Agenda of Ōtara-Papatoetoe 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.

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Ōtara-Papatoetoe Local Board:

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

5 He Tamōtanga Motuhake | Leave of Absence

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

6 Te Mihi | Acknowledgements

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

7 Ngā Petihana | Petitions

7.1 Petition - Opposing Street Trading Licenses to Non-Ratepaying Vendors in the Ōtara Business Improvement District (BID)

Te take mō te pūrongo

Purpose of the report

1. Ōtara -Papatoetoe Local Board to reconsider the decision to issue street trading licenses to non-ratepaying vendors within the Ōtara Business Improvement District (BID).

Whakarāpopototanga matua

Executive summary

2. A petition will be presented from Ōtara Business Improvement District (BID) to the Ōtara-Papatoetoe Local Board opposing Street Trading Licenses to Non-Ratepaying Vendors in the Ōtara Business Improvement District and also requesting for the board to reconsider their decision to issue street trading licenses to non-ratepaying vendors within the Ōtara Business Improvement District.

3. The petition is signed by the Chairman, Treasurer and the Manager.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whiwhi / receive the petition from Amit Narchal, Kantilal Vallabh and Rana Judge on behalf of the Ōtara Business Improvement District (BID) requesting to reconsider the decision to issue street trading licenses to non-ratepaying vendors within the Ōtara Business Improvement District (BID).

Attachments

a Petetion from the Otara Business Improvement District (BID)................ 509

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 Ōtara-Papatoetoe 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 - Clover Park Community House

Te take mō te pūrongo

Purpose of the report

1. Antoinette Tiatia, the manager of Clover Park Community House will present to the board the highlights and achievements for the year, as well as any issues and future plans, as required in the agreement with council.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whakamihi / will thank Antoinette Tiatia, the manager of Clover Park Community House for her deputation and attendance.

Attachments

a Clover House Community - Presentation............................................................ 511

8.2 Deputation - Equal Justice Project

Te take mō te pūrongo

Purpose of the report

1. Mair Marulli de Barletta & Tom Heyward, Advocacy Team Co-Managers at Equal Justice Project. Equal Justice Project is a non-partisan pro-bono charity run by students at Auckland Law School to promote social equality, inclusivity, and access to justice in our community.

2. They are partners with Communities Against Alcohol Harm (CAAH) aims to help reduce the effects of alcohol harm in our community. Last year, they presented data to you on the number of alcohol off-licenses that fall within your board’s jurisdiction. This year, they have expanded their project, and two of their volunteers, Arabella and Nicolas, have produced research regarding the number of remote seller alcohol licenses that fall within your local board’s jurisdiction. They would like to present to the board these findings.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whakamihi / will thank Mair Marulli de Barletta & Tom Heyward, Advocacy Team Co-Managers at Equal Justice Project for their deputation and attendance.

8.3 Deputation - Waka Pacific Trust

Te take mō te pūrongo

Purpose of the report

1. Morgan is the GM of Community and Marketing at Waka Pacific Trust. Morgan and CEO David Comery are eager to present at one of the Local Board meetings. They have been presenting annually, typically arranged by someone from Tataki Auckland Unlimited, but the arrangements have recently changed.

2. They will be presenting to the board on the following topics;

· Community Good 2023 statistics for Due Drop Events Centre and Vector Wero Whitewater Park.

· New and future programmes for the schools programme.

· Our Impact lad report.

· Waka Pacific Climb being built ready for mid-May 2025.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whakamihi / will thank Morgan, the GM of Community and Marketing and CEO David Comery at Waka Pacific Trust for their deputation and attendance.

Attachments

a Waka Pacific Trust - Presentation......... 523

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.”

Ōtara-Papatoetoe Local Board

17 September 2024

Shoreline Adaptation Plan Programme: Manukau Harbour East Report

File No.: CP2024/11747

Te take mō te pūrongo

Purpose of the report

1. To seek local board endorsement for the Manukau Harbour East Shoreline Adaptation Plan (Attachment A).

Whakarāpopototanga matua

Executive summary

2. Shoreline adaptation plans (SAP) are being developed across Auckland to provide a long-term adaptation strategy for council-owned land and assets in response to the impacts of coastal hazards and climate change (including sea-level rise).

3. Development of shoreline adaptation plans for Manukau Harbour North, Pahurehure Inlet and Manukau Harbour East (this report) are being undertaken in parallel (referred to as Tranche 1). This tranche will complete shoreline adaptation planning for the Manukau Harbour.

4. Engagement with Mana Whenua for the Manukau Harbour East Shoreline Adaptation Plan (Manukau Harbour East SAP) included: Ngāti Te Ata Waiohua, Ngāti Tamaoho, Te Ahiwaru, Te Ākitai Waiohua, Ngāti Whātua Ōrākei, Waikato Tainui and Ngaati Whanaunga. The values of Mana Whenua and local iwi have been applied through the selection of adaptation strategies and development of the Manukau Harbour East SAP and will continue through implementation.

5. Engagement with the Ōtara-Papatoetoe Local Board was initiated in March 2023. Over the course of the development of the Manukau Harbour East SAP the local board provided feedback which has informed further refinement of coastal strategies.

6. Community engagement for the Manukau Harbour East SAP in Tranche 1 was run in parallel with Pahurehure Inlet and Manukau Harbour North shoreline adaptation plans between June and August 2023. Community engagement included a range of digital and in-person events to identify community use and values from which objectives for each shoreline adaptation plan were developed.

7. The Manukau Harbour East SAP (Attachment A) includes adaptation strategies for each ‘stretch’ of shoreline, which provide guidance on how council-owned land and assets can be adapted over time to sustainably manage the escalating impacts of coastal hazards and climate change.

8. The result of the development of these strategies has identified three coastal stretches requiring the following strategies: no active intervention, limited intervention and managed retreat, to respond to land ownership, location of assets and reflect the significant cultural, ecological and social values in these coastal areas. This is reflective of the unmodified nature of much of this shoreline and the location of council owned infrastructure such as Manukau Memorial Gardens, Puhinui Reserve and two closed landfills within stretches 1 and 3.

9. To support ecological outcomes, managed retreat is identified for Puhinui Reserve. This is to provide space for the unique ecosystems in this area and ensure that cultural values and social outcomes can be responded to through planned response to sea level rise and coastal hazard impacts in this area.

10. The strategies selected in the shoreline adaptation plans do not commit council to any additional investment and no financial investment decisions have been made at this time.

11. The shoreline adaptation plans will be integrated into relevant council plans including asset management plans that help to inform appropriate maintenance. This also includes local implementation of capital works under the coastal asset renewals work programme.

12. Staff recommend that that the Ōtara-Papatoetoe Local Board endorse the Manukau Harbour East Shoreline Adaptation Plan, as a guiding document to manage and adapt council-owned land and assets to the impacts of coastal hazards and climate change over time.

13. Following endorsement from the Ōtara-Papatoetoe Local Board (along with Maungakiekie-Tāmaki Local Board and Māngere-Ōtāhuhu Local Board), the Manukau Harbour East Shoreline Adaptation Plan will be presented to the Planning, Environment and Parks Committee for approval in late 2024.

14. Once approved, local implementation will include capital works under the coastal asset renewals work programme. Funded regional implementation will commence in 2025 once all shoreline adaptation plans are completed.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) ohia / endorse the Manukau Harbour East Shoreline Adaptation Plan (Attachment A).

Horopaki

Context

15. The Coastal Management Framework adopted by the council in 2017 (ENV/2017/116) set the direction for a regionwide shoreline adaptation plan (SAP) programme and responds to the priority area in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan, that “communities and individuals are prepared for our changing climate and coastline”.

16. The SAP work programme is focused on how we manage and adapt Auckland Council-owned land and assets to the impacts of coastal hazards and climate change over time. The SAPs are non-statutory living plans which guide asset management planning and decision making.

17. Shoreline adaptation plans are being developed across twenty areas for Tāmaki Makaurau. The development of shoreline adaptation plans will be completed in mid-2025.

18. As SAPs are developed and approved they are added to the Auckland Design Manual and the Auckland Council website.

19. Once the Manukau Harbour East Shoreline Adaptation Plan (Manukau Harbour East SAP, Attachment A) has been endorsed by the associated local boards (Ōtara-Papatoetoe, Maungakiekie-Tāmaki, Māngere-Ōtāhuhu), staff will present the Manukau Harbour East SAP to the Planning, Environment and Parks Committee for approval.

20. Once each SAP plan is approved it will inform regional prioritisation and funding of implementation actions. This will present an opportunity for iwi and other programme partners to collaborate in SAP implementation.

Iwi, communities and local boards have informed the SAP development

21. The Manukau Harbour is of great cultural significance to iwi, such as the Te Tō Waka portage between the Manukau and Waitematā harbours. These sites are located within council-owned esplanade reserves, the coastal marine area, or in private ownership. Values identified by iwi in the development of this SAP include the need to restore and enhance many aspects of Te Manukanuka o Hoturoa. It is also noted that co-management agreements are in place for whenua located within the wider Manukau Harbour east area, refer to Attachment A section 2.5.3.

22. Development of the Manukau Harbour East SAP has included engagement with ngā hapū me ngā iwi o Tāmaki Makaurau, the nineteen iwi of Tāmaki Makaurau and recognises that each iwi is wholly autonomous, individual and unique.

23. Engagement also included the Ōtara-Papatoetoe Local Board, local community and relevant infrastructure providers such as Auckland Transport and Watercare. This engagement identified specific values and objectives alongside the coastal hazard’s exposure assessment and advice from asset owners, from which objectives are used to determine shoreline adaptation strategies.

How we define adaptation strategies

24. The strategies provide high-level guidance on how council-owned land and assets located in coastal areas can be adapted over time to sustainably manage the escalating impacts of coastal hazards and climate change. The strategies are covered in Table 1.

Table 1. Adaptation strategy descriptions

Adaptation strategy	Description of the strategy
Limited intervention	Maintain and making safe · Works may be undertaken to repair existing protection structures for the purpose of extending the asset’s life. · Works may support moving back the coastal edge (seawalls) and council owned assets, such as playgrounds, pathways and amenities. · Does not support keeping the coastline in fixed position.
No active intervention	Natural processes are allowed to continue · No investment in the provision or maintenance of any hazard protection structures associated with coastal hazards and flood protection (does not apply to the management of land stability or subsidence or other man-made hazard risk management). · This strategy is identified for areas of the coastline where council-owned land and assets are not exposed/vulnerable to coastal hazard and catchment flooding risk.
Hold the line	The coastal edge is fixed at a certain location · Defence of the coastal edge may be through nature-based options (for example beach nourishment) or engineered hard structures (for example sea walls). · Nature-based options preferred, if possible, but in most cases engineered hard structures would be required. · An identified use or service is maintained within its existing location, for example a road or parks’ land uses. · Could result in losing intertidal areas or beach space due to preventing a landward realignment of the coast in response to sea level rise.
Managed retreat	Assets and land uses are relocated or realigned · Relocation or realignment from hazard-prone areas to reduce risk to assets and maintain identified values (including ecological, cultural and recreational). · Relocation is planned and undertaken proactively over time. · Planning to retreat or relocate assets and land uses are responsive to community, cultural and ecological opportunities needs and aspirations. · Supports opportunity for nature-based solutions, and maintenance of coastal values.

25. The process of developing the Manukau Harbour East Shoreline Adaptation Plan and resulting recommendations are further discussed below.

Tātaritanga me ngā tohutohu

Analysis and advice

Assessments supporting the Manukau Harbour East Shoreline Adaptation Plan

26. The Manukau Harbour East Shoreline Adaptation Plan includes the area of the coastline from the Puhinui Creek in the south culminating at Taumanu Reserve in the north. The areas of the coast or ‘units’ which are located within the Ōtara-Papatoetoe Local Board area are identified as Units 1 and 2 in Figure 1 and 2 below.

A map of a park

Description automatically generated

Figure 1 and 2: Unit 1 and 2 (right) located within the Manukau Harbour East Shoreline Adaptation Plan area

27. Research and analysis were undertaken to inform an understanding of coastal processes, coastal hazards and the resulting risk to council-owned land and assets, along with identified ecological, cultural and historic heritage assets. This assessment influences the selection of adaptation strategies and includes the following key findings.

· Puhinui Unit 1:

o The unit includes Puhinui Reserve which contains recreational and equestrian facilities, walking tracks, car parking and toilets.

o Puhinui Creek is the focus of Te Whakaoranga o te Puhinui regeneration programme; many physical projects are underway to restore the health of Puhinui Stream, which provides habitat for native freshwater fish species.

o The Puhinui area is of significant cultural significance to multiple iwi. Nga Tapuwae o Mataaoho is an area lying to the east of Te Manukanuka o Hoturoa stretching from the Māngere inlet in the north to the Puhinui awa in the south.

o While the risk to council-owned assets for the Puhinui unit are low, environmental culture and heritage features (i.e. Puhinui shell banks, the wider Nga Tapuwae o Mataaoho area and cultural sites of significance) are at a greater risk from coastal erosion and coastal inundation. Ecological features are at risk to coastal hazards in the short to medium term, with a large area of ecological significance in and around Puhinui Reserve.

o Unit 1 includes a council owned and managed closed landfill site within Colin Dale Park.

· Waokauri/Pūkaki Unit 2:

o Unit 2 includes the Manukau Memorial Gardens, which is the second largest cemetery in Auckland and has significant capacity for further burials. This is also identified, in part, as a council owned closed landfill site.

o Within stretch 3 starting from north of State Highway 20B (Puhinui Road) and much of Waokauri Creek culminating at Tautauroa Creek adjacent to the end of Retreat Road there is currently limited public access to and along this shoreline due to private land ownership.

o Community noted the importance whakapapa connections (Te Ākitai Waiohua, Takaanini Whanau), and the importance of this area for kaimoana gathering grounds (pipi and karahu).

Adaptation strategies support ecological outcomes

28. An assessment of available information was undertaken to identify important ecological features and opportunities within the selection of adaptation strategies. The Manukau Harbour catchment has undergone significant modification and changes in landcover over time which has resulted in a significant loss of native habitat and fragmentation. Within Unit 1 and 2 the significant ecological sites of importance to the development of the adaptation strategies include the following habitats.

· Unit 1: Puhinui shell banks provide important shell barrier beaches and saltmarsh habitat, and the wider reserve includes important and diverse ecological areas. Within the coastal marine area, important roosting and wading bird habitat are present.

· Unit 2: A proliferation of mangroves fringe almost the entire circumference of the shoreline as well as filling the many indentations and tidal arms. Pūkaki Creek has some of the oldest mangroves in the Manukau Harbour with relatively minor human modifications to this stretch of coastline.

Social, policy and cultural context support adaptation selection

29. An analysis of the social, policy and cultural context of the Manukau Harbour East SAP was undertaken in early 2023. This informed the engagement planning for the Tranche 1 SAPs and provided important context for the selection of adaptation strategies. The development, change and use of the Manukau Harbour east coastline include the following key elements.

· Traditional access to the coast, including the significant Te Tō Waka and Karetu Portage for iwi between the Manukau and Waitematā Harbours and access for water-based activities such as waka ama. This access remains a priority for iwi and communities alike and contains the following features: (refer to section 3.0 in Attachment A).

o coastal access is predominantly concentrated in residential areas

o a coastal network for walking, running, and cycling via a network of paths and tracks, complements recreational opportunities

o key areas for recreation and coastal access within Unit 1 and 2 are concentrated in the Puhinui reserve area.

· Significant alteration of the harbour from its natural state, particularly due to reclamation of land for railway and industrial uses: (refer to section 2.0 and section 3.0. in Attachment A)

o Units 1 and 2 include areas of coastline which are comparatively unmodified; a unique feature of the coastline within this SAP area.

· Significant historic significance and cultural value to iwi. Refer to sections 3.0, 5.0 Unit 1 and Unit 2 of Attachment A and the pepeha provided by iwi in section 3.4. for further kōrero.

Local input into local issues

30. Community engagement informs the development of the shoreline adaptation plans by identifying how the community use and value their coastal areas.

31. The shoreline adaptation plan programme does not include consultation with the community on the selection of adaptive strategies.

32. Community engagement was delivered in person and digitally as follows.

· Tranche 1 SAPs ran in parallel and included a series of in-person, public out-reach events to inform people of the SAP programme and receive feedback. Public engagement was open from 23 June to 7 August 2023. Events were held at a range of venues as identified in Attachment A – section 4.1.

· Digital engagement for the Manukau Harbour East SAP was undertaken using Social Pinpoint, Engagement HQ and Have Your Say. Social Pinpoint, an online engagement platform provided 15 comments pinned to an interactive map for the Manukau Harbour East SAP. Engagement HQ received a total of 48 surveys. Feedback also included email submissions and direct discussion which was presented to the local board.

33. An analysis of the results was undertaken to develop high level community objectives for adaptation strategies and includes the following categories as outlined in Table 2. Engagement with local iwi and asset owners is captured separately and is discussed in further detail below.

Table 2: Community objectives for Manukau Harbour East (derived from community feedback)

Community objectives: Manukau Harbour East

Coastal connections, use and access

1. The coastal walking, cycling, water sport and leisure networks within Manukau Harbour East are accessible for all coastal users, providing for current and future active and passive recreation and general wellbeing.

2. Community infrastructure supports intergenerational connection to the coast and connectivity between coastal areas for all coastal users.

Cultural

3. The cultural ties of coastal communities are preserved and enhanced through the protection of key cultural and historic areas, such as Puhinui Reserve, providing for a range of traditional and contemporary coastal uses.

Responding to risk

4. Efficient and robust adaptive plans support useable, resilient, safe and environmentally healthy coastal areas.

5. Coastal community facilities aim to support community resilience and recovery for all coastal users.

Environmental

6. Native species and the ecosystems that support them are safeguarded and prioritised alongside recreational enjoyment and cultural significance.

Developing the adaptation strategy for Manukau Harbour east

34. The Manukau Harbour East shoreline has been divided into a number of coastal units, defined by the driving coastal processes and geomorphology. Within those units, stretches have been developed to reflect the differing distribution of infrastructure and assets and the approach to management of these areas.

35. Though hold the line is not an adaptation strategy for Units 1 and 2, there are a number of stretches within the wider Manukau Harbour East SAP where it is the preferred strategy over all timeframes. This is reflective of the highly modified shoreline and the location of significant council owned infrastructure. Hold the line also reflects iwi values and aspirations, the need to manage past land use decisions, asset owner requirements and community values and uses.

Adaptation strategies for the Ōtara-Papatoetoe Local Board area

36. The adaptation strategies for the Ōtara-Papatoetoe Local Board area are broken down by timeframe, refer to Section 5.0 of Attachment A, figures 3, 4 and 5 below, and are summarised as follows.

· Short term (next 20 years, see Figure 3)

o Limited intervention is the preferred adaptive strategy for both stretch 1 (Puhinui reserve) and stretch 3 (Waokauri). This is due to the degree of risk to assets and infrastructure and the considerable ecological and heritage values of these coastal areas. It is important to note that the closed landfill assets located within the Manukau Harbour East SAP area are subject to management through councils Closed Landfill Asset Management Plan 2021 which is reviewed on a five yearly basis. The selection of strategies has been reviewed by iwi, and considered specifically in relation to the operational Mana Whenua Kaitiaki Forum principles (see Māori Impact statement section below), connection with the harbour and the values identified by iwi in section 3.4 of Attachment A. This selection of strategies is considered to also align with the identified community objectives (see table 2 above) related to coastal connections, use and access.

o No active intervention is identified for stretch 2, reflective of the location of council assets within this stretch and the private ownership of the land holding.

Figure 3: Short term adaptation strategies by coastal stretch for Manukau Harbour east.

· Medium term (20-60 years, see Figure 4)

o No active intervention is maintained for stretch 2.

o Limited intervention is maintained for stretch 3 (unit 2) noting the need to consider risk to the memorial gardens and the closed landfill assets located within stretch 3. This also reflects the significant number of cultural sites located within this stretch. Guidance notes are included in Attachment A to identify the need for further engagement and collaboration with landowners and local iwi to manage risks to cultural heritage and support proposals for ecological outcomes and restoration. Within the wider landholdings for stretch 3 land use zoning indicates potential for future development. Where esplanade reserves/strips are to be vested with council, it will be important to ensure the depth of these reserves are adequate to accommodate coastal processes and connection and are responsive to cultural heritage and ecological values.

o Managed retreat is identified for the Puhinui Reserve, which is reflective of the low-lying nature of this catchment, the interface with catchment flooding and the need to consider opportunities to support, restore and enhance shell banks (roosting habitat for coastal birds), stream habitat and undertake coastal enhancement planting. Such actions will provide for the landward progression of coastal vegetation and will support resilience for ecosystems in response to sea-level rise but may also result in a need to consider how ecological values are managed in relation to the existing uses within the reserve area. Managed retreat signals the need for proactive planning for useable, resilient safe coastal areas and this approach is supported by iwi and the identified community objectives (see table 2 above). Te Whakaoranga o te Puhinui Regeneration Plan includes social and physical works projects relevant to the Puhinui Reserve area and associated catchments.

Figure 4: Medium term adaptation strategies by coastal stretch for Manukau Harbour east

· Long term (60+ years, see Figure 5)

o Strategies for all three stretches remain the same in the long term, acknowledging that there will be an increasing inundation risk to multiple locations within the Manukau Harbour East coastline. The soft geology (although well sheltered) of the shoreline within the Pūkaki Creek area also signals the potential for ongoing coastal erosion in the long term, with sea level rise.

Figure 5: Long term adaptation strategies by coastal stretch, Manukau Harbour east

Recommendation for local board endorsement

37. This Manukau Harbour East Shoreline Adaptation Plan is community informed, incorporating proactive guidelines on managing coastal hazard impacts on local ecosystems, recreation and valued coastal connections, while being inclusive of Mana Whenua values and supporting the resilience of local communities.

38. Staff recommend that that the Ōtara-Papatoetoe Local Board endorse the Manukau Harbour East Shoreline Adaptation Plan, as a guiding document to manage and adapt council-owned land and assets to the impacts of coastal hazards and climate change over time.

Tauākī whakaaweawe āhuarangi

Climate impact statement

39. The SAP work programme is funded as part of the council’s climate action package and is a core climate adaptation workstream. As global temperatures rise, Tāmaki Makaurau is predicted to experience between 0.6m and 1.5m of sea level rise by 2130, depending on the future CO₂ emissions scenario. The impacts of climate change and sea-level rise are expected to increase the frequency, intensity and magnitude of natural hazards including coastal erosion, coastal inundation, and rainfall flooding.

40. To prepare for the future with climate change, we need to plan adaptively. Shoreline adaptation plans will help reduce asset exposure and signal the need to work with nature by developing natural systems (such as wide beaches, well vegetated dunes, and tidal marshes) that are more resilient to the impacts of climate change.

41. Shoreline adaptation plans assist in educating the public about the impacts of climate change and the need to adapt. Building awareness and signalling the need to be prepared for coastal hazard events is an important part of long-term resilience and preparedness. For that reason, shoreline adaptation plans report under the Community and Coast priority area of Tāruke-ā-Tāwhiri: Auckland’s Climate Plan.

42. The Manukau Harbour East Shoreline Adaptation Plan outlines how council-owned land and assets can be managed to mitigate the impacts of coastal hazards and climate change. Implementation of the SAPs will increase resilience by reducing exposure and vulnerability of assets in hazards zones.

43. Greenhouse gas emissions are not directly considered within the SAPs, which focuses on the strategic goal of adapting the shoreline to build long-term resilience.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

44. Considering the broad extent of council-owned coastal land and assets and the non- statutory nature of the shoreline adaptation plans, implementation will be a collaborative effort across council departments. The project team has worked in partnership with relevant departments to co-develop the Manukau Harbour East Shoreline Adaptation Plan.

45. Shoreline adaptation plan strategies will be considered and integrated into all relevant council plans and documents including reserve management plans, regional parks management plans, open space network plans and asset management plans. This will support associated decision making, such as landowner and leasehold approvals.

46. Shoreline adaptation strategies will also be integrated into all relevant council strategic and targeted asset management plans to inform appropriate outcomes in the maintenance and renewals work programmes. For example, assets that provide a coastal defence or amenity function will be considered through council’s Coastal Assets Renewals Programme.

47. The completion of the 20 shoreline adaptation plans will confirm regionally consistent themes, challenges and opportunities. This will inform the development of recommendations around prioritisation, approach and funding decisions to support implementation.

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

Local impacts and local board views

48. Initial workshops with the Ōtara-Papatoetoe Local Board commenced in March 2023, prior to the planning for community engagement. Follow-up workshops were held to provide an update on what was heard through community engagement in late 2023. In March 2024 workshops were held to seek feedback and direction on the development of adaptation strategies.

49. Through these interactions the board expressed an interest in the following matters:

· that thorough engagement be undertaken with iwi partners

· that the values and interests of the communities were understood and considered in plan development (refer section 3.0 and 4.0 of Attachment A).

50. Community objectives and area specific feedback were considered through the selection of adaptation strategies. These considerations are included at a unit level within the SAPs. These inclusions, along with the adaptation strategies will inform future projects in the shoreline area.

Tauākī whakaaweawe Māori

Māori impact statement

51. From the SAP programme’s inception in 2021, engagement and collaboration with ngā hapū me ngā iwi o Tāmaki Makaurau has sought to establish in partnership with Mana Whenua the creation and implementation of the programme. The relevant programme principles which underpin this approach are included in Attachment A.

52. As an adaptation workstream within Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan, the SAPs seek to respect and acknowledge te ao Māori by giving effect to the Te Tirti o Waitangi, Kia Ora Tāmaki Makaurau and Te Ora ō Tāmaki Makaurau frameworks and recognising and providing for te ao Māori concepts.

53. Treaty settlement processes are ongoing, and it is important to recognise that there are unresolved claims and disputes between the Crown and iwi/hapū. This can result in iwi who have strong affiliation or whakapapa to an area not holding a Statutory Acknowledgement. However, the SAP programme includes all iwi who respond through the engagement programme, inclusive of iwi overlapping interests.

54. Of note for the development of this SAP is the Manukau Harbour Claim (WAI-8). In 1985, the Waitangi Tribunal reported on a claim on behalf of the people of the Manukau Harbour. It concerned pollution of seafood resources and loss of surrounding land via both crown confiscation after the New Zealand wars, and public works. This claim is integral in understanding the impact on the wellbeing of those iwi and hapū who live on and around the Manukau. This report is identified and discussed in further detail at section 3.3.1 in Attachment A.

55. The Manukau Harbour East Shoreline Adaptation Plan area includes Te Tō Waka portage (between the Manukau and Waitematā harbours) which is of significance to Ngā hapū me ngā iwi o Tāmaki Makaurau. Multiple hui and several hikoi have been held to support the development of the Manukau Harbour East SAP alongside the other plans applicable to the Manukau Harbour. Those who iwi whakapapa to the area and/or expressed an interest in the Manukau Harbour East SAP kaupapa are:

· Ngaati Te Ata Waiohua	· Te Ākitai Waiohua	· Te Kawerau ā Maki
· Ngāti Tamaoho	· Te Ahiwaru	· Waikato Tainui
· Ngāi Tai Ki Tāmaki	· Ngāti Whātua Ōrākei	· Ngaati Whanaunga.

56. Through this engagement process, Auckland Council worked with representatives of the group to provide cultural statements and cultural commentary to help guide the adaptation approaches set out within this SAP. Acknowledging each iwi have their own kōrero and may choose to share this in a manner which protects the intellectual property of each iwi, the Manukau Harbour East SAP in Attachment A (specifically section 3.0) includes content which iwi have approved to be included in this public document.

57. Further information may be included in cultural statements, to be held by iwi, which once finalised will inform implementation of the SAPs.

58. Engagement with the above iwi and ngā hapū me ngā iwi o Tāmaki Makaurau who express an interest, will continue throughout completion of the SAP programme and its implementation.

Ngā ritenga ā-pūtea

Financial implications

59. Delivery of the shoreline adaptation plan work programme is regionally funded through the climate action package. No additional funding is sought from local boards to deliver the Manukau Harbour East Shoreline Adaptation Plan.

60. Mitigating coastal hazards will become increasingly expensive for Auckland and wider Aotearoa. It will not be affordable or feasible to defend everywhere. Shoreline adaptation plans and the supporting coastal asset management plan will ensure that coastal projects consider the escalating future risk of climate change and respond in both an environmentally and economically sustainable manner.

61. No financial investment decisions have been made through the Manukau Harbour East SAP. The adaptation strategies will be given effect to across relevant council decision-making. This includes the future management, maintenance and renewal of council assets and land located along the coast through existing work programmes and associated budgets. Over time, this will result in cost savings as assets are moved out of coastal hazard areas and incur less damage due to coastal erosion and flooding.

62. Once all shoreline adaptation plans across Auckland are completed, a regional funding prioritisation approach will be developed. The framework and process for undertaking this exercise will need to be agreed with the Governing Body. This will assist in budgetary requirements and support an equitable approach for areas where managed realignment or other major coastal works have been recommended.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

63. The risks and mitigations associated with the local boards endorsing the Manukau Harbour East Shoreline Adaptation Plan are outlined in Table 4 below:

Table 3: Risk identification and mitigations

Risk	Mitigation
Coastal asset decisions are at risk of being made on an ad-hoc basis and may not adequately consider the escalating risk of climate change.	· Adopting the SAP for the Manukau Harbour east area will provide for future implementation of the plan. · Asset management across multiple asset classes will require multiple departments across council to continue to work together. · As a strategic document, the SAP provides a coordinated and holistic approach to council owned land and assets supporting, alongside other relevant council policies and regulatory mechanisms, the clear and consistent consideration of the escalating risk of climate change in relation to coastal hazards.
Potential opposition to the proposed adaptation strategies (noting a high level of public interest in council management of assets in response to climate change and natural hazard risk).	· The development of the SAPs has been undertaken in collaboration with local iwi and with extensive engagement with the local community, wider public and infrastructure providers. · These SAPs remain living documents, revisions to the SAP can be advanced to respond to further engagement with iwi, communities and in response to other programmes such as the Closed Landfill Asset Management Plan development.
Due to uncertainty in emission reductions, coastal hazards may increase in frequency and intensity earlier than expected.	· Shoreline Adaptation Plans have been developed using conservative climate change scenarios in the long term. · The SAPs are adaptive and advancement to the next timeframe can be considered ahead of the indicative timeframe identified (20/60/100 years).
As multiple teams are required to work together to implement the shoreline adaptation plan, there is potential that the SAP is not applied across all business areas.	· The project team have worked collaboratively with departments across council and council-controlled organisations to develop the SAP and will maintain relationships to support implementation. · A governance group oversees the development and implementation of the shoreline adaptation plan work program and also supports strategic relationships.

Ngā koringa ā-muri

Next steps

64. Following endorsement from the Maungakiekie-Tāmaki Local Board, Ōtara-Papatoetoe Local Board and Māngere-Ōtāhuhu Local Board, the Manukau Harbour East Shoreline Adaptation Plan will be presented to the Planning, Environment and Parks Committee for approval in late 2024.

65. Once approved, the Manukau Harbour East Shoreline Adaptation Plan will be released to the public and to stakeholders across Auckland Council. Local implementation will include capital works under the coastal asset renewals work programme. The adaptation strategies will then be integrated into key council plans, such as asset management plans, and the Closed Landfill Asset Management Plan 2021.

66. Funded regional implementation will commence in 2025 once all shoreline adaptation plans are completed and will include continued opportunity for iwi and other programme partners to collaborate in the implementation of the shoreline adaptation plan programme.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Manukau Harbour East Shoreline Adaptation Plan	29
b ⇩	Units and Stretches within the Manukau Harbour East Shoreline Adaption Plan area	177

Ngā kaihaina

Signatories

Authors

Nicola Perry - Relationship Advisor

Authorisers

Parul Sood - Deputy Director Resilience and Infrastructure

Victoria Villaraza - Local Area Manager

Ōtara-Papatoetoe Local Board

17 September 2024

Auckland Council’s Quarterly Performance Report: Ōtara-Papatoetoe Local Board for quarter four 2023/2024

File No.: CP2024/11936

Te take mō te pūrongo

Purpose of the report

1. To provide the Ōtara-Papatoetoe Local Board with a quarterly performance report for quarter four, 1 April to 30 June 2024 and the overall performance for the financial year against the approved 2023/2024 local board work programmes.

Whakarāpopototanga matua

Executive summary

2. This report provides an integrated view of performance for the Ōtara-Papatoetoe Local Board and includes financial performance and delivery against work programmes for the 2023/2024 financial year. The work programme is produced annually and aligns with Ōtara-Papatoetoe Local Board Plan outcomes.

3. 128 activities within the approved work programmes have a Green RAG status (activities that were completed in 2023/2024 / multi-year projects that have progressed as expected), 11 activities have an Amber RAG status (activities that were expected to be completed in 2023/2024 which are now expected to be completed in the first quarter in 2024/2025 / multi-year projects that have not progressed as expected / activities that are on hold), 10 activities have a Red RAG status (activities that were not delivered / activities that were expected to be completed in 2023/2024 which are not expected to be completed until after the first quarter in 2024/2025 / multi-year projects that are significantly delayed / activities that are on hold with significant issues), and one activity has a Grey RAG status (activities that have been cancelled or deferred in the period April to June 2024).

4. Key activity achievements from the 2023/2024 work programme include:

· Community Arts Initiatives Programme (# 318) – Sistema Aotearoa conducted 35 programmes over 113 sessions, engaging 1,242 participants, and achieving 24 Māori outcomes.

· Operational expenditure for Ōtara Music Arts Centre (Council facility) (# 319) – OMAC assisted and delivered 13 programmes across 38 sessions, seeing 16,080 participants and attendees. OMAC worked with AAAP (Auckland Action Against Poverty) Trust to create ‘Otara 274 Day’. There is also the ‘Bring the Noise’ programme for youth to learn about the music industry in New Zealand.

· Build Capacity: Community-led response to social concerns (# 322) – CAAH (Communities Against Alcohol Harm) has contributed to a thriving, inclusive and safe community through facilitating workshops, providing support at Ōtara Gambling and Alcohol Action Group, and assisting with several Māori/Pacific Wardens workshops/coaching sessions. CAAH held a community day ‘Ōtara – Proud to be Alcohol Free’, which was reported by Radio NZ. CAAH is also very active in assisting objectors with preparing for District Licensing Committee hearings through collection of evidence.

· Otara-Papatoetoe Ecological and environmental volunteer programme FY24 (# 660) – this quarter there were 2,802 volunteer hours recorded, with 2,885 plants planted. A large community clean up at Hamill Reserve, 160 cubic metres of rubbish removed by 100 volunteers from the ASEZ WAO – World Mission Society Church of God.

5. Key activities not delivered / not progressed as expected include:

· Youth Economy (Youth Connections) – Otara-Papatoetoe (# 1341) – the programme from last financial year is still to be delivered. Ask Q has been unsuccessful in recruiting rangatahi for the planned programme. TSI is now working with Ask Q to identify other opportunities to deliver video production workshops for young people

· 11R Birmingham Place – investigate options for the development of a new walkway (# 31557) – this project has been put on hold due to Auckland Transport funding being rescinded

· Ngāti Ōtara Park – develop circular recreational pathway (# 31741) – this project has been put on hold due to Auckland Transport funding being rescinded

· Ōtara-Papatoetoe Local Board – Te Kete Rukuruku (Māori naming of parks and places) Tranche Two (# 1318) – Manu-Kau Noa Iho / Hayman Park whakarewatanga has been deferred to later in the year where the weather is warmer, given this is an outdoor event.

6. Qualifying budgets of unfinished activities will be carried forward into 2024/2025 work programmes.

7. Net operational financial performance of the local board is approximately 6 per cent below budget for the full year ended 30 June 2024. Revenue is under budget by 23 per cent for the year while operating expenditure is 9 per cent below budget mainly due to lower depreciation costs and community facilities utilities and technical contracts underspent. Capital expenditure is approximately 10 per cent above budget for the full year ended 30 June 2024.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whiwhi / receive the performance report for quarter four ending 30 June 2024.

Horopaki

Context

8. The Ōtara-Papatoetoe Local Board has an approved 2023/2024 work programme for the following:

· Customer and Community Services

· Infrastructure and Environmental Services

· Plans and Places

· Auckland Emergency Management.

9. The graph below shows how the work programme activities meet Local Board Plan outcomes. Activities that are not part of the approved work programme but contribute towards the local board outcomes, such as advocacy by the local board, are not captured in this graph.

Graph 1: Work programme activities by outcome

A graph with blue bars and text

Description automatically generated

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Work Programme Snapshot

10. The graph below identifies each work programme activity by RAG status (Red, Amber, Green and Grey) which measures the performance of each activity.

Graph 2: Work programme performance by RAG status

A green circle with red and yellow numbers

Description automatically generated

11. The definitions of the Red, Amber Green and Grey for the quarter four / end of year report outlined in table 1 below.

Table 1: RAG status definitions for quarter four / end of year report

Red	· activities that were not delivered, · activities that were expected to be completed in 2023/2024 which are not expected to be completed until after the first quarter in 2024/2025, · multi-year projects that are significantly delayed, and · activities that are on hold with significant issues.
Amber	· activities that were expected to be completed in 2023/2024 which are now expected to be completed in the first quarter in 2024/2025, · multi-year projects that have not progressed as expected, and · activities that are on hold.
Green	· activities that were completed by the end of the financial year, and · multi-year projects that have progressed as expected.
Grey	· activities have been cancelled or deferred in the period April to June 2024.

12. The graph below shows the stage of the activities in each departments’ work programmes. The number of activity lines differ by department as approved in the local board work programmes.

Graph 3: Work programme performance by activity status and department

A graph with green and blue squares

Description automatically generated

Key activity updates from quarter four

· Matariki celebration (# 3533) – Ngāti Ōtara in collaboration with Whai Ora Marae held a very successful Matariki event. Community Builders NZ delivered two events celebrating Matariki in Ōtara and Papatoetoe where it was well attended and enjoyed by many people in the local board area.

· Ōtara Pool and Leisure Centre – Comprehensive renewal (# 24127) - this asset was identified in the comprehensive building condition assessment as needing renewal works. This work has now been completed.

· Papatoetoe Town Hall – renew building interior (# 20623) – Stage 1 completed – the hall entrance and supper room have been refurbished and the roof above the supper room has been replaced. Stage 2 is underway which includes the main hall roof replacement and air conditioning in the building.

· Auckland Urban Forest (Ngahere) Strategy – Growing Phase – Ōtara-Papatoetoe (# 26310 & 28346) – The planting plan identified in the growing phase of the local board specific implementation of Auckland’s Ngahere Strategy which is focused on increasing canopy cover in order to reach a target of 15 percent canopy cover across the local board area. This project has now been completed.

· Papatoetoe Centennial Pools and Leisure Centre – renew asset components (# 27827) – this asset was identified in the comprehensive building condition assessment as needing renewal works. This work has now been completed.

· Ōtara Music Arts Centre – renew building (# 31847) – The physical works at Ōtara Music Arts Centre building for the kitchen and toilets renovation have been completed. The next step is to issue the practical completion certificate for stage 1.

Changes to the local board work programme in quarter four

Activities with changes

13. The following work programmes activities have changes which have been formally approved by the board.

Table 2: Work programmes change formally approved by the board

ID/Ref	Work Programme Name	Activity Name	Summary of Change	Resolution number
1267	Customer and Community Services	Young Enterprise Scheme	Allocated $3,000	OP/2024/57
1004	Infrastructure and Environmental Services	Pest Free South Auckland (OP)	Allocated $20,200 for additional support to the Ōtara Waterways Lakes Community Trust coordinator	OP/2024/57
1235	Customer and Community Services	Capacity Building for Diverse Community Groups	Allocated $90,000 to build skills and capacity of food vendors on licensing compliance - $20,000 Work with Ōtara & Papatoetoe Collectives - $60,000 Develop a pop-up market for vendors to trade $10,000	OP/2024/57
17958	Customer and Community Services	Allan Brewster Recreation Centre – comprehensive renewal project	Reallocated $540,000	OP/2024/57
3990	Customer and Community Services	Local crime prevention fund, safety initiatives investment – Ōtara-Papatoetoe	$573.17 allocated to Ōtara-Papatoetoe Community Grants Local Grant Round Two	OP/2024/51
Support the request to carry forward:
742	Infrastructure and Environmental Services	Ope – Ōtara-Papatoetoe	$20,000 carry forward to next FY	OP/2024/57
336	Customer and Community Services	Local Civic Events Ōtara-Papatoetoe	$8,246 carry forward to next FY for Pearl Baker Reserve playground opening	OP/2024/57
700	Customer and Community Services	Te Kete Rukuruku – (Māori naming of parks & places) tranche two	$4,300 carry forward to next FY for Manu-kau Noa Iho – Hayman Park playground whakarewatanga	OP/2024/57

14. The following work programmes activities have been amended to reflect minor change, the implications of which are reported in the table below. The local board was informed of these minor changes and they were made by staff under delegation.

Table 3: Minor change to the local board work programmes

ID/Ref	Work Programme Name	Activity Name	Change
17958	Customer and Community Services	Allan Brewster Recreation Centre – comprehensive renewal	Project was scheduled to be completed by end June 2024, however, due to a slight delay in completing the project, it will now be completed in FY25. There is no financial implication for this delay.
20613	Customer and Community Services	Ōtara Pool and Leisure Centre - renew roof	Project was scheduled to be completed by end June 2024, however, due to a slight delay in completing the project, it will now be completed in FY25. There is no financial implication for this delay.
30230	Customer and Community Services	Ōtara Skills Shed [41R Boundary Road] - renew facility	Project was scheduled to be completed by end June 2024, however, due to a slight delay in completing the project, it will now be completed in FY25. There is no financial implication for this delay.
31677	Customer and Community Services	Ōtara-Papatoetoe - install new signage -Te Kete Rukuruku - Māori naming of parks and places	Project was scheduled to be completed by end June 2024, however, due to a slight delay in completing the project, it will now be completed in FY25. There is no financial implication for this delay.

Key activity achievements from the 2023/2024 work programme

15. The key achievements in the delivery of the local board work programmes for 2023/2024 include:

· Te Kete Rukuruku (Māori naming of parks and places) – Tranche one adopted dual names of 10 sites across the local board area

· Local events – the local board supported various events including Movies in Parks and the Diversity Festival

· A total of $340,000 in Community Grants was allocated to various community groups/organisations this year

· This year five playgrounds were upgraded and reopened to the public. These include Hillside South Park, Othello Park, Ngāti Ōtara Park, Aorere Park and Pearl Baker Reserve playground.

Overview of work programme performance

Customer and Community Services work programme

16. In the Customer and Community Services work programme, there are 109 activities with a green RAG status, three activities with an amber RAG status, six activities with a red RAG status and one activity with a grey RAG status. Activities with significant impact are discussed below:

Table 4: Customer and Community Services activities with significant impact

Activity name	RAG status	Activity status	Explanation and mitigation
Youth Economy (Youth Connections) – Ōtara-Papatoetoe (# 1341)	Red	In progress	The programme from last financial year is still to be delivered. Ask Q has been unsuccessful in recruiting rangatahi for the planned programme. TSI is now working with Ask Q to identify other opportunities to deliver video production workshops for young people together with other community partners by Oct 2024.
11R Birmingham Place – investigate options for the development of a new walkway	Red	In progress	Project on hold due to Auckland Transport funding being rescinded. Project to remain on hold until further advice.
Ngāti Ōtara Park – develop circular recreational pathway	Red	In progress	Project on hold due to Auckland Transport funding being rescinded. Project to remain on hold until further advice.
Review library and community services in Old Papatoetoe (# 1318)	Red	In progress	The indicative business care for options is now on hold as part of the Portfolio Review programme. Key findings will be shared with the local board in Q3 FY25.
Ōtara-Papatoetoe Local Board – Bike Programme (# 1378)	Amber	In progress	The bike programme funding has been fully allocated, but the programme will only be delivered in August 2024. A full summary of the programme will be presented to the local board in Q1 of FY25.
Kohuora Park – renew toilet and changing rooms	Amber	On hold	Project to remain on hold until funding is available in FY25.
Ōtara Creek Reserve South – renew sections of footpath (# 28204)	Amber	On hold	Watercare are upgrading the storm water infrastructure and the upgrade works expected to continue until 2027.

Infrastructure and Environmental Services work programme

17. In the Infrastructure and Environmental Services work programme, there are seven activities with a green RAG status, one activity with an amber RAG status, zero activities with a red RAG status and zero activities with a grey RAG status. Activities with significant impact are discussed below:

Table 5: Infrastructure and Environmental Services activities with significant impact

Activity name	RAG status	Activity status	Explanation and mitigation
Ope – Ōtara-Papatoetoe	Amber	In progress	Following the successful delivery of the moth plant competition, Te Pu-A-Nga Maara and Ngāti Te Ata Waiohua are planning a bilingual hikoi/bioblitz in Q1 of FY25.

Plans and Places work programme

18. In the Plans and Places work programme, there is one activity with a green RAG status, zero activities with an amber RAG status, zero activities with a red RAG status and zero activities with a grey RAG status.

Auckland Emergency Management work programme

19. In the Auckland Emergency Management work programme, there is one activity with a green RAG status, zero activities with an amber RAG status, zero activities with a red RAG status and zero activities with a grey RAG status.

Deferred activities

20. The Lead Financial Advisors are identifying projects from the local board’s 2023/2024 Locally Driven Initiatives (LDI) operational budget which meet the criteria to be carried forward. These will be added to the 2024/2025 work programmes.

Tauākī whakaaweawe āhuarangi

Climate impact statement

21. Receiving performance monitoring reports will not result in any identifiable changes to greenhouse gas emissions.

22. The local board is invested in a number of sustainability projects, which aim to build awareness around individual carbon emissions, and changing behaviour at a local level. These include:

· Ope – Ōtara-Papatoetoe (# 742) – this work involves establishing partnerships to increase engagement with local schools and students, develop capacity within local communities and bring communities together.

· EcoNeighbourhoods – Ōtara-Papatoetoe (# 3075) – this programme comprises various groups of neighbours from different households with the objective of adopting sustainable, low carbon practices and increasing resilience within their homes, lifestyles and neighbourhoods. Each group participates in various activities such as sustainable local food production, street orchards, food swapping, rainwater collection, composting, recycling and upcycling, sustainable transport workshops, tree planting, pest trapping and weed control.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

23. When developing the work programmes council group impacts and views are presented to the local board.

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

Local impacts and local board views

24. This report informs the Ōtara-Papatoetoe Local Board of the performance for quarter four ending 30 June 2024 and the performance for the 2023/2024 financial year.

Tauākī whakaaweawe Māori

Māori impact statement

25. Various lines across the local board’s work programme encompasses engaging with Māori, mana whenua, and mataawaka groups with a focus in achieving Māori outcomes. The following work programme lines outline the involvement and engagement with Māori at various stages of projects and activities across the local board area:

· Community Arts Initiatives Programme (# 318) – Sistema Aotearoa conducted 35 programmes over 113 sessions, engaging 1,242 participants, and achieving 24 Māori outcomes.

· Matariki celebration (# 3533) – Ngāti Ōtara in collaboration with Whai Ora Marae held Matariki opening with great attendance. Community Builders NZ delivered two Matariki events, one in Ōtara and one in Papatoetoe which was well attended.

· Community Arts Initiatives Programme (# 318) – Sistema Aotearoa conducted 35 programmes over 113 sessions, engaging 1,242 participants, and achieving 24 Māori outcomes. Highlights included the Junior Holiday Programme for Tupaia and Iriaka orchestras, a Holiday Jam Tiem programme in partnership with ŌMAC, and the Ōtara Brass Band’s expansion and performance. The Papatoetoe Historical Society also executed three programmes, engaging 248 participants, with a Matariki exhibition which saw 30 Boy Scouts and visitors from surrounding temples, as well as an interactive display contributed to by a local daycare involving 30 young tamariki.

· Māori Responsiveness (# 329) – Ngāti Ōtara Marae started the kai korero for mend and women programme. They have recently secured tutors for the waiata and karanga programme. Community Builders NZ Trust has been scoping Māori groups in Papatoetoe to support them in the work they’re doing.

· Ōtara-Papatoetoe Local Board - Te Kete Rukuruku (Māori naming of parks and places) Tranche Two (# 700) – Tranche one saw 10 sites being gifted names, while tranche two is the installation of the signage. Manu-kau Noa Iho/Hayman Park’s signage has been installed. Interpretive text and playground plaque are finalised and ready to be installed.

· Ope – Ōtara-Papatoetoe (# 742) - The project is working in partnership with Ngāti Te Ata Waiohua resulting in rangatahi action to regenerate the local awa. Two Ngāti Te Ata Waiohua iwi representatives presented iwi perspective and local pūrākau online free to 85 participants from 30 Schools, Early Childhood centres and organisations at a cluster meeting on 31 August. Iwi offered to work in an ongoing way to take schools to visit significant sites. Several schools are taking actions to regenerate Te Puhinui and Waokauri which supports iwi aspirations. A two-day symposium was held at Sir Edmund Hillary Collegiate for students from local schools focused on ‘Harvesting Indigenous Innovation’. Iwi and Pasifika experts presented to staff and students. Schools are working in partnership with Ngāti Te Ata Waiohua Iwi in understanding maturanga Māori and taking action for te taiao.

· Ōtara Waterways and Lake Trust – Ōtara-Papatoetoe projects (# 743) - Scoping efforts have been carried out to strengthen the partnership between the Trust and mana whenua, ensuring that project activities are guided by the insights and wisdom of mana whenua and local Kaumatua. This endeavour is facilitated by the Kaitakawaenga role, with support. Collaborative efforts are dedicated to establishing Māori models, frameworks, and references for the reporting process. In the coming year, the reports will be directly overseen by Huia Murupaenga, further ensuring that the integration of Māori perspectives and practices is central to the project's execution and reporting.

· Manukau Harbour Forum – Ōtara-Papatoetoe (# 851) – With the local board continuing to support the operation of the Manukau Harbour Forum, the coordinator will be focusing on working closely with mana whenua and marae with the ongoing mahi that is being delivered.

Ngā ritenga ā-pūtea

Financial implications

26. This report is provided to enable the Ōtara-Papatoetoe Local Board to monitor the organisation’s progress and performance in delivering the 2023/2024 work programme. There are no financial implications associated with this report.

Financial Performance

27. Operating expenditure of $22.3 million is $2.1 million below budget.

28. Asset Based Services operating expenditure (ABS Opex) is $1.9 million below budget. This is primarily due to underspent for CF Utilities. This was largely driven by the unusually wet weather in the first half of the financial year. Variances to budget are generally due to differences in timing of actual spend to anticipated spend.

29. Locally Driven Initiatives operating expenditure (LDI Opex) is $214,000 under budget mainly due to underutilisation of budget for local economic development.

30. Operating revenue of $2.8 million is $844,000 below budget. This is primarily due to closure of Early Childhood Education (ECE) at Ōtara Leisure Centre and Papatoetoe Allan Brewster.

31. Capital Expenditure of $9.8 million is above budget by $880,000. Capital expenditure exceeded projections due to necessary renewals following storm damage and an accelerated upgrade of netball facilities at Ngāti Ōtara Park originally scheduled for future fiscal years but was done in this financial year.

32. The financial report for the year ended 30 June 2024 for the Ōtara-Papatoetoe Local Board area is in Appendix B.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

33. Information about any significant risks and how they are being managed and/or mitigated is addressed in the ‘Overview of work programme performance’ section.

Ngā koringa ā-muri

Next steps

34. Work programmes for 2024/2025 were approved at the board’s business meeting in June 2024.

35. Deferral of budgets of unfinished activities will be added into 2024/2025 work programmes by quarter one reporting.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Ōtara-Papatoetoe Local Board - 1 April to 30 June 2024 Work Programme Update	191
b ⇩	OPLB Operating Performance Financial Summary June 2024	227

Ngā kaihaina

Signatories

Authors	Tracey Freeman – Local Board Advisor
Authorisers	Victoria Villaraza - Local Area Manager

Ōtara-Papatoetoe Local Board

17 September 2024

Ōtara-Papatoetoe Quick Response grants round one 2024/2025 grant allocations

File No.: CP2024/12391

Te take mō te pūrongo

Purpose of the report

1. To fund, part-fund or decline applications received for the Ōtara-Papatoetoe Quick Response Grants round one 2024/2025.

Whakarāpopototanga matua

Executive summary

2. The Ōtara-Papatoetoe Local Board adopted its grants programme for 2024/2025 on 21 May 2024 (OP/2024/50), as provided in Attachment A. The document sets application guidelines for contestable community grants submitted to the local board.

3. This report presents applications received in the Ōtara-Papatoetoe Quick Response round one 2024/2025 as provided in Attachment B.

4. The Ōtara-Papatoetoe Local Board has set a total community grants budget of $275,165 for the 2024/2025 financial year.

5. 19 Excellence Awards were funded for a total of $7,850 in July 2024. This left a total of $267,315 remaining available for two local grant rounds as well as two quick response rounds.

6. Five Excellence Awards were funded for a total of $3,600 in August 2024. This left a total of $263,715 remaining available for two local grant rounds as well as two quick response rounds.

7. Quick Response round one received a total of 31 applications requesting a total of $58,261.92.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whakaae / agree to fund, part-fund or decline each application received as follows:

Application ID	Organisation	Requesting funding for	Amount requested
QR2513-101	Brown Pride Gym	Towards wages and venue hire at 19b Norman Spencer Drive from 6 October 2024 to 8 December 2024	$2,000.00
QR2513-102	Communicare	Towards venue and transportation hire at Wesley Methodist Church from 1 October 2024 to 30 June 2025	$1,906.00
QR2513-103	Inner Wheel Club of Howick	Towards care packages and materials to create dolls and clothing	$1,500.00
QR2513-104	Auckland Seniors Support and Caring Group	Towards venue hire, wages and festival operating fees at Otara Music Arts Centre from 5 October 2024 to 28 June 2025	$3,500.00
QR2513-105	Inspire Charitable Trust	Towards facilitation fees, catering and venue hire at 9 Dunnotar Road from 9 October 2024 to 11 December 2024	$2,000.00
QR2513-106	Mobility Assistance Dogs Trust	Towards dog food purchase	$2,000.00
QR2513-108	South Auckland Seniors And Youth Association Incorporated	Towards overall club expenses at 90 High Street Otahuhu	$2,000.00
QR2513-110	Papatoetoe Probus Club	Towards catering at Papatoetoe Cosmopolitan Club on 12 December 2024	$2,000.00
QR2513-111	L A Shu-Peng	Towards coaching fees and venue hire from 2 October 2024 to 30 October 2024	$1,000.00
QR2513-112	Re-Creators Charitable Trust	Towards wages, travel and materials for community upcycling workshops	$2,000.00
QR2513-113	National Council of Women	Towards accommodation, flights and conference fees on 5 October 2024 to 6 October 2024	$859.33
QR2513-114	Independent Living Services Trust	Towards catering, gift cards, phone costs and mileage at Te Puke O Tara and Senior Villages from 1 October 2024 to 29 November 2024	$2,000.00
QR2513-115	Anointed Indian Church	Towards food purchases at 39 East Tamaki road on 15 December 2024	$2,000.00
QR2513-116	Papatoetoe Adolescent Christian Trust	Towards 10 sponsored spots in the PACT Holiday programme from 1 October 2024 to 4 October 2024	$1,300.00
QR2513-117	Indian Association (Manukau) New Zealand	Towards bus hire and catering at 25 Tui Road	$2,000.00
QR2513-122	Counties Manukau Sports Foundation	Towards photography and flowers at the Counties Manukau Sporting Excellence Awards on 21 November 2024	$2,000.00
QR2513-123	Manukau Business Association Incorporated	Towards installation of signs around the Manukau Business District	$2,000.00
QR2513-124	The Massive Co Trust	Towards venue hire, catering and facilitator costs at Ōtara Music Arts Centre from 14 April 2025 to 16 April 2025	$1,595.00
QR2513-125	South East Auckland Senior Citizens Association	Towards venue hire, catering, cleaning, performers and sound system hire at 736 Great South Road on 14 December 2024	$2,000.00
QR2513-127	XLR8 Sports Trust	Towards coach costs, venue hire and equipment at location from 7 October 2024 to 12 October 2024	$2,000.00
QR2513-128	Te Whakaora Tangata Trust	Towards catering and Christmas boxes at 10 Roys Road	$1,976.00
QR2513-131	Warriors Community Foundation	Towards wages from 1 October 2024 to 31 March 2025	$2,000.00
QR2513-132	Papatoetoe Hunters Cnr Bowling Club Inc	Towards fees and utilities at Hunters Corner Bowling Club from 31 October 2024 to 30 November 2024	$1,352.46
QR2513-133	Road Safety Education Limited	Towards venue hire and wages from 1 December 2024 to 30 June 2025	$2,000.00
QR2513-134	Counties Manukau Sports Foundation	Towards venue, video and audio hire at Otara Pool and Leisure Centre on 2 November 2024	$2,000.00
QR2513-135	East Tamaki Rugby Football Club Incorporated	Towards rugby gear, first aid equipment and catering	$2,000.00
QR2513-136	Momentum Charitable Trust	Towards one session of a life and financial skill programme at 25 Bairds Road	$1,695.00
QR2513-137	Damoni Senior Citizens Association	Towards venue hire and catering at Decor of Elegance	$1,980.00
QR2513-138	Counties-Manukau Touch Association	Towards the purchase of sports gear bags	$1,998.13
QR2513-139	Affirming Works Limited	Towards picnic table purchase for 5/46 Fair Mall	$1,600.00
QR2513-141	Runners High Ltd	Towards gift cards, advertising, generator and Ipad	$2,000.00
Total			$58,261.92

Horopaki

Context

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

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

10. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· higher priorities for funding

· exclusions

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

· any additional accountability requirements.

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

13. The local board grants programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups with projects that support community climate change action. Community climate action involves reducing or responding to climate change by local residents in a locally relevant way.

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

17. Local boards are responsible for the decision-making and allocation of local board community grants. The Ōtara-Papatoetoe Local Board is required to fund, part-fund or decline these grant applications against the local board priorities identified in the local board grant programme.

18. Staff will provide feedback to unsuccessful grant applications on request so they can increase their chances of success next time.

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

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

21. The Ōtara-Papatoetoe Local Board adopted its grants programme for 2024/2025 on 21 May 2024 (OP/2024/50), as provided in Attachment A. The document sets application guidelines for contestable community grants submitted to the local board.

22. This report presents applications received in the Ōtara-Papatoetoe Quick Response round one 2024/2025 as provided in Attachment B.

23. The Ōtara-Papatoetoe Local Board has set a total community grants budget of $275,165 for the 2024/2025 financial year.

24. 19 Excellence Awards were funded for a total of $8,350 in August 2024. This left a total of $336,020 remaining available for two local and multi-board grants as well as two quick response rounds.

25. Quick Response round one received a total of 31 applications requesting a total of $58,261.92.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

27. Following the Ōtara-Papatoetoe Local Board allocation of funding for this round, staff will notify the applicants of the local board’s decision and facilitate payment of the grant.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Otara-Papatoetoe Local Board Grants Programme 2024/2025	239
b ⇩	Otara-Papatoetoe Quick Response Grants Round One Application Summary 2024-2025	247

Ngā kaihaina

Signatories

Authors

James Boyd - Senior Grants Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Victoria Villaraza - Local Area Manager

Ōtara-Papatoetoe Local Board

17 September 2024

Investigation outcomes into community facilities in the Ōtara Town Centre, at 46 Fair Mall

File No.: CP2024/13043

Te take mō te pūrongo

Purpose of the report

1. To receive the findings and recommendations from the investigation into community facilities and services at 46 Fair Mall (Ōtara Town Centre).

Whakarāpopototanga matua

Executive summary

2. The community services provided at 46 Fair Mall, Ōtara include Ōtara Library, Ōtara Music Arts Centre, Fresh Gallery (and café), Tui Room, and six community leases.

3. The community services are unique and valued by the community. While usage is slightly low compared to similar services elsewhere, it does not capture the full picture of users, such as those who visit the community leases.

4. The services are well placed in the town centre, but the configuration and age of the buildings mean that they miss out on the benefits of integration. Despite limitations, service providers are actively collaborating and make the most of their spaces.

5. No additional service provision is needed to account for projected population growth, which is low at 11 per cent. Maintaining current provision levels meets guidelines in the Community Facilities Network Plan (CFNP).

6. The buildings at 46 Fair Mall are in poor condition, and components could fail in three to five years without a full roof replacement, estimated at a cost of $1,644,500. If the roof is replaced, the building should last for another 10 to 15 years.

7. A high-level options assessment considers four options that are; status quo, a full roof replacement, a staged renewal and upgrade, and demolish and rebuild.

8. The recommendation is to undertake a full roof replacement to maintain services in the short to medium term. Finances have been provisionally set aside for a staged roof replacement in financial years 2026, 2027, and 2028 in the draft capex work programme.

9. To plan for the long-term community services in the Ōtara Town Centre, it is recommended to develop an indicative business case (IBC) within four to six years.

Ngā tūtohunga

Recommendation/s

That Te Poari ā Rohe o Ōtara-Papatoetoe (Ōtara-Papatoetoe Local Board):

a) whakaae / agree to develop an indicative business case (IBC) within the next four to six years, to plan for the long-term community services in the Ōtara Town Centre.

b) tuhi ā-taipitopito / note that finances have been provisionally set aside for a staged roof replacement in financial years 2026, 2027, and 2028 in the capex work programme to support the continuity of services at 46 Fair Mall.

Horopaki

Context

10. Action 80 of the Community Facilities Network Plan Action Plan is to investigate whether community facilities at 46 Fair Mall, located in the Ōtara Town Centre, are fit-for-purpose and how investment will best meet future service requirements.

11. The project was approved for delivery through Community Facilities Ōtara-Papatoetoe Local Board 2021-2022 work programme (resolution OP/2021/90).

12. The following services, all located at 46 Fair Mall, Ōtara, were considered in the investigation:

a) Ōtara Library

b) Ōtara Music Arts Centre

c) Fresh Gallery (and café)

d) Tui Room

e) Six community leases (Citizens Advice Bureau, Ōtara Business Association, Ōtara Health Charitable Trust, Community Builders NZ Trust (2 leases), Sistema Aotearoa).

13. The objective of this investigation is to inform local board decision making about required investment into the buildings and options for the provision of community services now and in the future.

Tātaritanga me ngā tohutohu

Analysis and advice

14. The investigation is a desktop exercise involving conversations with subject matter experts and service providers to determine current and future service needs. It also considers current and future investment needed to the buildings to keep them operational.

Table 1 Project specifications in and out of scope

In scope

Out of scope

• Community profile

• Condition of buildings

• Provision assessment

• Strategic context

• High level financials

• Options analysis

• Community needs assessment

• Investigation of services outside of 46 Fair Mall

• Community engagement

• Indicative business case (IBC)

15. Stakeholders engaged throughout the investigation included members of an internal project reference group, as well as service providers at 46 Fair Mall.

High deprivation but low future population growth in the study area

16. The study area for this investigation includes six statistical area 2 (SA2) with a census 2018 population of 18,138.^{^[1]}

17. The study area is based on the library and venue hire catchments defined in the Community Facilities Network Plan (CFNP). The area is slightly larger than a 15-minute walk from the town centre.

Figure 1 Study area includes five SA2

18. Pacific people make up 79 per cent of the population in the study area. The census ethnicity projections indicate that Pacific people and Asian residents will continue to grow as a proportion of the population in the next 30 years.

19. This community has some of the highest levels of socio-economic deprivation in Auckland. A hundred per cent of the study area falls within the highest deciles eight to ten on the Deprivation Index. In comparison, Auckland has 30 per cent in the highest deciles. ^{^[2]}

20. Age projections show that residents under the age of 14 years will continue to make up a higher proportion of the population in the study area. Residents 65 years and over continue to make up a smaller proportion of the population compared to the Auckland average.

21. There is low projected population growth in the study area in the next 30 years. Projections indicate an 11 per cent increase in population by 2052.^{^[3]} This is lower than the Auckland average of 35 per cent.

Community services are unique and valued by the community

22. It cost approximately $1,500,000 to operate the services at 46 Fair Mall in financial year 2023/2024.^{^[4]} Services are mainly funded by the local board or offered through community leases.

23. The Ōtara Music Arts Centre (OMAC) has been a catalyst for inspiring the making of music for more than 30 years. Sistema Aotearoa and Stand Up Stand Out both operate from OMAC. There is also a venue hire and industry-standard professional recording studio on site.

24. Participant numbers for OMAC grew from 31,184 in 2022 to 71,970 in 2023.^{^[5]} Participant numbers include venue hire participants, OMAC programming and Sistema Aotearoa participants. Utilisation (booked hours divided by hours available) also doubled to 44 per cent in 2023.

25. Fresh Gallery is a council-run gallery, committed to developing and showcasing Pasifika arts and artists through exhibitions, talks and workshops open to the public.

26. Fresh Gallery had 3,191 visits last year. This is more visits than some standalone galleries in the network, such as Papakura Art Gallery, but less than co-located galleries such as the Franklin Arts Centre.

27. Ōtara Library offers collections, educational programmes and computer trainings and workshops.

28. Like other libraries in Auckland’s network, visits to the library have dropped since 2020 due to the impacts of COVID. Recently, however, visits have risen with 62,834 visits in 2023. Sixty per cent of active users last year were of Pacific descent.

29. The Tui Room is a small bookable space with capacity for 15 people. The top activities that take place in the space are business meetings, and health and wellbeing meetings.

30. The level of booked hours of the Tui Room is similar to other similar sized spaces nearby at Te Puke ō Tara, at around 40 per cent (booking hours divided by available hours).

Figure 2 Venue hire usage (booked hours)

31. The six community leases on this site provide numerous services including:

· employment and legal support (Citizens Advice Bureau)

· economic development (Ōtara Business Association)

· health and wellbeing (Ōtara Health Charitable Trust)

· music education (Sistema Aotearoa)

· community development (Community Builders New Zealand Trust for Bike Burg and Ōtara Kai Village).

32. There is no usage data on visits to the community lease spaces, or for other services and events in the area such as the popular Ōtara markets.

Service providers are making the most of their spaces but there are lost opportunities for integration

33. Feedback from service providers about delivering services at 46 Fair Mall is mixed. Providers have expressed challenges with the building layout and age. This included worn-out spaces, room layouts that are not fit-for-purpose, lack of flow and entry points around the building, and roof leakage issues impacting services.

34. Service co-operation occurs such as between the CAB and Justice of the Peace at the library, or through the Serving Ōtara Communities Managers forum.

35. The services are well placed in the town centre, but the configuration and age of the buildings does not provide the benefits of spatial integration such as clear wayfinding, and a one-stop-shop experience for customers. Despite the limitations, service providers are actively working together and making the most of their spaces.

Strategic context

36. Auckland Council’s plans and policies prioritise investment in Communities of Greatest Need. This underscores the importance of local services and spaces promoting wellbeing and belonging. A more detailed strategic assessment of relevant plans and policies can be found in Attachment A.

37. The Ōtara-Papatoetoe Local Board Plan 2023 prioritises investment in the Ōtara Town Centre and notes the value of services such as libraries and venue hire being accessible to the community.

38. There is significant change happening in the local area and in the political environment. Increased decision-making, fairer funding for local boards, and the Local Board Portfolio Review may lead to opportunities for change in the local board’s service asset portfolio. The Ministry of Housing and Urban Development site in Ōtara Town Centre is also undergoing change.

Network of services

39. In the study area there are other community facilities offering bookable space.

a) Ōtara Pool and Leisure Centre has two spaces they manage as bookable space, a stadium (1,000 person capacity) and seminar room (70 person capacity).

b) Te Puke ō Tara has a hall (300 person capacity), two rooms each with capacity for 30 people, and a hub space (10 person capacity).

c) East Tamaki Community Hall (not pictured) is another bookable space, outside of the town centre, but within the study area (120 person capacity).

40. There are no other council-aligned library or arts and culture facilities in the study area.

Image 1 Other community services in the Ōtara Town Centre

Aerial view of a city

Description automatically generated

Current provision of services meets guidelines

41. Under the provision guidelines of the CFNP, no additional services are required to provide for projected population growth.^{^[6]}

42. Maintaining current provision levels meets CFNP guidelines, although there may be over provision of small venue for hire spaces in the town centre area. There are multiple small bookable spaces that all have average to low levels of utilisation.

Table 2 Provision guidelines for community services at 46 Fair Mall

Type	Meets guidelines	Description
Library		Ōtara Library meets population per square metres guidelines now and in the future
Arts and culture		Fresh Gallery and Ōtara Music Arts Centre meet community need for local arts and culture
Venue for hire		Tui Room meets guidelines, may be over provision of small bookable space

The buildings are currently in poor condition

43. The buildings at 46 Fair Mall were built in 1970, with upgrades in 1985 and 2000.

44. The local board has invested significantly in the Ōtara Town Centre including the fish canopy^{^[7]} outside 46 Fair Mall and the Bairds Road Reserve. In the past seven years, approximately $1,700,000 has been spent on renewals of 46 Fair Mall including on the roof and on renewals and fit out of the library and Ōtara Music Arts Centre.^{^[8]}

45. A new condition assessment, commissioned by staff in 2023, indicated that there are future maintenance and replacement costs of at least $2,900,000.

46. The largest cost is for a staged roof replacement estimated at $1,644,500. The current state of the roof is leading to moisture ingress despite many years of roof maintenance.

47. Technical experts predict that even with ongoing maintenance of the roof there will be component failures within the next three to five years if the roof is not replaced. The full roof replacement should allow the building to last for another 10 to 15 years.

48. Staff have shared the asset assessment with colleagues in the Parks and Community Facilities department (PCF), and finances have been provisionally set aside for a staged roof replacement in financial years 2026, 2027, and 2028 in the capex work programme to support the continuity of services at 46 Fair Mall.

49. The roof renewal work would be split over three years. Refer Table 3 for a draft capex work programme as of July 2024. It includes a contingency of about 10 per cent per year for the project to cover inflation and minor delays.

Table 3 Draft capex work programme roof renewal line items

ID	Description	Fiscal years	Budget
45703	Ōtara Town Centre - replace roof and gutters at Library	FY2026-FY2027	$663,000
45724	Ōtara Town Centre - replace roof and gutters at Office Space	FY2026-FY2027	$442,000
45726	Ōtara Town Centre - replace the roof and gutter at the Art Centre and Gallery	FY2027-FY2028	$539,500
	TOTAL		$1,644,500

50. The remainder of the estimated renewals includes electrical and mechanical renewals, such as air handling units and lift replacement, which can be deferred until budget allows.^{^[9]} Renewals are phased with the most urgent needs being prioritised. The deterioration of the roof is affecting the integrity of the whole building.

51. The roof renewal will require a new building consent and planning phase, where the condition of other building components will be assessed.

Analysis of four options for the buildings at 46 Fair Mall

52. Four high level options for community services to remain in Ōtara Town Centre were analysed. These are status quo, staged roof replacement, roof replacement and upgrade and demolish and rebuild.

Table 4 High-level options analysis

Option	Time implications	Benefits	Challenges	Funding available
1. Status quo	Building closure due to condition predicted three to five years	Least expensive option in the short-term	Service disruption, no plan or budget for rehousing or relocating services	Yes – ongoing maintenance opex and capex renewals
2. Staged roof replacement	Building closure due to condition predicted 10-15 years	Service maintained in medium-term, funding is available, keeps an existing asset	Renewals of a building that is not fit-for-purpose	Yes –$1.644M capex budget
3. Staged renewals and upgrade	Building closure due to condition predicted 15-20 years	A more fit-for-purpose building	Invests in a building that is not fit-for-purpose, no case for investment	No – Cost unknown
4. Demolish and rebuild	3-5 years + Disruption + 30-50 years lifespan of new build	In the long term could be a fit-for-purpose and future-proofed facility	No current funding, service disruption in the short-term, no case for investment	No – Estimated minimum $30M^{^[10]}

53. Option two (staged roof replacement) is the recommended option as the benefits outweigh the challenges and funding is currently available.

54. Option two recommends that the local board:

a) support the staged roof replacement (short-medium term)

b) develop an indicative business case (IBC) within the next four to six years for the long-term planning of services in the town centre.

55. There are several benefits to this recommendation.

· Community services continue to be provided for another 10 to 15 years without significant disruption.

· It extends the life of an existing asset.

· It gives 10 to 15 years to determine:

o a more complete picture of the changes in the area

o future service requirements

o funding options

o opportunities for change emerging from the Portfolio Review.

56. Option one, status quo, is not recommended as even with ongoing patching of the roof there would be increased maintenance costs, the predicted failure of the building in three to five years, and the disruption or even closure of services. There would also be significant costs to the local board to rehouse the services into other locations that would not be fit for purpose.

57. Options three and four could still be considered with further investigation such as through an IBC, but currently there is no case to be made for investment in an upgrade or a rebuild. A more in-depth investigation would be needed to determine the community service needs and investigate all options for providing services in the future.

Tauākī whakaaweawe āhuarangi

Climate impact statement

58. There is the potential of an increase of greenhouse gas emissions through the roof renewal construction. However, the recommended option makes the most of an existing asset through extending its life for another 10 to 15 years.

59. The IBC process will consider climate impacts of any further options for community facilities at this site in the future.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

60. Staff from relevant council business units have contributed to the investigation. These include Policy, Parks and Community Facilities, Finance and Community Wellbeing.^{^[11]} Representatives of these business units and Local Board Services were involved in the development and testing of advice through an internal project reference group.

61. The Community Provision Investment Group (CPIG) with General Managers from the former Active Communities, Parks and Community Facilities, Regional Services and Strategy and Connected Communities supported the investigation recommendations in April 2024.

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

Local impacts and local board views

62. Local board members gave direction at workshops in May and August 2024, and generally supported the draft recommendations brought to them for this investigation.

63. It is a priority of the Ōtara-Papatoetoe Local Board Plan 2023 to advocate to the Governing Body for the reinvestment of the council’s capital expenditure. The local board would also like to see Ōtara lifted into the ‘transform’ category enabling collaboration with Eke Panuku.

Tauākī whakaaweawe Māori

Māori impact statement

64. There is currently a higher proportion of younger, and Māori and Pacific residents in the study area compared to Auckland.

65. Community services offered from 46 Fair Mall focus on offering culturally competent and relevant services to Māori and Pacific peoples in the community.

66. The business case process will include consultation with mana whenua and mataawaka for any future options for community service investment on this site.

Ngā ritenga ā-pūtea

Financial implications

67. $1,644,500 has been approved in principle in the draft capex work programme for the roof replacement of 46 Fair Mall in financial years 2025/2026, 2026/2027, and 2027/2028, subject to the local board approval.

68. In addition to the cost of the roof replacement, the 2023 asset assessment report estimates an additional $1,155,000 needed for renewals of electrical and mechanical services. This will need to be planned for and prioritised in future capex budgets for the buildings at 46 Fair Mall.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

69. The following table outlines the main risks and mitigations associated with the recommended option.

Table 5 Risks and mitigations of the staged roof replacement

Type of risk	Risk	Risk level	Mitigation
Financial	If the roof replacement costs more than budgeted…	Medium	…then further funding will need to be found or work delayed.
Financial	If other components of the building fail before 10-15 years estimated by technical experts…	Medium	… then PCF respond to unforeseen costs in the renewals budget through the renewals planning process or the building will be required to close earlier than anticipated.
Operational	If the layout and age of building lead to unforeseen issues to service delivery…	Medium	… then service providers will have to adapt to providing services until future planning through the IBC can be undertaken.
Operational	If services need to be temporarily closed or relocated to complete roof replacement...	Low	… then as part of the planning stage of the roof renewal there will be a plan made for relocation or temporary closure.
Reputational	If community members are displeased with the cost of the renewals with few service change benefits….	Low	… then there is the opportunity to make small improvements to the space when undertaking the roof renewal, should budget allow.

Ngā koringa ā-muri

Next steps

70. The Portfolio Review, led by Service Investment and Programming in the Policy Department, will identify opportunities for change in the service and asset portfolio of the local board.

71. The local board to consider prioritising the recommended roof renewal at 46 Fair Mall, when deciding on their capex work programme for financial years 2025/2026, 2026/2027 and 2027/2028.

72. A needs assessment and IBC to be developed within four to six years to assist with future service planning at Ōtara Town Centre.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Appendix A: Strategic context	393

Ngā kaihaina

Signatories

Authors

Michelle Ball - Service and Asset Planner

Authorisers

Louise Mason - General Manager Policy

Kenneth Aiolupotea - General Manager Community Wellbeing

Taryn Crewe - General Manager Parks and Community Facilities

Victoria Villaraza - Local Area Manager

Ōtara-Papatoetoe Local Board

17 September 2024

Ōtara-Papatoetoe Local Board Annual Report 2023/2024

File No.: CP2024/13057

Te take mō te pūrongo

Purpose of the report

1. To seek local board adoption of the 2023/2024 Annual Report for the Ōtara-Papatoetoe 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 Ōtara-Papatoetoe Local Board:

a) whai / adopt the draft 2023/2024 Ōtara-Papatoetoe 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 Ōtara - Papatoetoe Local Board Annual Report (2023/2024)	399

Ngā kaihaina

Signatories

Authors

Manoj Rathod - Integration Specialist

Authorisers

Faithe Smith - Lead Financial Advisor

Victoria Villaraza - Local Area Manager

Ōtara-Papatoetoe Local Board

17 September 2024

Response to Ombudsman's recommendation to open workshops by default

File No.: CP2024/13058

Te take mō te pūrongo

Purpose of the report

1. To respond to the recommendations made in the Ombudsman’s report ‘Open for business’ in relation to transparency and workshop practices.

Whakarāpopototanga matua

Executive summary

2. Local board workshops are informal, non-decision-making meetings used for discussions and refining options before formal board decisions.

3. The standard approach to workshops is that they are closed however, the decision to open a workshop can be made by each local board. Currently, six boards allow public observation, and eight release workshop materials proactively.

4. In October 2023, the Ombudsman released a report which found no evidence of decision -making occurring in workshops but noted practices that could undermine transparency. The Ombudsman recommended that workshops should be open by default, with any closures justified on a case-by-case basis.

5. Local boards generally follow best practices aligned with many of the Ombudsman’s recommendations, such as publishing workshop records and releasing information proactively. However, there is variation in how this is applied.

6. In light of the Ombudsman’s report, local board elected members and senior staff with experience in open workshops were asked to provide their views. They reported:

· risks to opening workshops, such as breaching confidentiality, discouraging free and frank discussions, causing public confusion about whether a decision is being made and potential disruption of subsequent community engagement and governance processes; public attendance is also very low for those local boards that do hold open workshops

· benefits of opening workshops, such as supporting transparency and holding elected members accountable, increasing public awareness of council matters, and enabling community connection; there is also a level of public expectation that the Ombudsman’s recommendations will be adopted.

7. To meet the Ombudsman’s expectations for transparency, it is recommended local board workshops default to being open. Staff will update the Best Practice Guidance for the 2025-28 term.

8. Some methods for opening workshops include in-person attendance, live streaming or recording. Staff will explore feasible options if workshops are open.

9. At its 27 June meeting, the Governing Body agreed that from 1 September 2024 the default setting for its workshops will be open to the public unless the relevant chairperson considers it is reasonable to close a workshop in a particular case. It also agreed that the way the workshop will be made open to the public is by recording the workshop and uploading that video to the council’s website.

10. If workshops default to being open, staff will need a period to implement it to ensure staff are properly briefed and systems are in place to deliver. Alternatively, the board may wish to implement this for the start of the 2025-2028 term.

11. The chairperson can open or close a workshop without a board resolution, as it is an informal meeting. However, a decision helps to confirm support of the local board.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) tuhi ā-taipitopito / note that to meet transparency, the Ombudsman expects workshops to be open by default

b) whakaae / agree that workshops will be open to the public by default, unless the chairperson deems it reasonable to close a specific workshop

c) tuhi ā-taipitopito / note that staff are preparing guidance to support an open by default approach into the Best Practice Guidance for the 2025 term

d) whakaae / agree that the local board will implement an open by default approach by XX (Date)

Horopaki

Context

Defining workshops

12. The Governance Manual (Section 10.8) defines elected member workshops as:

· informal, non-decision-making meetings, which are generally closed to the public or media. Workshops support the decision-making process by informing elected members on items prior to making a formal decision

· a mechanism for staff to seek informal guidance from elected members to improve future advice, including identifying information gaps and discussing options for policy development.

13. Local boards use workshops for informal discussions, brainstorming, scoping draft proposals, unpacking complex topics and refining options for a final decision. Workshops are typically used to enable discussion between elected members, and between elected members and staff. Workshops are also used for cross local board collaboration and for joint discussions between the Governing Body and local board members.

14. Workshops are not used for decision-making and this is made clear to members when elected.

LGOIMA requirements

15. The Local Government Information and Meetings Act 1987 (LGOIMA) promotes the open and public transaction of business at meetings of local authorities.

16. LGOIMA states that a meeting at which no resolutions or decisions are made, is not a meeting for the purposes of setting requirements for local authority meetings. Therefore, there is no statutory requirement that a non-decision-making workshop be open to the public, notified in advance and have minutes taken.

17. Although not required, local boards may hold non-decision-making workshops in open and invite members of the public, media or stakeholders to attend.

18. Through each term’s induction process, elected members are reminded of their obligations to be open and transparent in decision-making. It is made clear to elected members that closed workshops do not replace the decision-making meetings.

Current local board practice

19. Six local boards allow public observation at their workshops. They are Devonport-Takapuna, Kaipātiki, Waitākere Ranges, Hibiscus and Bays, Rodney and Waitematā.

20. While the driver for this practice is to demonstrate a commitment to openness and transparency, public attendance has been low.

21. Eight local boards have adopted the practice of proactively releasing workshop materials. They are Devonport-Takapuna, Hibiscus and Bays, Kaipātiki, Puketāpapa, Rodney, Waiheke, Waitākere Ranges and Waitematā.

Best practice guidance

22. At the start of the 2022-2025 term, the Local Board Services Best Practices Review 2022 recommended that workshops should be closed to the public because:

· a non-public setting can better facilitate and support free and frank exchanges between staff and elected members

· workshops do not provide opportunity for the public to give input (in the way that the business meeting provides for a public forum), so the role of the public in the workshop would only be to bear witness to the informal discussions

· attending a workshop may not provide a complete picture of council processes or may lead to some premature assumptions about decisions and projects

· workshops provide a safe space for elected members to assess the overall progress, measure the effectiveness of its work programme and reflect on their own effectiveness as a local board. This type of exercise is unlikely to be robust and less likely to be authentic if done with a public audience.

Ombudsman’s findings

23. In October 2023, the Ombudsman released a report, Open for business, detailing the investigation into the actions and decisions of eight councils regarding both council meetings held under LGOIMA and workshops (and other informal meetings) to which LGOIMA meeting provisions do not apply.

24. The Ombudsman’s review was carried out using their powers under the Ombudsman Act 1975 which allows the Ombudsman to review any act or omission by a local authority – except for a decision made by a full council (i.e. a decision by the Governing Body or a committee of the whole).

25. The purpose of the investigation was to test concerns that councils were using workshops and other informal meetings to make decisions.

26. The eight councils investigated were Rotorua Lakes Council, Taranaki Regional Council, Taupō District Council, Palmerston North City Council, Rangitīkei District Council, Waimakariri District Council, Timaru District Council and Clutha District Council.

27. The Ombudsman’s report highlights the requirement under the Local Government Act 2002 (LGA) for a local authority to “conduct its business in an open, transparent, and democratically accountable manner”. It also highlights the requirement in the LGOIMA that anything taking place or provided to any meeting is “official information” and subject to the principle of availability, unless there is a good reason to withhold it.

28. The Ombudsman found no evidence of decisions being made in workshops. They did see workshop practices that in their opinion were “counter to the principles of openness and could contribute to a public perception that workshops are not being used in the right way”. These examples included not advertising workshops or having all workshops closed to the public.

29. The Ombudsman also cautioned against using workshops to include a significant component of determination, such as a substantial narrowing of options prior to public consultation.

30. The Ombudsman has provided three principles of good administrative practice, which they consider should guide council workshops:

· Councils have a general discretion to advertise and undertake all meetings in public, and this is consistent with the principle in the LGA that councils should conduct their business in an open, transparent, and democratically accountable manner.

· A general policy of not publicising / closing all non-decision-making meetings, such as workshops, may be unreasonable and / or contrary to law. The Ombudsman can assess this on a case-by-case basis.

· Using closed workshops to do “everything but” make a final decision could be seen as undermining the principles in the LGA and purposes of the LGOIMA and may be unreasonable in terms of the Ombudsmen Act 1975.

Tātaritanga me ngā tohutohu

Analysis and advice

Aligning to the Ombudsman’s recommendation

31. The Ombudsman reports that workshops should be open by default as a matter of good practice. Open workshops are consistent with the principles of transparency, openness, and accountability.

32. The Ombudsman recognises there may be good reasons to close a workshop to the public, and that LGOIMA doesn’t require workshops to be open.

33. The six key recommendations made by the Ombudsman in respect of council workshops are:

· adopt a principle of openness by default for all workshops, including a clear commitment to record a clear basis for closure where justified, on a case-by-case basis

· publicise times, dates, venues, and subject matters of all workshops in advance, including a rationale for closing them, where applicable

· provide clear audit trails of all workshops and internal guidance for the keeping of records of workshop proceedings

· publish workshop records on the council website as soon as practicable

· formalise a process for considering the release of information from closed workshops

· consider sign-posting on the council website that members of the public can complain to the ombudsman in relation to the administration of workshops.

34. The Ombudsman’s report is not legally binding on the council. But the Ombudsman has made it clear that open by default is the best practice approach, and they will be closely monitoring decisions on these matters.

35. To meet the Ombudsman’s expectations that workshops are seen to be open, transparent and democratically accountable, it is recommended local boards have a default setting of open for workshops.

How local boards currently adhere to the recommendations

36. Local boards individually set their own meeting practices in accordance with LGOIMA.

37. Local Board Services identifies that many of the existing practices already meet the Ombudsman’s expectations. This includes:

· having a standing report on business meeting agendas which notes the record of any workshops held since the previous meeting

· posting agendas on the council’s website with as much advance notice as possible before meeting dates

· clear and robust practices for keeping of meeting minutes and drafting of public exclusion resolutions

· publication of workshop records on the council’s website as soon as practicable after the workshop

· actively releasing confidential information as soon as practicable, when the reason for withholding has passed

· restating information in subsequent open meetings and keeping records of the workshop.

38. In principle, the holding of closed workshops does not mean that workshops are secret or inconsistent with the principles of transparency and openness. Any lack of transparency can be addressed through the proactive release of workshop information (where possible), restating information in subsequent open meetings and keeping records of the workshop.

39. Governing Body workshops are currently closed to public observation. To address transparency, workshop records are proactively published as part of its next meeting agenda, including presentations and other documentation discussed or made accessible.

40. At its 27 June meeting, the Governing Body agreed that from 1 September 2024 the default setting for its workshops will be open to the public unless the relevant chairperson considers it is reasonable to close a workshop in a particular case. They also agreed that the way the workshop will be made open to the public is by recording the workshop and uploading that video to the council’s website.

41. Staff will incorporate the Ombudsman’s recommendations into the next Local Board Services Best Practice Review, which will inform induction for the 2025-2028 term.

How to implement open workshops

42. Options for open workshops include:

· opening the workshop so the public can attend in-person

· providing remote access via MS Teams link without the public present in the room

· recording workshops without the public present and making available on Auckland Council’s website.

43. Each method for conducting an open workshop has its own risks, benefits, and operational impacts. These are currently being investigated further for each option. The resulting guidance will be included in the 2025-2028 Best Practices Review.

44. Guidance will also include considerations for when to close workshops if operating under a default open workshop approach. The Ombudsman recognises that in some instances it will be reasonable to close workshops to the public and that this should be considered on a case-by-case basis.

45. Should any local boards choose to change to open workshops before the next term begins, staff will assist in this process.

Tauākī whakaaweawe āhuarangi

Climate impact statement

46. The decisions in this report are not expected to have any significant impact on our climate objectives or targets. Staff have not quantified the impact of increased administrative requirements or the likely impact of increased travel requirements for in-person workshop observers.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

47. As staff are seeking a political decision from local boards on their approach, there has not been a comprehensive consultation with the council group.

48. Senior Governance staff provided views which largely reflect the pros and cons highlighted by elected members with some additional concerns including:

· low public attendance: the benefits of transparency are limited

· communication challenges: keeping the public updated on workshop details can be difficult due to last-minute changes

· reduced input opportunity: local boards may miss the chance to provide early input on topics not ready for public release

· staff exposure: open workshops may make staff vulnerable to inappropriate behavior, especially as their faces are visible to the public and their names may be published by the media.

49. The Ombudsman’s investigation had canvassed a few concerns and potential risks and concluded that while there are good reasons that exist for closing workshops, they did not consider controversy and complexity to be good reasons in themselves.

50. If the decision to open workshops is approved before next term, staff will need an implementation period to ensure the council group is properly briefed and supported.

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

Local impacts and local board views

51. Staff have gathered the views from some local board elected members with open workshops to understand their current experiences.

Benefits of open workshops

· Transparency and community connection: media access boosts public awareness of local board business, helps local board members gain recognition, and reduces reliance on social media.

· Access to information: even if public attendance is low, people appreciate the option which fosters a better understanding of decision-making and the ability to follow topics of interest.

Risks of open workshops

· Media sensationalism: can hinder effective governance by swaying decisions based on a few vocal individuals rather than the broader community.

· Public disruption: the presence of the public can alter interactions between board members and staff, leading to potential harassment of staff and reducing the willingness of staff to participate. Public interjections can derail workshop progress and disrupt important relationships, such as those with local iwi and community groups.

· Overemphasis: a small number of vocal attendees can gain disproportionate political influence, overshadowing the broader community's input.

52. Opinions on whether workshops should be open or closed varied. Some elected members preferred closed workshops to create a safe environment for staff, allowing for free and frank discussions in a more relaxed setting. They believed that open workshops often led to political posturing, which could harm the democratic process by giving undue influence on a small number of voices. And they noted negative impacts on subsequent community engagement, such as when the media prematurely releases information. Overall, they felt that the benefits were outweighed by the disadvantages.

53. Conversely, other elected members argued that workshops should be open to ensure transparency and public trust. They believed that the presence of the public generally did not pose significant issues. These chairs felt that board members should be prepared to handle the political environment and potential media exposure and public scrutiny.

Tauākī whakaaweawe Māori

Māori impact statement

54. Māori were not consulted on this report. There are no identified direct impacts on Māori arising from this report.

55. Open workshops would provide an opportunity for Māori to observe a workshop but would not provide for an opportunity to engage in the decision-making process and would not go beyond what is already available through invitation by a local board to engage directly on an issue.

Ngā ritenga ā-pūtea

Financial implications

56. There will be financial implications to open workshops, depending on how they are conducted, including time and cost of enabling online access or potentially managing security at a physical meeting. These costs will vary by board, including what technology is currently used, so will need to be considered on a case by case basis.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

57. The Ombudsman’s recommendations are non-binding. However, there may be reputational and/or political consequences arising from a failure to act where needed to respond to recommendations from the Ombudsman.

58. The Best Practice Review 2022 notes some risks that should be considered when opening a workshop, such as:

· increasing likelihood of breaching the LGOIMA and the Auckland Council Confidential Information Policy and Protocols through wilful or advertent ‘disclosure of information for which good reason to withhold would exist’

· discouraging free and frank exchange of views between members and provision of advice from staff, which is often necessary in the early stages of a project or idea

· potentially creating misinformation or confusion in the community about the status of projects

· increasing potential for Code of Conduct complaints about predetermination and conflicts of interest if elected members indicate specific preferences in a workshop

· exposing staff to opportunities for harassment and complaints based on comments made when giving free and frank advice to elected members (note Auckland Council has obligations under the Health, Safety and Work Act 2015 to ensure staff are not put at risk while conducting their role).

59. There is also a risk that workshops can be called or cancelled at very short notice. This may impact on members of the public that may plan to attend. Staff will do all they can to keep advertised information about workshops current.

60. Local boards can review their approach in the future if opening workshops by default leads to unintended adverse consequences.

Ngā koringa ā-muri

Next steps

61. If the local board decide to hold open workshops by default, staff will provide advice on practices, procedures, and information technology to support this decision.

62. If a local board requests to open their workshops before next term, staff will need an implementation period to ensure the council group is properly briefed and supported.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Alyson Roach - Senior Advisor Business Planning & Projects

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Victoria Villaraza - Local Area Manager

Ōtara-Papatoetoe Local Board

17 September 2024

Thriving Rangatahi

File No.: CP2024/13343

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 people 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 Ōtara-Papatoetoe 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	429
b ⇩	Local board feedback from Thriving Rangatahi workshops	467

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

Victoria Villaraza - Local Area Manager

Ōtara-Papatoetoe Local Board

17 September 2024

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

File No.: CP2024/13441

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 Ōtara-Papatoetoe 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

· Attachment C contains detailed information about remedial work to repair storm damage

· Attachment D is a quarterly update on local road related deaths and serious injuries.

FOR AUCKLAND TRANSPORT EMRP TO UPDATE

12. Additionally, AT would like to provide the following updates:

a) AT plans to start developing a Comprehensive Parking Management Plan in Manukau. AT officers will schedule a workshop to discuss the details with the local board as soon as possible and are working with the EMRP. Comprehensive Parking Management plans are detailed, street-by-street analysis of public parking and kerbside space and identify changes for public consideration. They are the delivery mechanism for 'Room to Move' Auckland's parking strategy, Here is a link: https://at.govt.nz/about-us/transport-plans-strategies/room-to-move-tamaki-makaurau-aucklands-parking-strategy . AT plans to start this work in December 2024.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

14. 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.

15. 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

16. 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.”

17. 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.

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

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

20. 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

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

Tauākī whakaaweawe Māori

Māori impact statement

22. 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.

23. 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

24. 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

25. 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.

26. 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

27. 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.

28. 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

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

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

31. 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	475
b ⇩	Road maintenance activities	481
c ⇩	Update on local road death and serious injury	483

Ngā kaihaina

Signatories

Authors	Ben Stallworthy - Principal Advisor Strategic Relationships, Auckland Transport
Authorisers	Lou-Ann Ballantyne - General Manager Governance and Engagement

[1] Source: NZ Census 2018. Note that NZ 2023 census data on an SA2 level is not available as of the time of this report.

[2] Source: NZ Deprivation Index 2018, University of Otago

[3] Source: Population growth projections AGSv1 2023

[4] Source: Financial & Business Performance, as of July 2024

[5] Source: All usage data from Planning & Performance, Insights & Analysis, as of March 2024. Note that 2023 figures are for financial year 2022-2023, the latest full year of usage data available at the time of this report.

[6] Noting that there are no provision guidelines for community leases in the CFNP

[7] Including through the Local Board Transport Capital Fund

[8] Note: includes FY18-FY24. Source: Financial & Business Performance, as of July 2024

[9] Note proposed renewal project ID 49868 Ōtara Town Centre- Renew and upgrade mechanical, electrical lifts and Services. This is a project in the pipeline for other renewals for 46 Fair Mall, subject to Local Board approval for financial years 2026 and 2027.

[10] Cove Kinloch 2023 asset assessment estimated the demolition of the existing building and a rebuild to similar footprint (gross floor area of 2,786m2) would be around $23,000,000. However, this cost does not include contingency, inflation, fit out, or GST which would push any rebuild scenario over $30,000,000.

[11] Note that engagement was previous to organisational restructuring in July 2024 after which department names have changed.

Chairperson	Apulu Reece Autagavaia
Deputy Chairperson	Vi Hausia
Members	Dr Ashraf Choudhary, QSO, JP
	Dr Ofa Dewes, MNZM
	Topou Folau
	Li'amanaia Lorenzo Kaisara
	Albert Lim

Strategy	Subsection	Relevant directions
Auckland Plan 2050	Belonging and Participation outcome	Focus area 6 focus investment to address disparities and serve communities of greatest need. Focus area 7 recognise the value of arts, culture, sports and recreation to quality of life.
10-year Budget 2024-2034 Te Tahua Pūtea Tau 2024-2034	Four key shifts: Progress towards a new investment approach that is less reliant on council assets and focuses more on alternative service provision.	We tailor services to different communities focusing on growing participation in areas of greatest need. We invest in a range of delivery approaches so we can adapt and are responsive. We contribute to Te Tāruke-ā-Tāwhiri through a sustainable and resilient service network. We operate a fit-for-services and cost-effective service network.
Thriving Communities Ngā Hapori Momoho Strategy	Objective 3: Increase access and participation Objective 4: Grow community and intercultural connection	Ensure that council services, spaces, facilities, and our public spaces are inclusive, accessible, welcoming and culturally appropriate. Ensure our local spaces and services facilitate connection and prioritise activities that build relationships between people of different ages, cultures and backgrounds.

Strategy	Relevant directions
Pasifika Strategy Ara Moana	Empowers Pacific people to thrive and lead. Recognises, values and celebrates Pacific cultures, identity and diversity. Provides services that meet the needs of Pacific people to enable prosperous, thriving and vibrant Pacific communities in Auckland.
Kia Ora Tāmaki Makaurau	Delivery of Māori outcomes are guided by Kia Ora Tāmaki Makaurau, which directly contributes to the Māori identity and wellbeing outcomes and other outcomes of the Auckland Plan.
Toi Whītiki Arts and Culture Strategic Action Plan	Local boards play an important role in supporting arts and culture activities in their communities through supporting arts and culture programmes, events, and public art, funding local arts, cultural groups, and projects supporting local facilities.

Strategy	Relevant directions
Ōtara-Papatoetoe Area Plan (2014)	Key move 4 implement the Ōtara Town Centre Strategic Plan, investigate opportunities to support Fresh Gallery and create an arts hub.
Ōtara Strategic Plan (2014-2019)	Vision: Ōtara Town Centre reinforces its place at the core of our community, the heart of Pasifika.
Ōtara-Papatoetoe Local Board Plan 2023	Developing the town centre is vital for addressing socio-economic challenges and fostering growth and prosperity in Ōtara-Papatoetoe. The local board has committed to advocating to the Governing Body to plan for a high-quality urban environment of the Ōtara Town Centre and its surroundings. The local board sees opportunity in its high youth population which services like Sistema Aotearoa contributes to. High satisfaction rate for residents with assets such as libraries and venues for hire being easily accessible.

Authors	Darshita Shah - Democracy Advisor
Authorisers	Victoria Villaraza - Local Area Manager