Agenda of Upper Harbour Local Board - Thursday, 27 June 2024

1 Nau mai | Welcome

The Chairperson, A Atkinson, open the meeting with a Karakia.

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 Upper Harbour Local Board:

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

5 He Tamōtanga Motuhake | Leave of Absence

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

6 Te Mihi | Acknowledgements

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

7 Ngā Petihana | Petitions

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

8 Ngā Tono Whakaaturanga | Deputations

Standing Order 7.7 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Upper Harbour 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 Hobsonville Community Trust - Proposal for a Whenuapai Community Hub - Feasibility Study Results, Options and Landowner Guidance.

Te take mō te pūrongo

Purpose of the report

1. To receive an update from the Hobsonville Community Trust on the proposal for a Whenuapai Community Hub.

Whakarāpopototanga matua

Executive summary

2. Gavin Gunston, Organisational Leader Hobsonville Community Trust and Ian Dalziell, Chairperson Hobsonville Community Trust, representing the Hobsonville Community Trust, will be in attendance to provide an update on feasibility study results, community feedback, options and landowner approval for the proposed Whenuapai Community Hub.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) whiwhi / receive the deputation from Gavin Gunston, Organisational Leader Hobsonville Community Trust and Ian Dalziell, Chairperson Hobsonville Community Trust, representing the Hobsonville Community Trust, and thank them for their attendance and presentation.

8.2 Back2school Project - Update

Te take mō te pūrongo

Purpose of the report

1. To receive an update from the Back2School Project emphasising the need for school stationary support within the local board area.

Whakarāpopototanga matua

Executive summary

2. Jennifer Cherry, Back2School project Director and Justin Cherry, representing Back2School Project, will be in attendance to provide an update on the Back2School Project.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) whiwhi / receive the deputation from Jennifer Cherry, Back2School project Director and Justin Cherry, representing Back2School Project, and thank them for their attendance.

Attachments

a Back2School project presentation........ 311

8.3 Upper Harbour Water Sports Club - Wider public use, dinghy storage and water access at Hobsonville point.

Te take mō te pūrongo

Purpose of the report

1. To receive an update from the Upper Harbour Water Sports Club.

Whakarāpopototanga matua

Executive summary

2. Dan French, representing the Upper Harbour Water Sports Club, will be in attendance to provide an update on wider public use, dinghy storage and water access at Hobsonville Point.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) whiwhi / receive the deputation from Dan French, representing the Upper Harbour Water Sports Club, and thank him for his 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.”

Upper Harbour Local Board

27 June 2024

Approval of the 2024/2025 Upper Harbour Local Board - Local Environmental Work Programme

File No.: CP2024/07024

Te take mō te pūrongo

Purpose of the report

1. To approve the 2024/2025 Upper Harbour Local Board Local Environmental Work Programme.

Whakarāpopototanga matua

Executive summary

2. Each year a local board environmental work programme is developed to respond to the outcomes and objectives identified in the Upper Harbour Local Board Plan 2023 and available Local Driven Initiatives operational (LDI) budget.

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

4. The proposed 2024/2025 Upper Harbour Local Board’s Local Environmental Work Programme has been developed through a series of workshops between October 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 local board direction, the local board plan and the continued successful delivery of 2023/2024 programmes. Further detail on what each project will deliver and how is detailed in the analysis and advice section and in Attachment A of this report.

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

· Construction Waste Education and Leadership - $26,000

· Īnanga spawning habitat restoration project - $26,000

· Industrial Pollution Prevention Programme - $35,115

· Our Local Streams (Sustainable Schools) - $20,500

· Restoration of the Waiarohia Stream- $20,000

· Te Ao Māori and Community Led Conservation - $5,000

· Upper Harbour Ecological Initiatives (UHEI) - $110,000

6. The proposed 2024/2025 Upper Harbour Local Board’s Local Environmental Work Programme has a total value of $242,615, which can be funded from within the local boards locally driven initiatives operational (LDI Opex) budget for the 2024/2025 financial year.

7. The proposed 2024/2025 Upper Harbour Local Board’s Local Environmental Work Programme also notes $400,000 in regionally funded asset-based services capital expenditure for the Atwood Reserve wharf and boat ramp coastal renewal programme.

8. Updates on the delivery of the proposed 2024/2025 Upper Harbour Local Board’s Local Environmental Work Programme will be provided through the local board’s quarterly performance reports and any adjustments to the proposed 2024/2025 Upper Harbour Local Board’s Local Environmental Work Programme will be sought by the local board. The proposed 2024/2025 Upper Harbour Local Board’s Local Environmental Work Programme and projects have been prepared to be delivered within the financial year. If the local board chooses to not approve the proposed 2024/2025 Upper Harbour Local Board’s Local Environmental 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 Upper Harbour Local Board:

a) whakaae / approve the 2024/2025 Upper Harbour Local Board 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
Construction Waste Education and Leadership	$26,000
Īnanga spawning habitat restoration project -	$26,000
Industrial Pollution Prevention Programme -	$35,115
Our Local Streams (Sustainable Schools)	$20,500
Restoration of the Waiarohia Stream	$20,000
Te Ao Māori and Community Led Conservation Upper Harbour	$5,000
Upper Harbour Ecological Initiatives (UHEI)	$110,000
Total	$242,615

b) tuhi ā-taipitopito / note the allocation of $400,000 regionally funded coastal renewals asset-based services capital expenditure budget towards the Atwood Reserve wharf and boat ramp programme in the 2024/2025 financial year.

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 2024/2025 Upper Harbour Local Board Local Environmental Work Programme (work programme) (Attachment A).

10. The proposed work programme responds to the ‘Our Environment’, ‘Our People’ and ‘Our Economy’ objectives identified in the Upper Harbour Local Board Plan 2023. The specific objectives reflected in the work programme are:

· Our communities are resilient to climate change and care for their surrounding environment.

· Our communities have opportunities to minimise their carbon emissions and waste.

· Our indigenous and culturally valued biodiversity is improved and protected by preserving and enhancing the habitats that support it.

· The lifeforce (mauri) of our harbour and waterways is respected and restored.

· Our communities practice te ao Māori kaitiakitanga (guardianship) principles.

· Our local businesses and industry are resilient and sustainable.

· Our residents love living in Upper Harbour, feel part of a welcoming community, actively participate and their views are considered in decision making.

· We have meaningful relationships with Māori and celebrate Māori culture and identity in Upper Harbour.

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

· Te Tāruke ā Tāwhiri: Auckland’s Climate Action Plan 2020

· National Policy for Freshwater Management 2020

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

· Auckland Waste Management and Minimisation Plan 2018

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 initiatives supported by the local board. These programmes contribute towards the delivery of the Upper Harbour 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 proposed work programme are detailed in Attachment A. Additional details on the development of these programmes are as follows:

Construction Waste Education and Leadership - $26,000

16. The local board has indicated it would like to continue funding the Construction Waste Education and Leadership programme in 2024/2025. The local board allocated $24,900 towards this programme in 2023/2024.

17. Construction and Demolition (C&D) waste is the single biggest contributor of waste in Auckland, which results in undesirable outcomes for waste, litter, illegal dumping, climate, and the environment.

18. The Construction Waste Education and Leadership programme will continue the successful fixed-term role of C&D Waste Advisor focused on the Hobsonville area. By continuing to work with builders and developers in the area they will continue to improve site practices, facilitate improved compliance, and minimise waste going to landfill from construction and demolition activities.

19. The main areas of focus will be weekly surveillance and reporting of breaches of the Litter Act, the Solid Waste Bylaw, and the Building Act to the appropriate compliance teams in Council.

20. Engagement with builders and developers will promote:

· Waste minimisation

· Installation of silt and security fences to prevent littering and reduce negative environmental impacts.

· Practices that lead to improve waste minimisation, reduced littering and minimisation of issues related to problematic materials such as polystyrene, concrete run-off and plastics.

21. Staff recommend that the board allocate $26,000 towards the Construction Waste Education and Leadership programme in 2024/2025, with the small increase to budget this year to cover cost of living increases.

Īnanga spawning habitat restoration - $26,000

22. The local board indicated it would like to support the Īnanga spawning habitat restoration programme in 2024/2025.

23. The Īnanga spawning habitat restoration programme focuses on restoring inanga spawning habitat and addressing further habitat degradation in the Upper-Harbour area, which is crucial for combating the rapid decline in native fish populations in New Zealand.

24. In 2024/2025, the Īnanga spawning habitat restoration programme will focus on several unsurveyed sites such as Paremoremo, Waipareira Wetland, and Admiral Reserve in Greenhithe. In at least two of these locations, the Īnanga spawning habitat restoration programme will contribute to habitat restoration through saline wedge mapping, artificial habitat installation, restoration planting, spawning surveys, water quality monitoring, and community engagement for pest control.

25. Staff recommend that the board allocate $26,000 towards the Īnanga spawning habitat restoration programme in 2024/2025.

Industrial Pollution Prevention - $35,115

26. The board has indicated it would like to continue funding the Industrial Pollution Prevention programme in 2024/2025. The local board allocated $29,000 towards this programme in 2023/2024.

27. The Industrial Pollution Prevention programme informs industry about the impacts that their activities may be having on local waterways. It includes a site inspection and discussion with the 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. The Industrial Pollution Prevention programme involves a GIS mapping exercise to ensure that businesses understand the stormwater network connections in relation to local waterways.

28. In 2024/2025, the Industrial Pollution Prevention programme will visit a further 100 businesses in Rosedale and will maintain the water quality sensor that was installed in Douglas Alexander Parade (Rosedale) last year. The newly established industrial area in Hobsonville (Hobsonville Road) will also be visited.

29. Staff recommend that the board allocate $35,115 towards the Industrial Pollution Prevention programme in 2024/2025. The increase in budget will allow the programme to visit more businesses.

Our Local Streams (Sustainable Schools) - $20,500

30. The board has indicated it would like to continue funding the Our Local Streams programme in 2024/2025. The local board allocated $20,500 towards this programme in 2023/2024.

31. In 2024/2025, the Our Local Streams programme will continue to provide expertise and assistance for five schools to connect with their local streams. This will be achieved through water quality testing and monitoring (using Wai Care kits), connecting with community restoration groups in the same catchment, and building on work undertaken over the past six years.

32. Staff recommend that the board allocate $20,500 towards the Our Local Streams programme in 2024/2025.

Restoration of the Waiarohia Stream - $20,000

33. The board has indicated it would like to continue funding the Restoration of the Waiarohia Stream programme in 2024/2025. The local board allocated $10,000 towards this programme in 2023/2024 with an additional $10,000 allocated at the May 2024 business meeting.

34. Funding will support the continuation of the restoration of local waterways, increasing both terrestrial and aquatic biodiversity by creating ecological corridors and riparian margins. It also empowers local communities to connect and advocate for their natural environment and for positive freshwater outcomes.

35. In 2024/2025, the Restoration of the Waiarohia Stream programme will focus on planting at Waiarohia Stream as a continuation of the programme carried out in the previous three financial years. This will be done by involving local schools.

36. Additionally, maintenance is required for plantings undertaken in the previous years. Planting of the new areas based on the management plan will include the pickup of plants, plant layout and quality control and health and safety control on the planting day.

37. Staff recommend that the board allocate $20,000 towards the Restoration of the Waiarohia Stream programme in 2024/2025. The increased budget is requested to cover both the new plantings and ongoing maintenance of previous planting.

Te Ao Māori and Community Led Conservation - $5,000

38. The local board indicated it would like to support the Te Ao Māori and Community Led Conservation programme in 2024/2025

39. The Te Ao Māori and Community Led Conservation programme is a new programme that will support community led conservation groups in the Upper Harbour local board area to learn about Te Ao Māori and to grow relationships with Te Kawerau ā Maki. This will be delivered through cultural inductions.

40. These cultural inductions will be delivered by Te Kawerau ā Maki representatives and aim to educate local community-led conservation groups on Te Ao Māori and support them in beginning meaningful relationships with local iwi.

41. Potential content of the cultural inductions is informed by community group expressed interests, and could include:

· a high-level understanding of Mātauranga Māori

· sites of significance and historical land uses

· how to establish meaningful relationships with iwi that will support and inform conservation activities.

42. Staff recommend that the board allocate $5,000 towards the Te Ao Māori and Community Led Conservation programme in 2024/2025.

Upper Harbour Ecological Initiatives (UHEI)- $110,000

43. The board has indicated it would like to continue funding the Upper Harbour Ecological Initiatives (UHEI programme) in 2024/2025. The local board allocated $100,000 towards this programme in 2023/2024.

44. The UHIE programme will support community-led delivery of the Upper Harbour Ecological Connectivity Strategy and the Upper Harbour Pest Management Strategy. It will build community capacity and capability to contribute to ecological protection and improvement and encourage more people and groups to get involved in environmental conservation.

45. Funding will be used to enable multiple ecological projects proposed and implemented by the community such as pest animal and pest plant control, biodiversity monitoring, and restoration planting on private land with high value ecological sites that contribute to identified landscape scale outcomes.

46. The allocation of grant funding will be determined within the Upper Harbour Ecology Network. The network will be convened by a coordinator working alongside and supported by an Auckland Council conservation advisor.

47. Staff recommend that the board allocate $110,000 towards the UHIE programme in 2024/2025, with the larger budget to cover increased costs.

Regionally funded coastal renewals asset-based capital expenditure programmes

48. Regionally funded coastal renewal project are noted within this local environmental work programme as while they occur on local assets they are funded regionally. Updates on the works will be provided to the local board as work is progressed.

Atwood reserve wharf and boat ramp programme - $400,000

49. The boat ramp at Attwood Reserve failed in June 2022, and the wharf stairs have missing treads. Both the timber wharf and boat ramp have significant marine borer damage.

50. A marine inspection by boat and divers is needed to further assess the damage. After the inspection, a qualified engineer will advise on necessary repairs, renewal, or removal. Design and construction of repairs will be included in this project.

Programmes not continued

Pest Free Upper Harbour

51. The Pest Free Upper Harbour programme will not be funded in 2024/2025, as the Upper Harbour Pest Management Strategy was completed in 2023/2024. The strategy will be considered for final approval by the Upper Harbour Local Board in 2024. Once approved it will be used to further guide environmental programmes including the Upper Harbour Ecological Initiatives.

Tauākī whakaaweawe āhuarangi

Climate impact statement

52. 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.

53. 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.

54. Table 1 outlines the activities in the 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
Construction Waste Education and Leadership Upper Harbour	Increasing the diversion rate of materials from landfill reduces consumption, transportation, and emissions. Creating a circular economy for reclaimed building materials enhances Auckland’s climate resilience by preserving non-renewable resources, reducing deforestation, minimizing reliance on imports, and cutting GHG emissions from landfills and industrial processes.
Īnanga spawning habitat restoration project - Upper Harbour	Restoration planting will reduce greenhouse emissions, and reconnecting communities with nature will increase resilience.
Industrial Pollution Prevention Programme - Upper Harbour	Healthy freshwater ecosystems offer flood mitigation, native habitat, and carbon sequestration through riparian plants. This educational programme will teach business owners how to reduce stormwater pollution, protecting freshwater ecosystems.
Our Local Streams (Sustainable Schools)	The programme directly impacts emissions through riparian planting (increasing carbon absorption, supporting biodiversity, and reducing erosion) and pest control (protecting plants). Improving water quality flowing to the sea reduces pollution and silt in the ocean, a vital carbon sink. Since the 2023 floods, the programme now includes more learning on climate change impacts on urban streams and focuses on increasing stream resilience to storms through rubbish removal and planting to mitigate flood risk.
Restoration of the Waiarohia Stream	Empowering communities to reconnect with their natural environment boosts resilience. Stream restoration and protection efforts reduce flooding impact, enhance native biodiversity, increase carbon sequestration, and prevent erosion from increased rainfall due to climate change.
Te Ao Māori and Community Led Conservation Upper Harbour	This programme provides Māori learning opportunities focused on place-based knowledge and nature. Supporting community-led conservation in Upper Harbour protects native biodiversity, acting as an important carbon sink.
Upper Harbour Ecological Initiatives (UHEI)	This programme will contribute to the protection of native biodiversity through community led conservation. Native biodiversity acts as an important carbon sink.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

55. The proposed 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.

56. In particular, the attached proposed work programme reflects the integrated activities developed by Environmental Services, Healthy Waters and Waste Solutions.

57. Environmental Services and Healthy Waters staff working on the Īnanga spawning habitat restoration programme, Te Ao Māori and Community Led Conservation programme, and Upper Harbour Ecological Initiatives programme will work closely with colleagues from Parks and Community Facilities.

58. The Connected Communities department will be aiding staff in the delivery of the Te Ao Māori and Community Led Conservation and Upper Harbour Ecological Initiatives programmes.

59. The Industrial Pollution Prevention Programme and Construction Waste Education and Leadership Programme will also liaise with Auckland Council’s Compliance Team.

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 Upper Harbour Local Board area. A particular focus area for the 2024/2025 work programme include the newly realised Hobsonville industrial area. The local Mountains to Sea Conservation Trust and the Whitebait Connection community groups is also involved in the delivery of the work programme.

61. The projects noted above align with the 2023 ‘Our Environment’, ‘Our People’ and ‘Our Economy’ in the local board plan. The proposed work programme has been considered by the local board in a series of workshops from October 2023 to May 2024. The views expressed by local board members during the workshops have informed the proposed 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 proposed 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 description
Our Local Streams (Sustainable Schools)	Students will be taught relevant kupu / terms and mātauranga as they learn about stream health and biodiversity. Through learning to be citizen-scientists they will be empowered with confidence, skills, and awareness of environmental science as a potential career pathway.
Te Ao Māori and Community Led Conservation Upper Harbour	Te Kawerau ā Maki delivers this programme to educate local community groups, enhancing understanding of mātauranga and Te Ao Māori while communicating mana whenua environmental priorities. The project fosters cultural competency in conservation groups, ensuring culturally safe practices that honour mana whenua and improve conservation outcomes. It empowers community groups to build and maintain good relationships with local iwi in a culturally informed manner.
Upper Harbour Ecological Initiatives (UHEI)	The Upper Harbour Ecological Network has reached out to 13 iwi with an interest in the Upper Harbour Local Board area. Kaitiakitanga is strengthened by Ngāti Whātua o Kaipara's regular participation in Upper Waitematā Ecology Network meetings. Staff, coordinators, and volunteers have attended cultural inductions with Te Kawerau ā Maki to learn culturally safe practices and apply a Te Ao Māori perspective to their conservation activities.

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 work programme totals to $242,615 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 $400,000 in regionally funded asset-based services capital expenditure for the coastal renewal programme

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

69. If the proposed 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 proposed 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 proposed work programme during this change and adoption of the proposed work programme at this stage also mitigates the proposed work programme delivery risk.

73. Table 3 shows the key risks associated with activities in the proposed work programme, as well as proposed mitigations.

Table 3: Key risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Construction Waste Education and Leadership Upper Harbour	Language barriers might limit the stakeholder engagement.	Translate brochure information as required.	Low
Our Local Streams (Sustainable Schools)	This programme is dependent on the contractors being available to continue the work. There is a limited number of suppliers suitable to complete this work.	To mitigate this, the current supplier has been approached regarding continuing the work before the programme was adopted.	Low
Restoration of the Waiarohia Stream	Risk of low stakeholder participation	With the exception of the ‘Te Ao Māori and Community Led Conservation’ and ‘Īnanga spawning habitat restoration’ programmes, these are all continuations of successful programmes in previous years. The staff and contractors leading these programmes are experienced in stakeholder engagement practices.	Low
Construction Waste Education and Leadership Upper Harbour
Īnanga spawning habitat restoration project - Upper Harbour
Industrial Pollution Prevention Programme - Upper Harbour
Te Ao Māori and Community Led Conservation Upper Harbour
Ecological Initiatives (UHEI)

74. Where a proposed 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

75. Delivery of the activity in the proposed 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.

76. Where the proposed 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 ⇩	Upper Harbour Local Board Local Environmental Work Programme 2024-2025	21

Ngā kaihaina

Signatories

Authors

Nick FitzHerbert - Team Leader Relationship Advisory

Yasmin Hall - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Lesley Jenkins - Local Area Manager

Upper Harbour Local Board

27 June 2024

Approval of the Upper Harbour Local Board - Local Governance work programme 2024/2025

File No.: CP2024/07978

Te take mō te pūrongo

Purpose of the report

1. To approve the Upper Harbour Local Board – Local Governance Work Programme 2024/2025

Whakarāpopototanga matua

Executive summary

2. This report presents the local board’s local governance work programme and associated budgets for approval for delivery within the 2024/2025 financial year as outlined in Attachment A.

3. The work programme responds to the following objectives and key initiatives that the local board has identified within its Upper Harbour Local Board Plan 2023:

· Objective: Our residents love living in Upper Harbour, feel part of a welcoming community, actively participate and their views are considered in decision making

· Key initiative: Implement the Upper Harbour Local Board Engagement Strategy

4. The local board have provided feedback to staff on the projects it would like to fund as part of their 2024/2025 work programme development in a series of workshops between October 2023 – May 2024. The local board indicated its initial support for the following project in the local governance work programme:

· Upper Harbour Local Board Engagement Strategy Implementation

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

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

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) whakaae / approve the Upper Harbour Local Board - Local Governance Work Programme 2024/2025 as outlined in Attachment A which includes the following activity:

i) Activity ID: 4066; Upper Harbour Local Board Engagement Strategy Implementation – $5,000 Locally Driven Initiatives operational budget.

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 development of the work programme.

8. The work programme responds to the following objectives and key initiatives that the local board has identified within its Upper Harbour Local Board Plan 2023:

· Objective: Our residents love living in Upper Harbour, feel part of a welcoming community, actively participate and their views are considered in decision making

· Key initiative: Implement the Upper Harbour Local Board Engagement Strategy

9. The Upper Harbour Local Board Engagement Strategy 2023 – 2025 was adopted in December 2023.

10. The engagement strategy guides the local board approach to engagement in the Upper Harbour area and is supported by an engagement workplan.

Tātaritanga me ngā tohutohu

Analysis and advice

11. The proposed activity for delivery as part of the Upper Harbour Local Board Local Governance Work Programme 2024/2025 is detailed below. Refer to Attachment A for further detail.

Upper Harbour Local Board Engagement Strategy Implementation– $5,000 LDI Opex

12. This programme will support the implementation of the Upper Harbour Local Board Engagement Strategy while increasing the awareness and effectiveness of local board engagement activities through investment in things such as engagement materials and resources, and facility hireage for engagement events.

Tauākī whakaaweawe āhuarangi

Climate impact statement

13. The proposed work programme is anticipated as having a neutral impact on greenhouse gas emissions and neutral contribution towards adapting to the impacts of climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

14. 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 programmes 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

15. The proposed work programmes have been considered by the local board in a series of workshops from October 2023 – May 2024. The views expressed by local board members during the workshops have informed the recommended draft work programme.

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

Tauākī whakaaweawe Māori

Māori impact statement

17. The local board has identified in its Upper Harbour Local Board Plan 2023 a desire to build relationships with Māori. The proposed work programme activity could make resource available to deliver upon this objective if required.

Ngā ritenga ā-pūtea

Financial implications

18. The proposed Upper Harbour Local Board Local Governance Work Programme 2024/2025 is $5,000 of the local board’s locally driven initiatives (LDI) operational budget. This amount can be accommodated within the local board’s total budget for 2024/2025.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

19. There is a relatively small budget in the Upper Harbour Local Board Local Governance Work Programme 2024/2025. 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. Depending on the timing, reallocation to another work programme activity might be an option.

Ngā koringa ā-muri

Next steps

20. Delivery of the activity in the approved work programme will commence following approval by the local board and continue until 30 June 2025. Activity progress will be reported to the local board on a quarterly basis as part of the quarterly reporting process.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Upper Harbour Local Board Local Governance Work Programme 2024-2025	31

Ngā kaihaina

Signatories

Authors	Heather Skinner - Senior Local Board Advisor
Authorisers	Lesley Jenkins - Local Area Manager

Upper Harbour Local Board

27 June 2024

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

File No.: CP2024/07810

Te take mō te pūrongo

Purpose of the report

1. To approve the 2024/2025 Upper Harbour 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 Upper Harbour 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 Upper Harbour Local Board Plan 2023, Customer and Community Services presents a work programme for local board approval each financial year.

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

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

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

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

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Upper Harbour 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 D to this report provide detail about the specific projects and programmes delivered.

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

· Active Communities

· Connected Communities

· Community and Social Innovation

· Parks and Community Facilities

· Regional Services and Strategy.

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

Department

2024/2025

2025/2026

2026/2027

Parks and Community Facilities

Approve

Approve in principle

All other Customer and Community Services departments

· Active Communities

· Connected Communities

· Community and Social Innovation

· Regional Services and Strategy.

Approve

N/A

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

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

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

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

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

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

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

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

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

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

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

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

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

Proposed amendments to the 2024/2025 work programme

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

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

Work programme budget types and purpose

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

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

Table two: Work programme budget types and purpose

Budget type	Description of budget purpose
Locally Driven Initiatives (LDI)	A development fund used to advance local operational and capital activities at the discretion of the local board.
Asset Based Services (ABS)	Allocated to deliver local activities based on decisions regarding region-wide service levels, including allocation of funds for local asset-based services, grants and staff time to deliver activities.
Local renewals	A fund dedicated to the partial renewal or full replacement of assets including those in local parks and community facilities.
Growth (local parks and sports field development)	Primarily funded through development contributions, a regional fund to improve open spaces, including developing newly acquired land into parks, and existing open space to increase capacity to cater for growing population needs.
Coastal	A regional fund for the renewal of Auckland’s significant coastal assets, such as seawalls, wharves and pontoons.
Slips prevention	A regional fund to proactively develop new assets for the prevention of landslides and major slips throughout the region.
Specific purpose funding	Funds received by the council, often from external sources, held for specific local board areas, including compensation funding from other agencies for land acquisitions required for major projects.
Discrete Local Board Projects	Funds allocated to a local board priority project in alignment with the Long-term Plan 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 Upper Harbour 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 Upper Harbour 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 November 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: Upper Harbour 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)	876,528	0	0
Opex: Asset Based Services (ABS)	16,482,260	0	0
Capital (Capex): Local Asset Renewals - Budget (ABS)	2,873,860	4,261,950	4,528,107
Capex: Local Asset Renewals - Proposed Allocation (ABS)	2,689,109	2,481,126	3,536,344
Advanced Delivery RAP*	184,750	0	0
Capex: Local Asset Renewals - Unallocated budget (ABS)	0	1,780,825	991,763
Capex: Locally Driven Initiatives (LDI) – Budget	477,748	492,165	507,798
Capex: Locally Driven Initiatives (LDI) - Proposed Allocation	477,748	492,165	507,798
Advanced Delivery RAP*	0	0	0
Capex: Locally Driven Initiatives (LDI) - Unallocated budget	0	0	0
Capex: Growth projects Allocation	3,890,264	5,100,197	3,279,803
Capex: Slips Prevention projects Allocation	30,000	10,000	90,000
Capex: Specific Purpose Funding – Allocation	124,417	0	0
Capex: Long-term Plan discrete	0	1,500,000	5,000,000
TOTAL ALLOCATIONS	24,570,326	9,583,488	12,413,945

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

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

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

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

Table four: risks and mitigations

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

Ngā koringa ā-muri

Next steps

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

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

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

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Upper Harbour CCS Work Programme 2024_2025	47
b ⇩	UH Māori Outcomes	63
c ⇩	Upper Harbour Regionally Funded Projects	67
d ⇩	UH Climate Outcomes	69

Ngā kaihaina

Signatories

Authors

Justine Haves - General Manager Regional Services & Strategy

Taryn Crewe - General Manager Parks and Community Facilities

Darryl Soljan - Manager Customer Experience - North & West Libraries

Claire Stewart - General Manager Active Communities

Pam Elgar – General Manager Community and Social Innovation.

Authorisers

Claudia Wyss - Director Customer and Community Services

Lesley Jenkins - Local Area Manager

Upper Harbour Local Board

27 June 2024

Upper Harbour Local Board Grants Programme 2024/2025

File No.: CP2024/06459

Te take mō te pūrongo

Purpose of the report

1. To adopt the Upper Harbour Local Board Grants Programme 2024/2025.

Whakarāpopototanga matua

Executive summary

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

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

4. This report presents the Upper Harbour Local Board Grants Programme 2024/2025 for adoption (as provided in Attachment A to this report).

5. Due to the concerns around the quality of Multiboard Grant applications and to streamline the grant process, it is proposed to not deliver a Multiboard Grant round in 2024/2025 and redirect applicants to the Local Grant round.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) whai / adopt the Upper Harbour Local Board Grants Programme 2024/2025 in Attachment A to this agenda report.

b) whakaae / agree to not deliver a Multiboard Grants Round in 2024/2025

Horopaki

Context

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

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

8. The local board community grants programme includes:

· outcomes as identified in the local board plan

· specific local board grants priorities

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

· any additional criteria or exclusions that will apply

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

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

10. It has been a long-standing concern around Multiboard Grant applications that:

· Lower quality applications are received due to less alignment with local board plans.

· Frequent applications for ongoing costs and other lower priority outcomes

· Increase barriers for accountability completion as multiple board criteria needs to be met

· Confusion: difficult for first-time applicants to understand the concept and causes a larger withdraw rate due to not meeting the funding criteria

· Timelines are less clear for applicants: the decision dates vary among different local boards

· Less chance to be funded: difficult to demonstrate the specific local board benefit in Multiboard Grant applications.

· Delays applicant getting funding: The applicant can only be notified after all boards have made their decision which would cause some applicants who submitted their application in June but received the decision in December.

Tātaritanga me ngā tohutohu

Analysis and advice

11. The aim of the local board grants programme is to deliver projects and activities which align with the outcomes identified in the local board plan. The Upper Harbour Local Board Grants programme was workshopped with the local board and feedback has been incorporated into the programme for 2024/2025.

12. It is suggested to not deliver a Multiboard Grant round in 2024/2025 due to the reasoning listed above, this will lead to better alignment to the local board funding outcomes as the groups will need to clearly demonstrate the direct community benefit in Local Grant process.

13. By not having a Multiboard Grant Round and directing the applicants to apply to Local Grant Rounds, the board will have a better control and visibility of the grant applications and have greater influence on targeting specific outcomes/areas of focus.

Tauākī whakaaweawe āhuarangi

Climate impact statement

14. The grants programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups with projects that support community climate change action. Local board grants can contribute to climate action through the support of projects that address food production and food waste, alternative transport methods, community energy efficiency education and behaviour change, build community resilience and support tree planting.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

21. An implementation plan is underway, and once adopted the grants programme will be locally advertised through local board and council channels, including the council website, local board Facebook page and communication with past recipients of grants.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Upper Harbour Local Board Grants Programme 2024-2025	79

Ngā kaihaina

Signatories

Authors

Amber Deng - Grants Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Lesley Jenkins - Local Area Manager

Upper Harbour Local Board

27 June 2024

Local Board views on the Notice of Requirement lodged by Watercare Services Limited in Whenuapai

File No.: CP2024/06989

Te take mō te pūrongo

Purpose of the report

1. To provide local board views on a Notice of Requirement lodged by Watercare Services Limited as the requiring authority for a new Wastewater Servicing Scheme Package 1 in Whenuapai.

Whakarāpopototanga matua

Executive summary

2. Decision-makers on Notices of Requirement must consider local boards’ views on the Notice of Requirement if the relevant local board choose to provide their views.

3. Each local board has a responsibility to communicate the interests and preferences of the people in its area on council policy documents, including Notices of Requirement. A local board can present local views and preferences at the hearing of submissions when expressed by the whole local board.

4. The Notice of Requirement was notified on 28 March 2024 and submissions closed on 30 April 2024. A breakdown on the number of submissions received on the Notice of Requirement is in the discussion section of this report.

5. This report is the mechanism for the local board to provide its views on the Notice of Requirement. Staff do not recommend what view the local board should convey.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) whakarite / provide local board views on the Notice of Requirement lodged by Watercare for Whenuapai Wastewater Servicing Scheme Package 1.

b) kopou / appoint a local board member to speak to the Upper Harbour Local Board views at a hearing (if one is held) on the Notice of Requirement, if that is considered necessary by the local board.

c) tautapa / delegate authority to the chairperson of Upper Harbour Local Board to make a replacement appointment in the event the local board member appointed in clause b) is unable to attend the hearing (if one is held).

Horopaki

Context

6. Each local board is responsible for communicating the interests and preferences of people in its area regarding the content of 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.^{^[1]}

7. Watercare Services Limited (Watercare) Notice of Requirement (NoR) seeks to include a new designation in the Auckland Unitary Plan (AUP). Local boards must have the opportunity to provide their views where any process proposes a change to the AUP.

8. If the local board chooses to provide its views, the reporting planner includes those views in the council’s hearing report. Local board views are included in the analysis of the NoR(s), along with all submissions.

9. If appointed by resolution, local board members may present the local board’s views at the hearing, if one is held, to independent hearing commissioners, who will make a recommendation to the requiring authority (in this case Watercare) on the NoR.

10. Following receipt of the recommendation from the independent hearing commissioners, the requiring authority is required to advise the council, within 30 working days, whether it accepts or rejects the recommendation in whole or in part. Once the council has received a decision from the requiring authority, the submitters will be advised and are then given an opportunity to lodge an appeal with the Environment Court if they are not satisfied with the outcome. The council will also have the opportunity at that stage to appeal the decision.

11. This report provides an overview of the NoR and a summary of the key themes in submissions.

12. The report does not recommend what views the local board should convey. Staff cannot advise the local board as to what its views should be, as they will be involved in preparing the section 42A hearing report and making recommendations to the independent hearing commissioners.

Tātaritanga me ngā tohutohu

Analysis and advice

Notice of Requirement overview

13. Watercare has lodged a NoR for a designation under section 168 of the Resource Management Act 1991 (RMA); and an application to waive the need for an Outline Plan of Works (OPW) under section 176A of the RMA.

14. A new Wastewater Servicing Scheme Package 1 (the Project) will deliver the necessary wastewater infrastructure network to unlock land within Whenuapai, and the wider area, for development, and is part of a wider scheme to convey wastewater from the Whenuapai Catchment to the Northern Interceptor. The Project involves the installation of a gravity main pipeline from the existing pump station in Whenuapai village to 23A Brigham Creek Road; an underground pump station at 23A Brigham Creek Road (with aboveground ancillary structures); a rising main between 23A Brigham Creek Road and 32 Mamari Road; and a break pressure chamber at 32 Mamari Road.

15. The works also require installation of a culvert at 31 Brigham Creek Road. Construction and laydown areas to support the works will be located at 20-22 Brigham Creek Road, 23-27 Brigham Creek Road, 32 Mamari Road, and 28 Brigham Creek Road Figures 1, 2 and 3 below identify the Project and its location in the Whenuapai.

Figure 1: Northern section of Whenuapai Wastewater Servicing Scheme – Package 1 Project

Figure 2: Middle section of the Whenuapai Wastewater Servicing Scheme – Package 1 Project

Figure 3: Southern section of the Whenuapai Wastewater Servicing Scheme – Package 1 Project

16. Watercare has undertaken a functional requirement study of the Project in these locations. Detailed design of the Project has been undertaken, with an accompanying resource consent under the National Policy Statement Freshwater and a regional resource consent lodged with the Auckland Council Resource Consents department. Proposed conditions that will be applied to the NoR are included in the Project, and so Watercare have sought the requirement for an OPW to be waived.

Submissions received

17. Three submissions were received. A break-down of these has been provided in below:

Number of Submissions:	3
Submissions in support:	3
Submission in opposition:	0
Submission point breakdown:	Support: 9 Support in part: 4 Oppose in part: 1

18. All submissions are either in support or support with amendments and were received from landowners and Auckland Transport. The key submission themes were either on planning matters or transport matters. The complete submissions have been provided as Attachment A of this report.

19. Information on individual submissions and the summary of all decisions requested by submitters, will be included in the section 42A hearing report. A copy of each submission will be made publicly available in the near future on the Auckland Council website.

Tauākī whakaaweawe āhuarangi

Climate impact statement

20. 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).

21. It is noted that the NoR provides for Wastewater servicing which will facilitate growth in the greater Whenuapai area. Excluding the construction vehicle movements, it is not expected that this NoR will contribute to climate change.

22. It is also noted that some areas of the Project are located within the 1 percent Annual Exceedance Probability (AEP) flood plain and the works on the site will need to manage the effects relating to flooding and storm water runoff. Further, the project is located within three wetlands and construction through at least one of the wetlands will occur. Watercare will need to demonstrate there is a functional requirement for this project to be located within these wetlands.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

23. Auckland Transport have made a submission on this NoR and have sought a number of amendments to the conditions proposed by Watercare. The Auckland Transport submission can be found in Attachment A of this report.

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

Local impacts and local board views

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

· interests and preferences of people in the 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.

25. The Assessment of Environmental Effects for the Project states that Watercare has engaged with the Upper Harbour Local Board during the preparation of the NoR.

26. This report is the mechanism for obtaining formal local board views. The independent hearings panel commissioners will consider local board views, if provided, when making recommendations to Watercare on the NoRs.

Tauākī whakaaweawe Māori

Māori impact statement

27. If the local board chooses to provide its views on the NoR, it includes the opportunity to comment on matters that may be of interest or importance to Māori.

28. Throughout the preparation of the Project mana whenua have been considered a ‘partner’. Cultural Value Assessments have been provided by Watercare in support the NoRs. Te Kawerau ā Maki has provided early feedback on the Project.

29. The NoRs were fully notified. Iwi authorities with an interest in the area were notified as part of that process. No iwi authority has made submission on this NoR.

Ngā ritenga ā-pūtea

Financial implications

30. There are no financial implications with the local board providing its views.

31. The local board is not exposed to any financial risk from providing its views.

32. The cost associated with processing NoRs is recoverable from Watercare. The effects of development associated with the NoR on infrastructure (and any associated funding/financing issues) is a matter that will be addressed in the hearing reports and at the hearing.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

33. There is a risk that the local board will be unable to provide its views on the NoRs if it does not pass a resolution. This report provides:

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

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

34. If the local board chooses not to pass a resolution at this business meeting, these opportunities are foregone.

35. The power to provide local board views regarding the content of a NoR cannot be delegated to individual local board member(s).^{^[2]} 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

36. The reporting planner will report on any resolution(s) of the local board in the section 42A hearing reports. The local board member appointed to speak to the local board’s views will be informed of the hearing date and be invited to the hearing.

37. The reporting planner will advise the local board of the recommendation(s) of the independent hearing commissioners and the decision on the NoR by Watercare.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Attachment A - NoR Whenuapai Wastewater Pump Station Submissions	95

Ngā kaihaina

Signatories

Authors

Todd Elder - Planner

Authorisers

John Duguid - General Manager - Plans and Places

Lesley Jenkins - Local Area Manager

Upper Harbour Local Board

27 June 2024

Local Board Views on Proposed Plan Change 96 - Open Space and Other Rezoning Matters (2024)

File No.: CP2024/04322

Te take mō te pūrongo

Purpose of the report

1. To invite local board views on the Auckland 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 Auckland Unitary Plan. Proposed Plan Change 96 – Open Space and Other Rezoning Matters (2024) is the latest such plan change.

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

· rezoning of recently vested or acquired open space

· rezoning to correct zoning errors or anomalies

· rezoning to better reflect the current or future intended use and/or development of land

· rezoning to reflect approved land swaps between Kainga Ora and Auckland Council and/or to enable approved land rationalisation and disposal.

5. Proposed Plan Change 96 involves 32 changes/groups of changes in 13 local board areas. A copy of the proposed plan change is included as Attachment A to the agenda report. The change on Map 15 is relevant to the Upper Harbour 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 Upper Harbour Local Board:

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

b) kopou / 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) tautapa / delegate authority to the Chairperson of the Upper Harbour 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 Upper Harbour 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 Auckland Unitary Plan (AUP).

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

· rezoning of recently vested or acquired open space

· rezoning to correct zoning errors or anomalies

· rezoning to better reflect the current or future intended use and/or development of land

· 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 (PC96) 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 can be found 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 and 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 submissions were received for Maps 6, 13, 16, 17, 20, 24, 26, and 27.

18. The proposed change relevant to the Upper Harbour Local Board is:

Map 15 – rezones 1 Upper Harbour Highway, Rosedale from Open Space – Sport and Active Recreation Zone to Business – Light Industry 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 15 - Seek that the proposed rezoning shown on Map 15 of PC96 is confirmed.

21. The one submission was made by WaterCare Services Limited

Table 2: submissions received on plan change 96 for Map 15

Submissions	Number of submissions
In support	Map 15 – 1
In support, if modifications are made	Map 15 – nil
In opposition	Map 15 – nil
Neutral	Map 15 – nil

22. Information on the summary of all decisions requested by the submitters is included as Attachment B.

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 land at 1 Upper Harbour Highway to Business – Light Industry Zone is neutral in terms of climate change.

Implications for local board views

25. 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

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

26. 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.

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

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

29. Healthy Waters (where they are not the requester of part of the plan change) and Parks and Recreation Policy 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

30. The proposed change on Map 15 is within the Upper Harbour Local Board area.

31. 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.

32. 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

33. 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).

34. 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.

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

36. The hearing report will include analysis of Part 2 of the Resource Management Act 1991 which requires that all persons exercising Resource Management Act 1991 (RMA) functions shall take into account the principles of the Treaty of Waitangi/Te Tiriti o Waitangi.

Ngā ritenga ā-pūtea

Financial implications

37. In terms of land proposed to be rezoned from Open Space – Sport and Active Recreation Zone to Business – Light Industry Zone (Map 15), the proposed plan change will have financial benefits in terms of better enabling (i.e. a more straight forward resource consent path) WaterCare’s activities to be undertaken.

38. 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.

39. 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

40. 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 Upper Harbour Local Board to express its views and preferences

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

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

42. 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

43. 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.

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

45. 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 ⇩	Proposed Plan Change 96 - Open Space and Other Rezoning Matters (2024)	119
b ⇩	Information on the summary of all decisions requested by the submitters (Upper Harbour Local Board)	151

Ngā kaihaina

Signatories

Authors

Tony Reidy - Team Leader Planning

Authorisers

John Duguid - General Manager - Plans and Places

Lesley Jenkins - Local Area Manager

Upper Harbour Local Board

27 June 2024

Local Board Transport Capital Fund

File No.: CP2024/08522

Te take mō te pūrongo

Purpose of the report

1. Approve changes to the allocation of the Upper Harbour Local Board Transport Capital funding to projects to be delivered in Upper Harbour Local Board area.

Whakarāpopototanga matua

Executive summary

2. Auckland Transport manages the Local Board Transport Capital Fund on behalf of the Upper Harbour Local Board. Auckland Transport provides quality advice to support local board decision-making.

3. The local board approved the allocation of the Local Board Transport Capital Fund at the October 2023 business meeting https://infocouncil.aucklandcouncil.govt.nz/Open/2023/10/20231026_UH_MIN_11372_WEB.htm . This included the Oteha Valley Road share path cycleway project.

4. Auckland Transport have confirmed that they will be funding and delivering the Oteha Valley Road shared path cycleway project so previous the allocated Local Board Transport Capital funding can now be reallocated to other local board projects.

5. Auckland Transport has delivered the Kyle Road footpath and Bush Road shared path, as approved Local Board Transport Capital Fund projects. Due to cost savings from the Oteha Valley Road shared path Cycleway project, Kyle Road footpath and Bush Road shared path projects, there is a cost saving of $796,692.34.

6. A decision relating to changes to the allocation of the Upper Harbour Local Board Transport Capital Fund is being sought in this report. It was recommended to the local board during workshops held on 2 May 2024 and 6 June 2024 that these savings be used to allocate to other project ideas.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) whakaae / approve the allocation of an additional $150,000 for the completion of the Herald Island Kingsway Road (Causeway) lighting project bringing the total allocation for this project to $450,000.

b) whakaae / approve the allocation of $460,000 for the Clark Road upgrade including pedestrian crossing upgrade (Option 3).

c) whakaae / approve the allocation of $186,692.34 for Launch Road pedestrian improvements.

d) whakaae / approve the following projects as priorities for delivery should additional funding become available:

i) to complete Launch Road pedestrian improvements, if additional funds are required

ii) Wayfinding signage project prioritising Fairview, Oteha Valley and Harrowglen ($62,000)

iii) Picasso Drive pedestrian improvements.

Horopaki

Context

7. The Local Board Transport Capital Fund (LBTCF) is an Auckland Transport (AT) fund established in 2012 to allow local boards to deliver small projects in their local area that would not normally be prioritised by Auckland Transport. In 2014, the LBTCF budget was set at $20 million spread across all local boards and distributed based on Auckland Council’s Local Board Funding Policy. Since 2020, when COVID-19 lockdowns impacted on Auckland Council’s revenue the LBTCF had been reduced.

8. Due to cost savings from the Oteha Valley Road Shared Path Cycleway project, Kyle Road footpath and Bush Road shared path projects, there is a cost saving of $796,692.34.

9. The Upper Harbour Local Board must now review the programme of work that was discussed and reallocate funding to meet the current availability of funds and costs to deliver projects.

10. The local board’s role is to review the programme supported by AT’s quality advice, consider options, and then decide which projects to support.

Tātaritanga me ngā tohutohu

Analysis and advice

11. Upper Harbour Local Board’s allocation of LBTCF for the 2022–2025 political term is $1,542,210.

12. The local board approved the allocation of the Local Board Transport Capital Fund at the October 2023 business meeting https://infocouncil.aucklandcouncil.govt.nz/Open/2023/10/20231026_UH_MIN_11372_WEB.htm

13. Auckland Transport held a workshop with the Upper Harbour Local Board on 2 May 2024 to advise about the cost savings to the LBTCF and requested the local board provide ideas of projects for Auckland Transport to undertake rough estimate of costs (ROC) assessments.

14. At a further workshop on the 6 June 2024, Auckland Transport updated the local board that the Kyle Road footpath and Bush Road shared path had been completed. Due to cost savings from the Oteha Valley Road shared path Cycleway project, Kyle Road footpath and Bush Road shared path projects, there is a cost saving of $796,692.34. This updated savings figure differs from what was previously advised at the workshop of $806,939 due to final invoices for the completed projects had to be paid post workshop.

15. During the May and June workshops the local board considered the further list of projects. Following feedback from this workshop, Auckland Transport recommend allocating the remaining budget to the following projects:

· Additional funds for Herald Island Kingsway Road (Causeway), lighting project. ($150,000)

· Clark Road upgrade including pedestrian crossing upgrade (Option 3) ($460,000)

16. If the local board agree to the above recommendation, there will be a total of $186,692.34 unallocated LBTCF. AT recommends that the local board allocate this remaining amount to the Launch Road pedestrian improvements project. The ROC for this project is $375,000.

17. Allocating the remaining LBTCF to the Launch Road project will cover the investigation, design, and partial delivery of this project. Once AT has completed the full investigation on this project, AT will present the possible pedestrian improvements solution to the local board for their consideration.

18. Should the cost of the agreed pedestrian improvement solution for Launch Road be more than $186,692.34 the local board will need to resolve at this meeting that the shortfall come from any cost saving from there other projects or if any additional funding becomes available to the local board.

19. In addition to Launch Road pedestrian improvements, AT recommend that the board provides priority of projects should additional funding become available. AT recommendation is per below:

i) Wayfinding signage project prioritising Fairview, Oteha Valley and Harrowglen ($62,000)

ii) Picasso Drive pedestrian improvements.

Projects for LBTCF in 2022-2025 Political Term

The table below shows the status of each project and the additional budget\funding required to be resolved to complete the projects.

Tauākī whakaaweawe āhuarangi

Climate impact statement

20. Auckland Council has declared a climate emergency and has developed Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan.

21. Passenger transport related projects will contribute to AT’s climate change objectives.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

22. Any engagement required with other parts of the council group will be carried out on an individual-project basis.

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

Local impacts and local board views

23. Upper Harbour Local Board discussed this programme of works at two workshops with AT in 2024. This report reflects the recommendations of Auckland Transport as presented at the workshop held on 6 June 2024, for the local board to confirm the allocation of their LBTCF.

Tauākī whakaaweawe Māori

Māori impact statement

24. The actions being considered do not have specific impacts on Māori. Both AT and council are committed to meeting their responsibilities under Te Tiriti o Waitangi (the Treaty of Waitangi) and its broader legal obligations in being more responsible or effective to Māori. Auckland Transport’s Māori Responsiveness Plan outlines the commitment to 19 mana whenua tribes 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 AT website - https://at.govt.nz/about-us/transport-plans-strategies/maori-responsiveness-plan/#about.

25. Any AT project that requires consultation with iwi will include that activity within its project plan.

Ngā ritenga ā-pūtea

Financial implications

26. This report requires consideration of a significant financial commitment by the Upper Harbour Local Board.

27. The costs calculated above are based on estimates and it is possible that costs on some projects may be under or over the estimations.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

28. There is a risk that some projects may cost more than is budgeted in this report, but equally some projects may reduce in scope after further investigation work is carried out.

29. As resources and budgets are constrained, delaying decision making means that there is less time for planning for the investigation, design, and subsequent delivery of the projects that the local board wishes to progress. Timely decision making will provide the best opportunity for these projects to be delivered in the current political term.

30. Finally, future budgets are not confirmed, meaning that there may be sudden changes to the programme next year after Auckland Council sets budgets through the Long-Term Plan process.

Ngā koringa ā-muri

Next steps

31. AT will take note of the local board’s confirmed projects and continue to work towards public consultation and delivery.

32. Throughout the process, AT will keep the local board updated and when a decision is required, a report will be made to a public meeting so the local board can consider it and decide on next steps.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors	Owena Schuster – Elected Member Relationship Partner, Auckland Transport
Authorisers	John Gillespie – Head of Stakeholder and Elected member Relationships, Auckland Transport

Upper Harbour Local Board

27 June 2024

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

File No.: CP2024/08638

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 Upper Harbour 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 Upper Harbour Local Board workshopped the draft RLTP on 12 October 2023.

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 Upper Harbour Local Board workshopped the draft RLTP on 12 October 2023. 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	165
b ⇩	RLTP workshop presentation material with local advice	169

Ngā kaihaina

Signatories

Author

Ben Stallworthy – Principal Advisor Strategic Relationships

Authorisers

Louise Mason - General Manager Local Board Services

Lesley Jenkins - Local Area Manager

Upper Harbour Local Board

27 June 2024

Approval for new private road names at 2 Waka Moana Drive, Hobsonville.

File No.: CP2024/06885

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Upper Harbour Local Board to name two new private roads, being commonly owned access lots, created by way of a subdivision development at 2 Waka Moana Drive, Hobsonville.

Whakarāpopototanga matua

Executive summary

2. The Auckland Council Road Naming Guidelines set out the requirements and criteria of the council for proposed road names. The guidelines state that where a new road needs to be named as a result of a subdivision or development, the subdivider /developer shall be given the opportunity of suggesting their preferred new road name/s for the local board’s approval.

3. The developer and applicant, Fletcher Residential Limited, has proposed the names presented below for consideration by the local board.

4. The proposed road name options have been assessed against the Guidelines and the Australian & New Zealand Standard, Rural and Urban Addressing, AS NZS 4819:2011 and the Guidelines for Addressing in-fill Developments 2019 – LINZ OP G 01245. The technical matters required by those documents are considered to have been met and the proposed names are not duplicated elsewhere in the region or in close proximity. Mana whenua have been consulted in the manner required by the guidelines.

5. The proposed names for the two new private roads at 2 Waka Moana Drive are:

Commonly owned access lot 1

· Rauawa Lane (applicant’s preference)

Commonly owned access lot 2

· Aukaha Lane (applicant’s preference)

6. The names provided have been gifted by Nga Maunga Whakahii o Kaipara Development Trust and therefore the applicant has not provided any alternative names.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) whakaae/approve the following names for the two new private roads created by way of subdivision at 2 Waka Moana Drive, Hobsonville, in accordance with section 319(1)(j) of the Local Government Act 1974 (resource consent references BUN60424221, SUB60424223 and RDN90115949).

i. Rauawa Lane (Commonly owned access lot 1)

ii. Aukaka Lane (Commonly owned access lot 2)

Horopaki

Context

7. Resource consent reference BUN60424221 (subdivision reference SUB60424223) was issued in April 2024 for the construction of 58 dwellings and two commonly owned access lots.

8. Site and location plans of the development can be found in Attachments A and B to the agenda report.

9. In accordance with the standards, every public road and any private way, commonly owned access lot (COAL), or right of way, that serves more than five lots generally requires a new road name in order to ensure safe, logical, and efficient street numbering.

10. Therefore, in this development, the new COALs require a road name because they each serve more than five lots. This can be seen in Attachment A to the agenda report, where the COALs that require a name are highlighted in yellow.

Tātaritanga me ngā tohutohu

Analysis and advice

11. The Auckland Council Road Naming Guidelines (the guidelines) set out the requirements and criteria of the council for proposed road names. These requirements and criteria have been applied in this situation to ensure consistency of road naming across the Auckland Region. The guidelines allow that where a new road needs to be named as a result of a subdivision or development, the subdivider/developer shall be given the opportunity of suggesting their preferred new road name/s for the local board’s approval.

12. The guidelines provide for road names to reflect one of the following local themes with the use of Māori names being actively encouraged:

· a historical, cultural, or ancestral linkage to an area; or

· a particular landscape, environmental or biodiversity theme or feature; or

· an existing (or introduced) thematic identity in the area.

13. Theme: Nga Maunga Whakahii o Kaipara Development Trust has gifted the applicant’s preferred names detailed in the below table. Ngati Whatua o Kaipara has a cultural connection with the land.

14. The link to the local area is that the upper Waitematā Harbour was a waka highway for iwi and a strategic point of access for Ngati Whatua to the Kaipara Harbour and Auckland Isthmus.

Proposed name

Meaning (as described by Nga Maunga Whakahii o Kaipara Development Trust)

COAL 1

Rauawa Lane

(applicant’s preference)

Means the bulwark / body of a waka.

COAL 2

Aukaha Lane

(applicant’s preference)

Referring to lashing the rauawa or bulwark to the body of the canoe – in essence ‘to bind, unite together’.

15. Assessment: All the name options listed in the table above have been assessed by the council’s subdivision specialist team to ensure that they meet both the guidelines and the standards in respect of road naming. The technical standards are considered to have been met and duplicate names are not located in close proximity. It is therefore for the local board to decide upon the suitability of the names within the local context and in accordance with the delegation.

16. Confirmation: Land Information New Zealand (LINZ) has confirmed that all of the proposed names are acceptable for use at this location.

17. Road Type: ‘Lane’ is an acceptable road type for the new private roads, suiting the form and layout of the COAL’s.

18. Consultation: Mana whenua were consulted in line with the processes and requirements described in the guidelines. Consultation with Nga Maunga Whakahii o Kaipara Development Trust on behalf of Ngati Whatua o Kaipara, has been carried out by the applicant. Additional commentary is provided in the Tauākī whakaaweawe Māori section that follows.

Tauākī whakaaweawe āhuarangi

Climate impact statement

19. The naming of roads has no effect on climate change. Relevant environmental issues have been considered under the provisions of the Resource Management Act 1991 and the associated approved resource consent for the development.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

20. The decision sought for this report has no identified impacts on other parts of the Council group. The views of council-controlled organisations were not required for the preparation of the report’s advice.

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

Local impacts and local board views

21. The decision sought for this report does not trigger any significant policy and is not considered to have any immediate local impact beyond those outlined in this report.

Tauākī whakaaweawe Māori

Māori impact statement

22. To aid local board decision making, the guidelines include an objective of recognising cultural and ancestral linkages to areas of land through engagement with mana whenua, particularly through the resource consent approval process, and the allocation of road names where appropriate. The guidelines identify the process that enables mana whenua the opportunity to provide feedback on all road naming applications and in this instance, the process has been adhered to.

23. Nga Maunga Whakahii o Kaipara Development Trust on behalf of Ngati Whatua o Kaipara were contacted by the applicant.

24. Following this consultation, on the 10 May 2023 Nga Maunga Whakahii o Kaipara Development Trust confirmed the gifting of the names ‘Rauawa’ and ‘Aukaha’ to the applicant.

25. The gifting of a name from iwi carries with it an important level of respect to the recipient and as such should be considered a ‘Taonga’ (treasure). As a result, in this instance no alternative names have been provided and no consultation has been undertaken with other iwi.

26. This site is not listed as a site of significance to mana whenua.

Ngā ritenga ā-pūtea

Financial implications

27. The road naming process does not raise any financial implications for the Council.

28. The applicant has responsibility for ensuring that appropriate signage will be installed accordingly once approval is obtained for the new road names.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

29. There are no significant risks to Council as road naming is a routine part of the subdivision development process, with consultation being a key component of the process.

Ngā koringa ā-muri

Next steps

30. Approved road names are notified to LINZ which records them on its New Zealand wide land information database. LINZ provides all updated information to other users, including emergency services.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	2 Waka Moana Drive Location Map	183
b ⇩	2 Waka Moana Drive Site Plan	185

Ngā kaihaina

Signatories

Authors

Dale Rewa - Subdivision Advisor

Authorisers

Trevor Cullen - Team Leader Subdivision

Lesley Jenkins - Local Area Manager

Upper Harbour Local Board

27 June 2024

Auckland Citizens Advice Bureaux funding model options

File No.: CP2024/08426

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

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

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

· Option One: no change, current funding model. The council allocates funds between sites via Auckland Citizens Advice Bureaux Incorporated based on existing operational costs, as part of an extended transition towards the 2019-model based on the population and deprivation at each site. This model is not supported by Auckland Citizens Advice Bureaux Incorporated nor recommended by council staff.

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

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

9. A briefing of local board members on 20 May 2024 presented the options in this report.

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

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

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

Horopaki

Context

Citizens Advice Bureaux and Auckland Citizens Advice Bureaux Incorporated structure

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

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

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

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

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

Image: Auckland CAB and ACABx Structure

Number and type of client interactions

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

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

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

Implementation of June 2023 Governance Body decisions

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

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

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

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

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

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

18. In response to the above resolution:

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

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

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

Auckland CAB Regional Strategic Plan 2024-2027

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

· Auckland CABs working together for better outcomes for clients

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

· sustainable and adequate funding

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

· sufficient number of high performing and values driven volunteers.

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

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

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

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

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

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

Option Two: Subregional model

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

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

Option Three: regional and outcomes focussed model

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

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

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

Table 1: Comparative analysis/assessment of funding models

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

Proposed implementation of new funding model

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Wayne Levick - Regional Partnerships Lead

Authorisers

Claudia Wyss - Director Customer and Community Services

Megan Tyler - Chief of Strategy

Louise Mason - General Manager Local Board Services

Lesley Jenkins - Local Area Manager

Upper Harbour 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.: CP2024/08145

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 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 Te Mahere Hukihuki mo te Whakahaeretanga me te Whakaitinga o te Para / Waste Management and Minimisation Plan 2024 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 Te Mahere Hukihuki mo te Whakahaeretanga me te Whakaitinga o te Para / Waste Management and Minimisation Plan 2024 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 Te Mahere Hukihuki mo te Whakahaeretanga me te Whakaitinga o te Para / Waste Management and Minimisation Plan 2024 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 Te Mahere Hukihuki mo te Whakahaeretanga me te Whakaitinga o te Para / Waste Management and Minimisation Plan 2024 and reflect the requirements of Te rautaki para Aotearoa / the New Zealand Waste Strategy. This was made available with the draft Te Mahere Hukihuki mo te Whakahaeretanga me te Whakaitinga o te Para / Waste Management and Minimisation Plan 2024 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 Te Mahere Hukihuki mo te Whakahaeretanga me te Whakaitinga o te Para / Waste Management and Minimisation Plan 2024 sought feedback on key aspects of the draft Te Mahere Hukihuki mo te Whakahaeretanga me te Whakaitinga o te Para / Waste Management and Minimisation Plan 2024, 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 Te Mahere Hukihuki mo te Whakahaeretanga me te Whakaitinga o te Para / Waste Management and Minimisation Plan 2024. In addition, Auckland Have Your Say Events with the public attracted 1,410 responses on proposals within the draft Te Mahere Hukihuki mo te Whakahaeretanga me te Whakaitinga o te Para / Waste Management and Minimisation Plan 2024. At these Auckland Have Your Say Events, particular attention was given to receiving feedback on the fortnightly rubbish collection proposal.

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

11. A workshop was held with the local board between May 2024 and June 2024 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 Te Mahere Hukihuki mo te Whakahaeretanga me te Whakaitinga o te Para / Waste Management and Minimisation Plan 2024. This will be incorporated into a report with recommended changes to the draft Te Mahere Hukihuki mo te Whakahaeretanga me te Whakaitinga o te Para / Waste Management and Minimisation Plan 2024 for final consideration and adoption by the Planning, Environment and Parks Committee in September 2024.

13. Once the final version is adopted, the Mahere Hukihuki mo te Whakahaeretanga me te Whakaitinga o te Para / Waste Management and Minimisation Plan 2024, including the Hauraki Gulf Islands Waste Plan 2024, 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 Upper Harbour Local Board:

a) whakarite / provide feedback on the draft Mahere Hukihuki mo te Whakahaeretanga me te Whakaitinga o te Para / Waste Management and Minimisation Plan 2024, including the Hauraki Gulf Islands Waste Plan 2024.

Horopaki

Context

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

15. On 30 November 2023 the Planning, Environment and Parks Committee approved the draft Te Mahere Hukihuki mo te Whakahaeretanga me te Whakaitinga o te Para / 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 draft 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 draft plan. Two hearing-style events for Māori organisations and regional organisations and interest groups were held in March 2024.

25. Staff also workshopped the draft plan with six advisory panels hosted by Auckland Council. Attachment D 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 of the table.

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. Te-Tāruke-a-Tawhiri: Auckland’s Climate 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 draft plan, the impact of greater diversion both from food scraps collection and general recycling will result in an estimated reduction in carbon emissions from waste by 125,000 tonnes CO2-e per annum increasing to 250,000 tonnes over the 20-year project period. Fortnightly refuse collection maximises this opportunity by reducing waste and associated emissions further.

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

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 draft 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. Work was carried out 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 draft plan. NWŌ suggest this be done through creating the RRIP noted above.

· for better alignment between the draft plan 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 draft plan but noting they expected to see more at the top of the waste hierarchy. They suggest the draft plan ‘defers to Central Government’ and that the language of the draft 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 draft plan will not reflect the range of local views and issues. We are mitigating this risk by providing this opportunity for local board feedback.

Ngā koringa ā-muri

Next steps

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, Mahere Hukihuki mo te Whakahaeretanga me te Whakaitinga o te Para / Waste Management and Minimisation Plan 2024, including the Hauraki Gulf Islands Waste Plan 2024 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	207
b ⇩	Attachment B – Summary of submissions as workshopped with the local board	227
c ⇩	Attachment C – Number of submissions by local board area	249
d ⇩	Attachment D – Summary of advisory panel responses	251
e ⇩	Attachment E - Copy of consultation feedback form	253

Ngā kaihaina

Signatories

Authors

Sarah Le Claire - Waste Planning Manager

Tania Utley - Senior Waste Planning Advisor

Authorisers

Parul Sood - General Manager Waste Solutions

Barry Potter - Director Infrastructure and Environmental Services

Lesley Jenkins - Local Area Manager

[1] Local Government (Auckland Council) Act 2009, ss15-16.

[2] Local Government Act 2002, Schedule 7, clause 36D.

Chairperson	Anna Atkinson
Deputy Chairperson	Uzra Casuri Balouch, JP
Members	Callum Blair	Kyle Parker
	John Mclean	Sylvia Yang

No.	Title	Page
a ⇩	Upper Harbour Local Board - record of workshop 9 May 2024.	265
b ⇩	Upper Harbour Local Board - record of workshop 16 May 2024.	269
c ⇩	Upper Harbour Local Board - record of workshop 23 May 2024 (10.57am).	273
d ⇩	Upper Harbour Local Board - record of workshop 23 May 2024 (2.34pm).	275
e ⇩	Upper Harbour Local Board - record of workshop 30 May 2024.	277
f ⇩	Upper Harbour Local Board - record of workshop 6 June 2024.	281

Authors	Max Wilde - Democracy Advisor (Upper Harbour Local Board)
Authorisers	Lesley Jenkins - Local Area Manager