Agenda of Hibiscus and Bays Local Board

1 Nau mai | Welcome

2 Ngā Tamōtanga | Apologies

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

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

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

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Hibiscus and Bays Local Board:

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

5 He Tamōtanga Motuhake | Leave of Absence

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

6 Te Mihi | Acknowledgements

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

7 Ngā Petihana | Petitions

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

8 Ngā Tono Whakaaturanga | Deputations

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

8.1 Deputation - Metro Community Trust

Te take mō te pūrongo

Purpose of the report

1. Colin Roberts and John Campton have requested a deputation to update the local board on Metro Community Trust and the proposed pavilion for Metro Park, Millwater.

2. A presentation has been provided and is included as Attachment A to the agenda report.

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a) whakamihi / thank Colin Roberts and John Campton for their presentation and attendance at the meeting.

Attachments

a Metro Community Trust presentation 199

8.2 Deputation - Yachting New Zealand

Te take mō te pūrongo

Purpose of the report

1. David Abercrombie and Greg Knowles have requested a deputation to present a proposal for a National Sailing Centre at Gulf Harbour.

2. A presentation has been provided and is included as Attachment A to the agenda report.

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a) whakamihi / thank David Abercrombine and Greg Knowles for their presentation and attendance at the meeting.

Attachments

a National Sailing Centre presentation. 211

8.3 Deputation - Hibiscus Coast Youth Centre

Te take mō te pūrongo

Purpose of the report

1. Ali Butler has requested a deputation to update the local board on their activities and plans for the future.

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a) whakamihi / thank Ali Butler for her presentation and attendance at the meeting.

9 Te Matapaki Tūmatanui | Public Forum

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

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

10 Ngā Pakihi Autaia | Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

Hibiscus and Bays Local Board

25 June 2024

Approval of Customer and Community Services Local Board Work Programme 2024/2025

File No.: CP2024/07807

Te take mō te pūrongo

Purpose of the report

1. To approve the 2024/2025 Hibiscus and Bays Local Board Customer and Community Services Work Programme and its associated budget (Attachment A to the agenda report).

Whakarāpopototanga matua

Executive summary

2. This report presents the 2024/2025 Hibiscus and Bays 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 Hibiscus and Bays 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.

9. Approval is sought for the planning and design of the Risk Adjusted Programme 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 Hibiscus and Bays Local Board:

a) whai / approve the 2024/2025 Customer and Community Services Work Programme and its associated budget (Attachment A).

b) whai / approve in principle the 2025/2026 and 2026/2027 Customer and Community Services – Parks and Community Facilities Work Programme (Attachment A).

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

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

Horopaki

Context

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

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

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

· Our people

· Our environment

· Our community

· Our places and our economy.

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

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

18. The work programme includes:

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

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

· grants for community groups and facilities

· community leases

· provision of asset management advice.

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

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

· Active Communities

· Connected Communities

· Community and Social Innovation

· Parks and Community Facilities

· Regional Services and Strategy.

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

Department

2024/2025

2025/2026

2026/2027

Parks and Community Facilities

Approve

Approve in principle

All other Customer and Community Services departments

· Active Communities

· Connected Communities

· Community and Social Innovation

· Regional Services and Strategy.

Approve

N/A

24. This is the first work programme which responds to the Hibiscus and Bays 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, 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 local 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. This local board was provided with a draft capital work programme for discussion in the Local Board Annual Plan workshop 9 in May 2024: This work programme was based on the central 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 Hibiscus and Bays Local Board Plan 2023. It includes the addition of new activities, changes to existing activities, such as required budget allocation and delivery timeframes, and identifies some activities that have been stopped.

Work programme budget types and purpose

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

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

Table two: Work programme budget types and purpose

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

Capital projects and budgets

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

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

Risk Adjusted Programme

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

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

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

Regionally funded activities included in the local board work programme

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

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

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

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

Process for changes to the approved work programme

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

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

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

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

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

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

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

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

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

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

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

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

66. The activities in the Hibiscus and Bays Local Board work programme identified as having a positive or negative impact on climate change are outlined in Attachment D to the agenda report.

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

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

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

Local impacts and local board views

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

76. Kia Ora Tāmaki Makaurau, council’s Māori outcomes performance measurement framework, captures the majority of council’s Māori outcome strategy and planning. The framework responds to the needs and aspirations Māori in Tāmaki Makaurau, both mana whenua and mataawaka, have identified as mattering most for them.

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

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

79. The work programme delivers on the local board plan key initiatives and includes activities which have an objective to deliver outcomes for and with Māori. Attachment B to the agenda report 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 three summarises the budget sources and allocation for each work programme financial year.

Table three: Hibiscus and Bays 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)	1,167,798	0	0
Opex: Asset Based Services (ABS)	21,916,419	0	0
Capital (Capex): Local Asset Renewals - Budget (ABS)	5,570,600	6,963,704	6,146,290
Capex: Local Asset Renewals - Proposed Allocation (ABS)	5,443,111	6,963,704	6,146,290
Advanced Delivery RAP*	127,489	0	0
Capex: Local Asset Renewals - Unallocated budget (ABS)	0	0	0
Capex: Locally Driven Initiatives (LDI) – Budget	707,485	718,355	730,866
Capex: Locally Driven Initiatives (LDI) - Proposed Allocation	707,485	718,355	730,866
Advanced Delivery RAP*	0	0	0
Capex: Locally Driven Initiatives (LDI) - Unallocated budget	0	0	0
Capex: Growth projects Allocation	413,605	985,126	3,400,000
Capex: Slips Prevention projects Allocation	20,000	50,000	70,000
Capex: Specific Purpose Funding – Allocation	0	0	0
Capex: One Local Initiative	7,986,357	8,779,291	0
Capex: Long-term Plan discrete	0	0	0
LDI - Opex	18,000	0	0
Capex: External Funding Allocation	0	0	0
TOTAL ALLOCATIONS	37,672,774	17,496,476	10,347,156

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 four 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 ⇩	Hibiscus and Bays Local Board CCS Work Programme 2024/2025	21
b ⇩	Māori outcomes	39
c ⇩	Regionally funded projects	45
d ⇩	Climate outcomes	47

Ngā kaihaina

Signatories

Authors

Darryl Soljan - Manager Customer Experience - North & West Libraries

Justine Haves - General Manager Regional Services & Strategy

Claire Stewart - General Manager Active Communities

Taryn Crewe - General Manager Parks and Community Facilities

Authorisers

Claudia Wyss - Director Customer and Community Services

Lesley Jenkins - Local Area Manager

Hibiscus and Bays Local Board

25 June 2024

Hibiscus and Bays Local Board Grants Programme 2024/2025, and Local Economic and Business Grant Programme 2024/2025

File No.: CP2024/07884

Te take mō te pūrongo

Purpose of the report

1. To adopt the Hibiscus and Bays Local Board Grants Programme 2024/2025, including the Local Contestable Grants, Facilities Grants and Legacy Rates Grants (previously Transitional Rates Grants), and the Hibiscus and Bays Local Economic and Business Grant Programme 2024/2025.

Whakarāpopototanga matua

Executive summary

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

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

4. This report presents the Hibiscus and Bays Local Board Grants Programme 2024/2025, including the Local Contestable Grants, Facilities Grants and Legacy Rates Grants, for adoption (Attachment A to the agenda report), and the Hibiscus and Bays Local Economic and Business Grant Programme 2024/2025 for adoption (Attachment B to the agenda report).

5. Due to wider changes in the grants policy, staff propose that there will be no multi-board grant round in 2024/2025 and applicants will be directed to the local grants programme.

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a) whai / adopt the Hibiscus and Bays Local Board Grants Programme 2024/2025, including the Local Contestable Grants, Facilities Grants and Legacy Rates Grants (previously Transitional Rates Grants) as per Attachment A of the agenda report.

b) whai / adopt the Hibiscus and Bays Local Board Local Economic and Business Grant Programme 2024/2025 as per Attachment B of the agenda report.

Horopaki

Context

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

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

8. The local board community grants programme includes:

· outcomes as identified in the local board plan

· specific local board grant priorities

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

· any additional criteria or exclusions that will apply

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

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

Local Contestable Grants and Facilities Grants

10. The Hibiscus and Bays Local Board Grants programme continues to be a key mechanism for the local board to deliver on its local board plan outcomes by supporting groups and organisations to provide activities, projects, programmes, initiatives, and events that align with the 2023 local board plan and make a positive contribution to the community within the local board area.

11. Contestable Grants and Facilities Grant Programme has been workshopped with the local board on the 9 April and feedback incorporated into the proposed grants programme for 2024/2025 (Attachment A).

Legacy Rates Grants (previously Transitional Rates Grants)

12. Auckland Council supported legacy remission schemes to support community and sporting groups until 30 June 2018 at which time a transitional grants mechanism was adopted by the Governing Body as part of LTP 2018-28, for three years.

13. Resource required to administer these grants beyond 30 June 2021 was unavailable and local boards were approached by Lead Financial Advisors, on behalf of the Governing Body, in March 2021 to determine the best way forward per local board area.

14. The Hibiscus and Bays Local Board supported the retention of the rates grants budget under Asset Based Services (ABS) with local board discretion and for higher value rates grants to continue to be administered through the local board’s grant programme.

15. To ensure visibility of grant recipients and to transparently assess recipients against local board funding priorities, Rates Grants objectives and criteria were developed in the 2022/2023 financial year. These have been reviewed for 2024/2025 financial year at a local board workshop on 9 April 2024 (Attachment A).

Economic and Business Grants

16. In 2022/2023 financial year the local board developed a Local Economic and Business Grant of $50,000 to support economic development. The grant round was open to Business Associations in the local board area. In the2023/2024 financial year the programme was deferred to give time for reviewing accountability reporting and assess the successful nature of the grant.

17. At the local board’s workshop on the 14 May 2024, the local board reviewed the accountability from the 2022/2023 financial year and refined criteria for the 2024/2025 programme to align with the Hibiscus and Bays Local Board Plan 2023 (Attachment B).

Multi-board Grants

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

· lower-quality applications

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

· issues with providing accountability for multiple boards

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

· less clarity on timelines and process for applicants

· delays in applicants receiving funding.

19. Staff have reviewed the percentage of successful applications and found that 19.7 per cent of all multi-board grants are funded versus 81 per cent of local grants.

20. Due to the low rates of successful applications and the issues identified in the review, staff propose removing the multi-board grants in the 2024/2025 financial year. This will lead to better alignment to the local board funding outcomes as the groups will need to clearly demonstrate the direct community benefit in the local grant process.

21. Directing applicants to apply to local grant rounds will enable the local board to have a better control and visibility of the grant applications and have greater influence on targeting specific outcomes or areas of focus.

Tātaritanga me ngā tohutohu

Analysis and advice

22. The aim of the Local Board Grants Programme is to deliver projects and activities which align with the outcomes identified in the local board plan.

23. The Hibiscus and Bays Grants Programme, and Local Economic and Business Grant Programme, have been workshopped with the local board and feedback incorporated into the grants programmes for 2024/2025 outlined under Attachments A and B, including proposed number of rounds and timeframes of each round.

Tauākī whakaaweawe āhuarangi

Climate impact statement

24. 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.

25. 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.

26. The local board will consider the climate impacts of each project through the assessment of each application.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

31. The allocation of grants to community groups is within the adopted Long-term Plan 2024-2034 and local board agreements.

32. The budget allocation for the local board’s Grants Programme, including Local Contestable Grants, Facilities Grants, Legacy Rates Grants and Economic and Business Grants will be resolved by the local board at its 25 June Business Meeting through a separate report on this agenda.

33. The Legacy Rates Grants and Economic and Business Grants will run in round one to ensure any unallocated funding is available for local contestable grants whether it is in round one or two of the programme.

34. The financial implications of each individual project are considered by the local board through the assessment of each application.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

36. An implementation plan is underway, and the Local Board Grants Programme, including all grants, will be locally advertised through the local board and council channels, including the council website, local board Facebook page and communication with past recipients of grants.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Hibiscus and Bays Local Board Grants Programme 2024/2025	61
b ⇩	Hibiscus and Bays Local Economic and Business Grant Programme 2024/2025	71

Ngā kaihaina

Signatories

Author

Vincent Marshall - Grants Advisor

Authorisers

Pierre Fourie - Grants and Incentives Manager

Lesley Jenkins - Local Area Manager

Hibiscus and Bays Local Board

25 June 2024

Approval of the 2024/2025 Hibiscus and Bays Local Board Local Environmental Work Programme

File No.: CP2024/07020

Te take mō te pūrongo

Purpose of the report

1. To approve the 2024/2025 Hibiscus and Bays 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 Hibiscus and Bays Local Board Plan 2023 and available Local Driven Initiatives budget from the local board.

3. This report presents the proposed Hibiscus and Bays Local Board’s Local Environmental Work Programme and associated budgets, which contribute to environmental, water quality, sustainability and waste minimisation outcomes for approval for the 2024/2025 financial year (Attachment A to the agenda report).

4. The work programme has been developed through a series of workshops between November 2023 and May 2024, where the local board provided feedback to staff on programme and activity prioritisation. The development of projects has been guided by the 2023 local board plan, the successful delivery of the 2023/2024 programmes and a local board direction in developing further initiatives around waste minimisation. 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 Hibiscus and Bays Local Board Local Environmental Work Programme includes the following activities to be delivered in 2024/2025, with budgets as listed below:

· Community Riparian Protection - Hibiscus Coast - $75,000

· Construction and Demolition Waste Enforcement and Leadership - $30,500

· Eco-ECE Programme 2024-2025 - $16,020

· EcoNeighbourhoods Hibiscus and Bays - $30,900

· Environmental Restoration Network Coordinators - $142,000

· Īnanga spawning sites - $29,000

· Ko te wai he taonga: Water is a treasure - $25,000

· Pest Free Hibiscus Coast - $65,000

· Te Ao Māori and community led conservation - $5,000

· Trash Free Taiaotea (Browns Bay Waste Minimisation Programme) - $35,000.

6. The proposed work programme has a total value of $453,420 which can be funded from within the local board’s locally driven initiatives budget for the 2024/2025 financial year.

7. The proposed work programme also notes $950,000 in regionally funded asset-based services capital expenditure for the following coastal renewals programmes:

· Long Bay Regional Park – renew footbridge at southern entrance - $500,000

· Ōrewa North End Seawall Renewal - $300,000

· Wade River Road Reserve – renew timber wharf - $100,000

· Waiwera Beach – renew seawall - $50,000.

8. Updates on the delivery of this work programme will be provided through the local 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 local board chooses to not approve the proposed 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 Hibiscus and Bays Local Board:

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

Activity name	2024/2025 budget for approval
Community Riparian Protection – Hibiscus Coast	$75,000
Construction and Demolition Waste Enforcement and Leadership	$30,500
Eco-ECE Programme 2024-2025	$16,020
EcoNeighbourhoods Hibiscus and Bays	$30,900
Environmental Restoration Network Coordinators	$142,000
Īnanga spawning sites	$29,000
Ko te wai he taonga: Water is a treasure	$25,000
Pest Free Hibiscus Coast	$65,000
Te Ao Māori and community led conservation	$5,000
Trash Free Taiaotea (Browns Bay Waste Minimisation Programme)	$35,000
Total	$453,420

b) tuhi ā-taipitopito / note the allocation of $950,000 regionally funded asset-based services capital expenditure budget towards the coastal renewals programme in the 2024/2025 financial year.

Activity name	2024/2025 regional budget
Long Bay Regional Park – renew footbridge at southern entrance	$500,000
Ōrewa North End Seawall Renewal	$300,000
Wade River Road Reserve – renew timber wharf	$100,000
Waiwera Beach – renew seawall	$50,000
Total	$950,000

Horopaki

Context

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

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

· Hibiscus and Bays: where native birds and plants flourish, and the water is pure and clean through education, advocacy, and restoration work

· supporting our communities by planning and engagement on how to mitigate and manage risks from climate change.

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

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

· National Policy Statement on Freshwater Management 2020

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

Proposed Local Environmental Work Programme developed for 2024/2025

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

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

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

Community Riparian Protection - Hibiscus Coast - $75,000

16. The board has indicated it would like to continue funding the Community Riparian Protection - Hibiscus Coast (formerly Storm Recovery and Resilience) in 2024/2025. The local board allocated $100,000 towards this programme in 2023/2024.

17. This programme will fund a contractor to undertake work in collaboration with the communities and private landowners to restore streams and overland flow paths. This will include:

· educating landowners on their responsibilities around having streams on their land

· removing debris from streams (working with Healthy Waters operational teams where necessary)

· supporting riparian planting to stabilise banks, absorb floodwaters and reduce the risks of flooding.

18. As the work in 2023/2024 was done in the East Coast Bays, the local board has requested that the programme in 2024/2025 focus solely on the Hibiscus Coast.

19. Staff recommended that the local board allocate $100,000 towards this programme in 2024/2025. The local board have indicated an allocation of $75,000 to deliver the project in the Hibiscus Coast area, as the project scope, processes and staff induction have already been financially accommodated for in 2023/2024.

Construction and Demolition Waste Enforcement and Leadership - $30,500

20. The local board has indicated it would like to support the Construction and Demolition Waste Enforcement and Leadership programme in 2024/2025. This is a new programme that will support the board’s goal of minimising waste and moving to a circular economy.

21. Construction and Demolition waste is the single biggest contributor of waste in Auckland. The industry continues to be under pressure which results in undesirable outcomes for waste, litter, illegal dumping, climate, and the environment.

22. This programme replicates successful programmes from other local board areas and will establish a fixed term role of Construction and Demolition Waste Advisor to work with builders and developers to improve site practices and facilitate improved compliance.

23. The programme will focus on weekly surveillance and reporting of breaches of the Litter Act, the Solid Waste Bylaw, and the Building Act to the appropriate compliance teams in council. It will also undertake engagement with builders and developers to promote:

· waste minimisation

· installation of silt and security fences to prevent littering practices that lead to improve waste minimisation, reduced littering and minimisation of issues related to problematic materials such as polystyrene, concrete run-off and plastics.

24. Staff recommend that the board allocate $30,500 towards this programme in 2024/2025.

Eco-ECE Programme 2024-2025 - $16,020

25. The local board has indicated it would like to continue funding the Eco-ECE Programme in 2024/2025. This was formerly known as the Zero Waste Early Childhood Education programme. The local board allocated $26,000 towards this programme in 2023/2024.

26. This programme supports kindergartens, early childhood education centres and residents connected to these centres to reduce their waste and live more sustainably.

27. For 2024/2025 staff will continue to engage early childhood centre staff with waste minimisation.

28. It will also finish the Whangaparāoa Community Recycling Centre’s outdoor education area creating a zero waste zone for the North Shore region.

29. Staff recommend that the board allocate $16,020 towards this programme in 2024/2025.

EcoNeighbourhoods Hibiscus and Bays - $30,900

30. The local board has indicated it would like to continue funding the EcoNeighbourhoods Hibiscus and Bays programme in 2024/2025. The local board allocated $30,000 towards this programme in 2023/2024.

31. EcoNeighbourhoods is a programme that supports groups of six or more neighbours from different households to come together to adopt sustainable, low carbon practices and increase resilience within their homes, lifestyles and neighbourhoods. These activities are decided by the groups and can range from local food production to rainwater collection.

32. The programme funding supports the groups by providing 12 hours of facilitation support and up to $1,000 worth of incentives, discounts, and training to support behaviour change, undertaking at least two activities per year.

33. Staff recommend that the local board allocate $30,900 towards this programme in 2024/2025.

Environmental Restoration Network Coordinators - $142,000

34. The local board has indicated it would like to continue funding the Environmental Restoration Network Coordinators in 2024/2025. The local board allocated $135,150 towards this programme in 2023/2024. This programme was formerly called the Restore Hibiscus and Bays Coordinator.

35. In 2024/2025, the coordinators aim to:

· deliver at least 30 technical workshops for communities around pest control, indigenous forest restoration and water quality enhancement

· support ten schools including education-based organisations on an ongoing basis to undertake ecological restoration and pest control activity, with at least 20 school-based educational workshops held throughout the year

· increase the number of volunteer hours across projects directly supported by the contractor by at least 10 per cent compared to 2023/2024.

36. Staff recommend that the board allocate $142,000 towards this programme in 2024/2025. The increase in budget reflects CPI increases.

Īnanga spawning sites – $29,000

37. The local board has indicated it would like to continue funding the Īnanga spawning sites programme in 2024/2025. The local board allocated $29,000 towards this programme in 2023/2024.

38. The programme serves as a follow-up to the baseline project, which assessed the state of īnanga and their spawning sites. The initiative aims to improve conditions for īnanga spawning while empowering communities to actively participate in the restoration and protection of local waterways. The contractor will:

· continue monitoring of identified īnanga spawning areas with restoration planning

· undertake saline wedge mapping to identify new īnanga spawning areas

· artificial habitat installation (where applicable for monitoring purposes or where suitable natural habitat does not currently exist)

· support restoration planting at previously identified sites (specific to īnanga spawning requirements)

· undertake spawning surveys and engage with community groups practising water quality monitoring

· engage local communities, by providing spawning habitat restoration advice and encouraging site specific pest control at all sites alongside community groups

· work with two to three schools per year to provide a full whitebait connection freshwater education programme

· attend local community environmental events to provide education workshops and promote native fish ecology and freshwater conservation.

39. Staff recommend that the local board allocate $29,000 towards this programme in 2024/2025.

Ko te wai he taonga: Water is a treasure - $25,000

40. The local board has indicated it would like to continue funding the Ko te wai he taonga: Water is a treasure programme in 2024/2025. The local board allocated $25,000 towards this programme in 2023/2024.

41. The programme involves a series of interactive school sessions that will engage students, teachers and whanau in understanding the importance of water, the water cycle, water pollution and water conservation/restoration. At the end of the educational sessions there will be an action component decided on and undertaken by all participating students. There will be a minimum of five schools engaged during the financial year.

42. Staff recommend that the board allocate $25,000 towards this programme in 2024/2025.

Pest Free Hibiscus Coast - $65,000

43. The local board has indicated it would like to continue funding the Pest Free Hibiscus Coast programme in 2024/2025. The local board allocated $55,200 towards this programme in 2023/2024.

44. This programme continues to fund a contribution towards the salary of the predator control team to deliver the Pest Free Hibiscus Coast Project Plan 2023-2025.

45. These two roles will help to maintain and grow community-led pest animal control networks, deliver training and supporting volunteers in the Hibiscus Coast area. This team now support 150 regular volunteers, exclusive of school volunteers and events, with significantly increasing volunteer interest with each year.

46. Staff recommend that the board allocate $65,000 towards this programme in 2024/2025. The increase in budget will allow the programme to expand delivery of the Pest Free Hibiscus Coast Project Plan with a greater number of engagement volunteers.

Te Ao Māori and community led conservation - $5,000

47. The local board has indicated it would like to continue funding the Te Ao Māori and community led conservation programme in 2024/2025. The local board allocated $5,000 towards this programme in 2023/2024.

48. This programme aims to support community led conservation groups in the Hibiscus and Bays Local Board area to learn about Te ao Māori and to grow mana whenua relationships.

49. For 2024/2025 the programme focuses on delivery of a Stage one: Cultural Induction delivered by Ngāti Manuhiri with local community groups.

50. Staff recommend that the board allocate $5,000 towards this programme in 2024/2025.

Trash Free Taiaotea (Browns Bay Waste Minimisation Programme) - $35,000

51. The local board has indicated it would like to continue funding the Trash Free Taiaotea (Browns Bay waste minimisation) in 2024/2025. The local board allocated $20,600 towards this programme in 2023/2024.

52. Trash Free Taiaotea brings residents and businesses together to help reduce the amount of waste going to landfill in the East Coast Bays catchments, including Browns Bay - Taiaotea and surrounding areas.

53. This project builds on the positive energy and groundwork underway in Browns Bay and surrounding catchments and their town centres to care for the local environment by reducing waste to landfill.

54. In 2024/2025, the programme will expand to support a further five businesses to reduce their waste, while also supporting the five businesses continuing with the programme. A second celebration event to recognise waste champions will also be held.

55. Staff have also requested an increase in budget to set up and deliver a repair café at the East Coast Bays Library as part of the Repair Cafe Aotearoa network. This increase in budget will also support an eco hub community garden. This will be used as a teaching garden for waste minimisation, soil science and food resilience.

56. Staff recommend that the board allocate $35,000 towards this programme in 2024/2025. The increase in budget reflects the outlined expanded scope of the programme.

Regionally funded asset-based capital expenditure programmes

57. Some regionally funded coastal renewal projects are noted within this report 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.

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

Long Bay Regional Park – renew footbridge at southern entrance - $500,000

59. This programme is to renew the footbridge at the southern end of the Long Bay Regional Park. A review of detailed design parameters and project risks associated with the proposed timber bridge design have prompted investigation of alternative materials with physical works planned for this financial year.

Ōrewa North End Seawall Renewal - $300,000

60. This programme is to repair the existing seawalls of northern end of Ōrewa beach between Kohu street and Arundel Reserve over this financial year.

Wade River Road Reserve – renew timber wharf - $100,000

61. This programme is a renewal of the timber wharf at Wade River Road Reserve in Whangaparāoa, to ensure it remains fit for purpose. Scope of works for this financial year includes all design and consenting.

Waiwera Beach – renew seawall - $50,000

62. This programme is to renew the seawall at Waiwera Place Reserve and along to Strand Reserve. Works will include renewal of resource consent where required.

2023/2024 Programmes not continued

Industrial pollution prevention programme - Silverdale

63. The Industrial Pollution Prevention Programme was an educational programme that informs industry about the impacts that their activities may be having on local waterways. In 2023/2024 the contractor visited businesses in the Silverdale area.

64. Staff did not recommend running this programme again in 2024/2025 as the majority of businesses had been already visited and good results have been evidenced.

Pest plans on private land Ōkura - Friends of Ōkura Bush

65. This programme funded Friends of Ōkura Bush to restore the biodiversity of the Ōkura Bush, shoreline and surrounds on private land. The delivery partner experienced resourcing challenges causing delivery delays in 2023/2024. The local board’s direction for 2024/2025 has been to prioritise its limited budget on work programme activities that ensure delivery of key local board plan priorities.

Tauākī whakaaweawe āhuarangi

Climate impact statement

66. 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.

67. 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.

68. 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
EcoNeighbourhoods	This programme aims to reduce emissions and increase community resilience through the priorities identified by the EcoNeighbourhoods such as reducing energy demand, reducing waste, using sustainable transport options, increasing local food production and consumption, improving biodiversity and reducing pests.
Īnanga spawning sites	When freshwater ecosystems are healthy and thriving, they provide many ecological services such as flood mitigation, habitat for native biodiversity, and carbon sequestration through riparian plants.
Community Riparian Protection – Hibiscus Coast
Ko te wai he taonga: Water is a treasure	The actions identified by students can range from streamside plantings to rain barrel installation to providing education materials to the wider community. These actions will improve community resilience to future climate change. Plantings will also create carbon sinks and increase biodiversity, decrease erosion and help clean runoff before entering the water system.
Pest Free Hibiscus Coast	These programmes will contribute to fewer native plants being browsed, hence the survival and regeneration of increasing amounts of native vegetation. Plantings will also increase biodiversity and act as a carbon sink.
Te Ao Māori and community led conservation
Environmental Restoration Network Coordinators
Construction and Demolition Waste Enforcement and Leadership	The contribution of waste to overall greenhouse gas emissions in the Auckland region is approximately 3.1 per cent as per the Auckland Greenhouse Gas Inventory to 2016. The largest source of emissions within the waste sector in Aotearoa New Zealand is solid waste disposal to landfill. These programmes will assist in taking practical steps to reducing a proportion of these waste-related emissions.
Trash free Taiaotea (Browns Bay Waste Minimisation)
Eco-ECE Programme 2024-2025

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

69. 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.

70. 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

71. The projects proposed for inclusion in the board’s Local Environmental Work Programme will have positive environmental outcomes across the Hibiscus and Bays Local Board area. Particular focus areas for the 2024/2025 work programme include the Hibiscus Coast, and Taiaotea.

72. 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

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

74. 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.

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

76. 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
Eco-ECE Programme	Te reo Māori	The programme will continue to involve Te Herenga Waka O Ōrewa, in the translation of childrens books from English into Te Reo Māori
Ko te wai he taonga: Water is a treasure	Te reo Māori Kaitiakitanga	The interactive sessions will incorporate a te ao Māori perspective and te reo Māori into the delivery.
Te ao Māori and community led conservation	Te reo Māori Kaitiakitanga	The programme is led by local iwi. The purpose of the programme is to help conservation groups understand the mātauranga Māori approach and foster connections with iwi.

77. 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

78. The proposed Local Environmental Work Programme for 2024/2025 totals to $453,420 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.

79. The proposed work programme also notes $950,000 in regionally funded asset-based services capital expenditure for the coastal renewal programmes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

80. 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.

81. 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.

82. 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.

83. 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.

84. 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
Community Riparian Protection	This programme relies on the willingness of the community to be engaged and take part in the activities.	The programme successfully engaged with the Restore Hibiscus and Bays network in 2023/2024 and will continue this for 2024/2025.	Low
Eco-ECE Programme	This programme has a risk of ECE closures, management turnover and the challenges of new staffing.	Council staff undertake continual checks through the financial year to anticipate any change.	Low
Construction and Demolition Waste Enforcement and Leadership	Lack of awareness or willingness by builders to engage with the project.	A consistent presence will raise profile of problematic waste practices and positive options available.	Low
EcoNeighbourhoods	The collective knowledge of this programme sits with three people. Should the contractors be lost then there would be a significant workload to maintain the project.	There are other organisations that can be approached to run this programme using existing knowledge and documentation if required.	Low
Īnanga spawning sites	This programme relies on the willingness of volunteers and community to be engaged and take part in the activities.	This programme builds on positive relationships and momentum that already exists in the local community and Hibiscus and Bays Ecological networks.	Low
Ko te wai he taonga: Water is a treasure	This programme relies on early childhood education centres and schools wanting to be involved. In addition, the programme is dependent on the contractor’s availability to continue the work.	The programme has already had success in engaging early childhood centres and will continue with this momentum into the 2024/2025 financial year.	Low
Te Ao Māori and community led conservation	This project will depend on the conversations that are had with local iwi and their capability and capacity to deliver te ao Māori sessions.	Regular communications are held with iwi/hapu to work through any hurdles, and support is given by the conservation advisor to aim to enable local iwi/hapu to deliver.	Low
Trash Free Taiaotea (Browns Bay Waste Minimisation Programme)	This programme depends on the willingness of business to engage with the programmer	This is an ongoing project with a well-known and established organisation that is well-connected and respected in the Hibiscus and Bays area. They will use these connection to build relationships to support business engagement.	Low
Pest Free Hibiscus Coast	These programmes have depended on the motivation of volunteers	These programmes have successfully increased volunteer numbers through their years of delivery	Low
Environmental Restoration Network Coordinators			Low

85. 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

86. 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.

87. 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 ⇩	Hibiscus and Bays Local Board Local Environmental Work Programme 2024/2025	85

Ngā kaihaina

Signatories

Authors

Nick FitzHerbert - Team Leader Relationship Advisory

Yasmin Hall - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Lesley Jenkins - Local Area Manager

Hibiscus and Bays Local Board

25 June 2024

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

File No.: CP2024/08103

Te take mō te pūrongo

Purpose of the report

1. To provide feedback on the draft Te Mahere Hukihuki mo te Whakahaeretanga me te Whakaitinga o te Para / Waste Management and Minimisation Plan 2024, including the Hauraki Gulf Islands Waste Plan 2024.f

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 to the agenda report.

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 with the public attracted 1,410 responses on proposals within the draft plan. At these 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 Auckland Have Your Say events, supported this proposal.

11. A workshop was held with the local board on 11 June 2024 to discuss a summary of the submissions. The presentation from this workshop is also included Attachment B to the agenda report 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 Hibiscus and Bays Local Board:

a) whakarite / provide feedback on the draft Te Mahere Hukihuki mo te Whakahaeretanga me te Whakaitinga o te Para / 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 the draft 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 and Hibiscus and Bays Local Board can be found 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 draft plan which are summarised on page 10 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 draft 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 10 Auckland Have Your Say 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 Auckland Have Your Say 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 draft plan. Two hearing-style events for Māori organisations and regional organisations and interest groups were held in March 2024.

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

Tātaritanga me ngā tohutohu

Analysis and advice

Consultation Questions

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

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

Submissions – regionwide

28. A summary of submissions on the draft plan as presented to the board on 11 June 2024 is included 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, Auckland Have Your Say 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 Auckland Have Your Say events, supported this proposal.

Submissions breakdown by local board

33. The number of written submissions per local board area is shown in Attachment C to the agenda report 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 Auckland Have Your Say 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 plan.

37. 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 (page 10) – draft Waste Management and Minimisation Plan 2024, and on the goals and actions of the Hauraki Gulf Islands plan.

Tauākī whakaaweawe āhuarangi

Climate impact statement

Auckland’s climate emissions and waste

38. 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. This 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.

39. 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.

40. 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.

41. Over the lifetime of the proposed draft 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.

42. The draft 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 draft plan should ultimately result in fewer greenhouse gas emissions.

43. 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

44. 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.

45. 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.

46. 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

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

48. 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.

49. 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.

50. 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.

51. 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

52. 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 draft 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.

53. 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

54. 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.

55. 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

56. If local board views are not captured, the direction of the draft 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

57. 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.

58. 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	101
b ⇩	Summary of submissions as workshopped with the local board	121
c ⇩	Number of submissions by local board area	143
d ⇩	Summary of advisory panel responses	145
e ⇩	Copy of consultation feedback form	147

Ngā kaihaina

Signatories

Authors

Sarah Le Claire - Waste Planning Manager

Tania Utley - Senior Waste Planning Advisor

Authorisers

Parul Sood - General Manager Waste Solutions

Barry Potter - Director Infrastructure and Environmental Services

Lesley Jenkins - Local Area Manager

Louise Mason - General Manager Local Board Services

Hibiscus and Bays Local Board

25 June 2024

Auckland Citizens Advice Bureaux funding model options

File No.: CP2024/07891

Te take mō te pūrongo

Purpose of the report

1. To provide feedback on preferred option for a new strategic funding model for Auckland Citizens Advice Bureaux.

Whakarāpopototanga matua

Executive summary

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

3. In 2023/2024 Auckland Council granted Auckland Citizens Advice Bureaux Incorporated $2.224 million, of which $2.1 million was allocated to Citizens Advice Bureaux. Auckland Citizens Advice Bureaux Incorporated uses the balance of this funding to pay building lease costs on behalf of Citizens Advice Bureaux 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 Citizens Advice Bureaux for 2024/2025.

5. The current funding model was jointly developed by council staff and Auckland Citizens Advice Bureaux Incorporated and approved by 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 Citizens Advice Bureaux. Due to operational complexities including COVID-19, this transition was extended to 30 June 2024.

6. Citizens Advice Bureaux have developed a Regional Strategic Plan 2024-2027, which aligns closely with the Long-term Plan 2024-2034 direction. Council staff have worked with Auckland Citizens Advice Bureaux Inc. 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 Citizens Advice Bureaux 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 Auckland Citizens Advice Bureaux Incorporated 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 Auckland Citizens Advice Bureaux Incorporated nor recommended by council staff.

· Option Two: subregional model. The council allocates funding between four subregions via Auckland Citizens Advice Bureaux Incorporated, 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 Auckland Auckland Citizens Advice Bureaux Incorporated following consultation with those bureaux. In addition, Auckland Citizens Advice Bureaux Incorporated 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. Auckland Citizens Advice Bureaux Incorporated allocates the council funding across sites/services while advancing strategic service priorities. This “bulk-fund” model allows Auckland Citizens Advice Bureaux Incorporated to invest strategically, with a regional outcome focus, co-ordination and reporting. This option is supported by Auckland Citizens Advice Bureaux Incorporated and recommended by council staff.

9. A briefing of local board members on 20 May 2024 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 2024 meeting.

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

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

Horopaki

Context

Citizens Advice Bureaux and Auckland Citizens Advice Bureaux Incorporated 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. Citizens Advice Bureaux 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. Citizens Advice Bureaux 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) Auckland Citizens Advice Bureaux Incorporated 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 Incorporated.

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 per cent population & 10 per cent 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 bureau.
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 optimising 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 optimising locations of physical sites.

Proposed implementation of new funding model

35. Under Option Two or Option Three, subregional bureaux or ACABx respectively will assess local community needs before making funding allocations that would result in any changes to the nature of the services delivered in that community, for example, if the locations of existing sites were to be optimised. In recent years, bureaux have trialled enhancements to standard service offerings, such as “pop-up” service centres at weekend markets, attendance at student orientation events, and greater use of social media. Auckland Citizens Advice Bureaux Incorporated 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. Auckland Citizens Advice Bureaux Incorporated 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. Citizens Advice Bureaux 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 and 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. Citizens Advice Bureaux 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 and 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. Auckland Citizens Advice Bureaux Incorporated 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

Lesley Jenkins - Local Area Manager

Hibiscus and Bays Local Board

25 June 2024

Permanent changes to landowner approval process for filming activities

File No.: CP2024/07356

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 Hibiscus and Bays 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 and 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)

Auckland Film Protocol (2019)

Public Trading, Events and Filming Bylaw (2022)

· 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 Parks and Community Facilities staff without the requirement for feedback from local board film representatives.

· 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.

· 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

· three in five have seen or encountered professional filming in public places

· seven 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 to the agenda report). No major concerns about the minor category process were raised. Questions were predominantly around the usual approvals and notification process, how this could be affected or altered, and how mitigations were being adhered to.

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

Ngā koringa ā-muri

Next steps

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Local board briefing presentation - 6 May 2024	169

Ngā kaihaina

Signatories

Authors

Hayley Abbott – Screen Facilitation Team Lead

Jess Hansen – Film Facilitator Engagement

Kelly Boyed – Film Facilitator Process and Tech

Authorisers

Matthew Horrocks – Screen Auckland Manager

Louise Mason - General Manager Local Board Services

Lesley Jenkins - Local Area Manager

Chairperson	Alexis Poppelbaum, JP
Deputy Chairperson	Gary Brown
Members	Jake Law	Victoria Short
	Sam Mills	Gregg Walden
	Julia Parfitt, JP	Leanne Willis

Author	Alexis Poppelbaum – Chairperson
Authoriser	Lesley Jenkins - Local Area Manager

Author	Louise Healy - Democracy Advisor
Authoriser	Lesley Jenkins - Local Area Manager