Agenda of Howick Local Board - Thursday, 27 June 2024

1 Nau mai | Welcome

The Chair will open the meeting and welcome everyone present.

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 Howick Local Board:

a) whakaū / confirm the ordinary minutes of its meeting, held on Thursday, 16 May 2024, including the confidential section, and the ordinary minutes of its meeting, held Thursday 13 June 2024, as true and correct records.

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 Howick 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 - Lexie Palmer- General Manager Howick Historical Village

Te take mō te pūrongo

Purpose of the report

1. Lexie Palmer- General Manager of Howick Historical Village will present the good work that the Village has done this past year.

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

a) whakamihi / thank Lexie Palmer from the Howick Historical Village for her deputation and attendance.

8.2 Deputation - Andrew Laing - Chairperson East Auckland Tourism

Te take mō te pūrongo

Purpose of the report

1. Andrew Laing, Chairperson of East Auckland Tourism would like to a present to the Board details of current projects, expected growth and how this impacts the local Howick economy.

2. East Auckland Tourism mission statement is to capture and create local tourism opportunities, within New Zealand’s strongest and most rapidly growing business sector, that lay the foundation for sustained promotion and visitation to the wider East Auckland Community.

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

a) whakamihi / thank Andrew Laing from East Auckland Tourism for his deputation and attendance.

8.3 Deputation - Auckland Brit & Euro Classic Car Show (ABECCS)

Te take mō te pūrongo

Purpose of the report

1. The committee of the Auckland Brit & Euro Classic Car Show (ABECCS) would like to present to the board success of the 3 March 2024 show, where hundreds of classic cars parked at Pakuranga’s Lloyd Elsmore Park.

2. The Auckland Brit & Euro Classic Car Show is a chance for people of all ages – from littlies to those in their twilight years – to get up close and personal with some of history’s most beautiful vehicles. Planning is underway for the next car show on 2 March 2025, registrations will open soon.

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

a) whakamihi / thank the committee of the Auckland Brit & Euro Classic Car Show, Chairperson - Hasita Wimalachandra, Secretary - Darryl Bretherton and Patron Laurie Hayward for their deputation and attendance.

9 Te Matapaki Tūmatanui | Public Forum

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

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

10 Ngā Pakihi Autaia | Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Ngā Pānui mō ngā Mōtini | Notices of Motion

Under Standing Order 2.5.1 a Notice of Motion has been received from Member B Kendall

as mover and Member J Spiller as seconder for consideration under item 12.

No.	Title	Page
a ⇨	Notice of Motion – Member Bruce Kendall – Request for rubbish bin reinstalment of three bins in the Howick Local Board Area and signage attached to the most used bins

No.	Title	Page
a ⇨	27 June 2024, Howick Local Board: Chairperson's Report - Chair Light's Written Report

Howick Local Board

27 June 2024

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

File No.: CP2024/07760

Te take mō te pūrongo

Purpose of the report

1. To approve the 2024/2025 Howick 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 Howick 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 Howick 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 Howick 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 Howick 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 Howick 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: Howick 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)	1,503,480	0	0
Opex: Asset Based Services (ABS)	29,643,004	0	0
Capital (Capex): Local Asset Renewals - Budget (ABS)	6,423,362	8,291,975	8,724,830
Capex: Local Asset Renewals - Proposed Allocation (ABS)	4,654,970	7,635,839	8,180,360
Advanced Delivery RAP*	1,769,392	0	0
Capex: Local Asset Renewals - Unallocated budget (ABS)	0	656,136	544,470
Storm Damage Capex	493,812
Capex: Locally Driven Initiatives (LDI) – Budget	951,282	965,190	981,294
Capex: Locally Driven Initiatives (LDI) - Proposed Allocation	951,282	910,380	699,620
Advanced Delivery RAP*	0	0	0
Capex: Locally Driven Initiatives (LDI) - Unallocated budget	0	54,810	281,674
Capex: Growth projects Allocation	49,000	304,000	580,000
Capex: Coastal projects Allocation	0	0	0
Capex: Slips Prevention projects Allocation	62,967	0	0
Capex: Specific Purpose Funding – Allocation	0	0	0
Capex: One Local Initiative	0	1,000,000	8,602,570
Capex: Long-term Plan discrete	247,211	1,174,843	5,165,756
TOTAL ALLOCATIONS	37,111,914	11,025,062	23,228,306

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 guidance

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 ⇨	Cusotmer and Community Services Work Programme 2024/2025
b ⇨	Māori Outcomes
c ⇨	Regionally funded activities
d ⇨	Climate Impacts

Ngā kaihaina

Signatories

Authors

Claire Stewart - General Manager Pools and Leisure

Taryn Crewe - General Manager Parks and Community Facilities

Justine Haves - General Manager Waste Solutions

Darryl Soljan - Manager Customer Experience - North & West Libraries

Pam Elgar – General Manager Community and Social Innovation

Authorisers

Claudia Wyss - Director Customer and Community Services

Victoria Villaraza - Local Area Manager

Howick Local Board

27 June 2024

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

File No.: CP2024/06774

Te take mō te pūrongo

Purpose of the report

1. To approve the 2024/2025 Howick 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 Howick Local Board Plan 2023 and available Local Driven Initiatives (LDI) budget from the board. The 2024/2025 programme for approval contributes towards environmental, water quality, sustainability and waste minimisation outcomes (see attachment A).

3. This report presents the proposed Howick Local Board’s Local Environmental Work Programme and associated budgets for approval for the 2024/2025 financial year (see Attachment A).

4. The work programme has been developed through a series of workshops between November 2023 and May 2024, where the local board provided feedback to staff on programme and activity prioritisation. The development of projects has been guided by the 2023 local board plan, the continued successful delivery of 2023/2024 programmes (in particular that from Healthy Waters) and the desire from the board to develop further programmes that deliver on stream restoration, regaining native biodiversity by reducing pest plants in the environment. 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 Howick Local Board Local Environmental Work Programme includes the following activities to be delivered in 2024/2025, with budgets as listed below:

· Botany/Pakuranga Creek Restoration Project - $26,000

· Construction Waste Enforcement and Leadership - $60,000

· Howick Schools Sustainable Communities Project - $36,000

· Howick stream improvement programme - $305,300

· Industrial Pollution Prevention Programme – East Tāmaki - $45,000

· Pest Free Howick Ward - $200,000

· Tāmaki Estuary Environmental Forum - $8,500

6. The proposed work programme has a total value of $680,800, which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2024/2025 financial year.

7. The proposed work programme also notes $900,000 in regionally funded asset-based services capital expenditure for the following coastal renewals programmes:

· Eastern Beach stream training walls - $100,000

· Farm Cove beach replenishment - $200,000

· Howick Beach - renew seawall - $300,000

· Rotary Walkway retaining wall - $200,000

· Tamaki River - Sanctuary Point Rotary Walkway renew gabion seawall - $100,000

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

Ngā tūtohunga

Recommendation/s

That the Howick 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
Botany/Pakuranga Creek Restoration Project	$26,000
Construction Waste Enforcement and Leadership	$60,000
Howick Schools Sustainable Communities Project	$36,000
Howick stream improvement programme	$305,300
Industrial Pollution Prevention Programme – East Tāmaki (Howick)	$45,000
Pest Free Howick Ward	$200,000
Tāmaki Estuary Environmental Forum – Howick	$8,500
Total	$680,800

b) tuhi ā-taipitopito / note the allocation of $900,000 regionally funded asset based services capital expenditure budget towards the following programmes in the 2024/2025 financial year:

Activity name	2024/2025 budget for approval
Eastern Beach stream training walls	$100,000
Farm Cove beach replenishment	$200,000
Howick Beach - renew seawall	$300,000
Rotary Walkway retaining wall	$200,000
Tamaki River - Sanctuary Point Rotary Walkway renew gabion seawall	$100,000
Total	$900,000

Horopaki

Context

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

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

· protect our natural environment

· empower the community to take environmental action

· protect and enhance our unique coastline

· protect the mauri / lifeforce of our awa / waterways

· our large natural areas are enhanced and protected

· accessible waste reduction services and activities.

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

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

· National Policy Statement on Freshwater Management 2020

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

Proposed Local Environmental Work Programme developed for 2024/2025

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

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

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

Botany/Pakuranga Creek Restoration Project - $26,000

16. This is a new programme developed by staff at Healthy Waters based on the direction given by the board in November 2023. The programme delivers on the 2023 local board plan’s initiative, ‘protect the mauri / lifeforce of our awa / waterways’ and ‘protect our natural environment’.

17. This programme aims to empower community by enabling community stream restoration in the Papakura and Botany Creek Catchment. The funding towards this programme will include:

· a stream restoration/management plan will be developed as an easy-to-use resource for the community to undertake practical stream restoration activities

· appropriate methods to eliminate herbaceous weeds efficiently and effectively from stream margins and accessways

· site preparation for the different planting zones

· working with volunteers (schools, neighbours) to control moth plant

· removing woody weeds (particularly woolly nightshade, privet, willows, gorse, and bamboo).

18. The board has indicated that it would like to allocate $26,000 towards this programme in 2024/2025 financial year.

Construction Waste Enforcement and Leadership - $60,000

19. The board has indicated that it would like to continue to support this programme to address illegal dumping of construction and demolition waste in Howick Local Board area. The board funded this programme with $60,000 in 2023/2024.

20. Staff recommend that the board continue to support the engagement of a construction and demolition waste advisor to work with builders and developers to improve site practices and act in a reporting function for compliance.

21. The advisor will focus on:

· weekly surveillance and reporting of breaches of the Litter Act, the Solid Waste bylaw, and the Building Act to the appropriate compliance teams in the council

· verbal engagement with builders and developers to promote installation of silt and security fences to prevent littering, and to encourage improving site waste practices related to littering and problematic materials such as polystyrene

· developing examples of leading practice by builders and developers in the Howick Local Board area to promote through industry associations such as Master Builders.

22. The board has indicated that it would like to allocate $60,000 towards this programme in 2024/2025 financial year.

Howick Schools Sustainable Communities Project - $36,000

23. The board has indicated it would like to continue to support this programme in 2024/2025 financial year to build sustainable communities in the Howick Local Board area. This programme is formerly known as the Howick Schools Waste Minimisation Programme.

24. In 2023/2024, the board allocated $45,000 towards this programme mainly for the procurement of materials required for Waste Minimisation activities. For 2024/2025 financial year, the participating schools have indicated that they would like to receive support to implement climate action plans in the programme hence the required budget will be lesser than 2023/2024 financial year meaning there will be no requirement of purchasing Waste Minimisation equipment.

25. The purpose of this programme is to support new and already engaged schools and early childhood centres to take new actions to help build sustainable communities. In 2024/2025, the funding allocated to this programme will be used for:

· wages of Carbon Calculator coordinator who will work eight hours a week

· sourcing materials and appropriate systems for continued food waste minimisation with the help of bokashi bins, compost bins, worm farms, and mulcher

· growing and preparing vegetarian meals, or energy conservation, increased biodiversity, conscious consumerism, maintain stream health and data collection

· educating local schools to connect their projects to their carbon footprint

· auditing and measuring the actions by the coordinator.

26. This programme will contribute towards empowering well informed young people, supported by their teachers and principals leading community action to change behaviour in school and community to be sustainable. Such as how to be pest free, conserve energy, increase biodiversity, turn food waste into compost for gardens to grow prepare and share vegetarian kai, make active transport choices, care for local waterways, beaches, and parks, monitor storm water drains.

27. The board has indicated that it would like to allocate $36,000 towards this programme in 2024/2025 financial year.

Howick stream improvement programme - $305,300

28. The board has indicated it would continue their support for initiatives that improve water quality and stream environments in the 2024/2025 financial year.

29. This budget will fund the Ōtara Waterways and Lake Trust to carry out stream restoration and engagement activities. This includes budget for Ōtara Waterways and Lake Trust staff, and resources required to deliver the activities.

30. Activities delivered and funded under this programme include:

· stream restoration and community engagement

· increased percentage of riparian vegetation which assists with improving water quality, increases habitat for native species, and decreases flooding risk. This helps in reduction of environmental weed presence

· waste minimisation education and support to low-income families

· improving connection to mana whenua to develop and strengthen this relationship

· supporting the Stream Team social enterprise that focuses on hiring local people and upskilling them on environmental restoration work

31. The board has indicated that it would like to allocate $305,300 towards this programme in 2024/2025 financial year.

Industrial Pollution Prevention Programme East Tāmaki - $45,000

32. The board has indicated it would like to continue to support the Industrial pollution prevention programme in the 2024/2025 financial year. The board funded this programme with $45,000 in 2023/2024.

33. This programme is primarily educational and informs industry about the impacts their activities may be having on local waterways.

34. The programme includes a site inspection and discussion with business owners about potential issues around pollution as well as waste minimisation techniques and spill training. If changes are recommended, a report is sent to the business and a follow up is conducted. If on follow-up the recommendations have not been taken up a report is passed onto the Regulatory Compliance team and Healthy Waters follow-up to enquire into the progress of the complaints and issues.

35. The programme involves a Geographic Information System mapping exercise to ensure that commercial businesses understand the stormwater network connections in relation to local waterways. In 2024/2025 the programme will focus on visiting industry in East Tāmaki.

36. The board has indicated that it would like to allocate $45,000 towards this programme in 2024/2025 financial year.

Pest Free Howick Ward - $200,000

37. The board has indicated it would like to continue to support the development and implementation of Pest Free Howick Ward initiatives in the 2024/2025 financial year. The board funded this programme with $200,000 in 2023/2024.

38. Staff recommend that the board allocate $200,000 to fund the following package of pest-free initiatives in 2024/2025:

· support community groups to become more sustainable by promoting volunteering and efficiency to help build capacity to successfully serve their communities

· empower community groups and organisations to co-deliver projects with Auckland Council, and to take action to protect and maintain community assets

· support activities that bring our diverse communities together

· strengthen relationships with Ngāi Tai ki Tāmaki to identify joint aspirations and priorities and acknowledge them as kaitiaki of our area

· continue to support the Pest Free Howick Ward pest animal and plant programme to grow and become more self-sufficient

· support and connect local environmental groups to share resources and promote greater collaboration

· work with local communities and schools to deliver projects that restore sensitive ecological areas, improve local water quality, reduce pests, clean up our environment, and allow people to connect with nature

· support community-led initiatives to restore and enhance our natural environment

· support Ngāi Tai ki Tāmaki in its management of Te Naupata / Musick Point.

39. The board has indicated that it would like to allocate $200,000 towards this programme in 2024/2025 financial year.

Tāmaki Estuary Environmental Forum – Howick - $8,500

40. The Tāmaki Estuary Environmental Forum group was formed in 1988 and is supported by Auckland Council and the local boards within the immediate are of the Tāmaki Estuary. The forum includes the Howick, Māngere-Ōtāhuhu, Maungakiekie-Tāmaki, Ōrākei, and Ōtara-Papatoetoe Local Boards. Members include local community groups, businesses and individual residents who have an interest in protecting and restoring the mauri of the Tāmaki Estuary.

41. The forum coordinator organizes bimonthly meetings where topics and issues related to the Tāmaki Estuary are discussed.

42. Objectives of the forum include:

· initiating and enabling community led advocacy and responses to issues adversely affecting the health of the Tāmaki Estuary

· raising awareness about how individual behaviours may negatively affect the Tāmaki Estuary

· supporting elected member advocacy for better outcomes for the Tāmaki Estuary.

43. In 2023/2024, each local board was asked to contribute $8,000 to the forum to cover the wages of the forum coordinator, as well as small-scale community initiatives to promote health of the estuary.

44. In 2024/2025, staff are requesting $8,500 from each of the five contributing local boards to increase both the coordinator’s hours and enable more forum-led initiatives.

Regionally funded asset-based capital expenditure programmes

45. Some regionally funded coastal renewal projects are noted within this local environmental work programme as while they occur on local assets they are funded regionally. Updates on the works in the local board area will be provided to the local board as work is progressed.

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

Eastern Beach stream training walls – $100,000

47. This is a new project to be commenced within the 2024/2025 financial year.

48. The programme will renew the stream training walls at the southern end of Eastern Beach adjacent to Macleans Park. Recent condition assessment of the walls has noted the structure is in poor condition prompting inclusion within the work programme.

Farm Cove beach replenishment – $200,000

49. The programme will focus on stage 2 of the Bramley Drive Project to complete beach renourishment at Farm Cove to mitigate end effects and improve beach amenity.

Howick Beach – renew seawall – $300,000

50. The programme will focus on renewing the seawall near the boat club to repair damage from storms and realign the wall to better link to other wall segments in the area.

Rotary Walkway retaining wall – $200,000

51. This is a new project to be commenced within the 2024/2025 financial year.

52. The project will focus on renewal of a 30m coastal timber piled retaining wall to prevent undermining of the Rotary Walkway east of St Kentigern's College.

Tamaki River - Sanctuary Point Rotary Walkway renew gabion seawall - $100,000

53. This is a new project to be commenced within the 2024/2025 financial year.

54. The project will focus on the renewal of the tiered gabion basket seawall at Fisher Parade Esplanade, Sanctuary Point Farm Cove.

Tauākī whakaaweawe āhuarangi

Climate impact statement

55. 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.

56. 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.

57. 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
Botany/Pakuranga Creek Restoration Project	When freshwater ecosystems are healthy and thriving, they provide many ecological services such as flood mitigation, habitat for native biodiversity, and carbon sequestration through riparian plants. These programmes will increase healthy freshwater ecosystems.
Howick stream improvement programme
Industrial Pollution Prevention Programme – East Tāmaki (Howick)
Tāmaki Estuary Environmental Forum – Howick
Construction Waste Enforcement and Leadership	Reduction of waste to landfill will lower greenhouse gas emissions and change behaviour in communities both in waste minimisation practice and consumer choice. The education component of the school’s programme will directly link student action to carbon measures linking adaptation behaviours and increasing community resilience for the future.
Howick Schools Sustainable Communities Project
Pest Free Howick Ward	Ecological restoration contributes to carbon sequestration and therefore contributes to greenhouse gas reduction. Management of exotic species’ impacts is one of the main ways in which we can improve resilience of Auckland’s biodiversity to climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

58. The work programme was developed through a collaborative approach by operational council departments, with each department represented in the integrated team that presented the draft work programme to the local board at a series of workshops.

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

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

Local impacts and local board views

60. The projects proposed for inclusion in the board’s Local Environmental Work Programme will have positive environmental outcomes across the Howick Local Board area. Particular focus areas for the 2024/2025 work programme include Te Naupata Musick Point, East Tāmaki, the Tāmaki Estuary, and Flat Bush. Trap Library East Auckland and Ngai Tai ki Tamaki are also involved in delivery of the Pest Free Howick programme.

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

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

Table 2: Māori outcome delivery through proposed activities

Activity name	Māori outcome	Māori outcome description
Botany/Pakuranga Creek Restoration Project	Kaitiakitanga	The Mana Whenua will be informed of the project and their input taken into consideration.
Howick stream improvement programme	Te reo Māori; Māori business, tourism and employment; kaitiakitanga; and realising rangatahi potential	The Ōtara Lake and Waterways Trust has identified a critical need to consult and engage with mana whenua in all aspects of the Trust’s work. The Trusts is currently participating in Auckland Council’s community advisory programme – of which engagement with mana whenua may be a focus area identified for the trust.
Industrial Pollution Prevention Programme – East Tāmaki (Howick)	Kaitiakitanga	This programme was designed in collaboration with mana whenua in 2013. Mana Whenua have been sent invitations to be involved in the programme and to join contractor on-site visits, no involvement has taken place to date.
Pest Free Howick Ward	Kaitiakitanga	Part of the programme will continue to work with Ngāi Tai ki Tāmaki on Musick Point/Te Naupata. This site has significance to Ngāi Tai ki Tāmaki. They have expressed interest in carrying out work on this land. A bait station and a trap network set-up is being actively managed, along with targeted pest plant control programmes, which are supported by council staff.
Tāmaki Estuary Environmental Forum – Howick	Kaitiakitanga	A strategic focus for Tāmaki Estuary Environmental Forum is engaging with mana whenua to integrate overarching values and guiding principles that align and promote Te Ao Māori. This includes incorporating Te Reo Māori into educational materials produced for the forum.

66. Where aspects of the proposed work programme are anticipated to have a significant impact on activity of importance to Māori then appropriate engagement will be undertaken.

Ngā ritenga ā-pūtea

Financial implications

67. The proposed Local Environmental Work Programme for 2024/2025 totals to $680,800 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.

68. The proposed work programme also notes $900,000 in regionally funded asset-based services capital expenditure for the coastal renewal programmes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

69. 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.

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

71. 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.

72. 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.

73. 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
Botany/Pakuranga Creek Restoration Project	Extreme weather events can delay implementation of restoration activities.	Ensure water table is adequately replenished before planting.	Low
Construction Waste Enforcement and Leadership	There is a risk of lack of willingness by builders to engage with the programme. There may also be issues with language barriers.	Consistent presence will raise the profile of problematic waste practices, and there have been high engagement in this programme in past financial years, therefore this is considered a love risk. To mitigate this, brochure information has been translated and staff continue to work closely with the Chinese Conservation Education Trust	Low
Howick Schools Sustainable Communities Project	Change of staff or unavailability of contractor to continue programme. A lack of school engagement, or commitment or change of staff may mean the programme is not delivered.	A suitable contractor is currently engaged and is able to continue and therefore this is considered low risk. This is unlikely due to the relevance to the schools’ curriculum topics and the existing relationships council has with the schools in the area.	Low
Howick stream improvement programme	Weather may not be suitable for planting events. There is a risk of lack of uptake from the local community.	Staff will build contingency plans for adverse weather. The Ōtara Lake and Waterways Trust have worked with the local community for many years, so this is considered a low risk.	Low
Industrial Pollution Prevention Programme – East Tāmaki	This programme is dependent on the businesses being willing to cooperate. Success is measured by the number of recommendations that have been implemented so a risk of no implementations does exist.	Enough businesses have been identified to ensure that there are sufficient businesses to engage with if not all are interested. There has been a high uptake from businesses in previous financial years.	Low
Pest Free Howick Ward	There is a risk of being unable to obtain the right contractor. There is a risk of community change in demand and values (for example no longer supporting the use of herbicide in their area).	A suitable contractor is currently engaged and able to continue and therefore this is considered low risk. This can be mitigated by using alternatives if necessary	Low
Tāmaki Estuary Environmental Forum	This programme is dependent on the sourcing of a suitable contractor to coordinate the forum.	It is expected that the current coordinator will be able to continue in the role and staff are confident that other contractors would be available if necessary.	74. Medium
Tāmaki Estuary Environmental Forum	The Clean Stream Watch programme relies on community engagement and input to be successful.	Individual leaders within the forum will be designated to oversee an area to actively engage the community to participate in monitoring activities to share ownership and responsibility of water quality results for their Local area	74. Medium

75. 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

76. 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.

77. 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 Howick Local Environmental Work programme

Ngā kaihaina

Signatories

Authors

Kartik Bhat - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Victoria Villaraza - Local Area Manager

No.	Title	Page
a ⇨	Howick Local Board P&P Work Programme 2024-2025

Howick Local Board

27 June 2024

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

File No.: CP2024/07062

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

· Howick Village Association – implementing broadening (expansion) of the Howick BID boundary area - $5,000

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

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

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

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

Horopaki

Context

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

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

· Outcome: Our Economy.

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

· Objective 5.1: Support local business recovery.

Activity name – Howick Village Association (HVA) support to implement a BID expansion project – $5,000.

11. This funding will support HVA to expand the Howick BID boundary area, including working towards a BID expansion ballot.

12. The BID Policy sets out the requirements for expanding a BID Programme, including the BID ballot/voting process. This funding (2024/2025) allows the HVA to plan and set the framework for a BID expansion project including a BID ballot.

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

15. The work programme was developed through a collaborative approach by operational council departments, with each department represented in the integrated team that presented the draft work programme to the local board at a series of workshops.

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

Local impacts and local board views

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

17. The activities in the proposed work programme align with the Howick Local Board Plan 2023 outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

19. The proposed External Partnerships-Business Associations work programme budget for 2024/2025 is $5,000 of the boards locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total draft budget for 2024/2025.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Table 1: Significant risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Howick Village Association (HVA) - support to expand the Howick BID programme	Little or no interest from those businesses identified within the expansion area.	Quarterly reporting on progress	Low
HVA – BID expansion project	Insufficient resources to undertake a BID expansion project.	Quarterly reporting on progress	Medium

21. 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

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

23. 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 ⇨	External Partnerships-Business Associations 2024/2025 work programme

Ngā kaihaina

Signatories

Authors

Claire Siddens - Principal Advisor

Authorisers

Alastair Cameron - Manager - CCO Governance & External Partnerships

Victoria Villaraza - Local Area Manager

Howick Local Board

27 June 2024

Howick Quick Response Round Two 2023/2024 grant allocations

File No.: CP2024/07419

Te take mō te pūrongo

Purpose of the report

1. To provide the Howick Local Board with information on applications in the Howick Quick Response round two 2023/2024; to enable a decision to fund, part fund or decline each application.

Whakarāpopototanga matua

Executive summary

2. The Howick Local Board adopted the Howick Local Board Community Grants Programme 2023/2024 on 20 July 2023 (Attachment A). The document sets application guidelines for contestable grants.

3. This report presents applications received in the Howick Quick Response round two 2023/2024 (Attachment B).

4. The local board has set a total community grants budget of $387,220.00 for the 2023/2024 financial year.

5. For the 2023/2024 financial year, there are a total of two Local Grant rounds, two Multi-board and two Quick Response rounds.

6. On the 19 October 2023 $48,000.00 was removed from the Howick Community Grants Budget and given to Howick Youth Facility and Programmes – HW/2023/195.

7. Twenty-two applications have been received for the 2023/2024 Howick Quick Response round two, requesting a total of $45,335.94.

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

a) agree to fund, part-fund, or decline each application in Howick Quick Response round two 2023/2024 listed in the following table:

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
QR2407-131	Action Education Incorporated	Arts and culture	Towards the cost of 12 spoken word workshops	$3,000.00	Eligible
QR2407-116	BirdCare Aotearoa	Community	Towards the cost of Veterinary Disinfectant	$1,628.00	Eligible
QR2407-119	Blue Light Ventures Incorporated	Community	Towards the cost of 50 Rainbows End entry tickets	$1,435.00	Eligible
QR2407-126	Brain Play Limited	Community	Towards the cost of laptop hire, 3D printer and pen hire, filament for 3D printers	$2,995.60	Eligible
QR2407-108	Captain Musick Air Scouts	Community	Towards the cost of rent	$2,968.00	Ineligible
QR2407-120	Cirque It Aerial Arts Limited	Arts and culture	Towards the cost of hiring chairs, lighting and sound, photography and director fees	$1,172.00	Eligible
QR2407-102	Combined Probus Club of Botany Downs	Community	Towards the cost of venue hire at the Eastview Baptist Church	$1,000.00	Eligible
QR2407-109	Eastview Baptist Church	Community	Towards speaker costs and venue hire at the Eastview Baptist Church	$1,000.00	Eligible
QR2407-133	FitTeens Limited	Sport and recreation	Towards the cost of subsidising a four week gym programme and venue hire	$3,000.00	Eligible
QR2407-121	Howick/Botany Neighbourhood Support Group	Community	Towards the cost of Woolworths gift cards, printer toner, brochures letterbox stickers, envelopes, window stickers, and street signs	$3,000.00	Ineligible
QR2407-101	Howick Art Group Incorporated	Arts and culture	Towards the cost of venue hire and advertising for the Howick Art Group Spring Exhibition	$2,915.00	Eligible
QR2407-128	Howick Playcentre Incorporated	Sport and recreation	Towards the cost of equipment and resource for a Nature Day session	$2,985.53	Eligible
QR2407-114	Howick Village Association Incorporated	Events	Towards traffic management costs for the Howick Village Christmas Fair	$3,000.00	Eligible
QR2407-113	Life Education Trust Counties Manukau	Community	Towards the cost of a new Blackhawk canopy	$985.31	Eligible
QR2407-111	New Zealand Multicultural Arts & Sports Centre Incorporated	Community	Towards the cost of costumes, props and equipment for performances	$3,000.00	Eligible
QR2407-127	Pakuranga Athletic Club Incorporated	Sport and recreation	Towards the cost of participation ribbons, clip boards, three sets of two walkie talkies, a Seiko printer stopwatch, Facebook advertising and HART sports equipment	$2,990.00	Eligible
QR2407-132	Roskill Together Trust Janani Mohanakrishnan	Environment	Towards the cost of marketing, programme delivery and reporting costs	$2,000.00	Eligible
QR2407-125	Squash Auckland Incorporated	Sport and recreation	Towards a new Oppo A58 smartphone	$349.00	Eligible
QR2407-107	The Combined Probus Club of Ormiston	Community	Towards the cost of bus hire fees	$1,000.00	Eligible
QR2407-129	The Howick Tennis Club Incorporated	Sport and recreation	Towards the cost of Head Coach wages	$2,340.00	Eligible
QR2407-117	Valerie Wei Yi Ong	Arts and culture	Towards the cost of the applicants artist fee, materials and venue hire at Ormiston Activity Centre	$572.50	Eligible
QR2407-124	Warriors Community Foundation	Community	Towards wages for a programme coordinator	$2,000.00	Eligible
Total				$45,335.94

Horopaki

Context https://acintranet.aklc.govt.nz/EN/workingatcouncil/techandtools/infocouncil/Pages/Context.aspx

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

9. Auckland Council Community Grants Policy supports each local board to adopt a grants programme. The local board grants programme sets out:

· local board priorities

· higher priorities for funding

· lower priorities for funding

· exclusions

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

· any additional accountability requirements.

10. The Howick Local Board adopted the Howick Local Board Community Grants Programme 2023/2024 on 20 July 2023 (Attachment A). The document sets application guidelines for contestable grants.

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

Tātaritanga me ngā tohutohu

Analysis and advice

12. The aim of the local board grant programme is to deliver projects and activities which align with the outcomes identified in the Howick Local Board Plan. All applications have been assessed utilising the Community Grants Policy and the local board grant programme criteria. The eligibility of each application is identified in the report recommendations.

13. As outlined in the Howick Grants Programme 2023/2024, staff have also assessed each application according to which applications to the needs of the community in support of the recovery from COVID-19.

Tauākī whakaaweawe āhuarangi

Climate impact statement https://acintranet.aklc.govt.nz/EN/workingatcouncil/techandtools/infocouncil/Pages/Climate-impact-statement.aspx

14. The Local Board Grants Programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups for projects that support and enable community climate action. Community climate action involves reducing or responding to climate change by local residents in a locally relevant way.

15. Local board grants can contribute to expanding climate action by supporting projects that reduce carbon emissions and increase community resilience to climate impacts. Examples of projects include local food production and food waste reduction; increasing access to single-occupancy transport options; home energy efficiency and community renewable energy generation; local tree planting and streamside revegetation; and educating about sustainable lifestyle choices that reduce carbon footprints.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views https://acintranet.aklc.govt.nz/EN/workingatcouncil/techandtools/infocouncil/Pages/CouncilGroupImpactsAndViews.aspx

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

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

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

Local impacts and local board views

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

19. The local board is requested to note that section 48 of the Community Grants Policy states; “We will also provide feedback to unsuccessful grant applicants about why they have been declined, so they will know what they can do to increase their chances of success next time”.

20. A summary of each application received through the Howick Quick Response round two, is provided (refer Attachment B)

Tauākī whakaaweawe Māori

Māori impact statement

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

22. Twelve applicants applying to the Howick Quick Response round one have indicated that their project targets Māori or contribute to Māori outcomes.

Ngā ritenga ā-pūtea

Financial implications

23. The allocation of grants to community groups is within the adopted Long-term Plan 2021-2031 and local board agreements.

24. The Howick Local Board adopted the Howick Local Board Community Grants Programme 2023/2024 on 20 July 2023 (Attachment A). The document sets application guidelines for contestable grants.

25. The local board has set a total community grants budget of $387,220.00 for the 2023/2024 financial year.

26. For the 2023/2024 financial year, there are a total of two Local Grant rounds, two Multi-board and two Quick Response rounds.

27. On the 19 October 2023 $48,000.00 was removed from the Howick Community Grants Budget and given to Howick Youth Facility and Programmes – HW/2023/195.

28. On the 23 November 2023 a total of $117,296.80 was granted to the Howick Local Grant round one and Multi-board grant round one applicants, leaving a remaining budget of $221,923.20.

29. On the 14 December 2023 a total amount of $34,909.28 was granted to the Quick Response round one applicants, leaving a remaining grant budget of $187,013.92.

30. On the 18 April 2024 a total amount of $146,503.00 was granted in the Local Grant and Multi-board grant round two, leaving a remaining total of $40,510.60 in the community grants budget.

31. Twenty-two applications have been received for the 2023/2024 Howick Quick Response round two, requesting a total of $45,335.94.

32. Relevant staff from Auckland Council’s Finance Department have been fully involved in the development of all local board work programmes, including financial information in this report, and have not identified any financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations https://acintranet.aklc.govt.nz/EN/workingatcouncil/techandtools/infocouncil/Pages/Risks.aspx

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

Ngā koringa ā-muri

Next steps

34. Following the Howick Local Board allocation of funding for the Quick Response round two 2023/2024, Commercial and Finance staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Howick Community Grant Programme 2023/2024
b ⇨	Howick Quick Response round two - application summary

Ngā kaihaina

Signatories

Authors

Arna Casey - Grants Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Victoria Villaraza - Local Area Manager

Howick Local Board

27 June 2024

178R Clovelly Road (Rogers Park) - new lease - Bucklands Beach Association Football Club

File No.: CP2024/08864

Te take mō te pūrongo

Purpose of the report

1. To seek approval to grant a new community lease to Bucklands Beach Association Football Club (the club) for Rogers Park located at 178R Clovelly Road, Bucklands Beach.

Whakarāpopototanga matua

Executive summary

2. Bucklands Beach Association Football Club (the club) seeks a new community lease to continue occupation and operation from a group-owned building at Rogers Park, Bucklands Beach.

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

4. The new lease was identified and approved as part of 2023/2024 Howick Local Board Customer and Community Services work programme at their 17 August 2023 local board meeting (resolution number HW/2023/126)

5. The club aims to provide community and family orientated football coaching to all ages and abilities. These activities align with the local board plan 2023 outcome: Our Community.

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

7. As this is a group-owned building, they have an automatic right to reapply for a new lease at the end of their occupancy term.

8. A site visit has been undertaken by staff and staff identified a few maintenance items the club needed to attend to. The club has attended to some and submitted a maintenance plan for other building maintenance items.

9. No submissions or objections to the publicly notified proposal were received.

10. No response or requests for hui or kaitiaki site visits were received from the iwi and mana whenua groups who were engaged with.

11. Council staff from the Sports Maintenance team was supportive of the proposed lease and no further comments were received from other staff.

12. This report recommends that a new community lease be granted to Bucklands Beach Association Football Club for a term of 10 years, commencing 15 July 2024, with one 10-year right of renewal.

13. If the local board decides to grant the lease, staff will work with the lessee to finalise the lease agreement.

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

a) whakaae / grant, a new community lease to the Bucklands Beach Association Football Club for an area comprising approximately 323.9m2 located at 178R Clovelly Road, Bucklands Beach on the land legally described as Lot 198 DP 54959 (as per Attachment A – Bucklands Beach Association Football Club for Rogers Park located at 178R Clovelly Road, Bucklands Beach), subject to the following terms and conditions:

b) term – 10 years, commencing 15 July 2024, with one 10 year right of renewal.

c) rent –$1300 plus GST per annum.

d) Note, Council is entitled to review the rental amount and the terms and conditions of the community lease in general at any time in accordance with any community occupancy guideline or policy it may put in place, from time to time.

e) Community Outcomes Plan - to be appended to the lease as a schedule of the lease agreement (as per Attachment B – Community Outcomes Plan).

f) whakaae / approve all other terms and conditions in accordance with the Reserves Act 1977 and the Auckland Council Community Occupancy Guidelines 2012.

g) tuhi ā-taipitopito / note that public notification and iwi engagement for Auckland Council’s intention to grant a new community lease to Bucklands Beach Association Football Club located at Rogers Park at 178R Clovelly Road, Bucklands Beach has been undertaken.

h) tuhi ā-taipitopito / note that no objections to the notified proposal of the new community lease to Bucklands Beach Association Football Club located at Rogers Park at 178R Clovelly Road, Bucklands Beach were received.

Horopaki

Context

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

15. The Howick Local Board approved the Customer and Community Services: Community Leases Work Programme 2023-2024 at their local board meeting on 17 August 2023 (resolution number HW/2023/126).

16. The progression of this lease to the club) at Rogers Park 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. Rogers Park is located at 178R Clovelly Road, Bucklands Beach (refer to Attachment A Site Plan - Bucklands Beach Association Football Club, Rogers Park, Bucklands Beach). The land is legally described as Lot 198 DP 54959 and classified recreation reserve subject to the Reserves Act 1977.

18. Bucklands Beach Association Football Club holds a community lease for their group owned building on council owned land situated at Rogers Park.

19. For a group owned building, all operational and maintenance costs are borne by the lessee.

20. The building is primarily used by the group to provide football related services

21. These programmes provide community and family-oriented football in the Howick local board area.

Bucklands Beach Association Football Club

22. Bucklands Beach Association Football Club was established in 1988 and its primary purpose is to provide:

· football coaching,

· football for all abilities across the ages.

23. The club has 1428 members including junior, youth and senior age groups, one full-time and two part-time staff, and 100+ volunteers.

24. The group has been operating from Rogers Park since 1988.

25. The club’s current community lease with the council commenced on 1 April 2002 and has expired on 31 March 2022. The lease to the group is held 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

26. Under the Community Occupancy Guidelines 2012, groups that own their own buildings have an automatic right to reapply for a new lease at the end of their occupancy term. Bucklands Beach Association Football Club is exercising this right by applying for a new lease. The local board has the discretion to vary the term of the lease if it wishes. However, the guidelines suggest that where the term is varied, it aligns with one of the recommended terms.

Public notification and engagement

27. As there is no adopted reserve management plan, public notification and formal iwi engagement is required under the Reserves Act 1977 prior to any lease being granted.

28. The proposed new community lease to the Bucklands Beach Association Football Club for the land at Rogers Park was publicly notified. The notification appeared in the Howick and Eastern newspaper on 29 May 2024 and the Auckland Council website’s Have Your Say webpage with a submission deadline of 27 June 2024.

29. The cost of the public notification was met by the Parks and Community Facilities department of the council.

30. No submissions or objections to the notified proposal were received.

Assessment of the application

31. The club has submitted a comprehensive application supporting the new lease request and is able to demonstrate its ability to deliver community focused and family orientated football including coaching and playing experiences for all ages from 5 to over 50s across all abilities.

32. The area proposed to be leased to the Bucklands Beach Association Football Club consists of approximately 323.9m²and is outlined in Attachment A – Site Plan Bucklands Beach Association Football Club, Rogers Park, Bucklands Beach.

33. The club has provided financials which show that accounting records are being kept, funds are being managed appropriately and there are sufficient funds to meet liabilities.

34. The club has all necessary insurance coverage, including public liability insurance, in place.

35. A site visit has been undertaken by staff and the facility is being managed and maintained. All management and operational costs are funded by the club.

36. The club has also fixed the downpipes and spouting on the club building. The club has also submitted a maintenance plan for attending to future building maintenance items.

37. The club meets the requirements set out under the Auckland Council’s Community Occupancy Guidelines 2012.

38. 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 and is attached to this report as Attachment B.

39. Staff recommend that a new community lease be granted to Bucklands Beach Association Football Club for a term of 10 years commencing from 15 July 2024 as per recommendations with one 10-year right of renewal.

Tauākī whakaaweawe āhuarangi

Climate impact statement

40. It is anticipated that activation of the building will result in an increase of greenhouse gas emission. However, the building will enable people to enjoy positive healthy lifestyles and will increase capability and connections within local community.

41. To improve environmental outcomes and mitigate climate change impacts, the council advocates that the leaseholder:

· 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

42. 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.

43. Climate change has some potential to impact the lease area. The building is in a coastal area, but not subject to flood prone risk.

44. Council’s Coastal Management team have advised that the clubrooms themselves will not be affected until the effects of long-term sea-level rise are realised. Some nuisance flooding of the adjacent fields may be expected earlier than this which will affect the service levels, but the Coastal Specialist has advised the coastal risk was negligible based on the proposed tenure term. The coastal erosion lines are also set well seaward of the clubrooms.

45. The Shoreline Adaptation Plan for this area is currently in development which sets out the short, medium, and long term high-level management strategies for the coast. It was noted that due to the club’s location being predominantly outside the coastal hazard area, the strategies are unlikely to have a significant influence at this location.

A satellite view of a lake

Description automatically generated
Image 1: The club building is outside of floodplain and flood prone areas

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

46. Council staff from within the Customer and Community Services Directorate have been consulted. Staff from the Sports Maintenance team is supportive of the proposed lease and no further comments were received from other staff.

47. 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

48. The proposed lease will benefit the community by enabling initiatives that promote community-focused football for all ages and abilities and coaching for the Howick Local Board area and its surrounding communities.

49. The assessment of the application was discussed with the Howick Local Board at their workshop on 16 May 2024. The local board indicated its in principle support of the lease proposal.

50. The local board noted that they were happy for an incremental yearly increase in rent for the club from their current rent levels to $1300 as recommended under the Community Occupancy Guidelines 2012.

51. If the local board resolve to take this staged approach to the rent increase, the financial advice is proposed as $500 for the initial year increasing to $800 for the second year and $1300 per annum from the third year onwards.

52. The delivered activities align with the following Howick Local Board Plan 2023 outcome:

Table 1: 2023 Local Board Plan outcome/s and objective/s

Outcome	Objective
Outcome: Community	Community facilities, spaces and activities enable people to participate, learn and grow

Tauākī whakaaweawe Māori

Māori impact statement

53. Iwi engagement about the council’s intention to grant a new community lease for a new community lease to Bucklands Beach Association Football Club for Rogers Park located at 178R Clovelly Road, Bucklands Beach was undertaken in January 2024 with the iwi groups identified as having an interest in the land in the Howick/Owairoa Local Board area.

54. The iwi engagement involved an email to all iwi identified as having an interest in the area as captured in Attachment C- Email to Iwi, containing detailed information on the land, the lessee, the lease proposal as per Section 4 of the Conservation Act 1987.

55. No objections or requests for hui or kaitiaki site visits were received from the iwi and mana whenua groups who responded.

56. The lessee has agreed, via the Community Outcomes Plan, to deliver Māori Outcomes that reflect their local community as per Attachment B of this report. The lease will benefit Māori and the wider community through health and well-being, and community connections.

57. 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.

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

59. Community leasing aims to increase Māori wellbeing through targeted support for Māori community development projects.

60. 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.

Ngā ritenga ā-pūtea

Financial implications

61. Staff have consulted with the Financial Strategy and Planning Department of the council.

62. 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 $1.00 per annum to $1,300.00 plus GST per annum effective from 1 July 2023.

63. If the local board chooses to adjust the level of rent from $1,300 per annum, there will be no requirement for the local board to top up the difference. However, the local board will not have the full benefit of the $1,300 revenue per annum over the lease period.

64. Based on a workshop with the Howick Local Board on 16 May 2024 the local board indicated support of an incremental increase of rent as advised under paragraph 50 and 51 above.

65. All costs relating to the advertisement of the council’s intention to grant the proposed lease will be borne by the Parks and Community Facilities department of Auckland Council.

66. Staff have consulted with the Financial Strategy and Planning department of the council which recommended that the rental condition of the lease to be reviewed on a triennial basis, with the first review to be three years after the commencement date of the lease.

67. Furthermore, no concerns were raised regarding the financial implications for the new lease to Bucklands Beach Association Football Club (the club) at Rogers Park, Bucklands Beach.

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

69. Should the local board resolve not to grant the proposed community lease to Bucklands Beach Association Football Club for Rogers Park located at 178R Clovelly Road, Bucklands Beach, the group’s ability to undertake all current and future activities may be negatively impacted. This will have an adverse impact on the achievement of the desired local board plan outcome and may result in negative publicity or reputational impact for council.

70. The new lease affords the groups security of tenure, enabling them to attend to the scheduled maintenance of the facility.

Ngā koringa ā-muri

Next steps

71. If the local board resolves to grant the proposed new community lease, staff will work with the Bucklands Beach Association Football Club to finalise the lease agreements in accordance with the local board decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Site Plan
b ⇨	Community Outcomes Plan
c ⇨	Email to Iwi
d ⇨	Email to Iwi attachment

Ngā kaihaina

Signatories

Authors

Tsz Ning Chung - Community Lease Specialist

Authorisers

Allan Christensen - Manager Land Advisory Services

Victoria Villaraza - Local Area Manager

Howick Local Board

27 June 2024

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

File No.: CP2024/08709

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 Howick Local Board:

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

Horopaki

Context

What is the Regional Land Transport 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.

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

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

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

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

Local board views

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

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

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

Information about public engagement

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

14. AT’s engagement included:

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

· running radio, print and social media notification of engagement

· providing opportunities to engage electronically through the AT website

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

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

· meeting with Auckland Council’s advisory panels

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

Tātaritanga me ngā tohutohu

Analysis and advice

A summary of the draft RLTP

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Providing local board views

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

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

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

23. The Howick local board workshopped the draft RLTP on 6 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 Howick local board workshopped the draft RLTP on 6 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
b ⇨	RLTP workshop presentation material with local advice

Ngā kaihaina

Signatories

Authors

Ben Stallworthy - Principal Advisor Strategic Relationships, Auckland Transport

Authorisers

Louise Mason - General Manager Policy

Victoria Villaraza - Local Area Manager

Howick Local Board

27 June 2024

Landowner approval application from Auckland Transport to construct a playspace at Tī Rākau Park and the Pakūranga Community Grounds

File No.: CP2024/07788

Te take mō te pūrongo

Purpose of the report

1. To seek approval for Auckland Transport’s application for landowner approval and concept designs for the construction of new playspaces at Tī Rākau Park and the Pakūranga Community Grounds.

Whakarāpopototanga matua

Executive summary

2. Auckland Transport has applied for landowner approval to construct a junior playspace at the location of the existing playspace within Tī Rākau Park and a youth space within the Pakūranga Community Grounds.

3. The provision of the playspaces was one of the mitigations agreed by Auckland Transport for temporarily and permanently occupying a number of council reserves, including Tī Rākau Park and Pakūranga Community Grounds, as part of the Eastern Busway Project.

4. The playspaces have been designed to meet identified play provision gaps from the Howick Playground Mapping Analysis and Advice Document (2021). The junior playspace retains existing play experiences while providing for new sensory, imaginative and musical play along with accessible play facilities. The youth space has a focus on active and collaborative play, with a colourful and welcoming social seating area in a safe and well-lit location.

5. Auckland Transport has undertaken community and stakeholder engagement in the development of the proposals. The community engagement has shown support for the proposals alongside concerns from stakeholders related to the potential for unsociable behaviour. Auckland Transport believes that the use of the site will change antisocial behaviour and will reduce with William Roberts Road having opened to traffic and buses, as well as the upgrading of footpaths, lighting and amenities.

6. Staff have assessed the proposal and believe it aligns with the objectives and policies of the Howick Local Board Plan (2023) and the Manukau City Council Sports Parks Management Plan (2007).

7. Council has not undertaken mana whenua engagement on the proposal, however Auckland Transport has liaised directly with mana whenua through a number of hui in January, May, July, September and November 2023. Mana whenua have had ongoing involvement in the design process of the playgrounds, including the inclusion of an iwi artist, and the inclusion of several of the design elements suggested at the hui.

8. Staff are supportive of the creation of the playspaces in the locations chosen.

9. Staff recommend that the Howick Local Board approve the landowner approval application for the development of upgraded junior and youth playspaces.

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

a) whakaae / approve Auckland Transport’s application for landowner approval and the concept designs for the construction of new playspaces at Tī Rākau Park and the Pakūranga Community Grounds.

Horopaki

Context

10. Local boards have been allocated the decision-making authority relating to local recreation, sport, and community facilities, including landowner and community leasing matters.

Figure 1. Extent of works within Tī Rākau Park and Pakūranga Community Grounds (Green) in green.

Proposal

11. Auckland Transport is seeking landowner approval to construct an outdoor playground in the green area indicated in Figure 1, within Tī Rākau Park and Pakūranga Community Grounds (Te Tuhi).

12. The proposal is to construct two separate playspaces:

· Junior playspace for 5-8 year olds, including accessible Play space at Tī Rākau Park (27R William Roberts Road), as shown in Figure 1,

· Youth playspace for 13+ year olds, to be located at Pakūranga Community Grounds (13R Reeves Road), between Te Tuhi and the Pakuranga Leisure Centre, as shown in Figure 1.

13. Plans for the playspaces are attached as Attachment A.

Junior playspace

14. To be located on the same site and expand on the existing playground.

15. The renewed playground will retain existing play experiences while providing for new sensory, imaginative and musical play along with accessible play facilities.

16. The playspace includes a path to the rear of the Pakūranga Rugby League club and fencing along the boundary of William Roberts Road to the league club building.

17. Construction of the junior playspace will begin following receiving approval from the Howick Local Board.

Figure 2. Concept design of Junior playspace within Tī Rākau Park showing the different play elements proposed.

Figure 3. images of the different play elements within the proposed Junior playspace area within Tī Rākau Park.

Figure 4. images of the proposed treehouse tower

Youth playspace

18. The new youth space at Tī Rākau Park has a focus on active and collaborative play, with a colourful and welcoming social seating area in a safe and well-lit location.

19. The youth space will be constructed between Te Tuhi and the Pakūranga Leisure Centre.

20. Construction of the youth space will take place when approval is received. The basketball court will be constructed after the flyover above Reeves Road is completed in approximately 2 years.

Figure 5. Concept design of Youth playspace within the Pakūranga Community Grounds showing the proposed different play elements.

Figure 6. images of the different play elements within the proposed Junior playspace area within Tī Rākau Park.

The land

Tī Rākau Park (27R William Roberts Road)

21. The affected portion of Tī Rākau Park is legally described as Part Lot 1 DP 51777 and is held in fee simple by the Auckland Council as a classified recreation reserve and subject to the provisions of the Reserves Act 1977. Tī Rākau is zoned as ‘Open Space - Sport and Active Recreation Zone’ under the Auckland Unitary Plan.

22. Tī Rākau Park is a large sports park and has a number of community stakeholders that use and access the site. Access to the affected area is reduced because of work to construct the flyover above Reeves Road.

23. There are no cultural heritage or archaeological sites located within the proposed work area within Tī Rākau Park.

24. The proposed junior playspace will be in the same location and expand the area of the existing playspace.

25. Tī Rākau Park is a closed landfill and requires asset owner approval from council’s closed landfill team before any work takes place.

26. The work to create the playspace will be undertaken around several mature trees. The applicant has received tree asset owner approval from council for the work with conditions in place to protect the trees. No trees are proposed to be removed.

Figures 7, 8 and 9: Images showing the existing playground within Tī Rākau Park

Pakūranga Community Centre (13R Reeves Road)

27. The portion of the reserve containing the proposed youth space is legally described as Lot 22 DP 52255 contained in Record of Title (Gazette Notice) 195258 is held in fee simple by Auckland Council as Local Purpose (Community Buildings) Reserve under the Reserves Act 1977.

28. The reserve is used by several community organisations, including the Te Tuhi art gallery, Pakūranga Leisure Centre and Barnardos. The area proposed for the youth space is predominantly used as an accessway between Reeves Road and the newly constructed William Roberts Road.

29. There are no overlays, development restrictions or sites of significance to Māori that would be affected by this proposal.

Figures 10 and 11: Images showing the area proposed for the youth zone space

Background

30. As part of the Eastern Busway project, Auckland Transport has temporarily and permanently occupied a number of council owned reserves.

31. As mitigation for the occupation of Tī Rākau Park, Auckland Transport has agreed to:

· undertake replacement planting of vegetation removed at a 3:1 planting ratio

· inclusion of additional carparks to service the park and surrounding facilities at Tī Rākau Park

· re-alignment and provision of improved pedestrian and cycle footpaths through Tī Rākau Park

· provision of a new playground in a new location in Tī Rākau Park.

32. The following outcomes were sought by council in the redeveloped playspace:

Outcome	Description
Play for a wide range of age groups	Targeted play provision for ages: · Zero-8 years · 9-12 years · Youth (ball courts and exercise facilities).
Base or standard play improvements	· Swinging, balancing, climbing, sliding and jumping experiences.
Specialised play provision	Accessible play for zero-12 years to include: · Wheelchair accessible play items – linked to an accessible pathway network. · Musical play – xylophones, wind chimes, bells, musical walkways. · Tactile elements – for vision-impaired children – play items that can be explored through touch. Demarcate playground edge, steps, high-risk areas around swings and similar structures. to minimise conflict. · Nature play – connecting the playspace with large mature trees where possible.
Wheeled play provision	· Learn to ride experiences – circular pathway around the playspace and wider park.
Accessible circular pathways	· Barrier-free pathways linked to seating, play items and accessible car parks. · Wheeled play and learn to ride space · Exercise – encourage the use of the park for walking, jogging, cycling and enable prams and wheelchairs.
Sheltered accessible seating	· Shaded accessible seating and picnic areas.
Fencing	· To improve safety and reduce the risk of children accessing the car park and road.

Table 1: Tī Rākau Park Playspace - play outcomes

Howick Playground Mapping Analysis and Advice Document (2021)

33. In 2021 the Howick Local Board adopted the Howick Playground Mapping Analysis and Advice Document (2021) as the guiding document to assist informed decision making on playspace development priorities in the Howick Local Board area (Resolution HW/2021/64).

34. The playground analysis identified Tī Rākau Park as a medium development priority to be upgraded to a suburb park, with Senior (9-12 years) and/ or Youth (13 years plus) age group improvements, and the additional or all abilities items.

35. The redeveloped playspace needs to:

· be optimised to fill identified play provision gaps,

· provide for increased park visitation from improved connectivity to the park provided by the Eastern Busway,

· provide for the anticipated growth in population.

Tātaritanga me ngā tohutohu

Analysis and advice

Alternative locations for playspaces

36. In May 2022 consideration was given to the redevelopment of the playspace eastward of its existing location (purple zone, figure 2) to make way for additional car parking spaces at the reserve.

Figure 12: Original proposed playspace location, car park and pathway corridors

37. Figure 12 key:

· Yellow hatched area (existing playground) – potential new car park,

· Purple zone – area to provide a range of play outcomes

· Bold red lines – possible pathway connections.

38. The site shown in purple in figure 12 would provide:

· a larger area for a potentially larger playground area as the existing playground area is sited between existing buildings

· more flexibility for carpark development

· good visibility across the reserve, being elevated above the sports fields

· good connections if combined with the provision of a circular pathway to provide walking and cycling connectivity in, through, and around the park to serve as a learn-to-ride space and to activate the wider park. Pathways will also help formalise the Reeves Road park entrance which is overgrown and lacks connectivity to the street.

39. The area in purple was discounted for the following reasons:

· would reduce the available green space area on the park

· the area has ‘Crime Prevention Through Environmental Design’ (CPTED) issues as it is hidden behind the league club within a blind spot in the park

· the area has drainage issues and would increase costs significantly to install drainage, lighting and new path to access 3x3 basketball court

· area would impact neighbouring properties with light and noise

· may have issues with kids and teenagers in the same space

· carparking has been accommodated on either side of the public toilets on the boundary of William Roberts Road

· the junior and youth spaces would be disconnected,

· the proposed location was not supported by mana whenua as they had a preference to keep the last piece of open space on the park from being developed.

Proposed location

40. Auckland Transport decided to split the junior and youth spaces at the proposed locations following a suggestion from mana whenua that the location proposed for the youth space could provide better activation.

41. Auckland Transport believed that the original footprint didn’t suit mixing young children and young adults, and therefore would not provide the requested outcome of having a space for all ages and abilities. Auckland Council Park and Community Facilities team supported Auckland Transport developing the separated playspaces with the following rationale:

· the youthspace would provide future proofing the area as an activity hub to connect the Leisure Centre with the park and to the proposed residential development of the town centre once William Roberts Road and the Reeves Road flyover were constructed.

· Edgewater college students also used the area to access Pakūranga Plaza on the way home from school, so this would become a place for students to use instead of using the children’s playground. There is also a shortage of youth space in Pakūranga.

42. Parks and Community Facilities specialist staff (Landscape Design and Parks and Places) support the locations proposed by Auckland Transport, within Tī Rākau Park and Pakūranga Community Grounds as:

· it expands on the original location

· separates the two ages groups (youth area and junior playground) which could potentially be incompatible while maintaining a strong relationship/connection to each other. This will assist parents should they be supervising multiple children of different age groups playing across both spaces

· provides improved CPTED

· has easier access and more activation

· retains the large open lawn area to the rear of buildings for informal recreation.

Maintenance and formalisation

43. Following completion of the new playspaces, all assets will be vested to council following a formal handover inspection.

44. Parks and Community Facilities will take on the ongoing maintenance of the assets.

Manukau City Council Sports Parks Management Plan (2007)

45. Tī Rākau Park is included in the Manukau City Council Sports Parks Management Plan (2007). The concept plan for Tī Rākau recommends retaining and upgrading the playground.

46. The proposed playground is in alignment with Objective 2.2.23 of the Sports Park Management Plan to ‘provide safe yet diverse and challenging playgrounds on sports parks’.

Tauākī whakaaweawe āhuarangi

Climate impact statement

47. 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.

48. The construction of the proposed junior and youth playspaces is not expected to cause a significant climate impact.

49. It is anticipated that the construction of the playground will result in a minor increase of greenhouse gas emissions. Once completed, there may be a minor increase in greenhouse gas emissions from people travelling to the upgraded playspace areas.

50. To improve environmental outcomes and mitigate climate change impacts, the council advocates that the applicant:

· 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.

51. The area of Tī Rākau Park and the Pakūranga Community Grounds proposed for playspaces are not subject to either coastal inundation or in an identified flood plain.

52. Auckland Transport are also investigating ways that the existing play equipment could be donated or reused elsewhere.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

53. The proposed application has been reviewed by council specialist staff and a summary of the feedback is noted in the table below:

Specialist	Feedback
Parks and Places Specialist	Supports the project in the area proposed. Tī Rākau Park is an area identified as a future growth area.
Facilities Manager	Supports the proposal.
Area Operations Manager	Supports the proposal. Parks and Community Facilities will take on the ongoing maintenance cost of the upgraded play spaces.
Landscape design specialist	Supports the play spaces. Agrees with the applicants reasoning for the location proposed.
Urban Forest Specialist	Reviewed the arborist report prepared for the applicant and provided conditions to be included in the landowner approval to protect the trees onsite.

54. Auckland Transport received feedback from the facility manager of Pakūranga Leisure Centre. The leisure centre management were disappointed to hear that there were objections to the proposed 3x3 basketball court and equipment being placed around vastly unused green space surrounding the area. They believe that the proposed works would be of great benefit to the community, in particular the youth/young adult and their physical activation in the area.

55. The leisure centre management feel the larger court, with a more ‘destination’ feel would benefit the area (“there isn’t anything currently like this around the area”). The existing small basketball court immediately adjacent to the leisure centre is good at getting people active, however the size of the court restricts its used. Minimal issues have been reported to the leisure centre regarding its use.

56. The leisure centre management suggested that potential issues could be mitigated with the input of businesses and other stakeholders in the area. They suggested that interested stakeholders could have regular catchups to discuss any issues and to ensure any measures put in place were feasible, accurate and working. They noted that a similar process has been undertaken at David Lange Park in the Māngere/Otahuhu Local Board area.

57. The proposed new playspace 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

58. Local boards have the allocated authority relating to local recreation and community facilities, including the use of local parks.

59. As was highlighted in the Howick Playground Mapping Analysis and Advice Document (2021), Tī Rākau Park is identified to be upgraded to a suburb park as Pakūranga is an area anticipated for future growth. The playspace will fill identified gaps in play provision.

60. The proposal aligns with the Howick Local Boards 2023 plan, in particular ‘Our Community’ objective that ‘parks and open spaces support a wide variety of recreational activities’. The playspace has been designed to fill identified gaps in the local boards provision.

61. Auckland Transport presented the proposed playspace at a workshop to the Howick Local Board on the 25 May 2023 (presentation included as Attachment B). The Howick Local Board did not oppose the location of the playground.

62. A second workshop was held with the Howick Local Board on 31 August 2023 where Auckland Transport shared consultation outcomes (presentation included as Attachment C).

63. The Howick Local Board was contacted for feedback on the proposal 21 March 2024 by staff. The Howick Local Board requested that a decision on the proposal be made at a local board board business meeting.

64. Auckland Transport have undertaken extensive community engagement (a summary of engagement is attached as Attachment D) in developing the design of the two playspaces. The engagement included:

· a community consultation day on 8 July 2023

· an online survey in July and August 2023 (results are attached as Attachment E)

· direct consultation with stakeholders within Tī Rākau Park and Pakūranga Community Grounds.

65. The main concerns identified by the stakeholder consultation related to antisocial behaviour and how it could be mitigated. The groups also supported having accessible paths that could be utilised by their groups.

66. Auckland Transport has received written feedback directly from Eastside Pups Limited (EPL) who are the current lessee of the property at 11 Reeves Rd which is adjacent to the proposed basketball court area (see Attachment F).

67. EPL were generally supportive of the proposed upgrade to the area with playspaces but wanted them to be sensitive to the existing activities in the area and would like any work on the playspaces delayed until after the Reeves Road Flyover is completed as they were concerned further works would cause more disruption.

68. EPL are opposed to the proposed basketball area as:

· all neighbouring business oppose this plan

· the area already attracts undesirables with drug use, anti-social behaviour, vandalism etc.

· the area is too secluded and badly lit

· the noise and number of people in the basketball area next to their dog playing area would be distressing for the dogs, which would be a safety issue for staff and for the dogs.

· potential disruption from basketballs coming over the wall into the dog playing area

· their customers and Te Tuhi could find it too intimidating to walk past

69. EPL had concerns that the location of the youthspace would affect their customers who walk their dogs through this area and believe it would make more sense to have the playspace next to the existing childcare business at Pakūranga Community Grounds.

70. Auckland Transport has said that with William Roberts Road opening to traffic and buses, upgraded footpaths, lighting and amenities, the use of the site will change, and antisocial behaviour reduced.

Tauākī whakaaweawe Māori

Māori impact statement

71. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi which are outlined in council’s key strategic planning documents; the Auckland Plan, the Long-term Plan 2021-2031, the Unitary Plan, Kia Ora Tāmaki Makaurau and local board plans.

72. Engagement with mana whenua has not been undertaken by Auckland Council in relation to this proposal, however Auckland Transport have had ongoing mana whenua engagement process.

73. Mana whenua have asked that an iwi artist be attached to the project to provide input into the development of the playspace and Auckland Transport has confirmed that Rueben Kirkwood is working with the Eastern Busway project team.

74. A summary of Auckland Transport’s engagement with mana whenua about the playspace is provided below. Discussions were held at hui in January, May, July, September and November 2023, and have continued since then every two weeks and mana whenua’s initial feedback is to consider several elements in the design, including:

· not using artificial turf, and consider planting fruit trees,

· consider co-design between the iwi artist and Edgewater College students for basketball court and adjacent elements,

· make space for water to ensure there is a balanced approach to permeable and nonpermeable spaces,

· accommodate flood mitigation in the design,

· consider how the youth space will look and feel in relation to the future flyover above Reeves Road and reference the narrative of Te Pākuranga Rā Hihi,

· ensure the playspace aligns with the narrative of the area e.g., Tī Rākau could be fence posts painted like the rākau of the familiar stick game,

· use a cool colour scheme to represent water from the heavens and below the earth,

· include sunshine, maunga and the narrative regarding fossilised people in the moana who have been petrified to become rocks,

· bring red scoria into the design,

· ensure that the playspace is accessible and suitable for all abilities,

· mitigate noise from basketball being played in the playspace and any impact it would have on Te Tuhi. Consider noise monitoring before construction of the playspace begins.

75. Mana whenua have requested ongoing involvement as the design evolves and Auckland Transport will ensure that happens.

Ngā ritenga ā-pūtea

Financial implications

76. The costs associated with the construction of the playspace will be borne by the applicant.

77. Once construction is completed, the assets will be vested to council with all ongoing maintenance undertaken by Parks and Community Facilities.

78. The cost of future renewals will become the responsibility of the local board.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

79. A summary of the risks and mitigations is summarised in the table below.

Risk	Level	Mitigation
Development not completed	Low	The applicant has secured all funding for the construction of the playspaces.
CPTED issue	Low	There is good passive surveillance from the road. The junior playspace is fenced to prevent children running off.
Public opposition to proposal	Low	While public notification has not been undertaken, engagement with the public was positive during development.
Increase in anti-social behaviour	Low	Some stakeholders have raised concerns regarding an increase in anti-social behaviour. Auckland Transport believe that with the increased activation of the site and upgraded footpaths, lighting and amenities, the use of the site will change and antisocial behaviour will reduce.

80. If the local board declines the proposal or requests a redesign or a change of location, there is a potential risk that any new proposal will not have the same level of assets, as delays may lead to increased costs. Any delay will also mean that it will take longer for a new community asset to be built, impacting on the enhancement of the area.

81. Given the risks outlined in this report, staff recommend granting the landowner approval subject to the conditions outlined.

Ngā koringa ā-muri

Next steps

82. The Howick Local Board may resolve to decline or approve the application for landowner approval and playspace concept designs. Staff will inform the applicant of the outcome.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Tī Rākau Park and the Pakūranga Community Grounds playspaces plans
b ⇨	Auckland Transport Presentation to Howick Local Board, 25 May 2023
c ⇨	Auckland Transport presentation to the Howick Local Board, 31 August 2023
d ⇨	Engagement Outcomes and Detailed Design
e ⇨	Survey results from online sruvey
f ⇨	Written feedback received from Eastern Pups Limited

Ngā kaihaina

Signatories

Authors

Glenn Riddell - Senior Land Use Advisor

Authorisers

Kim O’Neill - Head of Property & Commercial Business

Victoria Villaraza - Local Area Manager

Howick Local Board

27 June 2024

Local Board Views on Proposed Plan Change 96 - Open Space and Other Rezoning Matters

File No.: CP2024/04301

Te take mō te pūrongo

Purpose of the report

1. To invite local board views on the Council initiated Proposed Plan Change 96 – Open Space and Other Rezoning Matters (2024).

Whakarāpopototanga matua

Executive summary

2. Decision-makers on plan changes to the Auckland Unitary Plan must consider local boards’ views on the plan change, if the relevant local boards choose to provide their views.

3. The Plan and Places Department prepare open space plan changes every two to three years to update the zoning of open space in the AUP. Proposed Plan Change 96 – Open Space and Other Rezoning Matters (2024) (PC96) is the latest such plan change.

4. Typically, there are four categories of change included in these plan changes:

i) Rezoning of recently vested or acquired open space

ii) Rezoning to correct zoning errors or anomalies

iii) Rezoning to better reflect the current or future intended use and/or development of land

iv) Rezoning to reflect approved land swaps between Kainga Ora and Auckland Council and/or to enable approved land rationalisation and disposal.

5. PC96 involves 32 changes/groups of changes in 13 Local Board areas. A copy of the proposed plan change is in Attachment A. The changes on Maps 18 and 19 are relevant to the Howick Local Board.

6. A local board can present local views and preferences when expressed by the whole local board. This report is the mechanism for the local board to resolve and provide its views on Proposed Plan Change 96. Staff do not recommend what view the local board should convey.

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

a) provide local board views on Proposed Plan Change 96 – Open Space and Other Rezoning Matters (2024).

b) appoint a local board member to speak to the local board views at a hearing on Proposed Plan Change 96 – Open Space and Other Rezoning Matters (2024).

c) delegate authority to the chairperson of the Howick Local Board to make a replacement appointment in the event the local board member appointed in resolution b) is unable to attend the plan change hearing.

Horopaki

Context

Decision-making authority

7. Each local board is responsible for communicating the interests and preferences of people in its area regarding the content of Auckland Council’s strategies, policies, plans, and bylaws. Local boards provide their views on the content of these documents. Decision-makers must consider local boards’ views when deciding the content of these policy documents (ss15-16 Local Government (Auckland Council) Act 2009).

8. Local boards must have the opportunity to provide their views at the hearing on proposed plan changes.

9. If the local board chooses to provide its views, the planner includes those views in the hearing report. The hearing report will address issues raised in local board views and submissions by themes.

10. If appointed by resolution, local board members may present the local board’s views at the hearing to commissioners, who decide on the plan change.

11. This report provides an overview of the plan change, and a summary of submissions’ key themes relevant to the Howick Local Board.

12. The report does not recommend what the local board should convey, if the local board expresses its views on Proposed Plan Change 96 – Open Space and Other Rezoning Matters (2024). The planner must include any local board views verbatim in the evaluation of the private plan change. The planner cannot advise the local board as to what its views should be, and then evaluate those views.

Tātaritanga me ngā tohutohu

Analysis and advice

Plan change overview

13. The Plan and Places Department prepare open space plan changes every two to three years to update the zoning of open space in the AUP.

14. Typically, there are four categories of change included in these plan changes:

i) Rezoning of recently vested or acquired open space

ii) Rezoning to correct zoning errors or anomalies

iii) Rezoning to better reflect the current or future intended use and/or development of land

iv) Rezoning to reflect approved land swaps between Kainga Ora and Auckland Council and/or to enable approved land rationalisation and disposal.

15. Proposed Plan Change 96 involves 32 land parcels or groups of land parcels from across the region. Thirteen local boards are affected. A copy of Proposed Plan Change 96 is in Attachment A.

16. The proposed changes that have received submissions are outlined below, along with the relevant local boards.

Table 1- Proposed changes in PC96 that have received submissions & local boards

Submissions Received on PC96 Maps/Topics	Local Board
Map 1	Franklin
Map 2	Franklin
Map 3	Hibiscus and Bays
Map 4	Puketapapa
Map 5	Waitemata
Map 7	Maungakiekie – Tamaki
Map 8	Kaipatiki
Map 9	Mangere – Otahuhu
Map 10	Mangere – Otahuhu
Map 11	Maungakiekie – Tamaki
Map 12	Puketapapa
Map 14	Maungakiekie – Tamaki
Map 15	Upper Harbour
Map 18	Howick
Map 19	Howick
Map 21	Rodney
Map 22	Rodney
Map 23	Albert – Eden
Map 25	Maungakiekie – Tamaki
Map 28	Papakura
Map 29	Albert – Eden
Map 30	Maungakiekie – Tamaki
Map 31	Henderson – Massey
Map 32	Franklin

17. No submission were received for Maps 6, 13, 16, 17, 20, 24, 26, & 27

18. The proposed changes relevant to the Howick Local Board are:

Map 18 – rezones 56 Brookview Drive, Flat Bush from Open Space – Sport and Active Recreation Zone to Residential – Terrace Housing and Apartment Building Zone.

Map 19 – rezones 66 Flat Bush School Road, Flat Bush from Open Space – Sport and Active Recreation Zone to Residential – Terrace Housing and Apartment Building Zone.

19. In the Section 42A Hearing Report, the Council’s planner, and other experts, will evaluate and report on:

· Submissions and further submissions

· views and preferences of the local board, if the local board passes a resolution.

Themes from submissions received

20. Key submission themes are listed below.

Map 18

· Decline the plan change for Map 18

· Approve the plan change for 56 Brookview Drive, Flat Bush (Map 18) without any amendments

Map 19

· Decline the plan change for Map 19

· Retain the current open space zoning of 66 Flat Bush School Road (Map 19) under PC96), but change the zoning from Open Space – Sport and Active Recreation to Open Space – Informal Recreation

Map 18 & 19

· Decline the plan change for Maps 18 and 19

21. Submissions were made by 104 individuals and 3 organisations - Flat Bush Ratepayers and Residents Association (Inc), Todd Property Group and Auckland Council. One submission has 27 signatories.

Table 2: submissions received on plan change 96 for Map 8

Submissions	Number of submissions
In support	Map 18 – 1 Map 19 - nil
In support, if modifications are made	Map 18 – nil Map 19 - 1
In opposition	Map 18 – 8 Map 19 – 41 Maps 18 & 19 - 55
Neutral	Map 18 – nil Map 19 - nil

22. Information on the summary of all decisions requested by the submitters is in Attachment 2.

Tauākī whakaaweawe āhuarangi

Climate impact statement

Context

23. Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan sets out Auckland’s climate goals:

· to adapt to the impacts of climate change by planning for the changes we will face (climate adaptation)

· to reduce greenhouse gas emissions by 50 per cent by 2030 and achieve net zero emissions by 2050 (climate mitigation).

24. The rezoning of 56 Brookview Drive and 66 Flat Bush School Road, Flat Bush from Open Space – Sport and Active Recreation Zone to Residential – Terrace Housing and Apartment Building Zone will have both positive and negative effects in terms of climate change.

25. The positive effects include additional housing in close proximity to open space and other services. The negative effects include the removal of regenerating native bush and the impact of additional impervious surfaces on stormwater systems.

Implications for local board views

26. Table 2 provides guidance as to what the local board may wish to consider in forming any view.

Table 2 Relevance of climate change to RMA decision-making

In scope for RMA decision-making

Out of scope for RMA decision-making

Climate adaption issues such as:

How should land be allocated to different activities when considering how climate change may affect our environment? How and where should physical resources be constructed?

For example:

· will sea-level rise cause inundation of land where development is proposed?

· is the land in an area susceptible to coastal instability or erosion?

· will Auckland be less- or better-prepared for flooding, stress on infrastructure, coastal and storm inundation?

· is ecosystem resilience improved through ecological restoration or reduced by the loss of indigenous habitats?

Climate mitigation issues such as:

· release of greenhouse gas emissions into the atmosphere

· increase in emissions from private car use, use of coal fired or natural gas burners

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

27. Council departments and Council-Controlled Organisations involved in open space acquisition and disposal (e.g. Community and Social Policy (Parks and Recreation Policy), Healthy Waters, Eke Panuku and the Development Programme Office) have identified either land purchased for open space that has not gone through a vesting or gazetting process or land that is identified to be disposed of or swapped that requires an alternative zoning.

28. Both Parks and Recreation Policy and Healthy Waters (in the case of stormwater reserves) have provided input into the proposed zoning changes.

29. WaterCare Services Limited have been involved in the nomination of sites for rezoning.

30. Healthy Waters and Parks will review relevant submissions and provide expert input to the hearing report.

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

Local impacts and local board views

31. The proposed changes on Maps 18 and 19 are within the Howick Local Board area.

32. Factors the local board may wish to consider in formulating its view:

· interests and preferences of people in local board area

· well-being of communities within the local board area

· local board documents, such as local board plan, local board agreement

· responsibilities and operation of the local board.

33. This report is the mechanism for obtaining formal local board views. The decision-maker will consider local board views, if provided, when deciding on the plan change.

Tauākī whakaaweawe Māori

Māori impact statement

34. If the local board chooses to provide its views on the plan change it includes the opportunity to comment on matters that may be of interest or importance to Māori, well-being of Māori communities or Te Ao Māori (Māori worldview).

35. A draft copy of the plan change was sent to all Auckland’s 19 mana whenua entities on 3 November 2023, as required under the Resource Management Act. No feedback was received from iwi.

36. In addition, no iwi authorities made a submission on the plan change.

37. The hearing report will include analysis of Part 2 of the Resource Management Act which requires that all persons exercising RMA functions shall take into account the principles of the Treaty of Waitangi/Te Tiriti o Waitangi.

Ngā ritenga ā-pūtea

Financial implications

38. In terms of land proposed to be rezoned from Open Space – Sport and Active Recreation Zone to Residential – Terrace Housing and Apartment Building Zone (Map 18), the proposed plan change will have financial benefits in terms of enabling a development agreement (between Auckland Council and Todd Property Group) to proceed. Note, in terms of Map 19, this land has been vested as reserve and an open space zoning will reflect this.

39. With respect to the cost of the plan change itself, this is planned expenditure within the Plans and Places Department’s budget. Cost associated with the plan change hearing are covered by the Democracy Services Department’s budget.

40. The bundling together of several rezoning proposals (there are 32 separate changes in the plan change) assists in reducing the costs per land parcel of the plan change and hearing processes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

41. There is a risk that the local board will be unable to provide its views and preferences on the plan change, if it doesn’t pass a resolution. This report provides:

· the mechanism for the Howick Local Board to express its views and preferences

· the opportunity for a local board member to speak at a hearing.

42. The local board however, may choose not to pass a resolution at this business meeting.

43. The power to provide local board views regarding the content of a plan change cannot be delegated to individual local board member(s) (Local Government Act 2002, Sch 7, cls 36D(a)). This report enables the whole local board to decide whether to provide its views and, if so, to determine what matters those views should include.

Ngā koringa ā-muri

Next steps

44. The planner will include, and report on, any resolution of the local board in the Section 42A hearing report. The local board member appointed to speak to the local board’s views will be informed of the hearing date and invited to the hearing for that purpose.

45. A hearing date and the appointment of Independent Hearing Commissioner’s has yet to occur.

46. The planner will advise the local board of the hearing date and the decision on the plan change by memorandum, once the decision has been released.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Attachment 1 - Proposed Plan Change 96 - Open Space and Other Rezoning Matters (2024)
b ⇨	Attachment 2 - Information on the summary of all decisions requested by the submitter

Ngā kaihaina

Signatories

Authors

Tony Reidy - Team Leader Planning

Authorisers

John Duguid - General Manager - Plans and Places

Victoria Villaraza - Local Area Manager

Howick 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.: CP2024/08135

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 Howick Local Board:

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

Horopaki

Context

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

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

Local boards have provided feedback that informed the draft plan

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

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

Draft plan vision, key priorities and targets

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

· reduce, rethink, redesign

· reuse repair, repurpose.

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

· a shift to fortnightly rubbish collections

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

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

· addressing litter and illegal dumping, and

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

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

Consultation materials and process

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

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

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

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

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

Consultation Questions

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

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

Submissions – regionwide

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

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

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

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

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

Submissions breakdown by local board

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

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

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

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

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

Request for local board feedback

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

Auckland’s climate emissions and waste

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

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

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

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

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

Local impacts and local board views

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

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

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

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

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

· waste disposal levy revenue

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

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

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

Ngā tāpirihanga

Attachments

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

Ngā kaihaina

Signatories

Authors

Sarah Le Claire - Waste Planning Manager

Tania Utley - Senior Waste Planning Advisor

Authorisers

Louise Mason - General Manager Local Board Services

Parul Sood - General Manager Waste Solutions

Barry Potter - Director Infrastructure and Environmental Services

Victoria Villaraza - Local Area Manager

Howick Local Board

27 June 2024

Auckland Citizens Advice Bureaux Funding Model Options

File No.: CP2024/08086

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 Howick Local Board:

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

Horopaki

Context

CAB and ACABx structure

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

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

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

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

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

Image: Auckland CAB and ACABx Structure

Number and type of client interactions

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

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

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

Implementation of June 2023 Governance Body decisions

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

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

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

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

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

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

18. In response to the above resolution:

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

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

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

Auckland CAB Regional Strategic Plan 2024-2027

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

· Auckland CABs working together for better outcomes for clients

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

· sustainable and adequate funding

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

· sufficient number of high performing and values driven volunteers.

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

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

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

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

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

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

Option Two: Subregional model

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

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

Option Three: Regional and outcomes focussed model

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

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

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

Table 1: Comparative analysis/assessment of funding models

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

Proposed implementation of new funding model

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Wayne Levick - Regional Partnerships Lead

Authorisers

Megan Tyler - Chief of Strategy

Claudia Wyss - Director Customer and Community Services

Louise Mason - General Manager Policy

Victoria Villaraza - Local Area Manager

Chairperson	Damian Light
Deputy Chairperson	Bo Burns
Members	Katrina Bungard
	David Collings
	Bruce Kendall
	John Spiller
	Mike Turinsky
	Adele White
	Peter Young, JP

Authors	Claire Bews - Democracy Advisor
Authorisers	Victoria Villaraza - Local Area Manager

Activity name	Māori impact
Howick heritage trail application	Identify and tell stories of places significant to iwi in Howick.

Exclusion of the Public: Local Government Official Information and Meetings Act 1987