Agenda of Henderson-Massey Local Board - Tuesday, 17 September 2024

1 Nau mai | Welcome

2 Ngā Tamōtanga | Apologies

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

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

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

Member	Organisation	Position
Chris Carter (Chair)	1. St Lazarus Trust 2. Waitākere Badminton Club	Member Member
Peter Chan, JP	1. Cantonese Opera Society of NZ 2. Asian Leaders Forum 3. NZ-Hong Kong Business Association 4. NZ-China Business Association 5. Te Whau Pathway Environmental Trust	Member Member Member Member Trustee
Dan Collins	1. Rānui Action Project	Chair
Dr Will Flavell (Deputy Chair)	1. Asia New Zealand Leadership Network 2. Te Atatū Tennis Club 3. Waitākere Literacy Board 4. Te Kura	Member Board Member Board Member Member
Brooke Loader	1. Waitākere Licensing Trust 2. UDL Energy Complaints Scheme Advisory 3. Neighbourhood Support 4. Te Atatū Glendene Community Patrol 5. Real Estate Authority New Zealand	Member Member Member Volunteer Member
Ingrid Papau	1. Liberty Impact Community Trust 2. #WeLoveTuvalu Community Trust 3. Neighbourhood Support 4. Liberty Church 5. Rutherford Primary Board of Trustees	Board Member Member Street Contact Member Member

Member

Organisation

Position

Chris Carter (Chair)

1. St Lazarus Trust

2. Waitākere Badminton Club

Member

Peter Chan, JP

1. Cantonese Opera Society of NZ

2. Asian Leaders Forum

3. NZ-Hong Kong Business Association

4. NZ-China Business Association

5. Te Whau Pathway Environmental Trust

Member

Trustee

Dan Collins

1. Rānui Action Project

Chair

Dr Will Flavell

(Deputy Chair)

1. Asia New Zealand Leadership Network

2. Te Atatū Tennis Club

3. Waitākere Literacy Board

4. Te Kura

Member

Board Member

Member

Brooke Loader

1. Waitākere Licensing Trust

2. UDL Energy Complaints Scheme Advisory

3. Neighbourhood Support

4. Te Atatū Glendene Community Patrol

5. Real Estate Authority New Zealand

Member

Volunteer

Member

Ingrid Papau

1. Liberty Impact Community Trust

2. #WeLoveTuvalu Community Trust

3. Neighbourhood Support

4. Liberty Church

5. Rutherford Primary Board of Trustees

Board Member

Member

Street Contact

Member

Member appointments

Board members are appointed to the following bodies. In these appointments the board members represent Auckland Council:

External organisation	Lead	Alternate
Massey Matters	Will Flavell	Peter Chan
Central Park Henderson Business Association	Chris Carter	Dan Collins
Heart of Te Atatū South	Brooke Loader	Brenda Brady
Ranui Advisory Group	Dan Collins	Brooke Loader
Te Atatū Peninsula Business Association	Ingrid Papau	Brenda Brady
Waitākere Ethnic Board	Peter Chan	Brooke Loader
Waitākere Healthlink	Ingrid Papau	Brenda Brady
Te Whau Pathway Environmental Trust	Chris Carter	Dan Collins

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Henderson-Massey Local Board:

a) whakaū / confirm the ordinary minutes of its meeting, held on Tuesday, 20 August 2024, including the confidential section, as true and correct.

5 He Tamōtanga Motuhake | Leave of Absence

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

6 Te Mihi | Acknowledgements

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

7 Ngā Petihana | Petitions

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

8 Ngā Tono Whakaaturanga | Deputations

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

8.1 Deputation: Pump Track in Te Rangi Hiora Reserve

Te take mō te pūrongo

Purpose of the report

1. To receive a deputation on a proposed pump track in Te Rangi Hiora Reserve, from Chris Manning on behalf of Waitākere BMX Club.

Whakarāpopototanga matua

Executive summary

2. To discuss the proposal for a pump track in Te Rangi Hiora Reserve and potential lease options. Waitākere BMX Club is a volunteer-run sporting group located and operating out of Rānui.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) whiwhi / receive the presentation and thank from Chris Manning, from Waitākere BMX Club for his attendance.

8.2 Deputation: Concern with Auckland Council's pandemic response

Te take mō te pūrongo

Purpose of the report

1. To receive a deputation from Kevin Murphy, on Auckland Council's pandemic response.

Whakarāpopototanga matua

Executive summary

2. To discuss area’s of concern on Auckland Council’s response to a pandemic.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) whiwhi / receive the presentation and thank Kevin Murphy 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.”

Henderson-Massey Local Board

17 September 2024

Adoption of Eke Panuku Henderson-Massey Local Board Engagement Plan 2024/2025

File No.: CP2024/11813

Te take mō te pūrongo

Purpose of the report

1. To adopt Eke Panuku Henderson-Massey Local Board Engagement Plan 2024/2025

Whakarāpopototanga matua

Executive summary

2. Eke Panuku Development Auckland (Eke Panuku) is building a more structured and effective process to engage with the local board.

3. This engagement approach aims to tailor interactions based on project priorities and local relevance, ensuring efficient and effective partnerships across the Auckland region.

4. The engagement plan (attachment A) records Eke Panuku and the local board’s commitment to work together. It includes:

· Eke Panuku responsibilities

· Local board commitments

· Detailed engagement approach

· A schedule of Eke Panuku activities in the local board area.

5. The engagement approach consists of:

· Annual review – Eke Panuku will conduct an annual review of the engagement plan, ensuring its continued relevance and effectiveness.

· Ongoing engagement – attend a scheduled quarterly workshop and provide a six-monthly memorandum to update the agreed list of activities.

· Reactive engagement - Eke Panuku commits to the free flow of information with the local board regarding issues of interest, responding promptly to the local board’s queries and requests for information.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) whai / adopt the Eke Panuku Henderson-Massey Local Board Engagement Plan 2024/2025 (Attachment A) .

b) tuhi ā-taipitopito / note that Eke Panuku will attend quarterly workshops and provide a six-monthly memorandum to update on the following items:

i. Catherine Plaza upgrade

ii. Opanuku Link

iii. Wai Horotiu Henderson connection

iv. Twin Stream enhancement

v. Henderson Placemaking

vi. Small T projects

vii. Alderman car park

viii. Falls car park

ix. 1C Smythe Road.

c) Delegate authority to the local board chair to sign the Eke Panuku Henderson-Massey Local Board Engagement Plan 2024/2025 on behalf of the local board.

Horopaki

Context

6. The CCO Joint Engagement Plans were adopted in July 2021 to align with recommendations in the CCO Review 2020 and direction in the CCO Statement of Expectations 2021.

7. The concept aimed to ensure that CCOs reported regularly and relevantly to local boards about their programmes of work in local areas.

8. These initial CCO Joint Engagement Plans expired in July 2023.

9. Local boards have reported that engagement plans are a useful tool to improve relations with CCOs and coordinate CCO actions at a local level.

10. Eke Panuku is the council-controlled organisation that delivers urban regeneration in Tāmaki Makaurau / Auckland. Urban regeneration is revitalising and improving urban areas to enhance their economic, social, cultural and environmental conditions.

11. Eke Panuku has two core functions:

· Leads urban regeneration across Tāmaki Makaurau, focusing on town centres and locations agreed with the council.

· Manages a large property portfolio of $2.6 billion of council non-service properties and provides property-related services to the council group.

12. Eke Panuku is committed to giving effect to the Tamaki Makaurau shared governance model and to achieving outcomes for Aucklanders, as well as building and maintaining a culture of collaboration across the council group.

13. This engagement plan covers relevant Eke Panuku activities in the local board area, noting that each project and/or activity will have its relevant engagement planning and approaches, Eke Panuku will report on those separately.

Tātaritanga me ngā tohutohu

Analysis and advice

14. The revised engagement approach aims to tailor interactions based on project priorities and local relevance, ensuring efficient and effective partnerships between Eke Panuku and local boards.

15. The new approach is designed to be more efficient and scalable, allowing Eke Panuku to adjust engagement levels based on priorities and workload in each area.

Key principles for working together

16. A successful working relationship between the local board and Eke Panuku is founded on:

· a shared understanding and mutual respect for the roles, responsibilities and decision-making authority of the local board and Eke Panuku;

· transparent and timely communication with no surprises;

· understanding and acknowledgement of shared responsibilities between the parties;

· a commitment to early inclusion in the planning and decision-making process where issues have specific relevance to the local board;

· a commitment to flexibility in terms of engagement, recognising differing levels of interest and local relevance across the Auckland region.

17. The levels of engagement with the local board on the various activities are derived from the International Association for Public Participation framework, and are as follows:

	Commitment
Inform	We will keep you informed.
Consult	We will keep you informed, listen to and acknowledge concerns and aspirations, and provide feedback on how your input influenced the decision. We will seek your feedback on drafts and proposals.
Collaborate	We will work with you to formulate solutions and incorporate your input into the decisions to the maximum extent possible.

18. Eke Panuku will deliver on the engagement plan as shown in the table below:

Annually	· Review the engagement plan. · Confirm the list of local activities to be included in the reporting. · Report to the local board to formally adopt the engagement plan.
Project/Activity Criteria	· Activities of governance interest to the local board · Activities that are part of the urban regeneration programme in the local board area. · Activities that require community engagement or consultation. · Activities with high public or media interest. · Placemaking activities in the local board area.
Six-monthly scheduled reporting	Eke Panuku will: · Attend a quarterly workshop with the local board. · Report on a six-monthly schedule to the local board. This will include current updates on agreed activities, changes to engagement levels, activity status and upcoming milestones. · Provide memos and briefings as required. · Seek local board views and decisions as required.
Reactive	Eke Panuku commits to the free flow of information with the local board regarding issues of interest, responding to the local board’s queries and requests for information promptly.

Tauākī whakaaweawe āhuarangi

Climate impact statement

19. The adoption of the engagement plan does not have a direct impact on climate.

20. Eke Panuku is committed to work within Te Taruke-a-Tawhiri: Auckland's Climate Action Framework and information on climate impacts will be provided to local boards on a project or programme basis.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

21. The engagement plan will be shared with the relevant council and CCO staff and is expected to give staff a greater visibility of Eke Panuku activities.

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

Local impacts and local board views

22. Eke Panuku will engage with the local board as per the agreed engagement approach.

23. The engagement plan provides an opportunity to keep the community and interested stakeholders up to date with relevant Eke Panuku activities in the local board area.

Tauākī whakaaweawe Māori

Māori impact statement

24. The adoption of the engagement plan does not have a direct impact on Māori. Eke Panuku has structured engagement processes with Māori.

Ngā ritenga ā-pūtea

Financial implications

25. The adoption of the engagement plan does not have financial impacts on local boards.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

26. It is likely that there will be changes made to some items in the engagement plan during the year, or to the level of engagement with the local board. This risk is mitigated by ensuring that the local board is informed and involved promptly of any potential changes.

Ngā koringa ā-muri

Next steps

27. Eke Panuku will implement the new approach and provide a six-monthly memorandum to the local board to update on its relevant activities.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Draft Eke Panuku Henderson-Massey Local Board Engagement Plan 2024/2025	15

Ngā kaihaina

Signatories

Authors

Carlos Rahman - Principal Governance and Engagement Advisor

Authorisers

Ian Wheeler - Director Portfolio Management

Adam Milina - Local Area Manager

Henderson-Massey Local Board

17 September 2024

Henderson-Massey Local Board Annual Report 2023/2024

File No.: CP2024/13158

Te take mō te pūrongo

Purpose of the report

1. To seek local board adoption of the 2023/2024 Annual Report for the Henderson-Massey Local Board, prior to it being adopted by the Governing Body on 26 September 2024.

Whakarāpopototanga matua

Executive summary

2. The Auckland Council Annual Report 2023/2024 is being prepared and needs to be adopted by the Governing Body by 26 September 2024. As part of the overall report package, individual reports for each local board are prepared.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) whai / adopt the draft 2023/2024 Henderson-Massey Local Board Annual Report as set out in Attachment A to the agenda report.

b) tuhi ā-taipitopito / note that any proposed changes after the adoption will be clearly communicated and agreed with the chairperson before the report is submitted for adoption by the Governing Body on 26 September 2024.

Horopaki

Context

3. In accordance with the Local Government (Auckland Council) Act 2009 and the Local Government Act 2002, each local board is required to monitor and report on the implementation of its Local Board Agreement. This includes reporting on the performance measures for local activities and the overall funding impact statement for the local board.

4. In addition to the compliance purpose, local board annual reports are an opportunity to tell the wider performance story with a strong local flavour, including how the local board is working towards the outcomes of their local board plan.

Tātaritanga me ngā tohutohu

Analysis and advice

5. The annual report contains the following sections:

Section	Description
Mihi	The mihi is an introduction specific to each local board area and is presented in Te Reo Māori and English.
About this report	An overview of what is covered in this document.
Message from the chairperson	An overall message introducing the report, highlighting achievements and challenges, including both financial and non-financial performance.
Local board members	A group photo of the local board members.
Our area – projects and improvements	A visual layout of the local board area summarising key demographic information and showing key projects and facilities in the area.
Performance report	Provides performance measure results for each activity, providing explanations where targeted service levels have not been achieved. Includes the activity highlights and challenges.
Our performance explained	Highlights of the local board’s work programme which contributed to a performance outcome
Local flavour	A profile of either an outstanding resident, grant, project or facility that benefits the local community.
Funding impact statement	Financial performance results compared to long-term plan and annual plan budgets, together with explanations about variances.

Tauākī whakaaweawe āhuarangi

Climate impact statement

6. The council’s climate change disclosures are covered in volume four of the annual report and sections within the summary annual report.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

7. Council departments and council-controlled organisations comments and views have been considered and included in the annual report in relation to activities they are responsible for delivering on behalf of local boards.

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

Local impacts and local board views

8. Local board feedback will be included where possible. Any changes to the content of the final annual report will be discussed with the chairperson.

Tauākī whakaaweawe Māori

Māori impact statement

9. The annual report provides information on how Auckland Council has progressed its agreed priorities in the Long-term Plan 2021-2031 over the past 12 months. This includes engagement with Māori, as well as projects that benefit various population groups, including Māori.

Ngā ritenga ā-pūtea

Financial implications

10. The annual report provides a retrospective view on both the financial and service performance in each local board area for the financial year 2023/2024.

11. There are no financial implications associated with this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

12. The annual report is a legislatively required document. It is audited by Audit New Zealand who assess if the report represents information fairly and consistently, and that the financial statements comply with accounting standard PBE FRS-43: Summary Financial Statements. Failure to demonstrate this could result in a qualified audit opinion.

13. The annual report is a key communication to residents. It is important to tell a clear and balanced performance story, in plain English and in a form that is accessible, to ensure that council meets its obligations to be open with the public it serves.

Ngā koringa ā-muri

Next steps

14. The next steps for the draft 2023/2024 Annual Report for the local board are:

· Audit NZ review during August and September 2024

· report to the Governing Body for adoption on 26 September 2024

· physical copies provided to local board offices, council service centres and libraries by the end of October 2023.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Draft Henderson-Massey Local Board Annual Report 2023/2024	25

Ngā kaihaina

Signatories

Authors

David Rose - Lead Financial Advisor

Authorisers

Faithe Smith - Lead Financial Advisor

Adam Milina - Local Area Manager

Henderson-Massey Local Board

17 September 2024

Variation to 2024 - 2027 Customer and Community Services work programme

File No.: CP2024/11853

Te take mō te pūrongo

Purpose of the report

1. To seek approval for a variation to the 2024 – 2027 Customer and Community Services work programme by way of the variation of five approved renewal projects.

Whakarāpopototanga matua

Executive summary

2. The following asset renewal projects were approved by the Henderson-Massey Local Board on 18 June 2024 as a part of their 2024 -2027 Customer and Community Services work programme (resolution number HM/2024/74). The local board allocated Asset Based Services (ABS): capital expenditure (Capex) – Local Renewal as follows:

a) Te Pae o Kura / Kelston Community Centre – comprehensive renewal (ID 18103)
Approved ABS: Capex – Local Renewal budget of $5,853,264 ($5,540,469 in financial year 2023/2024 and prior (actual), $312,795 in financial year 2024/2025 - $112,095 approved and $200,700 deferred from financial year 2023/2024).

b) Te Rangi Hiroa / Birdwood Winery – refurbish winery building (ID 24349)
Approved ABS: Capex – Local Renewal budget of $1,675,616 and Regional Seismic Strengthening funding of $827,564, totalling $2,503,180 ($121,598 in financial year 2023/2024 and prior (actual), $1,278,885 in financial year 2024/2025 and $1,02,697 in financial year 2025/2026.

c) West Wave Aquatic Centre – comprehensive renewal (ID 18382)
Approved ABS: Capex – Local Renewal budget and Regional Sustainability funding of $13,182,901 ($9,608,601 in financial year 2023/2024 and prior (actual), $2,132,488 in financial year 2024/2025 and $1,441,812 in financial year 2025/2026).

d) West Wave Aquatic Centre comprehensive renewal – phase 2 (ID 30169)
Approved ABS: Capex – Local Renewal budget of $11,469,939 ($118,198 in financial year 2023/2024 and prior (actual), $292,855 in financial year 2024/2025, $988,331 in financial year 2025/2026, $3,979,763 in financial year 2026/2027 and $6,090,792 in financial years 2027/2028 onwards).

e) West Wave Aquatic Centre – renew Earth Bonding System (ID 40234)
Approved ABS: Capex – Local Renewal budget of $1,061,827 ($524,754) in financial year 2023/2024 (actual) and $476.394 in financial year 2024/2025).

3. As projects progress through the investigation and design process, the specific work required and the cost of delivery changes, impacting the approved budget. As a result, variations may be required to the work programme to accommodate final costs and to undertake priority work as budget allows.

4. One asset renewal project approved in the financial year 2024/2025 require additional funding to complete all work to the required standard. This project is a comprehensive renewal of many individual components at West Wave Aquatic Centre. The work planned to be undertaken in the financial year 2024/2025 and financial year 2025/2026 will renew Air Handlings Units in the aquatic central main hall, which are reaching the end of their asset life and are critical to the facility’s operations.

5. Staff seek approval for the following variations to the 2024 – 2027 Customer and Community Services work programme:

a) Te Pae o Kura / Kelston Community Centre – comprehensive renewal
(ID 18103)

· It is proposed in increase ABS: Capex – Local Renewal funding in financial year 2024/2025 from $312,795 to $416,681, an increase of $103,886. This brings the total project cost $6,353,632.

· Note that funding of $395,482 has been approved in financial year 2024/2025 from the Regional Central Risk Fund for unforeseen construction works. Funding requirements to complete all contractual payments were underestimated at the end of financial year 2023/2024 and final contractual payments are now required.

· Additionally, shrubberies around the newly refurbished building require upgrading to a suitable standard.

b) Te Rangi Hiroa/Birdwood Winery – refurbish winery building (ID 24339)

· Regional Seismic Strengthening funding of $827,564 was not approved for this project by the Planning, Environment and Parks Committee on 25 July 2024.

· Additionally, the project forecast has changed, requiring less funding in financial year 2024/2025.

· To ensure this project is adequately funded in a timely way, it is proposed to reduce ABS: Capex – Local Renewal funding in financial year 2024/2025 from $651,321 to $373,822, a decrease of $277,499, and increase ABS: Capex – Local Renewal funding in financial year 2025/2026 from $902,697 to $1,553,010, an increase of $650,313. This brings the total project cost of $2,048,430.

· This project is part of the Risk Adjusted Programme.

c) West Wave Aquatic Centre – comprehensive renewal (ID 18382)

· It is proposed to increase ABS: Capex – Local Renewal funding in financial year 2024/2025 from $1,667,013 to $2,133,775, an increase of $466,762, and in financial year 2025/2026 to $1,800,150 from $1,441,812, an increase of $358,338.

· Note that funding in financial year 2024/2025 includes approved Regional Central Risk Fund allocation of $370,478 and Regional Sustainability Funding of $176,000. This brings the total project cost to $14,089,004.

· Procurement for renewal of the Air Handling Units is now complete. The funding required to complete the work is higher than anticipated, therefore additional funding of $825,100 is required.

· This project is part of the Risk Adjusted Programme.

d) West Wave Aquatic Centre – comprehensive renewal – phase 2 (ID 30169)

· It is proposed to decrease project funding in financial year 2024/2025 from $292,855 to $215,000, a reduction of $77,855, in financial year 2025/2026 from $988,331 to $487,941, a reduction of $500,390 and in financial year 2026/2027, from $3,979,763 to $3,359,763, a reduction of $620,000.

· Reducing funding in these financial years will slow the project to enable additional funding for project ID 18382, but also provide funding to continue with investigation and design work for future renewal work to be undertaken at the Aquatic Centre.

· The total project cost of $11,470,210, will include a funding increase in financial year 2027/2028.

· This project is part of the Risk Adjusted Programme.

e) West Wave Aquatic Centre – renew Earth Bonding System (ID 40234)

· It is proposed to reduce ABS: Capex – Local Renewal funding in financial year 2024/2025 from $476,394 to $237,907, a reduction of $238,487 and increase funding in financial year 2025/2026 from $0 to $299,166.

· This change in funding will align with the latest project delivery requirements.

· This project is part of the Risk Adjusted Programme.

6. The project details that were approved for the projects outlined above, as part of the 2024 – 2027 Customer and Community Services work programme and the proposed variations to projects are outlined in Attachment A.

7. Staff seek approval for the proposed project changes. Subject to the local board’s decision, staff will update the 2024 – 2027 Customer and Community Services work programme and progress updates will be provided to the local board as part of the quarterly reports.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) approve the following variations including budget to its adopted 2024 – 2027 Customer and Community Services work programme as per attachment A, specifically:

i. variation of project ID 18103 Te Pae o Kura / Kelston Community Centre – comprehensive renewal – increase ABS: Capex – Local Renewal funding in financial year 2024/2025 to $416,681.

ii. variation of project ID 24349 Te Rangi Hiroa/Birdwood Winery building – refurbish winery, reduce ABS: Capex – Local Renewal funding in financial year 2024/2025 to $373,822 and increase ABS: Capex – Local Renewal funding in financial year 2025/2026 to $1,553,010.

iii. variation of project ID 18382 West Wave Aquatic Centre – comprehensive renewal, increase ABS: Capex – Local Renewal funding in FY2024/2025 to $2,133,775 and increase ABS: Capex – Local Renewal funding in FY2025/2026 to $1,800,150.

iv. variation of project ID 30169 West Wave Aquatic Centre – comprehensive renewal – phase 2, decrease ABS: Capex – Local Renewal funding in financial year to $215,000 and decrease ABS: Capex – Local Renewal funding in financial year 2025/2026 to $487,941.

v. variation of project ID 40234 West Wave Aquatic Centre – renew Earth Bonding System – decrease ABS: Capex – Local Renewal funding in financial year 2024/2025 to $237,907 and increase funding in financial year 2025/2026 to $299,166.

Horopaki

Context

8. The Henderson-Massey Local Board adopted its 2024 - 2027 Customer and Community Services work programme on 18 June 2024 (resolution HM/2024/74). The budget allocated for all projects in the work programme are best estimates only.

9. Project costings and requirements are subject to change and refinement as projects progress through the design and delivery process. As a result, amendments may be required to the approved work programme to accommodate final project costs.

10. Staff have identified five projects in the current approved 2024 - 2027 Customer and Community Services work programme where budget allocation needs to be realigned. Approved funding allocations for the five identified projects are shown in table 1 below:

Table 1: approved funding allocations for the identified projects

Project ID	Activity Name	Activity Description	Budget source	Total Budget Allocation
18103	Te Pae o Kura / Kelston Community Centre – comprehensive renewal	Refurbish and upgrade the roof, building exterior and interior of the facility. FY18/19 to FY20/21 - investigation and design FY22/23 to FY24/25 - physical works	ABS: Capex – Local Renewal	$5,853,264
24349	Te Rangi Hiroa / Birdwood Winery – refurbish winery building	Undertake seismic strengthening work and refurbish the winery building exterior for water tightness. FY20/21 to FY23/24 - investigation and design FY24/25 to FY25/26 - physical works Risk Adjusted Programme (RAP) project.	ABS: Capex – Local Renewal	$1,675,616*
18382	West Wave Aquatic Centre - comprehensive renewal	Renew components in the Main Pool, Leisure Pool and Recreation Halls, including heating and ventilation systems, Main Pool Hall lighting, building fabric (roof and wall cladding, sauna & steam rooms, changing rooms), changing rooms, fire safety improvements, and sustainability initiatives including reinstatement of the rainwater harvesting system. FY17/18 to FY23/24 - investigation and design FY19/20 to FY25/26 - physical works Risk Adjusted Programme (RAP) project. Budget contribution - ABS: Capex - Local Renewal - $12,728,001. Budget contribution - Regional Sustainability funding - $454,900.	ABS: Capex – Local Renewal	$13,182,901
30169	West Wave Aquatic Centre – comprehensive renewal – phase 2	Renew Redpath cladding and associated roof steelwork, and undertaken fire protection works as per Base Building Fire Report. FY23/24 to FY25/26 - investigation FY24/25 to FY27/26 - design FY26/27 to FY27/28 – design and physical works Risk Adjusted Programme (RAP) project.	ABS: Capex – Local Renewal	$11,472,308
40234	West Wave Aquatic Centre – renew Earth Bonding System	Renew the Earth Bonding System, PFC and Cable Tray. FY23/24 to FY24/25 - investigation and physical works	ABS: Capex – Local Renewal	$1,001,148

Note: * the total for Project #24349 Te Rangi Hiroa / Birdwood Winery – refurbish winery building excludes Regional Seismic Strengthening funding.

Project ID 18103 Te Pae o Kura / Kelston Community Centre – comprehensive renewal

11. This project began in the financial year 2017/2018. It focuses on the comprehensive renewal of the building, resolving long standing weather tightness issues, replacing asbestos roofing which has come to the end of its asset life and modernising the building’s interior and exterior decking structures.

12. Physical works were completed in July 2024 and the building was reopened in early August 2024. Final payment requirements have been received and are higher than anticipated. Additionally, funding is required to upgrade gardens/shrubberies directly around the building.

13. The final project cost has now been determined staff recommend increasing ABS: Capex – Local Renewal funding in financial year 2024/2025, from $312,795 (includes approved funding of $112,095 and funding deferred from financial year 2023/2024 of $200,700) to $416,681, an increase of $103,886. $396,482 has been received from the Regional Central Risk fund due to unforeseen construction works. This will bring the project total to $6,353,632.

Project ID 24339 Te Rangi Hiroa/Birdwood Winery – refurbish winery building

14. This project focuses on structurally strengthening the building and replacing the cladding to ensure the building is weather tight. The project is at the detailed design stage and requires consent approval before physical works can begin.

15. Staff had requested approval for $827,564 of Regional Seismic Strengthening funding to undertake the Structural strengthening requirements. This funding was not approved by the Planning, Environment and Planning Committee in late July 2024, therefore funding to undertake all structural strengthening work will require the allocation of ABS: Capex – Local Renewal funding.

16. The project manager has updated the funding forecast for the project. Based on this updated forecast staff recommend decreasing ABS: Capex – Local Renewal funding in financial year 2024/2025, from $651,321 to $373,822, a reduction of $277,499 and to increase funding from $902,697 to $1,552,010 in financial year 2025/2026, an increase of $650,313 (ABS: Capex – Local Renewal funding only). This will bring the project total to $2,048,250.

17. This project is part of the Risk Adjusted Programme.

Project ID 18382 West Wave Aquatic Centre – comprehensive renewal

18. This project began in the financial year 2017/2018. It requires the renewal of multiple components of the aquatic centre. The Air Handling Units which provide essential ventilation in the main pool hall require replacement.

19. Procurement for the work has been completed and the cost exceeds the approved funding. Staff have identified other projects at West Wave Aquatic Centre which can slow or be deferred for one financial year to provide funding in financial year 2024/2025 and financial year 2025/2026 for this priority work.

20. Staff recommend increasing the ABS: Capex – Local Renewal funding from $1,667,013 to $2,133,775 in financial year 2024/2025, an increase of $466,762, and increase funding in financial year 2025/2026 from $1,441,812 to $1,800,150, an increase of $358,338. This will bring the project total to $14,089,004.

21. This project is part of the Risk Adjusted Programme.

Project ID 30169 West Wave Aquatic Centre – comprehensive renewal – phase 2

22. This project began in financial year 2023/2024. The priority work is the renewal of cladding and roofing on the building and investigation and design work is being undertaken during the first two years of the project. The project manager determined that less funding is required in financial year 2024/2025 and financial year 2025/2026 and updated the project's funding forecast.

23. Staff recommend decreasing project funding in financial year 2024/2025 from $292,855 to $215,000, a reduction of $77,855, decreasing funding in financial year 2025/2026 from $988,331 to $487,941, a reduction of $500,390, and decreasing funding in financial year 2026/2027 from $3,979,763 to $3,359,763, a reduction of $620,000.

24. These funding reductions will slow the project and enable additional funding to be allocated to project ID 18382, but also provide funding to continue with investigation and design work for the future renewal work at the aquatic centre to be undertaken. The total project cost of $11,470,210, with a funding increase in financial year 2027/2028.

25. This project is part of the Risk Adjusted Programme.

Project ID 40234 West Wave Aquatic Centre – renew Earth Bonding System

26. This project will renew the Earth Bonding System at West Wave Aquatic Centre. The project manager determined the project will now be completed in financial year 2025/2026 rather than financial year 2024/2025.

27. Staff recommend reducing ABS: Capex – Local Renewal funding in financial year 2024/2025 from $476,394 to $237,907, a reduction of $238,487 and increasing funding in financial year 2025/2026 from $0 to $299,166. This change will align with the latest project delivery forecast.

28. This project is part of the Risk Adjusted Programme.

Tātaritanga me ngā tohutohu

Analysis and advice

29. Parks and Community Facilities staff recommend the proposed variations to change the current 2024 – 2027 Customer and Community Services work programme as outlined in Table 2. This will ensure that two key projects have adequate funding to be completed to the required standard.

Table 2: Description of the proposed variations to the 2024 - 2027 Customer and Community Services work programme

Project ID	Activity Name	Budget variations	Details
18103	Te Pae o Kura / Kelston Community Centre – comprehensive renewal	Approved budget total of $5,620,150 FY23/24 and prior - $5,540,469 FY24/25 - $312,793* Revised budget total of $6,353,632 FY23/24 and priority - $5,540,469 FY24/25 - $813,163**	Includes approved funding of $112,095 and deferred ABS: Capex – Local Renewal funding of $200,700. *Includes approved funding, deferred funding, Regional Central Risk funding of $396,482 and requested increase in funding of $103,886.
24349	Te Rangi Hiroa/Birdwood Winery – refurbish winery building	Approved budget total of $1,675,616 (ABS: Capex – Local Renewal funding only) FY23/24 and prior - $121,598 FY24/25 - $651,321 FY25/26 - $902,697 Revised budget total of $2,048,430 FY23/24 and prior - $121,598 FY24/25 - $373,822 FY25/26 - $1,553,010	Regional Seismic Strengthening funding of $827,564 was not approved by the Planning, Environment and Parks Committee in July 2024, as anticipated, therefore ABS: Capex – Local Renewal funding is required to undertake the structural strengthening work on the Birdwood Winery building. Request re-alignment of funding between FY24/25 and FY25/26, and an increase of ABS: Capex – Local Renewal funding of $372,634 in FY25/26.
18382	West Wave Aquatic Centre – comprehensive renewal	Approved budget total of $13,263,906 FY23/24 and prior - $9,608,603 FY24/25 - $1,667,013 (plus $546,478 from other sources) FY25/26 - $1,441,812 Revised budget total of $14,089,004 FY23/24 and prior - $9,608,603 FY24/25 - $2,133,775 (plus $546,478 from other sources) FY25/26 - $1,800,150	Request for additional funding of $466,762 in FY24/25 and $358,338 in FY25/26, to complete the required work. The procurement of the renewal of the essential Air Handling Units has been higher than originally anticipated.
30169	West Wave Aquatic Centre – comprehensive renewal – phase 2	Approved budget total of $11,469,939 FY23/24 - $118,198 FY24/25 - $292,855 FY25/26 - $988,331 FY26/27 - $3,979,763 FY27/28 - $6,090,792 Revised budget total of $11,470,210 FY23/24 - $118,198 FY24/25 - $215,000 FY25/26 - $487,941 FY26/27 - $3,359,763 FY27/28 - $7,289,308	Request to reduce FY24/25 funding by $77,855, reduce FY25/26 funding by $500,390 and reduce FY26/27 funding by $620,000. in FY25/26. The funding will be redirected to #18382 and #24329, as outlined above.
40234	West Wave Aquatic Centre – renew Earth Bonding System	Approved budget total of $1,001,148 FY23/24 - $524,754 FY24/25 - $476,394 FY25/26 - $0 Revised budget total of $1,061,827 FY23/24 - $524,754 FY24/25 - $237,907 FY25/26 - $299,166	Request to reduce FY24/25 funding by $238,487 and increase funding in FY25/26 funding by $299,166.

30. The local board has sufficient renewal budget to cover the proposed changes.

Tauākī whakaaweawe āhuarangi

Climate impact statement

31. It is anticipated that there will be an increase in carbon emission from construction, including contractor emissions. Staff will seek to minimise carbon and contractor emissions as far as possible when delivering the project. Maximising the upcycling and recycling of existing material, aligned with the waste management hierarchy (prevention, reduction, recycling), will also be prioritised to ensure minimum impact.

32. The council's climate goals as set out in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan are:

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

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

33. This is an administrative report, and the budget variations proposed in the report have no direct effect on climate change. Each project will be considered individually to assess the impacts of climate change and the approach to reduce greenhouse gas emissions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

34. The overall 2024 - 2027 Customer and Community Services work programme was developed through a collaborative approach by operational council departments, with each department represented in an integrated team.

35. Staff collaboration will be ongoing throughout the life of the projects to ensure integration into the operational maintenance and asset management systems.

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

Local impacts and local board views

36. Community facilities and open spaces provide important community services to the people of the local board area. They contribute to building strong, healthy and vibrant communities by providing spaces where Aucklanders can participate in a wide range of social, cultural, art and recreational activities. These activities improve lifestyles and a sense of belonging and pride amongst residents.

37. At a workshop with the Henderson-Massey Local Board in July and August 2024, Parks and Community Facilities staff discussed the proposed work programme changes with local board members and received general support.

38. The projects align with the following Henderson-Massey Local Board Plan 2023 outcomes and objectives:

Table 3: Henderson-Massey Local Board Plan 2023 outcome and objective

Outcome 3: Our Community

What we want to achieve

What we will work on

Places and services meet diverse community needs

Continue to prioritise community places, parks and play spaces that are inclusive, accessible to all, and support whānau-focused gatherings and activities

Tauākī whakaaweawe Māori

Māori impact statement

39. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader obligations to Māori. These commitments are articulated in the council’s key strategic planning documents, the Auckland Plan, the Long-term Plan 2021-2031, the Unitary Plan, Whiria Te Muka Tangata Māori Responsiveness Framework, and Local Board Plans.

40. Engagement with mana whenua will be undertaken when required as part of delivery of individual projects.

41. Projects discussed in this report will benefit Māori and the wider community through the provision of quality facilities and open spaces that promote good health, the fostering of family and community relationships and connection to the natural environment.

Ngā ritenga ā-pūtea

Financial implications

42. This proposal to adjust the budget of five projects in the 2024 – 2027 Customer and Community Services work programme as shown in Attachment A.

43. Table 4 below outlines projects which have proposed budget changes to the 2024/2025 financial year only. These are changes to the ABS: Capex – Local Renewal funding for each project.

Table 4: Outline of proposed changes to the 2024/2025 financial year of the approved 2024 – 2027 Customer and Community Services work programme – ABS: Capex – Local Renewal funding only

Project	Approved FY2024/2025 budget	Reduction	Increase	Revised FY2024/2025 budget
ID 18103 Te Pae o Kura / Kelston Community Centre – comprehensive renewal	$312,795	$0	$103,886	$416,681
ID 24349 – Te Rangi Hiroa/Birdwood Winery – refurbish winery building	$651,321	$277,499	$0	$373,822
ID 18382 – West Wave Aquatic Centre – comprehensive renewal	$1,667,013	$0	$466,762	$2,133,775
ID 30169 – West Wave Aquatic Centre - comprehensive renewal phase 2	$292,855	$77,855	$0	$215,000
ID 40234 West Wave Aquatic Centre – renew Earth Bonding System	$476,394	$238,487	$0	$237,907
Total (excludes Regional Seismic Strengthening funding)	$3,400,378	$593,841	$570,648	$3,377,185

44. The proposed changes to the work programme will ensure completion of several key asset renewal projects and not negatively impact on future financial years.

45. The recommended changes have been agreed with the local board’s lead financial advisor.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

46. Procurement has now been completed for the renewal of the Air Handling Units at West Wave Aquatic Centre. The cost of the supply of materials and installation is higher than estimated.

47. The contractor engaged for this piece of work will be completing other work at the aquatic centre in early September and is therefore already set up on site. There are cost efficiencies in running the work in sequence and therefore this is some urgency in obtaining approval for the additional funding required for project ID 18382 West Wave Aquatic Centre – comprehensive renewal.

48. There is a low to medium risk in deferring the project ID 24490 West Wave Aquatic Centre – renew dive pool lining. The delay in undertaking the work may require additional maintenance work to ensure the lining is kept in a suitable condition and this will be carefully monitored. The project is part of the Risk Adjusted Programme and work will begin early if necessary.

Ngā koringa ā-muri

Next steps

49. Subject to the local board’s decision on the proposal outlined in this report, the local board’s work programme will be amended to reflect the decision, and works will continue or commence on the projects as per the timing outlined in the approved work programme.

50. The details of the variations to the approved work programme will be noted in the Parks and Community Facilities quarterly report and provided to the local board.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Proposed amendments to 2024 - 2027 CCS work programme	47

Ngā kaihaina

Signatories

Authors

Helen Biffin - Work Programme Lead

Authorisers

Eli Nathan - Head of Area Operations

Adam Milina - Local Area Manager

Henderson-Massey Local Board

17 September 2024

Attachment A – Proposed variation to 2024 - 2027 Customer and Community Services work programme

Work Programme Projects – Approved and to be amended

ID #

Activity Name

Activity Description

Activity Benefits

Further Decision Points for LB

LB Plan Outcomes

Estimate completion date

Budget Source

FY23/24 & prior budget (actual)

FY24/25

FY25/26

FY26/27

FY27/FY28+

Total Cost

18103

Te Pae o Kura / Kelston Community Centre - comprehensive renewal

Refurbish and upgrade the roof, building exterior and interior of the facility.

FY18/19 to FY20/21 - investigation and design

FY22/23 to FY24/25 - physical works

Budget contribution:

Regional Central Risk Funding: $733,481 (FY24 - $337,000 and FY25 $396,481)

Maintaining current service levels to the required standard.

No further decisions are anticipated

2023HM3.2 - Places and services meet diverse community needs

Estimated project completion date June 2025

ABS: Capex - Local Renewal,

(including Regional Central Risk Fund funding)

$5,540,469

~~$312,795~~

$813,163

~~$5,853,264~~

$6,353,632

24349

Te Rangi Hiroa/Birdwood Winery – refurbish winery building

Undertake seismic strengthening work and refurbish the winery building exterior for water tightness.

FY20/21 to FY23/24 - investigation and design

FY24/25 to FY25/26 - physical works

Risk Adjusted Programme (RAP) project.

~~Budget contribution - ABS: Capex - Local Renewal - $1,678,111.~~

~~Budget contribution - Regional Seismic Strengthening Capex - $827,564.~~

Maintaining current service levels to the required standard.

No further decisions are anticipated

2023HM3.2 - Places and services meet diverse community needs

Estimated project completion date June 2026

ABS: Capex - Local Renewal, ~~Seismic Strengthening~~

$121,598

~~$1,278,885~~

$373,822

~~$1,102,697~~

$1,553,010

~~$2,503,180~~

$2,048,430

18382

West Wave Aquatic Centre – comprehensive renewal

Renew components in the Main Pool, Leisure Pool and Recreation Halls, including heating and ventilation systems, Main Pool Hall lighting, building fabric (roof and wall cladding, sauna & steam rooms, changing rooms), changing rooms, fire safety improvements, and sustainability initiatives including reinstatement of the rainwater harvesting system.

FY17/18 to FY23/24 - investigation and design

FY19/20 to FY25/26 - physical works

Risk Adjusted Programme (RAP) project.

Budget contribution:

ABS: Capex - Local Renewal - ~~$12,554,113~~ $13,634,104.

Regional Sustainability funding - $454,900.

Maintaining current service levels to the required standard.

No further decisions are anticipated

2023HM3.2 - Places and services meet diverse community needs

Estimated project completion date June 2026

ABS: Capex - Local Renewal, ABS: Capex - Regional Renewal (Sustainability Funding)

$9,608,601

~~$2,213,491~~

$2,680,253

~~$1,441,812~~

$1,800,150

~~$13,182,901~~

$14,089,004

30169

West Wave Aquatic Centre – comprehensive renewal – phase 2

Renew Redpath cladding and associated roof steelwork, and undertaken fire protection works as per Base Building Fire Report.

FY23/24 to FY25/26 - investigation

FY24/25 to FY27/26 - design

FY26/27 to FY27/28 – design and physical works

Risk Adjusted Programme (RAP) project.

Maintaining current service levels to the required standard.

No further decisions are anticipated

2023HM3.2 - Places and services meet diverse community needs

Estimated project completion date June 2028

ABS: Capex - Local Renewal

$118,198

~~$292,855~~

$215,000

~~$988,331~~

$487,941

~~$3,979,763~~

$3,359,763

~~$6,090,792~~

$7,289,038

$11,470,308

40234

West Wave Aquatic Centre – renew Earth Bonding System

Renew the Earth Bonding System, PFC and Cable Tray.

FY23/24 to ~~FY24/25~~ FY25/26 - investigation and physical works

Maintaining current service levels.

No further decisions are anticipated

2023HM3.2 - Places and services meet diverse community needs

Estimated project completion date June ~~2025~~ 2026

ABS: Capex - Local Renewal

$524,754

~~$476,394~~

$237,907

$299,166

~~$1,001,148~~

$1,061,827

Henderson-Massey Local Board

17 September 2024

Joint traffic bylaw review feedback report

File No.: CP2024/11702

Te take mō te pūrongo

Purpose of the report

1. To receive feedback from local boards on the review of the joint Auckland Transport (AT) and Auckland Council (AC) traffic-related bylaws.

Whakarāpopototanga matua

Executive summary

2. Auckland Transport and Auckland Council both have powers to make traffic-related rules in Auckland.

3. The current rules are set out in several documents: Auckland Transport’s Traffic Bylaw 2012 (https://at.govt.nz/about-us/bylaws/traffic-bylaw-2012), Auckland Council’s Traffic Bylaw 2015 (https://www.aucklandcouncil.govt.nz/plans-projects-policies-reports-bylaws/bylaws/Pages/traffic-bylaw.aspx) and Public Safety and Nuisance Bylaw 2013 (covering use of vehicles on beaches) (https://www.aucklandcouncil.govt.nz/plans-projects-policies-reports-bylaws/bylaws/Pages/public-safety-nuisance-bylaw.aspx).

4. Auckland Transport and Auckland Council are conducting a review of these bylaws which has found that they are largely effective but that there could be efficiencies and improvements.

5. Auckland Transport seeks local board feedback on the proposed changes which will inform the proposals for future public consultation. Feedback is due by 19 September 2024.

6. After public consultation is completed, local boards will be provided with summaries of public feedback. Further feedback will be sought from local boards.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) whakarite / provide feedback on the proposed changes on the review of Auckland Transport (AT) and Auckland Council (AC) traffic-related bylaws outlined in Attachment A of the agenda report.

Horopaki

Context

Traffic bylaws

7. The use of Auckland’s road space, including some beaches and roads in parks, is regulated by national legislation (laws) and by local government rules through bylaws.

8. Both Auckland Transport and Auckland Council have powers to make traffic-related rules in Auckland. The current rules are contained across the following bylaws:

a) Auckland Transport Traffic Bylaw 2012 (covering the requirements for parking and control of traffic on roads under the care, control, or management of Auckland Transport).

b) Auckland Council Traffic Bylaw 2015 (covering traffic management in public places, like parks, beaches, off-street parking facilities (like libraries and community centres) and council-owned car parking buildings).

c) Auckland Council Public Safety and Nuisance Bylaw 2013 (covering use of vehicles on beaches).

9. Responsibilities for bylaws are allocated by control of the land. Auckland Transport’s rules apply to Auckland’s transport system, while Auckland Council’s rules apply to council-controlled land such as parks and beaches.

10. The bylaws provide a “framework” for regulating vehicle use, traffic and parking on Auckland’s transport system and on council-controlled land. This means that they enable activities like bus lanes to be created. However, the exact locations of the bus lanes are not in the bylaw but are set through resolutions, made later. This works well where there are location-specific needs that change over time.

11. Some topics in the bylaws are not site-specific. This is used where Auckland Transport want the same rule applied everywhere, and do not need a site-specific resolution for instance, to prohibit vehicles from being abandoned on roads or in public places.

Reviewing Auckland’s traffic bylaws

12. A joint review of Auckland’s traffic-related bylaws is being undertaken to ensure they continue to meet the needs of Aucklanders. For example, there have been changes in legislation and technology, and feedback from subject matter experts has indicated that there are things Auckland Transport can do to improve how we use bylaws.

Tātaritanga me ngā tohutohu

Analysis and advice

13. Auckland Transport subject matter experts will meet with and discuss the traffic bylaw review with the Henderson-Massey Local Board at a workshop on Tuesday 6 August 2024.

14. Before that workshop, Auckland Transport and Auckland Council staff reviewed the bylaws across 18 different topics (listed in Attachment A) to identify if there were problems, whether the bylaws helped address those problems, and if there were any alternatives or improvements.

15. There were five possible options for each topic, which align with the statutory options to respond to the Bylaw review findings – retain, amend, replace and revoke. These are outlined in Attachment A.

16. Auckland Transport and Auckland Council advice to local boards can be summarised in the following set of key findings:

a) the current bylaws are generally effective, ensuring that Auckland’s land transport system connects people and places in a way that is safe, effective and efficient, and protects the environment

b) bylaws regulating vehicle use and parking controls by enabling controls to be set ‘if and where’ required to manage the use of the road space in Auckland have been particularly helpful (for example, to regulate the use of one-way streets, bus lanes and P60 parking spaces by resolution of a delegated authority) but could benefit from minor improvements

c) bylaws regulating vehicles on beaches and off-road parking could be improved to be more effective and efficient. For example, there are no infringement fines for vehicles on beaches and the process to enforce berm parking prohibitions is time consuming and costly

d) bylaws that regulate activities involving vehicles, machinery or equipment that is left, broken down, repaired, advertised or sold on roads or public places are not used. Additionally, reviewers found that other existing legislation and bylaws already address the problems better

e) a bylaw can no longer regulate new speed limits because speed management plans are required to be used instead

f) consideration should be given to the possible benefits of replacing the bylaws with a single bylaw made by both Auckland Transport and Auckland Council. While most of Auckland’s roads are the responsibility of Auckland Transport, the boundaries with Auckland Council controlled roads or public places can be indistinguishable.

17. The summary of the discussion and proposed changes are in Attachment A of this report.

18. At this stage of the review, Auckland Transport and Auckland Council have not finalised any final recommendations and therefore encourage local boards to provide feedback. This feedback will be incorporated in the proposals for the upcoming public consultation.

Tauākī whakaaweawe āhuarangi

Climate impact statement

19. Auckland Transport and Auckland Council both support the outcomes sought by the Auckland Plan 2050, the Te-Tāruke-ā-Tāwhiri: Auckland’s Climate Plan and other council climate priorities.

20. During the development of the bylaws, climate impacts were considered because effective bylaws are tool that helps give effect to these strategic directives, for instance:

a) parking restrictions regulated by bylaws can be used to provide clearways and bus lanes that allow for quicker and more reliable public transport

b) controlling vehicle access and use on beaches protects coastal biodiversity

c) the ability to control access by heavy vehicles to unsuitable residential roads or town centres helps to minimise carbon emissions by encouraging them to use arterial routes designed for these vehicles to use efficiently.

21. The bylaws are an ‘enabler’ for climate goals providing the regulatory tools required to enforce a variety of controls that contribute to climate change goals.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

22. This review is being conducted jointly by Auckland Transport and Auckland Council. Other Council Controlled Organisations provided staff to assist with the initial review to ensure that impacts and their views were considered.

23. The Regulatory and Community Safety Committee discussed the review with staff and endorsed the Findings Report at a meeting on 02 July 2024.

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

Local impacts and local board views

24. Auckland Transport are currently holding workshops with all local boards throughout the month of August. These workshops will provide local boards with an opportunity to receive quality advice about the review and its finding.

25. Further engagement with local boards will be conducted post-public consultation to enable local boards to provide feedback after consideration of the consultation data. The timeframe for this will be communicated later this year.

Tauākī whakaaweawe Māori

Māori impact statement

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

27. Auckland Transport’s Māori Responsiveness Plan outlines the commitment to 19 mana whenua 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

28. Using this framework for discussion, Auckland Transport informed iwi about the review in November 2023. The initial engagement was followed by a series of hui in July and August 2024 at which staff provided details of the review.

29. Māori have been informed and provided with opportunities to engage with the review and after public engagement is finished will be engaged with again.

Ngā ritenga ā-pūtea

Financial implications

30. This decision has no financial implications for Henderson-Massey Local Board because Auckland Transport funds all projects and programmes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

31. The proposed decision does not carry specific risk for this local board. Bylaw application and enforcement is not a role of local boards and is not funded by local board budgets. This situation means that there is no legal or financial risk.

Ngā koringa ā-muri

Next steps

32. Local board feedback is due by 19 September 2024. After receiving this report, Auckland Transport will review the formal feedback from all local boards.

33. A further period of consideration is planned and on 8 October 2024, Auckland Council’s Regulatory and Community Safety Committee will review the bylaw review’s findings, options and recommendations and approve public engagement.

34. The Governing Body and the AT Board will also review the bylaw review’s findings, options and recommendations and approve public engagement on 24 October 2024 and 29 October 2024, respectively.

35. After public engagement, further local board feedback will be sought. Timelines for this engagement will be communicated after the committee decisions later this year.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Schedule of Review Findings and Proposed Changes	55

Ngā kaihaina

Signatories

Authors

Ben Stallworthy, Principal Advisor Strategic Relationships, Auckland Transport

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Adam Milina - Local Area Manager

Henderson-Massey Local Board

17 September 2024

Thriving Rangatahi

File No.: CP2024/13197

Te take mō te pūrongo

Purpose of the report

1. To seek local board endorsement of Thriving Rangatahi, the council’s commitment and plan to support the wellbeing of children and young people.

Whakarāpopototanga matua

Executive summary

2. In 2023 staff completed a comprehensive review of I Am Auckland, the council’s strategy for children and young people.

3. The review found the strategy was not adequately addressing the needs of children and young people and that council could better target support to those facing the greatest disparities in outcomes.

4. As the review findings aligned closely with council’s community wellbeing strategy, Ngā Hapori Momoho / Thriving Communities, the Planning, Environment and Parks Committee approved “nesting” priorities for children and young people under this.

5. Thriving Rangatahi sets out council’s commitment and plan to support the wellbeing of children and young people within this nested approach (Attachment A).

6. It has five focus areas based on the review findings and what children and young told us was important to their wellbeing: civic participation, climate and the environment, connection and belonging, health and wellbeing and access to opportunities.

7. These contribute to Ngā Hapori Momoho’s outcomes for community wellbeing and ensure a strong child and youth focus on council’s investment decisions and activities.

8. Thriving Rangatahi recognises that while council has important roles to play, we don’t hold all the levers in supporting child and youth wellbeing. Working with others, including government, iwi and community will be critical to success.

9. It proposes four ways of working to improve wellbeing outcomes: working in partnership, targeting our efforts to those who need it most, using mana-enhancing approaches; and ensuring there is a youth voice in decision-making.

10. Informal feedback from local boards during workshops in July / August was generally supportive of the focus areas and council’s roles in supporting children and young people.

11. There is a perceived risk that nesting under Ngā Hapori Momoho will reduce council’s commitment to children and young people. Maintaining accountability and promoting youth voice will help mitigate this.

12. Following endorsement and formal feedback from local boards, Thriving Rangatahi will be reported to the Policy and Planning Committee for approval.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) ohia / endorse Thriving Rangatahi and provide any feedback.

Horopaki

Context

13. In 2023 staff completed a comprehensive review of I Am Auckland, the council’s strategy for children and young people. The purpose of the review was to take stock of progress and consider if the strategy was fit for the future.

14. The engagement methodology and findings are detailed in the Voices of children and young people from Tāmaki Makaurau report and the full review findings are detailed in the I Am Auckland three-year review report.

Most children and young people in Auckland are doing well

15. The review found that most children and young people are doing well. Children and young people in Auckland are active and have strong relationships with trusted adults.

16. Children and young people told us they love their communities, the diversity of Auckland and all the opportunities that come with living in Tāmaki Makaurau.

Some children and young people face persistent issues

17. Some children and young people are growing up in poverty and living in substandard housing. They told us about their families struggling to afford basic necessities and keep food on the table.

18. We heard that deteriorating mental health is an urgent issue for children and young people in Auckland. They told us about the harms of substance abuse, and the difficulties of growing up while facing discrimination.

19. Tamariki and rangatahi Māori, Pasifika children and young people, rainbow children and young people, and disabled children are more likely to experience inequity across a range of measures than their peers.

The context for growing up in Auckland has changed for children and young people

20. The review found the context for children and young people has changed significantly since I Am Auckland was adopted in 2013.

21. Emerging scenarios such as climate disruption, declining mental health, growing wealth inequality and the changing nature of work and education all impact on the wellbeing of children and young people.

The findings led to four key insights about the needs of children and young people

22. The findings from engagement with children and young people led to four key insights to help inform our strategic direction. These insights highlight what is important to children and young people in Auckland today.

· Community spaces are critical to children and young people’s wellbeing.

· Children and young people need to get around the region safely and reliably.

· Children and young people need loving and accepting relationships and communities.

· We need to involve children and young people in the big decisions about the region.

23. The Auckland Council Group plays a central role in providing community spaces, providing safe and reliable transport options, fostering connection and belonging across Auckland, and ensuring diverse Aucklanders have a say in decisions for the region.

24. When delivering services and making investment decisions, the council can consider these insights and the impacts of our decision-making for children and young people.

The review findings also led to some new opportunities for council

25. The review also identified some new opportunities to inform the way we work. These opportunities allow council to better support the needs of children and young people in Auckland based on evidence, including the voices of children and young people.

Figure 1 Findings from the review and new opportunities for council

Council agrees to a new approach to support child and youth wellbeing

26. Many of the review findings and opportunities align closely with council’s community wellbeing strategy, Ngā Hapori Momoho / Thriving Communities.

27. Ngā Hapori Momoho has a strong focus on equity; empowering community-led solutions; and supporting improved outcomes for Māori.

28. The review recommended that we nest priorities for children and young people under Ngā Hapori Momoho to:

· respond to the changing context facing children and young people

· progress partnerships required when facing long-term and complex issues

· deliver on the request to consolidate council strategies without diminishing our commitment to improving child and youth wellbeing.

29. In October 2023, the Planning, Environment and Parks Committee received the three-year review of I Am Auckland and agreed to a new approach to “nest” council’s strategic priorities for children and young people under Ngā Hapori Momoho (PEPCC/2023/128).

Tātaritanga me ngā tohutohu

Analysis and advice

Five focus areas can help council deliver outcomes for children and young people

30. Through engagement we heard what matters most to children and young people and what their aspirations are for the future. This has been organised into five themes or focus areas for council.

31. These are what we need to focus on to create positive outcomes for children and young people.

32. The five focus areas are:

Figure 2 Thriving Rangatahi Five Focus Areas

33. These focus areas align to the objectives in Ngā Hapori Momoho and support delivery of its outcomes. Thriving Rangatahi provides a youth lens to the vision to create a fairer, more sustainable Tāmaki Makaurau where every Aucklander feels like they belong.

The council has six key roles that contribute to wellbeing outcomes

34. Under the Local Government Act 2002, local government must enable democratic local decision-making and action and promote the social, economic, environmental and cultural wellbeing of communities in the present and future.

35. There are many ways Auckland Council can contribute to community wellbeing. The different roles of council fit into the six broad categories listed below.

Figure 3 Six roles of council to support community wellbeing

Council has roles alongside others to support children and young people

36. The council group already contributes significantly to many of the five focus areas. However, many of the issues facing children and young people are systemic and complex and cannot be solved by council alone.

37. The wellbeing of children and young people is dependent on different players including central government, iwi, organisations, communities and whānau.

38. When determining our role in supporting child and youth wellbeing it is important to acknowledge the wider ecosystem of support and work together to meet the needs of communities.

39. Aligned to council’s six broad levers, Thriving Rangatahi identifies some specific roles council plays that support the wellbeing of children and young people and their whānau, as set out in the table below.

Table 1 Council's roles to support the wellbeing of children and young people

Services and programmes

· Continue to provide services tailored to the needs of tamariki and rangatahi.

Council as facilitator

· Strengthen local networks and facilitate sharing of resources.

Partnerships

· Partner with organisations and agencies to provide a joined-up response.

· Partner with communities to support their leadership.

Community funding and grants

· Resource children and young people to develop their own solutions.

· Support a whānau centred approach to health and wellbeing.

Council workforce

· Create employment pathways and development opportunities for rangatahi.

· Provide capability training for staff.

Facilities, parks and open space

· Provide safe and accessible spaces where children and young people feel welcome.

Leadership and advocacy

· Advocate for the needs of children and young people.

· Pilot new and innovative ways of working with children and young people.

Learning and skills

· Provide programmes and services that incorporate learning and skill development.

· Provide employment initiatives that support youth getting into the workforce.

Transport

· Connect children and young people to the places they want to go safely and reliably.

· Provide multiple transport options.

Urban form

· Reinforce Auckland’s bicultural foundation and reflect our diversity.

· Ensure our urban form provides opportunities to connect, promotes health and wellbeing and connects people to art and nature.

New ways of working to address the challenges facing children and young people

40. To deliver better outcomes for all children and young people the council also needs to change the way we work. Thriving Rangatahi proposes four approaches that are based on best practice evidence of what works and the voices of children and young people.

41. These closely align to the key shifts and investment principles outlined in Ngā Hapori Momoho and affirm the connection between the wellbeing of children and young people and the wellbeing of their whānau and wider communities.

42. More information on the focus areas and key ways of working can be found in Attachment A.

Table 2 Thriving Rangatahi four ways of working

Our ways of working
Working in partnership	A targeted approach
Partner with others to deliver more joined-up responses that leverage impact and support improve outcomes. Issues such as deteriorating mental health, poverty, and access to safe, warm and dry housing are complex and require long-term joined-up responses. Council does not hold all the levers and must work in partnership with central government, iwi, child and youth organisations and communities to create positive change.	Target our support to those children and young people facing the greatest disparities in outcomes. This is an equity-based approach that targets support to those who need it most. Achieving equity requires us to examine the barriers some children and young people experience that mean they do not have access to the same opportunities or achieve the same outcomes. It may require additional resources and different approaches.
Effective and mana-enhancing	A voice in decision-making
Use best practice, mana enhancing and culturally grounded ways of working to deliver more impact. These are based on foundational principles important to working effectively with children and young people: · culturally responsive · strengths-based · whānau-centred · co-designed. Targeting support to key life stages (first 1000 days and early adolescence) can also deliver more long-term impacts.	Ensure children and young people have a voice in decisions that impact them. Rangatahi feel they remain under-represented and largely voiceless in community decision-making. They are often considered the leaders of tomorrow, but many are already leaders today. Rangatahi feel that government agencies do not listen or when they do listen, they do not act on what they hear. To develop rangatahi potential will require adults to empower them to take an active role in decision-making.

Tauākī whakaaweawe āhuarangi

Climate impact statement

43. Children and young people told us about their love for Auckland’s environment including the beaches, parks and open spaces. They want to be connected to nature and care for the environment.

44. Council kaimahi told us that children and young people are experiencing climate anxiety, and that climate disruption will have significant impacts on Auckland and in particular children and young people. The decisions we make today will have long-term and far-reaching impacts for generations to come.

45. One of the five focus areas is climate and the environment. Through renewed commitment to the wellbeing of children and young people we can promote a strong child and youth voice in climate action and decision-making.

46. Through the civic voice focus area, we can help to build the leadership and capability of our young people to enable them to be involved in leading climate change action and being part of the change they want to see in Tāmaki Makaurau.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

47. Council’s commitment to children and young people through Thriving Rangatahi sits under Nga Hapori Momoho / Thriving Communities which is a core strategy for the whole council group.

48. Council staff and the Youth Advisory Panel have participated in the development of the focus areas and helped identify the roles and activities we do that support the wellbeing of children and young people.

49. We will continue to work with council staff to develop tools and build capability to implement the new ways of working and ensure children and young people have a voice in decision-making.

50. We are working to build relationships with council-controlled organisations to create a joined-up response across the council group and embed the focus areas, ways of working (key shifts, investment principles); and youth voice.

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

Local impacts and local board views

51. Local boards play a pivotal role in understanding and responding to the needs of children and young people and whānau in their local areas.

52. Thriving Rangatahi recognises that the needs of children and young people vary across communities. This means shifting from one-size fits all to more targeted approaches that respond to local community needs and enable community-led solutions.

53. Many local boards have statements and objectives in their plans to meet the needs of children and young people in their area. Local boards are delivering wellbeing outcomes through their work plans and responding to the diverse needs of their communities.

54. We held workshops with 21 local boards during July and August to introduce the new approach of nesting strategic priorities for children and young people under Ngā Hapori Momoho.

55. During the workshops we asked for initial feedback and answered questions about the review findings and how we will action council’s continued commitment to supporting the wellbeing of children and young people.

56. We analysed the feedback and the key themes are summarised below:

· Council struggles with ensuring a diverse youth voice is represented in decision-making and there is a desire for more information and advice on this.

· Safe and affordable transport options are a key issue for local boards.

· There were mixed responses to the climate and environment focus area with some local boards very happy to see this clearly represented and others were unsure if this was as important as other focus areas.

· There were many questions and comments about council’s role. Some local boards agreed our actions deliver wellbeing outcomes; however some local boards were concerned about overlap with central government’s role.

· Local boards were very interested in how Thriving Rangatahi can be implemented at a local level and how this relates to other strategies.

57. Feedback from local boards has helped to shape Thriving Rangatahi. For example, more information on council’s role and the actions council can take to support children and young people was added to address some of the concerns.

58. A full summary of feedback from the 21 local board workshops and how it has been considered, is attached to this report (Attachment B).

Tauākī whakaaweawe Māori

Māori impact statement

59. Tamariki and rangatahi are taonga, treasured members of Māori communities and whānau.

60. Over half of the Māori population (50.1 per cent) in Auckland is under 25 years old.

61. Māori children and young people are more likely than the rest of the Auckland population to face disparities across multiple outcomes, including many measures in health and wellbeing.

62. Thriving Communities, Kia Ora Tāmaki Makaurau, and the Independent Māori Statutory Board Māori Plan all emphasise whānau and youth wellbeing as an issue of significance.

63. Māori children and young people made up 12 per cent of total engagement responses for the review of I Am Auckland, and 25 per cent of participants in targeted engagement methods such as empathy interviews and spoken word poetry workshops.

64. The voices of tamariki and rangatahi Māori provided valuable insights for the development of the Thriving Rangatahi focus areas and the four ways of working.

65. Culturally appropriate and mana-enhancing ways of engaging are crucial to achieving better outcomes for tamariki and rangatahi Māori.

66. Te ao Māori, in alignment with evidence and best practice, tells us that the wellbeing of children and young people is interconnected to the wellbeing of whānau.

67. Applying a whānau lens to services and programmes allows council to uplift the wellbeing of children and young people through achieving positive outcomes for their whānau.

68. Uplifting the voices of tamariki and rangatahi Māori and prioritising their needs and aspirations in the design of spaces and programmes offered by council will create a welcoming and safe environment for all whānau. Welcoming spaces, programmes and services are essential to ensuing everyone has access to the same opportunities.

69. Thriving Rangatahi is a commitment by council to work differently. Targeting resources to achieve more equitable outcomes, partnering with others; and working in ways that are mana-enhancing and culturally appropriate will support improved outcomes for tamariki and rangatahi and whānau Māori.

Ngā ritenga ā-pūtea

Financial implications

70. There are no additional budget implications arising from the decision in this report.

71. Thriving Rangatahi is nested under Ngā Hapori Momoho which does not have specific budget attached to it. The strategy provides focus for the use of council’s existing resources and investment, and direction on how we need to work to deliver more impact.

72. Local boards can target their resources to the needs of their communities. This can include decisions on how facilities and open spaces are used and designed, what programs are delivered, and which partners they collaborate with in the community.

73. Any additional investment to support new activities for children and young people will go through normal long-term and annual planning budget processes.

74. The policy work to develop Thriving Rangatahi has been delivered through existing resources (staff time and some costs for engagement and materials).

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

75. The table below presents the key risk to council through this work and how it can be mitigated.

Table 3 Risk and mitigation

Then

Possible mitigations

The “nested” approach results in a real or perceived loss of focus on the needs of children and young people in Auckland.

Trust and relationships between council and stakeholders (children and young people, partners, for example) could weaken.

Council’s reputation is challenged because it is not seen to be prioritising a critical population group.

Strategic investment decisions directed at child and youth wellbeing do not improve outcomes.

A low reputational, strategic, and delivery risk.

Thriving Rangatahi includes a clear mandate to focus on children and young people, which clarifies council’s role and commitment.

Socialise with staff and leverage off current traction with the implementation of Ngā Hapori Momoho.

A monitoring and evaluation framework will be developed aligned to Ngā Hapori Momoho to hold the council group accountable for its commitment to child and youth wellbeing.

Staff are involved in the creation of implementation tools and frameworks.

Ngā koringa ā-muri

Next steps

76. After receiving formal feedback from local boards at their September business meetings, staff will present Thriving Rangatahi to the Policy and Planning Committee in November for approval.

77. If approved, staff will develop a monitoring and evaluation framework aligned with Ngā Hapori Momoho. The timeline for this work is subject to the development of a performance measurement framework for the long-term plan.

78. Staff will continue to develop tools such as best practice engagement guidelines to help build capability for implementation.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Thriving Rangatahi	71
b ⇩	Local board feedback from Thriving Rangatahi workshops	109

Ngā kaihaina

Signatories

Authors

Caroline Stephens - Senior Policy Advisor

Mackenzie Blucher - Policy Advisor

Authorisers

Liz Civil - Senior Policy Manager

Louise Mason - General Manager Policy

Lou-Ann Ballantyne - General Manager Governance and Engagement

Adam Milina - Local Area Manager

Henderson-Massey Local Board

17 September 2024

Auckland Transport Kōkiri / Local Board Transport Agreement Quarterly Update - September 2024

File No.: CP2024/13442

Te take mō te pūrongo

Purpose of the report

1. To provide an update on projects in the local board’s Kōkiri / Local Board Transport Agreement 2024-2025 (Kōkiri Agreement).

Whakarāpopototanga matua

Executive summary

2. The Kōkiri Agreement 2024-2025 is a local board’s engagement plan with Auckland Transport’s (AT) work programme.

3. Developing the agreement is an annual process. During this process AT provides advice on its work programme, seeks feedback from the local board, responds to this feedback, and establishes an endorsed plan for engaging on work in the local board area.

4. This report provides an update on projects in the local board’s Kōkiri Agreement.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) whiwhi / receive the September 2024 quarterly update on the Kōkiri / Local Board Transport Agreement 2024-2025.

Horopaki

Context

5. In mid-2023, development of the Kōkiri Agreement was initiated to build a more structured and supportive relationship between local boards and Auckland Transport. The Kōkiri Agreement is formed thru an annual process that includes the following steps:

October/November	AT provides quality advice to local boards on the next financial year’s work programme.
March	Local boards provide their feedback, prioritise projects or programmes, and request levels of engagement for each project.
April/May	AT responds to that feedback, and a Kōkiri Agreement is written for each local board.
June/July	AT seeks formal endorsement of the Kōkiri Agreement from local boards.

6. AT reports quarterly on the prioritised projects and programmes listed in the local board’s Kōkiri Agreement.

7. This process provides a clear annual structure for engaging with AT. Local boards are able to influence Auckland Transport’s work programme through the annual Kōkiri Agreement process.

Tātaritanga me ngā tohutohu

Analysis and advice

8. Kōkiri Agreements prioritise the projects or programmes that are of most interest to the local board. Clear local board prioritisation provides Auckland Transport with expectations of transport related objectives, in addition to the objectives provided in the local board plan. This information helps AT to either inform its planning or to offer better explanations for why certain projects or programmes cannot be delivered.

9. However, plans evolve and change, so AT reports quarterly on progress of projects in the Kōkiri Agreement. This means that local boards are kept informed and have a regular opportunity to provide formal feedback to AT about their work programme.

10. The levels of engagement in the Kōkiri Agreement are derived from the International Association for Public Participation’s (IAP2) doctrine and are as follows:

Collaboration	AT and the local board work together to deliver the project or programme. The local board leads the process of building community consensus. The local board’s input and advice are used to formulate solutions and develop plans. Local board feedback is incorporated into the plan to the maximum extent possible.
Consultation	AT leads the project or programme but works with the local board, providing opportunities to input into the plan. If possible, AT incorporates the local board’s feedback into the plan, and if it is not able to, provides clear reasons for that decision.
Informing	AT leads the project or programme informing the local board about progress. Local board members may be asked to provide their local knowledge and insight by AT, however there is no expectation that the project must be modified based on that input.

11. Attachment A provides updates about all projects and programmes currently listed in this local board’s Kōkiri Agreement 2024-2025.This report also includes the following attachments:

· Attachment B is a quarterly update on road maintenance activities

Tauākī whakaaweawe āhuarangi

Climate impact statement

12. This report does not have a direct impact on climate, however the projects it refers to will.

13. AT engages closely with the council on developing strategy, actions and measures to support the outcomes sought by the Auckland Plan 2050, the Auckland Climate Action Plan and the council’s priorities.

14. AT reviews the potential climate impacts of all projects and works hard to minimise carbon emissions. AT’s work programme is influenced by council direction through Te-Tāruke-ā-Tāwhiri: Auckland’s Climate Plan.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

15. The Kōkiri Agreement is a product of the Local Board Relationship Project. AT started the project in response to a 2022 ‘Letter of Expectation’ directive from the Mayor that stated in part that:

“The Statement of Intent 2023-2026 must set out how AT will achieve closer local board involvement in the design and planning stage of local transport projects that affect their communities.”

16. The Kōkiri Agreement gives effect to this intent. AT receives local board feedback via regular engagement. AT also surveys local board members quarterly about engagement, providing an indication of satisfaction.

17. The Kōkiri Agreement was developed working closely with Auckland Council’s Governance and Engagement Department.

18. The Kōkiri Agreement is reported to the Local Board Chair’s Forum on a regular basis.

19. This work relies on historical engagement with both Auckland Council and with other major council-controlled organisations (CCO) through the previous joint CCO engagement plans.

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

Local impacts and local board views

20. The local board endorsed the Kōkiri Agreement 2024-2025 at their 16 July 2024 business meeting. This report provides the first quarterly update on projects in the agreement.

Tauākī whakaaweawe Māori

Māori impact statement

21. 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.

22. AT’s Māori Responsiveness Plan outlines the commitment to 19 mana whenua 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

23. The Kōkiri Agreement is focused on AT’s interaction with local boards, as such Māori input was not sought at a programme level. However, when individual projects or operational activities have impact on water or land, Auckland Transport engages with iwi to seek their views. These views are shared in reports seeking decisions from the local board.

Ngā ritenga ā-pūtea

Financial implications

24. Generally, this report has limited financial implications for the local board because Auckland Transport funds all projects and programmes. However, local boards do have a transport budget, called the Local Board Transport Capital Fund.

25. Updates about Local Board Transport Capital Fund projects are included in this report, but financial implications are reported separately, in project specific decision reports.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

26. If a local board provides any formal direction on changes to the Kōkiri Agreement, there are risks to consider. First, the local board needs to be able to commit to the time required for the level of engagement requested. If decisions are not able to be made or are slowed down by local board decision-making, there can be significant financial costs.

27. Auckland Transport suggests that this risk is mitigated by the local board providing sufficient workshop time to allow for timely discussion of activities listed in Kōkiri Agreement.

Ngā koringa ā-muri

Next steps

28. After local boards receive this report, AT will respond to any additional resolutions.

29. The next quarterly report is planned for November 2024.

30. In October or November 2024, AT will conduct its annual forward works programme brief which starts the process to develop the Kōkiri Agreement 2025-2026.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Schedule of Kōkiri Agreement updates	117
b ⇩	Road maintenance activities	121

Ngā kaihaina

Signatories

Authors

Ben Stallworthy – Principal Advisor – Auckland Transport

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Adam Milina - Local Area Manager

Chairperson	Chris Carter
Deputy Chairperson	Dr Will Flavell
Members	Brenda Brady, JP
	Peter Chan, JP
	Dan Collins
	Oscar Kightley
	Brooke Loader
	Ingrid Papau

Authors	Laura Hopkins - Democracy Advisor
Authorisers	Adam Milina - Local Area Manager

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