I hereby give notice that an ordinary meeting of the Albert-Eden Local Board will be held on:
Date: Time: Meeting Room: Venue:
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Thursday, 27 July 2023 10.00am Albert Eden
Local Board Office |
Albert-Eden Local Board
OPEN AGENDA
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MEMBERSHIP
Chairperson |
Margi Watson |
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Deputy Chairperson |
Kendyl Smith |
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Members |
José Fowler |
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Julia Maskill |
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Christina Robertson |
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Liv Roe |
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Rex Smith |
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Jack Tan |
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(Quorum 4 members)
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Michael Mendoza Democracy Advisor
23 July 2023
Contact Telephone: +64 21 809 149 Email: michael.mendoza@aucklandcouncil.govt.nz Website: www.aucklandcouncil.govt.nz
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Albert-Eden Local Board 27 July 2023 |
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1 Nau mai | Welcome 5
2 Ngā Tamōtanga | Apologies 5
3 Te Whakapuaki i te Whai Pānga | Declaration of Interest 5
4 Te Whakaū i ngā Āmiki | Confirmation of Minutes 5
5 He Tamōtanga Motuhake | Leave of Absence 5
6 Te Mihi | Acknowledgements 5
6.1 Acknowledgement - FIFA Women's World Cup 2023 in Tāmaki Makaurau 5
7 Ngā Petihana | Petitions 6
8 Ngā Tono Whakaaturanga | Deputations 6
9 Te Matapaki Tūmatanui | Public Forum 6
9.1 Public Forum - Elizabeth Walker, St Lukes Environmental Protection Society (STEPS) 6
9.2 Public Forum - Auckland Netball submission on the draft concept plan for Windmill Park 7
10 Ngā Pakihi Autaia | Extraordinary Business 7
11 Approval of the 2023/2024 Albert-Eden Local Board Infrastructure and Environmental Services Work Programme 9
12 Approval of the 2023/2024 Albert-Eden Local Board Customer and Community Services work programme 23
13 Local Board Transport Capital Fund 83
14 Proposed new community lease to The Scouts Association of New Zealand – Sea Scout Group at Murray Halberg Park, Ōwairaka 93
15 Council-controlled organisation update on work programme items (April-June 2023) and expected milestones (July-September 2023) 107
16 2025 Auckland Council elections - electoral system 121
17 Waiheke Local Board resolutions - Caulerpa brachypus 129
18 Change of Albert-Eden Local Board Plan Have Your Say 2023 event date 167
19 Albert-Eden-Puketāpapa Ward Councillors' Updates 171
20 Chairperson's Report 173
21 Board Members' Reports 175
22 Albert-Eden Local Board Workshop Records 177
23 Hōtaka Kaupapa/Governance Forward Work Programme Calendar 193
24 Te Whakaaro ki ngā Take Pūtea e Autaia ana | Consideration of Extraordinary Items
1 Nau mai | Welcome
At the close of the agenda no apologies had been received.
3 Te Whakapuaki i te Whai Pānga | Declaration of Interest
Members are reminded of the need to be vigilant to stand aside from decision making when a conflict arises between their role as a member and any private or other external interest they might have.
4 Te Whakaū i ngā Āmiki | Confirmation of Minutes
That the Albert-Eden Local Board: a) confirm the minutes of its ordinary meeting held on Thursday, 22 June 2023, including the confidential section, as true and correct.
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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
7 Ngā Petihana | Petitions
At the close of the agenda no requests to present petitions had been received.
8 Ngā Tono Whakaaturanga | Deputations
Standing Order 7.7 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Albert-Eden Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.
At the close of the agenda no requests for deputations had been received.
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.
10 Ngā Pakihi Autaia | Extraordinary Business
Section 46A(7) of the Local Government Official Information and Meetings Act 1987 (as amended) states:
“An item that is not on the agenda for a meeting may be dealt with at that meeting if-
(a) The local authority by resolution so decides; and
(b) The presiding member explains at the meeting, at a time when it is open to the public,-
(i) The reason why the item is not on the agenda; and
(ii) The reason why the discussion of the item cannot be delayed until a subsequent meeting.”
Section 46A(7A) of the Local Government Official Information and Meetings Act 1987 (as amended) states:
“Where an item is not on the agenda for a meeting,-
(a) That item may be discussed at that meeting if-
(i) That item is a minor matter relating to the general business of the local authority; and
(ii) the presiding member explains at the beginning of the meeting, at a time when it is open to the public, that the item will be discussed at the meeting; but
(b) no resolution, decision or recommendation may be made in respect of that item except to refer that item to a subsequent meeting of the local authority for further discussion.”
Albert-Eden Local Board 27 July 2023 |
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Approval of the 2023/2024 Albert-Eden Local Board Infrastructure and Environmental Services Work Programme
File No.: CP2023/09386
Te take mō te pūrongo
Purpose of the report
1. To whakaae / approve the 2023/2024 Albert-Eden Local Board’s Infrastructure and Environmental Services work programme.
Whakarāpopototanga matua
Executive summary
2. This report presents the Albert-Eden Local Board’s Infrastructure and Environmental Services work programme and associated budgets for approval for the 2023/2024 financial year.
3. The work programme provides a three-year view that demonstrates the phasing or continuation of programme delivery over the 2021/2022, 2022/2023 and 2023/2024 financial years. 2023/2024 is year three of the three-year cycle.
4. The work programme responds to the outcomes and objectives identified in the Albert-Eden Local Board Plan 2020.
5. In June 2023, the Governing Body adopted the council’s 2023/2024 budget, which has reduced some council budgets, including local board budgets. These reductions were workshopped with the board in May and June 2023 and adjusted following feedback received.
6. The work programme has been developed through a series of workshops between November 2022 and June 2023, where the local board provided feedback to staff on programme and activity prioritisation.
7. The local board indicated its support for the following activities to be delivered in 2023/2024, with budgets as listed below:
· bike hub - $10,000
· Maungakiekie songbird - $10,000
· Te Auaunga / Oakley Creek pest plant control buffer programme - $15,000
· Urban Ark strategic plan implementation - $40,000
· Waitītiko / Meola Creek restoration - $9,800.
8. Additionally, the local board has already approved the following programmes as part of its adoption of the local board agreement at the 22 June 2023 business meeting (AE/2023/89).
· climate action programme - $40,000
· EcoNeighbourhoods - $55,000.
9. The proposed work programme has a total value of $179,800, which can be funded from within the board’s draft Locally-driven Initiatives (LDI) budget for the 2023/2024 financial year.
10. Updates on the delivery of this work programme will be provided through the board’s quarterly performance reports.
Recommendation/s
That the Albert-Eden Local Board:
a) whakaae / approve its 2023/2024 Infrastructure and Environmental Services work programme and associated budgets, as summarised in the table below (Attachment A to the agenda report):
Activity name |
2023/2024 budget for approval |
Bike hub |
$10,000 |
Maungakiekie songbird |
$10,000 |
Te Auaunga / Oakley Creek pest plant control buffer programme |
$15,000 |
Urban Ark Strategic Plan implementation |
$40,000 |
Waitītiko / Meola Creek restoration |
$9,800 |
Climate action programme (already approved) |
$40,000 |
EcoNeighbourhoods (already approved) |
$55,000 |
Total |
$179,800 |
b) tuhi ā-taipitopito / note that $40,000 for Climate Action Programme and $55,000 for econeighbourhoods has already been approved as part of its adoption of the local board agreement at the 22 June 2023 business meeting (AE/2023/89).
Horopaki
Context
11. Each year, the local board decides which activities to allocate its annual budget toward through a series of workshops. The local board feedback in these workshops has informed the development of the Infrastructure and Environmental Services work programme (Attachment A).
12. In June 2023, the Governing Body adopted the council’s 2023/2024 budget, which has reduced some council budgets including local board budgets. This reduction has meant cuts to programmes that were approved in principle through the 2022/2023 allocation report, including reduced funding to individual activities, or stopping activities. These cuts were workshopped with the board in May and June 2023.
13. The proposed work programme responds to the outcomes and objectives identified in the Albert-Eden Local Board Plan 2020. The specific objectives reflected in the work programme are:
· our environment is protected and restored
· our community has sustainable lifestyles and takes climate action
· people are resilient and can adapt to change
· our community has more transport options and we see a shift in transport modes used by the community.
14. The following adopted strategies and plans also guided the development of the work programme:
· Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan
· Albert-Eden Local Climate Action Plan
· National Policy Statement – Freshwater Management
· Mahere ā-Rohe Whakahaere Kaupapa Koiora Orotā mō Tāmaki Makaurau: Regional Pest Management Plan.
· Waiora Healthy Waterways Programme.
15. The development of the work programme has been informed by staff assessments and identification of local environmental priority areas, and feedback received from the local board at workshops.
Tātaritanga me ngā tohutohu
Analysis and advice
16. The proposed work programme is made up of activities continuing from previous financial years, including annually occurring events or ongoing programmes. These programmes contribute towards the delivery of the Albert-Eden Local Board Plan 2020 environmental objectives, as detailed above.
17. The work programme (Attachment A) provides a three-year view that demonstrates the phasing or continuation of programme delivery over the 2021/2022, 2022/2023 and 2023/2024 financial years.
18. This report seeks local board approval for budgets and activities in year three of the three-year work programme (2023/2024).
19. The proposed activities for delivery as part of the board’s 2023/2024 Infrastructure and Environmental Services work programme are detailed below, alongside indicative plans and budgets for the 2023/2024 financial year:
20. The local board has indicated that it would like to continue to fund a bike hub programme. The board has supported this programme for four years and allocated $10,000 towards this programme in 2021/2022 and 2022/2023.
21. Staff recommend that the local board allocates $10,000 of its Locally-driven Initiatives operational budget towards the bike hub programme in the 2023/2024 financial year, which will support:
· the operation of the Tumeke Cycle Space Bike Hub continues at Gribblehirst Park
· continue to support local events with bike repair services
· employment of a part time community coordinator to work alongside volunteers to ensure regular, expanded opening hours and a predictable and consistent community service.
Climate action programme - $40,000
22. The local board has already approved $40,000 for the climate action programme as part of its adoption of the local board agreement at the 22 June 2023 business meeting (AE/2023/89).
23. This budget will enable:
· support for the local climate activator to drive community implementation of the Albert-Eden Climate Action Plan
· investment to support collaboration and amplify community climate action.
EcoNeighbourhoods - $55,000
24. The local board has already approved $55,000 for EcoNeighbourhoods as part of its adoption of the local board agreement at the 22 June 2023 business meeting (AE/2023/89).
25. An EcoNeighbourhood group comprises of groups of six or more neighbours from different households within the local board area, with an objective to adopt sustainable practices and increase resilience within their homes, lifestyles and neighbourhoods.
26. This will be the tenth year that the local board has provided funding towards this programme, including $55,000 in the 2020/2021, 2021/2022 and 2022/2023 financial years.
27. The 2023/2024 budget will enable up to 22 EcoNeighbourhood groups to receive up to 12 hours of facilitation support from the programme manager. The groups can receive up to $1,000 worth of support including incentives, discounts and training to support behaviour change.
28. EcoNeighbourhood groups decide what sustainable living actions they wish to undertake, and a programme manager supports these groups to take action. The activities that groups have undertaken or will undertake include carbon foot printing, beekeeping, sustainable food production, water conservation, waste minimisation, energy reduction, and biodiversity initiatives.
Maungakiekie songbird - $10,000
29. The local board has indicated that it would like to fund the Maungakiekie songbird programme around the Maungakiekie maunga. The board provided $10,000 to co-fund this programme with the Maungakiekie-Tāmaki Local Board in 2022/2023. Staff recommend that the board allocate $10,000 Locally-driven Initiatives funding towards this in 2023/2024.
30. The $10,000 funding requested for this programme from the Albert-Eden Local Board will be used to support a community coordinator to provide advice, tools and resources to the community, businesses, and schools to undertake pest control and monitoring around the Maungakiekie maunga.
31. This programme will help support native wildlife and birdsong to flourish in and around the maunga. Schools, communities, and businesses will be empowered to take actions to improve their local environment. Funding of $10,000 is also being sought from the Maungakiekie-Tāmaki Local Board to increase environmental outcomes across the maunga and surrounding areas.
Te Auaunga / Oakley Creek pest plant control buffer programme - $15,000
32. The local board has indicated it would like to continue to fund the Te Auaunga pest plant buffer programme for the 2023/2024 financial year. The local board allocated $20,000 towards this programme in 2021/2022 and 2022/2023. Staff recommend that the board allocate $15,000 Locally-driven Initiatives funding towards this in 2023/2024.
33. This programme will support private landowners living next to high-value parks and reserves to control invasive weeds. The programme will begin with private properties adjoining Te Auaunga (Oakley Creek).
34. The aim of the programme is to reduce weed densities on private properties and create a buffer to protect high-value parks and reserves from continued weed invasion. This will include:
· identifying key buffer areas around Te Auaunga (Oakley Creek), with support from the local community group, Friends of Oakley Creek
· identifying target weed species to be included for control
· liaising with, providing advice and support for landowners and occupiers to undertake weed control with permission from the landowner.
35. The budget for this programme has been reduced from $20,000 in principle to $15,000 to fit within the available budget. The shortfall of $5,000 means that there will be a moderate reduction in the number of properties visited for weed eradication.
Urban Ark strategic plan implementation - $40,000
37. Funding for this project will support community groups to restore native habitat and protect native biodiversity by undertaking pest control and planting native trees and shrubs.
38. Urban Ark Manawa Taiao is a collaborative community-led initiative that works at a landscape scale, currently working across both the Albert-Eden and Waitematā Local Board areas. The group helps to coordinate and support community conservation groups in the central suburbs of Westmere, Point Chevalier, Kingsland, Western Springs, Morningside and Grey Lynn, with a goal of providing habitats where indigenous wildlife can thrive.
Waitītiko / Meola Creek restoration - $9,800
40. The local board has indicated support for reducing funding of the Waitītiko / Meola Creek restoration programme in the 2023/2024 financial year.
41. Healthy Waters do not currently have sufficient resources to maintain this project at full funding. Staff recommend that funding is reduced to ensure maintenance is provided for and some small planting sites for areas where schools and scouts already have plants grown on.
42. This programme supports a catchment approach to restoring Waitītiko by empowering community and school groups to undertake water quality monitoring and riparian restoration planting.
43. This project is jointly funded with the Waitematā Local Board as the stream passes through both local board areas. The Waitematā Local Board invested $21,000 for the 2022/2023 financial year.
44. In 2021/2022 and 2022/2023, the local board funded $18,000 towards this programme, while Waitematā contributed $21,000. Staff recommend that the board allocate $9,800 to this work programme in 2023/2024.
Tauākī whakaaweawe āhuarangi
Climate impact statement
45. In June 2019 Auckland Council declared a climate emergency and in response to this the council adopted the Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan in July 2020.
46. Each activity in the work programme is assessed to identify whether it will have a positive, neutral or negative impact on greenhouse gas emissions and contributing towards climate change adaptation.
47. Table 1 outlines the activities in the 2023/2024 work programme that have an impact on greenhouse gas emissions or contribute towards climate change adaptation.
Table 1: Climate impact assessment of proposed activities
Activity name |
Climate impact |
This programme aims to reduce emissions by increasing community uptake of active transport and reducing carbon footprints. It also aims to increase community resilience through increased sustainable living and increased community connections. |
|
In alignment with priorities of Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan and the Albert-Eden Local Climate Action Plan, specifically the ‘Community and Coast’ priority actions, this programme will support Aucklanders to become more resilient and reduce their carbon footprint. The programme aims to reduce emissions by identifying gaps and strategic opportunities and collaborations that will build on existing local activity. |
|
EcoNeighbourhoods |
This programme aims to reduce carbon emissions and increase community resilience to climate impacts, using currently available solutions for immediate progress. Community climate action involves local residents reducing or responding to climate change in personal lifestyle or local community-based ways, creating new social norms. |
Maungakiekie songbird |
Protection of native trees through undertaking pest plant and animal control in these work programmes will increase carbon sequestration. Carbon sequestration is the long-term removal, capture, or sequestration of carbon dioxide from the atmosphere to slow or reverse atmospheric carbon dioxide pollution and to mitigate global warming. |
Te Auaunga / Oakley Creek pest plant control buffer programme |
|
Urban Ark strategic plan implementation |
|
Waitītiko / Meola Creek restoration |
Freshwater ecosystems provide many ecosystem services such as flood mitigation, habitat for native biodiversity and carbon sequestration. These services are enhanced when the ecosystems are restored. |
Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
49. In particular, the attached Infrastructure and Environmental Services work programme reflects the integrated activities developed by Environmental Services and Healthy Waters.
50. Several of the proposed programmes will include collaboration with Parks and Community Facilities including the Waitītiko / Meola Creek restoration programme.
Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
52. The projects noted above align with the 2020 local board plan outcome outcome ‘high-quality natural environments and sustainable lifestyles’. The proposed work programme has been considered by the local board in a series of workshops from November 2022 to June 2023. The views expressed by local board members during the workshops have informed the recommended work programme.
Tauākī whakaaweawe Māori
Māori impact statement
53. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader obligations to Māori.
54. The work programme includes activities that aim to deliver outcomes for and with Māori, in alignment with the strategic priority areas outlined in Kia ora Tāmaki Makaurau (Auckland Council’s Māori Outcome Framework). Progress on how the activities are achieving these outcomes will be reported to the local board on a quarterly basis.
55. Staff recognise that environmental management, water quality and land management have integral links with the mauri of the environment and concepts of kaitiakitanga.
56. Table 2 outlines the activities in the 2023/2024 work programme that contribute towards the delivery of specific Māori outcomes.
Table 2: Māori outcome delivery through proposed activities
Activity name |
Māori outcome description |
Maungakiekie songbird |
The Tupuna Maunga Authority will be collaborated with throughout the programme. |
Waitītiko / Meola Creek restoration |
Te Mahurehure Marae sits adjacent to the awa and a relationship with the marae is ongoing within the restoration programme and kaitiakitanga of the awa. |
57. Where aspects of the proposed work programme are anticipated to have a significant impact on activity of importance to Māori then appropriate engagement will be undertaken.
Ngā ritenga ā-pūtea
Financial implications
58. The proposed environment work programme for 2023/2024 totals to $179,800 of the board’s Locally-driven Initiatives (LDI) operational budget. This amount can be accommodated within the board’s total draft budget for 2023/2024.
Ngā raru tūpono me ngā whakamaurutanga
Risks and mitigations
59. If the proposed Infrastructure and Environmental Services Work Programme is not approved in a timely manner, there is a risk that activities may be delayed or not delivered within the financial year.
60. Resourcing of the work programme is based on current staff capacity within departments. Therefore, changes to staff capacity may also have an impact on work programme delivery.
61. Table 3 shows the key risks associated with activities in the proposed 2023/2024 work programme, as well as proposed mitigations.
Table 3: Key risks and mitigations for activities
Activity name |
Risk |
Mitigation |
Rating after mitigation |
Bike hub |
The location of the bike hub at Gribblehirst Park means that the programme must continue to align with relevant landowner approvals and community leases for the site. |
Staff from across council will collaborate with Gribblehirst hub and tumeke cycle space to enable the bike hub to operate at the site.
|
Low |
Climate action programme |
The programme depends on the willingness and availability of key stakeholders to participate in working group meetings and invest their time in helping to implement the Albert-Eden Climate Action Plan. |
Staff will ensure the contractor has local knowledge to effectively engage with community groups.
|
Low |
EcoNeighbourhoods |
The collective knowledge of this programme sits with three people (two contractors and a staff member), should both contractors be lost then there would be a significant workload to maintain the programme. |
Contractors have expressed a willingness to continue with this programme.
|
Low |
Maungakiekie songbird |
The long-term sustainability of the programme will require ongoing community leadership and co-ordination to support both individuals and groups across the local board area. |
The contractor has experience in community engagement and has already established work in the Maungakiekie-Tāmaki and Albert-Eden Local Board areas. |
Low |
Te Auaunga / Oakley Creek pest plant control buffer programme |
The long-term sustainability of the programme will require ongoing community leadership and co-ordination to support both individuals and groups across the local board area. |
This programme has been running well over the last two years and the contractors have experience with community engagement.
|
Low |
Urban Ark strategic plan implementation |
There is a risk that the coordinator is unwilling to renew contract, and a new position would have to be advertised. |
The contractor has expressed supporting for continuing the programme.
|
Low |
Waitītiko / Meola Creek restoration |
The stream restoration outcomes are dependent on community participation. |
Volunteer groups have a long-term commitment to caring for waterways, which will encourage high community participation. |
Low |
62. Where a work programme activity cannot be completed on time or to budget, due to unforeseen circumstances, this will be signalled to the local board at the earliest opportunity.
Ngā koringa ā-muri
Next steps
64. Where the work programme identifies further decisions and milestones for each activity, these will be brought to the local board when appropriate.
Attachments
No. |
Title |
Page |
a⇩ |
Infrastructure and Enviromental Services Work Programme 2023/2024 - Albert-Eden Local Board |
19 |
Ngā kaihaina
Signatories
Author |
Hana Perry - Relationship Advisor |
Authorisers |
Barry Potter - Director Infrastructure and Environmental Services Nina Siers - Local Area Manager |
27 July 2023 |
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Approval of the 2023/2024 Albert-Eden Local Board Customer and Community Services work programme
File No.: CP2023/09720
Te take mō te pūrongo
Purpose of the report
1. To approve the 2023/2024 Albert-Eden Local Board Customer and Community Services work programme and its associated budget (Attachment A).
Whakarāpopototanga matua
Executive summary
2. This report presents the 2023/2024 Albert-Eden Local Board Customer and Community Services work programme for approval from the following departments:
· Active Communities
· Connected Communities
· Community and Social Innovation
· Parks and Community Facilities
· Regional Services and Strategy.
3. In addition, the 2024/2025 and 2025/2026 Customer and Community Services – Parks and Community Facilities Department work programme is presented for approval in principle.
4. To support the delivery of the local board’s outcomes and aspirations highlighted in the Albert-Eden Local Board Plan 2020, Customer and Community Services presents a work programme for local board approval each financial year.
5. The work programme details the activities to be delivered by departments within the Customer and Community Services directorate.
6. The work programme has been developed with the local board providing feedback to staff on project and activity prioritisation through a series of workshops, held between May and June 2023.
7. The work programme development process takes an integrated approach to planning activities, involving collaboration between the local board and staff from across the council.
8. Within the Customer and Community Services work programme, the Parks and Community Facilities Department has identified several projects for the 2024/2025 and 2025/2026 financial years as part of the Risk Adjusted Programme (RAP).
9. Approval is sought for the planning and design of the RAP projects to commence during the 2023/2024 financial year, so that they can be prioritised if other, already approved projects, cannot be delivered, face higher costs or are delayed due to unforeseen reasons.
10. The work programme includes projects proposed to be funded from regional budgets subject to approval by the Planning, Environment and Parks Committee, including Slips Prevention, Local Parks and Sports Field Development budgets. The local board can provide formal feedback on these regional projects by way of resolutions to this report.
11. The work programme includes references to the recently approved 2023/2024 Annual Budget decisions, and where relevant, the potential options for the provision of Early Childhood Education (ECE) services.
12. There is a widening shortfall between council revenue and expenditure which has been driven, in part, by the growing range of assets and services provided for Aucklanders, including the investment in infrastructure to address the region’s growth.
13. Furthermore, revenue has been impacted by changing customer behaviours, in part due to the COVID-19 pandemic. Operating and capital costs have increased due to inflationary pressures impacting staff, construction costs, interest and depreciation charges. The 2023 extreme weather events have also impacted both revenues and asset costs. These costs are greater as a result of council’s large and diverse asset base.
14. This has meant a rise in the costs of investing in, maintaining and operation of council’s assets and services. Additional funding pressure has come from the need to put aside money to fund future asset replacement.
15. Auckland Council is facing financial challenges, requiring the need to overcome a forecast budget shortfall of $375 million for the 2023/2024 financial year.
16. Local Boards have a distinct opportunity to help guide decisions and improve council’s financial sustainability, particularly following the 2021 approval to increase local board decision making to include most local community services, as a part of the Governance Framework Review (GFR).
17. In response to changing community needs, local boards are able to improve their revenue through various means including fees, charges and commercial lease arrangements. They can also reduce costs by prioritising or modifying services to help achieve the best community outcomes. Furthermore, to manage high and growing operating and capital expenditure, local boards can divest, consolidate and reprioritise council’s local board asset base.
18. Auckland Council and its local boards also have important statutory obligations with respect to Te Tiriti o Waitangi – The Treaty of Waitangi. Honouring Te Tiriti o Waitangi and supporting Māori outcomes is implicit within the entire work programme.
19. Once approved in July 2023, the local board will receive quarterly progress updates on the delivery of the 2023/2024 work programme.
Recommendation/s
That the Albert-Eden Local Board:
a) approve the 2023/2024 Customer and Community Services work programme and its associated budget (Attachment A to the agenda report).
b) approve in principle the 2024/2025 and 2025/2026 Customer and Community Services – Parks and Community Facilities only work programme (Attachment A to the agenda report).
c) approve the Risk Adjusted Programme projects identified in the 2023/2024 Customer and Community Services work programme (Attachment A to the agenda report).
d) note that funding for the Coastal Renewals, Slips Prevention, Local Parks and Sports Field Development budgets is subject to approval by the Planning, Environment and Parks Committee.
Horopaki
Context
20. The Auckland Plan 2050 (Auckland Plan) is council’s long-term spatial plan to ensure Auckland grows in a way that will meet the opportunities and challenges ahead. It aims to contribute to Auckland’s social, economic, environmental and cultural wellbeing.
21. Local board plans align with the Auckland Plan and set out local community priorities and aspirations. The 2023/2024 Customer and Community Services work programme, in turn aligns to not only the local board plans, but the appropriate Auckland Council plans, policies and strategies.
22. Work programme activities align to one or more of the following 2020 Local Board Plan outcomes:
· Outcome 1 - Resilient, connected and empowered communities who value diversity
· Outcome 2 - Neighbourhoods that reflect and value our heritage and unique identity now and into the future
· Outcome 3 - High-quality natural environments and sustainable lifestyles
· Outcome 4 - A strong local economy with thriving town centres
· Outcome 5 - Parks and community facilities meet a wide range of needs.
23. Development of the work programme is based on consideration of community needs and priorities, availability of resources and funding, Treaty of Waitangi obligations, external partnerships and risk assessment.
24. The Annual Budget for the 2023/2024 financial year included the consideration of a savings target that required the reprioritisation of activities by the local boards. This realignment resulted in some activities being stopped, changed or reduced to contribute toward the required savings.
25. The Customer and Community Services directorate provides a wide range of services, facilities, open spaces and information that support communities to connect, enjoy and embrace the diversity of Auckland’s people, places and natural environment. These are designed and delivered locally to meet the unique needs of the local community.
26. Development of the work programme follows an integrated approach to planning activities through collaboration with the Infrastructure and Environmental Services Directorate and the following departments of the Customer and Community Services Directorate:
· Active Communities
· Connected Communities
· Community and Social Innovation
· Parks and Community Facilities
· Regional Services and Strategy.
Tātaritanga me ngā tohutohu
Analysis and advice
27. The work programme demonstrates the phasing of programme and project delivery for the 2023/2024 financial year.
28. Delivery of the work programme commences from 1 July 2023, and in some cases comprises a continuation of implementation from previous financial years, including annually occurring events or projects and ongoing programmes.
29. Table one summarises the approval status required for the three financial years presented within the work programme.
Table one: Customer and Community Services local board work programme approvals
Department |
2023/2024 |
2024/2025 |
2025/2026 |
Parks and Community Facilities |
Approve |
Approve in principle |
Approve in principle |
All other Customer and Community Services departments |
Approve |
N/A |
N/A |
30. Parks and Community Facilities presents a three-year rolling work programme so that delivery and financial commitments against the capital works programme can be planned.
31. Approval of unique multi-year projects, particularly capital works, in the 2023/2024 work programme may lead to contractual commitments to the future budget needed to complete the project in 2024/2025 or 2025/2026.
32. The remainder of Customer and Community Services presents the work programme in descending three-year increments and are therefore only presenting year three of the three-year work programme.
33. The local board will formally be updated by staff on the delivery of the programme by way of quarterly performance reports. Parks and Community Facilities will continue to provide informal monthly updates on work programme performance.
Proposed amendments to the 2023/2024 work programme
34. The local board approved the 2022/2023 Customer and Community Services work programme in June 2022, and approved in principle the 2023/2024 work programme. The 2024/2025 Customer and Community Services – Parks and Community Facilities work programme was also approved in principle at this time.
35. The 2023/2024 work programme contains variations to the version that was approved in principle last year. These include the addition of new activities, changes to existing activities, such as required budget allocation and delivery timeframes, and identifies some activities that have been stopped.
36. Table two highlights the new activities in the work programme:
Table two: Work programme activities that are new
ID |
Activity name |
Lead department |
Budget |
3946 |
Pt Chev Library assessment |
CCS: Regional Services Strategy – Service and Asset Planning |
20,000 |
3820 |
Albert-Eden - Play Advocacy |
CCS: Active Communities – Sport and Recreation |
0 |
3864 |
Events Unit Production and Civic staff costs for delivery Albert-Eden Local Board |
CCS: Regional Services Strategy – Events |
31,523 |
3891 |
Youth Empowerment staff costs for delivery - Albert-Eden Local Board |
CCS: Community and Social Innovation – Youth Empowerment |
7,634 |
3916 |
Community development specialist delivery Albert-Eden |
CCS: Connected Communities – Community Delivery |
55,000 |
63 |
Local implementation of Ngā Hapori Momoho (Thriving Communities) councils social wellbeing strategy – Albert Eden Local Board |
110,000 |
|
|
|
|
|
3955 |
Local Crime Prevention Fund, safety initiatives investment Albert-Eden |
CCS: Connected Communities – Community Delivery |
53,360 |
40223 |
Albert-Eden - remediate 2023 storm and cyclone damaged assets |
CCS: Parks and Community Facilities – Project Delivery |
$20,000 |
|
|
|
|
|
|
|
|
39615 |
Eden Epsom Playcentre Poronui Street - renew - minor exterior and interior building renewals |
CCS: Parks and Community Facilities – Project Delivery |
$40,000 |
39610 |
Eric Armishaw toilet block - renew - toilet/changing room/drainage |
CCS: Parks and Community Facilities – Project Delivery |
$0 |
|
|
|
|
|
|
|
|
39614 |
Nicholson Park ex Bowling Club - renew - exterior and interior |
CCS: Parks and Community Facilities – Project Delivery |
$60,000 |
39607 |
Open space fencing and structures in parks - renew - FY23/24 to FY25/26 Albert-Eden |
CCS: Parks and Community Facilities – Project Delivery |
$20,000 |
39613 |
Open space lighting - renew - lighting and supporting equipment FY23/24 to FY25/26 Albert-Eden |
CCS: Parks and Community Facilities – Project Delivery |
$50,000 |
|
|
|
|
39608 |
Potters Park - renew - toilet block |
CCS: Parks and Community Facilities – Project Delivery |
$40,000 |
40346 |
Potters Park Water Feature - renew - splash pad equipment |
CCS: Parks and Community Facilities – Project Delivery |
$20,000 |
39606 |
Raymond Street No17 (ex Lions Club building) - renew - building |
CCS: Parks and Community Facilities – Project Delivery |
$10,000 |
37032 |
State Highway 16 - mitigation funding - Albert Eden |
CCS: Parks and Community Facilities – Project Delivery |
$0 |
42125 |
Te Auaunga Awa placemaking - Tohu implementation Albert-Eden |
CCS: Parks and Community Facilities – Project Delivery |
$0 |
31974 |
Windmill Park - improvements - landscaping and furniture |
CCS: Parks and Community Facilities – Project Delivery |
$0 |
37. Table three highlights the activities that were approved in principle in June 2022 but have stopped, or proposed activities that did not start, and are therefore not included in the 2023/2024 work programme:
Table three: Work programme activities that have been removed from the work programme
Previous ID |
Activity name |
Lead department |
3540 |
Apply the empowered communities’ approach - connecting communities Albert-Eden |
CCS: Connected Communities – Community Delivery |
30020 |
Electrical switchboards - renew - community buildings and community centres Albert Eden |
CCS: Parks and Community Facilities – Project Delivery |
66 |
Enabling share use of space |
CCS: Connected Communities – Community Delivery |
Financial impacts and constraints
38. A widening shortfall between council revenue and expenditure has been driven, in part, by the growing range of assets and services provided for Aucklanders. This has included investment in infrastructure to address the city’s growth.
39. This has meant a rise in the costs of investing in, maintaining and operation of those assets and services. Additional funding pressure has come from the need to put aside money to fund future asset replacement.
40. This situation has been worsened by ongoing broad economic factors such as rising inflation, higher interest rates, supply chain difficulties and a labour market squeeze, as well as the COVID-19 pandemic impacts for the past couple of years. Recent storm events and the associated repairs make overcoming the budget shortfall even harder.
41. Over the past year, economic conditions have been exceptionally challenging. The change in New Zealand’s inflation rate has been surprising, with the consumer price index rising from less than two per cent to more than seven per cent in a year.
42. In response to the $375 million budget shortfall, a mix of solutions that include operating cost reductions was proposed in the Annual Budget for 2023/2024. This includes a total reduction in local board operating funding of $4 million.
43. This represents approximately one per cent of the total budget that the local boards oversee. Local boards may choose to reduce their allocated funding for locally-driven initiatives operating expenditure, as these projects are discretionary.
44. Alternatively, local boards could consider reductions to the asset-based services budgets through changes in levels of service, e.g. reduced facility opening hours.
45. Individual reduction targets for local boards have been allocated based on the Local Board Funding Policy.
Māori Outcomes
46. Local boards play a vital role in representing the interests of all Aucklanders and are committed to the Treaty-based obligations and to enabling effective Māori participation (kia ora te hononga).
47. Auckland Council has important statutory obligations with respect to Te Tiriti o Waitangi. Honouring Te Tiriti o Waitangi and supporting Māori outcomes is implicit within the entire work programme.
48. A thriving Māori identity is Auckland’s point of difference in the world. It advances prosperity for Māori and benefits all Aucklanders.
49. Table four shows the outcomes, objectives and key initiatives from the local board plan that recognise these areas of common interest.
Table four: Local board plan Māori outcomes, objectives and initiatives
Outcomes |
Objectives |
Initiatives |
Resilient, connected and empowered communities who value diversity |
· People are included, interconnected and celebrate our diversity. |
· Deliver programmes which prioritise reducing barriers to migrants and refugees, rainbow communities, youth, children, older people and people of all abilities, to enable widespread participation, e.g. supporting the Albert-Eden Youth Board and increasing engagement with children. · Support mana whenua in sharing Māori cultural knowledge and practices through storytelling projects, celebrating Te Reo Māori and responding to Māori aspirations. · Support arts and events that promote and celebrate the unique spaces and places in the board area, share practises of different cultures, bring people together to meet each other and have fun at no cost, such as funding neighbourhood activities and events in parks. |
Neighbourhoods that reflect and value our heritage and unique identity now and into the future |
· Māori cultural heritage is valued and protected. |
· Share Māori knowledge, history and stories so Māori identity can be recognised, appreciated and seen on the landscape, e.g. incorporating Te Ao Māori into playground design or interpretative signage in parks. · Dual naming - work with mana whenua to complete Māori naming and associated storytelling for identified parks to value and promote Auckland’s Māori identity and the use of Te Reo Māori. |
50. There is a wide range of activity occurring across Tāmaki Makaurau to advance Māori outcomes. Much of this is led by mana whenua and Māori organisations, as well government organisations, non-government organisations and businesses.
51. The Auckland Plan’s focus on Māori culture and identity is encapsulated in the outcome: Māori Identity and Wellbeing.
52. Kia Ora Tāmaki Makaurau, council’s Māori outcomes performance measurement framework, captures the majority of council’s Māori outcome strategy and planning. The framework responds to the needs and aspirations that Māori in Tāmaki Makaurau, both mana whenua and mataawaka, have expressed to council.
53. The work programme includes activities that have an objective to deliver outcomes for and with Māori. Attachment B sets out the activities in the work programme that aim to achieve high Māori outcomes in one or more of the strategic priority areas.
54. Table five shows the strategic priority areas and alignment to Kia Ora Tāmaki Makaurau outcomes.
Table five: Local board work programme Māori outcome areas
Strategic priority area |
Kia Ora Tāmaki Makaurau outcome |
Kaitiakitanga |
Kia Ora te Taiao |
Māori business, tourism and employment |
Kia Ora te Umanga |
Māori identity and culture |
Kia Ora te Ahurea |
Marae development |
Kia Ora te Marae |
Papakāinga and Māori housing |
Kia Ora te Kāinga |
Realising rangatahi potential |
Kia Ora te Rangatahi |
Te reo Māori |
Kia Ora te Reo |
Effective Māori participation |
Kia Ora te Hononga |
Whānau and tamariki wellbeing |
Kia Ora te Whānau |
55. The Customer and Community Services directorate lead or contribute to programmes that align with all outcomes. Particular priorities are Kia Ora te Marae, Kia Ora te Whānau and Kia Ora te Reo.
56. In the current environment there is increasing focus on Kia Ora te Umunga / Māori Business, Tourism and Employment and the role that the council can play, not only in supporting economic recovery, but in a thriving Māori economy.
57. Kia Ora te Ahurea / Māori Identity and Culture is often a focus for local boards, as events and place-based design often plays an important part in many local programmes.
Work programme budget types and purpose
58. Work programme activities are funded from various budget sources, depending on the type of delivery. Some activities within the work programme are funded from two or more sources, including from both local and regional budgets.
59. Table six outlines the different budget types and their purpose in funding the work programme.
Table six: Work programme budget types and purpose
Budget type |
Description of budget purpose |
Locally-driven Initiatives (LDI) |
A development fund used to advance local operational and capital activities at the discretion of the local board |
Asset Based Services (ABS) |
Allocated to deliver local activities based on decisions regarding region-wide service levels, including allocation of funds for local asset-based services, grants and staff time to deliver activities |
Local renewals |
A fund dedicated to the partial renewal or full replacement of assets including those in local parks and community facilities |
Growth (local parks and sports field development) |
Primarily funded through development contributions, a regional fund to improve open spaces, including developing newly acquired land into parks, and existing open space to increase capacity to cater for growing population needs |
Coastal |
A regional fund for the renewal of Auckland’s significant coastal assets, such as seawalls, wharves and pontoons |
Slips prevention |
A regional fund to proactively develop new assets for the prevention of landslides and major slips throughout the region |
Specific purpose funding |
Funds received by the council, often from external sources, held for specific local board areas, including compensation funding from other agencies for land acquisitions required for major projects |
One Local Initiative (OLI) |
Funds allocated to a local board priority project in alignment with the Long-term Plan 2018-2028 |
Long-term Plan discrete |
Funds associated with activities specifically named and listed in previous long-term plans, including new libraries, community centres and major sports and community infrastructure |
Kauri Dieback Funding |
Part of the Natural Environment Targeted Rate (NETR) Fund, this is a regional fund used to implement the national kauri dieback programme standards |
External funding |
Budget from external parties, not yet received and held by Customer and Community Services |
Capital projects and budgets
60. The capital projects to be delivered in the Albert-Eden Local Board area, together with identified budgets and main funding sources, are shown in Attachment A.
61. The budgets associated with the capital works programme are estimates only, costs are subject to change and may need to be refined as the project progresses through the design and delivery process. Once activity details are more clearly defined, staff will update the work programme for approval in subsequent years.
Risk Adjusted Programme
62. The Risk Adjusted Programme was first implemented in 2019 and is designed to mitigate risk so that the total budget is delivered.
63. Several capital projects in the 2024/2025 and 2025/2026 work programme have been identified as part of the Risk Adjusted Programme and outlined in Attachment A.
64. Local board approval is sought for the commencement of these projects in the 2023/2024 financial year, so that they can be prioritised if other, already approved projects, cannot be delivered or are delayed due to unforeseen reasons.
Regionally funded activities included in the local board work programme
65. Some activities from the Slips Prevention and Local Parks and Sports Field Development (growth) budgets are funded regionally and will be presented to the Planning, Environment and Parks Committee for approval after 30 June 2023.
66. The local board has decision-making responsibility for these activities within parameters set by the Governing Body, which include project location, scope, and budget. These activities are therefore included in the work programme.
Process for changes to the approved work programme
67. Some projects in the work programme require further local board decisions as they progress through the delivery process.
68. Where further decisions are anticipated they have been indicated in the work programme. Decisions will be sought as required through local board business meetings.
69. In response to more detailed design and costing information, community consultation, consenting requirements and similar factors, amendments to the work programme or specific projects may also be required as projects progress.
70. Amendments to the work programme or specific projects will be managed in accordance with the established local board delegations to staff.
71. The work programme includes community leases. Lease renewals without variations will be processed by way of a memo, in accordance with agreed delegations.
72. Should the local board signal their intent to change or pursue a new lease that is not contemplated in the leasing work programme, a deferral of an item already programmed for delivery will need to be accommodated.
73. Staff will workshop expired and more complex community leases with the local board and then report on them at a business meeting.
Tauākī whakaaweawe āhuarangi
Climate impact statement
74. As Customer and Community Services is a significant service provider and property owner, the directorate has a leading role in delivering Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan.
75. In providing asset-based services, Customer and Community Services contributes most of council’s operational greenhouse gas (GHG) emissions through its facilities and infrastructure.
76. Property managed by the directorate, in particular coastal assets, will be adversely affected by climate change. The work programme includes actions, consistent with Te Tāruke-ā-Tāwhiri to halve council’s operational GHG emissions by 2030, and to adapt to a changing climate.
77. Actions include reducing operational GHG emissions through phasing-out gas heating in aquatic centres, improving the efficiency of facilities, investing in renewable energy, and adopting the Sustainable Asset Policy.
78. At the same time, the directorate will mitigate GHG emissions and improve climate resilience through delivering tree planting programmes across the region. This includes the transitioning of unproductive farmland on regional parks to permanent native forest and delivering ecological restoration projects with community groups.
79. Recent significant weather events have influenced criteria for renewing assets. Each renewal project will be assessed for flood plain impacts, as well as any new known consequences council has experienced due to the weather.
80. Work is ongoing to build on the above actions and embed climate change considerations into investment decision-making, planning, and corporate policies, including asset management plans and local board plans.
81. As approved through the 10-year Budget 2021-2031, council’s mandated approach to ‘deliver differently’ is also anticipated to help reduce the council carbon footprint by creating a sustainable service network. This may include a shift to digital service models or the consolidation of services into a smaller footprint.
82. Each activity in the work programme has been assessed to identify whether it will have a positive, negative or neutral impact on greenhouse gas emissions, and affect Auckland’s resilience to climate change.
83. The activities in the Albert-Eden Local Board work programme identified as having a positive or negative impact on climate change are outlined in Attachment C.
84. Types of activities in the work programme that will have positive impacts on emissions and improve community resilience to climate change, include community-led environmental and educational programmes, supporting volunteer planting, delivering council-led planting and sustainable design.
Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
85. The Customer and Community Services work programme was developed collaboratively by staff from the directorate’s departments and Local Board Services, to ensure that the activities and delivery of the work programme are integrated, complementary, and reflect council wide priorities.
86. Development of the work programme also follows a cooperative approach to planning activities through association with other directorates like the Infrastructure and Environmental Services Directorate.
87. Examples of collaboration on delivery are the kauri dieback programme which is delivered by the Parks and Community Facilities and the Infrastructure and Environmental Services directorate, as well as pathway connections funded by Auckland Transport but delivered by Parks and Community Facilities.
Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
88. The feedback received from the local board through a series of workshops in May and June 2023 has informed the proposed Customer and Community Services work programme.
89. A focus area of the work programme is to respond to local board aspirations through consideration of the local board plans. The work programmes consider communities of greatest need and the building of capacity within those communities through community-led delivery and partnerships.
90. Planning and delivery of some activities involves consultation with the community to ensure that their aspirations are understood and responded to.
Tauākī whakaaweawe Māori
Māori impact statement
91. The provision of services, facilities and open spaces support the realisation of the aspirations of Māori, promote community relationships, connection to the natural environment and foster holistic wellbeing of whānau, hapū and iwi Māori.
92. Attachment B shows local board projects or programmes that are ranked as delivering ‘high or moderate’ Māori outcomes. They involve ongoing collaboration with Māori or are delivered by Māori.
93. Projects or programmes in Attachment A may also contribute to Māori outcomes but are not highlighted as they are identified to have a low or no impact.
94. It is recognised that engagement with Māori is critical. If not already completed, engagement will occur on a programme or individual project basis, where appropriate, prior to any work commencing. Engagement outcomes with Māori will be reported back separately to the local board at the appropriate time.
95. Further information about the response to Māori aspirations as described in the work programme, is captured in the Analysis and Advice section.
Ngā ritenga ā-pūtea
Financial implications
96. Each activity line has a budget allocation in one or more of the financial years e.g. 2023/2024, 2024/2025 and 2025/2026. Where activity lines show a zero-dollar operating expense (opex) budget, this reflects implementation costs met through staff salary or other funding sources.
97. The 2023/2024 activities recommended for local board approval can be accommodated within 2023/2024 budgets and staff resources.
98. The budgets allocated to activities in the financial years 2024/2025 and 2025/2026 in the Parks and Community Facilities budgets are indicative, and are subject to change due to any increased costs, inflation or reduction to the overall available annual council budget that may occur.
99. Table seven summarises the budget sources and allocation for each work programme financial year.
Table seven: Albert-Eden Local Board budget allocation
Local budgets |
2023/2024 (approve) |
2024/2025 (approve in principle |
2025/2026 (approve in principle |
Operational (Opex): Locally-driven Initiatives (LDI) |
1,327,306 |
83,760 |
75,336 |
Opex: Asset Based Services (ABS) |
12,574,592 |
0 |
0 |
Capital (Capex): Local Asset Renewals - Budget (ABS) |
3,924,544 |
3,486,601 |
1,877,242 |
Capex: Local Asset Renewals - Proposed Allocation (ABS) |
3,647,114 |
3,764,032 |
1,877,242 |
Advanced Delivery RAP* |
0 |
|
|
Capex: Local Asset Renewals - Unallocated budget (ABS) |
277,430 |
-277,430 |
0 |
Capex: Locally-driven Initiatives (LDI) – Budget |
190,000 |
641,480 |
1,570,208 |
Capex: Locally-driven Initiatives (LDI) - Proposed Allocation |
106,089 |
357,646 |
569,126 |
Advanced Delivery RAP* |
361,342 |
|
|
Capex: Locally-driven Initiatives (LDI) - Unallocated budget |
-277,430 |
283,834 |
1,001,082 |
Capex: Growth projects Allocation |
0 |
0 |
0 |
Capex: Coastal projects Allocation |
0 |
0 |
0 |
Capex: Slips Prevention projects Allocation |
0 |
0 |
0 |
Capex: Specific Purpose Funding - Allocation |
0 |
0 |
180,000 |
Capex: One Local Initiative |
0 |
0 |
0 |
Capex: Long-term Plan discrete |
0 |
250,000 |
4,406,556 |
Capex: Natural Environment Targeted Rate |
0 |
0 |
0 |
Capex: External Funding Allocation |
540,000 |
0 |
0 |
TOTAL ALLOCATIONS |
$4,361,704 |
$4,455,438 |
$7,108,260 |
* See paragraph 63 to 65 for RAP explanation
100. The budgets are based on the allocations in the Long-term Plan 2021-2031. Budgets are subject to change during council’s Annual Budget and future long-term plan processes. Where decisions on the Annual Budget result in budget reductions, the work programme will need to be amended to align to these budgets via future decisions of the local board.
101. During delivery of the 2023/2024 work programme, where an activity is cancelled or no longer required, the local board can reallocate the associated budget to an existing work programme activity or create a new activity within that financial year. This process will include agreement from each department and will need to be formally resolved on by the local board.
Ngā raru tūpono me ngā whakamaurutanga
Risks and mitigations
102. The most significant risk is that delivery of the Customer and Community Services work programme is dependent on the local board approving the work programme by 27 July 2023. Approval of the work programme later into the financial year will result in delays to delivery.
103. The majority of operational (opex) activities in the work programme are ongoing and occur annually. Risks associated with these activities have been identified in previous years and are managed on an ongoing basis.
104. Storm recovery investigation work is still in progress. In most cases, some provision has been made to manage the impacts, but mitigation will need to be refined and worked through with the local boards.
105. There are constraints with accessing geotechnical reports and assessing the asset need and location. Consideration also needs to be given to long term flood impacts. Insurance proceeds need to be understood and will, in part, reduce the liability of recovery. Unfortunately, the many insurance claims will take time to assess and process.
106. Table eight outlines the key risks and mitigations associated with the work programme once it has been approved.
Table eight: risks and mitigations
Risk |
Mitigation |
Non-delivery, time delays and budget overspend of activities that are managed through the work programme. |
Having agreed processes to amend the work programme if activities need to be changed or cancelled. Utilising the Risk Adjusted Programme to progress those activities identified as ready to proceed under the Risk Adjusted Programme at the beginning of the financial year. |
Health, safety and wellbeing factors, including external influences relating to work programme delivery may impact the delivery of activities, resulting in activities requiring adjustment. |
Health and safety assessments will be conducted prior to commencement of projects. Work programme activities and projects will be adjusted accordingly where these risks occur during the delivery phase. |
Extenuating economic and environmental conditions, as well as the possibility of further COVID-19 outbreaks, may continue to create capex delivery challenges, including increased material and labour costs, as well as shortages in both sectors, this in turn will lead to increased overall project costs and may lead to delays in project delivery. |
Development of the work programme has included consideration of potential impacts on delivery due to extenuating economic and environmental conditions, as well as possibly of further COVID-19 outbreaks for all activities. Timeframes for some activities are set to enable delivery within the agreed timeframe despite possible delays. Increased costs and delays will be managed as part of the ongoing management of work programmes via additional RAP projects, and the rephasing of projects to accommodate increased budget and address material shortages. Where activities need to be cancelled the local board can reallocate the budget to other activities. |
Adverse weather impacts - delays to construction due to soft ground conditions and being unable to construct in the rain has impacted delivery of the capex work programme in the 2022/2023 financial year. Should this continue, which with climate change is likely, this will once again impact delivery. |
Having agreed processes to amend the work programme if activities need to be changed or cancelled. Delays will be managed as part of the ongoing management of work programmes via additional RAP projects. |
The geopolitical factors may result in further inflationary and supply chain pressures. |
Potential inflationary pressures have been modelled into key forecasts, however, uncertainties remain. The ongoing cost increase may become unsustainable, and may require a reprioritisation of potential work programmes, capital spend and a potential discontinuation of some programmes. |
Ngā koringa ā-muri
Next steps
107. Delivery of the Customer and Community Service work programme is scheduled to start on 28 July 2023 and continue until 30 June 2024.
108. Regionally funded projects are an exception and will commence after they have been approved by the Planning, Environment and Parks Committee in August 2023.
109. The local board will receive progress updates on a quarterly basis, with the first quarterly report available in November 2023.
110. When further decisions for activities are needed at project milestones, these will be brought to the local board at the appropriate time.
Attachments
No. |
Title |
Page |
a⇩ |
Customer and Community Services Work Programme 2023/2024 |
41 |
b⇩ |
Māori Outcomes |
73 |
c⇩ |
Climate Impacts |
79 |
Ngā kaihaina
Signatories
Authors |
Justine Haves - General Manager Regional Services & Strategy Mirla Edmundson - General Manager Connected Communities Dave Stewart - General Manager Active Communities Taryn Crewe - General Manager Parks and Community Facilities Tania Pouwhare - General Manager Community & Social Innovation |
Authorisers |
Claudia Wyss - Director Customer and Community Services Nina Siers - Local Area Manager |
27 July 2023 |
|
Local Board Transport Capital Fund
File No.: CP2023/09810
Te take mō te pūrongo
Purpose of the report
1. To seek approval for the allocation of the 2023-2025 Albert-Eden Local Board’s Transport Capital Fund (LBTCF).
Whakarāpopototanga matua
Executive summary
2. Auckland Transport (AT) manages the Local Board Transport Capital Fund (LBTCF) on behalf of the Albert-Eden Local Board. AT provides advice to support local board decision-making. A decision relating to the allocation of the Local Board Transport Capital Fund is being sought.
3. The indicative budget for the Albert-Eden Local Board this political term is $2,607,106.
4. Last political term, the Albert-Eden Local Board resolved $591,000 of funding (after the budget cut) to the Aberfoyle Link Pedestrian Path - Balmoral Road to Aberfoyle Road via Aberfoyle Reserve (previous LBTCF project).
5. The proposed Aberfoyle project will provide a new path from Balmoral Road to Aberfoyle Road via Aberfoyle Reserve. Only the design aspect of the project has progressed to date, at a cost of $51,820.
6. The construction of the Aberfoyle Link Pedestrian Path was not able to proceed in the 2022/2023 financial year, so the project funding was transferred to the Greenwoods Corner Village intersection improvements. Therefore, additional funding is required from the current political term to complete the construction of this project.
7. In this report, Auckland Transport recommends that the Albert-Eden Local Board allocates its budget, prioritising projects in the event there is less budget available in 2023/2024. The projects that AT recommends that are prioritised for funding are: the boardwalk ramp for the Aberfoyle Link Pedestrian Path; improving the intersection of St Lukes Road and Wagener Place; constructing a pedestrian crossing outside Elim Christian College; installing bicycle shelters; installing street trees and rain gardens at selected locations and installing parking signage in town centres.
8. The indicative costs of all the recommended projects are $2,607,106.61. The projects noted below may decrease in cost if during investigation a lesser intervention is considered desirable.
9. AT requests the Albert-Eden Local Board to make timely decisions so that the confirmed projects can be planned for as resources and budget are expected to be constrained in the current political term.
Recommendation/s
That the Albert-Eden Local Board:
a) allocate the Local Board Transport Capital Fund 2022-2025 in order of priority, as follows:
i) approve the allocation of $930,000 for the boardwalk/ramp option for the Aberfoyle Link Pedestrian Path - Balmoral Road to Aberfoyle Road via Aberfoyle Reserve (previous Local Board Transport Capital Fund project).
ii) approve the allocation of $1,000,000 for works to improve the intersection of St Lukes Road and Wagener Place.
iii) approve the allocation of $375,000 for the construction of a pedestrian crossing outside Elim Christian College, McLean Street.
iv) approve the allocation of $200,000 for the construction of bicycle shelters (previous Local Board Transport Capital Fund project) at selected locations as informed by the Albert-Eden Urban Ngahere Action Plan 2021.
v) Approve the allocation of $97,106.61 for the installation of street trees and rain gardens on various streets as specified by the local board.
vi) approve the allocation of $5,000 for parking signage in Mt Eden, Mt Albert, and Point Chevalier town centres.
Horopaki
Context
10. The LBTCF is an AT fund established in 2012 to allow local boards to deliver small projects in their local area that would not normally be prioritised by Auckland Transport. The indicative budget for Albert-Eden Local Board’s allocation of LBTCF for the 2022–2025 political term is $2,607,106.61.
11. Projects that are funded using the LBTCF must adhere to the following criteria:
· The project must be technically deliverable and within the road corridor.
· delivers transport safety.
· does not compromise the transport network.
· is not part of an asset renewal programme.
· projects outside the road corridor can be funded, provided that the project supports the connectivity of cycleways and footpaths within the transport network.
Tātaritanga me ngā tohutohu
Analysis and advice
12. Workshops to gather suggestions for the LBTCF projects began with the Albert-Eden Local Board in early 2023. The first workshop sought to gather new ideas for worthwhile projects as well as present some suggestions from members of the public or from local schools.
13. AT followed this up in May 2023 with a second workshop that provided board members with high-level costings for projects and the opportunity to highlight their priorities.
14. Last political term, the Albert-Eden Local Board resolved $591,000 of funding (after the Emergency Budget) to the Aberfoyle Link Pedestrian Path - Balmoral Road to Aberfoyle Road via Aberfoyle Reserve (previous LBTCF project). The proposed project is to provide a new path from Balmoral Road to Aberfoyle Road via Aberfoyle Reserve. To date, only the design aspect of the project has progressed, at a cost of $51,820. Construction was not able to occur in FY2022/23, so the project funding was transferred to the Greenwoods Corner Village intersection improvements. Therefore, additional funding is required from the current political term to proceed with the Aberfoyle Link Pedestrian Path.
15. There are two options for the Aberfoyle Link Pedestrian Path project – option one is a fully accessible walkway and ramps, whereas option two is stairs. Feedback was sought and received from both community lease groups currently occupying buildings in Aberfoyle Reserve. The Epsom South Kindergarten and Maungawhau Scouts Group support option one - the fully accessible walkway and ramps. Both groups support the need for accessibility through the reserve and understand the constraints of the site means that the walkway will take up space in the reserve to achieve this.
16. AT recommends that the local board supports the completion of the project with additional funding of $930,000 for option one as it is fully accessible.
17. In addition to the Aberfoyle Link Pedestrian Path project, new projects were discussed at the workshop in May 2023. The projects considered for funding are noted below.
Proposed Project Details
|
Project |
Description |
Estimates |
1. |
Aberfoyle Link Pedestrian Path - Balmoral Road to Aberfoyle Road via Aberfoyle Reserve (previous LBTCF project)
|
Option 1: Boardwalk/ramp This is a timber boardwalk/ramp which will provide full accessibility from Balmoral Road to Aberfoyle Street. The boardwalk will be 1.8 metres in width due to site constraints.
Option 2: Concrete stairs and path. This provides concrete stairs and a pathway connection from Balmoral Road to Aberfoyle Street. but is not fully accessible. The stairs will vary in width between 1.2 metres wide at the entrance from Balmoral Road through to 1.8 metres wide with level landings through Aberfoyle Reserve.
|
$930,000.00
$539,179.18 |
2. |
St Lukes Road / Wagener Place Active Modes Improvements
|
Intersection of St Lukes Road / Wagener Place outside St Lukes Mall The project involves providing the missing pedestrian crossings on the eastern leg, cycling improvements, speed calming and other minor changes |
$1,000,000.00 |
3. |
St Andrews Road / Balmoral Road intersection improvements
|
Separating the pram crossings and upgrading them by installing tactile pavers at this intersection. |
$200,000.00 |
4. |
McLean Road - Elim Christian College crossing
|
New crossing facility. The crossing location is still to be decided but is likely to be in the vicinity of the school entrance – most likely between the school gate and the new retirement village (which is on the opposite side of the road). |
$375,000.00
|
5. |
Albert-Eden Bicycle Shelters (previous LBTCF project)
|
Bike/scooter parking alternatives including covered bike shelters. Potential locations - Huia Road carpark, Balmoral shops, Sandringham shops, Essex Reserve and Phyllis Reserve. The exact details of the bike shelter project will be determined at the feasibility stage. AT does not have operational funding to do this earlier. Any savings could be used to increase the scope of this project.
|
$200,000.00 |
6. |
Chamberlain Park shared path project (previous LBTCF project)
|
The original proposal was to
install a shared path from Rawalpindi Reserve to connect Rawalpindi Street to
the North-western cycleway which starts at Novar Place. Enabling works, including
realigning the golf holes is required to build the path. |
$3,656,199.00
|
7. |
Point Chevalier Road improvements |
The request is to provide a new cycle lane on Point Chevalier Road from north of Meola Road to Te Ra Road (including Te Ra Road) which was presented to the local board as section one.
In section one of this project, option two was preferred by the local board, which is a separated on-road cycle lane using separators, with a speed table on Te Ra Road and tightening the intersections of the side roads.
The aim of this project is to improve safety for pedestrians and cyclists.
If this project is prioritised then additional design investigation is required.
Please note: AT is proposing to upgrade the crossing outside Point Chevalier school. |
$1,700,000.00 |
8. |
Street trees and rain gardens |
Selected locations as informed by the Albert-Eden Urban Ngahere Action Plan 2021. Any savings could be used to increase the scope for this project. |
$97,106.61 |
9. |
Signage for parking in Mt Albert, Mt Eden, and Point Chevalier town centres |
Signage to direct customers to the parking areas for Mt Eden, Mt Albert, and Point Chevalier town centres. |
$5,000.00
|
10. |
Speed devices in streets which are targeted for slower speeds |
Installation of speed devices on specific streets (locations to be confirmed) in addition to already lowered speed limits. In terms of wider monitoring of speed limit changes, monitoring
results are expected in a few months to determine if additional speed-calming
measures are required. These results will be shared with the local board once
available.
|
$100,000.00 |
18. Of the 10 projects above, AT recommends that the local board use the LBTCF to support the following projects:
· Aberfoyle Link Pedestrian Path - Balmoral Road to Aberfoyle Road via Aberfoyle Reserve (previous LBTCF project)
· St Lukes Road / Wagener Place Active Modes Improvements
· McLean Road - Elim Christian College crossing
· Albert-Eden Bicycle Shelters (previous LBTCF project)
· Street trees and rain gardens
· Signage for parking in Mt Albert, Mt Eden, and Pt Chevalier town centres.
19. AT does not recommend the local board supports these projects, for the following reasons:
Project |
Reasons not recommended |
Pt Chevalier Road improvements
|
· AT is proposing to upgrade the crossing outside Point Chevalier school. In addition, the loss of parking makes it a high-risk project. · The cost exceeds the local board’s budget for this term if the local board chooses to fund the boardwalk/ramp (option one) of the Aberfoyle Link Pedestrian Path project. |
Chamberlain Park shared path project (previous LBTCF project) |
Several sub-options for progressing work on the shared path connection through Chamberlain Park were discussed at a meeting attended by staff from AT and Auckland Council’s Park and Community Facilities on 9 June 2023. The discussion confirmed that there were no sub-options that could be achieved, therefore AT does not recommend that the local board supports this project. The sub-options discussed were:
· Progress the resource consent process for the shared path – this is not recommended as there is no funding for the delivery of the path. This creates a risk of the funding not being able to be capitalised when the shared path is delivered. If the project is not progressed, any funding to date spent on this, will be transferred from capex funding to opex funding creating more financial pressure on opex budgets. · Build the new bridge over the awa – this is possible, but it does not provide a transport outcome until the golf course is altered and the rest of the shared path is created and therefore is not able to be funded using the Local Board Capital Transport Fund. · Build the shared path section in Rawalpindi Reserve – this is not possible until 2025 (at the earliest) as Rawalpindi Reserve is currently closed while the Central Interceptor works, undertaken by Watercare, are under construction. · Build the path in a section of the golf course area – this option was not considered due to Health and Safety concerns between golf course users and members of the public. |
Tauākī whakaaweawe āhuarangi
Climate impact statement
20. Auckland Council has declared a climate emergency and has developed Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan.
21. AT therefore urges the Albert-Eden Local Board to consider prioritisation of projects that help reduce carbon emissions.
22. Most of the proposed projects above will encourage either safe walking or cycling and will contribute to reducing carbon emissions.
Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
23. A discussion between AT and Auckland Council’s Parks and Community Facilities about the Aberfoyle Link Pedestrian Path and the Chamberlain Park shared path occurred on 9 June 2023, following Parks and Community Facilities presentation to the local board. These two projects are in local parks, not in the road corridor so will be delivered by Auckland Council.
24. Any engagement required with other parts of the council group will be carried out on an individual-project basis.
Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
25. Albert-Eden Local Board discussed this programme of work at two workshops with AT in 2023. This report reflects the views of the local board as expressed in the workshops.
Tauākī whakaaweawe Māori
Māori impact statement
26. The actions being considered do not have specific impacts on Māori. Both AT and council are committed to meeting their responsibilities under Te Tiriti o Waitangi (the Treaty of Waitangi) and its broader legal obligations in being more responsible or effective to Māori. Auckland Transport’s Maori Responsiveness Plan outlines the commitment to 19 mana whenua tribes in delivering effective and well-designed transport policy and solutions for Auckland. We also recognise mataawaka and their representative bodies and our desire to foster a relationship with them. This plan is available on the AT website https://at.govt.nz/about-us/transport-plans-strategies/maori-responsiveness-plan/#about
27. Any AT project that requires consultation with iwi will include that activity within its project plan.
Ngā ritenga ā-pūtea
Financial implications
28. This report requires consideration of a significant financial commitment of up to $2,607,106.61 by the Albert-Eden Local Board.
29. The costs calculated are based on estimates and it is possible that costs on some projects may be under or above the estimations.
30. The budget for the next three years presented by AT staff at the Chairs Forum on 10 July 2023 showed the approved budget for 2023/2024 and endorsed budget for the following two financial years. This means there is a potential shortfall of capital budget over the three-year term when compared to the information discussed at recent workshops. AT still recommends that the local board continues to plan on a three-year period and allocate funds to the levels discussed at the workshops, as reflected in this report. This is because some of the projects may not be able to be constructed in this political term and there may be unspent funds available from other projects. This could mean that the projects on the list for the local board’s LBTCF may be funded. However, we also recommend that local boards are prepared to reprioritise project funding once the confirmed budget is known for each financial year.
31. A request for deferred budget to 2023/2024 will be submitted shortly. It is anticipated that a decision will be made by the end of July 2023. Once the deferred budget has been confirmed, AT will update the local board about additional funding available for its projects.
Ngā raru tūpono me ngā whakamaurutanga
Risks and mitigations
32. There is a risk that some new projects may cost more than is budgeted in this report, but equally some projects may reduce in scope after further investigation work is carried out. For instance, some sites may merit pedestrian refuges rather than raised crossings. This will be discussed with the local board once further investigation work is completed.
33. As resources and budgets are constrained, delaying decision making means that there is less time for planning for the investigation, design, and subsequent delivery of the projects that the local board wishes to progress. Timely decision making will provide the best opportunity for these projects to be delivered in the current political term.
Ngā koringa ā-muri
Next steps
34. AT will take note of the local board’s confirmed projects and come back to the local board after initial investigation, concept designs are completed and costs for the projects are better understood.
35. Concept designs and costs for the selected projects will be presented at local board workshops, and depending on the feedback received, they will then proceed to public consultation.
36. After public consultation, detailed design is completed and at this stage the local board will be requested to confirm the projects for delivery.
37. Throughout the concept and design process, AT will keep the local board updated and when a decision is required, a report will be made to a public meeting so the members can consider it and decide on next steps.
Attachments
There are no attachments for this report.
Ngā kaihaina
Signatories
Author |
Tamarisk Sutherland, Elected Member Relationship Partner |
Authorisers |
Joanna Glasswell, Head of Corporate Communications Nina Siers - Local Area Manager |
Albert-Eden Local Board 27 July 2023 |
|
Proposed new community lease to The Scouts Association of New Zealand – Sea Scout Group at Murray Halberg Park, Ōwairaka
File No.: CP2023/08533
Te take mō te pūrongo
Purpose of the report
1. To grant a new community lease to The Scouts Association of New Zealand – Ōwairaka Sea Scout Group at Murray Halberg Park, 187 Richardson Road, Ōwairaka.
Whakarāpopototanga matua
Executive summary
2. The Scouts Association of New Zealand – Ōwairaka Sea Scout Group (the group) seeks a new community lease to continue occupation and operation from the tenant-owned building at Murray Halberg Park, Ōwairaka.
3. The group currently holds a ground lease at Murray Halberg Park, Ōwairaka which reached final expiry on 31 March 2023. The lease is holding over on a month-by-month basis until terminated or a new lease is granted.
4. The progression of the new lease to The Scouts Association of New Zealand – Ōwairaka Sea Scout Group was identified and approved by the Albert-Eden Local Board as part of the Community Facilities: Community Leases Work Programme 2022-2023 on 21 June 2022 resolution AE/2022/103.
5. The group aims are to to provide a facility for the community to participate in scouting activities. These activities align with the Albert-Eden Local Board plan 2020 outcome five - parks and community facilities meet a wide range of needs.
6. The group has provided all the required information, including financials showing that it has sufficient funds and is being managed appropriately. The group has all the necessary insurance cover, including public liability and where required building insurance, in place.
7. Staff visited the site on 2 March 2023 and the facilities appear to be well utilised and maintained.
8. As this is a tenant-owned building, the group therefore have an automatic right to re apply for a new lease at the end of their occupancy term.
9. Council has completed a community outcomes plan with the group, which will be appended to the leases. (Attachment B).
10. Public notification and iwi consultation is not required as The City of Mount Albert approved management plan 1981 recognise the group and its activities.
11. Staff engaged with internal stakeholders on the proposed new lease. No objections were raised.
12. The site does not lie in a flood prone area nor is it susceptible to coastal inundation.
13. This report recommends that a new community lease be granted to the group for a term of three years commencing from 1 August 2023 with one three year right of renewal for the site at Murray Halberg Park, Ōwairaka in line with the Albert-Eden Local Board leasing policy 2017 AE/2017/52.
14. On the 8 June 2023 the annual budget was approved by the governing body which included changes to the Community Occupancy Guidelines of the rent fee for a community ground lease from $1.00 per annum to $1300.00 plus GST per annum taking effect from 1 July 2023.
As these are guidelines and local boards are the allocated authority relating to community leasing matters. The final decision around fees and charges sits with the local board.
15. As the group applied for a new lease in February 2023, prior to the annual budget changes, staff suggest that the rental be at $1.00 per annum in accordance with the Community Occupancy Guidelines 2012 operative at the time of the application.
16. If the Albert-Eden Local Board decides to grant the lease, staff will work with the lessee to finalise the lease agreement.
Recommendation/s
That the Albert-Eden Local Board:
a) grant, under Section 54 (1) (b) Reserves Act 1977, a new community lease to The Scouts Association of New Zealand – Ōwairaka Sea Scout Group for 240 square meters (more or less) located at Murray Halberg Park, 187 Richardson Road, Ōwairaka on the land legally described as Part Lot 49 DP 43547 and contained in NA1551/67 (Part-Cancelled) held under the Reserves Act 1977 as a classified recreation reserve, vested in Council in trust by the Crown (as per Attachment A – Site Plan), subject to the following terms and conditions:
i) term – three years, commencing 1 August 2023, with one three year right of renewal and final expiry 31 July 2029.
ii) rent – $1 plus GST per annum if demanded as per the Community Occupancy Guidelines 2023.
iii) rent review – the rental to be reviewed on renewal and at end of the initial three year term.
iv) include an additional obligation in the lease agreement that the lease holder takes actions to reduce the greenhouse gas emissions related to their operations to reduce climate impact and include this in the Community Outcomes Plan.
v) Community Outcomes Plan - to be appended to the lease as a schedule of the lease agreement (as per Attachment B – Community Outcomes Plan).
b) approve all other terms and conditions in accordance with the Auckland Council Community Occupancy Guidelines 2012 and the Reserves Act 1977.
Horopaki
Context
17. Local boards have the allocated authority relating to local recreation, sport and community facilities, including community leasing matters.
18. The Albert-Eden Local Board approved the Community Facilities: Community Leases Work 2022/2023 at the 21 June 2022 Albert-Eden Local Board meeting (Resolution number AE/2022/103).
19. The progression of this lease to the group at Murray Halberg Park, Ōwairaka was part of the approved work programme. This report considers the new community leases as approved on the work programme.
Land, building/s and lease
20. The group hold a community lease for the group owned building on council administered land situated at Murray Halberg Park, 117 Richardson Road, Ōwairaka.
21. The building is owned by the group however the underlying land is owned by council and sits on land legally described as Part Lot 49 DP 43547 and contained in NA1551/67 (Part-Cancelled). It is currently held by the Crown through the Department of Conservation as a classified recreation reserve, subject to the provisions of the Reserves Act 1977, and vested in the Auckland Council in trust for recreation purposes.
22. The proposed lease area is approximately 240m2 (Attachment A). The activities undertaken from the premises are in accordance with the land classification.
23. For a group owned building, all operational and maintenance costs are borne by the lessee. These costs are funded from membership fees and fundraising.
24. The building is primarily used by the group to provide the facility for the community to participate in scouting activities and they also share the site with other community groups.
The Scouts Association of NZ – Ōwairaka Sea Scout Group
25. The group was established as Sea Scout’s in 1937 and its primary purpose is to foster development in the physical, emotional, spiritual, and mental aspects of young people.
26. The group has a particular focus on enabling young people to develop skills to safely enjoy the harbours, rivers, and lakes of our region.
27. The group run a full and varied programme and attend regular yearly regatta events around the North Island.
28. The group has been operating from this site for over 70 years. The group own and maintain the building and all other improvements of their lease area at Murray Halberg Park, Ōwairaka.
29. The group encourages other community groups to utilise the building, which include: The Tamil Community which has 70 members, The Eritrean Community which has 30 members, Afghani Community, The Recreators (after School programme), a Community Cooking Group and a yoga group.
30. The group current community lease at Murray Halberg Park, Ōwairaka with council expired on the 31 March 2023. The lease to the group is holding over on a month-by-month basis on the same terms and conditions until terminated or a new lease is formalised.
Tātaritanga me ngā tohutohu
Analysis and advice
32. The local board has discretion to vary the term of the lease if it wishes. However, the guidelines suggest that where the term is varied, it aligns to one of the recommended terms.
33. On 24 May 2017 the Albert-Eden Local Board resolved, under resolution number AE/2017/52, on a community occupancy policy that outlines the standard terms for community leases and licence to occupy council sites in the Albert-Eden Local Board area for community owned buildings with a three-year standard term with a single three year right of renewal, giving a six-year term.
Public notification and engagement
34. No public notification and iwi consultation is required as The City of Mount Albert approved management plan 1981 recognise the group and its activities.
Assessment of the application
35. The group has submitted a comprehensive application supporting the new lease request and is able to demonstrate its ability to deliver to the community a range of scouting activities and provide a great facility for local community groups to hire.
36. The group has provided financials which show that accounting records are being kept, funds are being managed appropriately and there are sufficient funds to meet liabilities.
37. The group has all necessary insurance cover, including public liability and where necessary building insurance, in place.
38. A site visit was undertaken by staff, and it was found that the facility is well managed and maintained.
39. A Community Outcomes Plan has been completed to identify the benefits it will provide to the community. This will be attached as a schedule to the lease agreements and is attached to the report as Attachment B.
40. Auckland Council’s Community Occupancy Guidelines 2012 sets out the requirements for community occupancy agreements and the community outcomes plan will be included as part of the lease agreement if approved by the local board.
41. Under Auckland Council’s Community Occupancy Guidelines 2012, the recommended lease term for a tenant-owned building is ten years with one ten-year right of renewal providing a total of 20 years. And for a council-owned building is five years with one five-year right of renewal providing a total term of ten years.
42. On 24 May 2017, the Albert-Eden Local Board resolved, under resolution number AE/2017/52, on a community occupancy policy that outlines the standard terms for community leases and licence to occupy council sites in the Albert-Eden Local Board area for council owned and tenant-owned buildings with a three-year standard term with a single three year right of renewal, giving a six-year term.
43. Staff recommend that a new community lease be granted to the group, for a term of three years commencing from 1 August 2023 as per recommendations with one three year right of renewal in line with the Albert-Eden Local Board leasing policy.
Tauākī whakaaweawe āhuarangi
Climate impact statement
44. It is anticipated that continued activation of the building will not result in an increase of greenhouse gas emission. The group share their space which will however decrease overall energy use, as users will not consume energy at individual community spaces. The shared space will provide opportunity and enable people to enjoy positive healthy lifestyles and will increase capability and connections within local community.
45. To improve environmental outcomes and mitigate climate change impacts, the council advocates that the lease holder:
· use sustainable waste, energy, and water efficiency systems
· use eco labelled products and services
· seek opportunities to reduce greenhouse gas emissions from lease-related activities.
46. All measures taken are aimed at meeting council’s climate goals, as set out in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan, which are:
· to reduce greenhouse gas emissions to reach net zero emissions by 2050 and
· to prepare the region for the adverse impacts of climate change
47. Climate change has an unlikely potential to impact the leases, as no part of the leased areas are in a flood-sensitive or coastal inundation zone.
Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
48. Council staff from within the Customer and Community Services Directorate have been consulted. They are supportive of the proposed lease as it will provide positive outcomes for the community.
49. The proposed new lease has no identified impact on other parts of the council group. The views of council-controlled organisations were not required for the preparation of this report’s advice.
Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
50. The proposed lease will benefit the community by enabling initiatives that promote the development in the physical, emotional, spiritual, and mental aspects of young people which will benefit the Albert-Eden Local Board area and its surrounding communities.
51. The assessment of the application was workshopped with the Albert-Eden Local Board on 8 June 2023. The local board indicated in principle support of the lease proposal.
52. The delivered activities align with the Albert-Eden Local Board Plan 2020 outcome and objective:
Table One: 2020 Albert-Eden Local Board Plan outcome and objective
Outcome |
Objective |
Outcome 5: Parks and community facilities meet a wide range of needs |
Our community services and buildings provide diverse and inclusive spaces that meet the changing needs of our community. |
Tauākī whakaaweawe Māori
Māori impact statement
53. Iwi engagement around the council’s intention to grant a new community lease for the group is not required as The City of Mount Albert approved management plan 1981 recognises the club and its activities.
54. The group has agreed, via the Community Outcomes Plan, to deliver Māori Outcomes that reflect their local community as per Attachment B of this report. The lease will benefit Māori and the wider community through specify benefits to Māori through pre-school education which includes respecting and nurturing their values, culture, and traditions.
55. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its statutory obligations and relationship commitments to Māori. The council recognises these responsibilities are distinct from the Crown’s Treaty obligations and fall within a local government Tāmaki Makaurau context.
56. These commitments are articulated in the council’s key strategic planning documents the Auckland Plan, the Long-term Plan 2021-2031, the Unitary Plan, individual local board plans and in Whiria Te Muka Tangata, Auckland Council’s Māori Responsiveness Framework.
57. Community leasing aims to increase Māori wellbeing through targeted support for Māori community development projects.
58. Community leases support a wide range of activities and groups. Leases are awarded based on an understanding of local needs, interests, and priorities. The activities and services provided by leaseholders create benefits for many local communities, including Māori.
Ngā ritenga ā-pūtea
Financial implications
59. Staff have consulted with the Financial Strategy and Planning Department of the council. There are no financial implications for this new community ground lease to the group at Murray Halberg Park, Ōwairaka.
60. On the 8 June 2023, the annual budget was approved by the governing body which included changes to the Community Occupancy Guidelines of the rent fee for a community ground lease from $1.00 per annum to $1,300.00 plus GST per annum effective from 1 July 2023.
61. As these are guidelines and local boards are the allocated authority relating to community leasing matters. The final decision around fees and charges sits with the local board.
62. As group applied for their new lease in February 2023 and staff undertook the site visit in March 2023, the recommendation is to grant a lease at the level of rent ($1) contemplated in the Community Occupancy Guidelines 2012 at the time the application was received and prior to the annual budget changes adopted in June 2023.
63. If the board chooses to retain the level of rent at $1, there will be no requirement for the board to top up the community lease revenue budget. However, the board will not have the benefit of the additional revenue of $1,299 per annum over the initial term. The level of rent can be reviewed on renewal and at the expiry of the initial term.
64. Ongoing maintenance of the group owned asset at Murray Halberg Park, Ōwairaka will be covered by the lessee.
Ngā raru tūpono me ngā whakamaurutanga
Risks and mitigations
65. Should the local board resolve not to grant the proposed community leases to the group at Murray Halberg Park, Ōwairaka this could impact on the group’s ability to undertake all current and future activities and they will be negatively impacted. This will have an adverse impact on the achievement of the desired local board plan outcome five.
66. The new lease affords the group security of tenure, enabling them to attend to the scheduled maintenance of their facility and to run their programmes.
Ngā koringa ā-muri
Next steps
67. If the local board resolves to grant the proposed new community lease, staff will work with The Scouts Association of NZ – Ōwairaka Sea Scout to finalise the lease agreement in accordance with the local board decision.
Attachments
No. |
Title |
Page |
a⇩ |
Attachment A - Sea Scout Group Site Plan |
101 |
b⇩ |
Attachment B - Community Outcomes Plan |
103 |
Ngā kaihaina
Signatories
Author |
Jo Heaven - Senior Community Lease Advisor |
Authorisers |
Taryn Crewe - General Manager Parks and Community Facilities Nina Siers - Local Area Manager |
27 July 2023 |
|
Council-controlled organisation update on work programme items (April-June 2023) and expected milestones (July-September 2023)
File No.: CP2023/08462
Te take mō te pūrongo
Purpose of the report
1. To provide the Albert-Eden Local Board with a council-controlled organisation (CCO) update on the work programme (April-June 2023) and expected milestones and engagement approaches in its area for Quarter One (July-September 2023).
Whakarāpopototanga matua
Executive summary
2. The 2022/2023 CCO Local Board Joint Engagement Plans were adopted in June 2022. These plans record CCO responsibilities and local board commitments with Auckland Transport, Tātaki Auckland Unlimited, Eke Panuku Development Auckland and Watercare.
3. Local boards and CCOs were expected to review the joint engagement plans (CCO responsibilities and local board commitments) in June 2023. Due to annual budget impacts and CCO staff restructures, this review is now recommended to occur in September 2023.
4. CCOs provide local boards with the CCO work programme in their area. Each work programme item lists the engagement approach with the local board, activity status, updates and milestones anticipated for the next quarter.
5. Providing local boards with the CCO work programme addresses the 2020 CCO Review’s recommendation to coordinate CCO actions better at the local level.
6. As per the 2022/2023 CCO Local Board Joint Engagement Plans:
· CCOs, when creating their work programme, consider the priorities identified in the local board plan and any relevant strategies or policies specific to the local board area
· Local boards advise CCOs of issues or projects of significance, communicate the interests and preferences of their communities and allow for flexibility in terms of engagement, recognising differing levels of interest.
7. CCOs and local boards workshop the CCO work programme and engagement approach regularly to identify and maximise opportunities for good community outcomes within the local board area.
8. This report provides a formal update on the CCO work programme items from April to June 2023 and the engagement approach and anticipated milestones for Quarter One (July-September 2023).
9. The Albert-Eden Local Board will receive the next update in October 2023 which will include an update on projects from Quarter One (July-Sep 2023) and expected milestones and engagement approaches for work in Quarter Two (October-December 2023).
Recommendation/s
That the Albert-Eden Local Board:
a) whiwhi / receive the council-controlled organisation update on the work programme (April-June 2023) and anticipated milestones and engagement approaches for Quarter One (July-September 2023).
Horopaki
Context
What are CCO Local Board Joint Engagement Plans?
10. The 2020 Review of Auckland Council’s council-controlled organisations recommended that CCOs and local boards adopt an engagement plan to:
· help cement CCO and local board relations
· agree on a common understanding of accountability between CCOs and local boards
· coordinate CCO actions better at the local level.
11. These plans record the commitment between Auckland Transport, Tātaki Auckland Unlimited, Eke Panuku Development Auckland, Watercare and the local boards to work together.
12. Each local board adopted their 2022/2023 CCO Local Board Joint Engagement Plans in June 2022. These plans include CCO responsibilities and local board commitments.
13. This report does not update the CCO responsibilities and local board commitments. Local boards were expected to revise their engagement plans in June 2023. Due to annual budget impacts and CCO staff restructures, this is now recommended to occur in September 2023.
What are the CCO work programme items?
14. CCOs provide local boards with a work programme that lists the different CCO projects happening in the local board area.
15. The work programme is not a full list of projects in the Albert-Eden Local Board area. It includes work programme items for engagement purposes. Providing local boards with the CCO work programme addresses the 2020 CCO Review’s recommendation to coordinate CCO actions better at the local level.
16. As per the joint engagement plans:
· CCOs, when creating their work programme, consider the priorities identified in the local board plan and any relevant strategies or policies specific to the local board area
· Local boards advise CCOs of issues or projects of significance, to communicate the interests and preferences of their communities and to allow for flexibility in terms of engagement, recognising differing levels of interest.
17. Each work programme item records an engagement approach with the local board, activity status, updates and milestones anticipated for the next quarter.
18. The CCO work programme is intended to be reported through a local board business meeting quarterly for clarity and transparency. These updates may include the following types of changes:
· new work programme items and proposed engagement level
· changes to the engagement approach with the local board
· updates to status or anticipated milestones during the next quarter.
19. The work programme and engagement approach are workshopped regularly between CCOs and local boards to identify and maximise opportunities for good community outcomes within the local board area.
20. The engagement approach is based on the International Association for Public Participation (IAP2) standards which are provided in Table 1 below. Note that the “involve” and “empower” categories are not included in the CCO reporting as decided when the joint engagement plans were adopted.
Table 1: International Association for Public Participation (IAP2) Engagement Approach Levels
CCO engagement approach |
Commitment to local boards |
Inform |
CCOs will keep local boards informed. |
Consult |
CCOs will keep local boards informed, listen to and acknowledge concerns and aspirations, and provide feedback on how local board input influenced the decision. CCOs will seek local board feedback on drafts and proposals. |
Collaborate |
CCOs will work together with local boards to formulate solutions and incorporate their advice and recommendations into the decisions to the maximum extent possible. |
21. Local boards received the last update to the CCO work programme and engagement approach in April 2023.
Tātaritanga me ngā tohutohu
Analysis and advice
22. The following sections list changes since April 2023 to the CCO work programme for any:
· completed work programme items
· new work programme items
· changes to engagement levels
· key highlights from the CCO work programme.
23. More detailed updates to the CCO work programme are provided in Attachments A-D.
Auckland Transport
24. There are no completed projects, new projects or changes to engagement levels to report.
25. Signalised Mid-Block Crossing on Great North Road is progressing and construction is expected in 2024. Greenwoods Corner Village Intersection Improvements is progressing through the consultation phase and construction is due to start in August 2023.
26. A report will be presented to the July business meeting for the local board to allocate funding to new local board transport capital fund projects. This will include two design options for Aberfoyle Link Pedestrian Path (from Balmoral Road to Aberfoyle Road via Aberfoyle Reserve) and a bike shelter project, as both of these existing projects were affected by budget cuts in previous financial years.
27. Oakley Creek Slip remediation construction will begin in July. This will include realignment of all lanes on Great North Road and the closure of the Herdman St intersection. Community engagement is underway with letter drops and notices to residents and the local primary school.
28. Mt Eden and Landscape Road intersection has been put forward to be included in the next National Land Transport Plan for prioritisation. If the intersection does get prioritised then the improvements will likely to happen between 2024-2027.
29. Room to Move: Tāmaki Makaurau Auckland's Parking Strategy was approved by the Auckland Transport Board on 30 May 2023.
30. The Regional Public Transport Plan is upcoming. Updates will be provided to local board members in August/September 2023 and the asked for formal views via business meetings.
31. Auckland Transport’s work programme items are provided in Attachment A.
Tātaki Auckland Unlimited
32. There are no completed projects, new projects or changes to engagement levels to report.
33. Planning is underway for Auckland Diwali Festival 2023, Lantern and Pasifika Festivals 2024.
34. There were 12 major events held in Auckland with Tātaki Auckland Unlimited investment between March and May 2023, including Harry Styles’ only New Zealand show, the first Pasifika Festival held since 2019, Synthony in the Domain, NZ International Comedy Festival and Auckland Boat Show.
35. Major events coming up include New Zealand Fashion Week in August and All Blacks vs South Africa test match on 15 July at Go Media Stadium Mt Smart. Elemental AKL will take place across the region from 20 July – 6 August 2023.
36. Future investment into events is currently on hold until further clarity around Tātaki Auckland Unlimited major events budget. There is no future funding beyond 2024 for events.
37. The Auckland Stadium Network Strategy remains on hold.
38. Supporting a resilient and regenerative Māori economy – Taki Hua economic strategy has also been placed on hold, subject to funding.
39. Tātaki Auckland Unlimited’s work programme items are provided in Attachment B.
Eke Panuku Development Auckland
40. There are no completed projects, new projects or changes to engagement levels to report.
41. Auckland Council Governing Body has approved recommendations on the Maungawhau & Karanga a Hape Precinct Development Programme Final approval from Ministers is expected in June 2023.
42. 132 Greenlane East, Epsom is under contract subject to a sale and development agreement. Eke Panuku staff are awaiting the developers work programme prior to uplifting the parking designation.
43. 198 Dominion Road, Mount Eden is expected to market the property for sale and redevelopment when market conditions improve.
44. Eke Panuku’s work programme items are provided in Attachment C.
Watercare
45. There are no completed projects, new projects or changes to engagement levels to report.
46. Construction work on the central interceptor is progressing at the five sites within the local board area:
· Haverstock Ave construction site shaft excavation is complete to 51 metres and a public open day was held on 17 June.
· Lyon Ave construction site shaft excavation is ongoing with 15 out of 20 lifts completed and a public open day was held on 24 June.
· Mt Albert War Memorial Reserve construction site shaft excavation is ongoing, reaching 35 metres below ground level.
· Norgrove Reserve construction site piling works for the shafts are completed.
· Rawalpindi Reserve construction site shaft excavation is ongoing, reaching 13 metres below ground level.
47. Watercare’s work programme items are provided in Attachment D.
Tauākī whakaaweawe āhuarangi
Climate impact statement
48. This report does not have a direct impact on climate, however the projects it refers to will.
49. Each CCO must work within Te Tāruke-ā-Tāwhiri: Auckland's Climate Action Framework. Information on climate impacts will be provided to local boards on a project or programme basis.
Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
50. Local boards advise CCOs of issues or projects of significance, communicate the interests and preferences of their communities and allow for flexibility in terms of engagement, recognising differing levels of interest.
51. The joint engagement plans and work programme items are shared with the integration teams that implement local board work programmes and give council staff greater ongoing visibility of CCO work programmes.
Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
52. This report on the CCO work programme items ensures the communication of clear, up-to-date information from CCOs to local boards on projects in their area.
53. As per the joint engagement plan, CCOs, when creating their work programme, consider the priorities identified in the local board plan and any relevant strategies or policies specific to the local board area.
Tauākī whakaaweawe Māori
Māori impact statement
54. This report does not have a direct impact on Māori, however the projects it refers to will.
55. Local boards and CCOs provide opportunities for Māori to contribute to their decision-making processes. These opportunities will be worked on a project or programme basis.
Ngā ritenga ā-pūtea
Financial implications
56. This report does not have financial impacts on local boards.
57. Any financial implications or opportunities will be provided to local boards on a project or programme basis.
Ngā raru tūpono me ngā whakamaurutanga
Risks and mitigations
58. Some local boards expressed concern over the quality of CCO work programme reporting in April 2023 and provided views on requiring more regular engagement with CCOs. All local board resolutions in April 2023 were sent to the relative CCO staff for their consideration.
59. If local boards prefer a more formal commitment for workshops with their CCOs, this arrangement can be addressed through revision of the next CCO joint engagement plans (CCO responsibilities and local board commitments) in September 2023.
Ngā koringa ā-muri
Next steps
60. The local board will receive the next CCO work programme report in October 2023 which will include an update on projects from Quarter One (July-September 2023) and expected milestones for work in Quarter Two (October-December 2023).
61. CCOs and local boards will have an opportunity to workshop the CCO forward work programme through August and September before the next report in October 2023.
62. CCOs and local boards are expected to revise their next joint engagement plans (CCO responsibilities and local board commitments) in September 2023.
Attachments
No. |
Title |
Page |
a⇩ |
Attachment A - Auckland Transport update |
113 |
b⇩ |
Attachment B – Tataki Auckland Unlimited update |
115 |
c⇩ |
Attachment C – Eke Panuku Development Auckland update |
117 |
d⇩ |
Attachment D – Watercare update |
119 |
Ngā kaihaina
Signatories
Authors |
Emma Reed - Local Board Advisor Maclean Grindell - Senior Local Board Advisor |
Authorisers |
Nina Siers - Local Area Manager |
Albert-Eden Local Board 27 July 2023 |
|
2025 Auckland Council elections - electoral system
File No.: CP2023/09747
Te take mō te pūrongo
Purpose of the report
1. To provide feedback to the Governing Body on whether the electoral system should change from First Past the Post (FPP) to Single Transferable Voting (STV).
Whakarāpopototanga matua
Executive summary
2. The council has previously decided to retain FPP, giving priority to keeping the voting experience as simple as possible for the voter.
3. STV has recognised benefits as an electoral system and the Future for Local Government Review has recommended it be mandatory for all councils.
4. A key feature of STV is that it permits the voter to vote for the candidate they prefer without being deterred by the prospect their vote might be wasted if the candidate is not a popular choice. STV allows the voter’s vote to count towards the voter’s second preference if their first preference is not elected. Their vote may be transferred to subsequent preferences if this is required.
5. Another key feature of STV is that it can allow a more proportional outcome in a multi-member election. A “quota” defines the number of votes required to be elected. Under STV a minority group might have enough votes to elect the group’s candidate whereas under FPP a minority group may never be represented (those in a majority group will always outnumber those in a minority group).
6. A downside to STV is that it can add complexity to the voting experience for voters who do not have sufficient knowledge about candidates. In these situations, it is difficult enough for a voter to decide for whom to vote, without then having to decide a ranking. However, STV as practiced in New Zealand does not require a voter to indicate a preference for each position. A voter could just indicate a first preference if that is their wish.
7. It is also debatable whether voters in New Zealand local government elections vote in groups, whether those groups are political parties, or demographic groups. In local government elections overseas where STV is used candidates stand in political parties and voters align with such political parties. STV ensures the success of political party candidates is proportional to the voting patterns in the community. In New Zealand local government elections, voters and candidates do not align with political parties to the same extent (though there is some alignment) – the meaning of a proportional outcome is less clear.
8. This report sets out the key advantages and disadvantages of STV. On balance there may be a benefit to voters through being able to express preferences thereby avoiding wasting their vote, even though this introduces some complexities for some voters. The complexity associated with STV voting can be mitigated with simple and clear instructions on how to vote.
Recommendation/s
That the Albert-Eden Local Board:
a) whakarite /provide feedback to the Governing Body on whether the electoral system should be changed from First Past the Post to Single Transferable Voting for the 2025 elections.
Horopaki
Context
9. The Local Electoral Act 2001 (LEA) provides for two electoral systems for council elections:
(i) First Past the Post (FPP)
(ii) Single Transferable Vote (STV).
10. Prior to each council election the council can decide which electoral system to use. If the council wishes to change its electoral system to STV it must resolve to change to STV for the next two elections by 12 September 2023 (LEA s 27). A council may resolve to conduct a poll (referendum) on whether to change to STV. This might be held as a standalone poll or in conjunction with the next election. Also, a petition from 5% of electors can demand that the council conduct a poll.
11. Whenever the Governing Body has considered these matters in the past it has decided to retain FPP, its focus being on the voter and making the voting experience as simple as possible.
Tātaritanga me ngā tohutohu
Analysis and advice
FPP
12. FPP, also known as plurality voting, has the feature that candidates having more votes win over candidates having fewer votes. In a community which has minority groups, minority groups might never be represented if it is assumed that groups vote only for candidates representing their group or community of interest.
13. A simple scenario illustrates the implications. In this hypothetical scenario an electorate has a majority group and a minority group and each group puts up candidates for a multi-vacancy election (for example a multi-member ward). The majority group will out-vote the minority group for each vacancy because it has more voters and each voter can vote for each vacancy. FPP is characterised as a ‘winner takes all’ electoral system. In this simple scenario of a majority group and a minority group the minority group will never be represented. It does not have enough votes to out-vote the majority group. (In this example the term “group” is used generically. Discussion about FPP and proportional systems like STV in the literature is typically in terms of political groups. However the same arguments apply if the groups are demographic groups such as ethnic groups or age groups).
STV - features
14. For STV, voters mark the candidates in order of preference -1st, 2nd, 3rd etc. To determine who is elected, a quota is determined from the number of votes and the number of positions to be filled. The first preferences for each candidate are counted. Any candidate who has votes equal to or greater than the quota is elected. Any surplus votes (over the quota) of the elected candidates are redistributed to voters' next preferences. When all surpluses have been redistributed, the last placed candidate is excluded and their votes redistributed to voters' next preferences. This process continues until the total number of candidates to be elected is reached.
15. One key feature of STV is the “quota”. This is the number of votes a candidate must receive in order to get elected. Because each voter has only one vote the total pool of votes is equal to the total number of electors who are voting. The quota is obtained by dividing the total votes by one more than the number of vacancies and adding a small number[1] to avoid a tie. For example, if the total number of voters is 10,000 and there are 4 vacancies, then the quota is obtained by dividing 10,000 by five to give 2,000 votes (plus a small number) as the quota. Any candidate reaching the quota will be elected[2]. If there was a majority group of 6,000 voters and a minority group of 4,000 voters the minority group now has a chance of electing a representative because it is able to provide the required 2,000 votes to elect a candidate (whereas under FPP the majority group could take all seats).
16. STV is considered to be a proportional electoral system in that the outcome of an election will be more closely proportionate to the voting patterns in the community, particularly in a multi-member election (single or double-member wards would not provide the scope for a range of groups to be represented).
17. A second key feature of STV is that it addresses the issue of wasted votes by enabling voters to express their preferences. FPP can discourage a voter from voting for the candidate they prefer because they know their vote would be wasted if the candidate was not likely to get elected. Under STV a voter’s first preference might be for the candidate they prefer but if that candidate was eliminated then their vote would go to their second preference and so on. Under STV it is safer for a voter to vote for the candidate they actually prefer because they know that if their preferred candidate is not eventually elected then their vote will count toward their second and subsequent preferences.
18. The aspect of wasted votes under FPP has been highlighted at mayoral elections. In the most recent mayoral election candidates withdrew to avoid voters wasting their votes on them. If STV had been in place this might not have been necessary.
19. For single-seat elections such as a mayoral election or election of one member in a single-seat ward, STV has the feature that a winning candidate will receive a majority of votes and not just more votes than other candidates. This is because at each iteration of vote counting the lowest scoring candidate is eliminated until, at the final iteration, the contest is between two candidates.
20. The Governing Body might resolve to provide for Māori representation by way of one or more Māori wards. There would, at most, be two members elected from a Māori ward. STV could assist those voting on the Māori roll – a voter could express a first preference for a candidate that represents their own mana whenua group and also express a second and subsequent preferences in case that candidate did not get elected.
STV – concerns
Voter turnout
21. The effect of varying patterns of voter turnout might be a greater concern than achieving proportionality. For proportionality to be achieved it is best to have multi-member electorates. Governing Body wards are currently single or double member wards. As noted in the review of the 2022 elections there are widely varying voter turnout patterns around Auckland. If, say, a six-member ward was created, being three times the size of a double-member ward, then the differences in voter turnout within the ward might be of more significant concern than achieving proportionality through STV.
22. For example, if the Manukau, Howick and Manurewa-Papakura wards were combined then the part of this new large ward that would have the most voter turnout would be in the Howick area. It is possible that Howick voters would determine who represented Māngere and Ōtara.
23. The ward system spreads representation around Auckland geographically and because of the varying voter turnout patterns might be of more importance in terms of achieving representation of communities than adopting STV. STV might still be of benefit in single-member ward elections because of its preferential voting features which address the wasted vote issue. Local board elections use multi-member electorates (members are elected at-large or by subdivisions) and STV could be of benefit in achieving proportional representation.
New Zealand council elections not party- based
24. In New Zealand local government elections achieving a proportional result might not be very meaningful. The proportionality benefits of STV are usually explained in terms of voters voting in groups for candidates that represent the voters’ groups. For example, if there are younger voters who make up a proportion of the electorate but there are a greater number of older voters who vote for candidates in their own age group the younger voters as a group might not be represented under FPP[3] but under STV might be able to achieve sufficient votes to reach the quota. However, if voters do not vote in groups then it is difficult to explain how STV might enhance proportionality. In local government elections voting in groups does not occur to the extent it occurs in Parliamentary elections when voters align with political parties.
25. In local elections overseas where STV is used such as Ireland and Scotland, candidates are party-based. If, in New Zealand local government elections, voters tend to vote for candidates they consider to be the best candidates regardless of political group, age group, ethnic group or other type of group, then the proportionality benefits of STV are more difficult to argue.
Complexity
26. STV adds complexity for the voter. For example, at the 2022 local elections the Manurewa Local Board had 8 vacancies and 29 candidates. The voter is faced with deciding not only which 8 of the 29 candidates should be elected but how to rank them (noting there is no requirement to vote for, or express a preference for, each vacancy). This could make the task of voting more difficult for a voter who does not have any knowledge of candidates other than the information presented in the accompanying profile statements. On the other hand it might make voting a better experience for a voter who does have knowledge of all candidates, has clear preferences for candidates and wishes to use their vote to have an effect on who is elected. Ensuring the voting experience is user-friendly has been a key concern of the council in the past.
27. Hamilton City Council in 2022 moved to STV (and also established a Māori ward) for the first time. It experienced the lowest voter turnout nationally in 2022 at 29.4%.
STV – other councils in New Zealand
28. The following tables list which city and regional councils adopted FPP / STV for the 2022 elections[4].
29. Territorial authorities – Auckland Council and city councils (omitting district councils).
30. Data in the table below includes voter turnout, informal votes and election of women councillors. There tend to be more informal votes under STV (voters not marking their voting documents correctly and therefore not counted). STV does not seem to have had a significant effect in 2022 on voter turnout (except for Hamilton) or the election of women councillors.
|
|
Voter turnout |
Total votes |
Informal votes |
Informal votes % |
Total coun-cillors |
Women coun-cillors |
Women coun-cillors % |
Auckland Council |
FPP |
35.2% |
404,541 |
488 |
0.12 |
20 |
8 |
40.0 |
Christchurch City Council |
FPP |
44.4% |
120,210 |
432 |
0.36 |
16 |
5 |
31.3 |
Hutt City Council |
FPP |
41.0% |
64,002 |
250 |
0.39 |
12 |
5 |
41.7 |
Invercargill City Council |
FPP |
53.2% |
20,907 |
87 |
0.42 |
12 |
4 |
33.3 |
Napier City Council |
FPP |
43.9% |
18,451 |
31 |
0.17 |
12 |
6 |
50.0 |
Upper Hutt City Council |
FPP |
43.9% |
24,296 |
42 |
0.17 |
10 |
4 |
40.0 |
Dunedin City Council |
STV |
40.1% |
48,133 |
961 |
2.00 |
14 |
6 |
30.6 |
Hamilton City Council |
STV |
29.4% |
32,357 |
846 |
2.61 |
14 |
7 |
50.0 |
Nelson City Council |
STV |
53.2% |
41,794 |
937 |
2.24 |
12 |
2 |
16.7 |
Palmerston North City Council |
STV |
38.6% |
21,370 |
515 |
2.41 |
15 |
6 |
40.0 |
Porirua City Council |
STV |
37.3% |
15,640 |
212 |
1.36 |
10 |
4 |
40.0 |
Wellington City Council |
STV |
45.5% |
73,067 |
287 |
0.39 |
15 |
8 |
53.3 |
Regional councils
Bay Of Plenty Regional Council |
FPP |
Southland Regional Council |
FPP |
Hawke's Bay Regional Council |
FPP |
Northland Regional Council |
FPP |
Taranaki Regional Council |
FPP |
Waikato Regional Council |
FPP |
West Coast Regional Council |
FPP |
Canterbury Regional Council |
FPP |
Otago Regional Council |
FPP |
Manawatū-Whanganui Regional Council |
FPP |
Wellington Regional Council |
STV |
STV – Future for local government review
31. The Future for Local Government Review Panel has recommended that STV becomes mandatory for all council elections[5]:
32. “STV can be more representative of voters’ choices because a vote can be transferred if a preferred candidate does not meet a certain threshold. This transfer of votes avoids wasted ballots. Early research demonstrates that STV leads to improvements in the representation of women (Vowles and Hayward 2021). However, the representative benefits of STV work best when there is a large pool of candidates and wards with more than one seat being contested.”
33. It is unknown whether this, or any other recommendation, will be implemented by the incoming Government in time to be in place for the 2025 elections.
STV – poll
34. The council is required to give public notice by 19 September 2023 of the right for 5% of electors to demand a poll on the electoral system to be used for the 2025 elections. Such a public notice is required prior to each election and, in the past, has not resulted in any interest for a poll on whether to change to STV.
35. The council itself may resolve to conduct a poll on the electoral system to be used. A stand-alone poll on changing to STV for 2025 would cost $1.2 – 1.3 million. A poll held in conjunction with the 2025 elections on whether to change to STV for 2028 would cost an additional $90,000 - $120,000.
Conclusion
36. While there are arguments for and against STV, on balance the ability for voters to express preferences is a benefit and is likely to become mandatory if the Future For Local Government Review Panel’s recommendations are implemented.
Tauākī whakaaweawe āhuarangi
Climate impact statement
37. A change of electoral system will not impact climate change.
Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
38. A decision about the electoral system affects the election of the mayor, councillors and local board members. It does not have an impact on the council group.
Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
39. This report sets out the benefits and disadvantages of the STV electoral system. The choice of electoral system impacts the election of local board members. Because local board elections are at-large or by multi-member subdivision the proportionality aspects of STV could be of benefit in achieving an outcome that is proportional to the voting patterns in the community.
Tauākī whakaaweawe Māori
Māori impact statement
40. The Governing Body is considering providing for Māori representation by way of a Māori ward. STV would allow those on the Māori roll to express first preferences for their own mana whenua group candidates while allowing second and subsequent preferences to be counted if their first preference is not elected.
Ngā ritenga ā-pūtea
Financial implications
41. There would be some minor additional cost associated with using STV as compared to FPP due to STV requiring more processing.
42. There would be an additional cost if the council chose to conduct a poll on whether to change to STV as outlined earlier in the report.
Ngā raru tūpono me ngā whakamaurutanga
Risks and mitigations
43. If the electoral system is changed to STV it will be important to provide very simple and clear advice to voters on how to vote.
44. Ballot order effect can be more pronounced the harder voting is for a voter. Under STV there may be more of a risk that candidate names at the top of the list might be selected. One mitigation would be to order candidate names randomly. A report on the order of candidate names will be presented for feedback in due course.
Ngā koringa ā-muri
Next steps
45. The feedback from the local board will be conveyed to the Governing Body.
Attachments
There are no attachments for this report.
Ngā kaihaina
Signatories
Author |
Warwick McNaughton - Principal Advisor |
Authorisers |
Carol Hayward - Team Leader Operations and Policy Louise Mason - General Manager Local Board Services Nina Siers - Local Area Manager |
Albert-Eden Local Board 27 July 2023 |
|
Waiheke Local Board resolutions - Caulerpa brachypus
File No.: CP2023/09812
Te take mō te pūrongo
Purpose of the report
1. To seek the Albert-Eden Local Board’s support for the resolutions of the Waiheke Local Board, dated 28 June 2023, regarding the containment and eradication of the non-native seaweed Caulerpa brachypus (Attachment A).
Whakarāpopototanga matua
Executive summary
2. At its meeting held on 28 June 2023, the Waiheke Local Board considered a Notice of Motion from Chairperson Cath Handley regarding containment and eradication of Caulerpa brachypus (Attachment A).
3. The local board resolved as follows:
Notice of Motion - Chairperson Cath Handley - Caulerpa |
|
|
Chairperson Izzy Fordham (Aotea Great Barrier) was in attendance to speak to their experience of combatting Caulerpa. |
|
Resolution number WHK/2023/1 MOVED by Chairperson C Handley, seconded by Deputy Chairperson B Ranson: That the Waiheke Local Board: a) note extreme concern regarding the current status of Caulerpa and its threat to the biodiversity and health of our ocean and supports the decision of the Hauraki Gulf Forum on this matter (resolution number HGF/2023/8). b) back the calls from the Ngāti Paoa Iwi Trust and other iwi and hapū, the Hauraki Gulf Forum, and community organisations, for a step change in New Zealand’s approach from containment to containment and eradication, with whole system engagement, and trials of hydraulic removal methods. c) urge the provision of Crown funding to mana whenua and community organisations for proactive underwater surveillance. d) support an urgent and thorough assessment of the likely economic, social, cultural and ecological impacts of the spread of Caulerpa. e) call for reconsideration of the current prohibition on impacted communities engaging in the active removal of Caulerpa. f) request publicly available mapping of known Caulerpa sites which is accurate and updated in a timely fashion. g) write to the Minister of Biosecurity, Biosecurity NZ and other relevant Ministers on the above. i) delegate to the Chair and Deputy Chair oversight of the follow-up on this issue to ensure that this is effectively taken up with the parties concerned.
CARRIED UNANIMOUSLY |
4. In line with resolution h) this report provides an opportunity for the Papakura Local Board to formally consider supporting these resolutions.
Recommendation
That the Albert-Eden Local Board:
a) kohuki / consider the Notice of Motion and resolutions from the Waiheke Local Board dated 28 June 2023 regarding Caulerpa.
Attachments
No. |
Title |
Page |
a⇩ |
Waiheke Local Board - Notice of Motion - Chair Handley - Caulerpa |
131 |
Ngā kaihaina
Signatories
Author |
Janine Geddes - Senior Local Board Advisor |
Authoriser |
Nina Siers - Local Area Manager |
27 July 2023 |
|
Change of Albert-Eden Local Board Plan Have Your Say 2023 event date
File No.: CP2023/09055
Te take mō te pūrongo
Purpose of the report
1. To note the new adopted date for the Have Your Say event during the Albert-Eden Local Board Plan consultation period.
Whakarāpopototanga matua
Executive summary
2. During the 22 June 2023 business meeting, the Albert-Eden Local Board approved an engagement event for the Local Board Plan consultation period on 31 July 2023. This date was selected due to elected member and venue available, and it aligned with other consultation processes occurring through Auckland Council.
3. Since that decision was made, the dates have changed for the other consultation process specifically the Making Space for Water process. Therefore, it was recommended to change the date for the local board plan have your say event, to align these again.
4. The new approved date is Monday, 7 August 5:00pm - 6:30pm, Mt Eden War Memorial Hall, Chamber Room. 489 Dominion Road, Mt Eden.
5. Due to the short timeframes, the new adopted date was authorised by delegation to the Chair and Deputy Chair in accordance with the Urgent Decision process AE/2022/199.
Recommendation/s
That the Albert-Eden Local Board:
a) note the board’s decision (Attachment A) on the new date for the Have Your Say event during the Albert-Eden Local Board Plan consultation period, as authorised by delegation to the Chair and Deputy Chair in accordance with the Urgent Decision process AE/2022/199.
Attachments
No. |
Title |
Page |
a⇩ |
Change of Albert-Eden Local Board Plan Have Your Say Event 2023 date through Urgent Decision process |
169 |
Ngā kaihaina
Signatories
Author |
Canela Ferrara - Local Board Advisor |
Authoriser |
Nina Siers - Local Area Manager |
27 July 2023 |
|
Albert-Eden-Puketāpapa Ward Councillors' Updates
File No.: CP2023/10078
Te take mō te pūrongo
Purpose of the report
1. To provide an opportunity for the Albert-Eden-Puketāpapa Ward Councillors to update the local board on Governing Body issues they have been involved with since the previous local board meeting.
Whakarāpopototanga matua
Executive summary
2. Standing Orders 5.1.1 and 5.1.2 provides provision in the local board meeting for Governing Body members to update their local board counterparts on regional matters of interest to the local board.
Recommendation/s That the Albert-Eden Local Board: a) receive Albert-Eden-Puketāpapa Ward Councillors Christine Fletcher and Julie Fairey’s updates.
|
Attachments
There are no attachments for this report.
Ngā kaihaina
Signatories
Author |
Michael Mendoza - Democracy Advisor |
Authoriser |
Nina Siers - Local Area Manager |
Albert-Eden Local Board 27 July 2023 |
|
File No.: CP2023/09751
Te take mō te pūrongo
Purpose of the report
1. To facilitate an opportunity for the local board chairperson to provide a written and/or verbal update on projects, meetings and other initiatives relevant to the local board’s interests.
Whakarāpopototanga matua
Executive summary
2. In accordance with Standing Order 2.4.7, the chairperson will update board members by way of a report.
Recommendation/s That the Albert-Eden Local Board: a) receive Chairperson M Watson’s July 2023 report.
|
Attachments
There are no attachments for this report.
Ngā kaihaina
Signatories
Author |
Michael Mendoza - Democracy Advisor |
Authoriser |
Nina Siers - Local Area Manager |
Albert-Eden Local Board 27 July 2023 |
|
File No.: CP2023/09752
Te take mō te pūrongo
Purpose of the report
1. To facilitate an opportunity for local board members to provide a written update on projects and events attended since the previous month’s local board meeting and to discuss other matters of interest to the board.
Whakarāpopototanga matua
Executive summary
2. This is an information item and it is optional for board members to provide a written board member report for inclusion in the agenda.
3. Local board members are recommended to use a Notice of Motion, rather than a Board Member Report, should a member wish to propose a recommendation or request action to be undertaken by staff.
Recommendation/s That the Albert-Eden Local Board: a) receive the Board Member Reports for July 2023.
|
Attachments
There are no attachments for this report.
Ngā kaihaina
Signatories
Author |
Michael Mendoza - Democracy Advisor |
Authoriser |
Nina Siers - Local Area Manager |
Albert-Eden Local Board 27 July 2023 |
|
Albert-Eden Local Board Workshop Records
File No.: CP2023/09753
Te take mō te pūrongo
Purpose of the report
1. To provide an opportunity for the local board to receive the records of its recent workshops held following the previous month’s local board business meeting.
Whakarāpopototanga matua
Executive summary
2. In accordance with Standing Order 12.1.4, the local board shall receive a record of the general proceedings of each of its workshops held since the previous month’s local board business meeting.
Recommendation/s That the Albert-Eden Local Board: a) receive the Albert-Eden Local Board Workshop Records for the workshops held on 15 and 29 June 2023 and 6 and 13 July 2023.
|
Attachments
No. |
Title |
Page |
a⇩ |
Albert-Eden Local Board Workshop Record - 15 June 2023 |
179 |
b⇩ |
Albert-Eden Local Board Workshop Record - 29 June 2023 |
183 |
c⇩ |
Albert-Eden Local Board Workshop Record - 6 July 2023 |
187 |
d⇩ |
Albert-Eden Local Board Workshop Record - 13 July 2023 |
191 |
Ngā kaihaina
Signatories
Author |
Michael Mendoza - Democracy Advisor |
Authoriser |
Nina Siers - Local Area Manager |
27 July 2023 |
|
Hōtaka Kaupapa/Governance Forward Work Programme Calendar
File No.: CP2023/09754
Te take mō te pūrongo
Purpose of the report
1. To present the Albert-Eden Local Board with its updated Hōtaka Kaupapa/Governance Forward work programme calendar (the calendar).
Whakarāpopototanga matua
Executive summary
2. The calendar for the Albert-Eden Local Board is appended to the report as Attachment A. The calendar is updated monthly and reported to the local board’s business meetings and distributed to council staff.
3. The calendar was introduced in 2016 as part of Auckland Council’s quality advice programme and aims to support local boards’ governance role by:
· ensuring advice on meeting agendas is driven by local board priorities
· clarifying what advice is expected and when
· clarifying the rationale for reports.
4. The calendar also aims to provide guidance for staff supporting local boards and greater transparency for the public.
Recommendation/s That the Albert-Eden Local Board: a) receive the Hōtaka Kaupapa/Governance Forward work programme calendar for July 2023.
|
Attachments
No. |
Title |
Page |
a⇩ |
Albert-Eden Local Board Hōtaka Kaupapa/Governance Forward Work Programme Calendar - July 2023 |
195 |
Ngā kaihaina
Signatories
Author |
Michael Mendoza - Democracy Advisor |
Authoriser |
Nina Siers - Local Area Manager |
Albert-Eden Local Board 27 July 2023 |
|
Item 9.2 Attachment a Auckland Netball submission to Auckland Council on the Draft Concept Plan for Windmill Park Page 203
[1] The amount added is 0.000000001.
[2] The actual formula used in New Zealand is contained in the Local Electoral Regulations 2001, Schedule 1A.
[3] It should be noted though that New Zealand’s youngest Mayor (Gore District Council) was elected under FPP.
[4] Local Authority Election Statistics 2022 https://www.dia.govt.nz/diawebsite.nsf/wpg_URL/Services-Local-Elections-Local-Authority-Election-Statistics-2022
[5] Future for Local Government Review Final Report, page 87 https://www.futureforlocalgovernment.govt.nz/assets/future-for-local-government-final-report.pdf