1 Nau mai | Welcome

The meeting will be opened with a karakia.

Whakataka te hau ki te uru

Whakataka te hau ki te tonga

Kia mākinakina ki uta

Kia mātaratara ki tai

E hī ake ana te atakura

He tio

He huka

He hau hū

Tīhei mauri ora

Cease o winds from the west

Cease o winds from the south

Bring calm breezes over the land

Bring calm breezes over the sea

And let the red-tipped dawn come

With a touch of frost

A sharpened air

And promise of a glorious day.

2 Ngā Tamōtanga | Apologies

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

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

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

The Auckland Council Code of Conduct for Elected Members (the Code) requires elected members to fully acquaint themselves with, and strictly adhere to, the provisions of Auckland Council’s Conflicts of Interest Policy. The policy covers two classes of conflict of interest:

i) A financial conflict of interest, which is one where a decision or act of the local board could reasonably give rise to an expectation of financial gain or loss to an elected member; and

ii) A non-financial conflict of interest, which does not have a direct personal financial component. It may arise, for example, from a personal relationship, or involvement with a non-profit organisation, or from conduct that indicates prejudice or predetermination.

The Office of the Auditor General has produced guidelines to help elected members understand the requirements of the Local Authority (Member’s Interest) Act 1968. The guidelines discuss both types of conflicts in more detail, and provide elected members with practical examples and advice around when they may (or may not) have a conflict of interest.

Copies of both the Auckland Council Code of Conduct for Elected Members and the Office of the Auditor General guidelines are available for inspection by members upon request.

Any questions relating to the Code or the guidelines may be directed to the Local Area Manager in the first instance.

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Kaipātiki Local Board:

a) whakaū / confirm the ordinary minutes of its meeting, held on Wednesday, 12 June 2024, as true and correct.

5 He Tamōtanga Motuhake | Leave of Absence

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

6 Te Mihi | Acknowledgements

6.1 Mr James Alexander Doy - King's Birthday Honours 2024

Te take mō te pūrongo

Purpose of the report

1. To acknowledge and congratulate Mr James Alexander Doy for being awarded as a Member of the New Zealand Order of Merit in the King’s Birthday Honours List 2024 for his services to theatre, particularly youth theatre.

Whakarāpopototanga matua

Executive summary

2. Mr James Doy has made significant contributions to developing children and youth through the arts, particularly as Chief Executive of the National Youth Theatre (NYT).

3. As a professional musician, composer, and performer, Mr Doy has played for many local and international touring productions in musical theatre including ‘Les Miserables’, ‘Matilda’ and ‘Wicked’. Mr Doy composed the full-length musical ‘Peter Pan’ in 2017. He was Musical Director of the New Zealand Opening Ceremony for the 2015 ICC Cricket World Cup, putting together a showcase for the music from each of the 14 participating nations.

4. Mr Doy has received several music awards, including 2014 Musician of the Year from the Variety Artists Club. He has worked with youth theatre since the 1990s and helped found NYT in 2004, which offers workshops and rehearsals to young performers leading up to large-scale productions. NYT has produced 36 musicals over 15 years and more than 200 workshops and holiday programmes, with more than 10,000 participants. Many alumni of the programmes have gone into performing arts careers. As Chief Executive since 2012, he has overseen NYT become the resident youth theatre in Auckland Live, performing twice annually at the Aotea Centre and Civic Theatre. Mr Doy established NYT’s Outreach Programme in 2014, offering free performances to schools and scholarships for young performers.

5. The Kaipātiki Local Board wishes to acknowledge and congratulate Mr James Alexander Doy for being awarded as a Member of the New Zealand Order of Merit for services to theatre, particularly youth theatre and thank him for his work in our community.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) whakamihi / congratulate Mr James Alexander Doy for being awarded as a Member of the New Zealand Order of Merit in the King’s Birthday Honours List 2024 for services to theatre, particularly youth theatre.

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 Kaipātiki Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

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

9 Te Matapaki Tūmatanui | Public Forum

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

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.”

Kaipātiki Local Board

19 June 2024

Approval for a public road name at 16-18 Cadness Street, Northcote

File No.: CP2024/07029

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Kaipātiki Local Board to continue the use of a road name for an existing public road into the extension of that road, created by a subdivision at 16-18 Cadness Street, Northcote.

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, Kāinga Ora proposes to name the extension of the public road, ’Awataha Drive’ at 16-18 Cadness Street, Northcote.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) whakaae / approve the name, ‘Awataha Drive’ for a new public road which is to extend off Awataha Drive created by a development undertaken by Kāinga Ora at 16-18 Cadness Street, Northcote in accordance with section 319(1)(j) of the Local Government Act 1974 (Road naming reference RDN90116131, resource consent reference SUB60382647).

Horopaki

Context

4. Resource consent reference SUB60382647 was issued on 25 March 2022 for a subdivision at 16-18 Cadness Street, Northcote, creating a number of super lots and public roads. This subdivision is Stage 5 of a wider development in the area. Site and location plans of the development can be found in Attachments A and B of the agenda report.

5. In accordance with the standards, every public road and any 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.

6. The extension of the public road that requires a name has been identified in Attachment A of the agenda report.

Tātaritanga me ngā tohutohu

Analysis and advice

7. 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 to suggest their preferred new road name/s for the local board’s approval.

8. 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.

9. Assessment: The proposed road name is an extension of an existing road name and has been assessed by the council’s Subdivision Specialist team to ensure that it meets 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 name within the local context and in accordance with the delegation.

10. Confirmation: Since this is an extension of an existing road name, approval from Land Information New Zealand (LINZ) is not considered necessary.

11. Consultation: For the same reason as stated above, mana whenua consultation in this instance has not been undertaken. Additional commentary is provided in the Tauākī whakaaweawe Māori section that follows.

Tauākī whakaaweawe āhuarangi

Climate impact statement

12. 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

13. The decision sought for this report has no identified impact 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

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

Tauākī whakaaweawe Māori

Māori impact statement

15. 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 include an objective of recognising cultural and ancestral linkages to areas of land through the engagement with mana whenua through the road naming process.

16. In this instance, the application seeks the extension of the existing and previously approved name, Awataha Drive. Kāinga Ora has an extensive history of working closely with mana whenua and it should be noted that consultation was previously undertaken at the time when the roads within Stage 3A and Stage 3B were originally named.

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

Ngā ritenga ā-pūtea

Financial implications

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

19. 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

20. 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

21. 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 ⇩	19 June 2024 - Kaipātiki Local Board business meeting - Attachment A Site Plan	13
b ⇩	19 June 2024 - Kaipātiki Local Board business meeting - Attachment B Location Map	15

Ngā kaihaina

Signatories

Authors

Amy Cao - Subdivision Advisor

Authorisers

Trevor Cullen - Team Leader Subdivision

Trina Thompson - Local Area Manager

Kaipātiki Local Board

19 June 2024

Local board views on private plan change 99 for 13 Cresta Avenue and 96 Beach Haven Road, Beach Haven

File No.: CP2024/06996

Te take mō te pūrongo

Purpose of the report

1. To invite local board views on a private plan change by Beach Haven Road Apartments Limited for the land at 13 Cresta Avenue and 96 Beach Haven Road, Beach Haven.

Whakarāpopototanga matua

Executive summary

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

3. Beach Haven Road Apartments Limited (formerly known as Bentley Studios Limited) lodged a private plan change for 13 Cresta Avenue and 96 Beach Haven Road, Beach Haven. The purpose of the plan change is to rezone the two sites from Residential – Single House Zone to Residential – Mixed Housing Urban Zone. Private Plan Change 99 (PPC99) also seeks to include a precinct in the Auckland Unitary Plan (Operative in Part) (AUP) to incorporate the Medium Density Residential Standards (MDRS) as statutorily required by section 77G(1) of the Resource Management Act 1991(RMA).

4. PPC99 had full public notification (20 working days) between 18 April and 17 May 2024. A total of 90 submissions have been received. The key themes raised in the submissions include the effects on amenity values and local character, inadequate infrastructure (stormwater, wastewater, schools, local business), general concerns about future development of the sites, and transport (congestion, lack of parking).

5. 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 PPC99. Staff do not recommend what view the local board should convey.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) whakarite / provide local board views on private plan change 99 by Beach Haven Road Apartments Limited for 13 Cresta Avenue and 96 Beach Haven Road, Beach Haven.

b) kopou / appoint a local board member to speak to the local board views at a hearing on private plan change 99.

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

Horopaki

Context

Decision-making authority

6. 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).

7. A private plan change request will be included in the Auckland Unitary Plan if it is approved. Local boards must have the opportunity to provide their views on private plan change requests – when an entity other than council proposes a change to the Auckland Unitary Plan.

8. 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.

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

10. This report provides an overview of the private plan change, and a summary of submissions’ key themes.

11. The report does not recommend what the local board should convey, if the local board expresses its views on PPC 99. 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

12. The private plan change applies to 13 Cresta Avenue and 96 Beach Haven Road, Beach Haven. The land is zoned Residential – Single House as shown below in Figure 1.

Figure 1: 13 Cresta Avenue and 96 Beach Haven Road and surrounding area

13. Beach Haven Road Apartments Limited states the purpose of PPC99 is to enable greater housing density to make efficient use of land close to the Beach Haven Local Centre and public transport. The requestor considers that re-zoning the land would more appropriately provide for the density of housing development envisaged by them which is consistent with the Residential – Mixed Housing Urban Zone (refer to Figure 2 below).

Figure 2: Proposed zoning map. (Source: Beach Haven Road Apartments Limited (Section 32 report))

14. The requestor is also seeking a precinct for the purpose of incorporating the MDRS (refer to Figure 3 below). No changes to other spatial layers or text in the AUP are proposed.

Figure 3: Proposed precinct plan (Source: Section 32 report)

15. The inclusion of the MDRS is a statutory requirement under Section 77G(1) of the RMA. The only method currently available to incorporate the MDRS in PPC99 is through a precinct in the AUP. The proposed Residential – Mixed Housing Urban zone and the precinct provisions will not have legal effect unless PPC99 is made operative (after the usual processes for notification, hearing, and Planning, Environment and Parks Committee approvals for PPC99 to be made operative).

16. Beach Haven Road Apartments Limited included technical reports that evaluate urban design, traffic, infrastructure, and stormwater effects. The reports and other application details are available from council’s website at https://www.aucklandcouncil.govt.nz/plans-projects-policies-reports-bylaws/our-plans-strategies/unitary-plan/auckland-unitary-plan-modifications/Pages/details.aspx?UnitaryPlanId=262

17. As part of the section 42A hearing report, the Council’s planner, and other experts, will evaluate and report on:

· technical reports supplied by the requestor and reviewed by council experts

· submissions and further submissions

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

Themes from submissions received

18. Key submission themes arising from the 90 submissions are listed below:

· effects on character and amenity values on adjacent sites, the surrounding area and the Beach Haven Local Centre

· traffic effects, including lack of parking and congestion

· inadequate infrastructure to support development (stormwater, wastewater, social, and local business)

· stormwater and flooding

· intensification and future development of the sites

· amendments to the precinct provisions to:

o enable control to be exercised over the management of stormwater effects at the time of subdivision

o ensure that subdivision and development of the land is co-ordinated with the provision of local and bulk water and wastewater infrastructure

o include reference to the Obstacle Restriction Limitation Surface and the requirements within Designation 4311 for the ‘Whenuapai Airfield Approach and Departure Path Protection’.

Submissions	Number of submissions
In support	9
In opposition	73
Neutral/Did not state	8

Table 1: Submissions received on private plan change 99

19. Information on individual submissions, and the summary of all decisions requested by submitters, is available from council’s website: https://www.aucklandcouncil.govt.nz/plans-projects-policies-reports-bylaws/our-plans-strategies/unitary-plan/auckland-unitary-plan-modifications/Pages/details.aspx?UnitaryPlanId=262

Tauākī whakaaweawe āhuarangi

Climate impact statement

20. 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).

21. The first of council’s climate goals is relevant because it relates to climate adaption. That goal aligns with the legal principle for RMA decision-makers to have particular regard to the effects of climate change (section 7(i) RMA).

22. In regard to the second goal, the RMA amendments in November 2022 allows Council to consider climate mitigation. The private plan change is not proposing any rules about particular greenhouse gas discharges.

23. There were no submissions that raised specific climate change matters. However, matters relating to stormwater and flooding, and the inadequacy of public transport were raised in submissions and will be discussed further in the section 42A hearing report.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

24. Watercare Services Limited, Auckland Council – Healthy Waters, and Auckland Transport reviewed PPC99 before notification. Those reviews resulted in Clause 23 further information requests and the subsequent responses from the requestor. Auckland Transport has advised that it will provide input into the section 42A hearing report including a review of the relevant submissions. Auckland Transport’s input will be recorded and co-ordinated with the Council’s traffic specialist’s expert input.

25. Auckland Council and Watercare made submissions. The key matters raised are:

Auckland Council

· lack of recognition of the ‘Infrastructure - Water and/or Wastewater Constraints Control’ qualifying matter which makes the higher density zoning and application of MDRS inappropriate

· an inadequate assessment of the flood impacts on downstream properties

· the lack of plan provisions for MDRS enabled subdivision to enable control to be exercised over management of stormwater effects at the time of subdivision

· seeks amendments to the precinct provisions for MDRS enabled subdivision to enable control to be exercised over the management of stormwater effects at the time of subdivision.

Watercare Services Limited

· seeks that a process be established that requires subdivision and development to show that there is adequate capacity in the water and wastewater supply network to service proposed development, or adequate mitigation is proposed to offset the effects of development on the bulk water and wastewater network

· seeks amendments to the precinct provisions to ensure that subdivision and development of the land is coordinated with the provision of local and bulk water and wastewater infrastructure.

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

Local impacts and local board views

26. The private plan change request is for 13 Cresta Avenue and 96 Beach Haven Road, Beach Haven, within the Kaipātiki Local Board area. While the two sites do not abut council-owned land, the sites are within close vicinity of Shepherds Park which can be accessed via Cresta Avenue to the north, and Beach Haven Road, to the east.

27. This plan change relates to the Kaipātiki Local Board area only.

28. 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.

29. 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 private plan change.

Tauākī whakaaweawe Māori

Māori impact statement

30. 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 People, well-being of Māori communities or Te Ao Māori (Māori worldview). 7,680 residents in the local board area identify as Māori, in 2018 census results.

31. Beach Haven Road Apartments Limited advised council that it consulted with iwi authorities listed below in Table 3 when it prepared the private plan change.

Iwi authority	Organisation
Ngāi Tai ki Tamaki	Ngāi Tai ki Tamaki Tribal Trust
Ngāti Whātua o Kaipara	Ngā Maunga Whakahii o Kaipara Development Trust
Ngāti Whātua Ōrākei	Ngāti Whātua Ōrākei Trust
Ngāti Maru	Ngāti Maru Rūnanga Trust
Ngāti Pāoa	Ngāti Paoa Iwi Trust
Ngāti Pāoa	Ngāti Paoa Trust Board
Ngāti Tamaterā	Ngāti Tamaterā Settlement Trust
Ngāti Te Ata	Te Ara Rangatu o Te Iwi o Ngati Te Ata Waiohua
Ngāti Whanaunga	Ngāti Whanaunga Incorporated
Te Ākitai Waiohua	Te Ākitai Waiohua Iwi Authority
Te Kawerau ā Maki	Te Kawerau Iwi Settlement Trust
Te Rūnanga o Ngāti Whātua	Te Rūnanga o Ngāti Whātua

Table 2: Iwi consultation undertaken by requestor (Section 32 report)

32. Table 3 above reflects the mana whenua identified as having an interest in the plan change area, within the Mana Whenua Areas of Interest layer in Council’s Geomaps. The Mana Whenua listed above were notified of PPC99 in accordance with Schedule 1 of the RMA.

33. No submissions have been received from iwi authorities.

34. The hearing report will include analysis of Part 2 of the RMA which requires that all persons exercising RMA functions shall take into account the principles of the Treaty of Waitangi/Te Tiriti o Waitangi. The hearing report will analyse the effects of stormwater discharges downstream and earthworks in regard to unidentified archaeology, koiwi, or artefacts of Māori origin as these may be particular matters of relevance. However, it is acknowledged that the cultural values relating to these sites can only be identified by mana whenua with an interest in that site.

Ngā ritenga ā-pūtea

Financial implications

35. The private plan change request does not pose any financial implications for the local board’s assets or operations.

36. Costs associated with processing the private plan change request will be recovered from the applicant. Impacts on infrastructure arising from the private plan change request, including any financing and funding issues will be addressed in the hearing report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

37. 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 Kaipātiki Local Board to express its views and preferences

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

38. If the local board chooses not to pass a resolution at this business meeting, these opportunities are forgone.

39. The power to provide local board views regarding the content of a private plan change cannot be delegated to individual local board member(s) (Local Government Act 2002, Sch 7, cls 36D). 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

40. The summary of decisions requested will be publicly notified on 14 June 2024 and further submissions in support or opposition to the 90 submissions received will be able to be made for a ten working day period.

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

42. The hearing of submissions is not yet scheduled. The local board will be advised of the hearing date(s) if it wishes to attend the hearing. Following the hearing, the decision on the private plan change request will be provided to the local board by memorandum.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Jo Hart - Senior Policy Planner

Authorisers

John Duguid - General Manager - Plans and Places

Trina Thompson - Local Area Manager

Kaipātiki Local Board

19 June 2024

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

File No.: CP2024/03524

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 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 Kāinga 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 8 is relevant to the Kaipātiki 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 Kaipātiki Local Board:

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

b) kopou / 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).

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 Kaipātiki 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 Kāinga 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	Kaipātiki
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 Kaipātiki Local Board is:

Map 8 – rezones a portion of 31 – 35 Cresta Avenue, Beach Haven (Shepherds Park) from Open Space – Sport and Active Recreation Zone to Special Purpose – Māori Purpose Zone to facilitate the development of the Shepherds Park Marae.

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 8

· Approve the plan change for Shepherds Park, Beach Haven (Map 8) without any amendments

· Decline the plan change for 31 - 35 Cresta Avenue, Beach Haven - Map 8

21. Submissions were made by 2 organisations - He Oranga Wairua Marae and Birkenhead United AFC.

Table 2: submissions received on plan change 96 for Map 8

Submissions	Number of submissions
In support	Map 8 – 1
In support, if modifications are made	Map 8 – nil
In opposition	Map 8 – 1
Neutral	Map 8 – nil

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

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 to Special Purpose – Māori Purpose Zone (Map 8) will provide opportunity for a community facility (marae) in close proximity to where people live and recreate.

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

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 changes on Map 8 are within the Kaipātiki 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. He Oranga Wairua Marae have however made a submission in support of the proposed change.

37. 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

38. In terms of land proposed to be rezoned from Open Space – Sport and Active Recreation Zone to Special Purpose – Māori Purpose Zone (Map 8), the proposed plan change will have financial benefits in terms of enabling the land to be used for its intended purpose of marae without the need to obtain a discretionary activity resource consent. Note, a limited discretionary resource consent may be required if any of the relevant standards are exceeded.

39. 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.

40. 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

41. 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 Kaipātiki Local Board to express its views and preferences

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

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

43. 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

44. 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.

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

46. 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 ⇩	19 June 2024 - Kaipātiki Local Board business meeting - Attachment A - Proposed Plan Change 96 - Open Space and Other Rezoning Matters (2024)	35
b ⇩	19 June 2024 - Kaipātiki Local Board business meeting - Attachment B – Information on the summary of all decisions requested by submitters (Kaipātiki Local Board)	67

Ngā kaihaina

Signatories

Authors

Tony Reidy - Team Leader Planning

Authorisers

John Duguid - General Manager - Plans and Places

Trina Thompson - Local Area Manager

Kaipātiki Local Board

19 June 2024

Approval of the 2024/2025 Kaipātiki Local Board Local Environmental Work Programme

File No.: CP2024/07022

Te take mō te pūrongo

Purpose of the report

1. To approve the 2024/2025 Kaipātiki 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 Kaipātiki Local Board Plan 2023 and available Local Driven Initiatives (LDI) budget from the board. The 2024/2025 programme for approval contributes towards environmental, water quality, sustainability, and waste minimisation outcomes (refer to Attachment A of the agenda report).

3. This report presents the proposed Kaipātiki Local Board’s Local Environmental Work Programme and associated budgets for approval for the 2024/2025 financial year (refer to Attachment A of the agenda report).

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 and the continued successful delivery of 2023/2024 programmes. 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.

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

· Climate Action Activation - $15,000

· Kaipātiki Project - $108,000

· Kaipātiki Water Quality Monitoring - $20,000

· Para Kore Zero Waste Northcote - $20,000

· Pest Free Kaipātiki strategy implementation - $216,000

· Wairau industrial pollution monitoring and compliance - $26,000.

6. The proposed work programme has a total value of $405,000, which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2024/2025 financial year.

7. The proposed work programme also notes $900,000 in regionally funded asset-based services capital expenditure for the following coastal renewals programmes:

· Hinemoa Park – repair failed pontoon - $700,000

· Little Shoal Bay - Renew Coastal Structure - $200,000.

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

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

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

Activity name	2024/2025 budget for approval
Climate Action Activation	$15,000
Kaipātiki Project	$108,000
Kaipātiki Water Quality Monitoring	$20,000
Para Kore Zero Waste Northcote	$20,000
Pest Free Kaipātiki strategy implementation	$216,000
Wairau industrial pollution monitoring and compliance	$26,000
Total	$405,000

b) tuhi ā-taipitopito / note the allocation of $900,000 regionally funded asset-based services capital expenditure budget towards the coastal renewals programme in the 2024/2025 financial year.

Activity name	2024/2025 regional budget
Hinemoa Park – repair failed pontoon	$700,000
Little Shoal Bay - Renew Coastal Structure	$200,000
Total	$900,000

Horopaki

Context

9. On an annual basis, each local board decides which activities to allocate its annual budget toward through a series of workshops. The local board feedback in these workshops has informed the development of the proposed Local Environmental Work Programme for 2024/2025 (refer to Attachment A of the agenda report).

10. The proposed work programme responds to the environmental objectives identified in the Kaipātiki Local Board Plan 2023. The specific objectives reflected in the work programme are:

· Our people and communities feel connected and safe

· Kaipātiki is rich with Māori identity and culture through active partnership with mana whenua and Māori

· Our diversity is celebrated and nurtured

· Use a Māori world view to treasure and protect our natural environment (taonga tuku iho)

· Our parks, waterways and forests are protected and enhanced so that birds and other native wildlife flourish

· Our people are environmentally aware and live sustainably

· Our community are prepared for the impacts of a changing climate.

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

· Te Tāruke ā Tāwhiri: Auckland’s Climate Action Plan 2020

· Kaipātiki Climate Action Plan 2023

· National Policy for Freshwater Management 2020

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

· Auckland Waste Management and Minimisation Plan 2018.

· Kaipātiki Urban Ngahere Action Plan 2021

· Auckland’s Urban Ngahere Forest Strategy 2019.

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

Tātaritanga me ngā tohutohu

Analysis and advice

Proposed Local Environmental Work Programme developed for 2024/2025

13. The proposed work programme is made up of activities continuing from previous financial years, including annually occurring events or ongoing programmes. These programmes contribute towards the delivery of the Kaipātiki Local Board Plan 2023 environmental objectives, as detailed above.

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

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

Climate Action Activation - $15,000

16. The board has indicated it would like to continue to support the Climate Action Activation programme in 2024/2025. The local board contributed $15,000 towards this programme in 2023/2024.

17. The programme for 2024/2025 will continue supporting existing local climate action by community houses, as well as the “Travel Lightly’ project with Kaipātiki Project Eco Hub.

18. Staff initially recommend that the board allocate $22,000 towards this programme in 2024/202, so that the project could expand. Due to limited budget availability, the board has indicated it will allocate $15,000 towards this programme which will allow the continuation of the 2023/2024 initiatives.

Kaipātiki Project - $108,000

19. The board has indicated it would like to continue funding the Kaipātiki Project’s environmental programmes in 2024/2025. The local board funded $100,000 towards this programme in 2023/2024.

20. This funding will support Kaipātiki Project to deliver locally on the Local Board’s aspirations for the environment and community across six areas:

· EcoHub: manage core operations and community facing services

· Regenerative Environments: Lead community/volunteer activities focused on Eskdale Reserve Network and Witheford Reserve

· Volunteering Opportunities: Host year-round volunteering in the native plant nursery and teaching garden and EcoHub

· Education for Sustainability: Development, coordination, and delivery of learning programmes

· EcoFest: Coordinate and promote events/activities in Auckland’s North

· Community Connections: Foster well connected community networks and local collaboration.

21. Staff recommended that the board allocate $130,000 towards this programme in 2024/2025. Due to limited budget availability, the board has indicated it can allocate $108,000 towards this programme. This amount aligns with the CPI increase, ensuring the programme can maintain its current level of deliverables, without an expansion to additional services.

Kaipātiki Water Quality Monitoring - $20,000

22. The local board has indicated it would like to continue supporting the Kaipātiki Water Quality Monitoring Programme in 2024/2025. This will be the fifth year of board support for this programme, to which the board allocated $15,000 in 2023/2024.

23. In previous financial years, this programme has delivered monthly water quality data for 10 streams in the Kaipātiki Local Board area. This data has given staff a comprehensive picture of the health of each stream, and how this varies seasonally and with heavy rainfall.

24. Staff recommend that the board allocate $20,000 towards this programme in 2024/2025. The larger budget reflects the increased costs of running the programme.

Para Kore Zero Waste Northcote - $20,000

25. The board has indicated it would like to continue to support the Para Kore Zero Waste Northcote programme in the 2024/2025 financial year to continue reducing waste produced in the area. The local board allocated $20,000 towards this programme in 2023/2024.

26. This year, the programme will continue to focus on the Northcote Zero Waste Action Plan’s key areas:

· leadership, advocacy, and empowerment

· activation and communication

· food systems

· development planning

· de/construction.

27. It will do this by engaging and supporting residents, local iwi, culturally ethnically diverse communities, local businesses, and educational organisations. It will also continue collaborating and networking with other community initiatives in Northcote.

28. Staff recommend that the board allocate $22,000 towards this programme in 2024/2025.

Pest Free Kaipātiki strategy implementation - $216,000

29. The board has indicated it would like to continue funding the Pest Free Kaipātiki strategy implementation programme in 2024/2025. The local board allocated $200,000 towards this programme in 2023/2024.

30. In 2024/2025, the programme will engage the community in pest animal and plant removal, terrestrial and freshwater habitat protection, and species conservation. It will also include climate change mitigation actions and restoration projects throughout the local board area, with support and technical advice from council staff.

31. Staff recommended that the board allocate $253,000 towards this programme in the 2024/2025 to accommodate increased costs and expand the programme into XYZ?. Due to limited budget availability, the board has indicated it can allocate $216,000 towards this programme. This amount aligns with the CPI increase, ensuring the programme can maintain its current level of deliverables.

Wairau industrial pollution monitoring and compliance - $26,000

32. The board has indicated it would like to continue funding the Wairau industrial pollution monitoring and compliance programme in 2024/2025. The local board allocated $40,000 towards this programme in 2023/2024.

33. For 2024/2025, it is proposed that the sensors be maintained, with one relocated to a new position to ensure continuous data collection. To achieve higher compliance rates across the catchment, the next step is a proactive 'blitz' in targeted areas. Six warranted regulatory staff will systematically work through these areas to ensure high-risk businesses comply with environmental standards.

34. Staff recommend that the board allocate $26,000 towards this programme in 2024/2025. A lower budget is needed for this year as sensor set up costs were undertaken in 2023/2024.

Regionally funded asset-based capital expenditure coastal renewal programmes

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

36. The local board is asked to note the following projects within their area:

Hinemoa Park – repair failed pontoon - $700,000

37. This programme will repair a failed wharf pontoon at Hinemoa Park, Birkenhead. Additionally, the budget will also undertake investigations to establish the health of the other pontoons in Hinemoa Park and renew these where required, budget allowing.

Little Shoal Bay - Renew Coastal Structure - $200,000

38. This project focusses on the implementation of the coastal renewal actions as set out within the Wai Manawa Mini Shoreline Adaptation Plan. This includes rationalising the currently unconsented ‘wool bag’ groyne and coastal edge treatment options for the existing seawall surrounding the boat hard stand area.

Tauākī whakaaweawe āhuarangi

Climate impact statement

39. 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 Kaipātiki Local Board has developed the Kaipātiki Climate Action Plan 2023, which guides climate activities.

40. The Local Environmental Work programme specifically achieves the following outcomes from the Kaipātiki Climate Action Plan:

· Partner with community to protect and grow ngahere

· Protect existing ngahere

· Enhance existing open space

· Enhance community knowledge of the role of trees in climate change mitigation

· Circular economy

· Support community initiatives that reduce emissions and increase our communities' understanding of climate change

· Strengthen the resilience of our communities, people, and places

· Support community action on sustainable transport.

41. 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.

42. Table 1 outlines the activities in the 2024/2025 work programme that have an impact on greenhouse gas emissions or contribute towards climate change adaptation.

Table 1: Climate impact assessment of proposed activities

Activity name	Climate impact
Climate Action Activation	This programme aims to reduce emissions by identifying gaps and strategic opportunities, fostering collaborations to enhance existing local activities. It encourages and enables residents to adopt lifestyle changes and engage in community-based initiatives, creating new social norms and reducing carbon emissions.
Kaipātiki Project	The Kaipātiki Project contributed to the Kaipātiki Climate Action Plan and supports individuals, groups, and businesses in transitioning to a resilient, zero-carbon community that adapts to climate change. They also advocate for the care of mature kauri, protection from kauri dieback, and increased native tree planting to boost carbon sequestration.
Kaipātiki Water Quality Monitoring Programme	Freshwater ecosystems offer essential services that mitigate climate change and enhance community resilience, such as flood mitigation, habitats for native biodiversity, and carbon sequestration through riparian planting. This water quality monitoring will guide future restoration of waterways and upstream land use to improve the ecosystem.
Para Kore Zero Waste Northcote	This programme will contribute to lower carbon emissions through minimising waste to landfill, this aligns with Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan.
Pest Free Kaipātiki Strategy Implementation	This programme will increase carbon sequestration through native tree planting and pest removal. Pest Free Kaipātiki are supporting communities with slip restoration and creating awareness of the need for large tree protection. They are also advocating for care of kauri and protection from kauri dieback. Reserve restoration groups are being educated in preventative actions to reduce storm water damage.
Wairau industrial pollution monitoring and compliance	This programme will contribute towards climate change mitigation and adaptation by informing and educating business owner on mitigating stormwater pollution risks. This will reduce negative effects on freshwater ecosystems. Freshwater ecosystems provide many ecological services such as flood mitigation, habitat for native biodiversity and carbon sequestration.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

43. 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.

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

45. Environmental Services and Healthy Waters staff working on restoration programmes will work closely with colleagues from Parks and Community Facilities as some of the restoration work happens on public land and public parks.

46. The Connected Communities department and Eke Panuku will be aiding staff in the delivery of the Para Kore Zero Waste Northcote programme.

47. The Industrial pollution prevention programme and Kaipātiki Water Quality Monitoring will also liaise with Auckland Council’s Compliance Team.

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

Local impacts and local board views

48. The projects proposed for inclusion in the board’s Local Environmental Work Programme will have positive environmental outcomes across the Kaipātiki Local Board area. A continued focus areas for the 2024/2025 work programme is the Wairau Valley. The Kaipātiki Project and Pest Free Kaipātiki community groups are also involved in the delivery of the work programme.

49. The projects noted above align with the ‘Belonging and Wellbeing’ and ‘Environment’ outcomes in the 2023 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

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

51. 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 these activities are achieving these outcomes will be reported to the local board on a quarterly basis.

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

53. Table 2 outlines the activities in the 2024/2025 work programme that contribute towards the delivery of specific Māori outcomes.

Table 2: Māori outcome delivery through proposed activities

Activity name	Māori outcome	Māori outcome description
Kaipātiki Project	· Te reo Māori · Māori business, tourism, and employment · Kaitiakitanga · Māori identity and culture · Realising Rangatahi potential · Whānau and tamariki wellbeing	This programme will continue to support events and activities that promote Māori culture and identity, such as Matariki celebrations and raranga workshops, while embedding maramataka in gardening. It will also build relationships with local iwi and mataawaka groups to support common goals, and incorporate te reo Māori into everyday practices, programmes, and services. Additionally, the programme will support mana whenua on existing and new climate action and environmental projects that promote kaitiakitanga outcomes, such as Te Ara Awataha.
Para Kore Zero Waste Northcote	· Kaitiakitanga	This programme honours Te Tiriti o Waitangi principles and acknowledges the special place of Tangata Whenua in Northcote communities. It strives to work in partnership with Māori, as well as all residents and groups. Mana whenua are regularly consulted and invited to be involved, and have fully endorsed Kaipātiki Project to deliver on this programme through the Para Kore Zero Waste Northcote Activator.
Pest Free Kaipātiki Strategy Implementation	· Te reo Māori · Kaitiakitanga · Māori identity and culture	Pest Free Kaipātiki is enhancing its capability to integrate Te Tiriti principles by upskilling in Te Reo, Tikanga, and Matauranga Māori. They are developing partnerships with key kaumatua and kuia through their Tikanga o te Taiao coordinator and have begun relationships with representatives of iwi associated with Kaipātiki, gaining support for their restoration and community protection initiatives. They are also establishing connections with the Te Kamaka Marae Committee, which holds potential as a hub to further engage and build relationships with whānau in the area

54. 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

55. The proposed Local Environmental Work Programme for 2024/2025 totals $405,000 of the board’s locally driven initiatives (LDI) operational budget. This budget represents discretionary funding that the local board uses to support projects they wish to realise. This amount can be accommodated within the board’s total draft budget for 2024/2025.

56. The proposed work programme also notes $900,000 in regionally funded asset-based services capital expenditure for the coastal renewal programmes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

57. 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.

58. 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.

59. 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.

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

Table 3: Key risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Climate Action Activation	If existing projects are not supported, it will take significant time to scope new projects.	The board has agreed to continue with the 2023/2024 projects.	Low
Kaipātiki Project	This programme is dependent on the willingness of volunteers to be involved.	This programme builds on positive relationships and momentum that already exists in local communities.	Low
Pest Free Kaipātiki Strategy Implementation			Low
Kaipātiki Water Quality Monitoring Programme	The success of this programme will be dependent on the actions and enthusiasm of the community.	This programme is led in tandem with the community groups Kaipātiki Project and Pest Free Kaipātiki, which both have extensive knowledge of restoration activities, water quality and community engagement.	Low
Para Kore Zero Waste Northcote	Low community (group) engagement	The programme builds on positive relationships and momentum that already exists in Northcote communities, and is run by Kaipātiki Project, a key environmental project provider in this area	Low
Wairau industrial pollution monitoring and compliance	The programme depends on the availability of regulatory compliance staff to carry out business visits.	A schedule will be created well in advance to ensure the required staff are free	Low

61. 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

62. 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.

63. 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 ⇩	19 June 2024 - Kaipātiki Local Board business meeting - Kaipātiki Local Board Local Enviromental Work Programme 2024-2025	79

Ngā kaihaina

Signatories

Authors

Nick FitzHerbert - Team Leader Relationship Advisory

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Paul Edwards - Senior Local Board Advisor

Kaipātiki Local Board

19 June 2024

Approval of the Kaipātiki Local Board Local Governance work programme 2024/2025

File No.: CP2024/07923

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

· Belonging and wellbeing – Our people are informed and engaged in the decisions that affect them.

· Belonging and wellbeing – Kaipātiki is rich with Māori identity and culture through active partnership with mana whenua and Māori.

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

· Kaipātiki Local Board Engagement – $5,000.

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

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

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

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

i) Kaipātiki Local Board Engagement – $5,000 LDI OPEX.

Horopaki

Context

7. Each year, the local board decides which activities to allocate its annual budget toward through a series of workshops. The local board feedback in these workshops have informed development of the work programme.

8. The work programme responds to the outcomes and objectives that the local board identified in the Kaipātiki Local Board Plan 2023. The specific outcome and objectives that are reflected in the work programme are:

· Belonging and wellbeing - Our people are informed and engaged in the decisions that affect them.

· Belonging and wellbeing – Kaipātiki is rich with Māori identity and culture through active partnership with mana whenua and Māori.

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

12. The proposed activity for delivery as part of the Kaipātiki Local Board Local Governance work programme 2023/2024 is detailed below (refer to Attachment A of the agenda report).

· Kaipātiki Local Board Engagement – $5,000 LDI Opex

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

19. The proposed Kaipātiki Local Board Local Governance work programme 2024/2025 is $5,000 of the local board’s locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total draft budget for 2024/2025.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

20. There is a relatively small budget in the Kaipātiki Local Board work programme 2024/2025. Where a work programme activity cannot be completed on time or to budget due to unforeseen circumstances, this will be signalled to the local board at the earliest opportunity. Depending on the timing, reallocation to another work programme activity might be an option.

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	19 June 2024 - Kaipātiki Local Board Local Governance Work Programme 2024/2025	89

Ngā kaihaina

Signatories

Authors	Lisa Kent - Local Board Engagement Advisor
Authorisers	Paul Edwards - Senior Local Board Advisor

No.	Title	Page
a ⇩	19 June 2024 - Kaipātiki Local Board business meeting - Kaipātiki Local Board P&P work programme 2024-2025	95

Kaipātiki Local Board

19 June 2024

Approval of Customer and Community Services Kaipātiki Local Board work programme 2024-2025

File No.: CP2024/07531

Te take mō te pūrongo

Purpose of the report

1. To approve the 2024/2025 Kaipātiki Local Board Customer and Community Services work programme and its associated budget (refer to Attachment A of agenda report).

Whakarāpopototanga matua

Executive summary

2. This report presents the 2024/2025 Kaipātiki 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 Kaipātiki 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 Kaipātiki Local Board:

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

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

c) whai / approve the Risk Adjusted Programme projects identified in the 2024/2025 Customer and Community Services work programme (refer to 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 (refer to 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:

· Belonging and Wellbeing

· Environment

· Places and Spaces

· Transport and Connections

· Opportunity and Prosperity.

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 Kaipātiki Local Board area, together with identified budgets and main funding sources, are shown in Attachment A of the agenda report.

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 of the agenda report.

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 of the agenda report. 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 Kaipātiki Local Board work programme identified as having a positive or negative impact on climate change are outlined in Attachment D of the agenda report.

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: Kaipātiki 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)	911,530	0	0
Opex: Asset Based Services (ABS)	18,602,853	0	0
Capital (Capex): Local Asset Renewals - Budget (ABS)	5,732,306	5,710,175	5,872,638
Capex: Local Asset Renewals - Proposed Allocation (ABS)	2,728,957	5,710,175	5,872,638
Advanced Delivery RAP*	3,003,349	0	0
*Capex: Local Asset Renewals - Unallocated budget (ABS)*	0	0	0
Capex: Locally Driven Initiatives (LDI) – Budget	581,951	587,910	595,173
Capex: Locally Driven Initiatives (LDI) - Proposed Allocation	581,951	587,910	595,173
Advanced Delivery RAP*	0	0	0
*Capex: Locally Driven Initiatives (LDI) - Unallocated budget*	0	0	0
Capex: Growth projects Allocation	499,153	1,500,000	1,000,000
Capex: Slips Prevention projects Allocation	86,312	70,000	330,000
Capex: One Local Initiative		197,907	1,819,627
Capex: Long-term Plan discrete	0	1,162,300	2,000,000
TOTAL ALLOCATIONS	23,410,756	9,228,292	11,617,438

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 ⇩	19 June 2024 - Kaipātiki Local Board business meeting - Kaipātiki CCS Work Programme 2024_2025	111
b ⇩	19 June 2024 - Kaipātiki Local Board business meeting - KPT Maori Outcomes	141
c ⇩	19 June 2024 - Kaipātiki Local Board business meeting - Kaipātiki Regionally Funded Projects	145
d ⇩	19 June 2024 - Kaipātiki Local Board business meeting - KPT Climate Outcomes	147

Ngā kaihaina

Signatories

Authors

Claire Stewart - General Manager Active Communities

Darryl Soljan - Manager Customer Experience - North & West Libraries

Justine Haves - General Manager Regional Services & Strategy

Taryn Crewe - General Manager Parks and Community Facilities

Authorisers

Claudia Wyss - Director Customer and Community Services

Paul Edwards - Senior Local Board Advisor

Kaipātiki Local Board

19 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.: CP2024/08096

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 of the agenda report.

4. On 30 November 2023 the Planning, Environment and Parks Committee approved the draft plan for public consultation (resolution number 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 Kaipātiki 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 number 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 of the agenda report. 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 of the agenda report 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 of the agenda report.

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 of the agenda report. 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 ⇩	19 June 2024 - Kaipātiki Local Board business meeting - Attachment A – Summary Snapshot – draft Waste Management and Minimisation Plan 2024	161
b ⇩	19 June 2024 - Kaipātiki Local Board business meeting - Attachment B – Summary of submissions as workshopped with the Kaipātiki Local Board	181
c ⇩	19 June 2024 - Kaipātiki Local Board business meeting - Attachment C – Number of submissions by local board area	203
d ⇩	19 June 2024 - Kaipātiki Local Board business meeting - Attachment D – Summary of advisory panel responses	205
e ⇩	19 June 2024 - Kaipātiki Local Board business meeting - Attachment E - Copy of consultation feedback form	207

Ngā kaihaina

Signatories

Authors

Sarah Le Claire - Waste Planning Manager

Tania Utley - Senior Waste Planning Specialist

Authorisers

Louise Mason - General Manager Local Board Services

Parul Sood - General Manager Waste Solutions

Barry Potter - Director Infrastructure and Environmental Services

Paul Edwards - Senior Local Board Advisor

Kaipātiki Local Board

19 June 2024

Auckland Citizens Advice Bureaux Funding Model Options

File No.: CP2024/07879

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 Kaipātiki Local Board:

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

Horopaki

Context

CAB and ACABx structure

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

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

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

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

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

Image: Auckland CAB and ACABx Structure

Number and type of client interactions

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

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

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

Implementation of June 2023 Governance Body decisions

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

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

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

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

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

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

18. In response to the above resolution:

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

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

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

Auckland CAB Regional Strategic Plan 2024-2027

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

· Auckland CABs working together for better outcomes for clients

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

· sustainable and adequate funding

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

· sufficient number of high performing and values driven volunteers.

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

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

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

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

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

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

Option Two: Subregional model

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

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

Option Three: Regional and outcomes focussed model

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

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

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

Table 1: Comparative analysis/assessment of funding models

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

Proposed implementation of new funding model

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Wayne Levick - Regional Partnerships Lead

Authorisers

Megan Tyler - Chief of Strategy

Claudia Wyss - Director Customer and Community Services

Louise Mason - General Manager Local Board Services

Trina Thompson - Local Area Manager

Kaipātiki Local Board

19 June 2024

Permanent changes to landowner approval process for filming activities

File No.: CP2024/07298

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

· Auckland Film Protocol (2019)

· Public Trading, Events and Filming Bylaw 2022

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

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

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

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

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

Horopaki

Context

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

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

Local Board Delegation to the Chief Executive (2023)

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

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

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

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

Auckland Film Protocol (2019)

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

Public Trading, Events and Filming Bylaw (2022)

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

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

· 87 per cent agree filming creates job opportunities

· 81 per cent agree it is good for tourism

· 72 per cent agree it influences our art and culture

· 71 per cent agree it is great for my community.

Aucklanders Experiences

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

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

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

Ngā koringa ā-muri

Next steps

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	19 June 2024 - Kaipātiki Local Board business meeting - 6 May Local Board Briefing presentation	231

Ngā kaihaina

Signatories

Authors

Hayley Abbott – Screen Facilitation Team Lead

Jess Hansen – Film Facilitator Engagement

Kelly Boyed – Film Facilitator Process and Tech

Authorisers

Matthew Horrocks – Screen Auckland Manager

Louise Mason - General Manager Local Board Services

Trina Thompson - Local Area Manager

Chairperson	John Gillon
Deputy Chairperson	Danielle Grant, JP
Members	Paula Gillon
	Erica Hannam
	Melanie Kenrick
	Tim Spring
	Dr Janet Tupou
	Adrian Tyler

Sub. No.	Name of Submitter	Summary of the Relief Sought by the Submitter	Further Submissions
115.1	He Oranga Wairua Marae	Approve the plan change for Shepherds Park, Beach Haven (Map 8) without any amendments	tba
119.1	Birkenhead United AFC	Decline the plan change for 31 - 35 Cresta Avenue, Beach Haven - Map 8	tba

No.	Title	Page
a ⇩	19 June 2024 - Kaipātiki Local Board business meeting - Kaipātiki Local Board workshop record 1 May 2024	255
b ⇩	19 June 2024 - Kaipātiki Local Board business meeting - Kaipātiki Local Board workshop record 8 May 2024	257
c ⇩	19 June 2024 - Kaipātiki Local Board business meeting - Kaipātiki Local Board workshop record 22 May 2024	261
d ⇩	19 June 2024 - Kaipātiki Local Board business meeting - Kaipātiki Local Board workshop record 29 May 2024	263

Activity name	Māori impact
Beach Haven/Birkdale Heritage trail brochure	Moderate

Authors	Jacinda Gweshe - Democracy Advisor
Authorisers	Trina Thompson - Local Area Manager