Agenda of Henderson-Massey Local Board

Henderson-Massey Local Board

18 June 2024

ITEM TABLE OF CONTENTS PAGE

1 Nau mai | Welcome 5

2 Ngā Tamōtanga | Apologies 5

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest 5

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes 5

5 He Tamōtanga Motuhake | Leave of Absence 5

6 Te Mihi | Acknowledgements 5

7 Ngā Petihana | Petitions 5

8 Ngā Tono Whakaaturanga | Deputations 5

8.1 Deputation: Mapu Maia - Problem Gambling 5

8.2 Deputation: Back2School Project 6

9 Te Matapaki Tūmatanui | Public Forum 6

10 Ngā Pakihi Autaia | Extraordinary Business 6

11 Ward Councillors' Update 9

12 Approval of Customer and Community Services local board work programme 2024-2025 11

13 Approval of the 2024/2025 Henderson-Massey Local Board Local Environmental Work Programme 61

14 Approval of the Henderson-Massey Local Board Local Governance work programme 2024/2025 81

15 Approval for new road names at 132 Bruce McLaren Road Henderson 87

16 Approval for three new public road names and the extension of three existing public road names at 1 Dunlop Road, Massey (Redhills Green Development) 97

17 Henderson-Massey Quick Response Grants Round Two 2023/2024 grant allocations 107

18 Implementation of the Henderson-Massey Sport and Active Recreation Facilities Plan 229

19 Local Board Views on Proposed Plan Change 96 - Open Space and Other Rezoning Matters (2024) 237

20 Auckland Citizens Advice Bureaux Funding Model Options 279

21 Local board feedback on the draft Mahere Hukihuki mo te Whakahaeretanga me te Whakaitinga o te Para / Waste Management and Minimisation Plan 2024 289

22 Chair's Report - Chris Carter 349

23 Hōtaka Kaupapa (Policy Schedule) 353

24 Confirmation of Workshop Records 357

25 Te Whakaaro ki ngā Take Pūtea e Autaia ana | Consideration of Extraordinary Items

1 Nau mai | Welcome

2 Ngā Tamōtanga | Apologies

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

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

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

Member	Organisation	Position
Chris Carter (Chair)	1. St Lazarus Trust 2. Waitākere Badminton Club	Member Member
Peter Chan, JP	1. Cantonese Opera Society of NZ 2. Asian Leaders Forum 3. NZ-Hong Kong Business Association 4. NZ-China Business Association 5. Te Whau Pathway Environmental Trust	Member Member Member Member Trustee
Dan Collins	1. Rānui Action Project	Chair
Dr Will Flavell (Deputy Chair)	1. Asia New Zealand Leadership Network 2. Te Atatū Tennis Club 3. Waitākere Literacy Board 4. Te Kura	Member Board Member Board Member Member
Brooke Loader	1. Waitākere Licensing Trust 2. UDL Energy Complaints Scheme Advisory 3. Neighbourhood Support 4. Te Atatū Glendene Community Patrol 5. Real Estate Authority New Zealand	Member Member Member Volunteer Member
Ingrid Papau	1. Liberty Impact Community Trust 2. #WeLoveTuvalu Community Trust 3. Neighbourhood Support 4. Liberty Church 5. Rutherford Primary Board of Trustees	Board Member Member Street Contact Member Member

Member

Organisation

Position

Chris Carter (Chair)

1. St Lazarus Trust

2. Waitākere Badminton Club

Member

Peter Chan, JP

1. Cantonese Opera Society of NZ

2. Asian Leaders Forum

3. NZ-Hong Kong Business Association

4. NZ-China Business Association

5. Te Whau Pathway Environmental Trust

Member

Trustee

Dan Collins

1. Rānui Action Project

Chair

Dr Will Flavell

(Deputy Chair)

1. Asia New Zealand Leadership Network

2. Te Atatū Tennis Club

3. Waitākere Literacy Board

4. Te Kura

Member

Board Member

Member

Brooke Loader

1. Waitākere Licensing Trust

2. UDL Energy Complaints Scheme Advisory

3. Neighbourhood Support

4. Te Atatū Glendene Community Patrol

5. Real Estate Authority New Zealand

Member

Volunteer

Member

Ingrid Papau

1. Liberty Impact Community Trust

2. #WeLoveTuvalu Community Trust

3. Neighbourhood Support

4. Liberty Church

5. Rutherford Primary Board of Trustees

Board Member

Member

Street Contact

Member

Member appointments

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

External organisation	Lead	Alternate
Massey Matters	Will Flavell	Peter Chan
Central Park Henderson Business Association	Chris Carter	Dan Collins
Heart of Te Atatū South	Brooke Loader	Brenda Brady
Ranui Advisory Group	Dan Collins	Brooke Loader
Te Atatū Peninsula Business Association	Ingrid Papau	Brenda Brady
Waitākere Ethnic Board	Peter Chan	Brooke Loader
Waitākere Healthlink	Ingrid Papau	Brenda Brady
Te Whau Pathway Environmental Trust	Chris Carter	Dan Collins

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Henderson-Massey Local Board:

a) whakaū / confirm the ordinary minutes of its meeting, held on Tuesday, 21 May 2024, and minutes of its extraordinary meeting, held on Tuesday, 11 June 2024, including the confidential section, 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 Henderson-Massey Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

8.1 Deputation: Mapu Maia - Problem Gambling

Te take mō te pūrongo

Purpose of the report

1. To receive a deputation on gambling harm from Miriama Tomasi from Mapu Maia.

Whakarāpopototanga matua

Executive summary

2. To discuss problem gambling with the local board and seek advice about working collaboratively on community outreach to educate people about gambling harm.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) whiwhi / receive the presentation and thank Miriama Tomasi from Mapu Maia for her attendance.

8.2 Deputation: Back2School Project

Te take mō te pūrongo

Purpose of the report

1. To receive a deputation on the Back2School project, from Jennifer Cherry and Hamish Taylor on behalf of Back2School.

Whakarāpopototanga matua

Executive summary

2. To discuss the need for school stationery support in the local board area and explore funding options for the organisation.

3. Back2School is a not-for-proﬁt organisation which works with local schools and social services of West Auckland to ﬁnd families needing assistance and provide them with backpacks full of stationery.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) whiwhi / receive the presentation and thank from Jennifer Cherry and Hamish Taylor from Back2School for their attendance.

9 Te Matapaki Tūmatanui | Public Forum

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

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

10 Ngā Pakihi Autaia | Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

Henderson-Massey Local Board

18 June 2024

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

File No.: CP2024/07776

Te take mō te pūrongo

Purpose of the report

1. To approve the 2024/2025 Henderson-Massey 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 Henderson-Massey 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 Henderson-Massey 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 Henderson-Massey Local Board:

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

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

d) whakarite / provide feedback for consideration by the Planning, Environment and Parks Committee on projects funded from the Slips Prevention, Local Parks and Sports Field Development budgets and discrete local board projects funded from regional budgets. (Attachment C to the agenda report).

e) tuhi ā-taipitopito / note that funding for the Coastal Renewals, Slips Prevention, Local Parks and Sports Field Development 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	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

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

42. 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

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

44. 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.

45. 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

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

47. 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.

48. 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.

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

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 Henderson-Massey Local Board work programme identified as having a positive or negative impact on climate change are outlined in Attachment D.

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: Henderson-Massey 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)	1,498,996	0	0
Opex: Asset Based Services (ABS)	30,105,945	0	0
Capital (Capex): Local Asset Renewals - Budget (ABS)	7,338,436	7,345,669	7,241,631
Capex: Local Asset Renewals - Proposed Allocation (ABS)	7,188,575	7,247,128	7,241,631
Advanced Delivery RAP*	149,861	0	0
Capex: Local Asset Renewals - Unallocated budget (ABS)	0	98,542	0
Storm Damage Capex	660,648	0	0
Capex: Locally Driven Initiatives (LDI) – Budget	818,459	833,045	849,560
Capex: Locally Driven Initiatives (LDI) - Proposed Allocation	818,459	833,045	849,560
Advanced Delivery RAP*	0	0	0
Capex: Locally Driven Initiatives (LDI) - Unallocated budget	0	0	0
Capex: Growth projects Allocation	0	0	50,000
Capex: Slips Prevention projects Allocation	40,000	98,000	0
Capex: Specific Purpose Funding – Allocation	14,138,428	11,291,419	3,172,499
Capex: External Funding Allocation	1,363,500	0	0
TOTAL ALLOCATIONS	55,173,903	19,469,592	11,313,690

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 ⇩	Henderson-Massey CCS Work Programme 2024-2025	25
b ⇩	Henderson-Massey Māori Outcomes	49
c ⇩	Henderson-Massey Regionally Funded Projects	53
d ⇩	Henderson-Massey Climate Outcomes	57

Ngā kaihaina

Signatories

Authors

Darryl Soljan - Manager Customer Experience - North & West Libraries

Justine Haves - General Manager Regional Services & Strategy

Taryn Crewe - General Manager Parks and Community Facilities

Claire Stewart - General Manager Active Communities

Authorisers

Claudia Wyss - Director Customer and Community Services

Pam Elgar - GM Community and Social Innovation

Adam Milina - Local Area Manager

Henderson-Massey Local Board

18 June 2024

Approval of the 2024/2025 Henderson-Massey Local Board Local Environmental Work Programme

File No.: CP2024/07019

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. Each year a Local Board Environmental Work Programme is developed to respond to the outcomes and objectives identified in the Henderson-Massey 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 and sustainability outcomes (see attachment A).

3. This report presents the proposed Henderson-Massey 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 (in particular those from Healthy Waters and the Sustainable Initiatives teams) and the desire from the board to develop further programmes that deliver on water quality improvements in local awa.

5. 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. Feedback from these workshops has informed the proposed work programme.

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

· Climate Action Activator Henderson-Massey - $40,000

· EcoMatters programmes (totaling $135,600):

o EcoFest west festival - $10,800

o EcoMatters Environment centre (EcoHub) and Resource Recovery Depot - $40,500

o Healthy Homes on a Budget - $11,200

o Henderson Bike Hub - $22,500

o Love Your Neighbourhood - $12,400

o Love your Streams - $28,600

o War on Weeds - $9,600

· Kaitiaki Project Pā Harakeke and Mara kai - $10,000

· Ngā Puna Manaaki Īnanga - $28,000

· Ope Hauauru: Building Sustainable Community - $46,800

· Pest Free Te Atatū Coordinator - $29,000

· Swanson Road Industrial Pollution Prevention - $16,000

· Te Wai o Pareira - $32,000.

7. The proposed work programme has a total value of $337,400, which can be funded from within the board’s locally driven initiatives (LDI) budget for the 2024/2025 financial year.

8. The proposed work programme also notes an additional $50,000 in regionally funded asset-based services capital expenditure for the Taipari Strand coastal renewals programme.

9. 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 Henderson-Massey 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
Climate Action Activator Henderson-Massey	$40,000
EcoMatters Environment centre (EcoHub) and Resource Recovery Depot	$40,500
EcoFest Festival (EcoMatters)	$10,800
Healthy Homes on a Budget (EcoMatters)	$11,200
Henderson Bike Hub (EcoMatters)	$22,500
Kaitiaki Project Pā Harakeke and Mara kai	$10,000
Love Your Neighbourhood (EcoMatters)	$12,400
Love your Streams (EcoMatters)	$28,600
Ngā Puna Manaaki Īnanga	$28,000
Ope Hauauru: Building Sustainable Community	$46,800
Pest Free Te Atatū Coordinator	$29,000
Swanson Road Industrial Pollution Prevention	$16,000
Te Wai o Pareira	$32,000
War on Weeds (EcoMatters)	$9,600
Total	$337,400

b) tuhi ā-taipitopito / note the allocation of $50,000 regionally funded coastal renewals asset based services capital expenditure budget towards the Taipari Strand programme in the 2024/2025 financial year.

Horopaki

Context

10. 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).

11. The proposed work programme responds to the Environmental and People objectives identified in the Henderson-Massey Local Board Plan 2023. The specific objectives reflected in the work programme are:

· Resilient and low carbon communities

· Improved water health

· More transport choices to reduce reliance on private car use

· The community leads the way in kaitiakitanga

· Communities are empowered to lead and deliver on their aspirations

· Māori are represented through trusting and productive mana whenua and mataawaka relationships

· Local businesses and industry are resilient and sustainable

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

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

· Henderson-Massey Local Climate Action Plan: Whakarauora Āhuarangi (2020)

· Kia Ora Tāmaki Makaurau (2021)

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

· Auckland Plan 2050, Environment and Cultural Heritage outcome “Focus area 1: Encourage all Aucklanders to be stewards of the natural environment and to make sustainable choices.”

13. 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

14. The proposed work programme is made up of activities continuing from previous financial years, including ongoing programmes. It also includes one new initiative supported by the local board. These programmes contribute towards the delivery of the Henderson Massey Local Board Plan 2023 environmental objectives, as detailed above.

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

16. 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:

Climate Action Activator Henderson-Massey ($40,000)

17. The board has indicated it would like to continue to support the climate action activator in the 2024/2025 financial year. This programme will continue to implement the community climate action plan that was developed in 2020. This work will help achieve the local board’s commitment to reduce climate impacts through guiding local action in response to the climate emergency.

18. The activator will:

· respond to Auckland Council’s Climate Emergency declaration and deliver on Te Tāruke-ā-Tāwhiri : Auckland’s Climate Plan by supporting and enabling community climate action

· support implementation of Henderson-Massey Local Climate Action Plan: Whakarauora Āhuarangi (2020)

· facilitate collaboration between community members, iwi, youth, practitioners and local businesses and support them to identify and prioritise strategic community-based low carbon outcomes

· support, broker and accelerate local climate action.

19. The board allocated $40,000 to this programme in the 2023/2024 financial year. The board has indicated that it will allocate $40,000 towards this programme in 2024/2025.

EcoMatters programmes – $135,600

20. The local board has indicated that it would like to continue to fund the EcoMatters Environment Trust. This will enable the trust to continue to deliver a number of environmental programmes in the Henderson-Massey local board area. For the 2023/2024 financial year, the local board funded $126,200 towards EcoMatters programmes.

12. For the 2024/2025 financial year staff recommend that the programme be funded a total of $135,600. The projects proposed for delivery are listed in Table 1 below, with a brief description and the key deliverables that the trust will provide through these projects.

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

Description of Programme	Deliverables
EcoFest west festival ($10,800) Funding to support the running of the EcoWest festival held in west Auckland which will run from March-April 2025.	This festival will help achieve the local board’s commitment to develop better local climate preparedness and reduce the impacts of climate change climate through empowering people to be kaitiaki. The board’s funding will allow for marketing of the festival to businesses, institutions, and community groups. A minimum of 20 events will be held in the Henderson-Massey local board area.
EcoMatters Environment Centre (EcoHub) and Resource Recovery Depot ($40,500) Funding will support the management, operation, and promotion of the EcoMatters Environment Centre and associated education programmes.	The centre will be open for at least 30 hours per week, providing a free or affordable meeting space to environmentally focused community groups. A minimum of 26 sustainability-related seminars or workshops will be provided over the 2024/2025 financial year, including a minimum of five seminars held in the Henderson-Massey local board area.
Healthy homes on a budget ($11,200) Workshops targeted at ethnic and faith-based communities, and vulnerable households on topics around sustainable living and reduction of their ecological footprints.	A minimum of six workshops will be delivered in the 2024/2025 financial year. Ethnic and faith-based communities and vulnerable households within the Henderson-Massey Local Board area will have the skills, knowledge and resources to make positive choices for sustainable living and reduction of their ecological footprint. This programme has supported Māori households’ previous financial years and opportunities for engagement in 2024/2025 will be actively pursued.
Henderson Bike Hub ($22,500) In collaboration with the Eke Panuku ‘Unlock Henderson’ programme operate a temporary bike hub at The Falls carpark site.	This programme will continue to develop a sustainable operating model for the bike hub that ensures predictable operating hours for users. It will also secure funding and support from other sources to enable the development of a permanent bike hub and related programmes.
Love your neighbourhood ($12,400) Rapid response assistance of up to $500 in value to support volunteer-driven practical environmental initiatives (such as clean-ups, restoration, community planting and food growing). Not-for-profit preschools can also apply for this assistance.	This budget allocation will cover a minimum of 13 assistance requests. Love Your Neighbourhood assistance will be promoted in conjunction with the EcoWest Festival (March to April 2025). Details of the initiatives supported will be reported to the board on a quarterly basis. The programme has potential to support the development of Māori capacity to respond to climate change impacts through supporting applications for assistance from Māori-led organisations in the 2024/2025 financial year.
Love your streams ($28,600) To engage and support individuals, businesses, schools and community groups to adopt a proactive approach to pollution prevention of Henderson-Massey waterways.	This programme will enable community streamside weeding bees and planting at priority sites in the board area, including continuing to support weeding and planting initiatives along the Manutewhau Stream in Sunnyvale. In 2024/2025, a minimum of four stream clean up events, four pollution prevention education events, 20 weeding bees and four planting events will be supported by this programme. Approximately 1,500 plants will be planted to support water quality and stream bank stability.
War on weeds ($9,600) This programme targets pest plants in the Henderson Massey Local Board area.	In 2023/2024 a targeted pest plant reduction campaign was run in March to May 2024. This was a moth plant pod and small vines competition for the community and schools. Staff recommend that this be repeated for the 2024/2025 financial year.

Description of Programme

Deliverables

EcoFest west festival ($10,800)

Funding to support the running of the EcoWest festival held in west Auckland which will run from March-April 2025.

This festival will help achieve the local board’s commitment to develop better local climate preparedness and reduce the impacts of climate change climate through empowering people to be kaitiaki.

The board’s funding will allow for marketing of the festival to businesses, institutions, and community groups.

A minimum of 20 events will be held in the Henderson-Massey local board area.

EcoMatters Environment Centre (EcoHub) and Resource Recovery Depot ($40,500)

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

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

A minimum of 26 sustainability-related seminars or workshops will be provided over the 2024/2025 financial year, including a minimum of five seminars held in the Henderson-Massey local board area.

Healthy homes on a budget ($11,200)

Workshops targeted at ethnic and faith-based communities, and vulnerable households on topics around sustainable living and reduction of their ecological footprints.

A minimum of six workshops will be delivered in the 2024/2025 financial year.

Ethnic and faith-based communities and vulnerable households within the Henderson-Massey Local Board area will have the skills, knowledge and resources to make positive choices for sustainable living and reduction of their ecological footprint.

This programme has supported Māori households’ previous financial years and opportunities for engagement in 2024/2025 will be actively pursued.

Henderson Bike Hub ($22,500)

In collaboration with the Eke Panuku ‘Unlock Henderson’ programme operate a temporary bike hub at The Falls carpark site.

This programme will continue to develop a sustainable operating model for the bike hub that ensures predictable operating hours for users.

It will also secure funding and support from other sources to enable the development of a permanent bike hub and related programmes.

Love your neighbourhood ($12,400)

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

This budget allocation will cover a minimum of 13 assistance requests.

Love Your Neighbourhood assistance will be promoted in conjunction with the EcoWest Festival (March to April 2025).

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

The programme has potential to support the development of Māori capacity to respond to climate change impacts through supporting applications for assistance from Māori-led organisations in the 2024/2025 financial year.

Love your streams ($28,600)

To engage and support individuals, businesses, schools and community groups to adopt a proactive approach to pollution prevention of Henderson-Massey waterways.

This programme will enable community streamside weeding bees and planting at priority sites in the board area, including continuing to support weeding and planting initiatives along the Manutewhau Stream in Sunnyvale.

In 2024/2025, a minimum of four stream clean up events, four pollution prevention education events, 20 weeding bees and four planting events will be supported by this programme. Approximately 1,500 plants will be planted to support water quality and stream bank stability.

War on weeds ($9,600)

This programme targets pest plants in the Henderson Massey Local Board area.

In 2023/2024 a targeted pest plant reduction campaign was run in March to May 2024. This was a moth plant pod and small vines competition for the community and schools. Staff recommend that this be repeated for the 2024/2025 financial year.

Kaitiaki Project Pā Harakeke and Mara kai ($10,000)

13. The board has indicated it would like to continue supporting the Kaitiaki Project Pā Harakeke and Mara kai programme in the 2024/2025 financial year.

14. This programme will include local Māori led food growing initiatives which aligns with the Mana Motuhake o te Kai Framework and the Henderson-Massey local board plan 2023 focus area to ‘support development of a community-led resilience through kai sovereignty project.’ The Mana Motuhake o te Kai Framework is a Kai (food) sovereignty plan that was developed by Hoani Waititi Marae, Community Waitākere and Healthy Families Waitākere that uses mātauranga Māori (Māori knowledge) to inform and re-establish a kai system for the benefit of the whole community.

15. This programme will support local Māori communities to progress community led initiatives to enhance wellbeing and the environment. It aligns with Kia Ora Tāmaki Makaurau, Auckland council’s Māori outcomes performance measurement framework that was formally adopted in 2021.

16. In 2023/2024 the local board provided $10,000 to fund this programme. Staff recommended that the board allocate $10,000 towards this programme in 2024/2025.

Ngā Puna Manaaki Īnanga ($28,000)

17. The board has indicated it would like to continue supporting the Ngā Puna Manaaki Īnanga programme in the 2024/2025 financial year.

18. This programme will be delivered in partnership by Whitebait Connection and Community Waitākere and will monitor, restore and protect īnanga (native freshwater fish) spawning habitat. Three spawning sites will receiving monitoring and support and habitat restoration will be progressed in Moire Park and Lowtherhurst Reserve.

19. Restoring and monitoring īnanga spawning habitat in the Henderson-Massey local board area has been identified in the 2023 Henderson-Massey local Board plan as an important initiative that will contribute to Māori outcomes. Īnanga are a taonga species and are an important mahinga kai (food source) for iwi, hapū and whānau around Aotearoa.

20. In 2023/2024 the local board provided $28,000 to fund this programme. The board has indicated that it will allocate $28,000 towards this programme in 2024/2025.

Ope Hauāuru: Building Sustainable Community ($46,800)

21. The board has indicated it would like to continue supporting the Ope Hauāuru programme in the 2024/2025 financial year.

22. Funding will support several activities: the engagement of a sustainable community coordinator (kairāranga), tuakana/teina buddy relationships to support new Enviroschools, contextualised and collaborative action-learning projects, and mana whenua and community engagement. Kura Māori will also be supported as part of this programme through Te Aho Tū Roa ki Tāmaki.

23. In 2024/2025, this programme will involve expanding the number of new Enviroschool relationships, and enabling local, community-connected, holistic sustainability action supported by the co-ordinator.

24. In 2023/2024 the local board provided $41,440 to fund this programme. Staff recommended that the board allocate $51,800 towards this programme in 2024/2025 to allow the programme to expand delivery levels and to respond to cost inflation. The board has indicated that it will allocate $46,800 towards this programme in 2024/2025. The small budget reduction will result in a slightly lower level of engagement with schools.

Pest Free Te Atatū Coordinator ($29,000)

25. The board has indicated it would like to continue supporting the Pest Free Te Atatū coordinator programme in the 2024/2025 financial year.

26. This programme will support a coordinator will engage the local community in the controlling of pest animals on private property, as well as developing new pest control initiatives on public land, including working with Forest and Bird Waitakere to assist pest control efforts at Harbourview-Reserve.

27. In 2023/2024 the local board provided $27,000 to fund this programme. Staff recommended that the board allocate $29,000 towards this programme in 2024/2025 to allow the programme to maintain delivery levels in response to cost inflation.

Swanson Road Industrial Pollution Prevention ($16,000)

28. The board has indicated it would like to begin funding an Industrial Pollution Prevention Project for Swanson Road in the 2024/2025 financial year. The aim of this project is to improve water quality discharging into Te Wai o Pareira and Waitematā Harbour.

29. This programme will include site inspections of a local industrial area and contractors will discuss with business owners and staff pollution and waste minimisation techniques and spill training.

30. The Henderson-Massey Local Board supported an Industrial Pollution Prevention Programme in Henderson Valley and the Henderson Concourse in the 2022/2023 financial year. This programme resulted in 27 recommendations being made to businesses detailing actions that they could take to prevent pollution from entering the stormwater network and waterways.

31. The Swanson Road Industrial Pollution Prevention Program will provide contractors who will visit businesses across the two industrial pockets along the Rānui and Swanson portions of Swanson Road. These areas have not previously been visited by this programme and are important areas due to their proximity to the Waimoko and Paremuka streams. Approximately 60 businesses will be visited on and around Swanson Rd, Mihini Rd, Airdrie Rd, North Candia Rd and Oneills Rd.

32. Staff recommended that the board allocate $16,000 to this programme in 2024/2025. The board has indicated that it will allocate $16,000 towards this programme in 2024/2025.

Te Wai o Pareira ($32,000)

33. The board has indicated it would like to continue funding Te Wai o Pareira programme in the 2024/2025 financial year.

34. This programme will support Te Wai O Pareira group to engage with the local community, educate and empower the Henderson-Massey region and support water quality improvements in Te Wai O Pairera.

35. This programme will build awareness of the awa, advocate for Te Wai O Pairera with local authorities and the community, actively work to clean up the awa (through working groups, riparian planting and wastewater tracking) and collect water quality data (wai care and invertebrate monitoring).

36. In 2023/2024 the local board provided $20,000 to fund this programme. Staff recommended that the board allocate $32,000 to this programme in 2024/2025.

Regionally funded asset-based capital expenditure programmes

Taipari Strand - $50,000

37. This project is an investigation around the feasibility of replacing the legacy, poorly engineered retaining wall and seawall to enhance its structural integrity. The structure is located on Taipari Strand on the western side of Te Atatū Peninsula alongside Henderson Creek and is funded from regional capital budgets. Updates on the investigation and feasibility of the work will be provided to the local board as work is progressed.

38. The local board is asked to note this project and investment as it is occurring on a local coastal asset.

2023/2024 Programmes not funded by the local board in 2024/2025

Orangihina Harbourview wetland restoration

39. In previous years the Henderson-Massey Local Board have funded wetland restoration activities including protection of native flora and fauna in and around Orangihina Reserve including $30,000 in 2023/2024 years which has delivered freshwater wetland protection and enhancement.

40. Staff recommended that the local board not continue the Orangihina Harbourview wetland restoration programme in 2024/2025 because the programme will receive full regional funding of $90,000 for the 2024/2025 financial year via the Water Quality Targeted Rate, with ongoing maintenance for the restoration work to be folded into operational budgets.

41. The programme has been allocated a budget of $90,000 and will be delivered by Healthy Waters and Parks and Community Facilities. Parks and Community Facilities will provide updates on this programme to the local board as it progresses.

Tauākī whakaaweawe āhuarangi

Climate impact statement

42. 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. In addition the Henderson-Massey Local Board has developed a Climate Action Plan (2020) which guides climate activities.

43. The Local Environmental Work programme specifically achieves the following outcomes from the Henderson-Massey Climate Action Plan:

· Strengthen resilience to climate related hazards and natural disasters (9.1)

· Encouraging and enabling more active transport such as walking, scooting and cycling (9.3)

· Ensuring equitable and universal access to sustainable transport for all ethnicities, cultures and levels of ability (9.3)

· Increase our communities’ understanding of climate change (9.5)

· Strengthen the resilience of our communities, people and places (9.5)

· A low carbon, resilient local food system that helps provide Henderson-Massey residents with access to affordable, fresh and healthy food (9.6)

· Increase the ability of residents to enjoy locally produced seasonal food with a low carbon footprint – measured as km2 of urban agriculture (9.6)

· Reviving Māori food practices (9.6)

· Tackling food poverty and improving access to healthy affordable food (9.6)

44. 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.

45. Table 2 outlines the activities in the 2024/2025 work programme that have an impact on greenhouse gas emissions or contribute towards climate change adaptation.

Table 2: Climate impact assessment of proposed activities

Activity name	Climate impact
Climate Action Activator Henderson-Massey	These programmes focus on initiating and supporting community climate action which involves local residents reducing or responding to climate change in personal lifestyle or local community-based ways.
EcoMatters programmes	EcoMatters initiatives respond to Auckland Council’s climate emergency declaration and commitments to address climate change by supporting and enabling community climate action. Programmes aim to reduce carbon emissions and increase community resilience to climate impacts, using currently available solutions for immediate progress. Community climate action involves local residents reducing or responding to climate change in personal lifestyle or local community-based ways, creating new social norms.
Kaitiaki project - pā harakeke	This programme aims to reduce emissions by enabling local establishment of a specialised native plant resource with associated sustainable harvesting practices. This will provide local community access to a natural resource and taonga with the benefit of providing environmental learning and development programmes and opportunities for local community groups and schools.
Ngā puna manaaki īnanga and Te Wai O Pareira	Freshwater ecosystems provide many ecosystem services such as flood mitigation, habitat for native biodiversity and carbon sequestration (riparian planting). These services are enhanced when the ecosystems are restored.
Ope hauāuru: building sustainable community	Both Te Aho Tū Roa and Enviroschools provide holistic, intergenerational, action-learning approaches to climate action that over time have outcomes for matters such as local food production, wai (waterway) restoration, urban ngāhere (forest), regeneration, waste minimisation, sustainable transport, energy and water use efficiencies that will all contribute to lowering carbon emission footprints.
Pest free Te Atatū coordinator	This programme will reduce the number of native plants being eaten by pest animals, improving the survival and regeneration of native vegetation. This will consequently aid in greater carbon sequestration, greenhouse gas emission and pollution absorption by native plants, and increased oxygen levels produced by these native plants.
Swanson Road Industrial Pollution Prevention Programme	When freshwater ecosystems are healthy and thriving, they provide many ecological services such as flood mitigation, habitat for native biodiversity, and carbon sequestration through riparian plants.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

46. 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.

47. In particular, the attached Local Environmental Work programme reflects the integrated activities developed by Environmental Services ,Healthy Waters and Parks and Community Facilities.

48. In addition, Eke Panuku is involved in the Bike Hub project through its ‘Unlock Henderson’ programme.

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

Local impacts and local board views

49. The projects proposed for inclusion in the board’s Local Environmental Work programme will have positive environmental outcomes across the Henderson-Massey Local Board area. Particular focus areas for the 2024/2025 work programme include the Te Wai o Pareira awa, Manutewhau stream and Lowtherhurst Reserve. EcoMatters and Te Wai o Pareira (Rivercare) community groups are also involved in the delivery of the work programme.

50. The projects noted above align with the 2023 Environmental and People 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

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

52. 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.

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

54. Table 3 outlines the activities in the 2024/2025 work programme that contribute towards the delivery of specific Māori outcomes.

Table 3: Māori outcome delivery through proposed activities

Activity name	Māori outcome	Māori outcome description
Kaitiaki Project – Pā Harakeke and Māra Kai	Māori identity and culture Realizing Rangatahi potential Whānau and Tamariki wellbeing	Communication with Te Kawerau ā Maki as mana whenua occurred during the development of the programme, including discussions on pā harakeke locations. Te Atatū Marae Coalition, local weavers and He Tohu Aroha Trust are key partners in the Harbourview-Orangihina pā harakeke. Te Ukaipo (now Te Waipuna Puawai) is a key partner in establishing a pā harakeke in Rānui. Aspirations expressed include building local capacity in the traditional knowledge practices and uses relating to harakeke. Engagement is maintained with the Rānui Māori Women’s Welfare League who have expressed their ongoing support for this initiative.
EcoMatters programmes		EcoMatters has a memorandum of understanding with local iwi Te Kawerau ā Maki. EcoMatters regularly hold traditional Māori weaving and medicinal plants (rongoa) workshops as part of their seminar/workshop education programme. EcoMatters provides support to build the capacity of other organisations involved in developing and delivering environmental initiatives. This includes Māori organisations such as the Te Atatū Marae Coalition to develop the waste management components of a Matariki event. EcoMatters also acts as an umbrella organisation to enable developing organisations without established financial systems and processes to apply for grants. This has included acting as an umbrella organisation for He Tohu Aroha Co-op for a $50k grant towards a resource recovery centre trial in West Auckland.
Ope hauāuru: building sustainable community		The sustainable community coordinator (kairāranga) will have strong connections to mana whenua and mātāwaka organisations. Their role is to weave and strengthen community, whānau and Enviroschool connections to grow sustainable community supporting whānau and tamariki wellbeing. Experiential action learning that supports kaitiakitanga is the main context for learning Te Aho Tū Roa is a Māori language immersion kaupapa, and functions with a similar intention to connect intergenerationally in homes and community. As well as initiating action projects, it serves to amplify and deepen existing kaupapa such as Te Aho Matua.

55. 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

56. The proposed local Environmental Work Programme for 2024/2025 totals to $337,400 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.

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

58. 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.

59. 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.

60. 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.

61. 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.

62. Table 4 shows the key risks associated with activities in the proposed 2024/2025 work programme, as well as proposed mitigations.

Table 4: Key risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Climate action activator	Implementation of the climate action plan and amplification of local climate action is dependent on funding availability, some of which may not be covered by this proposal.	The Henderson- Massey Local Board has indicated a commitment to climate change mitigation and adaptation programmes, so this risk is considered low. These include many of the EcoMatters funded programmes.	Low
EcoMatters programmes	EcoMatters initiatives are dependent on longstanding partnerships with three local boards (Henderson-Massey, Waitākere Ranges and Whau). Funding for the EcoMatters environment centre and sustainability hub underpins ongoing operations and the ability of EcoMatters to deliver this and other programmes.	All three local boards have indicated ongoing support of the environment centre and sustainability hub so this risk is considered low.	Low
Kaitiaki project - pā harakeke	Installing a pā harakeke is a weather dependent activity where inclement weather may result in unavoidable adjustments to timelines.	Local park rules prohibit the installation of gardens during winter months, which will be taken into account to ensure timely programme delivery.	Low
Ngā Puna Manaaki Īnanga	This project relies on favourable weather for parts of its delivery. There is a risk of lack of uptake from the local community.	There is built in contingency plants for adverse weather. Community Waitākere have worked with their local community for many years, so this would be a low risk. Schools are very engaged in the project.	Low
Ope hauāuru: building sustainable community	There may be a lack of enabling infrastructure to support new Enviroschools participation.	The Enviroschools facilitator and sustainable community coordinator will support any funding and sponsorship applications.	Low
Pest free Te Atatū coordinator	There is a risk of landowners and community groups not interested in participating.	This programme has an established history in the area and the contractor has strong engagement experience.	Low
Swanson Industrial Pollution Prevention Programme	This programme is dependent on the businesses willing to cooperate. Success is measured by amount of recommendations that have been implemented, so a risk of no implementations does exist.	The contractor who will undertake this work has had significant experience in engaging with businesses across Auckland including the Henderson- Massey Local Board area, so this risk is considered to be low.	Low
Te Wai O Pareira	This programme relies on the willingness of volunteers and community to be engaged and take part in the activities.	This programme builds on positive relationships and momentum that already exists in the local community and Henderson-Massey ecological networks.	Low

63. 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

64. 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.

65. 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 ⇩	Henderson-Massey Local Board Local Enviromental Work Programme 2024-2025	75

Ngā kaihaina

Signatories

Authors

Nick FitzHerbert - Team Leader Relationship Advisory

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Adam Milina - Local Area Manager

No.	Title	Page
a ⇩	Henderson-Massey Local Board Local Governance work programme 2024/2025	85

Henderson-Massey Local Board

18 June 2024

Approval for new road names at 132 Bruce McLaren Road Henderson

File No.: CP2024/07122

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Henderson-Massey Local Board to name one new public road, four private roads being commonly owned access lots and extend an existing road name created by way of a subdivision development at 132 Bruce McLaren Road, Henderson.

Whakarāpopototanga matua

Executive summary

2. The Auckland Council Road Naming Guidelines set out the requirements and criteria of the council for proposed road names. The guidelines state that where a new road needs to be named as a result of a subdivision or development, the subdivider /developer shall be given the opportunity of suggesting their preferred new road name/s for the local board’s approval.

3. The developer and applicant, Synergy Capital Group Limited, has proposed the names presented below for consideration by the local board.

4. The proposed road name options have been assessed against the Guidelines and the Australian & New Zealand Standard, Rural and Urban Addressing, AS NZS 4819:2011 and the Guidelines for Addressing in-fill Developments 2019 – LINZ OP G 01245. The technical matters required by those documents are considered to have been met and the proposed names are not duplicated elsewhere in the region or in close proximity. Mana whenua have been consulted in the manner required by the Guidelines.

5. The proposed names for the new public road, four private roads, and extension of existing road are:

Road	Proposed name
Public Road 1	Hauhake Road
Commonly Owned Access Lot 4	Pōhatu Lane
Commonly Owned Access Lot 5	Pēpeke Close
Commonly Owned Access Lots 7 & 8	Whiowhio Place
Commonly Owned Access Lot 9	Otaota Court
Extension of Public Road 2	Chislehurst Street
Alternate names if required	Ngārara, Puanga, Kōrihirihi

6. The new road names provided have been gifted by Te Kawerau Iwi Tiaki Trust and therefore the applicant has not provided multiple alternative names for each road. The alternate names were also gifted by Te Kawerau Iwi Tiaki Trust.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) whakaae / approve the following names for the new public road, four private roads and road extension created by way of subdivision undertaken by Synergy Capital Group Limited in accordance with section 319(1)(j) of the Local Government Act 1974 (resource consent references BUN60387636, SUB60387638 and RDN90116395)

i) Hauhake Road

ii) Pōhatu Lane

iii) Pēpeke Close

iv) Whiowhio Place

v) Otaota Court

vi) Chislehurst Street.

Horopaki

Context

7. Resource consent reference BUN60387636 (subdivision reference number SUB60387638) was issued in October 2023 for the construction of 191 dwellings being a mixture of terraces housing and apartments and one new public road, nine commonly owned access lots and an extension to an existing road.

8. Site and location plans of the development can be found in Attachment A and B.

9. In accordance with the standards, every public road and any private way, commonly owned access lot (COAL) or right of way, that serves more than five lots generally require a new road name in order to ensure safe, logical, and efficient street numbering.

10. Therefore, in this development, Road 1, the extension of Road 2 and COALs 4, 5, (7&8) and 9 require road names because they each serve more than five lots. The roads and COALs to be named are highlighted in Attachment A.

Tātaritanga me ngā tohutohu

Analysis and advice

11. The Auckland Council Road Naming Guidelines (the guidelines) set out the requirements and criteria of the council for proposed road names. These requirements and criteria have been applied in this situation to ensure consistency of road naming across the Auckland Region. The guidelines allow that where a new road needs to be named as a result of a subdivision or development, the subdivider/developer shall be given the opportunity of suggesting their preferred new road name/s for the local board’s approval.

12. The guidelines provide for road names to reflect one of the following local themes with the use of Māori names being actively encouraged:

· a historical, cultural, or ancestral linkage to an area; or

· a particular landscape, environmental or biodiversity theme or feature; or

· an existing (or introduced) thematic identity in the area.

13. Theme: Te Kawerau Iwi Tiaki Trust has gifted the names detailed below in the table. Te Kawerau ā Maki have a cultural connection with the land.

These names are inspired by the rich history of the orchard that once thrived on this land and their ancestral stream (Oratia) that runs alongside this development.

Proposed name

Meaning (as described by Te Kawerau Iwi Tiaki Trust)

Road 1

Hauhake Road

(applicants’ preference)

To harvest

COAL 4

Pōhatu Lane

(applicants’ preference)

Stone, stony, rocky

COAL 5

Pēpeke Close

(applicants’ preference)

Insect, bug

COAL 7 & 8

Whiowhio Place

(applicants’ preference)

Whistling bird

COAL 9

Otaota Court

(applicants’ preference)

Vegetation

Road 2 – extension

Chislehurst Street

n/a

Alternate Names

Ngārara,

Puanga,

Kōrihirihi

Insect, bug

Bloom, blossom

Signing of birds.

14. Assessment: All the name options listed in the table above have been assessed by the council’s Subdivision Specialist team to ensure that they meet both the guidelines and the standards in respect of road naming. The technical standards are considered to have been met and duplicate names are not located in close proximity. It is therefore for the local board to decide upon the suitability of the names within the local context and in accordance with the delegation.

15. Confirmation: Land Information New Zealand (LINZ) has confirmed that all of the proposed names are acceptable for use at this location.

16. Road Type: ‘Road’, ’Lane’, ‘Close’, ‘Place’ and ‘Court” are acceptable road types for the new public road and private roads, suiting the form and layout of the roads.

17. Consultation: Mana whenua were consulted in line with the processes and requirements described in the guidelines. Consultation with Te Kawerau Iwi Tiaki Trust on behalf of Te Kawerau ā Maki has been carried out by the applicant. Additional commentary is provided in the Tauākī whakaaweawe Māori section that follows.

Tauākī whakaaweawe āhuarangi

Climate impact statement

18. The naming of roads has no effect on climate change. Relevant environmental issues have been considered under the provisions of the Resource Management Act 1991 and the associated approved resource consent for the development.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

19. The decision sought for this report has no identified impacts on other parts of the Council group. The views of council-controlled organisations were not required for the preparation of the report’s advice.

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

Local impacts and local board views

20. The decision sought for this report does not trigger any significant policy and is not considered to have any immediate local impact beyond those outlined in this report.

Tauākī whakaaweawe Māori

Māori impact statement

21. To aid local board decision making, the guidelines include an objective of recognising cultural and ancestral linkages to areas of land through engagement with mana whenua, particularly through the resource consent approval process, and the allocation of road names where appropriate. The guidelines identify the process that enables mana whenua the opportunity to provide feedback on all road naming applications and in this instance, the process has been adhered to.

22. On 21 February 2024, Te Kawerau Iwi Tiaki Trust on behalf of Te Kawerau ā Maki were contacted by the applicant.

23. Following this consultation, Te Kawerau Iwi Tiaki Trust gifted the names proposed in this report.

24. The gifting of a name from iwi carries with it an important level of respect to the recipient and as such should be considered a ‘Taonga’ (treasure). As a result, in this instance no consultation has been undertaken with other iwi.

25. This site is not listed as a site of significance to mana whenua.

Ngā ritenga ā-pūtea

Financial implications

26. The road naming process does not raise any financial implications for the Council.

27. The applicant has responsibility for ensuring that appropriate signage will be installed accordingly once approval is obtained for the new road names.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

28. There are no significant risks to Council as road naming is a routine part of the subdivision development process, with consultation being a key component of the process.

Ngā koringa ā-muri

Next steps

29. Approved road names are notified to LINZ which records them on its New Zealand wide land information database. LINZ provides all updated information to other users, including emergency services.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	132 Bruce McLaren Road - Site plan	93
b ⇩	132 Bruce McLaren Road - Location plan	95

Ngā kaihaina

Signatories

Authors

Sharon Legge-Murray - Subdivision Advisor

Authorisers

Trevor Cullen - Team Leader Subdivision

Adam Milina - Local Area Manager

Henderson-Massey Local Board

18 June 2024

Approval for three new public road names and the extension of three existing public road names at 1 Dunlop Road, Massey (Redhills Green Development)

File No.: CP2024/07247

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Henderson-Massey Local Board to name three new public roads and extend three existing public road names created by way of a subdivision development at 1 Dunlop Road, Massey.

Whakarāpopototanga matua

Executive summary

2. The Auckland Council Road Naming Guidelines set out the requirements and criteria of the council for proposed road names. The guidelines state that where a new road needs to be named as a result of a subdivision or development, the developer shall be given the opportunity of suggesting their preferred new road name/s for the local board’s approval.

3. The developer and applicant, Hugh Green Group, has proposed the names presented below for consideration by the local board.

5. The proposed names for the new roads at 1 Dunlop Road, Massey (Redhills Green Development) are:

	Applicant’s Preference	Alternatives
Road 1	Rua Hills Parade	Castlefin Road Moira Farm Road Mongorry Road
Road 11	Stockyards Avenue
Road 13	Aodh Farm Drive
Road 3	Kerepi Street (Extension of an existing road)	n/a
Road 4	Whakanoho Road (Extension of an existing road)	n/a
Road 5	Tarapuka Road (Extension of an existing road)	N/A

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) whakaae / approve the following names for the three new public roads, and the extension of three existing public road names, created by way of subdivision undertaken by Hugh Green Group at 1 Dunlop Road, Massey, in accordance with section 319(1)(j) of the Local Government Act 1974 (resource consent references BUN60376072, SUB60376075, road naming reference RDN90115800).

i. Rua Hills Parade (Road 1)

ii. Stockyards Avenue (Road 11)

iii. Aodh Farm Drive (Road 13)

iv. Kerepi Street (Road 3)

v. Whakanoho Road (Road 4)

vi. Tarapuka Road (Road 5).

Horopaki

Context

6. Resource consent reference BUN60376072 (subdivision reference number SUB60376075) was issued in November 2021 to undertake a staged subdivision with supporting roading.

7. The scheme and location plans of the development can be found in Attachment A and B to the agenda report.

8. In accordance with the standards, every public road and any private way, commonly owned access lot (COAL), or right of way, that serves more than five lots generally requires a new road name in order to ensure safe, logical and efficient street numbering.

9. The new public roads therefore require a name. The roads to be named are shown in Attachment A to the agenda report.

Tātaritanga me ngā tohutohu

Analysis and advice

10. The Auckland Council Road Naming Guidelines (the guidelines) set out the requirements and criteria of the council for proposed road names. These requirements and criteria have been applied in this situation to ensure consistency of road naming across the Auckland region. The guidelines allow that where a new road needs to be named as a result of a subdivision or development, the subdivider/developer shall be given the opportunity of suggesting their preferred new road name/s for the local board’s approval.

11. The guidelines provide for road names to reflect one of the following local themes with the use of Māori names being actively encouraged:

· a historical, cultural, or ancestral linkage to an area; or

· a particular landscape, environmental or biodiversity theme or feature; or

· an existing (or introduced) thematic identity in the area.

12. Theme: The names acknowledge the developer and the link they have to the area:

Road Reference	Proposed name	Meaning (as described by applicant)
Road 1	Rua Hills Parade (applicant’s preference)	Rua is Irish Gaelic for “red”. This name links to the name of the development area “Redhills”, and the developer/applicant who immigrated to New Zealand from Ireland and purchased the subject land for farming in 1974.
Road 11	Stockyards Avenue (applicant’s preference)	The proposed road is in the location of the stockyards located near the eastern boundary of the site. The stockyards were used for cattle farming. The developer/applicant has a link to these stockyards as they have farmed this area since 1974.
Road 13	Aodh Farm Drive (applicant’s preference)	Aodh is Irish for ‘Hugh’. This name acknowledges Hugh Green, the founder of Hugh Green Group (developer) and the Hugh Green Foundation. Hugh was born in Ireland and settled in New Zealand in 1952. Hugh farmed the Redhills area since the 1970s.
Road 3	Kerepi Street (applicant’s preference)	N/A – extension of an existing road.
Road 4	Whakanoho Road (applicant’s preference)	N/A – extension of an existing road.
Road 5	Tarapuka Road (applicant’s preference)	N/A – extension of an existing road.
Alternative Name Options
Road 1, Road 11, Road 13	Castlefin Road (alternative)	Castlefin is a market town in the Finn Valley of County Donegal in Ulster, the northern province in Ireland. This name acknowledges Hugh Green / Hugh Green Group (developer).
	Moira Farm Road (alternative)	Moira is the wife of the late Hugh Green, the founder of Hugh Green Group.
	Mongorry Road (alternative)	Mongorry is a place in the county of Donegal and is close to the Raphoe township in Ireland. This name acknowledges Hugh Green / Hugh Green Group (developer).

13. Assessment: All the name options listed in the table above have been assessed by the council’s Subdivision Specialist team to ensure that they meet both the guidelines and the standards in respect of road naming. The technical standards are considered to have been met and duplicate names are not located in close proximity. It is therefore for the local board to decide upon the suitability of the names within the local context and in accordance with the delegation.

14. In accordance with Technical Requirement (14) of the Auckland Council Road Naming Guidelines, ‘Moira Farm Road’ is not an ideal name, given that the name refers to and in part commemorates a living person. For this reason, it is recommended that the use of this name be avoided.

15. Confirmation: Land Information New Zealand (LINZ) has confirmed that all of the proposed names are acceptable for use at this location.

16. Road Type: ‘Parade’, ‘Avenue’, ‘Drive’, ‘Street’ and ‘Road’ are acceptable road types for the new public roads, suiting their form and layout.

17. Consultation: Mana whenua were consulted in line with the processes and requirements described in the Guidelines. Additional commentary is provided in the Tauākī whakaaweawe Māori section that follows.

Tauākī whakaaweawe āhuarangi

Climate impact statement

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

Local impacts and local board views

20. The decision sought for this report does not trigger any significant policy and is not considered to have any immediate local impact beyond those outlined in this report.

Tauākī whakaaweawe Māori

Māori impact statement

22. On 9 April 2024 and 18 and 19 May 2024, Mana whenua were contacted by CivilPlan Limited on behalf of the applicant. Representatives of the following groups with an interest in the general area were contacted:

· Ngāti Whātua o Kaipara

· Ngāti Whātua Ōrākei

· Te Kawerau ā Maki

· Ngāti Te Ata (Te Ara Rangatu o Te Iwi o Ngāti Te Ata Waiohua)

· Te Ākitai Waiohua (Te Ākitai Waiohua Iwi Authority)

23. To date, only Te Kawerau ā Maki have responded – they do not oppose any of the applicant’s proposed names and have noted that they are comfortable with the balance of Te Reo and Irish names proposed within the development.

24. No other responses, comments, or feedback were received, and the applicant now wishes to continue to a decision from the local board.

25. This site is not listed as a site of significance to mana whenua.

Ngā ritenga ā-pūtea

Financial implications

26. The road naming process does not raise any financial implications for the council.

27. The applicant has responsibility for ensuring that appropriate signage will be installed accordingly once approval is obtained for the new road names.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

28. There are no significant risks to council as road naming is a routine part of the subdivision development process, with consultation being a key component of the process.

Ngā koringa ā-muri

Next steps

29. Approved road names are notified to LINZ which records them on its New Zealand wide land information database. LINZ provides all updated information to other users, including emergency services.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Report Attachment A Scheme Plan	103
b ⇩	Report Attachment B Location Map	105

Ngā kaihaina

Signatories

Authors

Amy Cao - Subdivision Advisor

Authorisers

Trevor Cullen - Team Leader Subdivision

Adam Milina - Local Area Manager

Henderson-Massey Local Board

18 June 2024

Henderson-Massey Quick Response Grants Round Two 2023/2024 grant allocations

File No.: CP2024/06266

Te take mō te pūrongo

Purpose of the report

1. To fund, part-fund or decline applications received for Henderson-Massey Quick Response Grants Round Two 2023/2024.

Whakarāpopototanga matua

Executive summary

2. The Henderson-Massey Local Board adopted the Henderson-Massey Local Grants Programme 2023/2024, which sets application guidelines for contestable community grants submitted to the board (Attachment A).

3. This report presents applications received in the Henderson-Massey Quick Response Grants Round Two 2023/2024 (Attachment B).

4. The Henderson-Massey Local Board has set a total community grants budget of $89,439 for the 2023/2024 financial year. $33,600 has been allocated to Local and Multi-board Round Two, leaving $6,194 to be allocated to the subsequent grant rounds.

5. At the May business meeting, the Henderson-Massey Local Board resolved to reallocate $4,122 to the 2023/2024 Community Grants and another $2,878 from the film revenue balance to the 2023/2024 Community Grants for Henderson-Massey. The new Community Grants budget is now $13,194.

6. Twenty-five applications were submitted towards Henderson-Massey Quick Response Grants Round Two, requesting a total of $43,819.31.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board agree to fund, part-fund, or decline the following Quick Response Grants Round One 2023/2024 applications:

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
QR2405-217	Porsha Davis	Community	Towards baking needs from 9 May 2024 to 19 May 2024	$700.00	Ineligible
QR2405-201	C J Molloy trading as Recovery St	Arts and culture	Towards venue hire from 7 July 2024 to 15 December 2024	$1,000.00	Eligible
QR2405-202	Waitakere W E A Inc	Community	Towards Rongoa Maori tutor costs from 1 July 2024 to 31 March 2025	$2,000.00	Eligible
QR2405-204	The UpsideDowns Education Trust	Community	Towards subsidised speech and language therapy from 2 July 2024 to 2 July 2025	$2,000.00	Eligible
QR2405-205	West Auckland Community Toy Library	Community	Towards Te Reo Maori educational toy games from 1 August 2024 to 27 September 2024	$542.84	Eligible
QR2405-209	West Auckland Youth Development T Trust	Sport and recreation	Towards motor vehicle expenses from 1 June 2024 to 31 December 2030	$2,000.00	Eligible
QR2405-211	The scout association of New Zealand Edmonton scout group	Environment	Towards wet weather gear and gumboots for Edmonton Scout Group Pest Trapping project from 9 May 2024 to 10 April 2025	$1,760.70	Eligible
QR2405-213	KiwiOra Community Trust	Arts and culture	Towards material and instructor fees for Culture knots: Furoshiki and silk flower harmony project from 1 August 2024 to 30 September 2024	$1,325.00	Eligible
QR2405-215	Te Whanau Tupu Ngatahi O Aotearoa - Playcentre Aotearoa	Community	Towards operational cost (water, power, sanitary disposal and lawn moving cost) and fire alarm checking and security alarm monitoring from 1 September 2024 to 31 August 2025	$1,800.00	Eligible
QR2405-216	Great Potentials Foundation New Zealand	Community	Towards laptop for MATES (West Auckland) from 2 July 2024 to 31 July 2024	$1,952.84	Eligible
QR2405-218	BirdCare Aotearoa	Community	Towards Sterigene disinfectant for BirdCare Aotearoa from 30 July 2024 to 30 September 2024	$2,000.00	Eligible
QR2405-219	NZ Barok Incorporated	Arts and culture	Towards performance costs and facilitation fees from 18 July 2024 to 20 July 2024	$2,000.00	Eligible
QR2405-222	For Adventure Specialties Trust	Community	Towards fitting brakes system to kayak trailer from 2 July 2024 to 30 September 2024	$2,000.00	Eligible
QR2405-223	Badminton New Zealand Incorporated	Sport and recreation	Towards venue hire and shuttlecocks from 27 July 2024 to 28 July 2024	$2,000.00	Eligible
QR2405-224	Henderson Croquet Club INC	Sport and recreation	Towards annual management; annual hosting and email addresses; x3 extra pages; initial website setup from 1 July 2024 to 30 June 2025	$2,000.00	Eligible
QR2405-226	Momentum Charitable Trust	Community	Towards facilitated fees for four one-day life and financial skills programmes at Henderson Probation Centre from 3 June 2024 to 31 July 2024	$1,695.00	Eligible
QR2405-227	New Zealand Blue Light Ventures Inc	Community	Towards rainbow's end entry tickets from 7 September 2024 to 8 September 2024	$1,865.50	Eligible
QR2405-229	Shotcrete Construction Limited	Community	Towards artist fees, promotion / marketing, posters, advertising and venue hire from 13 July 2024 to 17 August 2024	$1,830.43	Eligible
QR2405-232	Recreate NZ	Community	Toward television and printer for Recreate NZ West Auckland Youth programme equipment 2 July 2024 to 27 October 2024	$1,597.00	Eligible
QR2405-233	Te Pou Theatre Trust	Community	Towards defibrillator and Hapai access from 20 June 2024 to 31 July 2024	$2,000.00	Eligible
QR2405-234	New Zealand Music Commission	Community	Towards panellist, artist, facilitator, venue, backline, catering, production and event manager cost on 6 July 2024	$1,750.00	Ineligible
QR2405-235	Te Atatu Tennis Club	Sport and recreation	Towards refurbishment of tennis court floodlights on 2 July 2024	$2,000.00	Eligible
QR2405-237	Breathe Move Enliven Limited	Community	Towards leadership and musicianship, healthy snack and venue hire from 4 August 2024 to 22 December 2024	$2,000.00	Eligible
QR2405-239	Communicare	Community	Towards venue hire from 3 July 2024 to 30 July 2025	$2,000.00	Eligible
QR2405-240	Action Education Inc	Community	Towards 8 sessions of Spoken Word Poetry Workshops from 1 July 2024 to 13 December 2024	$2,000.00	Eligible

Total				$43,819.31

Horopaki

Context

7. The local board allocates grants to groups and organisations delivering projects, activities and services that benefit Aucklanders and contribute to the vision of being a world-class city.

8. The local board grants programme sets out:

a) local board priorities

b) lower priorities for funding

c) exclusions

d) grant types, the number of grant rounds, and when these will open and close

e) any additional accountability requirements.

9. The Henderson-Massey Local Board adopted the Henderson-Massey Local Grants Programme 2023/2024, which sets application guidelines for contestable community grants submitted to the board (Attachment A).

10. The community grant programmes have been extensively advertised through the council grants webpage, local board webpages, local board e-newsletters, Facebook pages, council publications, and community networks.

Tātaritanga me ngā tohutohu

Analysis and advice

11. The aim of the local board grant programme is to deliver projects and activities which align with the outcomes identified in the local board plan. All applications have been assessed utilising the Community Grants Policy and the local board grant programme criteria. The eligibility of each application is identified in the report.

Tauākī whakaaweawe āhuarangi

Climate impact statement

12. The Local Board Grants Programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups for projects that support and enable community climate action.

13. Community climate action involves reducing or responding to climate change by local residents in a locally relevant way. Local board grants can contribute to expanding climate action by supporting projects that reduce carbon emissions and increase community resilience to climate impacts.

14. Examples of projects include local food production and food waste reduction, increasing access to single-occupancy transport options, home energy efficiency and community renewable energy generation, local tree planting and streamside revegetation, and educating about sustainable lifestyle choices that reduce carbon footprints.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

17. Local boards are responsible for the decision-making and allocation of local board community grants. The Henderson-Massey Local Board is required to fund, part-fund or decline these grant applications against the local board priorities identified in the local board grant programme.

18. Staff will provide feedback to unsuccessful grant applicants about why they have been declined, so they will know what they can do to increase their chances of success next time.

Tauākī whakaaweawe Māori

Māori impact statement

19. The local board grants programme aims to respond to the council’s commitment to improving Māori wellbeing by providing grants to individuals and groups who deliver positive outcomes for Māori. Auckland Council’s Māori Responsiveness Unit has provided input and support towards the development of the community grant processes.

Ngā ritenga ā-pūtea

Financial implications

20. The Henderson-Massey Local Board has set a total community grants budget of $89,439 for the 2023/2024 financial year. $33,600.00 has been allocated to Local and Multi-board Round Two, leaving $6,194.00 to be allocated to the subsequent grant rounds.

21. At the May business meeting, the Henderson-Massey Local Board resolved to reallocate $4,122 to the 2023/2024 Community Grants and another $2,878 from the film revenue balance to the 2023/2024 Community Grants for Henderson-Massey. The new Community Grants budget is now $13,194.

22. Twenty-five applications were submitted towards Henderson-Massey Quick Response Grants Round two, requesting a total of $43,819.31.

23. Appropriate financial officers have been consulted.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

24. The allocation of grants occurs within the guidelines and criteria of the Community Grants Policy and the local board grants programme. The assessment process has identified a low risk associated with funding the applications in this round.

Ngā koringa ā-muri

Next steps

25. Following the Henderson-Massey Local Board allocating funding to Quick Response Round One grants, grants staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Henderson-Massey Community Grants Programme 2023/2024	115
b ⇩	Henderson-Massey Quick-Response Grant Round Two Application Summary 2023/2024	121

Ngā kaihaina

Signatories

Authors

Bilin He - Grant Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Adam Milina - Local Area Manager

Henderson-Massey Local Board

18 June 2024

Implementation of the Henderson-Massey Sport and Active Recreation Facilities Plan

File No.: CP2024/07055

Te take mō te pūrongo

Purpose of the report

1. To approve a grant of $20,000 of locally driven initiatives operational (LDI opex) funding to West Auckland Riding for the Disabled Association Incorporated, for a priority project identified within the Henderson-Massey Sport and Active Recreation Facilities Plan.

Whakarāpopototanga matua

Executive summary

2. The Henderson-Massey Local Board adopted the Henderson-Massey Sport and Active Recreation Facilities Plan (the plan) in August 2023 [resolution number HM/2023/80].

3. The plan identifies a range of projects to improve sport and recreation facilities. These projects include planning/investigations, master planning/spatial analysis, repair/maintenance, and capital development. All projects were assessed and prioritised using a project assessment framework.

4. In July 2023, the local board allocated $20,000 Locally Driven Initiatives (LDI) operational budget, through the Customer and Community Services work programme, to implement the findings of the plan, by way of grants to community led projects [resolution number HM/2023/66].

5. Four “high priority” projects from the plan were considered for potential funding.

6. Staff recommend the $20,000 allocation be made as a grant to West Auckland Riding for the Disabled Association Incorporated. The funding will support installation of an automatic gate for disability and volunteer 24/7 access situated at Henderson Valley Park.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) whakaae / approve the allocation of a 2023/2024 grant to the high priority project identified in the Henderson-Massey Sport and Active Recreation Facilities Plan, as follows:

Project

Purpose

Amount

West Auckland Riding for the Disabled Association Incorporated - Upgrade Site

Provide an automatic gate to support disabled and volunteer access to the covered riding arena and equestrian park

$20,000 locally driven initiatives operational funding

Horopaki

Context

Henderson-Massey Local Board – Customer and Community Services Work Programme 2023/2024

7. On 18 July 2023, Henderson-Massey Local Board approved the 2023/2024 Customer and Community Services work programme including item number 3889 [resolution number HM/2023/66].

Activity Name: Henderson-Massey Local Board – Sport and active recreation facilities plan implementation.

Activity Description: Support priority projects identified within the Henderson-Massey Sport and Active Recreation Facilities Plan. Assess implementation options for funding and allocation of grants based on criteria in the plan.

8. This item has $20,000 Locally Driven Initiatives operational (LDI opex) budget allocated for the 2023/2024 financial year.

Henderson-Massey Sport and Active Recreation Facilities Plan 2023

9. The Henderson-Massey Local Board adopted the Henderson-Massey Sport and Active Recreation Facilities Plan (SARFP) in August 2023 [resolution number HM/2023/80].

10. The plan is designed to assist the local board and all stakeholders in prioritising future investment into sport and active recreation facility projects. This approach looks to maximise the community impact of that investment.

11. The SARFP identifies a range of projects including planning/investigations, master planning/spatial analysis, repair/maintenance, and capital development. All projects were assessed using a project assessment framework set out in the SARFP.

West Auckland Riding for the Disabled Association Project

12. West Auckland Riding for the Disabled Association and Henderson Valley Pony Club occupy land at Henderson Valley Park where they provide equestrian facilities and programmes.

13. The organisations have a good working relationship with one another. The grounds and facilities are shared to maximise use of space for both the general community and the disabled community.

14. West Auckland Riding for the Disabled Association obtained a lease from the Henderson-Massey Local Board for roughly one half of the park, including an area to develop a covered riding arena. The covered riding arena project required the removal of an existing water jump belonging to Henderson Valley Pony Club.

15. The West Auckland Riding for the Disabled Association has raised approximately $3.2 million for the covered riding facility, including a grant of $1,280,000 through the Sport and Recreation Facilities Investment Fund in 2022.

16. The West Auckland Riding for the Disabled Association is currently making progress with the covered riding arena. The Association aims to apply for Code Compliance Certificate within the next two months.

17. The Henderson Valley Pony Club was successful in its funding application to repair an existing defunct sand arena, receiving $65,000 through the Sport and Recreation Facilities Investment Fund in 2022. This work was completed in 2023.

18. Once the covered riding arena is complete, the remaining aspects of the overall project include:

· redesigning and building the cross-country course for the Henderson Valley Pony Club.

· installing a new water jump.

· completing access, carparking and landscaping.

19. Completing access includes an automatic gate at Henderson Valley Road entrance to ensure safe and secure access for all members, at all times.

Tātaritanga me ngā tohutohu

Analysis and advice

2023/24 Implementation of the Henderson-Massey Sport and Active Recreation Facilities Plan

20. The plan identifies 50 projects ordered by the asset owner (council, communities, and other/mixed). Each project is then assigned a priority level (high, high-medium, medium, low). The priority level reflects the score each project received through the assessment process.

21. Priority projects identified in the development of the plan were assessed with a combination of the investment principles derived from Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039 and components of other regional sport and active recreation facility assessment criteria.

22. $20,000 LDI opex funding is available in the 2023/2024 work programme to implement the findings of the plan for one year. Funds are to be allocated by way of grants to community-led projects.

23. This grant focuses on community-led projects for community sport and recreation facilities and assets. Parks and Community Facilities can use this plan to determine where renewals budget can be allocated for council owned facilities, and the local board can allocate renewals funding to these projects through their annual work programmes.

24. Along with the assigned priority level of projects, consideration is given to the project's readiness and the ability for funding to be spent.

25. Four high priority projects were considered as potentially suitable for investment in financial year 2023/2024.

26 March 2024 – Direction Workshop

26. Staff provided initial implementation advice at a workshop on 26 March 2024. A summary of the advice provided is captured in table one:

Table 1: March Workshop direction

Projects Considered	Information
#7 Henderson Bowling Club – Grass Bowling Green Renewal	300 members 4 greens used extensively each week. Grass bowling green requires renewal. Provides quality playing surface. Key bowls club in local board and Waitākere area.
High

#8 Henderson District Pony Club and West Auckland Riding for the Disabled Site Upgrades	Two key equestrian facilities in the local board area. Key facility for children with disabilities. Dual site utilised by both organisations.
High

#9 Netball Waitākere – Canopy Over Outdoor Netball Courts	4,184 teams Would like to increase programme and delivery which requires access to additional covered outdoor court space. Facilities regularly used by the wider community. Existing indoor court facilities at capacity at peak times within the local board area. Multiple netball events and competition days are cancelled throughout the season, due to extreme weather events. Increasing year on year.
High

27. The local board provided feedback on the options and staff indicated that further enquiries and investigations would be undertaken following the workshop.

28 May 2024 – Direction Workshop

28. Staff provided further implementation advice at a workshop on 28 May 2024. A summary on the advice provided is reflected in table two below:

Table 2: May Workshop direction

Projects Considered	Information
#8 Henderson Valley Pony Club and West Auckland Riding for the Disabled Association Upgrade Site	Two key equestrian facilities in the local board area. Key facility for children with disabilities. Dual site utilised by both organisations.
High

#13 Te Atatū Rugby League Sports Club Toilet Facilities Development	Mix of 750 members/casuals. Not enough toilets to cater for increasing numbers of women/girls on training nights.
High

#7 Henderson Bowling Club – Grass Bowling Green Renewal	300 members 4 greens used extensively each week. Grass green requires renewal. Provides quality playing surface. Key bowls club in local board and Waitākere area.
High/Medium

29. At the May workshop, staff recommended supporting the automatic gate for West Auckland Riding for Disabled Association.

30. This will enable 24/7 access for the disabled community, volunteers and community who partake in activities at the venue.

31. It was acknowledged that readiness of projects needs to be taken into consideration, and given time constraints, a decision and direction was need by the local board.

Tauākī whakaaweawe āhuarangi

Climate impact statement

32. The West Auckland Riding for the Disabled Association investigated the feasibility of implementing solar panels on their indoor arena, but unfortunately to no avail.

33. However, the club have installed six water tanks to capture rainwater that can be utilised by the club on and in the facility, especially to irrigation the covered riding arena surface.

34. The club continues to actively seek ways to reduce the impact the club has on the climate.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

35. There are no implications on known plans or projects for the wider council whānau.

36. Staff continue to work collaboratively to review the inclusion of projects into the local board work programme, and partner with community groups and external funding partners to progress community priority projects. The adopted plan has been shared with council teams working in the following areas:

· Area Operations

· Local Board Work Programme Planning

· Parks Maintenance

· Community Leasing

· Local Board Services.

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

Local impacts and local board views

37. Investment in the recommended project would support outcomes related to the Henderson-Massey Local Board Plan including:

· Our places: We contribute to high quality and sustainable urban growth.

38. The local board adopted the Sport and Active Recreation Facilities Plan in August 2023 [resolution number HM/2023/80].

39. At the workshop on 28 May 2024, most local board members indicated their support for allocation of the funding to the West Auckland Riding for the Disabled, as the instalment of an automatic gate will support accessibility for the disabled community and volunteers.

40. The impact of this decision will provide the West Auckland Riding for the Disabled Association, who provide significant support for the disabled community in Henderson-Massey, infrastructure for the disabled community and their volunteers to access the facility.

Tauākī whakaaweawe Māori

Māori impact statement

41. West Auckland Riding for the Disabled Association current Māori participation is 26.3 per cent, coming from local schools, Māori groups and the wider community.

42. The Māori demographic within the Henderson-Massey Local Board is 17.2 per cent and given the club’s commitment to being available to the community once the covered riding arena is open, this can have a further impact for current and future Māori who chose to participate.

43. The West Auckland Riding for the Disabled Association has engaged with the local iwi who have indicated their potential desire to access the facility once the programme schedules have been determined. The club will look to re-engage once the facility is open.

44. Local iwi did not express a desire to be involved in the design or construction phase of the project.

45. West Auckland Riding for the Disabled Association are accommodating to all groups and would welcome use from Māori groups of the covered riding arena once the facility is open, thus further increasing their current Māori participation.

Ngā ritenga ā-pūtea

Financial implications

46. On 18 July 2023, the Henderson-Massey Local Board approved the 2023/2024 Customer and Community Services work programme including item 3889, Henderson-Massey Sport and Active Recreation Facilities Plan Implementation.

47. Activity Description: Support priority projects within the Henderson-Massey Sport and Active Recreation Facilities Plan. Assess implementation options for funding and allocation of grants based on criteria in the plan.

48. This item has $20,000 Locally Driven Initiatives operational (LDI opex) budget allocated for 2023/2024.

49. There are no financial implications. This is an approved work programme in 2023/2024 adopted in July 2023.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

50. The uncontestable nature of the funding, coupled with the recommended project brings some risks, as outlined below. The risk has been mitigated by committing through the plan to support other projects identified, as funding becomes available, and projects are in position to receive such funds.

Table 4: Risks and mitigations

Risks	Mitigations
Community groups who do not receive funding may feel aggrieved.	Recommendations support a priority project identified within the plan. Project has been independently assessed in alignment with council’s investment priorities for community sport.

Ngā koringa ā-muri

Next steps

51. Should the local board approve the grant allocation, staff will work with the recipient to finalise a funding agreement and project plan to achieve the desired outcomes.

52. Progress project updates will be provided through the local board’s quarterly report in financial year 2024/2025.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Yvaan Hapuku-Lambert - Sport & Recreation Lead

Authorisers

Claire Stewart - General Manager Active Communities

Adam Milina - Local Area Manager

Henderson-Massey Local Board

18 June 2024

Local Board Views on Proposed Plan Change 96 - Open Space and Other Rezoning Matters (2024)

File No.: CP2024/03590

Te take mō te pūrongo

Purpose of the report

1. To invite local board views on the Council initiated Proposed Plan Change 96 – Open Space and Other Rezoning Matters (2024).

Whakarāpopototanga matua

Executive summary

2. Decision-makers on plan changes to the Auckland Unitary Plan (AUP) must consider local boards’ views on the plan change, if the relevant local boards choose to provide their views.

3. The Plan and Places Department prepare open space plan changes every two to three years to update the zoning of open space in the AUP. Proposed Plan Change 96 – Open Space and Other Rezoning Matters (2024) (PC96) is the latest such plan change.

4. Typically, there are four categories of change included in these plan changes:

i) Rezoning of recently vested or acquired open space

ii) Rezoning to correct zoning errors or anomalies

iii) Rezoning to better reflect the current or future intended use and/or development of land

iv) Rezoning to reflect approved land swaps between Kainga Ora and Auckland Council and/or to enable approved land rationalisation and disposal.

5. PC96 involves 32 changes/groups of changes in 13 local board areas. A copy of the proposed plan change is in Attachment A. The change on Map 31 is relevant to the Henderson-Massey Local Board.

6. A local board can present local views and preferences when expressed by the whole local board. This report is the mechanism for the local board to resolve and provide its views on Proposed Plan Change 96. Staff do not recommend what view the local board should convey.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) provide local board views on Proposed Plan Change 96 – Open Space and Other Rezoning Matters (2024).

b) appoint a local board member to speak to the local board views at a hearing on Proposed Plan Change 96 – Open Space and Other Rezoning Matters (2024).

c) delegate authority to the chairperson of the Henderson-Massey Local Board to make a replacement appointment in the event the local board member appointed in resolution b) is unable to attend the plan change hearing.

Horopaki

Context

Decision-making authority

7. Each local board is responsible for communicating the interests and preferences of people in its area regarding the content of Auckland Council’s strategies, policies, plans, and bylaws. Local boards provide their views on the content of these documents. Decision-makers must consider local boards’ views when deciding the content of these policy documents (ss15-16 Local Government (Auckland Council) Act 2009).

8. Local boards must have the opportunity to provide their views at the hearing on proposed plan changes.

9. If the local board chooses to provide its views, the planner includes those views in the hearing report. The hearing report will address issues raised in local board views and submissions by themes.

10. If appointed by resolution, local board members may present the local board’s views at the hearing to commissioners, who decide on the plan change.

11. This report provides an overview of the plan change, and a summary of submissions’ key themes relevant to the Henderson-Massey Local Board.

12. The report does not recommend what the local board should convey, if the local board expresses its views on Proposed Plan Change 96 – Open Space and Other Rezoning Matters (2024). The planner must include any local board views verbatim in the evaluation of the private plan change. The planner cannot advise the local board as to what its views should be, and then evaluate those views.

Tātaritanga me ngā tohutohu

Analysis and advice

Plan change overview

13. The Plan and Places Department prepare open space plan changes every two to three years to update the zoning of open space in the AUP.

14. Typically, there are four categories of change included in these plan changes:

i) Rezoning of recently vested or acquired open space

ii) Rezoning to correct zoning errors or anomalies

iii) Rezoning to better reflect the current or future intended use and/or development of land

iv) Rezoning to reflect approved land swaps between Kainga Ora and Auckland Council and/or to enable approved land rationalisation and disposal.

15. Proposed Plan Change 96 involves 32 land parcels or groups of land parcels from across the region. Thirteen local boards are affected. A copy of Proposed Plan Change 96 is in Attachment A.

16. The proposed changes that have received submissions are outlined below, along with the relevant local boards.

Table 1- Proposed changes in PC96 that have received submissions & local boards

Submissions Received on PC96 Maps/Topics	Local Board
Map 1	Franklin
Map 2	Franklin
Map 3	Hibiscus and Bays
Map 4	Puketapapa
Map 5	Waitemata
Map 7	Maungakiekie – Tamaki
Map 8	Kaipatiki
Map 9	Mangere – Otahuhu
Map 10	Mangere – Otahuhu
Map 11	Maungakiekie – Tamaki
Map 12	Puketapapa
Map 14	Maungakiekie – Tamaki
Map 15	Upper Harbour
Map 18	Howick
Map 19	Howick
Map 21	Rodney
Map 22	Rodney
Map 23	Albert – Eden
Map 25	Maungakiekie – Tamaki
Map 28	Papakura
Map 29	Albert – Eden
Map 30	Maungakiekie – Tamaki
Map 31	Henderson – Massey
Map 32	Franklin

17. No submission were received for Maps 6, 13, 16, 17, 20, 24, 26, & 27

18. The proposed change relevant to the Henderson-Massey Local Board is:

Map 31 – rezones part of 575 Te Atatu Road, Te Atatu Peninsula from Open Space – Community Zone to Business – Town Centre Zone. This reflects the sale of the land to the adjacent landowner.

19. In the Section 42A Hearing Report, the Council’s planner, and other experts, will evaluate and report on:

· Submissions and further submissions

· views and preferences of the local board, if the local board passes a resolution.

Themes from submissions received

20. Key submission themes are listed below.

Map 31

· Support the proposed rezoning of land located at 575 Te Atatu Road, Te Atatu Peninsula (Map 31) from Open Space - Community zone to Business - Town Centre zone and seeks that the plan change be accepted as notified.

21. Submissions were made by 1 organisation - Foodstuffs North Island Limited (“FSNI”).

Table 2: submissions received on plan change 96 for Map 31

Submissions	Number of submissions
In support	Map 31 – 1
In support, if modifications are made	Map 31 – nil
In opposition	Map 31 – nil
Neutral	Map 31 – nil

22. Information on the summary of all decisions requested by the submitters is in Attachment 2.

Tauākī whakaaweawe āhuarangi

Climate impact statement

Context

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

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

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

24. The rezoning of land at 575 Te Atatū Road, Te Atatū Peninsula to Business – Town Centre Zone (Map 31) is neutral in terms of climate change.

Implications for local board views

25. Table 2 provides guidance as to what the local board may wish to consider in forming any view.

Table 2 Relevance of climate change to RMA decision-making

In scope for RMA decision-making

Out of scope for RMA decision-making

Climate adaption issues such as:

How should land be allocated to different activities when considering how climate change may affect our environment? How and where should physical resources be constructed?

For example:

· will sea-level rise cause inundation of land where development is proposed?

· is the land in an area susceptible to coastal instability or erosion?

· will Auckland be less- or better-prepared for flooding, stress on infrastructure, coastal and storm inundation?

· is ecosystem resilience improved through ecological restoration or reduced by the loss of indigenous habitats?

Climate mitigation issues such as:

· release of greenhouse gas emissions into the atmosphere

· increase in emissions from private car use, use of coal fired or natural gas burners

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

26. Council departments and Council-Controlled Organisations involved in open space acquisition and disposal (e.g. Community and Social Policy (Parks and Recreation Policy), Healthy Waters, Eke Panuku and the Development Programme Office) have identified either land purchased for open space that has not gone through a vesting or gazetting process or land that is identified to be disposed of or swapped that requires an alternative zoning.

27. Both Parks and Recreation Policy and Healthy Waters (in the case of stormwater reserves) have provided input into the proposed zoning changes.

28. WaterCare Services Limited have been involved in the nomination of sites for rezoning.

29. Healthy Waters and Parks will review relevant submissions and provide expert input to the hearing report.

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

Local impacts and local board views

30. The proposed change on Map 31 is within the Henderson-Massey Local Board area.

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

· interests and preferences of people in local board area

· well-being of communities within the local board area

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

· responsibilities and operation of the local board.

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

Tauākī whakaaweawe Māori

Māori impact statement

33. If the local board chooses to provide its views on the plan change it includes the opportunity to comment on matters that may be of interest or importance to Māori, well-being of Māori communities or Te Ao Māori (Māori worldview).

34. A draft copy of the plan change was sent to all Auckland’s 19 mana whenua entities on 3 November 2023, as required under the Resource Management Act. No feedback was received from iwi.

35. In addition, no iwi authorities made a submission on the plan change.

36. The hearing report will include analysis of Part 2 of the Resource Management Act which requires that all persons exercising RMA functions shall take into account the principles of the Treaty of Waitangi/Te Tiriti o Waitangi.

Ngā ritenga ā-pūtea

Financial implications

37. In terms of land proposed to be rezoned from Open Space – Community Zone to Business – Town Centre Zone (Map 31), the proposed plan change will have financial benefits in terms of enabling the land to be disposed of by Auckland Council to the adjacent land owner, Foodstuffs North Island Limited (“FSNI”).

38. With respect to the cost of the plan change itself, this is planned expenditure within the Plans and Places Department’s budget. Cost associated with the plan change hearing are covered by the Democracy Services Department’s budget.

39. The bundling together of several rezoning proposals (there are 32 separate changes in the plan change) assists in reducing the costs per land parcel of the plan change and hearing processes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

40. There is a risk that the local board will be unable to provide its views and preferences on the plan change, if it doesn’t pass a resolution. This report provides:

· the mechanism for the Henderson-Massey Local Board to express its views and preferences

· the opportunity for a local board member to speak at a hearing.

41. The local board however, may choose not to pass a resolution at this business meeting.

42. The power to provide local board views regarding the content of a plan change cannot be delegated to individual local board member(s) (Local Government Act 2002, Sch 7, cls 36D(a)). This report enables the whole local board to decide whether to provide its views and, if so, to determine what matters those views should include.

Ngā koringa ā-muri

Next steps

43. The planner will include, and report on, any resolution of the local board in the Section 42A hearing report. The local board member appointed to speak to the local board’s views will be informed of the hearing date and invited to the hearing for that purpose.

44. A hearing date and the appointment of Independent Hearing Commissioner’s has yet to occur.

45. The planner will advise the local board of the hearing date and the decision on the plan change by memorandum, once the decision has been released.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Attachment 1 - Proposed Plan Change 96 - Open Space and Other Rezoning Matters (2024)	245
b ⇩	Attachment 2 - Information on the summary of all decisions requested by the submitter	277

Ngā kaihaina

Signatories

Authors

Tony Reidy - Team Leader Planning

Authorisers

John Duguid - General Manager - Plans and Places

Adam Milina - Local Area Manager

Henderson-Massey Local Board

18 June 2024

Auckland Citizens Advice Bureaux Funding Model Options

File No.: CP2024/07900

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 Henderson-Massey 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 optimised. 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

Authors

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

Adam Milina - Local Area Manager

Henderson-Massey 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.: CP2024/08095

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 Henderson-Massey 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	297
b ⇩	Attachment B – Summary of submissions as workshopped with the local board	317
c ⇩	Attachment C – Number of submissions by local board area	339
d ⇩	Attachment D – Summary of advisory panel responses	341
e ⇩	Attachment E - Copy of consultation feedback form	343

Ngā kaihaina

Signatories

Authors

Sarah Le Claire - Waste Planning Manager

Tania Utley - Senior Waste Planning Advisor

Authorisers

Louise Mason - General Manager Local Board Services

Parul Sood - General Manager Waste Solutions

Barry Potter - Director Infrastructure and Environmental Services

Megan Tyler - Chief of Strategy

Adam Milina - Local Area Manager

Sub. No.	Name of Submitter	Summary of the Relief Sought by the Submitter	Further Submissions
114.1	Foodstuffs North Island Limited (“FSNI”)	Support the proposed rezoning of land located at 575 Te Atatu Road, Te Atatu Peninsula (Map 31) from Open Space - Community zone to Business - Town Centre zone and seeks that the plan change be accepted as notified	Nil

Chairperson	Chris Carter
Deputy Chairperson	Dr Will Flavell
Members	Brenda Brady, JP
	Peter Chan, JP
	Dan Collins
	Oscar Kightley
	Brooke Loader
	Ingrid Papau

Authors	Laura Hopkins - Democracy Advisor
Authorisers	Adam Milina - Local Area Manager

Authors	Wendy Kjestrup - Senior Local Board Advisor
Authorisers	Adam Milina - Local Area Manager