Agenda of Franklin Local Board - Tuesday, 25 June 2024

Franklin Local Board

25 June 2024

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

File No.: CP2024/07515

Te take mō te pūrongo

Purpose of the report

1. To approve the 2024/2025 Franklin Local Board Customer and Community Services work programme and its associated budget presented as Attachment A.

Whakarāpopototanga matua

Executive summary

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

a) whai / approve the 2024/2025 Customer and Community Services work programme and its associated budget presented in Attachment A

b) whai / approve in principle the 2025/2026 and 2026/2027 Customer and Community Services – Parks and Community Facilities work programme presented in Attachment A

c) whai / approve the Risk Adjusted Programme projects identified in the 2024/2025 Customer and Community Services work programme presented in Attachment A

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 presented in Attachment C

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.

A diagram of a planning process

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14. Local board plans align with the Auckland Plan and set out local community priorities and aspirations. The 2024/2025 Customer and Community Services work programme, in turn aligns to not only the local board plans, but the appropriate Auckland Council plans, policies and strategies.

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

· Our people

· Our environment

· Our community

· Our places

· Our economy.

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

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

18. 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:

· 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 on 9 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 2024-2034.
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 Franklin Local Board area, together with identified budgets and main funding sources, are shown in Attachment A.

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

Risk Adjusted Programme

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

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

45. Local board approval is sought for the commencement of these projects in the 2025/2026 financial year, so they can be prioritised if other, already approved projects, cannot be delivered or are delayed due to unforeseen reasons.

Regionally funded activities included in the local board work programme

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

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

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

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

Process for changes to the approved work programme

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

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

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

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

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

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

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

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

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

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

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

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

68. The Customer and Community Services work programme was developed collaboratively by staff from the directorate’s departments and Local Board Services. This ensures 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 that 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: Franklin budget allocation

Local budgets	2024/2025 (approve)	2025/2026 (approve in principle Parks & Community Facilities only)	2026/2027 (approve in principle Parks & Community Facilities only)
Operational (Opex): Locally Driven Initiatives (LDI)	1,344,499	0	0
Opex: Asset Based Services (ABS)	14,625,738	0	0
Capital (Capex): Local Asset Renewals - Budget (ABS)	6,291,778	6,112,649	6,364,761
Capex: Local Asset Renewals - Proposed Allocation (ABS)	6,281,77	6,112,650	6,354,762
Advanced Delivery RAP*	0	0	0
Capex: Local Asset Renewals - Unallocated budget (ABS)	10,000	0	10,000
Storm Damage Capex	100,000	100,000	0
Capex: Locally Driven Initiatives (LDI) – Budget	684,625	703,292	723,671
Capex: Locally Driven Initiatives (LDI) - Proposed Allocation	645,073	695,084	721,541
Advanced Delivery RAP*	0	0	0
Capex: Locally Driven Initiatives (LDI) - Unallocated budget	39,552	8,208	2,130
Capex: Growth projects Allocation	1,077,767	300,000	1,500,000
Capex: Coastal projects Allocation	0	0	0
Capex: Slips Prevention projects Allocation	80,000	70,000	604,971
Capex: Specific Purpose Funding – Allocation	200,000	1,800,000	2,800,000
Capex: One Local Initiative	0	0	0
Capex: Long-term Plan discrete	0	0	0
LDI Opex	58,452	20,000	35,000
Capex: External Funding Allocation	0	0	0
TOTAL ALLOCATIONS	24,413,307	9,097,734	12,016,274

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 ⇨	Customer and Community Services Work Programme 2024/2025 - Franklin Local Board (Under Separate Cover)
b ⇨	Māori Outcomes 2024/2025 - Franklin Local Board (Under Separate Cover)
c ⇨	Regionally Funded Projects 2024/2025 - Franklin Local Board (Under Separate Cover)
d ⇨	Climate Impacts 2024/2025 - Franklin Local Board (Under Separate Cover)

Ngā kaihaina

Signatories

Authors

Justine Haves - General Manager Regional Services & Strategy

Darryl Soljan - Manager Customer Experience - North & West Libraries

Taryn Crewe - General Manager Parks and Community Facilities

Claire Stewart - General Manager Active Communities

Anna Jackson - Integration Specialist

Pam Elgar - GM Community and Social Innovation

Authorisers

Claudia Wyss - Director Customer and Community Services

Manoj Ragupathy - Local Area Manager Franklin, Papakura, Manurewa

Franklin Local Board

25 June 2024

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

File No.: CP2024/08156

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. This report presents the Franklin Local Board Governance work programme and associated budgets for approval for the 2024/2025 financial year.

3. The work programme responds to the following outcome that the local board identified in the Franklin Local Board Plan 2023:

· Ō Tātou Tāngata | Our people.

4. The work programme has been developed through a series of workshops between October 2023 and May 2024, where the local board provided feedback to staff on programme and activity prioritisation.

5. The board indicated its support for the following LDI Opex funded governance projects, with budgets as listed below:

· Ara Kōtui Forum participation - $4,000

· Franklin Local Board Engagement - $10,000

· Franklin Māori Partnerships Programme - $10,000.

6. The proposed work programme has a total value of $24,000 which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2024/2025 financial year.

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

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) whakaae / approve its Local Governance work programme 2024/2025 and associated budgets as summarised in the table below:

Activity name	2024 /2025 budget for approval
Achieving Māori Outcomes Franklin: Ara Kōtui	$4,000.00
Franklin Local Board Engagement	$10,000.00
Franklin Māori Partnerships Programme	$10,000.00
Total	$24,000.00

Horopaki

Context

8. The Governance directorate supports the local board to engage with and represent their communities and make decisions on local activities. This support includes providing strategic advice, leadership of the preparation of local board plans, support in developing local board agreements, community engagement including relationships with mana whenua and Māori communities, and democracy and administrative support.

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

10. This work programme responds to the outcomes and objectives that the local board identified in the Franklin Local Board Plan 2023. The specific outcome that is reflected in the work programme is:

· Ō Tātou Tāngata | Our people.

11. The following adopted framework also guided the development of the work programme:

· Kia Ora Tāmaki Makaurau: A framework to measure Māori wellbeing outcomes and performance for Tāmaki Makaurau.

Tātaritanga me ngā tohutohu

Analysis and advice

12. The proposed activities for delivery as part of the board’s Local Governance work programme 2024/2025 are detailed below.

Ara Kōtui - $4,000

13. The board has indicated that it would like to continue Ara Kōtui in the 2024/2025 financial year. The board is one of five local boards who make up the Ara Kōtui Forum (Franklin, Papakura, Manurewa, Māngere-Ōtāhuhu and Ōtara-Papatoetoe Local Boards) alongside representatives from mana whenua.

14. These local boards comprise the southern local boards, and collectively have an interest in building ‘governance to governance’ relationships with iwi who also have an interest in the southern local board areas/the southern rohe.

15. Staff recommend that each of the five member boards contribute $4,000 each towards Ara Kōtui in the 2024/2025 financial year, a reduction on the $6,000 allocated in previous years. The recommended reduction aligns with actual spend in 2023-2024. This funding supports:

· mana whenua attendance fees at Ara Kōtui

· any other actions that support governance-related relationship building and

· initiatives that improve understanding or facilitate shared input on governance matters.

Franklin Local Board Engagement - $10,000

16. Every year, local boards are required to engage with and represent their communities and make decisions on local activities.

17. The proposed focus of this programme is to fund localised and bespoke engagement and communication initiatives that respond to the challenges and opportunities at the local level, and that compliment broader council communications and engagement programmes i.e. to support the effective delivery of the Franklin engagement plan and Franklin communications plan.

18. Staff recommend that the board allocate $10,000 towards this programme in 2024/2025.

Franklin Māori Partnerships programme

19. The Franklin Māori Partnerships programme is a new initiative informed by a review of the Franklin Māori Responsiveness plan undertaken through the 2023-2024 work programme. This review, and the recommendation to establish a Māori Partnerships programme was workshopped with the Board in May 2024.

20. The Franklin Māori Partnerships programme is intended to enable the board to engage directly and deliberately with each iwi or mataawaka organisation who participated in the Māori Responsiveness Plan review on ideas for potential partnership projects with a view to directing resource contributions through future work programmes. Focus areas may include local economic development partnerships, community development delivery partnerships and other areas of specific iwi interest identified through the response plan review.

21. The specifics of the Māori Partnerships Programme, including the scope of activities and key performance indicators are still being developed and will be presented to the board for approval in quarter 1 of the 2024-2025 financial year.

22. Staff recommend that the board allocate $10,000 towards this programme in 2024/2025.

Tauākī whakaaweawe āhuarangi

Climate impact statement

23. 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.

24. The activities in the Governance work programme have no direct impact on climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

25. 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.

26. The Local Governance work programme 2024/2025 is primarily delivered through staff support from within Local Board Services.

27. Local Board Services co-ordinates with other departments as required to deliver the Governance work programme, with support from the Local Communications Specialist, and the Customer and Community Services Community Broker roles.

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

Local impacts and local board views

28. The proposed Local Governance work programme 2024/2025 has 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.

29. The activities in the proposed work programme align with the Franklin Local Board Plan 2023 outcome:

· Ō Tātou Tāngata | Our people.

Tauākī whakaaweawe Māori

Māori impact statement

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

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

32. Table 1 outlines the activities in the Local Governance work programme 2024/2025 that contribute towards the delivery of specific Māori outcomes.

Table 1: Māori outcome delivery through proposed activities

Activity name	Māori outcome
Ara Kōtui	Kia Ora Te Hononga: Effective Māori participation
Franklin Local Board Engagement	Kia Ora Te Hononga: Effective Māori participation
Franklin Māori Partnerships Programme	Kia Ora Te Hononga: Effective Māori participation. Other outcomes articulated in the Kia or Tāmaki Makaurau framework are likely to be identified as the programme develops.

Ngā ritenga ā-pūtea

Financial implications

33. The proposed Local Governance work programme 2024/2025 budget is $24,000 of the 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

34. Resourcing of the work programme is based on current staff capacity within Local Board Services. Therefore, changes to staff capacity may also have an impact on work programme delivery.

35. Delivery of the work programme is also subject to mana whenua, mataawaka and community participation.

36. Table 2 shows the identified significant risks associated with activities in the proposed 2024/2025 work programme.

Table 2: Significant risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Ara Kōtui	There is a risk that mana whenua representatives do not attend hui.	Staff will work to ensure topics for hui are of interest to mana whenua.	Low
Franklin Local Board Engagement	There is a risk that the community feels over-engaged and does not want to engage with the council as frequently as opportunities arise and that harder-to-reach communities are more difficult to reach despite increased funding available.	Staff will ensure events are targeted toward harder-to-reach communities who would like more engagement with the council. Staff will also look at different ways to engage to encourage better participation.	Low
Franklin Māori Partnerships Programme	There is a risk that Iwi and mataawaka organisations do not prioritise partnership discussions.	Staff will work to facilitate hui that are purposeful, and that accommodate iwi resource constraints.	Low

37. 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

38. Delivery of the activity in the approved work programme will commence on 1 July 2024 and continue until 30 June 2025. Activity progress will be reported to the local board on a quarterly basis.

39. 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

There are no attachments for this report.

Ngā kaihaina

Signatories

Author	Georgina Gilmour - Senior Local Board Advisor
Authoriser	Manoj Ragupathy - Local Area Manager Franklin, Papakura, Manurewa

Franklin Local Board

25 June 2024

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

File No.: CP2024/06772

Te take mō te pūrongo

Purpose of the report

1. To approve the 2024/2025 Franklin 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 Franklin Local Board Plan 2023 and available Local Driven Initiatives (LDI) budget from the board. The 2024/2025 programme is presented for approval.

3. This report presents the proposed Franklin Local Board’s Local Environmental Work Programme and associated budgets for approval for the 2024/2025 financial year which contributes towards local environmental, water quality, and waste minimisation outcomes (see Attachment A).

4. The work programme has been developed through a series of workshops between November 2023 and May 2024, where the local board provided feedback to staff on programme and activity prioritisation. The development of projects has been guided by the 2023 local board plan with a focus on waste minimisation and the continued successful delivery of biodiversity, stream and pest management programmes from 2023/2024. Further detail on what each project will deliver and how is detailed in the analysis and advice section and in Attachment A of this report.

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

· The C.R.E.S.T Programme - $20,000

· Manukau Harbour Forum - $8,000

· Papakura Stream Restoration programme – Franklin - $14,000

· Predator Free Franklin Te Ara Hikoi - $45,000

· Te Korowai o Papatūānuku - $30,000

· Te rapu nga pekapeka o Franklin: Finding Franklin Bats - $5,000

· Zero Waste Education & Events Franklin - $50,000.

6. The proposed work programme has a total value of $172,000, which can be funded from within the board’s locally driven initiatives (LDI) budget for the 2024/2025 financial year.

7. The proposed work programme also notes a significant $5,450,000 in regionally funded asset-based services capital expenditure that will occur in the local board area for the following coastal renewals programmes:

· Big Bay Reserve - renew coastal assets - $1,000,000

· Clarks Beach and adjoining accesses - renew steps and fences - $400,000

· Glenbrook beach - investigate renewal of wave barrier and boat ramp - $100,000

· Glenbrook Beach Beachfront - renew coastal assets - $1,200,000

· Hudsons Beach replace damaged timber seawall - $100,000

· Kawakawa Bay Boat Ramp – resurfacing - $350,000

· Magazine Bay wharf repairs - $200,000

· Maraetai beachfront seawall and walkways - $200,000

· Pollok Wharf Road Reserve - renew timber seawall - $100,000

· Sunkist Bay Reserve - renew seawall - $700,000

· Tamakae Reserve - renew wharf structure - $1,100,000.

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 Franklin Local Board:

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

Activity name	2024/2025 budget for approval
The C.R.E.S.T Programme	$20,000
Manukau Harbour Forum	$8,000
Papakura Stream Restoration programme – Franklin	$14,000
Predator Free Franklin Te Ara Hikoi	$45,000
Te Korowai o Papatūānuku	$30,000
Te rapu nga pekapeka o Franklin: Finding Franklin Bats	$5,000
Zero Waste Education & Events Franklin	$50,000
Total	$172,000

b) tuhi ā-taipitopito / note the allocation of $5,450,000 regionally funded asset-based services in the 2024/2025 financial year from capital expenditure budget towards:

Activity name	2024/2025 regional budget
Big Bay Reserve - renew coastal assets	$1,000,000
Clarks Beach and adjoining accesses - renew steps and fences	$400,000
Glenbrook beach - investigate renewal of wave barrier and boat ramp	$100,000
Glenbrook Beach Beachfront - renew coastal assets	$1,200,000
Hudsons Beach – replace damaged timber seawall	$100,000
Kawakawa Bay Boat Ramp – resurfacing	$350,000
Magazine Bay wharf - repairs	$200,000
Maraetai beachfront seawall and walkways	$200,000
Pollok Wharf Road Reserve - renew timber seawall	$100,000
Sunkist Bay Reserve - renew seawall	$700,000
Tamakae Reserve - renew wharf structure	$1,100,000
Total	$5,450,000

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 presented in Attachment A.

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

· Partner with community and mana whenua to restore the whenua (land)

· Pest plants and animals well managed across the whole board area

· Support a local circular economy approach to waste management.

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

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

· National Policy Statement for Freshwater Management 2020

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

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

13. The proposed work programme is made up of activities continuing from previous financial years, including ongoing programmes. It also includes a new initiative to support Zero Waste Education as recommended by staff. These programmes contribute towards the delivery of the Franklin Local Board Plan 2023 environmental objectives, as detailed above.

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

The C.R.E.S.T Programme - $20,000

15. The board has indicated it would like to continue supporting this ongoing programme in the 2024/2025 financial year.

16. In 2024/2025, this programme will continue to support the Clarks, Rangiriri, Elletts, Seagrove Trappers (C.R.E.S.T) to undertake pest control to protect threatened wading birds and their habitat from pest animals and pest plants. This habitat includes rare coastal ecosystems along the southern Manukau Harbour.

17. The programme aims to reduce pest numbers by assisting and empowering local communities to directly control pests.

18. The funding towards the programme will be used for:

· local employment by funding two local coordinators to lead community conservation action

· organise events (such as planting days, workshops, bait and trap hub days, and beach clean ups), engage iwi and schools, monitor success, lead working bees, and carry out pest control, and

· restore threatened ecosystems and protect native species, creating a safe haven which will see more native birds in backyards and along the coast.

19. The programme area has expanded inland to Waiau Pā, Te Hihi, and Kingseat where a possum control area has been created.

20. Staff recommended that the board allocate $25,000 towards this programme. The board has indicated that it would allocate $20,000 to the programme in the 2024/2025 financial year due to budget constraints and staff will adjust the programme to fit within this available budget.

Manukau Harbour Forum - $8,000

21. The board has indicated that it would like to continue to fund the Manukau Harbour Forum in the 2024/2025 financial year. The nine local boards surrounding the Manukau Harbour (Franklin, Māngere-Ōtāhuhu, Manurewa, Maungakiekie-Tāmaki, Ōtara-Papatoetoe, Papakura, Puketāpapa, Waitākere Ranges, and Whau Local Boards) are all part of the forum and have an interest in protecting and restoring the mauri of the harbour.

22. In 2023/2024 financial year, each of the member local boards provided $8,000 to co-fund the Manukau Harbour Forum. This budget supported:

· the employment of a forum coordinator to work 10 hours per week

· a three-day Rangatahi Environmental Action Leaders wānanga (previously known as the youth sustainability wānanga) for up to 50 youth to raise awareness of the harbour, connecting them with the forum's objectives to improve water quality, biodiversity, reduce waste and enhance local areas

· the continued rollout of the communications plan to advocate for improving the health of the harbour and to raise awareness of the issues and initiatives relating to the harbour with a series of community wānanga to discuss priorities and concerns regarding the harbour and allow environmental community groups to connect

· seed funding for community-led initiatives promoting the health of the Manukau Harbour.

23. In April 2024, the forum provided feedback to staff on the activities it would like to support through the Manukau Harbour Forum work programme in 2024/2025. The forum indicated it would like to continue activities supported in 2023/2024, as well as:

· increasing the working hours for the coordinator to better manage the workload from 10 hours per week to between 11 and 15 hours per week

· refresh of the forum’s communication plan

· procuring a consultant to assist in developing and delivering a Manukau Harbour symposium in 2025.

24. For 2024/2025, each local board has been asked to contribute $11,000 towards a proposed budget of $99,000 budget for the Manukau Harbour Forum. Manurewa, Māngere-Ōtāhuhu, Maungakiekie-Tāmaki, Ōtara-Papatoetoe, Papakura, Puketāpapa, Waitākere Ranges, and Whau Local Boards have indicated that they will allocate $11,000 towards this programme in 2024/2025.

25. The Franklin Local Board has indicated to support the programme with $8,000 due to budget constraints and the forum’s overall budget will be adjusted to align to this.

Papakura Stream Restoration programme – Franklin – $14,000

26. The board has indicated that it would like to continue to support landowner engagement along the Papakura Stream in the 2024/2025 financial year.

27. The programme will focus on continued community and landowner engagement, stream restoration work, and environmental advocacy is proposed to enhance biodiversity and water quality discharging into the Manukau Harbour.

28. The Papakura Stream catchment is shared between the Franklin, Papakura, and Manurewa local boards, and spans from the Hunua Ranges to the Manukau Harbour. These three participating local boards have each indicated that they would like to continue to contribute to the programme in the future.

29. In 2023/2024, part of contribution from all the three boards was allocated to secure 35,000 plants across the catchment and site preparation. Weed maintenance was undertaken by staff with a mixture of manual weed release and chemical control. Environmental DNA kits have been purchased to determine living organisms in the stream.

30. In 2024/2025 financial year, the funding will be spread across various aspects of the programme as follows:

· provision of 8,000 plants to go across the catchment out of which approximately 2,600 plants will be allocated to Franklin Local Board portion of the catchment

· plant maintenance and community planting events

· marketing and promotion of the events

· continuation of landowner and community engagement

· wages for project coordination and management.

31. The Franklin Local Board contributed $14,000 towards this programme in 2023/2024. The board has indicated that it will allocate $14,000 towards this programme in 2024/2025.

Predator Free Franklin Te Ara Hikoi - $45,000

32. The board has indicated that it would like to continue supporting community-led pest control across Franklin in the 2024/2025 financial year. In 2023/2024 the board supported the programme with $45,000.

33. The programme focuses on delivering community-led pest control efforts across Franklin. The aim is to support landowners to carry out pest animal and plant control and the development and growth of new community groups.

34. In 2024/2025, the programme will focus on delivering:

· pest and conservation education events across Franklin

· providing locals with pest control tools, expertise and support

· enhanced biodiversity on private properties and biodiversity focus areas through predator control

· improve water quality and biodiversity in the Wairoa catchment through Willow control

· empowering locals with the help of education and local employment of five individuals from mana whenua across Franklin.

35. The Franklin Local Board has indicated that it would allocate $45,000 towards this programme in 2024/2025 financial year.

Te Korowai o Papatūānuku - $30,000

36. The board has indicated that it would like to continue supporting biodiversity and water quality improvements of culturally and ecologically significant sites to Ngāti Te Ata on the Āwhitu Peninsula in the 2024/2025 financial year. The board supported this programme with $34,000 in 2024/2025.

37. In 2024/2025, the sites to be included in this programme are Waipipi, Reretēwhioi Marae, and Tāhuna Pā. Planting maintenance of these three sites will be supported with the help of funding received.

38. The programme will also help run community days to plant a further 15,000 plants to go across these three sites with volunteers from Ngāti Te Ata, Reretēwhioi Marae, Āwhitu Landcare, local schools, and corporate groups. Plants would be funded by Te Uru Rākau as part the One Billion Trees project.

39. In 2024/2025, the programme will focus on:

· improving water quality of the streams and the Manukau Harbour by increasing native vegetation cover

· increased habitat for native wildlife

· a significant amount of carbon sequestration

· reduced erosion and sedimentation of waterways

· providing employment opportunities for mana whenua, particularly rangatahi.

40. Staff recommend that the board allocate $30,000 towards this programme in 2024/2025 financial year. This will support the maintenance of existing plantings, carry out follow up pest plant control, and run community days for planting events.

Te rapu nga pekapeka o Franklin: Finding Franklin Bats - $5,000

41. The board has indicated it would like to continue to support this programme in the 2024/2025 financial year to develop the understanding of long-tailed bat populations present across Franklin. This will help us identify habitat utilisation and priority management sites to make informed decisions in protection of this critically endangered taonga species.

42. The funding will be used to support iwi kaimahi to complete bat-catching and radio tracking field-work as a part of the programme.

43. In 2024/2025, the programme would focus on:

· radio-tracking of bats, in collaboration with trained kaitiaki, community volunteers, and landowners

· improve understanding of bat population sizes, and how these bats utilise the fragmented rural landscape

· training additional iwi and volunteers to carry out radio-telemetry, and train more certified bat handlers

· developing coordinated and effective conservation management, increase landowner and Māori engagement in conservation

· upskilling community volunteers and local iwi in high-level ecological skills.

44. Staff recommended that the board allocate $25,000 towards this programme. The board has indicated that it would like to allocate $5,000 towards this programme in 2024/2025 financial year. This lower budget will mean that the programme will seek additional funding through other sources – such as regional budgets and grants.

Zero Waste Education & Events Franklin - $50,000

45. Staff recommended this new programme to align with the board’s aspiration and the local board plan objective, ‘support a local circular economy approach to waste management’.

46. This programme will deliver learning events in collaboration with community around the wider Franklin area. This will empower the community to achieve more zero waste and environmental objectives, while also connecting how these actions reduce emissions.

47. In 2024/2025, the funding will be distributed for:

· community events to promote zero waste, circular economy and resilience outcomes

· guided school tours for four local schools to Waiuku Community Recycling Centre

· six repair events including Repair Cafes

· twelve community upcycling/education Events

· continue to grow a Zero Waste culture across Franklin Local Board area.

48. Staff recommended that the board allocate $60,000 towards this programme. The board has indicated that it would allocate $50,000 to the programme in the 2024/2025 financial year due to budget constraints and the programme has been adjusted to fit within this budget.

Regionally funded asset-based capital expenditure programmes

49. 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.

50. This financial year will see a significant programme of investment in local coastal asset works over 11 projects totaling $5,400,000 in the Franklin local board area as follows:

Big Bay Reserve - renew coastal assets - $1,000,000

51. This programme will deliver renewal of the seawall and boat ramp at Big Bay Reserve following ongoing damage.

52. Resource consent for the physical works has been received which will allow work to be undertaken in 2024/2025.

Clarks Beach and adjoining accesses - renew steps and fences - $400,000

53. This project is to renew the Hoskings Beach and Knights Beach coastal accessways and steps. In 2024/2025 financial year, the programme will focus on completion of design and consenting to inform the physical works.

54. The detailed design for Knights Beach access will be undertaken separately to better address the complex coastal engineering considerations at this location.

Glenbrook beach - Investigate renewal of wave barrier and boat ramp - $100,000

55. In 2024/2025, this programme will renew the wave barrier and boat ramp at Glenbrook Beach which is in poor condition.

Glenbrook Beach Beachfront - renew coastal assets - $1,200,000

56. This programme is to renew the Glenbrook Beach Beachfront seawall and pedestrian access to the foreshore.

57. In 2024/2025, work will focus on completing the detailed design and consenting to progress the physical works before the end of the financial year.

Hudsons Beach - $100,000

58. In 2024/2025, this programme will replace the existing timber seawall that was affected due to cyclone Gabrielle damage.

Kawakawa Bay Boat Ramp – resurfacing - $350,000

59. This programme will resurface the boat ramp at Kawakawa Bay, including the turning circle at the head of the ramp.

Magazine Bay wharf - $200,000

60. In 2024/2025 financial year, this program will repair the wharf to address deterioration and extend service life.

Maraetai beachfront seawall and walkways - $200,000

61. This project is investigating options to improve the resilience and durability of the berm and walkway running along the top of Maraetai seawall. Noting the multiple asset owners, this project is being run by Resilient Land & Coasts in collaboration with Community Facilities and Auckland Transport and will give effect to the Beachlands and East Shoreline Adaptation Plan.

Pollok Wharf Road Reserve – renew timber seawall - $100,000

62. The programme will renew the timber seawall to ensure that it remains fit for purpose and maintains current service levels.

Sunkist Bay Reserve – renew seawall - $700,000

63. This programme will renew the tipped rock seawall and ramp to repair damage caused by overtopping in a storm event, and to ensure that it remains fit for purpose and able to maintain current service levels.

Tamakae Reserve – renew wharf structure - $1,100,000

64. In 2024/2025, this programme will deliver physical works to renew timber wharf structures to maintain current service levels at Tamakae Reserve wharf in Waiuku.

Programmes not continued

Waiuku Zero Waste Business and Community Education Programme

65. In 2023/2024, the Waiuku Zero Waste Business and Community Education Programme delivered waste minimisation community events with a focus on the Waiuku community recycling centre.

66. The previous work programme completed its planned three years of delivery. With its completion and the new local board plan, staff developed new programmes to better suit the waste minimisation outcomes. The new programme has a more specific focus on deliverables such as Repair Cafés, mending workshops and events.

Tauākī whakaaweawe āhuarangi

Climate impact statement

67. 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.

68. 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.

69. 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
Manukau Harbour Forum	These programmes provide resilience to the community by ensuring that waterways are protected from stock and enhanced through native planting. Planting the right plants is important in ensuring that flooding and erosion impacts are minimised with the increased rainfall events as a result of climate change. Carbon sequestration will also be enhanced through more planting.
Papakura Stream Restoration programme – Franklin
Predator Free Franklin Te Ara Hikoi	Having local hub days in local communities means that people will not have to drive far to pick up their pest control equipment, reducing carbon footprints. Management of exotic species’ impacts is one of the main ways in which we can improve resilience of Auckland’s biodiversity to climate change.
Te Korowai o Papatūānuku	The programme will maintain existing plants and further plant at least 15,000 plants in 2024/2025 financial year which will sequester a significant amount of carbon. This will also allow more native trees to regenerate and will reduce erosion of awa and sites of cultural significance.
Te rapu nga pekapeka o Franklin: Finding Franklin Bats	Continuing to engage a Franklin-based organisation will mean less driving to sites, reducing the carbon footprint of this programme. Gaining knowledge and conservation management actions of our threatened species is one of the main ways to improve resilience of Auckland’s biodiversity to climate change. Pekapeka in particular are vulnerable to climate impacts, with the lifecycles of insect prey changing, due to temperature changes this could result in food availability issues. The work from this study will help determine diet composition and look at how climate change may affect them.
The C.R.E.S.T Programme	Management of exotic species’ impacts is one of the main ways in which to improve resilience of Auckland’s biodiversity to climate change. This programme may also involve planting more trees in the programme area which will sequester carbon and help to reduce erosion.
Zero Waste Education & Events Franklin	This programme encourages diversion of waste from landfill. Diverting biodegradable waste from landfill reduces carbon emissions through the reduction of methane gas generation. Local reuse and recycling solutions also reduces the impact of transporting waste long distances.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

70. 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.

71. In particular, the attached Local Environmental Work Programme reflects the integrated activities developed by Environmental Services, Healthy Waters and Waste Solutions.

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

Local impacts and local board views

72. The projects proposed for inclusion in the board’s Local Environmental Work Programme will have positive environmental outcomes across the Franklin Local Board area. Particular focus areas for the 2024/2025 work programme include Āwhitu, Pukekohe, Clarks Beach, Waiau Pā, Kingseat, Beachlands, Waiuku and the Hunua Ranges. West Coast Bush Services is also involved in delivery of the work programme.

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

77. 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
Manukau Harbour Forum	Kaitiakitanga, realising rangatahi potential and Te reo Māori	Rangatahi will be involved in the youth sustainability wānanga and are supported to develop and implement programmes relevant to them and their communities. The wānanga also engages with kaumātua from Makaurau Marae to provide advice and mātauranga Māori that informs programme delivery. During the wānanga, te reo Māori is actively promoted, as a key component of programme delivery. The coordinator role has a requirement to be comfortable to use and learn te reo in person and emails. They will also engage with mana whenua.
Papakura Stream Restoration programme – Franklin	Kaitiakitanga	The contractor acknowledges iwi as kaitiaki of Auckland's natural world and the importance of their involvement in restoration and protection of our natural taonga. They strive to connect with iwi on this initiative and will actively seek opportunities to collaborate.
Predator Free Franklin Te Ara Hikoi	Kaitiakitanga, Māori business, tourism and employment, Realising rangatahi potential	Predator Free Franklin - Te Ara Hīkoi is an umbrella organisation with three main community Landcare groups (Friends of Te Wairoa, Whakaupoko Landcare, Āwhitu Landcare), and three local Iwi (Ngāi Tai ki Tāmaki, Ngāti Tamaoho, Ngāti Te Ata). Each of the landcare groups maintain a relationship with the iwi of their rohe. Each main community group also collaborates and shares resources with many smaller community groups enabling efficiencies and effectiveness to be achieved through economies of scale. Several iwi employees with interest in te taiao, work within the team and utilise their knowledge from the whenua to provide advice drawn from mātauranga Māori. Representatives from the iwi groups attend meetings and are involved in decision making, steering the direction of Te Ara Hīkoi. mth.
Te Korowai o Papatūānuku	Māori business, tourism and employment, Kaitiakitanga, Māori identity and culture, Realising rangatahi potential	The aim of this project is to enable Ngāti Te Ata to restore the awa and areas of cultural significance within their rohe. This project will provide employment opportunities for mana whenua, particularly rangatahi.
Te rapu nga pekapeka o Franklin: Finding Franklin Bats	Kaitiakitanga, Realising rangatahi potential, Māori business, tourism and employment	Kaitiaki rangers from Ngati Te Ata have completed radio-tracking training through EcoQuest and have assisted with telemetry work to track pekapeka and learn about protecting bats in their rohe. Further kaitiaki will be trained to carry out the radio-telemetry survey and learn more about pekapeka. Some of the funding will be used to pay for their time contribution to this project.
The C.R.E.S.T Programme	Kaitiakitanga	Ngāti Te Ata own an important area of wading bird habitat adjacent to the main project area. The Ngāti Te Ata Environment Team have been consulted regarding pest plant control on their land as well as the animal pest control in the wider landscape. Their team is also keen to preserve this habitat and have expressed support for the programme. The Whātāpaka Marae is in the project area and staff are looking to engage them in the programme.
Zero Waste Education & Events Franklin	Kaitiakitanga, Whānau and tamariki wellbeing	Waiuku Zero Waste has developed strong relationships with mana whenua and iwi with a well-developed partnership with Tuwhera Kai, a local food producer, supporting them with their aspirations to achieve minimal/zero food waste to landfill. The Community Recycling Centre works closely with the iwi run local community gardens to support them in their composting and food-waste reduction journey. They also connect with Para Kore ki Tāmaki (the Māori-led programme working with marae, kura and Māori organisations to reduce waste to landfill).

78. 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

79. The proposed Local Environmental Work Programme for 2024/2025 totals to $172,000 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 budget for 2024/2025.

80. The proposed work programme also notes $5,450,000 in regionally funded asset-based services capital expenditure for the coastal renewals programmes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

81. 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.

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

83. 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.

84. 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.

85. 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
Manukau Harbour Forum	This project is dependent on the continuing services of a suitable contractor to engage and develop relationships with mana whenua, iwi and community groups and individuals with interest in the Harbour.	The current coordinator has indicated she will continue in the role. Support is also available for the wānanga, subject to the forum’s agreement to continue to fund the project.	Low
Papakura Stream Restoration programme – Franklin	Adverse weather events could delay restoration activities.	Staff will ensure water table is adequately replenished before planting.	Low
Predator Free Franklin Te Ara Hikoi	There is a risk of community groups not engaging.	This is a low risk due to high engagement of community groups with this programme in past years.	Low
Te Korowai o Papatūānuku	This programme is dependent on at least 15,000 free plants being provided by the Āwhitu Landcare community nursery to speed up and expand the programme.	If these plants are not provided, the programme can still go ahead, however at a much smaller scale than planned.	Low
Te rapu nga pekapeka o Franklin: Finding Franklin Bats	There is a risk that no bats will be found through the programme.	Bats have already been found in this area and therefore this is considered a low risk. There is also new emerging technology being used in this study using ultrasonic lures, to attract Pekapeka to the area for capturing.	Low
The C.R.E.S.T Programme	The success of this programme is reliant on landowners participating in pest control activities on their own land.	Landowner engagement has been high for this programme in the past, and therefore this is considered a low risk.	Low
Zero Waste Education & Events Franklin	Changes of staff	Ensuring effective handover and training	Low

86. 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

87. 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.

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	2024/2025 Franklin Local Environmental Work programme (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Kartik Bhat - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Manoj Ragupathy - Local Area Manager Franklin, Papakura, Manurewa

Franklin Local Board

25 June 2024

Franklin Local Board Community Partnerships Programme 2024/2025

File No.: CP2024/07525

Te take mō te pūrongo

Purpose of the report

1. To approve community partners and associated funding for the new Community Partnerships Programme 2024/2025.

Whakarāpopototanga matua

Executive summary

2. The Franklin Community Partnerships Programme 2024/2025 aims to fund community projects that align with the Franklin Local Board Plan 2023. This new approach focuses on outcomes rather than administrative tasks and replaces the previous Strategic Partnership Grant.

3. After calling for Expressions of Interest (EOI) from targeted community organisations, 29 applications were received (as shown in Attachment A to the agenda report), requesting over $1.5 million in funding. Staff assessed these applications based on their alignment with the local board plan outcomes, objectives, and initiatives. The assessment is provided as Attachment B.

4. Proposed recommendations include 22 projects, totalling $394,835.50 within the allocated budget of $402,000. The selected projects cover diverse initiatives such as supporting youth, arts, events, accessibility, economic development, and coastal rescue services.

5. The programme is designed as a multi-year initiative, intending to support projects over a three-year period, subject to annual reviews and funding approvals. This approach aims to provide stability and continuity for community partners while ensuring ongoing alignment with local board objectives.

6. To mitigate risks of projects not achieving desired outcomes, staff have recommended projects with clear goals, supported by strong organisational capacity, and including regular monitoring and reporting. Financial risks are managed through careful budget reviews and clear funding agreements.

7. Upon approval, applicants will be notified, and funding agreements finalised. Regular updates will be provided to the local board on project progress and impact.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) whakaae / approve the following Franklin Local Board Community Partnerships Programme applications

Group	Programme – Purpose	Funding requested for	Moderated assessment	Proposed recommended Year 1 funding
Pukekohe
Franklin Integration Group	Positive Ageing Support older people in Franklin area	Venue hire, advertising	High	$6,600
Pukekohe Business Association	Events, activations, branding Free community events, showcase local businesses & talent	Event costs	High	$20,900
Waiau Pa Hop Trust	Franklin Hop Celebrate the diversity of cars in the community	Event and operational costs	Medium	$5,000
Pasifika Digital Knowledge	Digital horizons Enhance community well-being through digital technology	Building lease, Salary	Low-funded	$25,000
Franklin A & P Society	Pukekohe Show Host the annual Pukekohe Show	Event and Operational costs	Low-funded	$10,000
Clarks Beach Golf Club	Community events Safe and fun environment for community social activities	Event costs, wages	Low-funded	$13,585
Nga Hau E Whaa Marae o Pukekohe	Ururangi – nature of four winds Strengthen whānau and community in matauranga Māori	Scoping	Low-funded	$20,000
Franklin Wide
Beautification Trust	Eye on Nature Keep students engaged with sustainability	Travel, materials, venue hire	Medium	$5,500
Wairoa
YMCA Camp Adair	Camp Adair sport camps Provide sporting experience for Franklin Tamariki	Catering, accommodation, instructors, equipment, transport	High	$16,250
Hunua, Ararimu and Paparimu Valley Residents Association (HAPVRA)	Kaitiaki of 3 valleys Raise awareness of waterways and ranges	Training, education, project materials	High	$22,750
Clevedon Business and Development Association (CCBA)	Placemaking and community enrichment Support village placemaking, community enrichment	Project materials, event costs	High	$40,820
Rotary Pohutukawa Coast	Trolley Derby Fun community event for young people	Event and operational costs	High	$5,000
Clevedon A & P Association	Clevedon Show Educate and inspire connections with agriculture	Event and operational costs	Low-funded	$10,000
Takutai Charitable Trust	Intergenerational kaupapa Bring young and old together	Project coordinator, travel, event costs	Low-funded	$20,000
Coastguard Maraetai	Coastguard Maraetai Provide support services for maritime incidents	Operational costs, training	Low-funded	$30,250
Waiuku
Te Taki Tu Charitable Trust	Oranga Ma Te Wai Support Iwi, Hapu, Māori, and community health and well-being activities through the use of Waka on our waterways	Operational costs, transport, wages, administration	High	$56,160
Health thru the Marae	Tytowhare Support Iwi, Hapu, Māori, and community health and well-being activities	Operational costs	High	$11,055
Surf Life Saving Kariaotahi	Junior surf, search and rescue Provide PPE to Search and Rescue Squad	Equipment and PPE	High	$5,000
Coastguard Waiuku	Infrastructure support Upgrade Rescue Base, refurbish Rescue Vessel, create mooring	Base refurbishment	Low-funded	$11,250
Te Kopu Inc	Celebrate Matariki To deliver a Matariki event	Event and operational costs	Low-funded	$10,000
Waiuku Museum Society	Redevelop, upgrade, marketing Implement overdue maintenance issues	Infrastructure upgrade	High	$30,465.50
Waiuku Business and Development Association (WBDA)	Annual community events Provide memorable events for the community	Event and operational costs	High	$19,250
				$394,835.50

b) tuhi ā-taipitopito / note the staff assessment of all applications in Attachment B.

Horopaki

Context

8. Prior to this new programme, the Franklin Local Board utilised the Strategic Partnership Grants programme administered through Smartygrants. This programme had limitations in reporting, focusing on specific itemised transactions rather than the outcomes anticipated by the local board.

9. In an October 2023 workshop, the Franklin Local Board requested a new Community Partnerships Programme. They emphasised the need to focus on delivering outcomes, not just administrative tasks and to target project implementation to begin in July 2024.

10. The local board direction at this workshop highlighted the existing council grant-making systems are not well-suited for this new focus.

11. To address these issues, Connected Communities staff developed a new Community Partnerships Programme to be integrated into the local board work programme.

12. This new non-contestable Community Partnerships Programme budget amalgamates former work programmes including the previous strategic partnership grant, coastal rescue funding, Māori Responsiveness, and selected work programme lines to support initiatives aligned with the 2023 Local Board Plan.

13. These initiatives focus on young people, arts and events, accessibility for disabled and aged communities, economic development, attracting business, coastal rescue services, and promoting Franklin to tourists.

14. The programme is intended to run over three years, with funding allocated annually. This approach allows for sustained support of community projects while incorporating an annual review process to assess progress, financial management, and continued alignment with local board priorities.

Tātaritanga me ngā tohutohu

Analysis and advice

15. At a workshop on 26 March 2024, staff confirmed with the local board the priorities and key organisations invited to submit their Expressions of Interest (EOI) for the Community Partnerships Programme.

16. The EOI was opened on 3 April 2024 and closed on 30 April 2024. Mana whenua and targeted community organisations were invited to submit EOIs for projects aligning with the outcomes, objectives and inititiatives in the 2023 Franklin Local Board Plan.

17. In total, 33 organisations were identified and directly invited to apply. Of these, 29 applications were received (Attachment A to the agenda report), with total funding requests exceeding $1.5 million (Attachment B to the agenda report). Four applications came from organisations not included in the initial outreach. Due to their potential value, two applications received after the deadline were accepted for assessment.

18. Applications were assessed based on criteria that contribute to and deliver the Local Board Plan 2023 outcomes, objectives, and initiatives. Further considerations as per council procurement practices include organisational legal status and compliance, feasibility, viability, collaboration, strong financial case, and impact. These criteria ensure funded projects contribute to the local board's priorities and adhere to sound financial management.

19. Applications also incurred rating reductions due to issues with formal group status and accountability, excessive budget requests without sufficient detail, and insufficiently described planning and delivery with unclear outcomes. These reductions ensure alignment with the local board directions and the council procurement policy, promoting efficient resource use and well-defined, outcomes-focused proposals.

20. Application ratings were moderated in a panel review based on alignment with the criteria above and are indicated as:

· High (consistently high alignment with assessment framework)

· Medium (good alignment with assessment framework)

· Low-funded (good alignment with assessment framework, with some rating reductions incurred)

· Low: not funded (low alignment with assessment framework and/or multiple rating reductions incurred)

21. Below is an overview of organisations that received low assessment and therefore proposed as not funded:

Group	Programme	Funding requested for	Moderated assessment	Rationale
A&K Thomson Ltd	Franklin’s future with AI (Artificial Intelligence) Enhance digital skills among diverse demographics	Operational costs, wages	Low	Unclear outcomes and limited budget in this programme
Franklin Family Support	Filling gaps youth programme Safe place for youth to express themselves	Catering, travel, wages	Low	Government funding more appropriate The project is business as usual
Clarks Beach Waiau Pa Ratepayers	Develop strategic plan and website	Operational cost, administration	N/A	Group is not formally established. Better support through Capacity Building funding.
Marama Hou Ministries	Roots of resilience Social cohesion, healthy living, environmental sustainability	Event and operational costs, training	Low	Unclear outcomes, alternate funding streams available.
CM Sport	Franklin Fridays Create connection with young people through active recreation	Coach & associated equipment	Low	Unclear outcomes and limited budget in this programme
CLM Sport	He Waka Eke Noa Connect, engage, empower communities	Full-time staff salary	Low	Unclear outcomes and limited budget in this programme
Waiuku Family Support	Health hub	Building lease	Low	Unclear outcomes. The project is business as usual

22. The graph below is a summary of Year 1 (2024/2025) proposed funding recommendations from staff based on the location of the programme, activity, or event by Franklin Local Board subdivision. It should be noted that many of the Community Partnership initiatives actively seek to serve participants from further afield.

Summary of Year 1 funding

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

24. During work programme development and implementation, staff collaborate to ensure a coordinated approach, best utilisation of budgets available, and a shared commitment to the outcomes and successes of local board programmes.

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

Local impacts and local board views

25. This report provides an update on the applications received for the Community Partnerships Programme. Staff consulted with the local board at a workshop on 28 May 2024 to confirm the strategic direction for the programme and subsequently assessed the applications to develop proposed funding recommendations.

26. The recommendations align with the Franklin Local Board Plan 2023 objective to deliver initiatives that directly benefit local communities and address identified needs. The proposed funding allocations ensure equitable distribution of resources across the board area and support the delivery of the Local Board Plan 2023 outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

27. The new Community Partnerships Programme explicitly invites applications from mana whenua and kaupapa Māori organisations to ensure Māori participation and benefit from funded projects. Projects like Te Taki Tu Charitable Trust and Health thru the Marae exemplify initiatives that support Māori aspirations and align with the local board’s priorities for Māori responsiveness.

Ngā ritenga ā-pūtea

Financial implications

28. The Franklin Local Board has allocated a total budget of $402,000 for the 2024/2025 Community Partnerships Programme. The total proposed funding recommendations of $394,835.50 fit within this budget, with some funding reserved for contingencies. Should the reserves of $7,164.50 not be required for contingencies it will be considered for reallocation or made available for savings.

29. The programme is designed to run over three years, with funding decisions reviewed annually. This allows for ongoing support and adjustments based on annual performance reviews, ensuring projects continue to align with Local Board Plan and deliver expected outcomes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

30. One risk is that funded projects may not achieve the desired outcomes. To mitigate this, staff have recommended projects with clear, achievable goals and supported by strong organisational capacity. Regular reporting and monitoring will ensure accountability and enable adjustments as needed.

31. Another risk is the potential for funding shortfalls or overspending. Staff have carefully reviewed budget requests and recommended funding levels that are reasonable and aligned with the project scope and expected outcomes. Clear funding agreements will help manage financial risks.

Ngā koringa ā-muri

Next steps

32. Following the Franklin Local Board allocating funding for Franklin Community Partnerships Programme, staff will update the local board work programme details.

33. Staff will then notify the applicants of the local board’s decision.

34. Staff will finalise funding agreements with the approved community partners. Monitoring and evaluation processes will be established to track progress and ensure accountability.

35. Further updates will be provided to the local board throughout the financial year to report on the progress and impact of the funded projects.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Summary EOI Applications Community Partnerships Programme (Under Separate Cover)
b ⇨	Summary of EOI applications and staff assessment (Under Separate Cover)

Ngā kaihaina

Signatories

Authors

Adel Chanson - Advisor

Coral Timmins - Strategic Broker

Authorisers

Kim Taunga - Head of Community Delivery

Manoj Ragupathy - Local Area Manager Franklin, Papakura, Manurewa

Franklin Local Board

25 June 2024

Te Kete Rukuruku Tranche Two Adoption of Māori Names

File No.: CP2024/07984

Te take mō te pūrongo

Purpose of the report

1. To adopt te reo Māori names for 23 parks and places as Tranche Two of Te Kete Rukuruku.

2. To approve installation of bilingual signage at Kennelly Reserve.

Whakarāpopototanga matua

Executive summary

3. In September 2019, the Franklin Local Board resolved to invite mana whenua to name 149 parks in the Franklin area (resolution number FR/2019/1), as part of Te Kete Rukuruku, the Māori naming of parks and community places programme.

4. On 14 December 2021, 61 sites had Māori names adopted as Tranche One (resolution number FR/2021/2).

5. Five sites were added to Tranche Two, with two of these sites requiring a sole Māori name. Eight sites were removed as they were unsuitable for naming. This resulted in 85 sites being available for naming in Tranche Two.

6. Four iwi have provided names for 23 of the Tranche Two sites. These names were presented to the local board at a hui tuku ingoa on 18 June 2024 and are now ready for adoption.

7. Communications to inform the stakeholders and communities around these parks will commence following formal adoption of the names.

8. Where reserves are classified under the Reserves Act 1977, gazettal of the park names will occur once the names are adopted.

9. As part of Tranche One, an undeveloped site on Belmont Road received the dual name of Papahua / Belmont Park. The Belmont name had been used as a temporary name based on the road it was located on. It is proposed to amend this dual name to the sole name ‘Papahua’.

10. Kennelly Park was suggested by the local board as their preferred exemplar site for Tranche Two. Once approved by the board, the park will receive new signage that includes the adopted name and narrative.

11. A whakarewatanga event can be held to unveil the new signage and celebrate the new name with the community in Kennelly Park. This may require additional budget to be allocated and can be considered in the next financial year.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) whai / adopt te reo Māori names for 20 sites as dual names as outlined in Table One below:

Table One

Māori name	Existing Name	Address
One-waro	Anselmi Ridge Drainage Reserve	37 Anselmi Ridge Road, Pukekohe
One-rua	Anselmi Ridge Rise Reserve	14 Knoll Rise, Pukekohe
Waihaapai	Capriole Reserve	24 Capriole Crescent, Kingseat, Papakura
Ngahere Ki Uta	Clarks Beach Recreation Reserve	Stevenson Road, Clarks Beach, Pukekohe
Whakatoo Kai	Cloverlea Recreation Reserve	10 Jackson Place, Pukekohe
Kororua	Helvetia Road Esplanade Reserve	Helvetia Road, Pukekohe
Waipoouri	Hickeys Recreation Reserve	4 Paerata Road, Pukekohe
Papataakihi	Isabella Drive Recreational Reserve	24 Isabella Drive, Pukekohe
Waiparetai	Kayes Road Reserve	Kayes Road, Pukekohe
Te Ara-poouri	Kennelly Park	29 Kennelly Cres, Pukekohe
One-puia	Kitchener Road Stormwater Reserve	48 Kitchener Road, Pukekohe
Papa-tapotu	Lochview Recreation Reserve	Adams Drive, Pukekohe
One-tea	Lough Bourne Drive Reserve	Lough Bourne Drive, Pukekohe
Aupaki	Premila Drive Reserve	Premila Drive, Pukekohe
Te Puutahi o Pukekohekohe	Pukekohe Town Square	163 King Street, Pukekohe
One-kai	Ramesh Place Reserve	Ramesh Place, Pukekohe
Te Uru Kohekohe	Ranchod Terrace Reserve	Ranchod Terrace. Pukekohe
Te Pae Mahara	Roulston Park	9 Stadium Drive, Pukekohe
One-kura	Stone Road Forest and Quarry Reserve	Stone Road, Bombay, Wairoa
Kootautau	Wellington Street Reserve	190 Wellington Street, Pukekohe

b) whai / adopt four te reo Māori names as sole names as outlined in table two below:

Table Two

Sole Māori name	Existing Name	Address
Angiangi	6 Angiangi Crescent	6 Angiangi Crescent, Beachlands, Wairoa
Te Nikau Pā	Clevedon Scenic Reserve	Thorp Quarry Road, Clevedon, Wairoa
Poohutukawa	77 Tahuna Minhinnick Drive	77 Tahuna Minhinnick Drive, Glenbrook, Waiuku
Papahua	Papahua / Belmont Park	Belmont Road, Pukekohe

c) whiwhi / receive the narratives telling the story behind each of the names as outlined in Attachment A of the report

d) acknowledge the intent for Auckland Council to enter into a mātauranga agreement with mana whenua that commits council to upholding the correct use of the Māori names, and using them only for purposes that have a community outreach or educational purpose (non-commercial use)

e) whakamana / authorise the gazettal of the park names adopted, for any parks classified under the Reserves Act 1977, in accordance with section 16 (10) of the Reserves Act

f) approve Kennelly Park as the preferred location for the installation of bilingual interpretive signage.

Horopaki

Context

12. Te Kete Rukuruku (TKR) is a culture and identity programme that collects and tells the unique Māori stories of Tāmaki Makaurau / Auckland. It is a partnership, led by iwi, between Auckland Council and all 19 mana whenua groups that have interests across the region.

13. A key outcome of the programme is for te reo Māori to be seen, heard, learned and spoken. The programme contributes towards reclaiming Māori identity and the restoration of mana and mauri (life force) to the whenua (land). This is achieved through the restoration of the Māori language, traditional names and storytelling.

14. Te Kete Rukuruku process, as agreed with mana whenua and local boards, is that te reo Māori names are provided by mana whenua. Iwi have the mātauranga and the mana for deciding on appropriate Māori names for the whenua. Public feedback on these names is not sought. In some cases, the Māori names have been attached to the park or area for hundreds of years.

15. When received, the Māori names will be accepted and adopted by the local board. Communication and public notification of the Māori names will commence following this formal adoption.

Project Scope

16. The scope of the TKR programme, in relation to the Māori naming of parks and places, is defined as the naming, renaming or dual naming of parks and places throughout Tāmaki Makaurau.

17. The programme recognises that there was a rich layer of Māori names that existed across Tāmaki Makaurau. It provides an opportunity for Aucklanders to learn te Reo, Māori history and Māori values relevant to places throughout the city.

18. It is expected that, in most cases, Māori naming will be dual naming. Dual naming means that a Māori name is added to the existing name, thereby enriching the stories about that place or facility. The existing name is not removed. This means that signage will present both names, with the English name following the Māori name. This is in accordance with the council’s Māori language policy and signage guidelines.

19. Dual naming also means that a Māori name sits alongside another name that is not related in its meaning. In other words, the two names are not translations of each other, but are independent and unique.

20. The local board may choose to adopt a sole Māori name after considerations such as the history of the existing name, the connection and usage of the name by the community and whether any impacts might arise from its removal. Where it is considered appropriate to replace a name, the local board will also need to carefully consider who the affected parties are and determine if community engagement is appropriate.

21. Public consultation is not undertaken by TKR or mana whenua. Any consultation with community groups, stakeholders or the public, in relation to site selection or sole naming, is at the local board’s discretion. It is recommended to occur prior to the parks being put forward to iwi for naming.

22. Te Kete Rukuruku is not a signage project. Once names are adopted signage will be replaced only when due for renewal, except for one bilingual exemplar park selected. Should the local board wish to upgrade signage sooner to reflect the new names, funding would be required from the local board’s Locally Driven Initiatives (LDI) budget.

Gazettal

23. The council, as landowner, can name parks and places by resolution through exercising its power of general competence under section 12 of the Local Government Act 2002. Local boards are the allocated decision-makers for the naming of local parks, as resolved by the Governing Body 28 June 2018 (resolution GB/2018/106).

24. Where the land is vested in council and held as reserve under the Reserves Act, the council may name or change the name of a reserve by notice in the Gazette (s16(10) Reserves Act).

25. As part of Te Kete Rukuruku process, any sites subject to the Reserves Act 1977 will be gazetted once the local board has adopted the names.

Background

26. The rationale and benefits of the programme, as well as the process for identifying and adopting names and narratives, were agreed by Franklin Local Board at its business meeting in September 2019 (FR/2019/138).

27. At this meeting the Franklin Local Board also resolved to invite mana whenua to provide Māori names and narratives for 149 parks (FR/2019/138). This was then included in the local board’s financial year 2019/2020 work programme as Tranche One.

28. At a workshop held on 5 May 2020, the Franklin Local Board agreed with the 149 sites being split into tranches. Another workshop was held on 6 April 2021 where the local board supported the TKR programme team’s recommendation to develop bilingual signage for Sandspit Reserve in Tranche One and Kennelly Reserve in Tranche Two.

29. Sixty-one park names were presented to the local board by mana whenua at a hui tuku ingoa on the 4 November 2021. The names were subsequently adopted at a local board business meeting on 14 December 2021, resolution FR/2021/184. Three additional sites were added at the same business meeting resulting in a total of 91 parks going forward into Tranche Two for naming.

30. Eight sites were subsequently removed from Tranche Two as they were unsuitable for naming. They are either being considered for sale or or iwi advised they do not require naming.

31. Roulston Park was then added to Tranche Two at a local board business meeting on 27 July 2023 (FR/2023/108). Pukekohe Town Square was also added to Tranche Two at a meeting on 28 May 2024 (FR/2024/45).

Tātaritanga me ngā tohutohu

Analysis and advice

32. Tranche two name adoption

33. As detailed above a total of 85 parks and places were finalised for naming in Tranche Two. A hui tuku ingoa was held on Tuesday 18 June 2024. At this hui iwi shared the names and narratives for 23 of these sites with the local board. These names are now ready for adoption and are listed along with their associated narratives in Attachment A.

34. Four iwi have provided names for these sites:

· Ngaati Te Ata Waiohua

· Ngāti Tamaoho

· Te Aakitai Waiohua

· Ngāi Tai ki Tāmaki.

35. Two sites were resolved to have sole Māori names at the December 2021 business meeting (FR/2021/184). These sites do not have existing names and are located at 77 Tahuna Minhinnick Drive, Glenbrook, Wairoa and 6 Angiangi Crescent, Beachlands, Waiuku, respectively.

36. The other 25 sites receiving names are recommended to be adopted as dual names.

Papahua / Belmont Park

37. The undeveloped reserve located on Belmont Road in Pukekohe, received the name Papahua as a dual name Papahua / Belmont Park in tranche one at the December 2021 meeting, (resolution FR/2021/184). The “Belmont” name had not been previously adopted and was being used as a temporary name based on the park’s location on Belmont Road.

38. There are also two other parks with this name in the Auckland area. This park is currently undeveloped with no signage. The name Papahua will be unique to this site and references the bountiful and fruitful soil in this area.

39. Considering the above, it is recommended the local board remove the reference to Belmont Road and amend to the sole Māori name of Papahua.

Communications approach

40. The local communications team will continue to work with the local board and mana whenua, with support from the programme team, to develop communication outputs.

41. Messaging will be focused on what the community is gaining and being proud of what we are doing for all Aucklanders.

42. Local board communication channels will be used to distribute messaging, including Facebook pages and e-newsletters. The local communication team will also work with the local board to develop media opportunities at the time of the whakarewatanga, should the local board wish to hold one in Kennelly Park for Tranche Two.

43. If park stakeholders are identified, emails can be sent immediately following adoption of the names. Information can be provided about the names and the stories behind them, along with contact details should anyone have any questions.

Exemplar park to receive bilingual signage.

44. In each tranche the local board may select one park where signage is upgraded to be fully bilingual and include the newly adopted name. The signage includes an interpretive text telling the story of the name. A number of criteria are considered in relation to the selection of the exemplar bilingual park, including:

· size: big enough to have impact, but not so big that it would not be possible to deliver within the timeframe

· street frontage: signage visible from the street is an advantage for impact and reach

· use: well enough used that the signage would be visible to many

· assets and natural environment: the park draws people, feels lively and is visually appealing. The condition of the current signage and whether it needs replacement is also considered.

· existing Māori connection e.g. public art, close to marae, site of significance.

45. At a workshop on 6 April 2021, the local board advised that their preference was for Taahuna Kaitoto / Sandspit Reserve to be the site to receive bilingual signage in Tranche One. This was resolved at the 14 December 2021 business meeting (FR/2021/184).

46. Bilingual signage, including the new name of the park, was installed in Taahuna Kaitoto / Sandspit Reserve in 2022. A whakarewatanga to celebrate the adopted names with key stakeholders, and to officially unveil the signage, was held on 5 July 2023.

47. At the same April workshop, the local board also directed that Kennelly Park was their preferred site to receive bilingual signage in Tranche Two. Te Kete Rukuruku have now received the name for Kennelly Park and plan to upgrade the signage in financial year 2024/2025.

48. The signage for exemplar parks is funded from the Te Kete Rukuruku capital works budget.

49. The new signage will include:

· dual language entrance signage stating the te reo Māori and English names

· bilingual wayfinding, information and bylaw signage

· a bilingual interpretative sign to tell the story behind the te reo Māori name.

50. With a view to spending Aucklanders’ money wisely, existing signs will be reskinned, unless the signage is damaged or worn and needs to be replaced.

51. A signage audit will commence following the adoption of the name and visuals of the park signage will be drafted and provided to the local board prior to the signs being installed.

52. Bilingual signage will visibly raise the profile of te reo Māori in the public domain. It will provide the opportunity to learn the story behind the name, as well as making it easy for the public to familiarise themselves with and use te Reo.

53. If the local board does not approve the installation of bilingual signage at Kennelly Reserve, all signage will remain in its present condition. Signage will then only be replaced either via the renewals programme or, if funded separately by the local board, as a stand-alone project from the Locally Driven Initiatives budget.

54. For the reasons outlined above it is recommended that the local board approve the installation of bilingual signage in Kennelly Reserve.

Tauākī whakaaweawe āhuarangi

Climate impact statement

55. There are no substantive climate change impacts relating to this matter.

56. Signage will be replaced as it comes up for renewal, with the only exception being the bilingual signage at a selected exemplar park, where existing signs will be reskinned if replacement is not warranted. This minimises environmental impacts and unnecessary wastage of resource.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

57. Te Kete Rukuruku is a cross-organisational regional programme of works that delivers on council’s Māori Language Policy and Kia Ora Te Reo. The policies are a priority within Kia Ora Tāmaki Makaurau, the organisation’s Māori Outcome Performance Management Framework. It also delivers on Kia Ora Te Ahurea (the Māori culture and identity outcomes). The programme helps to reclaim Māori identity and our unique point of difference in the world.

58. The programme also aligns with the aspirations of the Independent Māori Statutory Board (IMSB), as articulated in the Schedule of Issues of Significance 2017, Māori Plan.

59. This is a partnership programme with the naming and narratives being led by mana whenua. It seeks to bring rigour to the process of naming across the council group over time.

60. The programme has also triggered the development of new bilingual signage templates that may be used across the organisation in the future.

61. The Parks and Community Facilities department is responsible for renewal of existing signage and will incorporate the new dual names as and when signage is renewed.

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

Local impacts and local board views

62. Through partnering with mana whenua on this project, it is envisaged that relationships between mana whenua and local boards will be strengthened.

63. The programme’s recommendation of dual naming adds an additional name and narrative to each park, as opposed to taking anything away from the community.

64. Dual language naming signage and bilingual signage help to enrich park user experience. It provides opportunity for communities to learn more of their cultural history and to use the Māori language as part of their everyday life.

65. A QR code is added to any interpretive text installed through the programme so correct pronunciation of names can be learnt.

66. Māori naming and bilingual signage in parks is aligned to “Our Places” in the Franklin Local Board Plan 2023:

· Objective: Invest in and support local place-based initiatives that celebrate ahi kā mana whenua identity and culture.

· Key Initiative: Fund the Te Kete Rukuruku programme, enabling mana whenua to gift names to new and existing parks and public spaces.

67. When the 24 names have been adopted and their narratives received Auckland Council is permitted to use them for community outreach and educational purposes (non-commercial).

Tauākī whakaaweawe Māori

Māori impact statement

68. This project helps to increase Māori identity and belonging and is aligned with outcomes in the Auckland Plan.

69. The project contributes towards outcomes from the Te Reo Māori Action Plan 2020-2023. The action plan brings to life the Māori Language Policy (2016). The plan also describes actions to champion a bilingual city where te reo Māori is seen, heard, spoken and learned.

70. Adopting the Māori names and narratives for 24 sites will increase the visibility of te reo Māori in the local board area. It will safeguard the stories of mana whenua and help ensure their survival.

71. Returning the Māori language and stories of the area helps to restore some of the wairua and mana of the whenua (land) that has been lost. It increases cultural knowledge and provides the opportunity to incorporate te reo Māori into people’s everyday lives. It allows Māori to see their language, an important taonga, reflected in the world around them.

72. Te Kete Rukuruku has sought to establish a best practice approach to Māori naming, and the collection and sharing of stories.

73. Mātauranga agreements are being developed to ensure that names and stories are protected by the council. It is important that the correct use is upheld and that they are only used for purposes that have a community outreach or educational purpose (non-commercial use).

74. As a partnership programme, all aspects of providing names and narratives have been led by the iwi of Tāmaki Makaurau. It is a true partnership programme where iwi are able to make decisions. This is appropriate as mana whenua are those with the mana and the mātauranga (knowledge) in this area to carry the responsibility for Māori naming.

75. There are many resident mataawaka (Māori who live in Auckland and are not in a mana whenua group) who will have a great interest in these new names and narratives. This provides an opportunity to engage with mataawaka Māori organisations and invite them to embrace and help champion the names and narratives once the names are adopted.

Ngā ritenga ā-pūtea

Financial implications

76. Franklin Local Board has one line in their financial year 2023/3024 work programme, SharePoint line item 2841. A budget of $6,000 was carried forward from last financial year to resource iwi for the provision of names. No further funding is sought this financial year.

77. Funding of $6,000 to start Tranche Three and resolve any shared interests has been requested for financial year 2024/2025.

78. Should the local board wish to hold a whakarewatanga event at Kennelly Reserve next year, additional funding may be required to cover the cost of this event.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

79. Several risks and issues were highlighted at the outset of this programme or added as the programme progressed. These risks are carefully managed throughout the process and mitigated in a variety of ways as outlined in Table three below:

Table three – Risks and Mitigation

Potential Risks	Mitigation
Multiple mana whenua having an interest in the parks, with differing views on naming.	Timeframes are extended when required to allow robust discussion amongst iwi. The approach of the programme has been to focus on a quality agreed outcome.
Extended delays in the adoption of Māori names, continuing the predominance of English only names and missing renewal opportunities.	Splitting the tranche to allow for adoption of names as they are finalised, rather than waiting for the completion of the entire tranche. This is particularly relevant when a high number of parks are being named.
Potential negative public reaction to Māori names.	The existing name is retained, with the Māori name being added. Communications once the Māori names are adopted to ensure a full understanding of the significance of the names and their meanings.
High costs of replacement signage.	Signage will be replaced as it comes up for renewal so that no additional costs are incurred. The only exception being bilingual signage installed at one exemplar park chosen in each tranche.

Ngā koringa ā-muri

Next steps

80. Once the names are adopted by the local board:

· communications and public notification will commence

· where reserves are classified under the Reserves Act 1977, gazettal of the dual park names will occur

· the names will be entered into the council’s website, Kura database and GIS system.

81. Upon Franklin Local Board’s formal approval, the process for installation of signage at Kennelly Park will commence.

82. The Parks and Community Facilities teams will be advised of the adopted names, so that any signage being renewed will include the new Māori names.

83. Tranche Three funding will be sought for inclusion in the 2024/2025 work programme.

84. A small community event (whakarewatanga) can be discussed for Kennelly Park to unveil the new signage, and to celebrate the adoption of the Tranche Two names. This will be dependent on funding being available next financial year.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Franklin Tranche Two names for adoption	65
b ⇩	Clevedon Scenic Reserve details	69

Ngā kaihaina

Signatories

Author

Dawn Bardsley - Te Kete Rukuruku Naming Lead

Authorisers

Anahera Higgins – Head of Māori Outcomes, Regional Service and Strategy

Justine Haves – General Manager, Regional Service and Strategy

Manoj Ragupathy - Local Area Manager Franklin, Papakura, Manurewa

No.	Title	Page
a ⇩	Auckland Tranport bi-monthly report to the Franklin Local Board - June 2024	73

Franklin Local Board

25 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.: CP2024/08106

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

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

· a shift to fortnightly rubbish collections

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

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

· addressing litter and illegal dumping.

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

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

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

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

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

· themes from local board residents on the feedback form questions

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

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

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

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

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

Horopaki

Context

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

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

Local boards have provided feedback that informed the draft plan

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

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

Draft plan vision, key priorities and targets

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

· reduce, rethink, redesign

· reuse repair, repurpose.

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

· a shift to fortnightly rubbish collections

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

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

· addressing litter and illegal dumping, and

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

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

Consultation materials and process

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

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

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

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

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

Consultation Questions

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

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

Submissions – regionwide

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

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

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

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

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

Submissions breakdown by local board

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

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

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

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

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

Request for local board feedback

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

Auckland’s climate emissions and waste

37. Responding to the challenge of climate change is a key priority for Auckland Council and in 2020, the council approved Te-Tāruke-a-Tawhiri: Auckland’s Climate Plan, the region’s plan to tackle this challenge. The plan includes actions and priorities relevant to reducing emissions related to waste to reduce our greenhouse gas emissions through reduced consumption-emissions and emissions generated by disposal, dealing with climate-related risks and looking at the opportunities that may arise.

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

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

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

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

Local impacts and local board views

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

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

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

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

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

· waste disposal levy revenue

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

55. If local board views are not captured, the direction of the plan will not reflect the range of local views and issues. We are mitigating this risk by providing this opportunity for local board feedback.

Ngā koringa ā-muri

Next steps

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Summary Snapshot – draft Waste Management and Minimisation Plan 2024 (Under Separate Cover)
b ⇨	Summary of submissions as workshopped with the Franklin Local Board (Under Separate Cover)
c ⇩	Number of submissions by local board area	87
d ⇩	Summary of advisory panel responses	89
e ⇩	Copy of consultation feedback form	91

Ngā kaihaina

Signatories

Authors

Sarah Le Claire - Waste Planning Manager

Tania Utley – Senior Waste Planning Specialist

Authorisers

Parul Sood - General Manager Waste Solutions

Barry Potter - Director Infrastructure and Environmental Services

Manoj Rajupathy – Local Area Manager Franklin, Papakura, Manurewa

Franklin Local Board

25 June 2024

Permanent changes to landowner approval process for filming activities

File No.: CP2024/07652

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 Franklin Local Board:

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

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

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

Horopaki

Context

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

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

Local Board Delegation to the Chief Executive (2023)

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

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

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

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

Auckland Film Protocol (2019)

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

Public Trading, Events and Filming Bylaw (2022)

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

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

· 87 per cent agree filming creates job opportunities

· 81 per cent agree it is good for tourism

· 72 per cent agree it influences our art and culture

· 71 per cent agree it is great for my community

Aucklanders Experiences

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

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

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

Ngā koringa ā-muri

Next steps

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	6 May Local Board Briefing presentation (Under Separate Cover)

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 Auckand Manager

Louise Mason – Local Board Services General Manager

Manoj Ragupathy - Local Area Manager

Franklin Local Board

25 June 2024

Auckland Citizens Advice Bureaux Funding Model Options

File No.: CP2024/07889

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 Franklin Local Board:

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

Horopaki

Context

CAB and ACABx structure

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

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

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

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

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

Image: Auckland CAB and ACABx Structure

Number and type of client interactions

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

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

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

Implementation of June 2023 Governance Body decisions

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

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

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

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

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

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

18. In response to the above resolution:

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

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

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

Auckland CAB Regional Strategic Plan 2024-2027

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

· Auckland CABs working together for better outcomes for clients

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

· sustainable and adequate funding

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

· sufficient number of high performing and values driven volunteers.

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

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

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

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

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

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

Option Two: Subregional model

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

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

Option Three: Regional and outcomes focussed model

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

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

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

Table 1: Comparative analysis/assessment of funding models

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

Proposed implementation of new funding model

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Wayne Levick - Regional Partnerships Lead

Authorisers

Claudia Wyss - Director Customer and Community Services

Megan Tyler - Chief of Strategy

Louise Mason - General Manager Local Board Services

Manoj Ragupathy - Local Area Manager Franklin, Papakura, Manurewa

Franklin Local Board

25 June 2024

Approval for six new public road names at 393 - 403 Bremner Road, Drury

File No.: CP2024/07664

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Franklin Local Board to name six public roads, created by way of a subdivision development at 393 - 403 Bremner Road, Drury.

Whakarāpopototanga matua

Executive summary

2. The Auckland Council Road Naming Guidelines set out the requirements and criteria 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, Bremner Residential Limited, has proposed the names presented below for consideration by the local board.

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

5. The proposed names for the new public roads at 393 - 403 Bremner Road are:

	Applicant’s Preference	Alternatives
Road 1	Te Taiheke Road	Tauraki Road Pūahatanga Road
Road 2	Taiheru Road	Takurua Kōhanga Road Taiwhanga Road
Road 3	Taikato Road	Taipī Road Hōiho Nāti Road
Road 4	Huataki Parade (extension of an existing road)
Road 5	Ranutai Road	Hipi Road Whenua Miraka Road
Road 6	Taierua Road	Taimoi Road Taihuki Road

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) approve the following names for six new public roads created by way of subdivision undertaken by Bremner Residential Limited at 393 - 403 Bremner Road, Drury, in accordance with section 319(1)(j) of the Local Government Act 1974 (Road naming reference RDN90115002, resource consent references BUN60392478, SUB60392500).

i) Te Taiheke Road (Road 1)

ii) Taiheru Road (Road 2)

iii) Taikato Road (Road 3)

iv) Huataki Parade (Road 4, being the extension of an existing road)

v) Ranutai Road (Road 5)

vi) Taierua Road (Road 6).

Horopaki

Context

6. Resource consent reference BUN60392478 was approved for the construction of 186 dwellings and a staged subdivision around the residential development, including a number of roads to be vested to the Council.

7. Site and location plans of the development can be found in Attachments A and B.

8. In accordance with Australian & New Zealand Standard, Rural and Urban Addressing, AS NZS 4819:2011 and the Guidelines for Addressing in-fill Developments 2019 – LINZ OP G 01245 (the standards), any road including private ways, COALs, and right of ways, that serve more than five lots generally require a new road name in order to ensure safe, logical and efficient street numbering.

9. Therefore, in this development, six public roads are required to be named as each of the roads would be servicing more than five lots in the future. The roads to be named are highlighted in yellow in Attachment A.

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

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

12. Most of the road names proposed reflect the landscape, environmental or biodiversity features in the area.

Road Number	Proposed name	Meaning (as described by applicant)
Road 1	Te Taiheke Road (applicant’s preference)	Tai is the Māori word for “tide” and Heke means “to ebb”, together they join to mean “ebbing tide”. This name is suggested by Ngāti Tamaoho.
	Tauraki Road (alternative)	Tauraki means “to dry”, this is significant as sun-dried karaka fruit kernels were an important kai to the Māori, the drying process rid the kernels of their toxicity.
	Puahatanga Road (alternative)	Puahatanga is the Māori word for “the entrance of an estuary”, this is proposed as this road leads to the nearby estuary connecting to the Manukau Harbour.
Road 2	Taiheru Road (applicant’s preference)	Tai is the Māori word for “tide” and Heru means “to rise”, together meaning “rising tide”. This name is suggested by Ngāti Tamaoho.
	Takurua Kōhanga Road (alternative)	Takurua is the Māori word for “Winter” and Kōhanga for “nest”, relating the area to Karaka trees which act as a popular resting place for smaller birds during the winter season.
	Taiwhanga Road (alternative)	Meaning “tidal or coastal inlet” celebrates the significance of the coastal inlets shaped by the tide.
Road 3	Taikato Road (applicant’s preference)	Tai is the Māori word for “tide”, together with the word Kato or “flowing” which comes to mean “flowing tide”. This name is suggested by Ngāti Tamaoho.
	Taipī Road (alternative)	Alternative name with similar meanings of “tide” and “to flow”.
	Hōiho Nāti Road (alternative)	Hōiho Nāti is the Māori word for “thoroughbred”, a breed of racehorses that Karaka is popularly associated with.
Road 5	Ranutai Road (applicant’s preference)	Ranu means “to mix” whereas tai means “tide”, together they represent the mixing of the tides specifically referring to the nearby estuary and the mixing of waiti and waitaa. This name is suggested by Ngāti Tamaoho.
	Hipi Road (alternative)	Hipi is the Māori word for “sheep”, this is proposed as the Karaka area is heavily associated with sheep farming.
	Whenua Miraka Road (alternative)	Whenua is the Māori word for “land” and miraka is the word for “milk”, paying homage to the currently associated dairy farming in local region.
Road 6	Taierua Road (applicant’s preference)	Tai is the Māori word for “tide” and rua the word for “two” denotes the significance of the two tides, high and low, salt and fresh. This name is suggested by Ngāti Tamaoho.
	Taimoi Road (alternative)	Moi means “neap” of the tide referring to the period of moderate tides called neap tide.
	Taihuki Road (alternative)	Tai meaning “tide” and huki meaning “be extra high (of the tide), spring (tide), king (tide)” relating to the deep significance the local iwi holds to the tide.

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

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

15. Huataki Parade currently ends at 333 Bremner Road. To name Road 4 as Huataki Parade will result in a gap between two sections of the road and this is shown in Attachment A. The applicant has indicated that there are plans to extend Huataki Parade within 383 Bremer Road which will connect both sections of Huataki Parade. However that section of road remains to be presented to the local board for consideration and is not part of this road naming application. LINZ has advised that extending the Huataki Parade with this interim gap is acceptable.

16. ‘Road’ and ‘Parade’ are acceptable road types for the new public roads, suiting the form and layout of the roads.

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

20. This report seeks the decision of the local board and this decision is not considered to have any immediate local impact beyond those outlined in this report.

Tauākī whakaaweawe Māori

Māori impact statement

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

22. The applicant has contacted mana whenua regarding road names for this subdivision development on 22 November 2023. Ngāti Tamaoho has suggested a number of names for the development which the applicant has proposed as preferred road names.

23. On 11 April 2024, mana whenua were also contacted by council on behalf of the applicant, through the Resource Consent department’s central facilitation process, as set out in the guidelines. Representatives of the following groups with an interest in the general area were contacted:

· Ngāi Tai Ki Tāmaki

· Ngāti Tamaoho

· Te Ākitai Waiohua

· Te Ahiwaru Waiohua

· Ngāti Te Ata Waiohua

· Ngāti Maru

· Waikato-Tainui

24. By the close of the consultation period (10 working days), no additional responses, comments, or feedback were received. While no other iwi has given feedback it is noted that the applicant consulted closely with Ngāti Tamaoho to provide the Te Reo Māori names that have been preferred.

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

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Report Attachment A Site Plan	119
b ⇩	Report Attachment B Location Map	121

Ngā kaihaina

Signatories

Author

Amy Cao - Subdivision Advisor

Authorisers

David Snowdon - Team Leader Subdivision

Manoj Ragupathy - Local Area Manager Franklin, Manurewa, Papakura

Chairperson	Angela Fulljames
Deputy Chairperson	Alan Cole
Members	Malcolm Bell JP
	Sharlene Druyven
	Gary Holmes
	Amanda Hopkins
	Andrew Kay
	Amanda Kinzett
	Logan Soole

No.	Title	Page
a ⇩	7 May 2024 Franklin Local Board workshop record	131
b ⇩	14 May 2024 Franklin Local Board workshop record	133
c ⇩	21 May 2024 Franklin Local Board workshop record	135
d ⇩	28 May 2024 Franklin Local Board workshop record	137

Author	Denise Gunn - Democracy Advisor
Authoriser	Manoj Ragupathy - Local Area Manager Franklin, Papakura, Manurewa