customer and Community Services departments

· Active Communities

· Connected Communities

· Community and Social Innovation

· Regional Services and Strategy.

Approve

N/A

24. This is the first work programme which responds to the Local Board Plan 2023. It includes new programmes and projects to deliver on the local board plan objectives and initiatives.

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

26. Approval of unique multi-year projects, particularly capital works, in the 2024/2025 work programme may lead to contractual commitments to the future budget needed to complete the project in 2025/2026 or 2026/2027.The 2024/2025 work programme includes projects with contractual commitments approved in principle as part of the 2022/2023 and 2023/2024 work programmes.

27. Draft Customer and Community Services capital (capex) work programmes for financial years 2024/2025- 2026/2027 were prepared by Parks and Community Facilities staff and discussed with local boards during workshops in March/April and May 2024.

28. The draft work programmes were based on the budgets in the central proposal and the Fairer Funding consultation modelling, reflecting a combination of reallocation and new funding. Local board feedback was provided based on this information as the workshops occurred before Governing Body decisions on the Long-term Plan 2024-2034 (LTP).

29. On 16 May 2024, the Governing Body resolved to adopt a Fairer Funding model for local boards based on new funding only, without reallocation. Budget changes under this model will take effect from the 2025/2026 financial year.

30. The Fairer Funding model allocates new funding, approved through the Long-term Plan, to local boards currently identified as funded below their equitable levels. This allocation begins from year two of the Long-term Plan (2025/2026) to achieve significant equity for most local boards in both operational (opex) and capex budgets.

31. A new Local Board Funding Policy will be in effect from the financial year 2025/2026 to enable the Fairer Funding model. Under this new policy, local boards will no longer have the distinction of asset based services (ABS) and locally driven initiatives (LDI) funding. These changes may impact the proposed phasing of projects due to start in 2024/2025 if boards decide to reallocate funding.

32. To start delivery of the work programme from the beginning of the financial year (1 July 2024), the work programmes must be approved in June 2024. A delay in this timeframe will jeopardise the ability to fully deliver the local boards’ build and renewal works in the coming year.

33. To mitigate this risk, this local board was provided with two draft capital work programmes for discussion in the Local Board Annual Plan workshop 9 in May 2024:

· an updated Parks and Community Facilities CAPEX work programme version previously discussed at workshop 6 based on the central Long-term Plan proposal.

· a Parks and Community Facilities CAPEX work programme based on the fairer funding proposal.

34. Any potential impacts to local projects, as a result of decisions made by the Governing Body, will be made on a project-by-project basis after July 2024.

35. The remainder of Customer and Community Services presents the work programme for a single year. Work programmes considered in subsequent years will reflect the new funding effective from July 2025.

36. 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 2024/2025 work programme

37. The local board approved the 2023/2024 Customer and Community Services work programme in June 2023 and approved in principle the 2024/2025 Parks and Community Facilities capex work programme. The 2025/2026 Customer and Community Services – Parks and Community Facilities work programme was also approved in principle at this time.

38. The 2024/2025 work programme contains variations to the version which was based on the central proposal in the Long-Term Plan and approved in principle last year. This is the first year of the work programme which supports implementation of the 2023 Local Board Plan. It includes 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.

Work programme budget types and purpose

39. 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.

40. Table two outlines the different budget types and their purpose in funding the work programme

Table two: 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.
Discrete Local Board Projects	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	41. 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

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

43. The budgets associated with the work 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

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

45. Several capital projects in the 2025/2026 and 2026/2027 work programme have been identified as part of the Risk Adjusted Programme and outlined in Attachment A.

46. Local board approval is sought for the commencement of these projects in the 2025/2026 financial year, so 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

47. Some activities are funded regionally and will be presented to the Planning, Environment and Parks Committee for approval on 25 July 2024.

48. These projects include Slips Prevention, Local Parks and Sports Field Development budgets (also referred to as Growth budgets) and discrete local board projects funded from regional budgets.

49. 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.

Process for changes to the approved work programme

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

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

52. 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.

53. Amendments to the work programme or specific projects will be provided to the local board when required.

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

55. 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.

56. 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

57. 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.

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

59. 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.

60. 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.

61. 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.

62. 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.

63. 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.

64. 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.

65. 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.

66. The activities in the Devonport-Takapuna Local Board work programme identified as having a positive or negative impact on climate change are outlined in Attachment C.

67. 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

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

69. 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.

70. 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.

71. The new Auckland Council organisational changes and structure will come into effect on 22 June 2024, work programmes will be remapped to reflect the new structure of the organisation following the adoption of the work programme. This will be reflected in the quarter one reporting in August 2024.

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

Local impacts and local board views

72. The feedback received from the local board through a series of workshops in March/April and May 2024 has informed the proposed Customer and Community Services work programme.

73. 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.

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

Tauākī whakaaweawe Māori

Māori impact statement

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

76. 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 Māori in Tāmaki Makaurau, both mana whenua and mataawaka, have identified as mattering most for them.

77. 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).

78. Local Board Plans include Māori outcomes and align Kia Ora Tāmaki Makaurau Outcomes with key initiatives in the local board plan.

79. The work programme delivers on the local board plan key initiatives and includes activities which 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. They involve ongoing collaboration with Māori or are delivered by Māori.

80. 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.

81. 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.

82. 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.

Ngā ritenga ā-pūtea

Financial implications

83. Each activity line has a budget allocation in one or more of the financial years e.g. 2024/2025 2025/2026 and 2026/2027. Where activity lines show a zero-dollar operating expense opex budget, this reflects implementation costs met through staff salary or other funding sources.

84. The 2024/2025 activities recommended for local board approval can be accommodated within 2024/2025 budgets and staff resources.

85. The budgets allocated to activities in the financial years 2025/2026 and 2026/2027 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.

86. Table four summarises the budget sources and allocation for each work programme financial year.

Table three: Devonport-Takapuna budget allocation

Local budgets	2024/2025 (approve)	2025/2026 (approve in principle Parks & Community Facilities only)	2026/2027 (approve in principle Parks & Community Facilities only)
Operational (Opex): Locally Driven Initiatives (LDI)	1,004,137	0	0
Opex: Asset Based Services (ABS)	12,138,863	0	0
Capital (Capex): Local Asset Renewals - Budget (ABS)	5,069,685	5,452,883	5,729,100
Capex: Local Asset Renewals - Proposed Allocation (ABS)	5,069,685	5,452,883	5,729,100
Advanced Delivery RAP*	0	0	0
Capex: Local Asset Renewals - Unallocated budget (ABS)	0	0	0
Capex: Locally Driven Initiatives (LDI) – Budget	382,664	388,460	395,142
Capex: Locally Driven Initiatives (LDI) - Proposed Allocation	382,664	388,460	389,346
Advanced Delivery RAP*	0	0	0
*Capex: Locally Driven Initiatives (LDI) - Unallocated budget*	0	0	5,796
TOTAL ALLOCATIONS	18,595,349	5,841,343	6,118,446

87. The budgets are based on the allocations in the Long-term Plan 2024-2034. Budgets are subject to change during council’s Annual Budget and future long-term plan processes.

88. During delivery of the 2024/2025 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

89. 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 the end of June 2024. Approval of the work programme later into the financial year will result in delays to delivery.

90. The majority of 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.

91. 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.

92. 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, many insurance claims will take time to assess and process.

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

Table four: 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

94. The new Auckland Council organisational changes and leadership structure will come into effect on 22 June 2024, staff will remap the work programmes and budgets to reflect the new structure of the organisation.

95. Delivery of the Customer and Community Service work programme is scheduled to start on 1 July 2024 and continue until 30 June 2025.

96. Regionally funded projects are an exception and will commence after they have been approved by the Planning, Environment and Parks Committee in July 2024.

97. The local board will receive progress updates on a quarterly basis, with the first quarterly report available in November 2024.

98. 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 ⇩	Devonport Takapuna CCS Work Programme 2024_2025	237
b ⇩	DT Climate Outcomes	257
c ⇩	DT Maori Outcomes	261

Ngā kaihaina

Signatories

Authors

Justine Haves - General Manager Regional Services & Strategy

Darryl Soljan - Manager Customer Experience - North & West Libraries

Claire Stewart - General Manager Active Communities

Taryn Crewe - General Manager Parks and Community Facilities

Pam Elgar – General Manager Community and Social Innovation

Authorisers

Trina Thompson - Local Area Manager

Claudia Wyss - Director Customer and Community Services

Devonport-Takapuna Local Board

18 June 2024

Approval of the 2024/2025 Devonport-Takapuna Local Board Local Environmental Work Programme

File No.: CP2024/07018

Te take mō te pūrongo

Purpose of the report

1. To approve the 2024/2025 Devonport-Takapuna Local Board’s Local Environmental Work Programme.

Whakarāpopototanga matua

Executive summary

2. Each year a Local Board Local Environmental Work Programme is developed to respond to the outcomes and objectives identified in the Devonport-Takapuna Local Board Plan 2023 and available Local Driven Initiatives (LDI) budget from the board. The 2024/2025 programme for approval contributes towards environmental, water quality, sustainability, and waste minimisation outcomes (see attachment A).

3. This report presents the proposed Devonport-Takapuna Local Board’s Local Environmental Work Programme and associated budgets for approval for the 2024/2025 financial year (see Attachment A).

4. The work programme has been developed through a series of workshops between November 2023 and May 2024, where the local board provided feedback to staff on programme and activity prioritisation. The development of projects has been guided by the 2023 Local Board Plan, the continued successful delivery of 2023/2024 programmes, a board desire to develop further programmes that deliver on (industrial) waste minimisation and local board workshops. Further detail on what each project will deliver and how is detailed in the analysis and advice section and in Attachment A of this report.

5. The proposed Devonport-Takapuna Local Board Local Environmental Work Programme includes the following activities to be delivered in 2024/2025, with budgets as listed below:

· Noughty Wasters Zero Waste Makerspace- $25,000

· Pupuke Birdsong Project - $75,000

· Restoring Takarunga Hauraki - Devonport- $75,000

· Wairau Estuary Enhancement Planting - $20,000

6. The proposed work programme has a total value of $195,000, which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2024/2025 financial year.

7. The proposed work programme also notes $1,550,000 in regionally funded asset-based services capital expenditure for the following coastal renewals programmes:

· Lake Pupuke Extend Foreshore Wall - $250,000

· Victoria Wharf asset condition inspection (?) Devonport - $100,000

· Wairau Estuary Reserve (Milford Marina) repair timber seawall - $1,200,000

8. Updates on the delivery of this work programme will be provided through the board’s quarterly performance reports and any adjustments to the programme will be sought via the local board. The programme and projects have been prepared to be delivered within the financial year. If the board chooses to not approve the proposed local board work programme there is a risk that some outcomes will not be delivered or will need to be adjusted.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) whakaae / approve its 2024/2025 Local Environmental Work Programme and associated budget allocation, as summarised in the table below (Attachment A to the agenda report):

Activity name	2024/2025 budget for approval
Noughty Wasters Zero Waste Makerspace	$25,000
Pupuke Birdsong Project	$75,000
Restoring Takarunga Hauraki - Devonport	$75,000
Wairau Estuary Enhancement Planting	$20,000
Total	$195,000

b) tuhi ā-taipitopito / note the allocation of $1,550,000 regionally funded asset-based services capital expenditure budget towards the Coastal Renewals programme in the 2024/2025 financial year for the following programmes:

Activity name	2024/2025 regional budget
Lake Pupuke Extend Foreshore Wall	$250,000
Victoria Wharf asset inspection, Devonport	$100,000
Wairau Estuary Reserve (Milford Marina) repair timber seawall	$1,200,000

Horopaki

Context

9. On an annual basis, each 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 proposed Local Environmental Work Programme for 2024/2025 (Attachment A).

10. The proposed work programme responds to the environmental and economic objectives identified in the Devonport-Takapuna Local Board Plan 2023. The specific objectives reflected in the work programme are:

· Improve water quality in the Wairau Catchment, Lake Pupuke and our marine environment.

· Empower the community to contribute to the control of plant and animal pests to allow native trees, birds, and other biodiversity to thrive.

· Communities live more sustainably.

· Our local businesses and industry are resilient and sustainable.

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

· Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan (2020)

· Mahere ā-Rohe Whakahaere Kaupapa Koiora Orotā mō Tāmaki Makaurau – Regional Pest Management Plan (2020).

· Wairau Estuary Enhancement Plan (2020)

· Auckland Waste Management and Minimisation Plan (2018)

12. The development of the work programme has been informed by staff and feedback received from the local board at workshops. The rationale for the projects and the anticipated outcomes are discussed in attachment A and the analysis and advice section below.

Tātaritanga me ngā tohutohu

Analysis and advice

Proposed Local Environmental work programme developed for 2024/2025

13. The proposed work programme is made up of activities continuing from previous financial years, including annually occurring events or ongoing programmes. It also includes new initiative supported by the local board. These programmes contribute towards the delivery of the Devonport-Takapuna Local Board Plan 2023 environmental objectives, as detailed above.

14. This report seeks local board approval for budgets and activities in 2024/2025.

15. The proposed activities for delivery as part of the board’s 2024/2025 Local Environmental Work programme are detailed in attachment A. Additional details in the development of these programmes are as follows:

Noughty Wasters Zero Waste Makerspace – $25,000

16. The board has indicated it would like to fund a new programme to minimize industrial waste and promote more sustainable development practices in 2024/2025. This programme will enable increased understanding in the community of appropriate recycling and waste minimization practices, as well as the services offered by the Devonport Community Recycling Centre.

17. This programme will engage with schools and offer community workshops to help the residents live more sustainably and use industrial waste in these workshops that would otherwise have gone to landfills, thereby contributing to a circular economy.

18. Staff recommended that the board allocate $44,000 towards this project. During workshop discussions, the board has indicated it can allocate $25,000 towards this project and the scope was consequently reduced to fit this budget. This reduced budget will mean no website will be created for this programme, fewer training sessions will be provided though the Youth Leadership portion of the programme, and fewer community events will be held.

Pupuke Birdsong Project – $75,000

19. The board has indicated it would like to continue supporting the Pupuke Birdsong Project in the 2024/2025 financial year.

20. The Pupuke Birdsong project will continue to empower and mobilise residents, volunteers, landowners, community groups, schools, iwi and hapū to protect and enhance native biodiversity from Sunnynook in the north to Hauraki Corner in the south.

21. They will provide guidance, support, and resources to remove pest animals and plants, increase native urban ngāhere and organise community conservation education initiatives.

22. The board allocated $70,000 towards this programme in 2023/2024. Staff recommended the board allocate $70,000 to the programme in the 2024/2025 financial year, but during workshop discussions the board signalled their intention to allocate $75,000 and the programme will be increased accordingly.

Restoring Takarunga Hauraki - Devonport – $75,000

23. The board has indicated it would like to continue supporting the Restoring Takarunga Hauraki - Devonport in the 2024/2025 financial year.

24. Restoring Takarunga Hauraki will continue to empower and mobilise residents, volunteers, landowners, community groups, schools, iwi and hapū to protect and enhance native biodiversity throughout Takarunga Hauraki (Devonport Peninsula).

25. They will provide guidance, support, and resources to remove pest animals and plants, increase native urban ngāhere, and organise conservation and eco-literacy education initiatives.

26. The board allocated $70,000 towards this programme in 2023/2024. Staff recommended that the board allocate $80,000 to the programme in the 2024/2025 financial year. Following discussions at the workshops, the board has indicated it can provide $75,000 towards this programme and the deliverables will be adjust accordingly.

Wairau Estuary Enhancement Planting – $20,000

27. The board has indicated it would like to continue supporting the Wairau Estuary Enhancement Planting Project in the 2024/2025 financial year.

28. The Wairau Estuary Enhancement Plan was developed to address the community's aspirations to improve the health of this highly degraded body of water. The plan identified options to restore the estuary including native planting, weed management and erosion mitigation works.

29. The board allocated $20,000 towards this programme in 2020/2021, 2021/2022 and 2023/2024. Staff recommend the board allocate $20,000 to the programme in the 2024/2025 financial year to continue native planting and weed management.

Regionally funded asset-based capital expenditure programmes

30. Some regionally funded coastal renewal projects are noted within this local environmental work programme as while they occur on local assets they are funded regionally. Updates on the works in the local board area will be provided to the local board as work is progressed.

31. The local board is asked to note the following projects within their area, as they are occurring on local assets:

Lake Pupuke Extend Foreshore Wall - $250,000

32. This project will repair the grouted rock lake-edge wall at Sylvan Park, extending edge repairs completed in 2022. The scope for this includes reconstruction of water access ramp and Lake edge armouring. The repair will maintain the structural integrity and ensure safe access to the lake for recreational activities.

33. This project was on hold for 2023/2024 due to reprioritisation following the 2023 Auckland Anniversary Weekend floods and will recommence in 2024/2025.

Victoria Wharf Devonport - $100,000

34. This project involves inspecting the wharf concrete condition, including the structure below the water and will help to inform any necessary maintenance or project work, if needed.

Wairau Estuary Reserve (Milford Marina) repair timber seawall - $1,200,000

35. This project is to renew and replace the damaged timber seawall at Milford Marina to address subsidence issues and ensure that the wall remains fit for purpose and safe. Works will also address any damage caused by the wall's slippage.

36. Auckland Council staff are working with the Milford Marina Association to coordinate this, alongside the major redevelopment of the Marina.

Tauākī whakaaweawe āhuarangi

Climate impact statement

37. 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.

38. 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.

39. Table 1 outlines the activities in the 2024/2025 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
Pupuke Birdsong Project - Takapuna	Community planting and pest management initiatives will increase the number of native plants available to sequester carbon in the local board area. This will also contribute to increasing canopy cover which will aid in the cooling of urban areas.
Restoring Takarunga Hauraki – Devonport
Wairau Estuary enhancement planting	Freshwater ecosystems provide many ecosystem services such as flood mitigation (increasing resilience to climate impacts), habitat for native biodiversity and carbon sequestration of emissions (through riparian planting). These services are enhanced when the ecosystems are enhanced.
Noughty Wasters Zero Waste Makerspace	Education and workshops divert resources from landfill, encourage reuse/repair/upcycle rather than buying new, and teach practical and creative skills needed for resilience and adaptation to climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

40. 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.

41. In particular, the attached Local Environmental Work programme reflects the activities developed by Environmental Services, Healthy Waters and Waste Solutions.

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

Local impacts and local board views

42. The projects proposed for inclusion in the board’s Local Environmental Work programme will have positive environmental outcomes across the Devonport-Takapuna Local Board area. A particular focus area for the 2024/2025 work programme is the Wairau Estuary. The Restoring Takuranga Hauraki and Pupuke Birdsong community groups are also involved in the delivery of the work programme.

43. The projects noted above align with the 2023 Environmental and Economic outcomes in the local board plan. The proposed work programme has been considered by the local board in a series of workshops from November 2023 to May 2024. The views expressed by local board members during the workshops have informed the recommended work programme.

Tauākī whakaaweawe Māori

Māori impact statement

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

45. 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.

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

47. Table 2 outlines the activities in the 2024/2025 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

Pupuke Birdsong Project - Takapuna

· Te reo Māori

· Kaitiakitanga

· Māori identity and culture

These programmes will continue to work alongside marae (Te Taua Moana Marae and He Manu Hopukia Marae), iwi (Ngāti Whātua Ōrākei) and the Tūpuna Maunga Authority to share knowledge of mātauranga Māori and to undertake planting and pest management activities. Te reo Māori is also used whenever possible in presentations and community outreach.

Restoring Takarunga Hauraki – Devonport

48. 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

49. The proposed Local Environmental Work Programme for 2024/2025 totals to $195,000 of the board’s locally driven initiatives (LDI) operational budget. This budget represents discretionary funding that the local board uses to support projects they wish to realise. This amount can be accommodated within the board’s total draft budget for 2024/2025.

50. The proposed work programme also notes $1,550,000 in regionally funded asset-based services capital expenditure for the coastal renewal programmes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

51. If the proposed Local Environmental 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.

52. Risks and mitigations for new activity lines were considered during the scoping phase. There may be risks associated with trialling a new activity for the first year. These will be continually assessed and reported to the local board.

53. 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.

54. Council is currently undergoing a restructure which will see some movement of departments into new directorates. Staff are working actively to ensure continuity of services and support for the Local Environmental Work Programme during this change and adoption of the work programmes at this stage also mitigates programme delivery risk.

55. Table 3 shows the key risks associated with activities in the proposed 2024/2025 work programme, as well as proposed mitigations.

Table 3: Key risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Noughty Wasters Zero Waste Makerspace	This programme is dependent on ECE’s and schools willing and able to attend programme	Realistic number of ECE’s and schools targeted, in person visits to schools and ECE’s to generate connections.	Low
Noughty Wasters Zero Waste Makerspace	This programme is dependent on the Devonport Community Recycling Centre providing the education space.	The programme aims to develop an MOU with the Devonport Community Recycling Centre regarding use of the space, and will negotiate a notice period to allow time to find an alternative venue.	Low
Pupuke Birdsong Project - Takapuna	These programmes are dependent on landowner and community support for and willingness to undertake restoration action.	The coordinators have been undertaking work in these areas for multiple years. Both the Devonport and Takapuna pest-free coordinators have established significant community buy-in.	Low
Restoring Takarunga Hauraki – Devonport			Low
Wairau Estuary enhancement planting	This programme is dependent on securing the right contractor who has the expertise and ability to empower and motivate the community.	A contractor with a track record of delivering these works has already been identified (from the previous year’s work) and has indicated they wish to continue in this role.	Low

56. 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

57. Delivery of the activity in the approved work programme will commence once approved and continue until 30 June 2025. Activity progress will be reported to the local board on a quarterly basis.

58. 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 ⇩	2024/2025 Devonport-Takapuna Local Environmental Work Programme	271

Ngā kaihaina

Signatories

Author

Nick FitzHerbert - Team Leader Relationship Advisory

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Trina Thompson - Local Area Manager

Devonport-Takapuna Local Board

18 June 2024

Approval of the Devonport-Takapuna Local Board Local Governance work programme 2024/2025

File No.: CP2024/08092

Te take mō te pūrongo

Purpose of the report

1. To approve the 2024/2025 Devonport-Takapuna Local Board Local Governance work programme and its associated budget.

Whakarāpopototanga matua

Executive summary

2. This report presents the local board’s local governance work programme and associated budget for approval for delivery within the 2024/2025 financial year (Attachment A).

3. The work programme responds to the following outcomes and objectives that the local board has identified within its Devonport-Takapuna Local Board Plan 2023:

· Our People – all members of the community feel they can have a say in the decisions that affect them.

4. The local board provided feedback to staff on the projects it would like to fund in a series of workshops. The board indicated its support for the following projects, with budgets as listed below:

· Devonport-Takapuna Local Board Engagement – $3,000.

5. The proposed work programme has a total value of $3,000, which can be funded from within the local board’s draft locally driven initiatives (LDI) budget for the 2024/2025 financial year.

6. Updates on the delivery of this work programme will be provided through the local board’s quarterly performance reporting process.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) approve the Devonport-Takapuna Local Board Local Governance work programme 2024/2025 (Attachment A to the agenda report), which includes the following activity:

i) Devonport-Takapuna Local Board Engagement – $3,000 LDI OPEX.

Horopaki

Context

7. 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 have informed development of the work programme.

8. The work programme responds to the outcomes and objectives that the local board identified in the Devonport-Takapuna Local Board Plan 2023. The specific outcome(s) that are reflected in the work programme are:

· Our People – all members of the community feel they can have a say in the decisions that affect them.

Tātaritanga me ngā tohutohu

Analysis and advice

9. Local boards have a key role in identifying and communicating the views of local people on regional strategies, policies, plans and bylaws to the Governing Body, and provide input to the Governing Body on any regional decision that impacts on the local board area.

10. Local boards also provide local leadership and develop relationships with the community, community organisations and special interest groups in the local area.

11. During a series of workshops developing the draft work programmes for the 2024/2025 financial year, there was a request for continued resource to increase the effectiveness of the local board’s engagement with the community. This initiative fits most appropriately within the local board’s local governance activity area.

12. The proposed activity for delivery as part of the Devonport-Takapuna Local Board Local Governance work programme 2024/2025 is detailed below (refer to Attachment A of the agenda report).

· Devonport-Takapuna Local Board Engagement – $3,000 LDI Opex

13. This activity provides resource to enable increased community engagement beyond what is available through existing operational budgets. The funding may be used to cover costs such as creating and distributing engagement material, increasing the community’s awareness of the role and responsibilities of the local board, venue hireage for engagement events, and other resource costs associated with increased community engagement.

Tauākī whakaaweawe āhuarangi

Climate impact statement

14. The proposed work programme does not significantly impact on greenhouse gas emissions or contribute towards adapting to the impacts of climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

15. 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 programmes to the local board at a series of workshops.

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

Local impacts and local board views

16. The proposed work programmes have been considered by the local board in a series of workshops from October 2023 to May 2024. The views expressed by local board members during the workshops have informed the recommended work programme.

17. The activities in the proposed work programme align with the Devonport-Takapuna Local Board Plan 2023 outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

18. The Devonport-Takapuna Local Board has identified in its Local Board Plan 2023 and draft Local Board Agreement 2024 a desire to build relationships with Māori. The proposed work programme activity would make resource available to deliver upon this objective if required.

Ngā ritenga ā-pūtea

Financial implications

19. The proposed Devonport-Takapuna Local Board Local Governance work programme 2024/2025 is $3,000 of the local board’s locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total draft budget for 2024/2025.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

20. This is a relatively small budget in the Devonport-Takapuna Local Board work programme 2024/2025. 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. Depending on the timing, reallocation to another work programme activity might be an option.

Ngā koringa ā-muri

Next steps

21. Delivery of the activity in the approved work programme will commence following approval by the local board and continue until 30 June 2025. Activity progress will be reported to the local board on a quarterly basis as part of the quarterly reporting process.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Devonport-Takapuna Local Board LG Work Programme	279

Ngā kaihaina

Signatories

Author	Lisa Kent - Local Board Engagement Advisor
Authoriser	Trina Thompson – Local Area Manager

Devonport-Takapuna Local Board

18 June 2024

Community forum review and future engagement

File No.: CP2024/06267

Te take mō te pūrongo

Purpose of the report

1. To provide a review of Devonport-Takapuna Local Board community forums and engagement in 2023.

2. To seek approval of the proposed Devonport-Takapuna Local Board engagement approach for the period 2024/2025, including Community Forums and Community Conversations.

Whakarāpopototanga matua

Executive summary

3. Previously the primary purpose of community forums was a tool to manage meetings, rather than an engagement mechanism. This model provided additional space for deputations and reporting from community organisations, and to consider any items of business that needed a decision but due to time constraints were not able to be included on a scheduled business meeting agenda.

4. A best practice review of the community forum models was conducted by staff in May 2022, and it was discovered that utilising the forums in a similar way to business meetings had not been an effective engagement tool. The main reason being that they did not allow for effective two-way engagement and the groups involved tended to not be representative of the wider community.

5. In February 2023, the Devonport-Takapuna Local Board adopted the tabled meeting schedule for 2023-2025 (DTCF/2023/5). As part of this, it was resolved to hold 13 Community Forums per year, and trial two Community Conversations in 2023.

6. As part of the February resolution, it was agreed to hold community forums as currently delivered, once every two months on a Tuesday at 10am in the local board office, with community conversations held in local venues during the evenings.

7. Community conversations is an initiative designed to encourage communities to share what is on their mind while bringing together a diverse range of community groups to discuss important issues and converse with members of the local board.

8. In May 2024, local board services staff completed a review of previously held community forums, and the two community conversations in 2023. The review findings have informed the recommendations in this report.

9. It is recommended to continue holding community forums however with key changes including.

i) Once every three months (one per quarter) vs once every two months as currently planned.

ii) Changing the time of day they are held from morning to evening, with a 6pm start

iii) Removal of the formal meeting management tool

iv) Introduction of holding the forums at different venues within the local board area instead of the local board office.

10. The goal of the changes is to remove barriers and increase the opportunities to engage wider with the community with a larger focus on the forums purpose being engagement, instead of just another meeting opportunity for the same groups to present.

11. It is recommended that the Devonport-Takapuna Local Board continue the community conversations to further enhance the opportunities to engage the wider community within the local board area as stated, a priority in the Devonport-Takapuna Local Board Plan 2023.

12. With the proposed changes to the community forum model and continuation of community conversations, the goal is to remove barriers and enable the opportunity for elected members to hear from those unheard groups, such as youth, diverse ethnic communities, people of different faiths, Pacific people, and the accessibility community.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) agree to move to a refreshed engagement model for community forums.

b) agree to hold community forums every three months, on a Tuesday of the relevant month, commencing at 6.00pm and at different venues within the local board area.

c) agree to hold two Community Conversations a year.

d) note that the date, time, and location of the 2024 and 2025 community conversations will be confirmed closer to the time based on the engagement activity that is proposed for members to attend.

Horopaki

Context

13. The Devonport-Takapuna Local Board area has 58,000 residents and identify with the below ethnic groups (2018 census).

14. At the time of writing this report, the released 2023 census data did not provide the breakdown of ethnic groups yet, so have remained with 2018 statistics.

Chart, bar chart

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15. Auckland Council Significance and Engagement Policy 2022 (5.1) states that engagement should be:

v) focused on a long-term relationship

vi) driven by a community’s needs and preferences

vii) leave communities feeling included, involved, and informed of the local board role and how they can participate in engagement initiatives ensuring they are a valued part of key decision making

viii) see the local board as an advocate for their interests focusing on collaborating and forming relationships with key people

ix) to feel that communication from the local board and community engagement is open, consistent, and effective while continuously improving and innovation are evident in how they engage

x) designed to enhance council’s partnership with its diverse communities, inclusive, culturally responsive consultation and engagement processes are essential.

xi) If engagement is delivered in a meaningful manner, it allows for mana whenua, mataawaka, citizens, community, and interest groups to work together with council in a manner that is mana-enhancing, in a space that is safe, through a medium that is appropriate.

16. If engagement is delivered in a meaningful manner, it allows for mana whenua, mataawaka, citizens, community, and interest groups to work together with council in a manner that is mana-enhancing, in a space that is safe, through a medium that is appropriate.

17. In establishing the community forum as the primary means of engaging with the community in a public meeting environment, members of the public would be discouraged where possible from attending the monthly business meeting to present a deputation/public forum item and would instead be directed to a community forum where they would be given more time to present their item.

18. Community forums in its current state has had low attendance over the past eight years, with varying results each year and the same groups providing presentations to the local board annually.

19. Forums have previously been held at the local board office on a Tuesday at 10am. With no range or change to location, time of day can create barriers for people to be able to attend due to it being held during work and school hours.

20. Community forums do not meet the requirement of engagement, which is to understand community issues, have a collaborative two-way dialogue, build common understanding and relationships, as well as to welcome the sharing of thoughts and ideas.

21. In December 2022 a workshop was held with the local board where the idea of Community Conversations was introduced as an informal roundtable community meeting option. The basic idea of this engagement tool meant utilising community centres and facilities with a geographical spread to reach lesser engaged groups.

22. At the February 2023 community forum it was resolved (DTCF/2023/5) to hold two community conversations for the 2023 calendar year.

· 23 May at Devonport Community House

· 21 November at Takapuna Methodist Church

Tātaritanga me ngā tohutohu

Analysis and advice

23. Staff have reviewed the attendance at community forums from 2016 to 2023. Out of the 137 groups or individuals that presented to the Devonport-Takapuna Local Board, 86 have only presented once.

24. The following organisations have presented less than five times

· Takapuna Business Association

· ANCAD

· Milford Business Association

· YOUnite

· Devonport Business Association

25. Three organisations have presented more than five times

· Harbour Sport

· Lake House Arts

· Sunnynook Community Centre

26. Community forums are currently managed under the conditions of the Local Government Officials Meetings Act to capture decision-making reports that were unable to be scheduled at business meetings.

27. It is proposed to continue holding community forums as the feedback received reflects positively and presenters have valued the time and the ability to connect with the local board members.

28. It is recommended that the meeting management structure is removed to provide more of a conversation space. Making this change will provide a clear difference to a business meeting with the forums having the sole purpose of hearing from the community.

29. The recommendation of holding forums within the community and shifting to evening forums is in support of our goal to increase participation and hear from different members of the community. Staff understand from previous reports that it was set this way for community centre managers and business associations. Data has indicated that these organisations would be willing to attend outside of standard business hours if required. Noting that this is a tiny portion of the community and a well heard voice compared to those groups we are seeking to hear from.

30. To mitigate any potential risk of missing important information being shared at the forums, there will be notes taken by local board services staff, copies will be provided to members and saved in local board services filing system.

31. Community conversations is being recommended to continue as the additional engagement tool for the local board to utilise and support the goal of growing engagement levels in particular with the unheard voices of the Devonport-Takapuna community.

32. Conversations are less formal, more conversational forum of engagement that are led and facilitated by community stakeholders. It turns engagement outward to authentically engage members of the community. The local board members will go out to where the community are, which opens the door to a broader range of diverse community groups (including Māori, Pacific, Asian, youth, and neurodiverse.

33. A brief review of both conversation events was completed by staff with mixed feedback. This was due to timeframes and change over within staff.

34. On the 23 May 2023, a pot luck dinner was held in Devonport. This event was regarded as a successful engagement event due to level of attendance from public. The high attendance was due to great communication with wider networks and being led by Devonport Community House. This is a perfect example of how a community conversation should work.

35. The second community conversation held in November 2023 at Takapuna Methodist Church was not planned or marketed effectively and is not a fair representation of a community conversation.

36. The key learning from reviewing both, is that a successful conversation is when the community partner is on board, fully understands the goal and works with staff to ensure a great event for all involved.

37. One size does not fit all, engagement different between groups depending on how they like to communicate. Providing an engagement tool like conversations will enhance our opportunities for those groups and help to provide for diverse voices to be heard, not just existing relationships.

Tauākī whakaaweawe āhuarangi

Climate impact statement

38. The environment is a key outcome for the Devonport-Takapuna Local Board with strong relationships and engagement across environmental groups currently. Building on our engagement capacity and tools will enable the outcomes to be further enhanced.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

39. The removal of formal meeting management will enable the local board services teams to refocus the intention of the community forums on engagement as its key purpose, not an extension to business meetings.

40. The continuation of community conversations support the overall strategy to develop and build the council’s deliberative democracy approach and adds to the suite of engagement tools that are used.

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

Local impacts and local board views

41. Both engagement tools are about bringing together a diverse range of community groups to discuss important issues and converse with members of the local board with a multitude of positive benefits for all.

42. It enables both community forums and community conversations to be run on the communities’ terms rather than council processes, enabling staff and members to build better public perception.

43. The changes will enable the members an opportunity to have conversations without the formal structure of meeting management.

44. Both engagement tools provide opportunities for the community to understand the local board and its role within the community outside of council consultation periods.

45. The Board is committed to continually improve and adapt to how the Devonport-Takapuna community want to engage with the local board and these options are providing another way the local residents of the area can participate and provide their feedback.

Tauākī whakaaweawe Māori

Māori impact statement

46. The Devonport-Takapuna Local Board area has a rich Māori history dating back over 800 years. In the 2023 Local Board Plan, Māori outcomes is a key priority and states a commitment to developing meaningful relationships with mana whenua and mataawaka.

47. Developing and strengthening relationships with mana whenua and mataawaka groups is key to enable open dialogue and input into local decisions.

Ngā ritenga ā-pūtea

Financial implications

48. The proposed budget of $3000 in the 2024/2025 work programme will be utilised towards holding both community forums and conversations. The funds will support costs like venue hire, printed and translated collateral, catering, koha and additional activities i.e. – children’s activity or items staff see as appropriate to support engagement.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

49. Removing the official minuting component of the meeting does not remove the entire LGOIMA process, being the official information aspect around access to the information that is shared and captured at these meetings.

50. To mitigate any potential risk of missing important information being shared at the forums, there will be notes taken by local board services staff, copies will be provided to members and saved in local board services filing system.

51. Public will still have formal opportunities to present to the local board as part of deputation and public input at business meetings.

52. It is proposed that a review is undertaken after the first year to ascertain whether the events are well attended and achieve the identified outcomes.

Ngā koringa ā-muri

Next steps

53. If the local board agree to adopt the recommendations, the engagement advisor will work on the local board engagement action plan for the new financial year, including a schedule of dates that will be share with members once confirmed.

54. Advisor will continue building relationships with the community in order to further enhance relationships in order to build and create meaningful engagement opportunities for the members through community forums and conversations.

55. If the recommendations are supported, resolution DTCF/2023/5 would be revoked, and the new resolution recorded.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Devonport-Takapuna Engagement 2024-2025	289

Ngā kaihaina

Signatories

Author	Lisa Kent - Local Board Engagement Advisor
Authoriser	Trina Thompson - Local Area Manager

Chairperson	Toni van Tonder
Deputy Chairperson	Terence Harpur
Members	Peter Allen
	Gavin Busch
	Melissa Powell
	George Wood, CNZM

Author	Henare King - Democracy Advisor
Authoriser	Trina Thompson - Local Area Manager