Agenda of Whau Local Board - Wednesday, 26 June 2024

1 Nau mai | Welcome

2 Ngā Tamōtanga | Apologies

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

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

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

The following are declared interests of elected members of the Whau Local Board:

Member	Organisation	Position
Kay Thomas	New Lynn Citizens Advice Bureau	Volunteer
	Citizens Advice Bureau Waitākere Board	Chair
	Literacy Waitākere	Board Member
	West Auckland Heritage Conference	Committee Member
	Whau Wildlink Network	Member
Fasitua Amosa	Equity NZ	Vice President
	Massive Theatre Company	Board Member
	Avondale Business Association	Family Member is Chair
	Silo Theatre Trust	Board Member
Ross Clow	Portage Licensing Trust	Trustee
	Te Whau Coastal Walkway Environmental Trust	Patron
	Bay Olympic Sports Club	Life Member
	Forest and Bird Society	Member
	Waitākere Ranges Protection Society	Member
	New Lynn Heritage Protection Society	Member
	Trust Community foundation Limited	Trustee
	Karekare Surf Lifesaving Club	Member
	Libraries	Family Member is Librarian
Catherine Farmer	Avondale-Waterview Historical Society	Member
	Blockhouse Bay Historical Society	Member
	Blockhouse Bay Bowls	Patron
	Forest and Bird organisation	Member
	Grey Power	Member
Sarah Paterson-Hamlin	New Zealand Down Syndrome Association	Employee
	Raukatauri Music Therapy Centre	Employee
Warren Piper	New Lynn RSA	Associate Member
Warren Piper	New Lynn Business Association	Member
Susan Zhu	Chinese Women Association of New Zealand	Member / Legal Advisor
Susan Zhu	Chinese Medicine Council of New Zealand	Member / Deputy Chair

External Organisations	Lead	Alternate
The Avondale Business Association	Kay Thomas	Ross Clow
The Blockhouse Bay Business Association	Warren Piper	Sarah Paterson-Hamlin
The New Lynn Business Association	Warren Piper	Kay Thomas
The Rosebank Business Association	Warren Piper	Fasitua Amosa
The Whau Coastal Walkway Environmental Trust	Ross Clow	Sarah Paterson-Hamlin

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Whau Local Board:

a) whakaū / confirm the ordinary minutes of its meeting, held on Wednesday, 22 May 2024, and the extraordinary minutes of its meeting, held on Wednesday, 12 June 2024, as a true and correct record.

5 He Tamōtanga Motuhake | Leave of Absence

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

6 Te Mihi | Acknowledgements

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

7 Ngā Petihana | Petitions

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

8 Ngā Tono Whakaaturanga | Deputations

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

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

9 Te Matapaki Tūmatanui | Public Forum

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

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

10 Ngā Pakihi Autaia | Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

No.	Title	Page
a ⇩	Ward Councillor Kerrin Leoni's Report - May-June 2024	9
b ⇩	Memo - Provision of aquatic and recreation services for the Whau community, 31 May 2024	17

Whau Local Board

26 June 2024

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

File No.: CP2024/07989

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. This report presents the board’s Local Governance work programme and associated budget for approval for delivery within the 2024/2025 financial year (see Attachment A).

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

· Our People: Strong, resilient and inclusive communities where local identity, diversity and creativity are nurtured.

· Objective: Strengthen partnerships and encourage engagement with mana whenua and mataawaka groups and organisations.

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:

· ID1406 Mana Whenua Engagement - $3,000.

5. The proposed work programme has a total value of $3,000, 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 Whau Local Board:

a) approve the Local Governance work programme 2024/2025 (Attachment A to the agenda report)

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 Whau Local Board Plan 2023. The specific outcome that is reflected in the work programme is:

· Strong, resilient and inclusive communities where local identity, diversity and creativity are nurtured.

Tātaritanga me ngā tohutohu

Analysis and advice

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

ID1406 Mana Whenua Engagement - $3,000

10. This activity aims to continue governance-level engagement and collaboration with mana whenua and the other west Auckland local boards. The identified benefits include responding to obligations under Te Tiriti O Waitangi, continue building enduring and positive relationships between mana whenua and the local board, and enabling Māori input into local board decision-making.

11. The activity aligns with the Whau Local Board Plan 2023 outcome and objective:

· Our People: Strong, resilient and inclusive communities where local identity, diversity and creativity are nurtured.

Objective: Strengthen partnerships and encourage engagement with mana whenua and mataawaka groups and organisations.

Tauākī whakaaweawe āhuarangi

Climate impact statement

12. 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

13. 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.

14. Ongoing engagement with Māori community, organisations, and partners has repeatedly highlighted the desire for a shared west Auckland identity and the need for cross-boundary, multi-board approaches to deliver outcomes for Māori communities in the west. Whau, Henderson-Massey, and Waitākere Ranges Local Boards (the three ‘west’ local boards) are committed to this through the funding and delivery of the Waitākere ki tua action plan. Recurring joint local board hui with Te Kawerau ā Maki, mataawaka at Hoani Waititi marae, and other Māori groups have helped to raise awareness of Māori aspirations and identify shared goals and mutual interests.

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

Local impacts and local board views

15. 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.

16. The activities in the proposed work programme align with the Whau Local Board Plan 2023 outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

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

Table 2: Māori impact assessment of proposed activities

Activity name

Māori impact

ID1406 Mana Whenua Engagement

This initiative aligns with the Māori Outcomes Framework - Kia Ora Tāmaki Makaurau and aims to deliver on the following mana outcome:

Kia ora te Hononga - Effective Māori Participation

Mana whenua and Māori are active partners, decision-makers and participants alongside Auckland Council Group.

18. Local board plans, which were developed in 2023 through engagement with the community including Māori, form the basis of local priorities. There is a need to continue to build relationships between local boards and iwi, and where relevant, the wider Māori community.

19. Ongoing conversations will assist local boards and Māori to understand each other’s priorities and issues. This in turn can influence and encourage Māori participation in the council’s decision-making processes.

Ngā ritenga ā-pūtea

Financial implications

20. The proposed Local Governance work programme budget for 2024/2025 is $3,000 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. There are no identified significant risks associated with activities in the proposed 2024/2025 work programme.

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 ⇩	Local Governance Work Programme 2024-2025	29

Ngā kaihaina

Signatories

Authors	Caroline Teh - Local Board Advisor
Authorisers	Adam Milina - Local Area Manager

Whau Local Board

26 June 2024

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

File No.: CP2024/07808

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

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

Horopaki

Context

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

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

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

· Our people

· Our environment

· Our community

· Our places

· Our economy

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

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

18. The work programme includes:

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

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

· grants for community groups and facilities

· community leases

· provision of asset management advice

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

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

· Active Communities

· Connected Communities

· Community and Social Innovation

· Parks and Community Facilities

· Regional Services and Strategy.

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

Department

2024/2025

2025/2026

2026/2027

Parks and Community Facilities

Approve

Approve in principle

All other Customer and Community Services departments

· Active Communities

· Connected Communities

· Community and Social Innovation

· Regional Services and Strategy.

Approve

N/A

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

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

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

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

28. The draft work programmes were based on the budgets in the central proposal, 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. This local board was provided with a draft capital work programme for discussion in the Local Board Annual Plan workshop 9 in May 2024: This work programme was based on the central proposal.

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

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

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

Proposed amendments to the 2024/2025 work programme

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

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

Work programme budget types and purpose

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

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

Table two: Work programme budget types and purpose

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

Capital projects and budgets

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

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

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

Local impacts and local board views

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

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

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

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

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

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

Table three: Whau 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)	1,106,211	0	0
Opex: Asset Based Services (ABS)	13,709,055	0	0
Capital (Capex): Local Asset Renewals - Budget (ABS)	1,689,285	6,660,409	6,962,106
Capex: Local Asset Renewals - Proposed Allocation (ABS)	1,317,449	3,075,233	1,711,260
Advanced Delivery RAP*	304,805	0	0
Capex: Local Asset Renewals - Unallocated budget (ABS)	67,032	3,585,176	5,250,846
Capex: Locally Driven Initiatives (LDI) – Budget	555,762	565,550	576,647
Capex: Locally Driven Initiatives (LDI) - Proposed Allocation	423,314	565,550	576,647
Advanced Delivery RAP*	56,686	0	0
Capex: Locally Driven Initiatives (LDI) - Unallocated budget	75,762	0	0
Capex: Growth projects Allocation	0	0	0
Capex: Coastal projects Allocation	0	0	0
Capex: Slips Prevention projects Allocation	0	0	0
Capex: Specific Purpose Funding – Allocation	150,255	2,794,235	0
Capex: One Local Initiative	0	1,000,000	6,875,445
Capex: Long-term Plan discrete	5,542,642	14,000,000	23,171,443
Capex: External Funding Allocation	81,731	0	0
TOTAL ALLOCATIONS	22,333,656	21,435,018	32,334,795

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 ⇩	Whau CCS Work Programme	45
b ⇩	Whau Māori Outcomes	63
c ⇩	Whau Regionally Funded Projects	67
d ⇩	Whau Climate Outcomes	69

Ngā kaihaina

Signatories

Authors

Justine Haves - General Manager Regional Services & Strategy

Darryl Soljan - Manager Customer Experience - North & West Libraries

Taryn Crewe - General Manager Parks and Community Facilities

Claire Stewart - General Manager Active Communities

Pam Elgar – General Manager Community and Social Innovation

Authorisers

Adam Milina - Local Area Manager

Claudia Wyss - Director Customer and Community Services

Whau Local Board

26 June 2024

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

File No.: CP2024/07028

Te take mō te pūrongo

Purpose of the report

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

3. This report presents the proposed Whau Local Board’s Local Environmental Work Programme which contributes to environmental, water quality and sustainability 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. The development of projects has been guided by the 2023 Local Board Plan, the continued successful delivery of 2023/2024 programmes and the desire from the board to increase delivery on water quality improvements in local awa.

5. Further detail on what each project will deliver and how is detailed in the analysis and advice section and in Attachment A of this report.

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

· Climate Action Network - $9,000

· EcoMatters programmes - $86,530

· Community Nurseries - $8,480

· EcoFest Festival - $9,000

· Environment Centre (EcoHub) - $43,400

· Love Your Neighbourhood - $5,650

· New Lynn Bike Hub - $20,000

· Industrial Pollution Prevention Programme Glendene - $21,000

· Manukau Harbour Forum - $11,000

· Whau Wildlink Project - $35,000.

7. The proposed work programme has a total value of $162,530, 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 Whau Local Board:

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

Activity name	2024/2025 budget for approval
Climate Action Network	$9,000
Community Nurseries (EcoMatters)	$8,480
EcoFest Festival (EcoMatters)	$9,000
Environment Centre (EcoHub) (EcoMatters)	$43,400
Love Your Neighbourhood (EcoMatters)	$5,650
New Lynn Bike Hub (EcoMatters)	$20,000
Industrial Pollution Prevention Programme Glendene	$21,000
Manukau Harbour Forum	$11,000
Whau Wildlink Project	$35,000
Total	$162,530

Horopaki

Context

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

10. The proposed work programme responds to the Environmental, People and Places objectives identified in the Whau Local Board Plan 2023. The specific objectives reflected in the work programme are:

· Our streams, waterways and harbours are protected, enhanced and their mauri restored.

· Partnerships are implemented to build climate mitigation and resilience of Our Environment, while individuals are encouraged to reduce waste and minimise their carbon footprint

· More trees are planted, and existing significant trees are protected

· Our communities are supported to exercise the principle of kaitiakitanga in their local areas

· Greater whanaungatanga in our communities to promote belonging and wellbeing

· Safe and easy travel options to get in and around Whau.

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

· Becoming a low carbon community: An action plan (2018)

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

· Kia Ora Tāmaki Makaurau (2021)

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

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

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 ongoing programmes. It also includes one new initiative supported by the local board. These programmes contribute towards the delivery of the Whau 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:

Climate Action Network - $9,000

16. The board has indicated it would like to continue to support the climate action network in the 2024/2025 financial year. This programme will continue to implement the local Whau ‘Becoming a Low Carbon Action Plan that was developed in 2018. This work will help achieve the local board’s commitment to reduce climate impacts through guiding local action in response to the climate emergency.

17. A low carbon network is a community-led network of individuals, households, community groups, and businesses working together within the local board area to promote, support and implement community level low carbon activities. The network provides an opportunity for networking and collaboration for residents, businesses and practitioners undertaking low carbon activities in the local board area.

18. This network will continue to be supported by a community climate action broker, who will empower members of the network. A stronger community resilience to climate change will be achieved through building community connections and sharing skills.

19. The board allocated $9,000 to this programme in the 2023/2024 financial year. The board has indicated that it will allocate $9,000 towards this programme in 2024/2025.

EcoMatters programmes - $86,530

20. The local board has indicated that it would like to continue to fund the EcoMatters Environment Trust. This will enable the trust to continue to deliver a number of environmental programmes in the Whau Local Board area. For the 2023/2024 financial year, the local board funded $86,530 towards EcoMatters programmes.

21. For the 2024/2025 financial year staff recommend that the programme be funded a total of $86,530. The projects proposed for delivery are listed in Table 1 below, with a brief description and the key deliverables that the trust will provide through these projects.

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

Description of Project	Deliverables
Bike Hub ($20,000) Continue to develop and operate the repair centre for second-hand bikes at the EcoMatters precinct. Continue to develop and deliver bicycle skills programmes in conjunction with partner organisations.	· New Lynn Bike Hub successfully operated, including records kept of number of visitors, number of bikes fixed/restored, and number of bikes distributed back into the community. · a sustainable operational model for the bike hub continues to be developed · The Whau Local Board's support will be acknowledged · Funding/support from other sources for the development of the Bike Hub and its programmes is identified
Community Nurseries ($8,480) Establishment of community nurseries is supported, and advice is provided to the community on how best to establish and maintain these.	· Minimum of 2,000 native plants germinated and potted on for future planting · minimum of 1,600 native plants available for community planting programmes within the Whau Local Board area · Provision of nursery advice to community groups and interested parties to assist programmes to establish new nurseries.
EcoFest West Festival ($9,000) Funding to support the running of the EcoWest festival held in west Auckland which will run from March to April 2025.	· Deliver EcoFest West festival by May 2025 in the west Auckland sub-region with a minimum of 30 events in the Whau local board area. · The festival is well attended by people representative of the diversity of the community. · Funding from other sources for the enlargement of the festival is received. · Sustainability practices are demonstrated in all aspects of the organisation and delivery of the festival.
EcoMatters Environment Centre and Sustainability Hub ($43,400) Funding will support the management, operation, and promotion of the EcoMatters Environment Centre and associated education programmes.	· the centre will be open for at least 30 hours per week, providing a free or affordable meeting space to environmentally focused community groups · a minimum of 26 sustainability-related seminars or workshops will be provided over the 2024/2025 financial year.
Love your neighbourhood ($5,650) Rapid response assistance of up to $500 in value to support volunteer-driven practical environmental initiatives (such as clean-ups, restoration, community planting and food growing). Not-for-profit preschools can also apply for this assistance.	· this budget allocation will cover approximately nine assistance requests · Love Your Neighbourhood assistance will be promoted in conjunction with the EcoWest Festival (March to April 2024) · details of the initiatives supported will be reported to the board on a quarterly basis.

Description of Project

Deliverables

Bike Hub ($20,000)

Continue to develop and operate the repair centre for second-hand bikes at the EcoMatters precinct.

Continue to develop and deliver bicycle skills programmes in conjunction with partner organisations.

· New Lynn Bike Hub successfully operated, including records kept of number of visitors, number of bikes fixed/restored, and number of bikes distributed back into the community.

· a sustainable operational model for the bike hub continues to be developed

· The Whau Local Board's support will be acknowledged

· Funding/support from other sources for the development of the Bike Hub and its programmes is identified

Community Nurseries ($8,480)

Establishment of community nurseries is supported, and advice is provided to the community on how best to establish and maintain these.

· Minimum of 2,000 native plants germinated and potted on for future planting

· minimum of 1,600 native plants available for community planting programmes within the Whau Local Board area

· Provision of nursery advice to community groups and interested parties to assist programmes to establish new nurseries.

EcoFest West Festival ($9,000)

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

· Deliver EcoFest West festival by May 2025 in the west Auckland sub-region with a minimum of 30 events in the Whau local board area.

· The festival is well attended by people representative of the diversity of the community.

· Funding from other sources for the enlargement of the festival is received.

· Sustainability practices are demonstrated in all aspects of the organisation and delivery of the festival.

EcoMatters Environment Centre and Sustainability Hub ($43,400)

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

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

· a minimum of 26 sustainability-related seminars or workshops will be provided over the 2024/2025 financial year.

Love your neighbourhood ($5,650)

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

· this budget allocation will cover approximately nine assistance requests

· Love Your Neighbourhood assistance will be promoted in conjunction with the EcoWest Festival (March to April 2024)

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

Industrial Pollution Prevention Programme Glendene - $21,000

22. The board has indicated it would like to begin funding an Industrial Pollution Prevention Project for Glendene in the 2024/2025 financial year. The aim of this project is to improve water quality discharging into Whau River and Waitematā Harbour.

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

24. The Whau Local Board supported an Industrial Pollution Prevention Programme in the Glendene area in the 2018/2019 financial year, with 76 businesses visited. This programme resulted found that 22 per cent of businesses had pollution issues on site and recommendations were made to businesses detailing actions that they could take to prevent pollution from entering the stormwater network and waterways.

25. The Glendene Industrial Pollution Prevention Program will provide contractors who will visit approximately 80 businesses on and around the small industrial area of Bancroft Crescent, Culperry and Akatea Roads. These areas have been visited by this programme before and are important areas due to their proximity to the Whau River. Staff recommend re-visiting areas every five to seven years as staff and business turnover will occur and it is important that businesses remain aware of pollution and waste minimisation techniques to protect waterways.

26. Staff recommended that the board allocate $21,000 to this programme in 2024/2025. The board has indicated that it will allocate $21,000 towards this programme in 2024/2025.

Manukau Harbour Forum - $11,000

27. 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.

28. 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.

29. 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.

30. 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.

Whau Wildlink Project - $35,000

31. The board has indicated it would like to continue to support the Whau Wildlink Project in the 2024/2025 financial year. The local board funded this project with $45,000 in 2023/2024.

32. This programme improves biodiversity through the removal of pest plants and pest animals and planting of native species. Water quality is improved by removing rubbish from waterways and streamside planting. These activities also improve connections between local communities and community groups. Through this programme, community groups will be supported to increase their reach and capabilities and enabled to lead and undertake restoration action.

33. The network will be convened by members of the Whau community and facilitated by council staff. The Whau Wildlink strategy was completed in April 2021 and is the guiding document for this group. The benefits of this funding include:

· local native ecosystems are protected and enhanced, providing safe refuge for native wildlife

· collaboration and coordination of community efforts towards environmental outcomes

· people becoming more engaged through partnering with the local board and the council to protect biodiversity.

34. The local board has indicated that it will allocate $35,000 towards this project in 2024/2025. This reduction in budget will result in a small decrease in delivery in the 2024/2025 financial year.

Programmes not continued in 2024/2025

Oakley Creek Buffers

35. The local board has indicated it will not continue to fund the Oakley Creek pest plant control buffer programme for the 2024/2025 financial year. The local board allocated $5,000 towards this programme in 2023/2024 and $10,000 in 2022/2023.

36. This programme has supported private landowners living next to high-value parks and reserves to control invasive weeds. The programme began with private properties adjoining Te Auaunga (Oakley Creek).

37. After supporting this programme for a few years, the local board has indicated that it will not support this project in 2024/2025 due to budget constraints and a desire to support other projects.

Pest Plant Control Buffer Programme

38. The local board has indicated it will not continue to fund the Pest Plant Control Buffer Programme (previously called Whau community pest plant control buffer programme) for the 2024/2025 financial year. The local board allocated $15,000 towards this programme in 2023/2024.

39. This project supported residents living adjacent to local park reserves to reduce pest plants on their properties. This helped to create a buffer to help protect various high ecological value park sites from re-invasion by certain pest plants.

40. Staff recommended that the board not support this programme in 2024/2025 because they believe that further investment in pest plant removal must be made in park sites first. It is likely that the project would not succeed in its aim in 2024/2025 because target weed species may re-infest treatment areas from the adjacent park land.

Tauākī whakaaweawe āhuarangi

Climate impact statement

41. In June 2019 Auckland Council declared a climate emergency and in response to this the council adopted the Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan in July 2020. In addition, the Whau Local Board has developed an action plan Becoming a Low Carbon Community (2018) which guides climate activities. The Local Environmental Work Programme specifically contributes towards the following targets and actions from the Becoming a Low Carbon Community Action Plan:

· Create a network of low carbon (Live Lightly) champions for homes, schools, business and community.

· Improving education, raise awareness and human and institutional capacity on climate change mitigation, adaptation, impact reduction and early warning, with a focus on women and youth, as well as local and marginalised communities.

· Support low carbon community education events

· Empower residents to start a conversation about climate change issues and solutions.

· Provide funding support for projects which support low carbon and Live Lightly themes.

· To increase the ability of our residents to enjoy locally produced seasonal food with a low carbon footprint – measured as km2 of urban agriculture.

· Work with EcoMatters, Environmental Choice, EECA, Consumer New Zealand and other organisations to support initiatives that encourage low carbon consumption habits and choices e.g.: local food, Buy Whau Made/locally made, Ban the Bag, preloved, or recycled products.

· Promote low carbon living and consumption at the annual Ecofest West, with a focus on encouraging activities, events and stall holders which celebrate the Live Lightly low carbon message to think before you buy, and to buy locally made low carbon products and services.

· Promote our neighbourhood walking, cycling, public transport, and ride sharing.

· Strengthen resilience to climate-related hazards and natural disasters.

· Provide funding support for projects which increase ability to sequester carbon, increase our canopy cover, urban biodiversity and the health of the Whau.

42. 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.

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

Table 1: Climate impact assessment of proposed activities

Activity name	Climate impact
Climate action network	This project aims to increase community climate resilience by building community connections and skills sharing.
EcoMatters programmes	EcoMatters initiatives respond to Auckland Council’s climate emergency declaration and commitments to address climate change by supporting and enabling community climate action. Projects aim to reduce carbon emissions and increase community resilience to climate impacts, using currently available solutions for immediate progress. Community climate action involves local residents reducing or responding to climate change in personal lifestyle or local community-based ways, creating new social norms.
Manukau Harbour forum	This programme will provide resilience to the community by ensuring waterways and the marine environment are protected and enhanced. Freshwater and marine ecosystems provide many ecosystem services such as flood mitigation, habitat for native biodiversity and carbon sequestration. These services are enhanced when the ecosystems are restored.
Industrial Pollution Prevention Programme Glendene	When freshwater ecosystems are healthy and thriving, they provide many ecological services such as flood mitigation, habitat for native biodiversity, and carbon sequestration through riparian plants.
Whau Wildlink	The project will contribute to fewer native plants being eaten by pests, hence the survival and regeneration of increasing amounts of native vegetation. This will contribute to reducing greenhouse gas emissions in large areas of the Whau. It will also contribute to greater carbon sequestration and pollution absorption by native plants, as well as oxygen levels produced by these native plants.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

44. 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.

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

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

Local impacts and local board views

46. The projects proposed for inclusion in the board’s Local Environmental Work Programme will have positive environmental outcomes across the Whau local board area. Particular focus areas for the 2024/2025 work programme include the Whau River, Waitematā harbour and Manukau Harbour. EcoMatters, several community environmental groups and local pre-school groups are also involved in the delivery of the work programme.

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

Tauākī whakaaweawe Māori

Māori impact statement

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

49. 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.

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

51. 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
EcoMatters programmes	Kaitiakitanga	The funding provided by the local board to EcoMatters has an impact on Māori wellbeing and building capacity for Māori. EcoMatters regularly hold traditional Māori weaving workshops as part of their seminar and workshop education programme.
Manukau Harbour Forum	Kaitiakitanga and realising rangatahi potential	Rangatahi will be involved in the youth sustainability wānanga and are supported to develop and implement programmes relevant to them and their communities. The wānanga also engages with kaumātua from Makaurau Marae to provide advice and mātauranga Māori that informs programme delivery. During the wānanga, te reo Māori is actively promoted, as a key component of programme delivery. The coordinator role has a requirement to be comfortable to use and learn te reo in person and emails, they will also engage with mana whenua.

52. 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

53. The proposed local Environmental Work Programme for 2024/2025 totals to $162,530 of the board’s locally driven initiatives (LDI) operational budget. This budget represents discretionary funding that the local board uses to support projects they wish to realise. This amount can be accommodated within the board’s total draft budget for 2024/2025.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

54. 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.

55. 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.

56. 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.

57. 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.

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

Table 3: Key risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Climate Action Network	Timely programme delivery is dependent on the availability of key contractors with relevant experience in developing and delivering local climate action plans to fulfil the role of a local climate activator. The programme is dependent on the willingness and availability of key stakeholders to participate in working group meetings and invest their time in helping to develop and implement the local board’s Low Carbon Action Plan.	This programme will likely be continued by the same contractor as prior years who has demonstrated experience with community engagement.	Low
EcoMatters programmes	EcoMatters initiatives are dependent on longstanding partnerships with three local boards (Henderson-Massey, Waitākere Ranges and Whau). Funding for the EcoMatters environment centre and sustainability hub underpins ongoing operations and the ability of EcoMatters to deliver this and other programmes.	All three local boards have indicated ongoing support of the Environment centre and sustainability hub, so this risk is considered low.	Low
Industrial Pollution Prevention Programme Glendene	This programme is dependent on the businesses willing to cooperate. Success is measured by amount of recommendations that have been implemented, so a risk of no implementations does exist.	The contractor who will undertake this work has had significant experience in engaging with businesses across Auckland including the Henderson- Massey Local Board area, so this risk is considered to be low.	Low
Whau Wildlink	There is a risk that the enthusiasm of the Whau community does not translate into action on the ground. There is also a risk that the community groups fail to collaborate.	The facilitator will canvas community groups for what they will find most valuable from the programme, with a focus on enabling action. Finding common interests in what community groups would like to achieve and sharing skills across groups will help the facilitator to encourage collaboration.	Low

59. 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

60. 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.

61. 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 ⇩	Whau Local Board Local Environmental Work Programme 2024-2025	87

Ngā kaihaina

Signatories

Authors

Nick FitzHerbert - Team Leader Relationship Advisory

Taylor Farrell - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Adam Milina - Local Area Manager

Whau Local Board

26 June 2024

Permanent changes to landowner approval process for filming activities

File No.: CP2024/07486

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 Whau 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	97

Ngā kaihaina

Signatories

Authors

Hayley Abbott – Screen Facilitation Team Lead

Jess Hansen – Film Facilitator Engagement

Kelly Boyed – Film Facilitator Process and Tech

Authorisers

Matthew Horrocks – Screen Auckland Manager

Louise Mason - General Manager Local Board Services

Adam Milina - Local Area Manager

Whau Local Board

26 June 2024

Auckland Citizens Advice Bureaux Funding Model Options

File No.: CP2024/07993

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 for local board members on 20 May presented the options in this report.

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

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

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

Horopaki

Context

CAB and ACABx structure

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

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

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

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

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

Image: Auckland CAB and ACABx Structure

Number and type of client interactions

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

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

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

Implementation of June 2023 Governance Body decisions

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

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

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

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

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

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

18. In response to the above resolution:

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

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

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

Auckland CAB Regional Strategic Plan 2024-2027

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

· Auckland CABs working together for better outcomes for clients

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

· sustainable and adequate funding

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

· sufficient number of high performing and values driven volunteers.

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

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

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

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

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

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

Option Two: Subregional model

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

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

Option Three: Regional and outcomes focussed model

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

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

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

Table 1: Comparative analysis/assessment of funding models

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

Proposed implementation of new funding model

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

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

Ngā ritenga ā-pūtea

Financial implications

46. The Long-term Plan budget confirms funding for CAB services over the next three financial years. For the 2024-2025 year this is confirmed at $2,030,725. Subsequent years have an inflationary uplift of two per cent.

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Wayne Levick - Regional Partnerships Lead

Authorisers

Claudia Wyss - Director Customer and Community Services

Megan Tyler - Chief of Strategy

Louise Mason - General Manager Local Board Services

Adam Milina - Local Area Manager

Whau 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.: CP2024/08160

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 Whau Local Board:

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

Horopaki

Context

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

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

Local boards have provided feedback that informed the draft plan

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

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

Draft plan vision, key priorities and targets

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

· reduce, rethink, redesign

· reuse repair, repurpose.

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

· a shift to fortnightly rubbish collections

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

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

· addressing litter and illegal dumping, and

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

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

Consultation materials and process

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

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

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

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

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

Consultation Questions

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

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

Submissions – regionwide

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

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

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

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

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

Submissions breakdown by local board

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

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

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

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

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

Request for local board feedback

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

Auckland’s climate emissions and waste

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

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

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

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

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

Local impacts and local board views

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

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

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

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

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

· waste disposal levy revenue

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Attachment A – Summary Snapshot – draft Waste Management and Minimisation Plan 2024	133
b ⇩	Attachment B – Summary of submissions as workshopped with the local board	153
c ⇩	Attachment C – Number of submissions by local board area	175
d ⇩	Attachment D – Summary of advisory panel responses	177
e ⇩	Attachment E - Copy of consultation feedback form	179

Ngā kaihaina

Signatories

Authors

Sarah Le Claire - Waste Planning Manager

Tania Utley - Senior Waste Planning Advisor

Authorisers

Louise Mason - General Manager Local Board Services

Parul Sood - General Manager Waste Solutions

Barry Potter - Director Infrastructure and Environmental Services

Adam Milina - Local Area Manager

Whau Local Board

26 June 2024

Views on the Draft Auckland Regional Land Transport Plan 2024-2034

File No.: CP2024/08707

Te take mō te pūrongo

Purpose of the report

1. To provide views on the Draft Auckland Regional Land Transport Plan 2024-2034.

Whakarāpopototanga matua

Executive summary

2. Auckland Transport (AT) is leading engagement on the Draft Regional Land Transport Plan 2024-2034 (RLTP) and is seeking local board views.

3. Public engagement on the draft RLTP finished on 17 June 2024. AT has provided local boards with summaries of public feedback to aid local boards in developing their views.

4. This report formalises the local board’s views. Local boards are recommended to use the template in Attachment A to provide their views.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) provide views on the Draft Regional Land Transport Plan 2024-2034 using the template in Attachment A to this report.

Horopaki

Context

What is the Regional Land Transport

5. The draft Regional Land Transport Plan (RLTP) is the Auckland region’s bid for national funding for transport in Auckland. It is a 10-year investment proposal.

6. Auckland Transport (AT) produces the RLTP on behalf of the Regional Transport Committee (RTC) which is comprised of members of the AT Board and includes representatives from New Zealand Transport Agency (NZTA) and KiwiRail.

7. The draft RLTP includes projects proposed in the national State Highway Investment Proposal and KiwiRail’s Rail Network Investment Programme. It also includes projects from the Department of Conservation.

8. After local boards provide their feedback, the process to finalise and adopt the RLTP has the following steps.

a) It is considered and endorsed by the RTC and by Auckland Council’s Transport and Infrastructure Committee (TIC).

b) The final RLTP is submitted to the NZTA’s board for consideration no later than 1 August 2024.

c) The NZTA Board considers every region’s submitted RLTP and produces the National Land Transport Plan by 1st October 2024. This sets out the activities and projects provisionally expected to receive funding from the National Land Transport Fund (subject to confirmation of business cases).

9. Auckland Council’s financial contribution to the draft RLTP is set through the Long-term Plan.

Local board views

10. The statutory role of local boards within the development of the RLTP is to state the expectations of their communities. Local boards do not decide whether transport projects or programmes are included in the draft RLTP, but perform an important role by providing a community perspective about the proposed programme.

11. Local boards are encouraged to present their feedback directly to the RTC during hearings on 26 and 27 June 2024. Local board feedback is considered by the RTC, which is the legislated decision-making body for transport matters in Auckland.

12. Local board views will also inform the Transport and Infrastructure Committee when it deliberates at its 4 July 2024 meeting.

Information about public engagement

13. Public engagement was conducted from 17 May 2024 – 17 June 2024. The engagement met the requirements for a special consultative procedure as outlined in the Local Government Act 2002.

14. AT’s engagement included:

· mailing notification of engagement to 550,000 households across Auckland

· running radio, print and social media notification of engagement

· providing opportunities to engage electronically through the AT website

· conducting more than 20 community drop-in sessions at which communities could engage with officers from AT, NZTA and Kiwi Rail

· providing hard copies of the draft RLTP and paper submission forms at libraries and Auckland Council service centres

· meeting with Auckland Council’s advisory panels

· constituting an RTC hearings panel and hearing submissions from the public.

Tātaritanga me ngā tohutohu

Analysis and advice

A summary of the draft RLTP

15. The draft RLTP responds to the challenges of the region’s growing population as well as Auckland Council and government transport policy. Specifically, that the transport network is:

a) Fast and connected. Improvements that make public transport faster, more accessible, and more reliable

b) Resilient. Investments that ensure our network is ready for challenges and less vulnerable to storms, flooding and other emergencies

c) Productive. Projects that support regional growth and productivity like technology to better manage traffic flow and make journeys quicker and more reliable at peak times

d) Safe. Investments that support a network that gets everyone home safely

e) Sustainable. Investments that help Auckland reduce its transport emissions.

16. The draft RLTP proposes a $63 billion programme of investment in renewals, maintenance and operations, public transport services and new projects. However, the costs of this programme are a lot more than Auckland is likely to receive. Therefore, AT is leading engagement on behalf of the RTC on which projects are the highest regional priorities for funding. The draft RLTP proposes that the following items are effectively mandatory and should receive funding in all circumstances:

a) renewal and maintenance of local roads, rail and state highway networks, to ensure these remain fit for purpose into the future and that whole-of-life costs and disruptions are minimised

b) existing public transport services, along with improvements such as more rail services enabled by the City Rail Link and the expansion of the frequent bus network

c) completing projects already committed to or in progress (for example, Eastern Busway and City Rail Link).

17. This leaves choices around which new capital projects should be a priority, especially over the next three years. The main options are that AT concentrates on:

a) smaller projects that can be delivered quickly to improve the speed and reliability of our bus and ferry network, including dynamic bus lanes, improved stations and low-emissions options

b) larger rapid transit projects that will provide new high-speed public transport links across Auckland but will cost more and take longer to deliver

c) smaller projects that can be delivered quickly to optimise traffic movement on our road network and motorways and encourage more sustainable travel from key growth areas

d) major state highway projects that will improve resilience, reliability and travel times on the motorway network and enhance our links to other regions

e) cycling projects that will increase the size of the cycling network

f) investment in safety infrastructure to reduce deaths and serious injuries on our transport network.

18. The draft RLTP proposes that public transport projects are generally our highest priority for funding, followed by projects to optimise local roads, address growth challenges and expand the cycling network. It concludes that delivering all of the State Highway improvements, while still important, is a lower priority for available funding.

19. The draft RLTP also includes a proposal for the Local Board Transport Capital Fund of $62.8 million across all local boards over three years. For comparison, the fund was $7 million for the 2023/2024 financial year, but in the draft RLTP this increases to $19.8 million for 2024/25, $21.3 million for 2025/26 and $21.7 million for 2026/27. Local boards are recommended to provide their views on the proposed increase to the fund in their feedback.

Providing local board views

20. RLTP’s are developed every three years. This is an opportunity for local board elected members to influence longer-term transport planning in Auckland.

21. AT recommends local boards use all the information gathered from their local board plan, the Long-term Plan and RLTP processes to help inform their feedback.

22. Additionally, all local boards are supported by an AT Elected Member Relationship Partner (EMRP) who has provided opportunities for workshops or discussions with subject matter experts about the draft RLTP. The workshops were also an opportunity to support local boards to prioritise their feedback.

23. The Whau Local Board workshopped the draft RLTP on 19 June 2024.

24. Attachment B provides the workshop presentation with the EMRP’s advice, using their local knowledge of the area.

Tauākī whakaaweawe āhuarangi

Climate impact statement

25. AT engages closely with Auckland Council when developing strategy. The actions and measures that support the outcomes sought by the Auckland Plan 2050 and the council’s directions on climate change through Te-Tāruke-ā-Tāwhiri: Auckland’s Climate Plan all inform the priorities. The draft RLTP is informed by these discussions and AT reviews the potential climate impacts of all projects to minimise carbon emissions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

26. The draft RLTP is developed with input from Auckland Council, the Mayor’s Office, officials from Auckland Council and the Transport and Infrastructure Committee.

27. One of the most important council inputs is the budget expectations set for AT during development of the Long-term Plan. This process confirms Auckland Council’s funding offer to AT that is made based on agreed assumptions about levels of service.

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

Local impacts and local board views

28. Local board plans inform development of the council’s Long-term Plan which identifies levels of transport funding that AT should expect from Auckland Council. Local board plans are reviewed by AT and provide information that informs transport planning. Essentially, the draft RLTP is the result of a long engagement with local boards and the community.

29. The RLTP team engaged with local boards directly in October and November 2023. The team discussed current priorities and plans for engagement.

30. During the same period, local boards received their annual AT Forward Works Programme briefing that provided an update about AT’s current and planned work programme. In March 2024, local boards provided feedback about their priorities, which was shared within AT.

31. The draft RLTP was endorsed by the Transport and Infrastructure Committee and approved by the RTC for consultation. This was then circulated publicly on 17 May 2024, initiating a month-long period of public engagement.

32. Local boards were able to request information about the draft RLTP either by asking their AT Elected Member Relationship Partner or contacting the project team directly. Elected Member Relationship Partners organised workshops with local boards to discuss providing feedback.

33. The Whau Local Board workshopped the draft RLTP on 19 June 2024. Attachment B provides the workshop presentation with the EMRP’s advice, using their local knowledge of the area.

34. Additionally, local boards are provided with summaries of feedback from public consultation in their area.

Tauākī whakaaweawe Māori

Māori impact statement

35. Auckland Transport is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations in being more responsible or effective to Māori.

36. Auckland iwi were engaged during the development of the draft RLTP and were individually informed of the public engagement.

37. AT’s Māori Responsiveness Plan outlines the commitment to 19 mana whenua iwi in delivering effective and well-designed transport policy and solutions for Auckland. We also recognise mataawaka and their representative bodies and our desire to foster a relationship with them. This plan is available on the Auckland Transport website - https://at.govt.nz/about-us/transport-plans-strategies/maori-responsiveness-plan/#about

Ngā ritenga ā-pūtea

Financial implications

38. There are no direct financial implications for local boards in receiving this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

39. Broadly, the key risk associated with this RLTP is increased public expectations for delivery of projects that may not receive National Land Transport Plan funding. This will be mitigated by highlighting key parts of the programme that are expected to be subject to higher risk, based on Government Policy Statement on Land Transport 2024 activity class allocations. There is also a risk that NZTA does not fund elements of AT’s programme contained in the RLTP.

40. The most significant direct risk to local board budgets is a reduction in the currently proposed Local Board Transport Capital Funding. Local boards can mitigate this risk by clearly advocating their position on this fund.

Ngā koringa ā-muri

Next steps

41. The RTC will review the feedback from all local boards and consider it during its deliberations about the RLTP.

42. Local board formal views will be provided to the Transport and Infrastructure Committee when it resolves on the RLTP at its 4 July 2024 meeting.

43. The draft RLTP will be considered by the RTC and confirmed by 1 August 2024, after which the document becomes a confirmed programme for transport work in Auckland.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Template for local board views on the Draft Regional Land Transport Plan 2024-2034	191
b ⇩	RLTP workshop presentation material with local advice	195

Ngā kaihaina

Signatories

Authors

Ben Stallworthy, Principal Advisor Strategic Relationships, Auckland Transport

Authorisers

Louise Mason - General Manager Local Board Services

Adam Milina - Local Area Manager

Whau Local Board

26 June 2024

Tāmaki Makaurau Streets for People – Onewherowhero (Kelston) Trial

File No.: CP2024/07949

Te take mō te pūrongo

Purpose of the report

1. This report seeks endorsement from the Whau Local Board to retain the Streets for People Onewherowhero (Kelston) street changes on St Leonards Road and Archibald Road in Kelston.

Whakarāpopototanga matua

Executive summary

2. Auckland Transport (AT) is concluding the trial projects in Onewherowhero (Kelston) and Māngere through the NZTA Waka Kotahi ‘Streets for People’ programme. These projects aim to use new ways of working with local communities and stakeholders to inform, design, build, adapt, and activate infrastructure to support more people walking and cycling.

3. In Onewherowhero (Kelston), AT has partnered with the schools in the Kelston school cluster to investigate, design, communicate, deliver, and evaluate on-street trial changes, off-street infrastructure, events and programmes to improve the street environment and encourage behaviour change and mode shift.

4. On 22 November 2023, the Whau Local Board resolved (Resolution number WH/2023/159) to “endorse Auckland Transport moving to the next phase of the Streets for People trial projects which includes implementation, adaptation, and monitoring and evaluation”.

5. Trial changes were installed in January 2024 on St Leonards Road and Archibald Road, and public feedback was sought through an online survey. Links to the survey were included on signage, in postcards sent to all households in Kelston, school newsletters and survey responses collected from school whānau at several school events. In response to feedback, some minor adaptations were made during the trial.

6. Auckland Transport has now completed the implementation, adaptation, monitoring, and evaluation of the trial. The trial results were positive:

· Increase in positive perceptions of the trial

· Positive feedback from schools and children

· Increase in people walking along this section of St Leonards Road.

7. The trial changes have improved the street environment and encouraged behaviour change and mode shift.

8. Auckland Transport seeks the local board's endorsement to retain the on-street trial infrastructure, with no modifications. Design to make the changes permanent will be considered as part of the Kelston-New Lynn Cycling Improvements.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) endorse AT’s recommendation to retain the changes on St Leonards Road and Archibald Road in Kelston, made as part of the Streets for People Onewherowhero (Kelston) project.

Horopaki

Context

9. The Streets for People programme is a national programme funded by Waka Kotahi which aims to make it safer, easier, and more attractive for people to walk, ride bikes or scooters and take public transport, and to improve road safety and routes to schools.

10. The programme works with local communities to design and test temporary or semi-permanent street changes in their area. Projects involve quick, low-cost, scalable improvements that help create safe, people-friendly spaces in neighbourhoods. An “adaptive urbanism” approach has been undertaken to trial projects that inform permanent changes planned for the future.

11. These projects will contribute to safer and healthier communities where people have more options in how they travel, and where the transport system contributes to reducing emissions and increases resilience to a changing climate. The projects also allow AT to use new ways of working with local people and stakeholders to influence the ‘business as usual’ approach going forward.

12. Onewherowhero (Kelston) was selected as a location for Streets for People due to the significant investment proposed through Auckland Transport’s New Lynn Cycling Focus Area Single Stage Business Case, which aims to extend the existing cycling network into New Lynn and Kelston. The project provides an opportunity to design and build permanent infrastructure for cycling based on relationships built and information gathered through the Streets for People trial.

13. The Streets for People trial projects include intensive community collaboration and engagement; working together on active mode outcomes in Onewherowhero (Kelston) achieves a key programme goal of collaborating with and empowering local people to achieve positive change in their neighbourhoods.

Tātaritanga me ngā tohutohu

Analysis and advice

14. The trial changes installed in January 2024 included the following:

· Installed planter boxes and flexi-posts along St Leonards Road to encourage slower speeds and increase safety for students who walk and cycle to school.

· Installed a temporary pedestrian island to improve safety for people crossing the top of Vanguard Road.

· Reinforced existing no-parking zones and encouraged slow-turning traffic at the intersections of St Leonards Road with Barbary Avenue, Vanguard Road, and Bamboo Groove.

· Removed six parking spaces along St Leonards Road to improve visibility in areas frequently accessed by children.

· Installed wheel stops in front of the St Leonards shops to stop cars from driving onto the footpath.

· Installed speed cushions on Bamboo Grove to slow speeds and improve safety for those crossing the road.

· Installed a permanent pram ramp with tactile pavers on Bamboo Grove to make it safer for those crossing.

· Reinforced the existing no-parking areas outside Kelston Girls' College so it is easier to see people crossing the road.

15. A pop-up temporary “community corner” was installed on the corner of Bamboo Grove and St Leonards Road in early April and removed at the end of May.

16. During the monitoring and evaluation phase, 520 people attended the eight events hosted and co-hosted by the project team, and 133 bikes were fixed at the free pop-up bike kitchen at the corner of St Leonards Road and Bamboo Grove.

17. Feedback on the trial was gathered at project events and at several school events, in conversation with the schools and other key stakeholders, and an online survey. Links to the survey were included on signage, in postcards sent to all households in Kelston and in school newsletters.

18. Data collection showed a significant increase in the number of people walking on the monitored sections of St Leonards Road. The people moving count pre-install (1-15 December 2023) showed a total of 3,823 people walking over the two-week period. The follow-up count after the changes were in place (30 Jan-15 Feb 2024) showed 3,893 people walking. The final count (18-28 March), during the Walk and Wheels Challenge, after the changes had been in place for over 6 weeks, showed 6,182 people walking.

19. Since 19 February, Auckland Transport has received 145 public response forms online and through events and 50 comments or questions directly to the project email inbox. There was a significant shift in sentiment expressed through the surveys from before and early in the trial, when 71.3 per cent of people expressed negative outcomes, to the later responses, when 75.7 per cent expressed positive outcomes and sentiment.

20. Positive feedback was received from schools and children. Children reported feeling safer when walking and crossing the road. Schools reported no near misses on St Leonards Road this year since the trial street changes have been in place. St Leonards Road School reported that their school crossing was easier to manage, and cars were turning more slowly out of Barbary Road.

21. In response to feedback received during the trial period, minor changes were made to the infrastructure, including reducing the number of flexible bollards on St Leonards Road to reduce visual clutter, installing additional signage including stickers on planters and concrete blocks to explain the purpose of the changes, and replacing yellow high-density wheel stops in front of the shops with gentler, more flexible rubber stops, following incidents of tripping.

22. Auckland Transport concludes the trial was successful in creating a safer environment that encourages mode-shift and recommends making the changes permanent in the longer-term. Design to make the changes permanent will be considered as part of the Kelston-New Lynn Cycling Improvements.

Tauākī whakaaweawe āhuarangi

Climate impact statement

23. Auckland Transport engages closely with Council on developing strategy, actions, and measures to support the outcomes sought by the Auckland Plan 2050, the Auckland Climate Action Plan and Council’s priorities. This project supports those outcomes.

24. Auckland Transport’s core role is to provide attractive alternatives to private vehicle travel, reducing the carbon footprint of its own operations and, to the extent feasible, that of the contracted public transport network.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

25. The Onewherowhero (Kelston) and Māngere project area and benefits were developed with input from Auckland Council and Eke Panuku. Staff from Eke Panuku Placemaking and Urban Design teams gave feedback from a design/street feel perspective and Council Community Facilities team gave views on levels of maintenance required.

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

Local impacts and local board views

26. The Whau Local Board plays a crucial role in local transport decision making. Auckland Transport has collaborated with the local board to make key decisions throughout this process, ensuring a smooth transition from planning to implementation to close out of the trials. This collaborative approach has focused on local needs and priorities so that they can be effectively addressed through this trial process.

27. Auckland Transport undertook early engagement with school leaders to understand the challenges and opportunities. Ongoing updates were provided at key milestones to seek feedback. Schools support and promote active modes and safe travel outside their schools and are supportive of the trial, including the results achieved and enabling students to take part in the process.

28. 4,000 postcards introducing the project were distributed to homes and businesses within Kelston in September 2023. Properties adjacent to the trial were communicated with directly.

29. Shop owners at St Leonards Road were provided plans, concepts and information for review and feedback and were communicated with directly throughout the trial.

30. The local board has been consulted throughout the stages of the project and the local board has expressed appreciation for the extent of stakeholder involvement in the project design and implementation.

31. Some stakeholders expressed concerns about anti-social behaviour at the pop-up “Community Corner” structure. This temporary structure has been removed, in line with the project trial plans. Bike Kitchen events will continue in this location until the end of July 2024 under a gazebo.

32. Auckland Transport is committed in continuing the relationships built with schools and other local organisations in Onewherowhero-Kelston as it consults on and delivers the wider Kelston-New Lynn Cycling Improvements programme.

Tauākī whakaaweawe Māori

Māori impact statement

33. Staff are working closely with Te Kawerau ā Maki on this project. There is an aligned kaupapa between the project and iwi which focuses on working with local people to guide the projects, but to also show how locals can be involved more widely and influence future strategy and investment in their community.

34. The project team has also met with the AT North-West Hui where other mana whenua representatives agreed with Te Kawerau ā Maki taking a lead on mana whenua engagement for the project. Mana whenua representatives endorsed the new project name gifted by Te Kawerau ā Maki: Streets for People Onewherowhero (Kelston).

Ngā ritenga ā-pūtea

Financial implications

35. These projects, including the activations, pump tracks, cycle parking and events are 90 per cent funded by NZTA Waka Kotahi. Auckland Transport contributes the other 10 per cent from active mode project budgets in the area.

36. Future changes to make the trial changes permanent, such as replacing flexible bollards, planters and concrete blocks with a standard kerb or berm, are being progressed and will be costed, and considered part of the Kelston - New Lynn Cycling Improvements design process and rollout.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

37. There are no risks identified with the local board endorsing this project.

38. Any future risks and mitigations in planning and delivery of the permanent project will be notified to the local board through regular workshop updates.

Ngā koringa ā-muri

Next steps

39. The trial changes will remain in place. Design to make the changes permanent will be considered as part of Kelston-New Lynn Cycling Improvements.

40. Proactive engagement, building on the relationships with schools and local organisations built through Streets for People will continue through the Kelston-New Lynn Cycling Improvements and Ready to Ride project teams.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Appendix - Streets for People Onewherowhero (Kelston) Trial results and recommendation, May 2024	215

Ngā kaihaina

Signatories

Authors

Jenny Klosser, Project Manager - Streets for People Onewherowhero (Kelston)

Authorisers

Allyn Sims, Programme Manager, People-Powered Streets Programmes, Auckland Transport

Adam Milina - Local Area Manager

Chairperson	Kay Thomas
Deputy Chairperson	Fasitua Amosa
Members	Ross Clow
	Catherine Farmer
	Sarah Paterson-Hamlin
	Warren Piper
	Susan Zhu

Authors	Liam Courtney - Democracy Advisor
Authorisers	Adam Milina - Local Area Manager