Agenda of Albert-Eden Local Board - Thursday, 27 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.

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Albert-Eden Local Board:

a) whakaū / confirm the minutes of its ordinary meeting held on Thursday, 13 June 2024, as true and correct.

5 He Tamōtanga Motuhake | Leave of Absence

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

6 Te Mihi | Acknowledgements

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

8.1 Deputation - Anna Wong and Jai Singh – Gribblehirst Community Hub Trust

Te take mō te pūrongo

Purpose of the report

1. To enable an opportunity for Anna Wong – Coordinator and Jai Singh – Coordinator, Gribblehirst Community Hub Trust, to deliver a presentation during the Deputation segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2. Anna Wong – Coordinator and Jai Singh – Coordinator, Gribblehirst Community Hub Trust, will be in attendance to speak to a brief powerpoint presentation outlining the community hub’s activities and growth over the past 12 months, and to express appreciation of the local board’s continuing support of the group’s community-based work and vision.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) thank Anna Wong – Coordinator and Jai Singh – Coordinator, Gribblehirst Community Hub Trust, for their attendance and presentation regarding the community hub’s activities and growth over the past 12 months, as well as the Trust’s acknowledgement of the local board’s support provided towards the Hub’s community-based work and vision.

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.

9.1 Public Forum - Jacqui Knight - Moths and Butterflies of New Zealand Trust

Te take mō te pūrongo

Purpose of the report

1. To enable an opportunity for Jacqui Knight – Founding Trustee, Moths and Butterflies of New Zealand Trust, to deliver a presentation during the Public Forum segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2. Jacqui Knight – Founding Trustee, Moths and Butterflies of New Zealand Trust, will be in attendance to deliver a presentation outlining a proposal for a National Butterfly Centre, its recent discussion with council’s Planning, Environment and Parks Committee and the Trust’s search for a suitable site for the butterfly centre.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) thank Jacqui Knight – Founding Trustee, Moths and Butterflies of New Zealand Trust, for her attendance and presentation outlining a proposal for a National Butterfly Centre, its recent discussion with council’s Planning, Environment and Parks Committee and the Trust’s search for a suitable site for the butterfly centre.

Attachments

a Powerpoint re. Moths and Butterflies of New Zealand Trust's proposed National Butterfly Centre.............................................................................. 263

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.”

Albert-Eden Local Board

27 June 2024

Medium-term Point Chevalier Library Services

File No.: CP2024/08666

Te take mō te pūrongo

Purpose of the report

1. To confirm a medium-term Pt Chevalier library service following the closure of the library building in October 2022.

Whakarāpopototanga matua

Executive summary

2. Pt Chevalier Library, opened in 1989, is located on the intersection of Great North Road and Pt Chevalier Road, creating a community cornerstone in a local town centre.

3. Due to ongoing water ingress issues, the Pt Chevalier Library was closed in October 2022. Intensive investigation confirmed that the ongoing issues with the building could not be remediated or resolved without significant capital investment.

4. Following a community service review that identified a network gap of library service provision in the area, Auckland Council staff have been working on a long-term solution for the provision of library services, including community services, in Pt Chevalier.

5. To ensure continued library services to the community of Pt Chevalier, Auckland Council has provided short term solutions through the Mobile Library Service and a ’pop-up’ service at the Pt Chevalier Community Centre. Neither of these options have been fit-for-purpose or sustainable.

6. Staff have been working on developing medium-term options to provide sustainable library services to the Pt Chevalier community.

7. Given the lack of lease options in the town centre, it was determined that using one of the council owned sites would be a better option to provide a medium-term library service.

8. At a workshop in March 2024, staff presented five possible options for the local board to consider. Direction was given to progress three options:

i) Existing library site: demolish library building and replace with purchased prefabricated building.

ii) Existing library site: demolish library building and replace with leased prefabricated building.

iii) Western Springs Garden Community Hall: establish library services in Hall 2.

9. Following analysis of the three options, staff are recommending option 1 due to the size, ability to customise the prefabricated building, its town centre location, as well as its high resale value and the benefit of not losing revenue from repurposing a hireable site.

10. The long-term options currently being investigated (resolution number AE/2023/178) may need to be adjusted to reflect the local board’s decision on the medium-term solution.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) whakaae / approve the medium-term Pt Chevalier Library to be located at the existing library site at the intersection of Great North Road and Pt Chevalier Road achieved by:

i) the demolition of the existing leaky library building, and

ii) the purchase of a prefabricated building to be placed at the existing town centre site.

b) whakaae / approve an increase in library hours from 49.5 hours per week to 52 hours per week as per the original Pt Chevalier Library hours.

c) whakakore / revoke the following parts of resolution AE/2023/178 as they relate to long-term library and community centre options investigating the remediation and redevelopment of the Pt Chevalier Library building:

i) Option 1 – remediate the existing Pt Chevalier Library and Pt Chevalier Community Centre to the required standard to become fully operational and extend the asset life.

ii) Option 2 (sub option 2a) – develop a community hub on the Pt Chevalier Library site (1221 Great North Road) through redevelopment of the existing facility (including possible expansion).

d) tuhi ā-taipitopito / note that recommendations to allocate funding towards this approach will be presented via a separate report, Approval of Customer and Community Services work programme 2024/2025, where currently available funding has been re-prioritised and is set out in the following work programme lines:

i) #ID47854 - 1221 Great North Road – improvements – Library/Hub: $650,000

ii) #ID47853 - Pt Chevalier Library – demolish building: $250,000

iii) #ID48879 - 1221 Great North Road - renew - interior/exterior works: $100,000

iv) #ID4360 - Pt Chevalier Library Pop Up: $70,000.

Horopaki

Context

11. To contribute to meeting the outcomes of the Auckland Plan council invests in a network of community facilities that provide:

Council Investment	Outcome
Places for people to connect	Where people visit, meet and interact with others, building a sense of community belonging and pride
Places for people to participate	Where people participate in life-long learning, recreational, cultural, creative and fun activities relevant to Auckland’s diverse communities, fostering personal growth, health and wellbeing
Places for community led action	Where people come together to foster and grow initiatives to create positive change in their communities
Places for community organisations	Where resources and spaces are provided for community organisations to achieve their goals

Figure 1: Auckland Council Community Facilities Network Plan (page 17)

12. Libraries are changing to become multipurpose community facilities that contribute to place-making and community connection; vibrant, accessible and welcoming open places for meeting, learning and inspiration; spaces for creativity and participation; places of opportunity to provide equitable access to information and technology.

Changes to Pt Chevalier library service delivery

13. Pt Chevalier Library, opened in 1989, is located on the intersection of Great North Road and Pt Chevalier Road, creating a community cornerstone in a local town centre.

Figure 2: Pt Chevalier Library, 1221 Great North Road, Pt Chevalier

14. Prior to COVID-19 an average of 12,000 visitors per month used the Pt Chevalier Library which ran a range of learning and literacy programmes as well as the lending of books and other material. These numbers were impacted by COVID-19 closures and then ongoing health, safety and wellbeing concerns in 2021.

15. Due to ongoing water ingress issues, the Pt Chevalier Library was closed in October 2022.

16. The decision to close the library service was made in response to air quality reports that indicated toxic mold was present in the building.

17. Investigations confirmed that the ongoing issues with the library building could not be remediated or resolved without significant capital investment, due in part to the design of the internal guttering and water ingress through the external joinery.

18. As a result, staff initiated a review of library and community services in Pt Chevalier. The initial analysis confirmed the ongoing requirement for library services in this area. Options are now being investigated to provide a long-term solution for the provision and delivery of library and community services.

19. The sudden closure of the library was initially addressed by the provision of a mobile library at the site and then the use of the annex at the back of the Pt Chevalier Community Centre. Neither of these solutions are sustainable in the medium or long-term.

Medium-term Library Services

20. In response, staff discussed medium-term options with the local board. The medium-term solution is likely to be in place for a minimum of five years as there is complexity around the options being investigated for a permanent library and community service solution. A key issue for the local board will be how funding is secured to finance the project.

21. A medium-term option to lease a building in the Pt Chevalier town centre was approved by the local board (resolution number AE/2023/161) in October 2023.

22. Staff became concerned in early January 2024 that lease negotiations were not progressing and in late January 2024 the site was withdrawn from the market.

23. Staff canvassed a wide range of options for another suitable medium-term library service to replace the pop-up in the annex of the community centre. These included:

i) prefabricated building at the existing library site (purchased)

ii) prefabricated building at the existing library site (leased)

iii) relocation of services to Western Spring Garden Community Hall

iv) alternative lease options

v) use of the full Pt Chevalier Community Centre site including an option of extending into the adjacent community leased building.

24. These medium-term options were workshopped with the local board in March 2024 and direction was given to further investigate options 1, 2 and 3. These are presented in this report.

25. No further alternative lease options were identified in the town centre (option 4). The Pt Chevalier Community Centre and potential use of the adjacent site were considered unsuitable due to accessibility issues, physical constraints of the building and structural limitations (option 5).

Long-term library services

26. The Albert Eden Local Board seek a long-term library solution as outlined by a key initiative in their 2023 Local Board Plan: Reestablish long-term library services in Pt Chevalier as the current building is closed due to significant water issues and the pop-up library is only temporary.

27. In November 2023, the local board approved the investigation of four options (resolution number AE/2023/178). A key focus is exploring the feasibility of developing a community hub where library and community services are combined in a fit-for-purpose facility.

28. A workshop to share the key findings of the investigations with the local board will be held in Quarter 1, 2024/2025, followed by a report confirming what option to progress.

29. Completing the investigation and implementing the resulting decision will take a number of years.

Tātaritanga me ngā tohutohu

Analysis and advice

30. At a workshop in March 2024, the local board gave direction that they required further detail on the three below options in order to decide on which medium-term service they would like to pursue:

i) Existing library site: demolish library building and replace with purchased prefabricated building.

ii) Existing library site: demolish library building and replace with leased prefabricated building.

iii) Western Springs Garden Community Hall: establish library services in Hall 2.

31. Criteria for the assessment of future library and community services have been developed that reflect the level of investment and the long-term impacts of the decision on the community. For the medium-term options, the high-level criteria have been used. These are based on outcomes that support local board plan 2023 initiatives and council objectives.

Table 1 outlines the criteria for analysis of medium-term library option

Criteria	Consideration
Community Service outcomes	The range of library services able to be delivered at the site
Community Facility outcomes	Facility is fit-for-purpose
Site suitability	Ease of access and contributes to a thriving, safe town centre
Deliverability	Level of complexity to deliver the option quickly
No impacts on long term library solutions	Interdependencies with any potential long-term library solution
Financial considerations	Considerations of cost outlays, including lost revenue, and ability to recoup

Table 2 shows the assessment of the three options

Options / Criteria	Option 1 Existing library site: purchase prefabricated building (recommended)	Option 2 Existing library site: lease prefabricated building	Option 3 Western Springs Garden Community Hall: establish library services in Hall 2
Community Service outcomes	üüü	üü	üüü
Community Facility outcomes	üüü	üü	üüü
Site suitability	üüü	üüü	ü
Deliverability	üü	üü	üüü
No impact on long term library solutions	ü	ü	üüü
Financial considerations	üüü	ü	ü

Key:

üüü	üü	ü
Strongly meets criteria	Meets criteria	Partially meets criteria

Option 1 and Option 2 – Existing library site: demolish library building and replace with purchased or leased prefabricated building

32. Option 1 and option 2 share a number of similarities. The key differences relate to purchasing versus leasing, and the impacts of building size and cost. Therefore, these options are assessed together.

Community service outcomes

33. Both options are able to provide adequate library services and library hours can return to 52 hours per week.

· Option 1 – a purchased prefabricated building would enable the full range of library services to be delivered. This includes regular programming (e.g. Wriggle & Rhyme), public computers, printing, wi-fi access, collection, study spaces, library collection and general librarian provided services.

· Option 2 – a leased prefabricated building would deliver a reduced level of service due to the smaller size of the building and capacity to run programmes. Some programmes could be delivered in the community centre, but this may impact the availability for the community centre programme, and venue hire.

Community facility outcomes:

34. Both options would provide a new fit-for-purpose facility. There would be two buildings. The main building would support the delivery of library services. A separate smaller utility building would provide toilets and a staff area. Outdoor decking areas are included to access the building. As the prefabricated option is new the building will be well ventilated, heated and cooled. Finishing will be the same across both options in terms of suitable hard-wearing flooring and fixtures.

· Option 1 – a purchased prefabricated building would be 160m2, which is the largest size able to be transported by road. There is the ability to customise some aspects including the provision of additional entrance / exit doors providing better flow between the staff amenity building and external areas. There will also be more options for window placement to maximise wall space for library services. There are also extra options regarding colour schemes (internal and external) and the types of flooring available.

· Option 2 – a leased prefabricated building allows for a standard building of 140m2 in size. Whilst this is adequate to provide library services, it is below the recommended size and will reduce the ability to provide all services, as outlined in the service provision assessment. No customisation is provided, it would be the set building options provided by the chosen supplier.

Site suitability

35. Options 1 and 2 utilise the same site so the assessment is consistent across both options. Demolition of the existing, closed library building is required as there is inadequate space to situate a prefabricated building on the site alongside the existing building. Removing the closed library building will remove the issues currently faced with graffiti and vandalism. These options would support reactivation of the space, increasing pedestrian traffic through the town centre and improving safety. They will support a thriving town centre. The site is centrally located, visible and is accessible by public transport and nearby cycle lanes service the area. This site is closer to the population in the Pt Chevalier suburban area, the large-scale development occurring on Carrington Road and Kāinga Ora development in the town centre.

Deliverability

36. Options 1 and 2 deliverability assessment is consistent across both options. Relocatable, prefabricated buildings come with building consent and shorter building timeframes due to being constructed in a controlled environment. Prefabricated building options were investigated further and a site visit to a supplier was undertaken in late March 2024. Indicative images are provided in Attachment A to the Agenda Report. The site has been surveyed and inspections have taken place to confirm suitability and connections for location of a prefabricated building.

37. The build of the prefabricated buildings can occur concurrently to the demolition of the existing library. The procurement process requires multiple quotes, which would add time to the delivery of this option. In addition, the build time of a prefabricated building can only be confirmed by the supplier at the time of ordering. Current estimate for ordering a new building is 10-12 weeks. This leaves a level of uncertainty towards delivery, until those steps are taken. Demolition of the building would take an estimated 2-3 weeks. Therefore, the site would be empty for a period. Overall, these options are estimated to be completed by January 2025.

Impact on long-term library solutions

38. Options 1 and 2 impacts on the long-term library solution are consistent across both options. The indicative business case includes two options related to the existing, closed library building. These are:

· Remediate the existing Pt Chevalier Library and Pt Chevalier Community Centre to the required standard to become fully operational and extend the asset life.

· Develop a community hub on the Pt Chevalier Library site (1221 Great North Road) through redevelopment of the existing facility (including possible expansion).

39. If Option 1 or 2 is selected for the medium-term service, these long-term options will be removed from the indicative business case assessment as the existing library building would be demolished. Consideration would need to be given to the level of investment through the remaining options and it might be that an additional option is included.

40. The remaining long-term options are not impacted and can continue being investigated and considered as part of the indicative business case:

· Develop a new community hub on the Pt Chevalier Library site (1221 Great North Road) as a standalone facility and within a mixed-use development.

· Develop a new community hub on the Pt Chevalier Community Centre/Learning at the Pt site (18-20 Huia Road) as a standalone facility and within a mixed-use development.

· Develop a community hub within leased premises within Pt Chevalier town centre.

41. If the preferred long-term solution is to develop a community hub on the existing library site, the prefabricated building would need to be removed to allow for construction. To enable the continued delivery of library services, options would need to be explored and advice provided to the local board for consideration. This could include relocating the prefabricated building to an alternate site.

Financial considerations

42. Both options 1 and 2 require funding for demolition, groundwork, landscaping and decking to situate the prefabricated building on the site. The community centre can return to normal programming and hireage.

· Option 1 – a purchased prefabricated building requires a one-off purchase cost for the building. The building can be sold when it is no longer required. Current estimates are that 90 per cent of the purchase cost should be able to be recouped through the sale. Relocation and traffic management costs are included in the purchase price. There are no additional ongoing costs following the purchase of the building.

· Option 2 – a leased prefabricated building requires no up-front cost but does require an ongoing annual lease fee for the duration of the time the building is used. There is no cost recovery at the end of use as there is no ability to resell. Transport and traffic management are not included in the purchase price and is required as a one-off when moving the building onto site.

Option 3 - Western Springs Garden Community Hall: establish library services in Hall 2

43. Western Springs Garden Community Hall is a venue for hire facility at 956 Great North Road. It comprises two large halls and has parking and toilet facilities available via the front entry hall.

Community service outcomes

44. The full range of library services are able to be provided at this site as there is enough space/capacity to provide wi-fi, public computers, printing facilities, expanded collection and space for programming / events.

Community facility outcomes

45. The building is structurally sound and well maintained. Hall 2 is currently a large open space of 200m2. Alternations would be required to modify the hall into a library space and an office/staff area would need to be constructed. An additional toilet facility would also need to be constructed if internal access to a toilet was required, otherwise toilets are currently accessed by going outside and into the foyer area.

Site suitability

46. The site is 1km outside of the town centre, which is a 5-minute drive or 15-minute walk. It is therefore not centrally located within the community. This option does not address the safety issues associated with the existing closed library building. Hall 2 adjoins an existing community lease which is within the same wider building footprint, and the increase of patronage from a library may have negative effects on the lease holder. Waiōrea Community Recycling Centre is next door to the site and is accessible via walking paths. The site is across the road from Western Springs Park, and near to the Zoo and MOTAT. Visitors to these locations can put pressure on the car park. Great North Road is well served by bus routes and has a cycle lane.

Deliverability

47. The construction works would require additional service connections which may require consent. This would take approximately three to four months to complete.

Impact on long term library solutions

48. This site is not an option being investigated in the indicative business case for the long-term provision of library and community services. So, there is no impact on the on the long-term work if this option is selected.

Financial considerations

49. The estimate of construction is $230,000. Western Springs Garden Community Hall is the most highly utilised venue for hire facility in the Albert-Eden Local Board area. Repurposing Hall 2 will impact regular and casual hirers of this space, and result in an estimated $50,000 loss of revenue annually. The Pt Chevalier community centre can return to normal programming and hirage, which will return that income stream.

Recommended Option

50. In summary, option 1: Existing library site: demolish library building and replace with purchased prefabricated building is the recommended approach:

· The increased size and ability to customise the building will make it fit for purpose, supporting a wider range of library services and programmes.

· Location of the prefabricated building on the existing site will increase pedestrian traffic through the town centre, increasing safety and supporting a thriving town centre.

· Purchasing the prefabricated building and using the existing site mean the costs across the life of the service provision are kept as low as possible:

o no additional, ongoing lease costs

o no loss of revenue caused by repurposing a hireable site

o resale of the prefabricated once no longer required should recoup 90 per cent of purchase cost.

Tauākī whakaaweawe āhuarangi

Climate impact statement

51. Local community services and venues create a stronger sense of place and foster localism and place-based approaches. This has a positive impact on our resilience to climate change and mitigates increased greenhouse gas emissions.

52. All the three options available to the local board continue to support the local delivery of services, noting option 3: Relocation of library services to Western Springs Garden Community Hall, would increase customers need to travel.

53. The Albert Eden Local Board Plan 2023 considers minimising climate impacts through their initiative: Implement low carbon practices through capital projects when upgrading or developing our assets, e.g. minimising construction waste, investing in renewable and efficient energy and investigation of alternative water sources.

54. Two of the options considered in this report include the demolition of the existing library building and the construction of a prefabricated building. The demolition and deconstruction process will include recycling and/or appropriate disposal of the building materials.

55. For the prefabricated building, controlled, offsite construction to specific size measurements will reduce construction waste. Prefabricated buildings can also be reused once they are no longer needed for the initial purpose, keeping construction materials out of waste streams.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

56. Auckland Council staff from different departments have been consulted in the creation of this advice and are involved in ongoing work regarding the implementation:

· Parks and Community Facilities will be involved in the physical works and contract oversight.

· Communications and library network marketing will continue to deliver a communications plan including updates to the community on decisions and implementation using all available channels.

· Service Investment and Programming will continue the Pt Chevalier library and community services review, with the investigation of long-term options for the retention of library services in Pt Chevalier.

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

Local impacts and local board views

57. Auckland Council publicly consulted on the proposed Long-term Plan 2024-2034 from 28 February to 28 March 2024 which included the Albert-Eden Local Board’s proposed priorities for 2024/2025 to be included in their local board agreement.

58. The local board consulted on the following priorities for 2024/2025:

· settling in at the new, medium-term location for the Pt Chevalier library and continuing to investigate what the long-term library solution might be and how we will fund it.

59. Sixty-five per cent of respondents considered this important to the local community. General support for library services in Pt Chevalier was also demonstrated through 46 comments.

60. Since the closure of the existing library, there have been increasing safety concerns raised by the community. This is mainly due to the decrease in active and passive surveillance by Auckland Council staff and library users being in the area.

61. Concerns have also been raised regarding vandalism and graffiti of the existing building and site and possible health, safety and wellbeing issues as the library building continues to deteriorate.

62. Community members convened a meeting to discuss their concerns which was attended by local board members. This was followed by a presentation at Public Forum at the local board February 2024 business meeting.

63. Options 1 and 2 will support both re-activation of the town centre and address some of the safety and security concerns by reinstating a medium-term service on the existing library site, increasing active and passive surveillance and removing the deteriorating building.

Tauākī whakaaweawe Māori

Māori impact statement

64. Māori comprise 10 per cent of the population in the Albert-Eden Local Board area.

65. The Albert Eden Local Board Plan 2023 has the following key initiative which is often delivered by libraries:

· Support local initiatives that celebrate Māori identity and culture and te reo Māori e.g. celebrating Matariki.

66. Libraries provide welcoming, safe and inclusive environments that deliver digital, facility and community-based services and programmes to promote te reo Māori and te ao Māori. Libraries also recognise significant events through programmes and activities including the celebration of Matariki.

Ngā ritenga ā-pūtea

Financial implications

67. All three options presented in this report require investment of Capital Expenditure (CAPEX) and Operating Expenditure (OPEX) from the local board in 2024/2025.

Table 3 provides the financial breakdown of the three proposed options

Options	Expenses		Total required funds
Option 1 Existing library site: demolish library building and replace with purchased prefabricated building	Building demolition	$250,000	CAPEX total: $1,000,000
	Purchase 160 m² prefab + utility building (includes transportation)	$650,000
	Groundworks / Landscaping / Decking	$100,000
	Staffing and sundry set-up costs (FY25)	$70,000	OPEX total: $70,000
Option 2 Existing library site: demolish library building and replace with leased prefabricated building	Building demolition	$250,000	CAPEX total: $350,000
	Groundworks / Landscaping / Decking	$100,000	CAPEX total: $350,000
	Annual lease cost 140m² + utility building	$75,432	OPEX total: $195,432
	One off transport, traffic management cost	$50,000
	Staffing and sundry set-up costs (FY2024/2025)	$70,000
Option 3 Relocation of services to Western Spring Garden Community Hall	Construction to support library services	$230,000	CAPEX total: $230,000
	Staffing and sundry set-up costs (FY2024/2025)	$70,000	OPEX total: $70,000

68. These expenses would be funded through existing allocations to the Parks and Community Facilities and Connected Communities work programme lines in the 2024/2025 Albert Eden Local Board Work Programme to be adopted at the June 2024 business meeting.

69. To enable the local board to fund the purchase of a prefabricated building, staff have proposed to defer funding project ID20586 Morvern Reserve – Concept Plan – progress delivery from 2025/2026 to 2026/2027. Staff have reflected this change in the 2025-2027 Parks and Community Facilities work programme to be adopted in principle in June 2024.

70. This change to the Parks and Community Facilities work programme enables sufficient capital expenditure funding to deliver option 1.

71. As a result of organisational changes implemented this financial year, $70,000 in savings from the Albert-Eden Connected Communities OPEX budget is available to be allocated to the Pt Chevalier Library pop-up in the 2024/2025 Work Programme to deliver option 1.

72. Option 2 has an ongoing annual OPEX cost of $145,432, $120,000 of which would be met from the operating savings described above. The remaining budget would be sourced from the 2024/2025 local initiatives budget allocated to Albert-Eden Local Board. This has not been identified or recommended in the proposed work programme. Therefore, changes to the draft programme would be required to cover these operating costs.

73. The following work programme lines are recommended in the draft Customer and Community Services work programme 2024/2025 and 2025/2026 report, to fund Option 1:

· #ID47854 - 1221 Great North Road – improvements – Library/Hub: $650,000

· #ID47853 - Pt Chevalier Library – demolish building: $250,000

· #ID48879 - 1221 Great North Road - renew - interior/exterior works: $100,000

· #ID4360 - Pt Chevalier Library Pop Up: $70,000

74. A simple Net Present Value (NPV) analysis has been completed to compare the cash cost to the council for Option 1 - Purchase versus Option 2 - Lease decision for the prefabricated building.

75. Although current estimate for resale value of the purchased prefabricated building is 90 per cent of the purchase price, 75 per cent of this sum has been conservatively modelled. The interest rate of 4.95 per cent is the five-year Auckland Council average as utilised in the Long-term Plan 2024-2034.

76. The results show the Purchase NPV cost of $254,521 is significantly less than the Lease NPV of $359,250, making the option 1 - purchase a better financial option for the council. Under sensitivity analysis, the re-sale price would need to drop to 53 per cent of the original purchase price for the NPV of the Purchase versus Lease option to be indifferent.

77. Purchase versus lease analysis for the prefabricated building.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

78. Staff have identified the below risks and provide relevant mitigations to address these.

Risk type	Risk	Mitigation
Reputational	Public perception that existing building is worth saving	Provide communications that explain why demolition is necessary
Reputational	Public concern that the prefabricated building will become permanent	Provide communications regarding investigations into long term library and community service provision options
Financial	Insufficient funds / cost overruns resulting in inability to complete project	Budget for Option 1 is part of the 2024/2025 Albert-Eden Work Programme to be adopted in June. The major cost (building purchase) is a fixed cost. The demolition budget has a 15 per cent contingency to meet any cost overruns.

Ngā koringa ā-muri

Next steps

79. Following the decision on which option to proceed with, the local board will be required to allocate funding to it via the Albert-Eden Local Board Customer and Community Service Work Programme 2024/2025. Funding to achieve Option 1 is recommended in the work programme adoption report. If another option is decided, changes will be required to the work programme to align funding to the local board decision.

80. If Option 1 is approved by the local board, staff will action:

· final detailed designs

· confirm final quotes

· undertake building demolition of the existing library

· provide communication updates to the community on the local board decision.

81. Estimated completion date for the recommended option is January 2025.

82. Staff will provide the local board with regular progress updates.

83. A workshop to share the key findings of the long-term library and community service provision investigations with the local board is due in quarter 1 of 2024/2025. This will be followed by a report confirming which long-term option to progress.

84. The long-term options being investigated will be adjusted to reflect the local board’s decision on this medium-term option, if relevant.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Attachment A	23

Ngā kaihaina

Signatories

Author

Stephen Johnson– Connected Communities Lead & Coach

Authorisers

Darryl Soljan – General Manager – Connected Communities

Nina Siers - Local Area Manager

Albert-Eden Local Board

27 June 2024

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

File No.: CP2024/07925

Te take mō te pūrongo

Purpose of the report

1. To approve the 2024/2025 Albert-Eden 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 Albert-Eden 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 Albert-Eden 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 Albert-Eden 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 and or the Fairer Funding consultation modelling, reflecting a combination of reallocation and new funding. Local board feedback was provided based on this information as the workshops occurred before Governing Body decisions on the Long-term Plan 2024-2034 (LTP).

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

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

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

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

33. 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 fairer funding proposal/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 2024-2034.
Long-term Plan discrete	Funds associated with activities specifically named and listed in previous long-term plans, including new libraries, community centres and major sports and community infrastructure.
Kauri Dieback Funding	Part of the Natural Environment Targeted Rate (NETR) Fund, this is a regional fund used to implement the national kauri dieback programme standards.
External funding	Budget from external parties, not yet received and held by Customer and Community Services.

Capital projects and budgets

41. The capital projects to be delivered in the Albert-Eden 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 Albert-Eden 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 three summarises the budget sources and allocation for each work programme financial year.

Table three: Albert-Eden 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)	1,280,761	0	0
Opex: Asset-based Services (ABS)	13,275,724	0	0
Capital (Capex): Local Asset Renewals - Budget (ABS)	2,912,103	6,382,240	6,698,152
Capex: Local Asset Renewals - Proposed Allocation (ABS)	2,912,103	2,872,205	3,834,343
Advanced Delivery RAP*	0	0	0
Capex: Local Asset Renewals - Unallocated budget (ABS)	0	3,510,035	2,863,809
Capex: Locally-driven Initiatives (LDI) – Budget	641,480	650,264	660,521
Capex: Locally-driven Initiatives (LDI) - Proposed Allocation	574,601	633,102	516,949
Advanced Delivery RAP*	26,548	0	0
Capex: Locally-driven Initiatives (LDI) - Unallocated budget	40,331	17,163	143,572
Capex: Specific Purpose Funding – Allocation	0	100,000	393,182
Capex: Long-term Plan discrete	0	0	250,000
Capex: External Funding Allocation	547,000	550,000	0
TOTAL ALLOCATIONS	18,590,189	4,155,307	4,994,474

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

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

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

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

Table four: risks and mitigations

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

Ngā koringa ā-muri

Next steps

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

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

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

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Customer and Community Services Work Programme 2024/2025	39
b ⇩	Māori Outcomes	59
c ⇩	Regionally-funded projects	63
d ⇩	Climate Impacts	65

Ngā kaihaina

Signatories

Authors

Darryl Soljan - Manager Customer Experience - North & West Libraries

Claire Stewart - General Manager Active Communities

Taryn Crewe - General Manager Parks and Community Facilities

Justine Haves - General Manager Regional Services & Strategy

Authorisers

Claudia Wyss - Director Customer and Community Services

Nina Siers - Local Area Manager

Albert-Eden Local Board

27 June 2024

Approval of the 2024/2025 Albert-Eden Local Board Local Environmental Work Programme

File No.: CP2024/07017

Te take mō te pūrongo

Purpose of the report

1. To approve the 2024/2025 Albert-Eden Local Board’s Local Environmental Work Programme.

Whakarāpopototanga matua

Executive summary

2. Each year a Local Board Local Environmental Work Programme is developed to respond to the outcomes and objectives identified in the Albert-Eden Local Board Plan 2023 and available Local Driven Initiatives (LDI) budget from the board.

3. This report presents the proposed Albert-Eden Local Board’s Local Environmental Work Programme and associated budgets, which contribute to environmental, water quality and sustainability outcomes, 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 and the continued successful delivery of 2023/2024 programmes. Further detail on what each project will deliver and how is detailed in the analysis and advice section and in Attachment A of this report.

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

· Climate Action Activator - $42,000

· EcoNeighbourhoods - $57,800

· Maungakiekie Songbird - $12,500

· Te Auaunga / Oakley Creek Buffers - $20,000

· Tumeke Bike Hub -$10,000

· Urban Ark Manawa Taiao - $45,800

· Waitītiko / Meola Creek Restoration - $11,500.

6. The proposed work programme has a total value of $199,600 which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2024/2025 financial year.

7. Updates on the delivery of this work programme will be provided through the board’s quarterly performance reports 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 Albert-Eden 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 Activator	$42,000
EcoNeighbourhoods	$57,800
Maungakiekie Songbird	$12,500
Te Auaunga / Oakley Creek Buffers	$20,000
Tumeke Bike Hub	$10,000
Urban Ark Manawa Taiao	$45,8000
Waitītiko / Meola Creek Restoration	$11,500
Total	$199,600

Horopaki

Context

8. 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).

9. The proposed work programme responds to the Environmental objectives identified in the Albert-Eden Local Board Plan 2023. The specific objectives reflected in the work programme are:

· The natural environment is cared for and valued.

· People live low carbon lives and know how to take climate action

· Water quality in Te Auaunga / Oakley Creek, Waititīko / Meola Creek and the Waitematā Harbour Improves.

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

· Albert-Eden Climate Action Plan (2022)

· Albert-Eden Urban Ngahere Action Plan (2021)

· 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”.

11. 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

12. The proposed work programme is made up of activities continuing from previous financial years, including ongoing programmes. These programmes contribute towards the delivery of the Albert-Eden Local Board Plan 2023 environmental objectives, as detailed above.

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

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

Climate Action Activator ($42,000)

15. The board has indicated it would like to continue to support the climate action activator in the 2024/2025 financial year. This programme will continue to implement the local climate action plan that was developed in 2022. This work will help achieve the local board’s commitment to reduce climate impacts through guiding local action in response to the climate emergency.

16. The activator will:

· respond to Auckland Council’s Climate Emergency declaration and deliver on Te Tāruke-ā-Tāwhiri : Auckland’s Climate Plan by supporting and enabling community climate action

· support implementation of the local Albert-Eden Climate Action Plan (2022)

· facilitate collaboration between community members, iwi, youth, practitioners and local businesses and support them to identify and prioritise strategic community-based low carbon outcomes

· continue to have a strong focus on transport, specifically encouraging and enabling low carbon local journeys to respond to the increased housing density coming to the local board area.

· support, broker and accelerate local climate action.

17. The board allocated $40,000 to this programme in the 2023/2024 financial year. The board has indicated that it will allocate $42,000 towards this programme in 2024/2025. The increase in funding in 2024/2025 will help the programme to maintain delivery levels in response to cost inflation.

EcoNeighbourhoods - $57,800

18. The board has indicated that it would like to continue to fund the EcoNeighbourhoods Albert-Eden programme in the 2024/2025 financial year.

19. EcoNeighbourhood groups are alliances made by six or more neighbours from different households who have gotten together with the aim of adopting sustainable low carbon practices and increasing their resilience to climate change impacts. Groups receive up to 12 hours facilitation support and up to $1,000 worth of incentives, discounts and/or training.

20. EcoNeighbourhoods aims to reduce emissions and increase community resilience through supporting the priorities and actions of the local community. Groups may focus their efforts on reducing energy demand, reducing waste, trying out sustainable transport options and increasing local food production.

21. The project will have 18 or more groups enrolled and each group will hold at least two activities in the 2024/2025 financial year

22. The board allocated $55,000 to this programme in the 2023/2024 financial year. The board has indicated that it will allocate $57,800 towards this programme in 2024/2025. The increase in funding in 2024/2025 will help the programme to maintain delivery levels in response to cost inflation.

Maungakiekie Songbird - $12,500

23. The board has indicated that it would like to continue to fund the Maungakiekie Songbird programme around the Maungakiekie maunga in the 2024/2025 financial year. The board provided $10,000 to co-fund this programme with the Maungakiekie-Tāmaki Local Board in 2023/2024.

24. The $12,500 funding requested for this programme from the Albert-Eden Local Board will be used to support a community coordinator to provide advice, tools and resources to the community, businesses, and schools to undertake pest control and monitoring around the Maungakiekie maunga.

25. This programme will help support native wildlife and birdsong to flourish in and around the maunga. Schools, communities, and businesses will be empowered to take actions to improve their local environment. Funding of $12,500 is also being sought from the Maungakiekie-Tāmaki Local Board to increase environmental outcomes across the maunga and surrounding areas.

26. The board has indicated that it will allocate $12,500 towards this programme in 2024/2025. The increase in budget for 2024/2025 will cover additional coordinator time and resources for pest control and education.

Te Auaunga / Oakley Creek Buffers - $20,000

27. The board has indicated that it would like to continue to fund the Te Auaunga / Oakley Creek Buffers programme in the 2024/2025 financial year.

28. This programme will support private landowners living next to high-value parks and reserves to control invasive weeds, creating a buffer to protect these areas from continued weed invasion. The programme will continue with private properties directly adjoining Te Auaunga / Oakley Creek and may expand outwards to properties that have not previously been visited.

29. The programme will include:

· identifying key buffer areas around Oakley Creek

· identifying target weed species to be included for control

· liaising with owners and occupiers and undertake weed control with permission from the landowner

· providing advice and support for landowners and occupiers.

30. The board allocated $15,000 to this programme in the 2023/2024 financial year. The board has indicated that it will allocate $20,000 towards this programme in 2024/2025. The additional $5,000 in budget means there will be a moderate increase in the number of properties visited for weed eradication.

Tumeke Bike Hub - $10,000

31. The local board has indicated that it would like to continue to fund a bike hub programme. The board has supported this programme for five years.

32. Staff recommend that the local board allocates $10,000 to the bike hub programme in the 2023/2024 financial year, which will support:

· the operation of the Tumeke Cycle Space Bike Hub continues at Gribblehirst Park

· continue to support local events with bike repair services

· employment of a part time community coordinator to work alongside volunteers to ensure regular, expanded opening hours and a predictable and consistent community service.

33. The board allocated $10,000 to this programme in the 2023/2024 financial year. The board has indicated that it will allocate $10,000 towards this programme in 2024/2025.

Urban Ark Manawa Taiao - $45,800

34. The local board has indicated it would like to continue to support the Urban Ark programme in the 2024/2025 financial year. This programme will continue to expand the work of Urban Ark Manawa Taiao through funding for a coordinator, facilitator costs and resources.

35. Funding for this project will support community groups to restore native habitat and protect native biodiversity by undertaking pest control and planting native trees and shrubs.

36. Urban Ark Manawa Taiao is a collaborative community-led initiative that works at a landscape scale, currently working across both the Albert-Eden and Waitematā Local Board areas. The group helps to coordinate and support community conservation groups in the central suburbs of Westmere, Point Chevalier, Kingsland, Western Springs, Morningside and Grey Lynn, with a goal of providing habitats where indigenous wildlife can thrive.

37. The programme has been jointly funded with the Waitematā Local Board. In 2020/2021, both local boards provided $15,000 each toward this programme. In 2021/2022 and 2022/2023, Albert-Eden Local Board had a higher investment of $40,000. This increase in funding in part reflects the programme incorporating the Epsom rock forest landowner assistance programme in the Albert-Eden area which had $10,000 of funding in 2020/2021 and 2022/2023.

38. In 2024/2025 the Waitematā Local Board has indicated they will allocate $50,000 towards this programme. Staff recommend that the Albert-Eden Local Board allocate $55,000 to this programme for the 2023/2024 financial year.

39. The board allocated $40,000 to this programme in the 2023/2024 financial year. The board has indicated that it will allocate $45,800 towards this programme in 2024/2025 due to budget constraints. This extra funding will allow for Pasadena School to join the schools treasuring Waiōrea environmental education programme. The budget will also allow for core programme delivery to remain at the same level as 2023/2024 rather than an increase in delivery as recommended by staff.

Waitītiko / Meola Creek Restoration - $11,500

40. The local board has indicated it would like to continue to support the Waititīko / Meola Creek restoration project in the 2024/2025 financial year. In 2023/2024 the local board allocated $18,000 towards this project.

41. This programme supports a catchment approach to restoring Waitītiko by empowering community and school groups to undertake water quality monitoring, riparian restoration planting and some maintenance.

42. This project is jointly funded with the Waitematā Local Board as the stream passes through both local board areas. The Waitematā Local Board invested $21,000 for the 2023/2024 financial year and indicated that they will allocate $21,500 in 2024/2025.

43. The board allocated $9,800 to this programme in the 2023/2024 financial year. Staff recommended a budget of $11,500 in 2024/2025 to allow for the project to scale back up a small amount. The board has indicated that it will allocate $11,500 towards this programme in 2024/2025.

Tauākī whakaaweawe āhuarangi

Climate impact statement

44. 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 Albert-Eden Local Board developed an action plan in 2022 which guides climate activities. The Local Environmental Work Programme specifically contributes towards the following goals from the climate action plan:

· Protect unique biodiverse areas.

· Involve the community in conservation actions in their local area.

· Fund community initiatives, behaviour change and education programmes, events and activations to encourage the shift to fossil fuel-free transport modes, more walking, scooting and cycling.

· Increase our communities’ understanding of climate change and help them take practical action to reduce emissions.

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

· Increase the ability of residents to enjoy seasonal and locally produced food with a low carbon footprint.

· Lead by example, support and enable our residents to make sustainable food choices.

· Support rangatahi to play a significant role in finding, and being part of, climate solutions.

· Māori, the natural environment (taiao), whenua (land) and sea (tangaroa) are flourishing and able to support people for generations to come (intergenerational equity).

45. 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.

46. 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
Bike hub	This programme aims to reduce emissions by increasing community uptake of active transport and reducing carbon footprints. It also aims to increase community resilience through increased sustainable living and increased community connections.
Climate action programme	In alignment with priorities of Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan and the Albert-Eden Local Climate Action Plan, specifically the ‘Community and Coast’ priority actions, this programme will support Aucklanders to become more resilient and reduce their carbon footprint. The programme aims to reduce emissions by identifying gaps and strategic opportunities and collaborations that will build on existing local activity.
EcoNeighbourhoods	This programme aims 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.
Maungakiekie songbird	Protection of native trees through undertaking pest plant and animal control in these work programmes will increase carbon sequestration. Carbon sequestration is the long-term removal, capture, or sequestration of carbon dioxide from the atmosphere to slow or reverse atmospheric carbon dioxide pollution and to mitigate global warming.
Te Auaunga / Oakley Creek pest plant control buffer programme
Urban Ark strategic plan implementation
Waitītiko / Meola Creek restoration	Freshwater 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.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

47. 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.

48. 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

49. The projects proposed for inclusion in the board’s Local Environmental Work Programme will have positive environmental outcomes across the Albert-Eden Local Board area. Particular focus areas for the 2024/2025 work programme include Gribblehirst Park, Maungakiekie, Te Auaunga and Waitītiko. Maungakiekie songbird, and Urban Ark are also involved in the delivery of the work programme.

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

Tauākī whakaaweawe Māori

Māori impact statement

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

52. 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.

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

54. 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
Climate action activator	Kaitiakitanga	The activator will endeavor to work with mana whenua and mataawaka to identify and deliver low carbon outcomes for Māori.
Maungakiekie songbird	Kaitiakitanga	The Tupuna Maunga Authority will be collaborated with throughout the programme.
Waitītiko / Meola Creek restoration	Kaitiakitanga	Te Mahurehure Marae sits adjacent to the awa and a relationship with the marae is ongoing within the restoration programme and kaitiakitanga of the awa.

55. 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

56. The proposed Local Environmental Work Programme for 2024/2025 totals to $199,600 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

57. If the proposed Local Environmental Work Programme is not approved in a timely manner, there is a risk that activities may be delayed or not delivered within the financial year.

58. Risks and mitigations for new activity lines were considered during the scoping phase.

59. 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.

60. 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.

61. 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
Bike hub	The location of the bike hub at Gribblehirst Park means that the programme must continue to align with relevant landowner approvals and community leases for the site.	Staff from across council will collaborate with Gribblehirst hub and tumeke cycle space to enable the bike hub to operate at the site.	Low
Climate action programme	The programme depends on the willingness and availability of key stakeholders to participate in working group meetings and invest their time in helping to implement the Albert-Eden Climate Action Plan.	Staff will ensure the contractor has local knowledge to effectively engage with community groups.	Low
EcoNeighbourhoods	The collective knowledge of this programme sits with three people (two contractors and a staff member), should both contractors be lost then there would be a significant workload to maintain the programme.	Contractors have expressed a willingness to continue with this programme and staff are working to capture the collective knowledge.	Low
Maungakiekie songbird	The long-term sustainability of the programme will require ongoing community leadership and co-ordination to support both individuals and groups across the local board area.	The contractor has experience in community engagement and has already established work in the Maungakiekie-Tāmaki and Albert-Eden Local Board areas.	Low
Te Auaunga / Oakley Creek pest plant control buffer programme	The long-term sustainability of the programme will require ongoing community leadership and co-ordination to support both individuals and groups across the local board area.	This programme has been running well over the last three years and the contractors have experience with community engagement.	Low
Urban Ark strategic plan implementation	There is a risk that the coordinator is unwilling to renew contract, and a new position would have to be advertised.	The contractor has expressed supporting for continuing the programme.	Low
Waitītiko / Meola Creek restoration	The stream restoration outcomes are dependent on community participation.	Volunteer groups have a long-term commitment to caring for waterways, which will encourage high community participation.	Low

62. 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

63. 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.

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	2024-2025 Albert-Eden Local Board Local Environmental Work Programme	81

Ngā kaihaina

Signatories

Authors

Nick FitzHerbert - Team Leader Relationship Advisory

Taylor Farrell - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Nina Siers - Local Area Manager

Albert-Eden Local Board

27 June 2024

New community lease to Mt Eden Bowls Incorporated at Nicholson Park, 25 Poronui Street, Mt Eden

File No.: CP2024/07597

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Albert-Eden Local Board to grant a new community lease to Mt Eden Bowls Incorporated, at Nicholson Park, located at 25 Poronui Street, Mt Eden.

Whakarāpopototanga matua

Executive summary

2. Mt Eden Bowls Incorporated (club) seek a new community lease to continue occupation and operation from the club-owned building at Nicholson Park, located at 25 Poronui Street, Mt Eden.

3. The club currently holds a lease which has reached final expiry on 31 September 2022. The lease is holding over on a month-by-month basis on the same terms and conditions until terminated or a new lease is granted.

4. The proposed new lease was identified by the Albert-Eden Local Board as part of its Customer and Community Services: Community Leases Work Programme 2022-2023 at their 21 June 2022 local board meeting (resolution number AE/2022/103).

5. The club aims to promote and advance the game of bowls. These activities align with the Albert-Eden Local Board Plan 2023:

· Our Community – our communities have the places and activities that enhance their lifestyles.

6. The club has provided all required information including financials, showing that it has sufficient funds, and is managed appropriately. The club has all the necessary insurance cover, including public liability insurance.

7. Given that the building is owned by the club, under Auckland Council’s Community Occupancy Guidelines 2012 (updated July 2023), the club has an automatic right to re-apply for a new lease at the end of the term. The club also occupy a second building being the ex-croquet club building. The club have occupied and maintained this building since the 1980’s, when the croquet club dissolved. The croquet building is owned by Auckland Council.

8. Public notification and iwi consultation is not required as the 1993 management plan for the park contemplates the club and its activities.

9. A site visit was undertaken by the staff in January 2023, and the facility is in good condition and well maintained. The premises are well utilised.

10. A community outcomes plan has been agreed and will be appended to the lease.

11. The assessment of the application was discussed with the local board at a workshop on 14 March 2024. The local board indicated in principle support for the proposed lease and requested that the footprint of the lease area be reduced by 1327sqm at the first renewal of any new lease to make this area available for other users of the park.

12. A small part of the bowling green is located in a flood-sensitive zone and is likely to be impacted by climate change.

13. This report recommends that a new community lease be granted to Mt Eden Bowls Incorporated for a term of three years commencing from 1 July 2024 with one three (3) year right of renewal.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) whakaae / grant, a new community lease to Mt Eden Bowls Incorporated at 25 Poronui St, Mt Eden on the land legally described as Part Lot 49 Sec 5 & 6 Suburbs of Auckland, subject to the following terms and conditions:

i) initial term – three (3) years, commencing 1 July 2024 and expiring on 30 June 2027 for an area comprising approximately 11,292m2 (Attachment A Site Plan 1 Nicholson Park – Mt Eden Bowling Club)

ii) renewal term – one right of renewal of three (3) years, commencing 1 July 2027 and expiring on 30 June 2030 for an area comprising approximately 9,965m2 (Attachment B Site Plan 2 Nicholson Park – Mt Eden Bowling Club)

iii) rent – $1,300 plus Goods and Services Tax (GST) per annum

iv) community outcomes plan - to be appended to the lease as a schedule of the lease agreement.

b) whakaae / approve all other terms and conditions in accordance with the Reserves Act 1977, the Auckland Council Community Occupancy Guidelines 2012 (updated July 2023), and the Auckland Council standard form community lease agreement.

Horopaki

Context

14. Local boards have the allocated authority relating to local recreation, sport, and community facilities, including community leasing matters.

15. The Albert-Eden Local Board approved the Customer and Community Services: Community Leases Work Programme 2022-2023 at their 21 June 2022 local board meeting (resolution number AE/2022/103).

16. The progression of this lease to the club at Nicholson Park, 25 Poronui Street, Mt Eden was part of the approved work programme. This report considers the new community lease as approved on the work programme.

Land, building/s and lease

17. Nicholson Park is located at 25 Poronui Street, Mt Eden (refer to Attachment A Site Plan – Nicholson Park, 25 Poronui Street, Mt Eden). The site is made up of two sections:

· Section 5 SO 490837 Record of Title 854972 is owned by the Crown for education purposes. The land is leased to Auckland Council for 99 years from 1 November 1997. It is not subject to the Reserves Act.

· Part Allotment 49 Section 6 Suburbs of Auckland is held by the Crown through the Department of Conservation as a classified recreation reserve, subject to the provisions of the Reserves Act 1977 and vested in Auckland Council in trust.

18. The club holds a community lease for the group owned building and the council owned building (ex-croquet building) on council owned land situated at Nicholson Park, 25 Poronui Street, Mt Eden.

19. All operational and maintenance costs in relation to the buildings are borne by the club.

20. The building is primarily used by the club to encourage and provide for the community to participate in playing bowls.

Mt Eden Bowls Incorporation

21. The club was established in 1896 and has a proud tradition of lawn bowls dating back over 100 years. Its primary purpose is to promote, advance and safeguard the Game of Bowls and within the Albert-Eden Local Board area. The club is affiliated to Bowls NZ.

22. The club has 135 members, which includes both men and women from the age of 14. The club is run by a team of three full-time volunteers and ten part-time volunteers with one part-time paid staff. Over 400 people play bowls on the greens by way of social or business work functions. The club supports the local community by making its facility available for hire.

23. The club has been operating from Nicholson Park since 1930’s. The main building and other improvements are owned by the club.

24. The ex-croquet club pavilion which is located in the middle of the site is owned by council, and was included as part of the lease to the bowling club when the croquet club folded in 1970’s. The bowling club has been maintaining this building including reroofing and painting and use it for storage.

25. On 30 April 1969, following some years of reduced membership numbers, the Mount Eden Croquet Club relinquished their tenancy of the greens in Nicholson Park, deciding not to continue into the 1969-70 season. The land was subsequently divided between the bowling and tennis clubs, and the croquet pavilion used as storage for the Bowling Club.

26. The club current community lease with the council commenced on 1 October 2007 and has expired on the 31 September 2022. The lease to the group is holding over on a month-by-month basis on the same terms and conditions until terminated or a new lease is formalised.

Tātaritanga me ngā tohutohu

Analysis and advice

27. Under the Auckland Council Community Occupancy Guidelines 2012, groups that own their own buildings have an automatic right to re-apply for a new lease at the end of their occupancy term. The club is exercising this right by applying for a new lease.

Public notification and engagement

28. In accordance with section 54(2A)(a) of the Reserves Act 1977, public notification and engagement is not required as the 1993 Nicholson Park Management Plan contemplates the club and its activities.

Assessment of the application

29. The club has submitted a comprehensive application supporting the new lease and is able to demonstrate its ability to deliver its bowling services.

30. The club has provided financials which identify that its accounts and funds are being managed appropriately and it has sufficient funds to meet its liabilities.

31. The club has the necessary insurance cover, including public liability insurance, in place.

32. A site visit undertaken on 10 January 2023. The facility is well managed and appears to be well maintained.

33. The club has installed a new all-weather surface. There is also a three-year plan for an interior ground floor full upgrade of the club house.

34. In addition to several bowling programmes and competitions, the club also offers pétanque. These programmes provide an active form of recreation and exercise that can improve fitness, coordination, and confidence. In March 2024, the club launched “Twilight bowls” offering an opportunity to the public to engage in social bowls.

35. The club offers their facilities to local community groups and local businesses for use as a conference venue or hireage for private functions. This is available for booking all year round.

36. A community outcomes plan has been negotiated with the club to identify the benefits it will provide to the community. This will be attached as a schedule to the lease agreement.

37. Staff recommend that a new community lease be granted to the club for a term of three (3) years commencing from 1 July 2024 with one three (3) year right of renewal.

38. The assessment of the application was discussed with the local board at their workshop on 14 March 2024. The local board indicated in principle support of the lease proposal and requested that the footprint of the lease area be reduced by 1,327sqm and make this area available for other users of the park.

Tauākī whakaaweawe āhuarangi

Climate impact statement

39. It is anticipated that activation of the building will not result in an increase of greenhouse gas emission.

40. To improve environmental outcomes and mitigate climate change impacts, the council advocates that the lease holder:

· use sustainable waste, energy and water efficiency systems

· use eco labelled products and services

· seek opportunities to reduce greenhouse gas emissions from lease-related activities.

41. All measures taken are aimed at meeting council’s climate goals, as set out in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan, which are:

· to reduce greenhouse gas emissions to reach net zero emissions by 2050 and

· to prepare the region for the adverse impacts of climate change.

42. Climate change has an unlikely potential to impact the lease, even though part of the leased area is located in a flood-sensitive area. The area that is flood prone sits on the lower-level front lawn in the bowling green and is contained by a low stone wall. The club are aware of the flood prone area.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

43. Council staff from within the Customer and Community Services Directorate have been consulted. They are supportive of the proposed lease as it will include positive outcomes.

44. The catchment planning manager from the Healthy Waters team assessment indicated that it is unlikely that there would be any play on either area during significant storm events. The main building which is the “habitable” part of the site is elevated away from both the flood prone and floodplain areas and was unlikely to be affected during storms.

45. The proposed new lease has no identified impact on other parts of the council group. The views of council-controlled organisations were not required for the preparation of this report’s advice.

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

Local impacts and local board views

46. The proposed lease will benefit the community by enabling initiatives that promote include activities that will be delivered from the facility.

47. The delivered activities align and support the Albert-Eden Local Board Plan 2023:

· Our Community - Our communities have the places and activities that enhance their lifestyles.

Tauākī whakaaweawe Māori

Māori impact statement

48. Iwi engagement is not required as the 1993 Nicholson Park Management Plan recognises the club and its activities.

49. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its statutory obligations and relationship commitments to Māori. The council recognises these responsibilities are distinct from the Crown’s Treaty obligations and fall within a local government Tāmaki Makaurau context.

50. These commitments are articulated in the council’s key strategic planning documents the Auckland Plan, the Long-term Plan 2021-2031, the Unitary Plan (operative in part), individual local board plans and in Whiria Te Muka Tangata, Auckland Council’s Māori Responsiveness Framework.

51. Community leases support a wide range of activities and groups. Leases are awarded based on an understanding of local needs, interests, and priorities. The activities and services provided by leaseholders create benefits for many local communities, including Māori.

52. The club has agreed, via a community outcomes plan, to deliver Māori Outcomes that reflect their local community.

53. The Community Outcomes Plan will identify benefits for Māori and the wider community through representation and participation as well as benefits to health and well-being.

Ngā ritenga ā-pūtea

Financial implications

54. Staff have consulted with the Financial Strategy and Planning department of the council. No concerns were raised regarding the financial implications for the proposed new lease to the club.

55. On the 8 June 2023 the annual budget was approved by the governing body which included changes to the Community Occupancy Guidelines of the rent fee for a community ground lease from $1 per annum to $1,300 plus GST per annum effective from 1 July 2023.

56. If the local board chooses to retain the level of rent at $1, there will be no requirement for the local board to top up the community lease revenue budget. However, the local board will not have the benefit of the additional revenue of $1,299 per annum over the initial term of the lease. The level of rent can be reviewed on renewal of the lease and at the expiry of the initial term.

57. Ongoing maintenance of the asset is covered by lessee.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

58. Should the local board resolve not to grant the proposed community lease to the club at Nicholson Park, 25 Poronui Street, Mt Eden, the club’s ability to undertake all current and future activities will be negatively impacted. This will have an adverse impact on the achievement of the desired local board plan outcomes.

59. Additionally, should a lease not be granted, it may impact the maintenance and the facility is likely to fall into disrepair. The new lease provides the club with security of tenure. This enables the club to attend to the scheduled maintenance of the facility.

Ngā koringa ā-muri

Next steps

60. If the local board resolves to the grant the proposed new community lease, staff will work with Mt Eden Bowls to finalise a lease agreement in accordance with the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Attachment A - Site Plan 1 Nicholson Park - Mt Eden Bowling Club	93
b ⇩	Attachment B - Site Plan 2 Nicholson Park - Mt Eden Bowling Club	95

Ngā kaihaina

Signatories

Author

Jeimy Figueros - Business Coordinator

Authorisers

Kim O’Neill - Head of Property & Commercial Business

Nina Siers - Local Area Manager

Albert-Eden Local Board

27 June 2024

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

File No.: CP2024/08804

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 Albert-Eden Local Board:

a) provide views on the Draft Regional Land Transport Plan 2024-2034.

Horopaki

Context

What is the Regional Land Transport Plan

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:

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

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

iii) 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 Albert-Eden Local Board workshopped the draft RLTP on 30 May and 20 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 Albert-Eden Local Board workshopped the draft RLTP on 30 May and 20 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	103
b ⇩	Regional Land Transport Plan (RLTP) workshop presentation material with local advice	107

Ngā kaihaina

Signatories

Author

Ben Stallworthy - Principal Advisor Strategic Relationships, Auckland Transport

Authorisers

Louise Mason - General Manager Local Board Services

Nina Siers - Local Area Manager

Albert-Eden Local Board

27 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.: CP2024/08038

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 Albert-Eden 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	278
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 Specialist

Authorisers

Parul Sood - General Manager Waste Solutions

Barry Potter - Director Infrastructure and Environmental Services

Louise Mason – General Manager, Local Board Services

Nina Siers - Local Area Manager

Albert-Eden Local Board

27 June 2024

Permanent changes to landowner approval process for filming activities

File No.: CP2024/07309

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 Albert-Eden 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	191

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

Nina Siers - Local Area Manager

Albert-Eden Local Board

27 June 2024

Auckland Citizens Advice Bureaux Funding Model Options

File No.: CP2024/07734

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

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

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

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

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

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

Horopaki

Context

CAB and ACABx structure

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

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

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

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

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

Image: Auckland CAB and ACABx Structure

Number and type of client interactions

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

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

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

Implementation of June 2023 Governance Body decisions

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

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

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

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

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

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

18. In response to the above resolution:

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

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

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

Auckland CAB Regional Strategic Plan 2024-2027

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

· Auckland CABs working together for better outcomes for clients

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

· sustainable and adequate funding

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

· sufficient number of high performing and values driven volunteers.

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

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

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

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

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

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

Option Two: Subregional model

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

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

Option Three: Regional and outcomes focussed model

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

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

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

Table 1: Comparative analysis/assessment of funding models

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

Proposed implementation of new funding model

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Wayne Levick - Regional Partnerships Lead

Authorisers

Claudia Wyss - Director Customer and Community Services

Megan Tyler - Chief of Strategy

Louise Mason - General Manager Local Board Services

Nina Siers - Local Area Manager

Chairperson	Kendyl Smith
Deputy Chairperson	Margi Watson
Members	José Fowler
	Julia Maskill
	Christina Robertson
	Liv Roe
	Rex Smith
	Jack Tan

No.	Title	Page
a ⇩	Albert-Eden Local Board Workshop Record - 16 May 2024	247
b ⇩	Albert-Eden Local Board Workshop Record - 30 May 2024	251
c ⇩	Albert-Eden Local Board Workshop Record - 6 June 2024	255
d ⇩	Albert-Eden Local Board Workshop Record - 13 June 2024	257

Author	Michael Mendoza - Democracy Advisor
Authoriser	Nina Siers - Local Area Manager