Agenda of Papakura Local Board - Wednesday, 26 June 2024

No.	Title	Page
a ⇩	Auckland Transport Update for the Papakura Local Board – June 2024	15

Papakura Local Board

26 June 2024

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

File No.: CP2024/07518

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. This report presents the 2024/2025 Papakura 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 Papakura Local Board Plan 2023, Customer and Community Services presents a work programme for local board approval each financial year.

5. The work programme details the activities to be delivered by departments within the Customer and Community Services directorate.

6. The work programme has been developed with the local board providing feedback to staff on project and activity prioritisation through a series of workshops, held between March and May 2024.

7. The work programme development process takes an integrated approach to planning activities, involving collaboration between the local board and staff from across the council.

8. Within the Customer and Community Services work programme, the Parks and Community Facilities Department has identified several projects for the 2025/2026 and 2026/2027 financial years as part of the Risk Adjusted Programme (RAP).

9. Approval is sought for the planning and design of the RAP projects to commence during the 2024/2025 financial year, so they can be prioritised if other, already approved projects cannot be delivered, face higher costs or are delayed due to unforeseen reasons.

10. The work programme includes projects proposed to be funded from regional budgets subject to approval by the Planning, Environment and Parks Committee, including Slips Prevention, Local Parks and Sports Field Development budgets (also referred to as Growth budgets) and discrete local board projects. The local board can provide formal feedback on these regional projects by way of resolutions to this report.

11. The work programme includes references to the recently approved 2024/2025 Annual Budget and the 2024-2034 Long-term Plan decisions.

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

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

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

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

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

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

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

Horopaki

Context

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

A diagram of a planning process

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

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

· Our people

· Our environment

· Our community

· Our places

· Our economy.

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

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

18. The work programme includes:

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

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

· grants for community groups and facilities

· community leases

· provision of asset management advice.

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

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

· Active Communities

· Connected Communities

· Community and Social Innovation

· Parks and Community Facilities

· Regional Services and Strategy.

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

Department

2024/2025

2025/2026

2026/2027

Parks and Community Facilities

Approve

Approve in principle

All other Customer and Community Services departments

· Active Communities

· Connected Communities

· Community and Social Innovation

· Regional Services and Strategy.

Approve

N/A

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

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

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

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

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

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

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

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

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

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

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

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

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

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

36. The local board will formally be updated by staff on the delivery of the programme by way of quarterly performance reports. Parks and Community Facilities will continue to provide informal monthly updates on work programme performance.

Proposed amendments to the 2024/2025 work programme

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

38. The 2024/2025 work programme contains variations to the version which was based on the central proposal in the Long-Term Plan and approved in principle last year. This is the first year of the work programme which supports implementation of the 2023 Local Board Plan. It includes the addition of new activities, changes to existing activities, such as required budget allocation and delivery timeframes, and identifies some activities that have been stopped.

Work programme budget types and purpose

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

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

Table two: Work programme budget types and purpose

Budget type	Description of budget purpose
Locally Driven Initiatives (LDI)	A development fund used to advance local operational and capital activities at the discretion of the local board.
Asset Based Services (ABS)	Allocated to deliver local activities based on decisions regarding region-wide service levels, including allocation of funds for local asset-based services, grants and staff time to deliver activities.
Local renewals	A fund dedicated to the partial renewal or full replacement of assets including those in local parks and community facilities.
Growth (local parks and sports field development)	Primarily funded through development contributions, a regional fund to improve open spaces, including developing newly acquired land into parks, and existing open space to increase capacity to cater for growing population needs.
Coastal	A regional fund for the renewal of Auckland’s significant coastal assets, such as seawalls, wharves and pontoons.
Slips prevention	A regional fund to proactively develop new assets for the prevention of landslides and major slips throughout the region.
Specific purpose funding	Funds received by the council, often from external sources, held for specific local board areas, including compensation funding from other agencies for land acquisitions required for major projects.
Discrete Local Board Projects	Funds allocated to a local board priority project in alignment with the Long-term Plan 2024-2034.
Long-term Plan discrete	Funds associated with activities specifically named and listed in previous long-term plans, including new libraries, community centres and major sports and community infrastructure.
Kauri Dieback Funding	Part of the Natural Environment Targeted Rate (NETR) Fund, this is a regional fund used to implement the national kauri dieback programme standards.
External funding	Budget from external parties, not yet received and held by Customer and Community Services.

Capital projects and budgets

41. The capital projects to be delivered in the Papakura 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 Papakura Local Board work programme identified as having a positive or negative impact on climate change are outlined in Attachment D.

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

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

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

Local impacts and local board views

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

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

79. The work programme delivers on the local board plan key initiatives and includes activities which have an objective to deliver outcomes for and with Māori. Attachment B sets out the activities in the work programme that aim to achieve high Māori outcomes in one or more of the strategic priority areas. They involve ongoing collaboration with Māori or are delivered by Māori.

80. The provision of services, facilities and open spaces support the realisation of the aspirations of Māori, promote community relationships, connection to the natural environment and foster holistic wellbeing of whānau, hapū and iwi Māori.

81. Projects or programmes in Attachment A may also contribute to Māori outcomes but are not highlighted as they are identified to have a low or no impact.

82. Engagement with Māori is critical. If not already completed, engagement will occur on a programme or individual project basis, where appropriate, prior to any work commencing. Engagement outcomes with Māori will be reported back separately to the local board at the appropriate time.

Ngā ritenga ā-pūtea

Financial implications

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

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

85. The budgets allocated to activities in the financial years 2025/2026 and 2026/2027 in the Parks and Community Facilities budgets are indicative and are subject to change due to any increased costs, inflation or reduction to the overall available annual council budget that may occur.

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

Table three: Papakura 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)	1,129,675	0	0
Opex: Asset Based Services (ABS)	13,774,773	0	0
Capital (Capex): Local Asset Renewals - Budget (ABS)	2,651,361	5,071,107	5,346,211
Capex: Local Asset Renewals - Proposed Allocation (ABS)	2,343,301	3,757,433	5,491,671
Advanced Delivery RAP*	308,060	0	0
Capex: Local Asset Renewals - Unallocated budget (ABS)	0	1,313,674	-145,460
Capex: Locally Driven Initiatives (LDI) – Budget	451,578	462,516	474,563
Capex: Locally Driven Initiatives (LDI) - Proposed Allocation	246,657	462,516	474,563
Advanced Delivery RAP*	199,920	0	0
Capex: Locally Driven Initiatives (LDI) - Unallocated budget	5,000	0	0
Capex: Growth projects Allocation	760,990	950,000	400,000
Capex: Slips Prevention projects Allocation	0	0	0
Capex: Specific Purpose Funding – Allocation	1,000,000	1,450,000	1,500,000
Capex: One Local Initiative	0	0	0
Capex: Long-term Plan discrete	0	0	0
Capex: External Funding Allocation	0	0	0
TOTAL ALLOCATIONS	19,255,396	6,619,949	7,866,234

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

88. During delivery of the 2024/2025 work programme, where an activity is cancelled or no longer required, the local board can reallocate the associated budget to an existing work programme activity or create a new activity within that financial year. This process will include agreement from each department and will need to be formally resolved on by the local board.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

89. The most significant risk is that delivery of the Customer and Community Services work programme is dependent on the local board approving the work programme by the end of June 2024. Approval of the work programme later into the financial year will result in delays to delivery.

90. The majority of opex activities in the work programme are ongoing and occur annually. Risks associated with these activities have been identified in previous years and are managed on an ongoing basis.

91. Storm recovery investigation work is still in progress. In most cases, some provision has been made to manage the impacts, but mitigation will need to be refined and worked through with the local boards.

92. There are constraints with accessing geotechnical reports and assessing the asset need and location. Consideration also needs to be given to long term flood impacts. Insurance proceeds need to be understood and will, in part, reduce the liability of recovery. Unfortunately, many insurance claims will take time to assess and process.

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

Table four: Risks and mitigations

Risk	Mitigation
Non-delivery, time delays and budget overspend of activities that are managed through the work programme.	Having agreed processes to amend the work programme if activities need to be changed or cancelled. Utilising the Risk Adjusted Programme to progress those activities identified as ready to proceed under the Risk Adjusted Programme at the beginning of the financial year.
Health, safety and wellbeing factors, including external influences relating to work programme delivery may impact the delivery of activities, resulting in activities requiring adjustment.	Health and safety assessments will be conducted prior to commencement of projects. Work programme activities and projects will be adjusted accordingly where these risks occur during the delivery phase.
Extenuating economic and environmental conditions, as well as the possibility of further COVID-19 outbreaks, may continue to create capex delivery challenges, including increased material and labour costs, as well as shortages in both sectors, this in turn will lead to increased overall project costs and may lead to delays in project delivery.	Development of the work programme has included consideration of potential impacts on delivery due to extenuating economic and environmental conditions, as well as possibly of further COVID-19 outbreaks for all activities. Timeframes for some activities are set to enable delivery within the agreed timeframe despite possible delays. Increased costs and delays will be managed as part of the ongoing management of work programmes via additional RAP projects, and the rephasing of projects to accommodate increased budget and address material shortages. Where activities need to be cancelled the local board can reallocate the budget to other activities.
Adverse weather impacts - delays to construction due to soft ground conditions and being unable to construct in the rain has impacted delivery of the capex work programme in the 2022/2023 financial year. Should this continue, which with climate change is likely, this will once again impact delivery.	Having agreed processes to amend the work programme if activities need to be changed or cancelled. Delays will be managed as part of the ongoing management of work programmes via additional RAP projects.
The geopolitical factors may result in further inflationary and supply chain pressures.	Potential inflationary pressures have been modelled into key forecasts, however, uncertainties remain. The ongoing cost increase may become unsustainable, and may require a reprioritization of potential work programmes, capital spend and a potential discontinuation of some programmes.

Ngā koringa ā-muri

Next steps

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

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

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

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

98. When further decisions for activities are needed at project milestones, these will be brought to the local board at the appropriate time.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Customer and Community Services Work Programme 2024/2025 - Papakura Local Board	33
b ⇩	Māori Outcomes 2024/2025 - Papakura Local Board	55
c ⇩	Climate Impacts 2024/2025 - Papakura Local Board	65
d ⇩	Regionally Funded Projects 2024/2025 - Papakura Local Board	73

Ngā kaihaina

Signatories

Authors

Taryn Crewe - General Manager Parks and Community Facilities

Justine Haves - General Manager Regional Services & Strategy

Claire Stewart - General Manager Active Communities

Darryl Soljan - Manager Customer Experience - North & West Libraries

Pam Elgar – General Manager Community and Social Innovation

Anna Jackson - Integration Specialist

Authorisers

Claudia Wyss - Director Customer and Community Services

Manoj Ragupathy - Local Area Manager

Papakura Local Board

26 June 2024

Approval of the 2024/2025 Papakura Local Board Local Environmental Work Programmes

File No.: CP2024/06776

Te take mō te pūrongo

Purpose of the report

1. To approve the 2024/2025 Papakura 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 Papakura Local Board Plan 2023 and available Local Driven Initiatives (LDI) budget from the board.

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

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

5. The development of projects has been guided by the 2023 local board plan, the continued successful delivery of 2023/2024 programmes (in particular water quality projects) and the desire from the board to develop further a programme that delivers on the local board plan objective, ‘More people enjoy the environment in and around our local parks’. 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.

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

· Bruce Pulman Park Reserve - pond enhancement - $35,000

· Manukau Harbour Forum - $11,000

· Papakura Waste Minimisation - $26,000

· Papakura Stream Restoration Programme - $14,000

· Pest Free South Auckland – Papakura - $56,000

· Te Koiwi Pond Enhancement - $33,000

· Wai Care Papakura Programme - $32,000.

7. The proposed work programme has a total value of $207,000, which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2024/2025 financial year.

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

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

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

Activity name	2024/2025 budget for approval
Bruce Pulman Park Reserve - pond enhancement	$35,000
Manukau Harbour Forum	$11,000
Papakura Waste Minimisation	$26,000
Papakura Stream Restoration Programme	$14,000
Pest Free South Auckland – Papakura	$56,000
Te Koiwi Pond Enhancement	$33,000
Wai Care Papakura Programme	$32,000
Total	$207,000

Horopaki

Context

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

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

· More people enjoy the environment in and around our local parks

· More people enjoy the environment in and around our harbour and streams

· The quality of our air is improved

· Champion climate change initiatives.

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

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

· National Policy Statement for Freshwater Management 2020

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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 Papakura 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:

Bruce Pulman Park Reserve - pond enhancement – $35,000

16. The board indicated support for a new programme that delivers on a key initiative in the 2023 local board plan; ‘More people enjoy the environment in and around our local parks’. The funding will enable staff to deliver this dedicated programme for Bruce Pulman Park Reserve Ponds.

17. This programme aims to include three stormwater ponds situated near Porchester Road over three to five years. The stormwater ponds serve the park by holding and slowly discharging stormwater into the receiving environment at Awakeri Wetlands before making its way into the Manukau Harbour.

18. The programme will improve amenity values, encouraging the community to enjoy the area and connect and learn about their environment. This will empower local communities to connect and advocate for their local environment.

19. The budget allocated towards this programme will be used to:

· enhance the stormwater pond by reshaping and restructuring the embankment along with riparian margin planting

· stabilise the embankment to support the planting of native fauna to provide the provision of shade

· enhance habitat that is suitable for eels that have been found at times in the ponds

· improve water quality within the ponds to encourage other native bird and fish-life

· remove pest plants, and

· cover contractor fees to deliver the programme.

20. In 2024/2025, the programme will focus on enhancing two out of three ponds that are larger in size at Porchester Road. This will include erosion control around the culverts and the public walking space between the two larger ponds, as well as work on edge of ponds to reshape and provide a new clean planting platform.

21. The board has indicated that it would like to allocate $35,000 towards the programme in 2024/2025 financial year.

22. Healthy Waters will contribute $15,000 of regional funding towards the programme. Additionally, Bruce Pulman Park management has also indicated that they will contribute $10,000 towards this programme. These amounts are dependent on the local board approving the budget at $35,000.

23. Staff will review the progress of the programme at the end of the financial year and seek direction from the board for future years.

Manukau Harbour Forum – $11,000

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

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

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

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

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

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

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

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

· refresh of the forum’s communication plan

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

27. For 2024/2025, each local board has been asked to contribute $11,000 towards a proposed budget of $99,000 budget for the Manukau Harbour Forum. Manurewa, Māngere-Ōtāhuhu, Maungakiekie-Tāmaki, Ōtara-Papatoetoe, Papakura, Puketāpapa, Waitākere Ranges, and Whau Local Boards have indicated that they will allocate $11,000 towards this programme in 2024/2025. The Franklin Local Board has indicated to support the programme with $8,000 due to budget constraints.

Papakura Stream Restoration Programme – $14,000

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

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

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

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

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

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

· plant maintenance and community planting events.

· marketing and promotion of the events

· continuation of landowner and community engagement

· wages for project coordination and management.

33. The board has indicated that it will allocate $14,000 towards this programme in 2024/2025 financial year.

Papakura Waste Minimisation - $26,000

34. The board has indicated that it would like to continue supporting a community-based waste awareness and minimisation programme in the 2024/2025 financial year. In 2023/2024 the local board allocated $20,000 towards this programme and in March 2024 the board approved an additional of $12,000 to enhance the work programme.

35. This programme will continue to support Papakura residents to reduce their waste and live sustainably through workshop within the board area. Workshops provide practical skills for making a range of re-usable environmentally friendly products. Workshops will also provide education and information about living a waste-free lifestyle.

36. Sustainable Papakura has identified that their two biggest assets are the existing volunteer base and the sustainability hub, which is used both as a drop-in hub for the community and a workspace. This space gives the community exposure to the range of ways waste can be diverted from landfill, and fosters conversation through workshops that talk to waste issues, while offering key skills related to resourcefulness, building resilience and living sustainably.

37. Greater funding in 2024/2025 for the programme supports increased opportunities with the skills offered by their growing volunteer base. A vital part of this is securing a part-time volunteer coordinator, which is a key role required to increase capacity while creating a local employment. The role will provide stability with reporting and volunteer coordination.

38. Staff recommend that the board fund this programme with $26,000 in 2024/2025 financial year.

Pest Free South Auckland – Papakura - $56,000

39. The board has indicated it would like to continue to support pest free initiatives across the local board area in 2024/2025 financial year.

40. This programme will continue to work in Papakura aiming to return native biodiversity to Auckland’s south urban suburbs.

41. The project supports residents to carry out pest plant and animal control in their own backyards and in local reserves. This will allow the ngahere, native birds, and other wildlife to flourish.

42. The funding will cover:

· contribution to the wages of Pest Free South Auckland Coordinator who covers all the participating local boards in this programme - Ōtara-Papatoetoe, Manurewa, Māngere-Ōtahuhu, and Papakura.

· the coordinator attending local events and facilitating hui on how to expand Pest Free initiatives and support local groups undertaking pest control, continuing to build on the foundations created over the last three financial years.

· a contribution of costs for collateral and shared resource development for Pest Free South Auckland.

· wages and overhead costs for two part time roles with The Beautification Trust. These roles are for an existing project manager and a local activator. These positions will run events, workshops, education sessions with schools, set up traplines, and work with existing community groups and volunteers to grow the project.

· a local moth plant competition and resources such as traps and bait, and strategic planning.

43. Staff recommend that the board allocate $56,000 towards this programme in 2024/2025 financial year.

Te Koiwi Pond Enhancement - $33,000

44. The board has indicated that it would like to continue to support the enhancement programme at Te Koiwi Pond.

45. The programme supports a partnership approach to regenerating Te Koiwi Park and Pond. This will involve co-creation of a regeneration and monitoring framework to honour kaitiakitanga responsibilities shared by mana whenua and Papakura Marae.

46. An education programme will be co-created in partnership with the marae community, mana whenua, local artists, schools, rangatahi, social and creative agencies to pilot engagement tools to connect with wai and to the voice and needs of the catchment.

47. Funding will improve the ecosystem function of the stormwater ponds and supports the local board plan objective, ‘More people enjoy the environment in and around our harbour and streams’.

48. The programme will also improve amenity values, encouraging the community to enjoy the area and connect and learn about their environment. Work includes removal of pest plants surrounding the pond and the development of a planting and enhancement plan for the continuation of the work required.

49. This programme was funded with $11,200 for the 2023/2024 financial year and $15,000 was reallocated in March 2024 totalling the budget for this programme by $26,200. Staff recommend that the board allocate $33,000 towards the programme in 2024/2025. The increase in budget reflects a larger pond in the 2024/2025 financial year than the previous years.

Wai Care Papakura Programme - $32,000

50. The board has indicated that it would like to continue supporting a Wai Care schools programme in the 2024/2025 financial year.

51. Funding for the 2024/2025 financial year will enable education and empowerment of school students to undertake stream and marine health investigations and actions in their schools and local communities. This will include experiential education sessions to connect students with the local environment, and professional development for teachers to support student learning.

52. Facilitation of student-led inquiry and citizen science methods will also be provided to understand local issues. With a focus on expanding past learning and increased monitoring and plantings for schools and waterways in Papakura. Funding will support the engagement of up to seven Papakura schools to participate in this programme.

53. The local board funded this programme with $32,000 in 2023/2024. Staff recommend that the board allocate $32,000 towards the continuation of this programme in 2024/2025.

Tauākī whakaaweawe āhuarangi

Climate impact statement

54. 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.

55. 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.

56. 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
Bruce Pulman Park Reserve pond enhancement	57. These programmes provide resilience to the community by ensuring that waterways are protected from stock and enhanced through native planting. Planting the right plants is important in ensuring that flooding and erosion impacts are minimised with the increased rainfall events as a result of climate change. Carbon sequestration will also be enhanced through more planting.
Manukau Harbour Forum
Papakura Stream Restoration Programme
Te Koiwi Pond Enhancement
Papakura Waste Minimisation	This programme aims to reduce waste by turning waste into resources, significantly reducing damaging methane gases which are produced when sent to landfill. It also works on developing community resilience by workshopping and offering general life skills that includes the re-purposing of waste.
Pest Free South Auckland – Papakura	Management of exotic species’ impacts is one of the main ways in which we can improve resilience of Auckland’s biodiversity to climate change.
Wai Care Papakura Programme	Regeneration of waterways will connect communities to the local environment, restoring natural resources. The education component will directly link student action to carbon measures, linking adaptation behaviours and increasing community resilience for the future.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

58. 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.

59. 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

60. The projects proposed for inclusion in the board’s Local Environmental Work programme will have positive environmental outcomes across the Papakura Local Board area. Particular focus areas for the 2024/2025 work programme include Bruce Pulman Park, Te Koiwi Park and along the Papakura Stream.

61. 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

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

63. 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.

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

65. 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
Bruce Pulman Park Reserve pond enhancement	Māori identity and Culture	Engagement will be undertaken with mana whenua and iwi to understand any aspirations that there could be in regard to the ponds being enhanced prior to the planning. The contractor that has been approached to undertake the project works also undertakes work on behalf of the Papakura Marae and uses guiding principles of mātauranga maori and maramataka. Aspirations include enhancing habitat that is suitable for eels that have been found at times in the ponds and improving water quality within the ponds to encourage native bird and fish habitat.
Manukau Harbour Forum	Kaitiakitanga, Realising rangatahi potential and Te reo Māori	Māori youth will be involved in the youth sustainability wānanga and are supported to develop and implement projects relevant to them and their communities. The wānanga also engages with kaumātua from Makaurau Marae to provide advice and mātauranga Māori that informs programme delivery. During the wānanga, te reo Māori is actively promoted, as a key component of programme delivery. Mana whenua and iwi will be approached by the coordinator as a part of the engagement programme and communications plan to continue to guide and provide advice to any group or interested person/s as kaitiaki of the Manukau Harbour.
Activity name	Māori outcome	Māori outcome description
Papakura Stream Restoration Programme	Kaitiakitanga	The contractor acknowledges iwi as kaitiaki of Auckland's natural world and the importance of their involvement in restoration and protection of our natural taonga. They strive to connect with iwi on this initiative and will actively seek opportunities to collaborate.
Te Koiwi Pond Enhancement	Kaitiakitanga, Māori identity and Culture	This project responds to a Papakura Marae request for enhancement of the stormwater ponds within Te Koiwi reserve. Aspirations include creating a habitat at that is suitable for eels and improving water quality within the ponds to encourage other native bird and fish habitat. Papakura Marae’s main objective is to develop a partnership agreement for maintaining the park grounds and pond. This project continues to support and progress this vision. Mana whenua have been included in discussions by the marae and have indicated support of the project.
Papakura Waste Minimisation	Kaitiakitanga Whānau and tamariki wellbeing	The wider Māori community will be engaged indirectly through participation in workshops.
Activity name	Māori outcome	Māori outcome description
Pest Free South Auckland	Kaitiakitanga, Realising rangatahi potential, Whānau and tamariki wellbeing	The coordinator will reach out to local rangatahi Māori to be engaged in conservation activities and will also be advised to identify key opportunities to work with mana whenua and mataawaka groups.
Wai Care Papakura Programme	Te reo Māori, kaitiakitanga, and realising rangatahi potential	Te reo Māori and tikanga are now key to this programme. Mātauranga Māori is respected and included in the awa investigations, findings and strategies that develop on sustainability and environmental concepts. Local iwi has become involved through many of the schools, and this being extended across all kura involved.

66. 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

67. The proposed Local Environmental Work Programme for 2024/2025 totals to $207,000 of the board’s locally driven initiatives (LDI) operational budget. This budget represents discretionary funding that the local board uses to support projects they wish to realise. This amount can be accommodated within the board’s total budget for 2024/2025.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

68. 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.

69. 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.

70. 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.

71. 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.

72. 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
Bruce Pulman Park Reserve pond enhancement	Contractor availability to carry out work as outlined.	Discussion has been had with chosen contractor	Low
Bruce Pulman Park Reserve pond enhancement	Health and Safety (H&S) Risk of working around a stormwater pond.	Ensure an in-depth H&S plan is followed when contractors or the community are working around the pond.	Low
Manukau Harbour Forum	This project is dependent on the continuing services of a suitable contractor to engage and develop relationships with mana whenua, iwi and community groups and individuals with interest in the Harbour. The current coordinator has indicated she will continue in the role.	Healthy Waters Kaiwhakatere group will provide support as required. Support is also available for the wānanga, subject to the forum’s agreement to continue to fund the project.	Low
Papakura Stream Restoration programme	Adverse weather events could delay restoration activities.	Ensure water table is adequately replenished before planting.	Low
Pest Free South Auckland	A risk to the programme is if there was a change in community demand and values, for example if they were not supportive of the use of herbicide in their area. There is also potential risk in school programmes that are oversubscribed and are not able to commit.	Alternative options will be identified if there are opposed views to the programme’s approach. Natural Environment Delivery, Sustainable Schools, Healthy Waters and Parks, Sports and Recreation staff will work in partnership to ensure schools are well supported to deliver the Pest Free South Auckland vision.	Low
Activity name	Risk	Mitigation	Rating after mitigation
Te Koiwi Pond Enhancement	There is a health and safety risk of working around a stormwater pond.	Staff will ensure that an in-depth health and safety plan is followed when contractors or the community are working around the pond.	Low
Te Koiwi Pond Enhancement	If eels are already present, there is a risk in disturbing them while work is undertaken in and around the pond.	To mitigate this staff will ensure experienced contractors are procured to manage the moving of the eel.	Low
Papakura Waste Minimisation	There is a risk of signage being vandalised and taken down.	This will be mitigated through close monitoring and working with the waste solutions team.	Medium
Wai Care Papakura Programme	A lack of school engagement may mean the programme is not delivered.	Staff will work through existing connections with schools to mitigate this. Interest has been high from schools to be involved.	Low

73. 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

74. 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.

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	2024/2025 Papakura Local Environmental work programme	89

Ngā kaihaina

Signatories

Author

Kartik Bhat - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Manoj Ragupathy - Local Area Manager

Papakura Local Board

26 June 2024

Approval of the 2024/2025 Papakura Local Board Governance Work Programme

File No.: CP2024/08040

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. This report presents the board’s Local Governance work programme and associated budgets for approval for delivery within the 2024/2025 financial year presented as Attachment A.

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

· Ō Tātou Tāngata | Our people outcome: Build strong partnerships between Papakura Local Board and mana whenua

· Ō Tātou Hapori | Our community outcome: Communities are supported to achieve their goals and aspirations.

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

· Achieving Māori Outcomes Papakura: Ara Kōtui - $6,000

· Papakura Local Board Engagement - $5,000.

5. The proposed work programme has a total value of $11,000, which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2024/2025 financial year.

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

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

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

Activity name	2024/2025 budget for approval
Achieving Māori Outcomes Papakura: Ara Kōtui	$6,000
Papakura Local Board Engagement	$5,000
Total	$11,000

Horopaki

Context

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

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

· Ō Tātou Tāngata | Our people outcome: Build strong partnerships between Papakura Local Board and mana whenua

· Ō Tātou Hapori | Our community outcome: Communities are supported to achieve their goals and aspirations.

9. The ‘Kia Ora Tāmaki Makaurau: A framework to measure Māori wellbeing outcomes and performance for Tāmaki Makaurau’ also guided the development of the work programme.

Tātaritanga me ngā tohutohu

Analysis and advice

10. The proposed activities for delivery as part of the board’s Local Governance work programme 2024/2025 are detailed below. See Attachment A for further detail.

Activity name: Achieving Māori Outcomes Papakura: Ara Kōtui – $6,000

11. Activity Description: Ara Kōtui (formerly the Improving Māori Input into Local Board decision making project). Supporting monthly hui between local board members and iwi representatives, and activities in the Ara Kōtui delivery programme, eg: joint local board - iwi hui.

12. Activity Benefit: Strengthened relationships and understanding between the southern local boards (Franklin, Papakura, Manurewa, Māngere-Otāhuhu, and Ōtara-Papatoetoe) and iwi Māori with interests in the southern local board areas. Iwi Māori can influence decision-making, and the local boards can understand iwi Māori priorities for their local board areas.

13. Strategic alignment: This work programme line aligns with Māori Outcome Kia ora xx: Effective Māori Participation. It also aligns with the Papakura Local Board Plan 2024 Our People outcome and the ‘Build strong partnership between Papakura Local Board and mana whenua’ objective.

Activity name: Papakura Local Board Engagement – $5,000

14. Activity Description: Resources to support elected members to engage with their communities to inform their decision-making processes.

15. Activity Benefit: The aim is to allow more effective local board engagement, communication and relationship building with all parts of the community, especially those who face barriers in engaging with council.

16. Strategic alignment: This work programme line aligns with the Papakura Local Board Plan 2024 Our Community outcome and the ‘Communities are supported to achieve their goals and aspirations’ objective.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

18. 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.

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

Local impacts and local board views

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

20. The activities in the proposed work programme align with the Papakura Local Board Plan 2023 outcomes:

· Ō Tātou Tāngata | Our people outcome

· Ō Tātou Hapori | Our community outcome.

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

a) Table 1: Māori impact assessment of proposed activities

Activity name	Māori impact
b) Achieving Māori Outcomes Papakura: Ara Kōtui	c) Kia Ora Te Hononga: Effective Māori participation

24. 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

25. The proposed Local Governance work programme budget for 2024/2025 is $11,000 of the boards locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total draft budget for 2024/2025.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Table 2: Significant risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Achieving Māori Outcomes Papakura: Ara Kōtui	There is a risk that mana whenua representatives do not engage or attend hui.	Staff will work to ensure topics for hui are of interest to mana whenua.	Low
Papakura Local Board Engagement	There is a risk that the community feels over-engaged and does not want to engage with the council as frequently as opportunities arise and that harder-to-reach communities are more difficult to reach despite increased funding available.	Staff will ensure events are targeted toward harder-to-reach communities who would like more engagement with the council. Staff will also look at different ways to engage to encourage better participation.	Low

27. 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

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

29. 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 ⇩	Local Governance Work Programme 2024/2025 - Papakura Local Board	99

Ngā kaihaina

Signatories

Author	Lee Manaia - Local Board Advisor
Authoriser	Manoj Ragupathy - Local Area Manager

Papakura Local Board

26 June 2024

Endorsement for the Pahurehure Inlet Shoreline Adaptation Plan

File No.: CP2024/07250

Te take mō te pūrongo

Purpose of the report

1. To seek ohia/endorsement for the Pahurehure Inlet Shoreline Adaptation Plan in Attachment A.

Whakarāpopototanga matua

Executive summary

2. Shoreline adaptation plans (SAP) are being developed across Auckland to provide a long-term adaptation strategy for council-owned land and assets in response to the impacts of coastal hazards and climate change (including sea-level rise).

3. Development of shoreline adaptation plans for Manukau Harbour North, Manukau Harbour East and Pahurehure Inlet (this report) are being undertaken in parallel (referred to as ‘Tranche 1). This tranche will complete shoreline adaptation planning for the Manukau Harbour.

4. Mana Whenua engagement with local iwi Ngāti Te Ata Waiohua, Ngāti Tamaoho, Waikato – Tainui, Ngaati Whanaunga, Te Ahiwaru and Te Ākitai Waiohua was initiated in May 2023. The values of mana whenua and local iwi have been applied through the selection of adaptation strategies and development of the Pahurehure Inlet Shoreline Adaptation Plan (Pahurehure Inlet SAP) and will continue through implementation.

5. Engagement with the Papakura Local Board was initiated in March 2023. Over the course of the development of the Pahurehure Inlet SAP the local board supported engagement activities and provided feedback through workshops in late 2023 and in March 2024 which has been considered through further refinement of adaptation strategies.

6. Community engagement for Pahurehure Inlet SAP ran in parallel with Manukau Harbour East and Manukau Harbour North as Tranche 1. This commenced in June 2023 and closed in August 2023. Engagement included a range of both digital and in-person events to identify community use and values from which objectives for each area were developed.

7. The Pahurehure Inlet SAP in Attachment A includes adaptation strategies for each ‘stretch’ of shoreline, which provide guidance on how council-owned land and assets can be adapted over time to sustainably manage the escalating impacts of coastal hazards and climate change.

8. The result of the development of these strategies has demonstrated that, within the Pahurehure Inlet SAP (Units 1-4), many areas of the Pahurehure Inlet’s shoreline can be managed over the next 100 years through limited and no active intervention.

9. Specific areas, including Karaka Harbourside and Conifer Grove are identified where hold the line with respect to coastal erosion, where it is required to maintain existing infrastructure and coastal connections and land, while acknowledging an increased risk from coastal inundation overtime.

10. Managed retreat is identified to signal the need for proactive management of land uses and assets where increasing risk from coastal hazards such as at Waikirihinau / Bottle Top Bay and Youngs Point which will impact the long-term feasibility of maintaining all uses within a specific area.

11. The strategies selected in the shoreline adaptation plans do not commit council to any additional investment and no financial investment decisions have been made at this time. They will be integrated into relevant council documents and plans including asset management plans and help to inform the appropriate maintenance and renewal of assets.

12. Staff recommend that that the Papakura Local Board endorse the Pahurehure Inlet Shoreline Adaptation Plan, as a guiding document to manage and adapt council-owned land and assets to the impacts of coastal hazards and climate change over time.

13. Following endorsement from the Papakura Local Board (along with Franklin Local Board and Manurewa Local Board), the Pahurehure Inlet Shoreline Adaptation Plan will be presented to the Planning, Environment and Parks Committee for approval in 2024.

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

a) ohia / endorse the Pahurehure Inlet Shoreline Adaptation Plan in Attachment A.

Horopaki

Context

14. The Coastal Management Framework adopted by the council in 2017 (ENV/2017/116) set the direction for a regionwide shoreline adaptation plan (SAP) programme and responds to the priority area in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan, that “communities and individuals are prepared for our changing climate and coastline”.

15. The SAP work programme is focused on how we manage and adapt Auckland Council-owned land and assets to the impacts of coastal hazards and climate change over time. The SAPs are non-statutory living plans which guide asset management planning and decision making.

16. As SAPs are developed and approved they are added to the Auckland Design Manual and are available on the Auckland Council website as they are approved.

17. Once the Pahurehure Inlet Shoreline Adaptation Plan (Pahurehure Inlet SAP) has been endorsed by the associated local boards (Manurewa, Franklin and Papakura), staff will present the Pahurehure Inlet SAP to the Planning, Environment and Parks Committee for approval.

18. Once each SAP plan is approved it will inform regional prioritisation and funding of implementation actions. This presents an opportunity for iwi and other programme partners to collaborate in their implementation.

19. Development of the Pahurehure Inlet SAP has included engagement with ngā hapū me ngā iwi o Tāmaki Makaurau, the nineteen iwi of Tāmaki Makaurau and recognises that each iwi is wholly autonomous, individual and unique. Engagement also included the Papakura Local Board, local community and relevant infrastructure providers such as Auckland Transport and Watercare Services. This engagement identified specific values and objectives and in combination with the technical results of a coastal hazards exposure assessment and advice from asset owners, these objectives are used to determine shoreline adaptation strategies.

20. The strategies provide high-level guidance on how council-owned land and assets located in coastal areas can be adapted over time to sustainably manage the escalating impacts of coastal hazards and climate change. The strategies are covered in Table 1.

Table 1. Adaptation strategy descriptions

Adaptation Strategy	Description of the strategy
Limited intervention	Maintain and making safe. · Works may be undertaken to repair existing protection structures for the purpose of extending the asset’s life. · Works may support moving back the coastal edge (seawalls) and council owned assets, such as playgrounds, pathways and amenities. · Does not support keeping the coastline in fixed position.
No active intervention	· Natural processes are allowed to continue. · No investment in the provision or maintenance of any hazard protection structures associated with coastal hazards and flood protection (does not apply to the management of land stability or subsidence or other man-made hazard risk management). · This strategy is identified for areas of the coastline where council-owned land and assets are not exposed/vulnerable to coastal hazard and catchment flooding risk.
Hold the line	The coastal edge is fixed at a certain location. · Defence of the coastal edge may be through nature-based options (for example beach nourishment) or engineered hard structures (for example sea walls). · Nature-based options preferred, if possible, but in most cases engineered hard structures would be required. · An identified use or service is maintained within its existing location, for example a road or parks’ land uses. · Could result in losing intertidal areas or beach space due to preventing a landward realignment of the coast in response to sea level rise.
Managed Retreat	Assets and land uses are relocated or realigned · Relocation or realignment from hazard-prone areas to reduce risk to assets and maintain identified values (including ecological, cultural, recreational). · Relocation is planned and undertaken proactively over time. · Planning to retreat or relocate assets and land uses are responsive to community, cultural and ecological opportunities needs and aspirations. · Supports opportunity for nature-based solutions, and maintenance of coastal values.

21. The process of developing the Pahurehure Inlet Shoreline Adaptation Plan and resulting recommendations are further discussed below.

Tātaritanga me ngā tohutohu

Analysis and advice

22. The Pahurehure Inlet Shoreline Adaptation Plan includes the area of the coastline from the Puhinui Creek in the north culminating at Karaka point south. This coastline includes three local board areas. The areas of the coast or ‘Units’ which are located within the Papakura Local Board’s area are Units 1, 2, 3 and 4 as identified in Figures 1, 2, 3 and 4 below. This analysis includes a specific focus on the coastal areas included within Units 2-4.

	Figure 1: Unit 1 located within the Pahurehure Inlet Shoreline Adaptation Plan area	Figure 2: Unit 2 located within the Pahurehure Inlet Shoreline Adaptation Plan area


Figure 3: Unit 3 located within the Pahurehure Inlet Shoreline Adaptation Plan area			Figure 4: Unit 4 located within the Pahurehure Inlet Shoreline Adaptation Plan area

23. Research and analysis were undertaken to inform an understanding of coastal processes, coastal hazards and the resulting risk to council-owned land and assets, along with identified ecological, cultural and historic heritage features. This assessment influences the selection of adaptation strategies, include the following notable findings.

· The Pahurehure Inlet is a relatively low wave-energy environment, sheltered from the prevailing southwest to west sector by the narrow inlet entrance, and with short wave fetches (the surface over which the wind blows which generates waves) within tidal basin and narrow creeks. The shoreline with the highest wave exposure in the SAP area is along the western margin of Weymouth peninsula.

· The land in the Pahurehure Inlet SAP area is in many areas of sufficient elevation to assist in the mitigation of sea-level rise impacts (refer to Figure 4). However, there are some low-lying areas that will be exposed to the impacts of ongoing sea-level rise if unprotected, including Park Estate, Bottle Top Bay, Brylee Reserve, Longford Park and Wattle Downs. Similarly low-lying areas, for example the upper Waimahia Creek and Conifer Grove stormwater ponds, and adjacent to Pahurehure Inlet one and two, will be affected by coastal inundation which are likely to increase in extent and frequency when the sea level rises. There are discrete low-lying areas, some of which include assets such as at Te Pua / Keith Park in Weymouth and sections of coastal walkway, that are exposed to coastal inundation that will be made worse with sea-level rise. Other parts of low-lying peripheral coastal land adjacent to the upper reaches of Drury Creek are likely to become exposed as sea-level rises (see Figure 5 below).

Figure 5: Coastal inundation for 1% Annual Exceedance Probability (AEP) or 1 in 100 year storm surge for present day and with 0.5m, 1m and 2m sea level rise.

24. The cliffs and coastal slopes along the Pahurehure Inlet shoreline are prone to erosion. Due to the complexity of the combination of the forces acting upon the land, various parts of the shoreline erode at different rates.

25. Coastal instability and erosion along this shoreline, will be greater in areas of increased exposure, where there is greater wave exposure, and where the cliff/slope is over-steepened and has little vegetative cover. Climate change and associated sea-level rise will likely worsen natural processes leading to slope instability and erosion.

Adaptation strategies support ecological outcomes

26. An assessment of available information was undertaken to identify important ecological features and opportunities to support ecological outcomes within the selection of adaptation strategies. This assessment is summarised in Attachment A – Section 2.

27. The Manukau Harbour catchment has undergone significant modification and changes in landcover over time which has resulted in a significant loss of native habitat and fragmentation.

28. Specific ecological considerations that have informed the development of the Pahurehure Inlet shoreline adaptation strategy are:

· unique ecosystems including intertidal sand and mudflats, beaches, wetlands, mangroves and grasslands

· coastal vegetation and habitat for roosting shore birds

· eight significant marine ecological areas and 19 significant terrestrial ecological areas

· one biodiversity focus area, located within Puhinui Reserve which guides the delivery of conservation activity.

Social, policy and cultural context support adaptation selection

29. An analysis of the social, policy and cultural context was undertaken and provided important context for the selection of adaptation strategies. Key elements which are central to the development, change and use of the Pahurehure Inlet coastline are identified below.

· The Pahurehure Inlet SAP area largely covers an established urban area and new residential development which are concentrated along the shorelines of Pahurehure Inlet No.2, Conifer Grove, Wattle Downs and Weymouth. The area includes mixed use, such as residential and aged-care facilities, and commercial and industrial land around Pahurehure Inlet No. 1, Drury and Clendon.

· Coastal access is concentrated in areas close to residential areas and includes a network of paths and tracks, and coastal parks. Engagement feedback identified highly valued coastal walking connections and aspirations to expand such networks (refer to section 2.5, 2.6 and section 4.0 of Attachment A). Key boat launching facilities are located at Weymouth and Bottle Top Bay.

· Engagement with resident groups including the Weymouth and the Wattle Downs Residents and Ratepayers groups, local board members and the Manukau Harbour Forum is detailed in Attachment A, section 4.0.

· The topic of mangroves drew a diverse range of feedback through engagement and this was also evident from the review of policy documents and expert input. The scope of the SAPs does not include the management of mangroves for ecological or amenity reasons. The role of mangroves may be identified in relation to their value in mitigating impacts from coastal hazards.

Local input into local issues

30. Community engagement informs the development of the shoreline adaptation plans by identifying how the community use and value their coastal areas.

31. The shoreline adaptation plan programme does not include consultation with the community on the selection of adaptive strategies.

32. Community engagement was delivered in person and digitally as follows.

· Tranche 1 SAPs ran in parallel and included a series of in-person, public out-reach events to inform people of the SAP programme and receive feedback. Public engagement was open from 23 June – 7 August 2023. Events were held at local venues as identified in Attachment A – section 4.

· Digital engagement for the Pahurehure Inlet SAP was undertaken using Social Pinpoint and Engagement HQ. Social Pinpoint, an online engagement platform provided 57 comments pinned to an interactive map for the Pahurehure Inlet SAP. Engagement HQ received a total of 68 surveys. Feedback also included email submissions and direct discussion which was presented to local boards.

33. An analysis of the results was undertaken to develop high level community objectives for adaptation strategies and includes the following categories as outlined in Table 2. Engagement with local iwi and asset owners is captured separately and is discussed in further detail below.

Table 2: Community objectives for the Pahurehure Inlet informed by community feedback

(Also see 4.2 and 4.3 of Attachment A.)

Community Objectives for the Pahurehure Inlet
Coastal connections, use and access	1. Community connections to coastal areas are maintained and strengthened in a manner which responds to the natural character, features and ecological outcomes for different areas of the coast, providing access and connection for diverse users. 2. Coastal infrastructure is designed for all coastal users and located appropriately to support safe and maintained access to and along the coast, both for land and water-based activities. 3. Priority areas for access and recreation include Conifer Grove walkway, Karaka harbourside walkways, Wattle Downs beaches and the Weymouth beach/wharf.
Environmental	4. Catchment and coastal habitats and biodiversity are valued, supported and restored, utilising local knowledge and supporting local communities’ stewardship of their local coastal areas.
Cultural	5. Coastal management aims to enhance understanding and recognition of the rich cultural landscape across the Pahurehure Inlet and wider Manukau Harbour, and in doing so aligns with the aspirations of local iwi.
Responding to risk	6. Coastal erosion and other natural hazard and climatic impacts on coastal areas are identified and planned for, enabling proactive, management of risks and impacts to support the resilience of community facilities, assets and valued species and ecosystems in hazard zones.

Developing the adaptation strategy for Pahurehure Inlet

34. The Pahurehure Inlet shoreline has been divided into a number of coastal units (see Attachment B), defined by the driving coastal processes and other key geographical features. Within those units, stretches have been developed to reflect the differing distribution of infrastructure and assets and the approach to management of these areas.

35. The following four units and respective 19 stretches are located within the Papakura Local Board area as identified in Table 3 (see Attachment B).

Table 3: Units and Stretches located with the Papakura Local Boards area of the Pahurehure Inlet SAP area

Unit	Unit Name	Stretches
Unit 1	Karaka	PART Stretch 2: Drury Creek western shoreline
Unit 2	Drury Creek and Hingaia	Stretch 3: Oira Creek and Te Pou a Rangiwhiwhi Stretch 4: Auranga Stretch 5: Ōpaheke Stretch 6: Slippery Creek/ Otūwairoa Stream & Hingaia Stream Stretch 7: Hingaia South (Park Estate) Stretch 8: Drury Creek eastern shoreline Stretch 9: Waikirihinau \| Bottle Top Bay Stretch 10: Hingaia North Stretch 11: Karaka Harbourside Stretch 12: Pararēkau & Kōpuahingahinga Islands
Unit 3	Papakura	Stretch 13: Pahurehure Inlet No. 2 southern shoreline Stretch 14: Youngs Point Stretch 15: Longford Park Stretch 16: Pahurehure Inlet No. 1
Unit 4	Conifer Grove	Stretch 17: Conifer Grove south Stretch 18: Conifer Grove west/Takaanini Point Stretch 19: Conifer Grove north Stretch 20: Brylee Reserve to Waiata Shores

36. Much of the Pahurehure Inlet shoreline can be managed over the next 100 years through limited and no active intervention, refer to table 6.1 in section 6.0 Attachment A for a summary of the adaptation strategies. Specific areas have been identified where hold the line is required to maintain existing infrastructure and highly valued coastal connections and land. Managed retreat is identified to signal the need for proactive management of land uses and assets where increasing risk from coastal hazards will impact the long-term feasibility of maintaining all uses within a specific area.

37. There are several closed landfills (council managed) located within the Pahurehure Inlet SAP area. Management of these closed landfills are determined by the Closed Landfill Asset Management Plan 2021. This plan is renewed every five years and the Pahurehure Inlet SAP strategies may need to be revised to reflect the future management of these closed landfills.

Shoreline adaptation strategies and timeframes for the Pahurehure Inlet

38. The Pahurehure Inlet adaptation strategies for the Papakura Local Board area are discussed by timeframe and summarised below, refer to Table 6.1 of the report at Attachment A:

· Short term: next 20 years (refer to figure 6)

o Limited intervention: much of the shoreline can be managed through supporting the continued management of existing defences and maintenance of assets in their current location. Where assets are renewed or new infrastructure developed particularly within units 2 and 3, the location and design of assets should be carefully considered to avoid hazard areas and ensure they are resilient to the impacts of flooding where they may be in low lying areas.

o No active intervention: for stretch Hingaia North (stretch 10) and Pahurehure Inlet 1 (stretch 16) where the shoreline has minimal or no council owned assets and land at risk from coastal hazards.

o Hold the line: for Karaka Harbourside (stretch 11) and Conifer Grove (stretches 17 and 18) where existing defences protect highly valued coastal shared path connections.

Figure 6: Short term adaptation strategies by coastal stretch, Pahurehure Inlet

· Medium term (20-60 years) refer to Figure 7

o Limited intervention: remains the most prevalent strategy and is identified for Conifer Grove north (stretch 19) to enable planning for localised realignment of the low pathway to an elevated route landward on reserve to avoid hazard risks.

o Hold the line is also retained for Karaka Harbourside (stretch 11) and a portion of Conifer Grove (stretch 17).

o Managed retreat is proposed for two stretches. At Waikirihinau / Bottle Top Bay (stretch 9) coastal inundation has the greatest impact on the low-lying boat ramp access and trailer turning area. The area is also used as an informal foreshore parking area. Use of this area is constrained during king tides and will be further impacted by sea-level rise. An options investigation for alternative trailer parking (including potential land acquisitions) is recommended in the guidance notes section 5.0 of Attachment A. And due to the existing limited capacity for boat trailer parking and increased usage with residential growth in the wider Hingaia area, a feasibility study will be required. This will be in collaboration with local iwi and Auckland Transport, and require wider community consultation and planning.

o At Youngs Point (stretch 14) managed retreat is identified due to both the increasing erosion and inundation risk. Managed retreat in the medium-term signals that planning is required to identify how existing buildings in close proximity to the cliff edge, can be relocated to avoid coastal erosion and instability risk. The realignment of uses may mean it is not possible to accommodate all current land uses within the park. This may require prioritisation of uses or the relocation of some uses beyond the park area. This will require wider stakeholder consultation and planning.

Figure 7: Medium term adaptation strategies by coastal stretch, Pahurehure Inlet

A map of a river

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· Long term (60+ years) refer to Figure 8

o limited intervention continues to be the enduring strategy, maintaining existing assets and landholdings. In the long term there will be a need to consider localised (park specific) realignment (changing the location of an asset or activity within a park) and further consideration of how assets are designed, in order to manage risks from coastal hazards. This is relevant in relation to the design of stormwater systems, wastewater connections and pump stations and their ability to remain functional and avoid discharge in flood events. This is of particular importance to local iwi. Increasing inundation risk in some low-lying areas may also impact the function and accessibility of some of the lower lying assets.

o One additional area of managed retreat is identified for stretch 6 the Hingaia Stream and Otuwairoa Stream / Slippery Creek. This strategy will require ongoing engagement with local iwi and infrastructure providers to understand aspirations for this stretch and consider how managed retreat may be implemented. There is an opportunity to provide for saltmarsh restoration and enhancement, supporting native saline vegetation to migrate landwards (supporting the ecosystems and species located in this habitat). Restoration and enhancement of a natural coastal edge would also provide increased resilience from sea-level rise. Long-term restoration of indigenous biodiversity and protection of recorded archaeological sites of Ōpaheke are also a high priority for local iwi.

Figure 8: Long Term adaptation strategies by coastal stretch, Pahurehure Inlet

A map of a lake

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39. The Manukau Harbour is of cultural significance to iwi, including the location of significant sites. These sites are located within council-owned esplanade reserves, the coastal marine area, or in private ownership. Engagement with iwi is ongoing and Ngāti Tamaoho, Ngāti Te Ata Waihoua, Te Ākitai Waiohua and Waikato Tainui, are anticipated to provide further cultural statements in response to the SAP programme which will inform and support the implementation of the SAPs across their rohe.

Request for local board endorsement

40. This Pahurehure Inlet shoreline adaptation plan is community informed, incorporating proactive guidelines on managing coastal hazard impacts on local ecosystems, recreation and valued coastal connections, while being inclusive of Mana Whenua values and supporting the resilience of local communities.

41. Staff recommend that that the Papakura Local Board endorse the Pahurehure Inlet Shoreline Adaptation Plan, as a guiding document to manage and adapt council-owned land and assets to the impacts of coastal hazards and climate change over time.

Tauākī whakaaweawe āhuarangi

Climate impact statement

42. The SAP work programme is funded as part of the council’s climate action package and is a core climate adaptation workstream. As global temperatures rise, Tāmaki Makaurau is predicted to experience between 0.6 m and 1.5 m of sea level rise by 2130, depending on the future CO2 emissions scenario. The impacts of climate change and sea-level rise are expected to increase the frequency, intensity and magnitude of natural hazards including coastal erosion, coastal inundation, and rainfall flooding.

43. To prepare for the future with climate change, we need to plan adaptively. Shoreline adaptation plans will help reduce asset exposure and signal the need to work with nature by developing natural systems (such as wide beaches, well vegetated dunes, and tidal marshes) that are more resilient to the impacts of climate change.

44. Shoreline adaptation plans assist in educating the public about the impacts of climate change and the need to adapt. Building awareness and signalling the need to be prepared for coastal hazard events is an important part of long-term resilience and preparedness. For that reason, shoreline adaptation plans report under the Community and Coast priority area of Tāruke-ā-Tāwhiri – Auckland’s Climate Plan 2020.

45. The Pahurehure Inlet SAP outlines how council-owned land and assets can be managed to mitigate the impacts of coastal hazards and climate change. Implementation of the SAPs will increase resilience by reducing exposure and vulnerability of assets in hazards zones.

46. Greenhouse gas emissions are not directly considered within the SAPs, which focuses on the strategic goal of adapting the shoreline to build long-term resilience.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

47. Considering the broad extent of council-owned coastal land and assets and the non- statutory nature of the shoreline adaptation plans, implementation will be a collaborative effort across council departments. The project team has worked in partnership with relevant departments to co-develop the Pahurehure Inlet Shoreline Adaptation Plan.

48. Strategies will be considered and integrated into all relevant council plans and documents including reserve management plans, regional parks management plans, open space network plans and asset management plans. This will support associated decision making, such as landowner and leasehold approvals.

49. Shoreline adaptation strategies will be integrated into all relevant council strategic and targeted asset management plans to inform appropriate outcomes in the maintenance and renewals work programmes. For example, assets that provide a coastal defence or amenity function will be considered through council’s coastal assets renewals programme.

50. The completion of the 20 shoreline adaptation plans will confirm regionally consistent themes, challenges and opportunities. This will inform the development of strategic recommendations around prioritisation, approach and funding decisions to support implementation.

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

Local impacts and local board views

51. Initial engagement with the Papakura Local Board began in March 2023, through workshop sessions to inform the planning for community engagement. Follow-up workshops were held in late 2023 to provide an update on what was heard through engagement. In March 2024 workshops were held to seek feedback and direction on the development of adaptation strategies. In discussion with board members at engagement events, the board sought that:

· engagement was being undertaken with local iwi and key community groups

· aspirations regarding public coastal access and connections along the coast and their value to the local community were understood.

52. Diverse views from the community on mangroves were identified as a key point of interest to the board. The board provided strong direction that they supported the active management of mangroves. Staff note that mangroves drew a diverse range of feedback through engagement. However, the scope of the SAPs does not include the management of mangroves for either ecological or amenity reasons. Consequently, their management is not a significant consideration of the SAP.

53. Community objectives and area specific feedback were considered in the selection of adaptation strategies. These considerations are included at a unit level within the reports (refer to the social and policy context section for each unit located within Section 5.0 of Attachment A). These inclusions, along with the adaptation strategies will inform future projects in the shoreline area.

Tauākī whakaaweawe Māori

Māori impact statement

54. The wellbeing of tāngata whenua and the ecosystems that support them is interlinked with the concept of ‘mai te rangi ki the whenua, mai te whenua ki te rangi’, as it provides for the spiritual / intrinsic connection to te taiao. Understanding inter-relationships, well-being and interconnectedness is a fundamental part of addressing climate change and sea-level rise, the impacts and the response.

55. As an adaptation workstream within Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan, the SAPs seek to respect and acknowledge te ao Māori by giving effect to the Te Tirti o Waitangi, Kia Ora Tāmaki Makaurau and Te Ora ō Tāmaki Makaurau frameworks and recognising and providing for te ao Māori concepts.

56. Engagement and collaboration with ngā hapū me ngā iwi o Tāmaki Makaurau have sought to establish partnership with mana whenua through the creation and implementation of SAPs under the SAP programme. The relevant programme principles which underpin this approach are included in Attachment A. These principles are intended to reflect those of the Te Ora ō Tāmaki Makaurau Wellbeing Framework under which there are three dimensions of wellbeing that form a holistic approach - Taiao (environment), Whenua (land, earth), Tāngata (people).

57. Several iwi expressed an interest in the Pahurehure Inlet SAP, development. While the use of statutory acknowledgement and treaty settlement documents provide a foundation for understanding documented and statutory interest, it is noted that Treaty Settlement processes are ongoing, and it is important to recognise that there are unresolved claims and disputes between the Crown and iwi/hapū. This can result in iwi who have strong affiliation or whakapapa to an area not holding a Statutory Acknowledgement. However, the SAP programme includes all iwi who respond through the engagement programme, inclusive of iwi overlapping interests.

58. Of note for the development of this shoreline adaptation plan is the Manukau Harbour Claim (Wai 08). In 1985, the Waitangi Tribunal (the Tribunal) reported on a claim on behalf of the people of the Manukau Harbour. It concerned pollution of seafood resources and loss of surrounding land from confiscation after the New Zealand wars, and for public works. This claim is integral in understanding the impact on the wellbeing of those iwi and hapu who live on and around the Manukau and have done so for centuries. This report is identified and discussed in further detail in Attachment A - section 3.3.1.

59. For development of the Pahurehure Inlet SAP, local iwi, Ngāti Te Ata Waiohua and Ngāti Tamaoho have been activity involved in discussions and review of the developing adaptation strategies. Te Ākitai Waiohua, Waikato – Tainui, Ngaati Whanaunga and Te Ahiwaru, have been actively involved in discussion, regarding the SAP programme and the development of the Pahurehure Inlet SAP. Values provided by those iwi identified are included in Attachment A - section 3.0 and have been considered through the development of the SAP.

Ngā ritenga ā-pūtea

Financial implications

60. Delivery of the shoreline adaptation plan work programme is regionally funded through the climate action package. No additional funding is sought from local boards to deliver the Pahurehure Inlet Shoreline Adaptation Plan.

61. Mitigating coastal hazards will become increasingly expensive for Auckland and wider Aotearoa. It will not be affordable or feasible to defend everywhere. Shoreline adaptation plans and the supporting coastal asset management plan will ensure that coastal projects consider the escalating future risk of climate change and respond in both an environmentally and economically sustainable manner.

62. No financial investment decisions have been made through the Pahurehure Inlet SAP. The adaptation strategies will be given effect to across relevant council decision-making. This includes the future management, maintenance and renewal of council assets and land located along the coast through existing work programmes and associated budgets. Over time, this will result in cost savings as assets are moved out of coastal hazard areas and incur less damage due to coastal erosion and flooding.

63. Once all shoreline adaptation plans across Auckland are completed, a regional funding prioritisation approach will be developed. The framework and process for undertaking this exercise will need to be agreed with the Governing Body. This will assist in budgetary requirements and support an equitable approach for areas where managed realignment or other major coastal works have been recommended.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

64. The risks and mitigations associated with the Local Boards endorsing the Pahurehure Inlet Shoreline Adaptation Plan are outlined in Table 4 below:

Table 4: Risk Identification and mitigations

Main Risk	Comments and risk management strategies
Coastal asset decisions are at risk of being made on an ad-hoc basis and may not adequately consider the escalating risk of climate change.	The Pahurehure Inlet SAP including implementation will require multiple departments across council to continue to work together. As a strategic document, each shoreline adaptation plan provides a coordinated and holistic approach to council owned land and assets supporting, alongside other relevant council policies and regulatory mechanisms, the clear and consistent consideration of the escalating risk of climate change in relation to coastal hazards.
Potential opposition to the proposed shoreline adaptation plan strategies (noting a high level of public interest in council management of assets in response to climate change and natural hazard risk).	The development of the Pahurehure Inlet SAP has been undertaken in partnership with local iwi and includes extensive engagement with the local community, wider public and infrastructure providers. These SAPs remain living documents, revisions to the SAP can be advanced to respond to further engagement with iwi and communities.
Due to uncertainty in emission reductions, coastal hazards may increase in frequency and intensity earlier than expected.	Shoreline adaptation plans have been developed using a conservative, worst-case climate change scenario in the long term. Further the SAPs are adaptive and advancement to the next timeframe can be considered ahead of the indicative timeframe identified (20/60/100 years).
As multiple teams are required to work together to implement the SAP, there is potential that the SAP is not applied across all business areas.	The project team have worked collaboratively with departments across council to develop the SAPs and will maintain relationships to support implementation. A governance group oversees the development and implementation of the SAP work program and also support strategic relationships.

Ngā koringa ā-muri

Next steps

65. Once the Pahurehure Inlet Shoreline Adaptation Plan has been endorsed by the Papakura, Manurewa, and Franklin Local Boards, staff will present the Pahurehure Inlet Shoreline Adaptation Plan to the Planning, Environment and Parks Committee for approval.

66. Once approved, the Pahurehure Inlet Shoreline Adaptation Plan will be released to the public and to stakeholders across Auckland Council. The adaptation strategies will then be integrated into key council plans for regional and local implementation.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Pahurehure Inlet Shoreline Adaptation Plan (Under Separate Cover)
b ⇩	Units and stretches within the Pahurehure Inlet Shoreline Adaptation Plan	117

Ngā kaihaina

Signatories

Author

Kartik Bhat - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Manoj Ragupathy - Local Area Manager

Papakura Local Board

26 June 2024

Approval of the Papakura Local Board External Partnerships-Business Associations work programme 2024/2025

File No.: CP2024/07061

Te take mō te pūrongo

Purpose of the report

1. To approve the 2024/2025 Papakura Local Board External Partnerships-Business Associations work programme and its associated budget.

Whakarāpopototanga matua

Executive summary

2. This report presents the board’s External Partnerships-business associations work programme and associated budgets for approval for delivery within the 2024/2025 financial year in Attachment A.

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

Outcome: Our Economy.

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

· Takanini Business Association (TBA) – support to establish a new BID programme - $20,000.

5. The proposed work programme has a total value of $20,000, which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2024/2025 financial year.

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

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

a) approve the External Partnerships-Business Associations work programme 2024/2025 presented in Attachment A.

Horopaki

Context

8. The work programme responds to the outcomes that the local board identified in the Papakura Local Board Plan 2023. The specific outcome that is reflected in the work programme is:

· Outcome: Our Economy.

Tātaritanga me ngā tohutohu

Analysis and advice

9. The proposed activity for delivery as part of the board’s External Partnerships-Business Associations work programme 2024/2025 is detailed below. See Attachment A for further detail.

10. These activities align with the board’s following objective:

· Objective 5.1: To support increasing the number of Business Improvement Districts in the local board area.

Activity name - Takanini Business Association (TBA) support to establish a new BID programme – $2is000.

11. This funding will support the establishment a new Takanini Business Improvement District (BID) programme and targeted rate funding model. The funding will assist the TBA to complete its establishment plan culminating in a BID ballot (vote) before 31 March 2025.

12. The BID Policy sets out the requirements for establishing a new BID Programme, including the BID ballot/voting process.

13. If the Takanini BID ballot is successful and ballot returns a mandate in favour of establishing the Takanini BID programme and targeted rate, this new BID will commence 1 July 2025.

14. The External Partnerships work programme progress will be reported directly to the local board as part of the quarterly local board work programme report produced by Local Board Services.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

16. 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.

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

Local impacts and local board views

17. The proposed External Partnerships-Business Associations work programme has been considered by the local board in a series of workshops from October 2023 to June 2024. The views expressed by local board members during the workshops have informed the recommended work programme.

18. The activities in the proposed work programme align with the Papakura Local Board Plan 2023 outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

19. Individual business associations may, through operating their BID programme, identify opportunities for niche support or development of any Māori business sector in their business area.

Ngā ritenga ā-pūtea

Financial implications

20. The proposed External Partnerships-Business Associations work programme budget for 2024/2025 is $20,000 of the boards locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total draft budget for 2024/2025.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

21. Table 1 shows the identified significant risks associated with activities in the proposed 2024/2025 work programme.

Table 1: Significant risks and mitigations for activities

Activity name

Risk

Mitigation

Rating after mitigation

Takanini Business Association (TBA) - support to establish a new BID programme

Little or no interest from businesses to engage

Quarterly reporting on progress

Low

Takanini BID programme engagement and BID ballot.

Little or no interest in establishing a BID programme or voting in the BID ballot.

Increase the engagement period and consider a postponement of the BID ballot until sufficient support can be identified to ensure a result in favour of establishing a BID programme.

Quarterly reporting on progress

Low

22. 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

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

24. 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 ⇩	Work Programme	123

Ngā kaihaina

Signatories

Author

Claire Siddens - Principal Advisor

Authorisers

Alastair Cameron - Manager - CCO Governance & External Partnerships

Manoj Ragupathy - Local Area Manager

Papakura Local Board

26 June 2024

Papakura Small Grants round two 2023/2024 grants allocation

File No.: CP2024/07111

Te take mō te pūrongo

Purpose of the report

1. To fund, part-fund or decline the applications received for 2023/2024 Papakura Small Grants round two.

Whakarāpopototanga matua

Executive summary

2. The Papakura Local Board adopted the Papakura Local Grants Programme 2023/2024 in Attachment A on the 26 July 2023. The document sets application guidelines for contestable grants submitted to the local board.

3. The local board has set a total community grants budget of $421,878 for the 2023/2024 financial year.

4. Applications received in Papakura Small grants round two is presented in Attachment B.

5. The Papakura Local Board received 36 applications for Papakura Local Grants round two requesting a total of $270,417.03. The Multi-board round two received 23 applications requesting a total of $104,755.41. $80,721.14 was allocated, leaving $139,314.00 remaining for Small Grants round two.

6. At the May business meeting the Papakura Local Board resolved to reallocate a one-off payment of $3,713.46 from the local board community grants work programme budget for the rubbish removal/clean up at Oakland Road.

The following underspends being reallocated to 2023/2024 Community Grants work programme.

· $27,000 - Papakura Full Facilities Contracts Park Bins Top-up work programme

· $430.80 - Movies in Parks work programme

· $4,000 – Ara Kōtui budget underspend is due to less iwi attendance, fewer hui than anticipated and no joint projects delivered that required budget

· $545 – TUIA programme.

A refund of $250.73 has been received from Papakura Playcentre grant and reallocate to the community grants.

The new community grants budget is now $142,314.00

7. The Papakura Local Board received 24 applications for Papakura Small Grants round two requesting a total of $181,279.30.

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

a) agree to fund, part-fund or decline each application received below:

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
QR2414-203	School Start First Impressions	Community	Towards school starter bags and equipment for 5 year olds in need from 1 July 2024 to 1 November 2024	$2,000.00	Eligible
QR2414-204	HCC General	Arts and culture	Towards overhead cost for Carols In The Park Papakura 2024 from 28 November 2024 to 30 November 2024	$40,000.00	Eligible
QR2414-205	Disability Sport Auckland Incorporated	Sport and recreation	Towards the outdoor speaker cost from 24 June 2024 to 31 July 2024	$520.87	Eligible
QR2414-208	PHAB Association Inc contracts Operations Account	Community	Towards guitar, speaker and large wooden game from 22 July 2024 to 27 June 2025	$849.18	Eligible
QR2414-209	Counties Manukau Gymnastics Inc	Sport and recreation	Towards purchase of chalk blocks for Pulman Recreation Centre on 5 July 2024	$2,000.00	Eligible
QR2414-212	Valerie Wei Yi Ong	Arts and culture	Towards artist fees, material and venue hire from 1 August 2024 to 12 November 2024	$1,000.00	Eligible
Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
QR2414-214	Sustainable Papakura	Community	Towards induction booklets, branded keep cups, volunteer retreat, T-Shirts for Supporting Eco Volunteers from 1 July 2024 to 30 March 2025	$2,000.00	Eligible
QR2414-216	Bhangra Roots - C S R Club Inc	Arts and culture	Towards folk dress for enhancing cultural practices via folk dance from 20 May 2024 to 19 August 2024	$2,000.00	Eligible
QR2414-218	South Auckland Choral Soc. Inc	Arts and culture	Towards venue hire, marketing, programme, ticket production, soloist and accompanist, conductor and accompanist cost from 1 September 2024 to 15 December 2024	$2,000.00	Eligible
QR2414-219	Papakura High School Bot	Arts and culture	Towards printing of Tau Board, Tau/Chess Pieces and PS5 from 2 September 2024 to 6 September 2024	$2,000.00	Eligible
Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
QR2414-222	Totara Hospice Account	Community	Towards slide sheets from 1 July 2024 to 31 December 2024	$1,887.00	Eligible
QR2414-223	Momentum Charitable Trust	Community	Towards facilitated fees for four one-day life and financial skills programmes at Papakura Probation Centre from 3 June 2024 to 31 July 2024	$1,695.00	Eligible
QR2414-225	NEW ZEALAND RUGBY LEAGUE INCORPORATED	Sport and recreation	Towards marquee hireage, power generator, activity/inflatable hireage, artificial grass, picnic tables, bean bags and catering from 6 September 2024 to 8 September 2024	$2,000.00	Eligible
QR2414-226	New Zealand Blue Light Ventures Inc	Community	Towards rainbow's end entry tickets from 7 September 2024 to 8 September 2024	$1,865.50	Eligible
QR2414-227	The Kiwanis Club of Drury Charitable Trust	Community	Towards whitcoulls vouchers from 1 July 2024 to 30 June 2025	$600.00	Eligible
Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
QR2414-228	E C Sampaio & R Dos Santos Carvalho	Community	Towards materials, reusable resources, artist fee for self-reflection project 12 October 2024 to 12 November 2024	$1,000.00	Eligible
QR2414-229	Rotary Club of Papakura Inc	Community	Towards first aid, advertising, traffic management, overhead costs, performance, event management, catering and prizes for the Santa Parade on 1 December 2024	$35,000.00	Eligible
QR2414-230	Drury United Football Club	Sport and recreation	Towards footballs purchase for the Junior football team (ages 4-9) from 1 August 2024 to 31 August 2024	$1,975.00	Eligible
QR2414-231	Literacy Aotearoa Charitable Trust	Community	Towards driving license fees from 20 July 2024 to 21 July 2025	$1,922.00	Eligible
QR2414-234	Squash Auckland Incorporated	Sport and recreation	Towards window signage 1 July 2024 to 30 June 2025	$672.75	Eligible
Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
QR2414-237	Papakura Community Trust Redhill Community Centre	Community	Towards youth group facilitation cost and facility subsidy at Redhill Community Centre from 1 July 2024 to 31 December 2024	$34,292.00	Eligible
QR2414-238	Pūmanwa Āwhina Limited	Community	Toward dissemination information hand outs booklets, update website, equipment, coordinator fees, food activation nights and community workshops from 1 July 2024 to 31 December 2024	$40,000.00	Eligible
QR2414-221	Badminton New Zealand Incorporated	Sport and recreation	Towards venue hire and shuttlecocks from 26 July2024 to 28 July 2024	$2,000.00	Eligible
Total				$181,279.30

Horopaki

Context

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

9. Auckland Council’s Community Grants Policy supports each local board to adopt a grants programme:

The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· higher priorities for funding

· exclusions

· grant types, the number of grant rounds and when these will open and close.

· any additional accountability requirements.

10. The Papakura Local Board adopted the grants programme for 2023/2024 in Attachment A on the 26 July 2023, and will operate two small grants and two local grants rounds for this financial year.

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

Tātaritanga me ngā tohutohu

Analysis and advice

12. 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. All applications have been assessed utilising the Community Grants Policy and the local board grant programme criteria. The eligibility of each application is identified in the report recommendations.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

· local food production and food waste reduction

· decreasing use of single-occupancy transport options

· home energy efficiency and community renewable energy generation

· local tree planting and streamside revegetation

· education about sustainable lifestyle choices that reduce carbon footprints.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

16. Local boards are responsible for the decision-making and allocation of local board community grants. The Papakura Local Board is required to fund, part-fund or decline these grant applications in accordance with its priorities identified in the local board grant programme.

17. Staff will provide feedback to unsuccessful grant applicants so they can increase their chances of success in the future.

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

19. The local board has set a total community grants budget of $421,878 for the 2023/2024 financial year.

20. This report presents applications received in Papakura Small Grants round two in Attachment B.

21. The Papakura Local Board received 36 applications for Papakura Local Grants round two requesting a total of $270,417.03. The Multi-board round two received 23 applications requesting a total of $104,755.41. $80,721.14 was allocated, leaving $139,314.00 remaining for Small Grants round two.

22. At the May business meeting the Papakura Local Board resolved to reallocate a one-off payment of $3,713.46 from the local board community grants work programme budget for the rubbish removal/clean up at Oakland Road.

The following underspends being reallocated to 2023/2024 Community Grants work programme.

· $27,000 - Papakura Full Facilities Contracts Park Bins Top-up work programme

· $430.80 - Movies in Parks work programme

· $4,000 – Ara Kōtui budget underspend is due to less iwi attendance, fewer hui than anticipated and no joint projects delivered that required budget

· $545 – TUIA programme.

A refund of $250.73 has been received from Papakura Playcentre grant and reallocate to the community grants.

The new community grants budget is now $142,314.00

23. Appropriate staff have been consulted on this funding.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

25. Following the Papakura Local Board allocating funding for this round, council staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Papakura Community Grants Programme 2023 2024 (Under Separate Cover)
b ⇨	Papakura 2023 2024 Small Grants round two application summary (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Bilin He - Grant Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Manoj Ragupathy - Local Area Manager

Papakura Local Board

26 June 2024

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

File No.: CP2024/08351

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

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

· a shift to fortnightly rubbish collections

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

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

· addressing litter and illegal dumping.

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

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

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

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

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

· themes from local board residents on the feedback form questions

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

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

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

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

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

Horopaki

Context

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

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

Local boards have provided feedback that informed the draft plan

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

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

Draft plan vision, key priorities and targets

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

· reduce, rethink, redesign

· reuse repair, repurpose.

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

· a shift to fortnightly rubbish collections

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

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

· addressing litter and illegal dumping, and

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

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

Consultation materials and process

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

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

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

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

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

Consultation Questions

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

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

Submissions – regionwide

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

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

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

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

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

Submissions breakdown by local board

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

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

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

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

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

Request for local board feedback

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

Auckland’s climate emissions and waste

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

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

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

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

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

Local impacts and local board views

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

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

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

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

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

Ngā ritenga ā-pūtea

Financial implications

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Attachment A – Summary Snapshot – draft Waste Management and Minimisation Plan 2024	159
b ⇩	Attachment B – Summary of submissions as workshopped with the local board	179
c ⇩	Attachment C – Number of submissions by local board area	201
d ⇩	Attachment D – Summary of advisory panel responses	203
e ⇩	Attachment E - Copy of consultation feedback form	205

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

Louise Mason - General Manager Local Board Services

Manoj Ragupathy - Local Area Manager

Papakura Local Board

26 June 2024

Auckland Citizens Advice Bureaux Funding Model Options

File No.: CP2024/08126

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

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

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

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

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

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

Horopaki

Context

CAB and ACABx structure

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

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

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

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

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

Image: Auckland CAB and ACABx Structure

Number and type of client interactions

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

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

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

Implementation of June 2023 Governance Body decisions

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

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

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

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

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

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

18. In response to the above resolution:

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

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

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

Auckland CAB Regional Strategic Plan 2024-2027

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

· Auckland CABs working together for better outcomes for clients

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

· sustainable and adequate funding

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

· sufficient number of high performing and values driven volunteers.

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

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

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

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

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

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

Option Two: Subregional model

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

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

Option Three: Regional and outcomes focussed model

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

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

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

Table 1: Comparative analysis/assessment of funding models

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

Proposed implementation of new funding model

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Wayne Levick - Regional Partnerships Lead

Authorisers

Claudia Wyss - Director Customer and Community Services

Megan Tyler - Chief of Strategy

Louise Mason - General Manager Local Board Services

Manoj Ragupathy - Local Area Manager

Papakura Local Board

26 June 2024

Permanent changes to landowner approval process for filming activities

File No.: CP2024/07256

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 Papakura Local Board:

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

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

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

Horopaki

Context

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

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

Local Board Delegation to the Chief Executive (2023)

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

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

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

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

Auckland Film Protocol (2019)

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

Public Trading, Events and Filming Bylaw (2022)

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

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

· 87 per cent agree filming creates job opportunities

· 81 per cent agree it is good for tourism

· 72 per cent agree it influences our art and culture

· 71 per cent agree it is great for my community

Aucklanders Experiences

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

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

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

Ngā koringa ā-muri

Next steps

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	6 May Local Board Briefing presentation	225

Ngā kaihaina

Signatories

Author

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

Manoj Ragupathy - Local Area Manager

Chairperson	Brent Catchpole
Deputy Chairperson	Jan Robinson
Members	Felicity Auva'a
	George Hawkins
	Kelvin Hieatt
	Andrew Webster

No.	Title	Page
a ⇩	1 May 2024: Papakura Local Board Workshop Record	257
b ⇩	8 May 2024: Papakura Local Board Workshop Record	261
c ⇩	15 May 2024: Papakura Local Board Workshop Record	263
d ⇩	22 May 2024: Papakura Local Board Workshop Record	267
e ⇩	29 May 2024: Papakura Local Board Workshop Record	271

Author	Sital Prasad - Democracy Advisor
Authoriser	Manoj Ragupathy - Local Area Manager