I hereby give notice that an ordinary meeting of the Waitematā Local Board will be held on:

 

Date:                      

Time:

Meeting Room:

Venue:

 

Tuesday, 14 October 2014

6.00 pm

Waitematā Local Board Office Boardroom
Level 2
35 Graham Street
Auckland

 

Waitematā Local Board

 

OPEN AGENDA

 

 

 

MEMBERSHIP

 

Chairperson

Shale Chambers

 

Deputy Chairperson

Pippa Coom

 

Members

Christopher Dempsey

 

 

Greg Moyle

 

 

Vernon Tava

 

 

Rob Thomas

 

 

Deborah Yates

 

 

(Quorum 4 members)

 

 

 

Desiree Tukutama

Democracy Advisor

 

9 October 2014

 

Contact Telephone: (09) 307 6071

Email: Desiree.Tukutama@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

 

 

 


 

 

 


Waitematā Local Board

14 October 2014

 

 

ITEM   TABLE OF CONTENTS                                                                                        PAGE

1          Welcome                                                                                                                         5

2          Apologies                                                                                                                        5

3          Declaration of Interest                                                                                                   5

4          Confirmation of Minutes                                                                                               5

5          Leave of Absence                                                                                                          5

6          Acknowledgements                                                                                                       5

7          Petitions                                                                                                                          5

8          Deputations                                                                                                                    5

9          Public Forum                                                                                                                  5

9.1     Public Forum - Libby McLeay , Action Grafton - Grafton Residents Association                                                                                                                                6

9.2     Public Forum - Isabella Lenihan-Ikin, Youth Advisory Panel                         6

9.3     Public Forum - Grey Seagar, Freemans Bay Residents Association            6

9.4     Public Forum - Luke Niue (Parnell Community Committee) and Chris Hartley  (Local business owner) - Gladstone Road Shops Angle Parking                             7

10        Extraordinary Business                                                                                                7

11        Notices of Motion                                                                                                          7

12        Councillor's Report                                                                                                       9

13        Auckland Transport Update - October 2014                                                            11

14        Scope of 2014/15 review of the Local Dog Access Rules for Waitematā Local Board Area                                                                                                                                       19

15        Sergeant's Flat Review - 1B Ponsonby Road                                                          43

16        Significance and Engagement Policy                                                                        47

17        Local Board Feedback on the Draft Arts and Culture Strategic Action Plan       71

18        2013/2014 Environmental Work Programme – Summary of Achievements and Outcomes                                                                                                                                       85

19        Allocation of 2014/2015 Infrastructure and Environmental Services Budget    101

20        Auckland Council Property Limited Local Board Six-Monthly Update 1 January to 30 June 2014                                                                                                                             139

21        Integrated Bylaws Review and Implementation Programme (IBRI) Update – September 2014                                                                                                                             153

22        Draft Community Grants Policy                                                                               161

23        Central Facility Partnerships Committee                                                                179

24        Adoption of the Waitemata Local Board Plan 2014                                               193

25        Financial Policies Issues for Long-term Plan 2015-2025                                      269

26        LTP 2015-2025 Feedback on Mayoral Proposal                                                     287

27        Monthly Budget Update Including the 2014/2015 Capital Programme Deferral Considered by the 21 August and 24 September 2014 Finance and Performance Committee 289

28        Waitemata Local Board Urgent Decision - Approval of Conference Attendance - Project NZ for Member Deborah Yates (17-18 September 2014)                                       373

29        Waitemata Local Board Feedback on the Draft Psychoactive Substances – Locally Approved Products Policy                                                                                       379

30        Chairperson's Report                                                                                                383

31        Deputy Chairperson's Report                                                                                  385

32        Board Members' Reports                                                                                         395

33        Waitemata Local Board Workshop Notes                                                               423

34        Reports Requested/Pending                                                                                    433  

35        Consideration of Extraordinary Items 

PUBLIC EXCLUDED

36        Procedural Motion to Exclude the Public                                                               437

C1       Council Controlled Organisation Review, Progress Report to Local Boards   437

C2       The Boroughs Project Proposal - Victoria Park                                                    437  

 


1          Welcome

 

 

2          Apologies

 

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

 

3          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          Confirmation of Minutes

 

That the Waitematā Local Board:

a)         Confirm the ordinary minutes of its meeting, held on Tuesday, 9 September 2014 and the extraordinary minutes of its meeting, held on Tuesday, 16 September 2014, including the confidential section, as a true and correct record.

 

 

5          Leave of Absence

 

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

 

6          Acknowledgements

 

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

 

7          Petitions

 

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

 

8          Deputations

 

Standing Order 3.20 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 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          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 3 minutes per item is allowed, following which there may be questions from members.

 

9.1       Public Forum - Libby McLeay , Action Grafton - Grafton Residents Association

Purpose

1.       Libby McLeay, Action Grafton – Grafton Residents Association will be in attendance to speak to the Waitemata Local Board on:

·    Special Housing Areas (SHAs);

·    Traffic petition; and

·    Housing Project Office.

 

Recommendation

That the Waitematā Local Board:

a)      Thank Libby McLeay for her attendance and presentation to the Board.

 

 

 

9.2       Public Forum - Isabella Lenihan-Ikin, Youth Advisory Panel

Purpose

1.       Isabella Lenihan-Ikin from the Youth Advisory Panel will be in attendance to introduce herself as the panel’s representative to the Waitemata Local Board and to provide an update on the youth panel.

 

Recommendation

That the Waitematā Local Board:

a)      Thank Isabella Lenihan-Ikin for her attendance and presentation to the Board.

 

 

 

9.3       Public Forum - Grey Seagar, Freemans Bay Residents Association

Purpose

1.       Grey Seagar from the Freemans Bay Residents Association will be in attendance to speak to the Board on various issues in the area.

 

Recommendation

That the Waitematā Local Board:

a)      Thank Grey Seager for his attendance and presentation to the Board.

 

 

 

9.4       Public Forum - Luke Niue (Parnell Community Committee) and Chris Hartley  (Local business owner) - Gladstone Road Shops Angle Parking

Purpose

1.       Luke Niue from the Parnell Community Committee and Chris Hartley (Local business owner) will be in attendance to speak to the Board on the Gladstone Road shops angle parking.

 

Recommendation

That the Waitematā Local Board:

a)      Thank Luke Niue and Chris Hartley be thanked for their attendance and presentation to the Board.

 

 

 

10        Extraordinary Business

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

11        Notices of Motion

 

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

 


Waitematā Local Board

14 October 2014

 

 

Councillor's Report

 

File No.: CP2014/22464

 

  

 

Purpose

1.       The purpose of the report is to provide Councillor Mike Lee with an opportunity to update the Waitemata Local Board on Governing issues.

 

Recommendation

That the Waitematā Local Board:

a)      Receive the verbal update from the Waitemata and Gulf Ward Councillor, Mike Lee.

 

 

Attachments

There are no attachments for this report.      

Signatories

Authors

Desiree Tukutama - Democracy Advisor

Authorisers

Judith Webster - Relationship Manager

 


Waitematā Local Board

14 October 2014

 

 

Auckland Transport Update - October 2014

 

File No.: CP2014/22465

 

  

Purpose

1.       The purpose of the report is to respond to local board requests on transport-related matters and to provide information to Elected Members about Auckland Transport (AT) activities in the local board area.

Executive summary

2.       This report covers matters of specific application and interest to the Waitemata Local Board and its community; matters of general interest relating to Auckland Transport activities or the transport sector; and relevant Auckland Transport media releases for the information of the Board and community.

 

Recommendations

That the Waitematā Local Board:

a)      Receive the Auckland Transport Update – October 2014 report.

 

Comments

 

Grafton Gully Multi-lane Boulevard

3.       On 8 July 2014, the Waitemata Local Board received a presentation on a proposal for the Grafton Gully Multi-way Boulevard.  The Board resolved:

That the Waitemata Local Board:

i)          Supports in principle the Grafton Gully Multiway Boulevard proposal;

ii)        Requests Auckland Transport and the New Zealand Transport Agency assess the proposal and provide a response as to how it can be progressed;

iii)       Refers the proposal to the Infrastructure Committee of the Governing Body for its consideration.

CARRIED

4.       AT and NZTA have been jointly investigating the on-going development and operations of the SH16 Grafton Gully corridor for several years.  The focus has been on identifying the optimal ways to improve port access and support City Centre Masterplan initiatives.  AT has also worked with Auckland Council staff on ways to improve the streetscape as part of the Quay Park precinct development.

5.       Generally, AT and NZTA are looking for options in this area that provide good value for money while delivering on core transport issues (improving safety for all modes, unlocking the benefits of the Quay St redevelopment and Grafton Gully/Beach Road cycleway, better connectivity to the University and Parnell Station, etc.) as well as creating a high quality urban form.   There are a number of ways to achieve this, although the presence of significant freight volumes makes it a difficult task.


6.       The Grafton Gully Multi-way Boulevard proposal presented to the Waitemata Local Board recently is similar to options that have been considered by AT and NZTA in the past.  The proposal would have significant costs, but with fairly complicated at-grade intersections, it is unlikely to generate as many transport benefits as an even partly grade-separated solution, although the boulevard feel is recognised as being desirable from an amenity perspective.

7.       Options for the Grafton Gully corridor future configuration, including the Multi-way Boulevard proposal, will continue to be investigated as the city centre and this corridor grows and develops.  As well as this, AT and NZTA continue to work on improving the corridor’s pedestrian, cycle, freight and public transport issues. 

 

Franklin Road Maintenance Repairs

8.       In preparation of the Franklin Road Christmas Lights event, Auckland Transport will be undertaking road and footpath maintenance repairs in mid-October.  Currently the road maintenance is planned for 16 October, and the footpath maintenance for 17-18 October, however, the precise timing of the works are weather dependent.

9.       A wider programme to address the long-term issues on Franklin Road is being prepared with early stakeholder engagement planned for October/November 2014. 

 

Local Board Transport Capital Fund - Ponsonby Road Plan – Ponsonby Pedestrian Experience Project

10.     The Board at its 8 April 2014 meeting identified its desire to spend one year funding (eg, $469,789) from the Local Board Transport Capital Fund to support implementation of the Ponsonby Road Plan.

That the Waitemata Local Board:

i)    Affirms that, subject to the finalisation of relevant plans, the Board has identified: Greenways Routes (currently with Auckland Transport for feasibility scoping); Ponsonby Road (currently in the final stages of Master Plan development); andNewmarket streetscape improvements (currently under precinct development planning with City Transformation), as likely project proposals for the Local Board Transport Capital Fund.

CARRIED

 

11.     Following the 30 September 2014 workshop with the Board, a proposal was identified to provide a continuous pedestrian experience on Ponsonby Road, by providing kerb build outs along the pedestrian desire line across intersections with Ponsonby Road between Franklin Road and Williamson Avenue.

12.     This project could be aligned with the minor safety improvement project Auckland Transport currently has planned for Anglesea Street, Ponsonby.  Detailed design for Anglesea is underway and will be reported in due course to the Board for feedback. The Anglesea proposal is anticipated to serve as a model for similar build-outs along the pedestrian desire line on Ponsonby Road.

13.     Further, under Auckland Transport’s 2014-15 reseal programme, Ponsonby Road from Jervois Road to Richmond Road (road only) will be resurfaced.  Depending on the Board’s decision, AT will look to align synergies between the Ponsonby Pedestrian Experience project and the reseal project. 

 

Consultations

14.     AT undertook consultation with the Waitemata Local Board Transport Portfolio Leaders on the proposals listed in Attachment A. 

Consideration

Local board views and implications

15.       The Board’s views will be incorporated during consultation on any proposed schemes. 

Maori impact statement

16.     Mana whenua and Mana waka are consulted on Auckland Transport’s capital programme and proposed changes to policy.

Implementation

17.       All proposed schemes are subject to prioritization, funding and consultation.  

 

Attachments

No.

Title

Page

aView

Waitemata Public Consultation Feedback

15

 

Signatories

Authors

Priscilla Steel – Auckland Transport Elected Member Relationship Manager

Authorisers

Jonathan Anyon – Auckland Transport Elected Member Team Leader

 

 


Waitematā Local Board

14 October 2014

 

 



Waitematā Local Board

14 October 2014

 

 

Scope of 2014/15 review of the Local Dog Access Rules for Waitematā Local Board Area

 

File No.: CP2014/18173

 

  

Purpose

1.       The purpose of this report is to decide on the scope of review of local dog access rules in the Waitematā Local Board area.

Executive summary

2.       The Auckland Council Governing Body delegated the review of dog access rules on local park, local beach and local foreshore areas to local boards in 2012.

3.       The primary objective for local boards in making decisions on dog access is to ensure public safety and comfort and to ensure that the needs of dogs and their owners are met.

4.       The governing body has established a standard process to assist local boards which identifies what aspects of the process will be funded by the governing body.

5.       The process is intended to start in September 2014 and ends in October 2015. The Waitematā Local Board will need to adopt a proposal by April 2015, hold hearings and deliberations, and make decisions on submissions by August 2015.

6.       The following matters were identified through the 2012 governing body review process and can be used as a basis for establishing the scope of the review:

·     a review of all beach and foreshore dog access rules;

·     a review of the existing dog exercise areas and assess whether or not these areas meet the new criteria for dog exercise areas;

·     a review of “picnic” and “fitness apparatus” area dog access rules; and

·     a review of the terrestrial significant ecological areas.

 

Recommendations

That the Waitematā Local Board:

a)      Resolve to review local dog access rules in the Waitematā Local Board area as follows:

i)        Undertake a review of local dog access rules in 2014/15 and the beach and foreshore access rules with specific reference to the following matters:

·     the identification of possible under control off-leash at all times beaches;

·     the identification of where it is appropriate to use the region wide standard summer times (10am and 5pm) and summer season (Labour Weekend to 1 March);

·     identification of marine based significant ecological areas.

ii)       Review of the existing dog exercise areas and assess whether or not these areas meet the new criteria for dog exercise areas.

iii)      Review of “picnic” and “fitness apparatus” area dog access rules.

iv)      Review of the terrestrial significant ecological areas.

 

Comments

Background

7.       In 2012, the governing body replaced seven legacy policies and seven legacy bylaws on dogs with a single Auckland Council Policy on Dogs 2012 and Auckland Council Dog Management Bylaw 2012. As part of that process it delegated responsibilities for dog access rules on local park, local beach and local foreshore areas (areas not of regional significance or Department of Conservation) to local boards.

8.       The delegations also contained a specific requirement that local boards review their dog access rules on any beach and foreshore area.

9.       The Waitematā Local Board is programmed to review local dog access rule in the 2014/15 round of reviews.

General considerations

10.     The primary issues of dog access under the Dog Control Act 1996, the council’s Policy on Dogs 2012 and the Dog Management Bylaw 2012 is balancing the protection of the safety and comfort of the general public, the protection of wildlife and providing for the recreational and exercise needs of dogs and their owners on a region wide basis. This means having regard to. 

“(a)    the need to minimise danger, distress, and nuisance to the community generally;

(b)    the need to avoid the inherent danger in allowing dogs to have uncontrolled access to public places that are frequented by children, whether or not the children are accompanied by adults;

(c)    the importance of enabling, to the extent that is practicable, the public (including families) to use streets and public amenities without fear of attack or intimidation by dogs; and

(d)    the exercise and recreational needs of dogs and their owners”[1].

Safety and comfort of the general public

11.     While the following information is not specific to the Waitematā Local Board area, it provides an indicative overview of the general issues.

12.     Primary research undertaken by staff for the Auckland Council Dog Management Bylaw 2012 identified that in 2010 the top three dog related complaints[2] were roaming, barking and dog attacks or aggression.

13.     Key points from this research of common dog related complaints received include:

·    Dogs that roam unaccompanied by their owners account for just over half of all dog related problems.

·    Dogs that persistently bark or howl account for one third of all dog related problems.

·    Dogs that attack, rush or are aggressive to people or animals account for just over a tenth of all dog related problems. Dog attacks on people account for less than three per cent of complaints.

 

 

 

 

14.     The research (as shown in Figure 1) identified that of the most common location of reported dog attacks on people was outside the owner’s property (36 per cent). However, it should be noted that based on ACC injury statistics, the reported incidents are estimated to only account for less than a third of actual dog attacks[3]. A possible reason for lack of reporting, particularly in public places may be an inability to identify the details of a dog or their owner in order to make a complaint.

 

15.     Comfort of the general public is more problematic to assess and quantify. The first matter that the board is required to consider is whether the general public can utilise a public area without “fear of attack or intimidation”. While it is noted that most dog owners would consider that their pets are friendly and would not wilfully harm anyone, to another user of and area to whom a dog is unknown, the presence of an unleashed dog may engender fear or intimidation particularly within a confined area such as a boardwalk or narrow bush walk where there is no area to avoid coming into contact with the dog. Secondly, there is the requirement to consider nuisance to the community, do users of the space want to be approached by unknown dogs. As part of a survey conducted for the dog access reviews of the review for the Kaipatiki and Orakei local boards, 60 per cent and 65 per cent respectively of non-dog owner respondents did not want unknown dogs approaching them[4].

16.     This would indicate that in order for the comfort of people to be maintained, dogs need to be effectively controlled in the proximity of non-dog owners, particularly around vulnerable people, and that any interactions are managed so that they are positive for owners, their dogs and non-dog owners. Dog access rules can help in managing interactions by identifying areas where dogs are allowed under control off-leash, on-leash or are prohibited.

Wildlife

17.     A number of wetland and shorebirds are vulnerable to dogs as they nest, roost, breed or feed in wetland or inter-tidal areas. Feedback from Auckland Council biodiversity staff indicates that for some species, including the New Zealand Dotterel, the presence of dogs can cause ground-nesting birds to leave the nest resulting in loss of clutches and broods and disrupted feeding which is particularly important for migratory birds.

18.     Dog restrictions in protected wildlife areas are not only about protecting wildlife, but also reducing the risk of associated penalties on owners if such areas are disrupted by dogs.

19.     Under the Dog Control Act 1996, it is an offence to allow dogs to roam or attack protected wildlife. Penalties include seizure and destruction of the dog, owner imprisonment for a term not exceeding three years, or a fine not exceeding $20,000, or both. Under section 63 of the Wildlife Act 1953 it is an offence to kill or disturb wildlife. Penalties for individuals include imprisonment for a term not exceeding two years, or a fine not exceeding $100,000, or both.

Recreational and exercise needs of owners and their dogs

20.     Walking with their dogs is an important form of regular exercise for many dog owners with a study in Manukau showing that for 50 per cent of owners with dog it was their main form of exercise[5]. Supervised interaction between dogs and with people is also important for the socialisation of dogs.

21.     It is generally accepted that areas to walk a dog (either on-leash or off-leash) that are easily accessible, desirable, and provide diversity of experience for both the dog and owner is important.

What local dog access rules to review

 

22.     To assist the local board, staff have identified the following dog access rules for possible review.

23.     Category 1 - Review

This relates to the delegated duty to review all beach and foreshore dog access rules. A proposal must be adopted for public notification[6].

This review includes the following:

·        the identification of possible under control off-leash at all times beaches;

·        the identification of where it is appropriate to use the region wide standard summer times (10am and 5pm) and summer season (Labour Weekend to 1 March).

The identification of marine based significant ecological areas is closely linked to the above rules and is therefore recommended by staff to be considered appropriate for inclusion in the review.

24.     Category 2 – Consider

This relates to public requests for changes to dog access rules on specific parks and beaches during the 2012 process. It is at a local board’s discretion to include any such requests in a proposal for public notification. The requests for changes to existing rules in the Waitematā Local Board area are as follows, with the number of people making the request shown in (brackets):

·    Grey Lynn Park.  Enlarge current off-leash area (1)

 

25.     Category 3 – Optional

This category relates to making dog access rules less complicated. During the 2012 process staff identified a number of issues which, if resolved, would clarify or revoke ambiguous legacy rules and ensure any changes are easier to understand ‘on the ground’[7]. Staff analysis identified the following issues for the Waitematā Local Board area:

 

·    Review dog exercise areas against the new criteria in Policy Method 3E of the Policy on Dogs.

·    Identify or review “picnic areas” and “fitness apparatus areas” in which dogs must be under control on a leash.

·    Identify areas within a park (except an area identified as a prohibited area or a dog exercise area) identified by the District Plan as a significant ecological area on which dogs must be under control on a leash and prohibited from the water.

 

26.     The current Waitematā Local Board dog access rules are provided in Attachment C for completeness.

27.     In developing bylaws that manage activities on beaches, knowing how busy a beach is important to deciding whether different uses are compatible. Unfortunately what some residents consider busy, other residents consider empty. A fixed time lapse camera is proposed to be located at one of the beaches within the Waitematā Local Board area to assess use and activity levels throughout the day to help inform the decision making process.

28.     The following tables provide options in relation to the above matters to assist the board to decide what local dog access rules to review.

Table 1: Beach and foreshore dog access rules

Option

Advantages and disadvantages

Option 1: Review dog access rules of all beaches, foreshore and adjacent parks (includes a review of the significant ecological areas).

Why?

Provides a comprehensive review of the beaches and adjacent parks as these areas are used in conjunction with one another.

Advantages

Provides for an integrated approach to the beaches, foreshore and adjacent parks in the way that they are actually used.  

Disadvantages

Resource (time) required to investigate.

 

Option 2: Review dog access rules only on beaches and foreshore areas (includes a review of the significant ecological areas).

 

Advantages

Less resource required to investigate. 

Disadvantages

The dog access rules for the parks adjacent to the beaches may be confusing or inappropriate if there are changes to the dog access rules for the beaches.

 

Table 2: Parks 

Option

Advantages and disadvantages

Option 1: Review of all dog exercise areas   

Why review?

The Dog Management Bylaw 2012 altered the definitions of the existing territorial authority dog access rules. Under the new dog policy and bylaw a ‘dog exercise area’ is a place where dog owners are the priority user, with characteristics similar to a ‘dog park’ with an ‘under control off-leash area’ being a place shared with other users. The list of dog exercise areas in the schedule has yet to be properly assessed as to their appropriateness for dog priority areas.

Advantages

Will ensure that appropriate dog access rules are implemented within local parks.

 

Allows for the clarification of and confusing rules.   

 

Disadvantages

Resource (time) required to investigate.

 


 

Option 2: Review only the Dog exercise area for Grey Lynn Park 

Advantages

Grey Lynn Park was specifically identified by a submitter within the 2012 submissions for the Dog Management Bylaw as an issue. 

The existing dog access rules for Grey Lynn park are difficult to interpret.  

Less resource (time) required to investigate than Option 1.

Disadvantages

The other parks in the list of parks designated as dog exercise areas have not been assessed against the relevant dog policies and may not be appropriate as a dog exercise area and should be designated as an off-leash shared space or another more appropriate dog access classification.

Option 3: Do not review

Advantages

No resource (time) required to investigate, and no costs for signs (if required).

Disadvantages

The list of parks designated as dog exercise areas have not been assessed against the relevant dog policies and may not be appropriate as a dog exercise area and should be designated as an off-leash shared space or another more appropriate dog access classification.

 

Table 3: Picnic areas and fitness apparatus

Option

Advantages and disadvantages

Option 1: Review “picnic areas” and “fitness apparatus”

Why review?

Neither term defined but many instances of isolated tables and BBQ facilities on parks.

Current rule considered unenforceable by animal management officers as terms not defined. Any actions taken are in response to an uncontrolled dog complaint.

Residents (including dog owners) do not know where this rule applies as terms not defined.

Given the rule is not defined and unenforceable, the question becomes is the rule necessary?

Advantages

Will remove a rule that creates confusion, is not enforced, and difficult to communicate.

Disadvantages

Resource (time) required to investigate.

Possible outcomes of review and costs (illustration)

Rule revoked. Investigation finds rule unnecessary and that underlying rule for the park (typically under control off-leash) is appropriate.No additional costs.

Rule replaced. Investigation finds a small number of particular areas easily identifiable on the ground as high use areas.

 


 

Option 2: Do not review (retain current “picnic areas” and “fitness apparatus” rule)

Advantages

No resource (time) required to investigate, and no costs for signs (if required).

Disadvantages

Retains a confusing rule that is not enforced, and difficult to communicate.

 

Table 4: Review of the significant ecological areas

Option

Advantages and disadvantages

Option 1: Review of the significant ecological areas.

Why review?

Once the Proposed Unitary Plan becomes operative, the significant ecological area within the Unitary Plan will replace the existing significant ecological area in the current operative district plan.

Advantages

The significant ecological areas within the Proposed Unitary Plan are based on areas of vegetation and habitats. Not all significant ecological areas necessarily require dogs to be on leash for the protection of native wildlife. 

Disadvantages

Resource (time) required to investigate.

 

Option 2: Do not review significant ecological areas.

Advantages

No resource (time) required to investigate.

Cons

May result in additional restrictions on dog access that may not be intended if Option 1 in Table 1 is adopted.

 

 

Process and costs

29.     The governing body has established a standard process to assist local boards. The governing body will fund aspects of the standard process, including basic research and engagement and public notification. Local boards will fund any additional research and engagement, alternative forms of public notification, and signage.

30.     The standard process established by the governing body supports changes to dog access rules on an annual basis being integrated with the dog registration process. This process allows for a more timely and robust discussion as well as achieving efficiencies by aligning the review programmes across multiple local boards to allow for centralised support and activities.

31.     The process timeline starts in September 2014 and ends in October 2015. The local board will need to adopt a proposal by April 2015, hold hearings and deliberations and make decisions on submissions by August 2015.

32.     Attachment B provides an outline of the process together with clarification of responsibilities and funding allocations between the governing body and the local board.


Pre-consultation and research

33.     For completeness, the table below summarise the proposed activities covered through the standard process to be undertaken prior to the formal consultation for a statement of proposal using the special consultative procedure of the Local Government Act 2002. The confirmation of the standard initiatives is subject to the finalisation of the scope of the review.

Pre-consultation activities: September 2014 – March 2015

Auckland Council internal stakeholders

Workshops/meetings with representatives from:

·   Parks

·   Animal Management

·   Biodiversity

·   Biosecurity

·   Community Policy and Planning

External interested parties and identified stakeholders

Workshops/meetings (via direct invitation) with representatives from:

·   Ecological groups

·   Specific interest groups (e.g. residents and ratepayer associations)

Survey (on-line survey), invitees to include:

·   General public

·   Local board identified stakeholders

·   People’s panel members in affected Waitematā Local Board area

Photo library (beaches within review only)

·   Static time-lapse camera at a beach within the local board area

 

Consideration

Local board views and implications

34.     The views of other local boards have not been sought.

Maori impact statement

35.     The views of 19 iwi in relation to dog access was sought as part of two hui held on 22 and 23 October 2013. The hui covered five bylaw topics - signs, trading in public places, navigation safety and lifejackets, animal management and dog access, outdoor fires.

36.     Feedback related to the ability of iwi to determine dog access on Marae, a focus on control, responsible dog ownership, and ensuring the protection of sensitive ecological areas.

Implementation

37.     Issues related to implementation relate to the local board costs for additional research, engagement, and public notification initiatives; and the cost of any signage.

38.     The costs of implementation are expected to be obtained from existing budgets. The cost of signage will become clearer as the review progresses.

 

 

Attachments

No.

Title

Page

aView

Decision-making framework and considerations

29

bView

Standard Process

35

cView

Current dog access rules for Waitemata Local Board area

37

     

Signatories

Authors

Justin Walters - Policy Analyst

Authorisers

Helgard Wagener - Team leader, Policies and Bylaws

Judith Webster - Relationship Manager

 


Waitematā Local Board

14 October 2014

 

 

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Waitematā Local Board

14 October 2014

 

 

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14 October 2014

 

 

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Waitematā Local Board

14 October 2014

 

 

Sergeant's Flat Review - 1B Ponsonby Road

 

File No.: CP2014/22780

 

  

Purpose

1.       To provide a summary of the recent review of the Sergeant’s Flat in the Studio One precinct (1B Ponsonby Road), and request allocation of the arts facility capital works budget for a facility upgrade.

Executive summary

2.       In 2013 Studio One Toi Tū (previously “Artstation”) went through a strategic and operational review, resulting in a refurbishment and re-purposing. During that time, 1B Ponsonby Road (the Sergeant's Flat) was recognised as an element of the wider creative precinct but the decision was made to exclude it from the review. With the Studio One Toi Tū refurbishment completed, a review of the Sergeant's Flat has since been completed.

3.       The review has identified that the existing tenants meet the criteria of the (draft) Waitematā Local Board Plan and the Studio One Toi Tū Operational Business Plan (2013 – 2016). The Auckland Council property team has also identified the scope of works that could be completed using the Waitematā Local Board capital expenditure budget (Art Facility budget line).

 

Recommendations

That the Waitematā Local Board:

a)      Endorse the process for choosing any new tenants for the precinct, using standardised assessment criteria as outlined in Table 1 of this report.

b)      Agree that all existing tenants meeting these criteria be offered new standard tenancy agreements at a consistent rental rate based on the space they occupy.

c)      Allocate the 2014/2015 Art Facility capital expenditure budget of $48,538 for an upgrade of the Sergeant’s Flat.

 

Comments

 

4.       The objectives of the Sergeant’s Flat review included:

·    achieve a clearly defined, fair and transparent process for sourcing and approving tenants;

·    formalise tenancy arrangements;

·    ensure consistency of the arrangements with the wider creative precinct; and

·    assess the site condition, identifying any property maintenance and upgrade requirements.

5.       A stated objective of the Studio One Toi Tū (Artstation) Operational Business Plan (2013 – 2016) is to operate within an economically sustainable manner. This was a guiding premise for the review, in terms of taking a user-pays approach to all Sergeant’s Flat’s tenancy arrangements.

 

6.       Recent Sergeant’s Flat tenants have included a range of creative professionals (primarily organisations), individual artists and other creatives. There are four tenants that occupy the Sergeant’s Flat today, being:

·    Artists Alliance (1999 – present);

·    Tautai Contemporary Pacific Arts Trust (2001 – present);

·    Deborah Crowe, artist and MIT lecturer (2009 – present); and

·    Tāmaki Makaurau Matariki Festival Trust (2011 – present).

 

7.       No formalised lease arrangements are in place between the council and the Tāmaki Makaurau Matariki Festival Trust, although the tenancy was arranged by verbal agreement in 2011 with previous council staff. Signed agreements are in place with the remaining three tenants. These arrangements have altered over time, with tenanted spaces and rental rates changing, as noted by correspondence exchanged between the council and tenants.

 

8.       A rates comparison was undertaken to consider market value for the Sergeant’s Flat, looking at building condition, location, availability of parking and other factors. The condition of the Sergeant’s Flat is generally older and more worn than other comparable office and studio facilities. A tenancy rate of approximately $350 per m2 is appropriate for the Sergeant’s Flat due to its condition and alignment to previous market assessments and comparison against other premises. This is a rate comparable to the highest rate per m2 being charged in the precinct at present.  A single rental rate applied across all tenantable areas would align all tenants, achieving a consistent, fair and transparent approach.

 

9.       Charging for all tenantable Sergeant’s Flat spaces will mean that the $40,000 per year commercial rent revenue target is achievable.

 

10.     A set of criteria for assessing potential tenants were identified from a combination of the 2011 and 2014 (draft) Waitematā Local Board Plans and the Studio One Toi Tū Operational Business Plan (2013 – 2016).  Each existing tenant was then assessed against these criteria.

11.     The criteria are highlighted in the table below.

Table 1:  Studio One creative precinct – proposed tenancy / residency criteria

Criteria 1

Type of tenant sought - individual artists and other creatives, or creative professionals (individuals / organisations)

[Basis: Local Board Plans and Studio One Toi Tū (Artstation) Operational Business Plan – indicated generally rather than as a specific objective]

Criteria 2

Celebrating and supporting arts and creative ventures

[Basis: Local Board Plans]

Criteria 3

Celebrating and enhancing the cultural diversity of the local area

[Basis: Local Board Plans]

Criteria 4

Supporting the growth and development of the local economy and business ventures, including those working within the arts and creative enterprises space.

[Basis: Local Board Plans]

Criteria 5

 

Support precinct’s ability to operate within an economically sustainable manner

[Basis: Studio One Toi Tū (Artstation) Operational Business Plan]

Criteria 6

Supports precincts guiding principles[8] of:

·      Creativity

·      Abundance

·      Generosity

·      Sociality

·      Effectiveness

[Basis: Studio One Toi Tū (Artstation) Operational Business Plan 2013]

Criteria 7

The potential tenant / resident is an organisation / individual in good standing, with no outstanding debts to Auckland Council

 

12.     The results of the review indicate that the existing tenants all meet the strategic vision and desired criteria for residency for the creative precinct as they are all artists or arts organisations making a broad range of contributions to arts and culture practice in the region. If these assessment criteria are endorsed, all existing tenants will be offered a tenancy agreement on the basis outlined in this report. Any offer of tenancy would however be subject to the criteria 7, which requires the organisation or individual to be in good standing, with no outstanding debts to Auckland Council.

13.     As part of this review, a condition assessment was carried out by council officers. Feedback was also sought from tenants as to any issues they were aware of that required attention.

 

14.     The $48,538 Waitematā Local Board Art Facility capital expenditure budget could potentially be used to address highlighted issues. This report is recommending release of these funds for this renewal.

 

15.     Key findings from the condition assessment were:

·    historic building, with tired interior and age related issues;

·    the spaces are cold in winter and have no heating systems;

·    lighting provision is not well suited for office / studio uses;

·    priority to be given to common areas, and to making the facility a safe and comfortable space to work from;

·    upgrade style to be consistent with Studio One Toi Tū; and

·    there is a limited budget available for any upgrade / improvement works.

 

16.     The council’s property department identified improvement works considered to offer the greatest benefit to the Sergeant’s Flat. These focus on making the site a comfortable, safe, and fit-for-purpose work environment. The proposed works would improve lighting, upgrade the kitchen /bathroom area, and seek to provide a warmer environment.

17.     Following the condition assessment, the council also undertook Structural and Fire Engineering reviews.  A structural upgrade was undertaken for the main building (Studio One) in the 1970s, but no such strengthening is visible for Sergeant’s Flat. A detailed seismic assessment is also recommended for the precinct as a whole. This is part of a wider project for the council, whereby a large number of buildings may need to be reviewed against earthquake risk and potential seismic performance issues. Prioritisation and timing for more detailed assessments will be determined across the council’s building portfolio once national requirements are better defined and confirmed.

18.     The Sergeant’s Flat has a NZS4512 compliant fire alarm system and signage that meet location requirements of F8/AS1. There are a number of non-compliance issues, with some of those required to be addressed following alteration works recently undertaken for Studio One. These fire safety works relate to the building as a whole, rather than all being specific to the Sergeant’s Flat. Therefore they will be addressed as a separate exercise to the proposed upgrade works.

19.     Recommendations identified from the review of the Sergeant’s Flat, are:

·    Upgrade the Sergeant’s Flat, as per the Property Department recommendations – local board approval required for allocation of $48,538 capital expenditure budget;

·    Apply a consistent, fair and transparent rental rate across all tenantable spaces, recommended at $350 per m2; and

·    For any current or future tenancy, all agreements should be replaced with standard Auckland Council tenancy agreements.

Consideration

Local board views and implications

20.     This report is in response to a request from the Waitematā Local Board to bring the Sergeant’s Flat in line with the operations of the Studio One precinct.

Māori impact statement

21.     The Studio One precinct is located on a significant site for Maori as it is part of the first land gifted to the Crown. The implementation of new tenancy arrangements and the minor renewals work will not have a significant impact on Maori.

Implementation

22.     Staff will discuss the requirement to enter into a new Auckland Council standard tenancy agreement with each existing tenant.  A notice period for termination of the existing lease agreements will be negotiated with each tenant.

23.     Staff will work through a project plan for the upgrade works in cooperation with tenants, with the view to minimising disruption to their operations.

 

Attachments

There are no attachments for this report.    

Signatories

Authors

Holly Nicholson - PA/Business Coordinator

Authorisers

Graham Bodman - Manager - Community Development, Arts and Culture

Judith Webster - Relationship Manager

 


Waitematā Local Board

14 October 2014

 

 

Significance and Engagement Policy

 

File No.: CP2014/23019

 

  

 

Purpose

1.       The purpose of this memo is to provide background information on the draft Significance and Engagement Policy to support local boards in providing formal feedback.

Executive summary

2.       There have been changes to the Local Government Act 2002 (LGA2002). Council is now required to adopt a Significance and Engagement policy by 1 December 2014. Council already has a Significance Policy but the council must expand it to include engagement.

3.       A draft Significance and Engagement Policy was adopted by the Regional Strategy and Policy Committee on 4 September for public consultation from 22 September to 19 October 2014. 

4.       The legislation requires the policy to consider community preferences about engagement on decisions relating to specific issues. Auckland Council carries out hundreds of consultations each year from small neighbourhood issues up to large regional issues. A core function of local boards is to understand, engage with and represent their local communities. The development of the Significance and Engagement Policy is not intended to constrain or restrict the role of local boards in this regard.

5.       An overview of the kinds of methods that could be used depending on the significance of the issue has been compiled to provide guidance.

6.       The policy will be supported by updated guidelines, case studies and templates providing more detail on engagement principles and good practice.

 

Recommendations

That the Waitematā Local Board:

a)      Provide feedback on the draft Auckland Council Significance and Engagement Policy

 

Background

 

7.       As part of the LTP 2012-2022 process, Auckland Council adopted a Significance Policy to provide a mechanism for establishing which decisions are significant with reference to thresholds and general criteria. This was a requirement under the LGA2002 and the policy requires all council reports to state the degree of significance. A significant decision triggers an automatic requirement to consult.

8.       The Local Government Act 2002 Amendment Act 2014 amended the LGA 2002, so that all councils are now required to adopt a Significance and Engagement Policy by 1 December 2014.

9.       The legislative change requires the council to expand the current Significance Policy to include engagement. The current Significance Policy has been used to provide the basis of the new Significance and Engagement Policy.

10.     The draft Significance and Engagement Policy was adopted by the Regional Strategy and Policy Committee on 4 September for public consultation from 22 September to 19 October.

11.     Since the committee meeting, there have been some minor changes to clarify what constitutes a significant decision. The order of the significance section has changed as a result of this, while the criteria that related to engagement are now in section 6.1 under engagement methods.

Consultation on the draft policy

12.     Consultation on the draft policy will not follow a Special Consultative Procedure. Consultation will be targeted at interest groups and will seek out feedback from communities who are often not involved in council’s consultation processes.

13.     Consultation will largely be focused online through ShapeAuckland. A sign language submissions service has also been set up through Deaf Radio.

14.     A variety of stakeholder organisations have been contacted to help organise community workshops on the draft policy. This includes youth groups, ethnic groups, grey power, age concern, community organisations and networks.

15.     In addition, the council will use Our Auckland, the People’s Panel and social media as a way of further encouraging feedback on the draft policy. Local boards are encouraged to help encourage participation through their stakeholder newsletters and social media.

Role of local boards

16.     A core function of local boards is to understand, engage with and represent their local communities. They do this through a number of formal and informal mechanisms in relation to their local board plans and local board agreements and also to inform local board input into regional plans and policies. The development of the Significance and Engagement Policy is not intended to constrain or restrict this role.

17.     While adoption of the Significance and Engagement Policy is a Governing Body decision, local boards have a role providing input to its development. The purpose of this report is to seek local board input on the attached draft policy.

Policy approach to engagement

18.     The LGA2002 sets out principles for consultation that all councils must follow.

19.     Feedback received from the community and stakeholders on Auckland Council consultation and engagement processes has highlighted a number of other important principles to consider when engaging with the community. These have been incorporated into the policy as a way of recognising the needs of Auckland’s diverse communities and the value that is placed on their involvement in decision-making processes.

20.     The legislation requires the policy to set out how the council will respond to community preferences about engagement on decisions relating to specific issues, assets and other matters. Auckland Council carries out hundreds of consultations each year from small neighbourhood issues up to large regional issues. A list of how the council will engage on each issue would be extensive and would not allow flexibility depending on the timing, community affected and likely level of interest on the issue. It would also limit the council’s ability to consider and refine approaches for engagement in response to community feedback.

21.     An overview of the kinds of methods that could be used depending on the significance of the issue has been compiled to provide guidance. These have been categorised as small and simple, medium or large and complex. The level of significance will be determined using the criteria in section 3 of the policy.  The criteria used to assess whether a decision is significant are also useful when considering which engagement methods should be used for a particular decision (if any).  (For the avoidance of doubt, the use of the criteria to assess the level of engagement does not replace the council’s assessment of whether or not a decision is “significant”).

Significance

22.     A decision is significant if:

a.       The thresholds related to an activity or group of activities are exceeded; or

b.       The decision relates to strategic assets.

23.     A decision will also be significant where the council, having applied the criteria, decides that it is significant. Where a decision is determined to be significant, it will automatically trigger a requirement to consult.

Strategic Assets

24.     Strategic assets are defined as assets or group of assets required for the local authority to maintain its capacity to achieve or promote any outcome that council determines is important for the present or future wellbeing of the community. The council considers its strategic assets as whole single assets because it is the asset class as a whole that delivers the service. The list of strategic assets should cover only those assets that are significant for an entity the size of the Auckland Council. The strategic assets are listed in the Significance and Engagement Policy which includes land or buildings owned by the council that are required to maintain the local authority’s capacity to provide affordable housing and equity securities held by council in a port company or airport company.

25.     The definition of networks included in the list of strategic assets has been updated by including the North Harbour Stadium, Bruce Mason Theatre and Q Theatre which Auckland Council acquired since the adoption of the Significance Policy in 2012. In addition, substantive shares in Watercare have been combined with shares in substantive CCOs as Watercare became a substantive CCO in 2012.

26.     The legislation provides that a decision to transfer the ownership or control of a strategic asset to or from the local authority may only be made if they are explicitly provided for in the council’s LTP and, from 2015, also included in the consultation document used to consult on the LTP.

27.     Decisions on assets not included in the list are subject to the normal provisions of the Local Government Act 2002 regarding decision making and consultation.  This ensures that interested or affected parties will have their views considered appropriately in decision making. The council would retain discretion to consult (including using the special consultative procedure) for these decisions if it wished.

28.     Strategic assets, as defined by this policy that are owned and or managed by a substantive CCO are identified in the CCO Accountability Policy.

Thresholds

29.     As a general guide, the creation of a new group of activity, the cessation of a group of activity, or a 33 per cent increase or 20 per cent decrease in the nature of a group of activity, would be considered significant.

General Criteria

30.     The council has also identified a list of criteria to consider when deciding whether or not a matter is significant.


Timeline

31.     The high level timeline for the development of the policy is as follows:

 

Milestone

Description / steps

Timing

Developing the draft policy

Drafting the policy

Testing the policy internally, with key stakeholders and advisory panels

Gaining feedback on draft policy with local board members, local board chairs, IMSB

Regional Strategy & Policy for adoption prior to consultation

July – August

 

 

 

 

 

5 September

Consulting on the draft policy

Communications and engagement on the draft

Local board workshops

Local board reports / formal feedback process

Advisory panel workshops

Stakeholder discussions

Public engagement

 

September-October

Revising the draft policy

Analysing and reviewing feedback

Updating draft policy

 

October onwards

Adopting the policy

Budget Committee

Regional Strategy and Policy

Governing body for adoption

5 November

6 November

27 November

 

32.     This policy is expected to be adopted by 1 December 2014 and must be incorporated into the Long-term Plan (in summary form). The policy can be amended at any time.

Consideration

Local board views and implications

 

33.     This report is seeking the views of local boards on the draft policy.

34.     Local boards’ statutory role of identifying and communicating the views of the community on regional strategies, policies, plans and bylaws of the council has been taken into account during the development of the draft policy.

35.     Engagement with local boards to date has included:

·    an initial discussion at the Local Board Chairs Forum meeting on 28 April 2014;

·    a workshop for all local board members to discuss aspects of the draft policy on 22 August; 

·    workshops are being held with individual boards during September and October where requested.

Māori impact statement

36.     Auckland Council recognize that Māori are a critical / important audience that need to be engaged in a meaningful way. The Treaty of Waitangi Audit 2012 and the Auckland Council Guide on Engaging with Māori were reviewed during the development of the draft policy. The draft policy has been presented for discussion to the Independent Māori Statutory Board. The results of a recent research study on Māori engagement with Auckland Council will be considered prior to finalizing the draft policy and to identify improvements with the engagement guidelines.

37.     Discussions on the draft policy and guidelines will also take place at a Mana Whenua forum during the consultation period.

General

38.     This report does not involve decisions that will trigger the council’s current Significance Policy.

Implementation

39.     Auckland Council does not currently have an adopted engagement policy. It does however have:

·        a consultation and engagement guidebook;

·        a guide on Engagement with Māori;

·        a staff training programme in community engagement through the International Association of Public Participation (IAP2);

·        an internal network which is used to share case studies; and

·        an annual awards event to celebrate good practice.

40.     Further work is taking place to improve the guidance that is available, in particular with respect to engaging with Auckland’s culturally and demographically diverse communities.

41.     It is expected that updated guidance, case studies and templates will be prepared alongside the development of the draft policy so that these are available for the purposes of engagement on the draft Long-term Plan and other processes as soon as practicable. This will include legal advice on the consultation document and other changes to requirements as a result of the LGA 2002 amendments.

42.     Local boards will be encouraged to input into the development of the updated guidance, case studies and templates through the engagement advisors.

 

Attachments

No.

Title

Page

aView

Draft Significance and Engagement Policy

53

Signatories

Authors

Carol Hayward - Team Leader Consultation and Engagement

Authorisers

Karl Ferguson - Communication & Engagement Director

Judith Webster - Relationship Manager

 


Waitematā Local Board

14 October 2014

 

 

 

 

Title: Auckland Council logo

Title: Consultation in library - Description: The image shows a member of the public receiving guidance on how to access online information about a plan and being shown supporting materials and maps.Text Box: Significance and Engagement Policy
Consultation Draft - September 2014


Waitematā Local Board

14 October 2014

 

 

Credit: Heidi Ping Xu


Waitematā Local Board

14 October 2014

 

 

1.          Table of Contents

1       Context 4

2       Decision making. 5

3       Significance. 7

4       Approach to engagement 9

5       Applying the policy. 11

6       Schedule 1: Methods of engagement 13

 


1        Context

1.1      Introduction

For Auckland Council, engagement is a genuine dialogue between decision-makers, communities and stakeholders for the purpose of making better decisions, policies or programmes of action.

Public input into decisions, policies or programmes of action is an essential part of ensuring they reflect the aspirations of residents, iwi, community groups and businesses - everyone who is invested in Auckland's future being one of prosperity, equality and wellbeing.

This policy aims to enable a flexible approach to engagement that recognises and supports the needs of Auckland’s diverse communities to get involved in council and civic life, and demonstrates a commitment to building ongoing relationships and greater understanding of community views and preferences.

 

1.2      Policy purpose and overview

The purpose of this policy is to enable Auckland Council  and its communities to identify the degree of significance attached to particular issues, proposals, assets, decisions, and activities; and

·     to provide clarity about how and when communities can expect to be engaged in decisions about different  issues, assets, or other matters; and

·     to inform the council from the beginning of a decision-making process about—

the extent of any public engagement that is expected before a particular decision is made; and

the form or type of engagement required.

2        Decision making

One of the key roles of local government is to enable democratic local decision-making and action by, and on behalf of, communities. At Auckland Council, decision-making for regional decisions is undertaken by the Governing Body and for local decisions by local boards. Local Boards also have a key role in identifying and communicating the views of local communities on regional strategies, policies, plans and bylaws.

While community and stakeholder engagement improves decision-making, it is not the sole input into a decision. As shown in the diagram below, there are a wide range of information sources and perspectives that will inform a council decision. The information sources and perspectives are harnessed and collated which helps make the decision ‘sustainable’ (i.e. unlikely to require re-visiting due to it being well-informed and well-considered). Decisions are based on a wide range of information sources and perspectives and it may differ from the prevailing public opinion.

Title: Decision making process - Description: Sustainable decision-making inputs: technical input and advice; financial costs, benefits and considerations; Auckland Plan and Local Board Plan outcomes;  Council strategy and policy; Government policy; other considerations; public / stakeholder opinions, concerns, ideas, needs, values, motivations and goals.

Inputs into public / stakeholder opinions: community and stakeholder engagement, for example stakeholder meetings and workshops, reference and advisory groups; consultation, for example feedback forms, Special Consultative Procedure; opinion research, for example representative surveys, focus groups.

 

 

 

 

2.1      The Mayor and Governing Body

The Mayor has a responsibility for ensuring there is effective engagement between Auckland Council and the people of Auckland, including those too young to vote. The Mayor has established a number of advisory panels to: provide strategic advice to council on issues of importance to their communities (youth, ethnic people, pacific people, seniors, disability, rural); and to advise on effective engagement by council with those communities.

The Governing Body, comprising the Mayor and councillors, focuses on region-wide strategic decisions and must ensure that consultation and engagement requirements are met when making those decisions.

2.2      Local boards

Local boards make decisions on local matters, provide local leadership and support strong local communities.

With regard to community engagement and consultation, local boards are responsible for:

·     making decisions about non-regulatory local matters, including negotiating the standards of services delivered locally;

·     making decisions about regulatory local matters delegated to it by the governing body;

·     identifying and communicating the views of local people on regional strategies, policies, plans and bylaws to the governing body;

·     providing local leadership and developing relationships with the community, community organisations and special interest groups in the local area.

 

2.3      Independent Māori Statutory Board

The Independent Māori Statutory Board has appointed mana whenua and matāwaka (Māori communities with no tribal affiliation in Auckland) representatives.

The board assists Auckland Council to make decisions, perform functions, and exercise powers by:

·     promoting cultural, economic, environmental, and social issues of significance for mana whenua groups; and matāwaka of Tamaki Makaurau; and

·     ensuring that the council acts in accordance with statutory provisions referring to the Treaty of Waitangi.


3      Significance

A decision is significant if:

a.   the thresholds related to an activity or groups of activities stated below are exceeded; or

b.   the decision relates to the strategic assets listed below.

A decision will also be significant where the council, having applied the criteria listed below, decides that it is significant. Where a decision is determined to be significant it will automatically trigger a requirement to consult.

 

3.1      Thresholds

As a general guide, the creation of a new group of activity, the cessation of a group of activity, or a 33 per cent increase or 20 per cent decrease in the nature of a group of activity, would be considered significant.

 

3.2      Strategic assets

The council’s strategic assets are those vital for the delivery of its services to the community. The council considers its strategic assets as whole single assets (a network) because it is the asset class as a whole that delivers the service. A network is deemed to include those components which are integral to the functioning of the network as a whole. There are also a few iconic assets which have strategic significance for the Auckland region. In addition the LGA 2002 provides that shares in a port company and an airport company and assets required to provide affordable housing are strategic assets.

The council’s strategic assets are set out below.

1.   Public transport network, including Britomart

2.   Roading network

3.   Stormwater network

4.   Water and wastewater network

5.   Parks network

6.   Network of swimming pools

7.   Network of community centres and halls

8.   Community library network

9.   Cemeteries, heritage scheduled buildings and structures

10. Freehold interest in waterfront land held by the Ports of Auckland and the Auckland Waterfront Development Agency

11. Shares in substantive CCOs

12. Auckland Central Library and the historical library collection

13. Civic Theatre, Aotea Centre, Zoo, Viaduct Events Centre, North Harbour Stadium, Bruce Mason Theatre, Q Theatre, Auckland Art Gallery (including the art collection owned by Regional Facilities Auckland), Mt Smart Stadium and the council's contractual rights and interests in Auckland City Arena (known as Vector Arena)

14. Social housing network including housing for the elderly

15. Shares in Auckland International Airport Limited (AIAL)

16. Shares in Ports of Auckland.

Strategic assets, as defined by this policy, that are owned and or managed by a substantive CCO, are identified in the CCO accountability policy. CCOs must comply with the CCO accountability policy when making decisions in relation to strategic assets under their control.

 

3.3      General Criteria

The following general criteria will be applied to determine the degree of significance of a decision.

1.   The number of residents and ratepayers affected and the degree to which they are affected by the decision or proposal

2.   The likely impact/consequences of the decision or proposal from the perspective of those parties

3.   Whether this type of decision has a history of generating wide public interest within the local board area (for a local board decision) or the Auckland region or New Zealand generally (for a governing body decision)

4.   The impact of the decision on the governing body’s or local boards’ ability to deliver on the current and future social, economic, environmental or cultural well-being of the local board area or Auckland region and any statutory responsibility

5.   The impact of the decision on intended service levels for a group of council activities, including a decision to commence or cease any such group of activity

6.   The degree to which the decision or proposal is reversible.

4        Approach to engagement

The extent to which the council will engage with communities and stakeholders about an issue or decision to be made will match how significant the issue or decision is. Engagement may be required at various stages of the decision-making process and may take different forms depending on the stage. Both significance and the form of engagement will be assessed on a case-by-case basis, relative to the criteria listed above. A guide to engagement methods is attached for further information.

 

4.1      Engagement principles

The following provides an overview of how council will meet the Local Government Act (LGA) principles.

 

Conduct its business in an open, transparent, and democratically accountable manner; and give effect to its identified priorities and outcomes in an efficient and effective manner

To meet this principle, the council will:

·     conduct community and stakeholder engagement in a genuine effort to listen to, and consider with an open mind, community and stakeholder input;

·     when presenting options for community and stakeholder feedback, ensure the options are realistic and deliverable;

·     ensure that questions are objective (ie: not leading), allowing people to express their views freely;

·     allow enough time and provide adequate resources to ensure participants have been provided fair opportunity to understand the matter and contribute their views

·     allow time to allow for issues that might arise during an engagement process;

·     value contributions made and time given;

·     give timely feedback on the results of the public’s input and decisions made;

·     value, respect and give weight to local knowledge.

 

 

 

 

A local authority should make itself aware of, and should have regard to, the views of all of its communities

To meet this principle, the council will:

·     build ongoing relationships with communities through a range of approaches such as through advisory panels, the People’s Panel and other reference groups and fora;

·     provide community members and stakeholders with a reasonable opportunity to present their views, and to participate in a way that suits them;

·     provide ways for the community to raise issues directly with the council so that it is a two-way relationship;

·     identify opportunities to work in partnership with community organisations and leaders to encourage greater community ownership and participation;

·     ensure good information sharing of community views and preferences within council.

 

When making a decision, a local authority should take account of the diversity of the community, and the community's interests; and the interests of future as well as current communities; and the likely impact of any decision on them.

To meet this principle, the council will:

·     identify ways of reaching out to affected communities and stakeholders, including those who are typically heard from least often;

·     provide more than one way for people to participate;

·     when required, invest in community capacity building to enable participation;

·     use plain language and avoid jargon and acronyms.

 

A local authority should provide opportunities for Māori to contribute to its decision-making processes

To meet this principle the Council will actively consider through engagement:

·     the recognition and protection of Māori rights and interests within Tamaki Makaurau;

·     how to address and contribute to the needs and aspirations of Māori.

Supporting Māori community infrastructure that enables:

·     early engagement with Māori in the development of appropriate plans and policies;

·     Māori to guide how they want to engage with Auckland Council.

Support Māori to fully engage with the council, for example through but not limited to capability and capacity building.


5      Applying the policy

5.1      Supporting information

·     Consultation and Engagement Guidebook - this provides more detailed guidance on engagement principles and good practice.

·     Guide on Engaging with Māori.

·     Quality Policy Advice guidelines

·     Templates and other related guidance such as the Accessible Communications and Information Guide.

 

5.2      Managing conflicts of interest

Auckland Council has processes in place for both elected representatives and staff on how to manage conflicts of interest, including within the community engagement and decision-making process.

 

5.3      Policy exclusions

This policy will not apply and engagement will not be required where:

·     in the opinion of the council, failure to make a decision urgently would result in unreasonable or significant damage to property, or risk to people’s health and safety, or the loss of a substantial opportunity to achieve the council’s strategic objectives. Other policy and legislative requirements will still apply.

·     Any physical alterations to strategic assets that are required to:

prevent an immediate hazardous situation arising

repair an asset to ensure public health and safety due to damage from an emergency or unforeseen situation

 

5.4      Other legislation

The Resource Management Act 1991 sets out processes for public involvement in certain decisions, for example for resource consents and when preparing and changing district plans. Not all of these decisions are required to be publicly notified but when they are, the council will follow the principles outlined above in determining the level and type of consultation required.

There are a number of other policies or bylaws that are also required under other legislation (e.g. Gambling Act) or enabled (e.g. Sale and Supply of Alcohol Act, Psychoactive Substances Act, Health Act).  Some of these are specific about the requirements and processes for engagement, but others refer back to the principles outlined above. 

 

 

5.5      Policy development, term and review

This policy is expected to be adopted by 1 December 2014 and will be incorporated into the Long-term Plan (in summary form). The policy will be reviewed every three years as part of the Long-term Plan process but can be amended at any time.


6      Schedule 1: Methods of engagement

Auckland Council uses a wide range of tools and techniques to engage with the community and stakeholders. The council uses the International Association of Public Participation spectrum as a framework for engagement which identifies the following levels:

·     Inform - to provide the public with balanced and objective information to assist them in understanding the problem, alternatives, opportunities and/or solutions.

·     Consult - to obtain public feedback on analysis, alternatives and/or decisions.

·     Involve - to work directly with the public throughout the process to ensure that public concerns and aspirations are consistently understood and considered.

·     Collaborate - to partner with the public in each aspect of the decision including the development of alternatives and the identification of the preferred solution.

·     Empower - to place final decision making in the hands of the public.

During the development of a plan or policy, there might be a number of different stages of engagement with the community using a different level of participation at the different stages. This will vary depending on the decision but for complex issues, a targeted group of community and stakeholders might be ‘involved’ to aid the development of a draft document followed by wider ‘consultation’ on the draft document.

Joint Management Agreements, Memorandum of Understanding or other similar high level agreements will be considered when engaging ‘collaboratively’ with Māori.

Title: Timelines for consultation projects - Description: Simple process: step 1 developing draft plan or policy, step 2 draft of the plan released for engagement, step3 analysis of feedback and decision making.

Complex process: step 1 identify issues for development of a draft plan or policy, step 2 targeted engagement with key stakeholders to help develop the draft, step 3 draft of the plan released for engagement, step 4 analysis of feedback, step 5 hearings, step 6 decision-making.

6.1      Engagement methods

The following provides a guide to the different approaches to engagement that might be used. Other approaches may also be considered depending on the topic and population affected.

Where the decision or proposal is in relation to air, land or water, the council will take into account the relationship of Māori and their culture and traditions with those places.

The council will refer to the general criteria in section 3.3 to determine the level of engagement required. In addition, the council will consider who is affected by the decision, for example, the level of diversity in terms of geographic, cultural or other key demographics.

Prior to determining an appropriate approach, the council will consider how much is already known about the community views and preferences on the issue.

 

 

Significance

Description

Example approach

Small and simple

Eg redevelopment of libraries or community halls, park improvements

The audience is very localised or relatively small in number or very targeted. They are easy to access and the issue or decision is relatively straight forward and is not of high general public interest. For example, redevelopment of libraries or community halls, park improvements.

Localised promotion, for example through display boards and local media. Targeted engagement with the relevant audience where appropriate. Promotion through e-newsletters and social media. Information online and through local libraries and service centres. Surveys and open days may also be appropriate. 

Medium

Eg action plans, local area plans

The audience is fairly broad or diverse: some segments are not easy to access. The issue is not straightforward and there may be mixed views from the community. For example, action plans and local area plans.

Targeted engagement with the relevant audience, online engagement which may include a survey and social media. Information available through libraries and service centres. Promotion through e-newsletters, the local media or through the council’s newsletter, Our Auckland.

Large or complex

Eg Auckland Plan, Long-term Plan

The audience is large and diverse and the issue is of wide importance to the region or complex. Significant financial investment will be required. This is high profile, over-arching, touches every part of council / community. For example, Auckland Plan, Long-term Plan.

Large scale publicity and promotion. There could be an informal engagement / discussion phase plus a formal phase of consultation. There is likely to need to be consideration of different cultural styles and needs for engagement. Likely to include a range of events and a focus on online activities. Promotion through the council’s newsletter, Our Auckland and through e-newsletters.

 

6.2      Special consultative procedure (SCP) 

Part 6 of the Local Government Act 2002 specifies the use of the SCP for some plans and processes including:

·     Long-term Plan

·     Local Board Plans

·     Annual Plan

·     Bylaws of significant interest

 

The SCP can also be used where the governing body (for a regional decision) or local board (for a local board decision) deems the issue to be significant. Under the SCP, Auckland Council is required to:

·     develop a statement of proposal and make this publicly available (and make the summary of full proposal as widely available as reasonably practicable);

·     describe how people can have their say;

·     ensure people are given an opportunity to present their views to the council; and

·     given access to a record of the decisions.

The engagement methods listed above under ‘Large or complex’ will be considered when preparing for a SCP but large or complex issues will not automatically follow a SCP.

 

6.3      Consultation (Section 82)

Auckland Council is required to carry out consultation in accordance with or giving effect to Section 82 of the Local Government Act 2002 on certain matters (regardless of whether they are considered significant as part of this policy).

For all other issues requiring a decision, the council will determine the appropriate level of engagement on a case by case basis.

 

6.4      Informal engagement

Auckland Council may seek to develop ongoing relationships with the community on general matters, rather than purely on issues that require a decision. This will also allow the community to raise matters that are not currently under consultation. This could include having a presence at markets, events and in public spaces for the purposes of hearing community views and preferences.


 

 


Waitematā Local Board

14 October 2014

 

 

Title: University engagement event - Description: The photo shows a roadshow event at a university where there are information displays, documents and other materials for review and discussion.


Waitematā Local Board

14 October 2014

 

 

 

September 2014

Title: Auckland Council logo


Waitematā Local Board

14 October 2014

 

 

Local Board Feedback on the Draft Arts and Culture Strategic Action Plan

 

File No.: CP2014/22618

 

  

Purpose

1.       To endorse the Arts and Culture Strategic Action Plan’s proposed goals and action areas.

Executive summary

2.       The Arts and Culture Strategic Action Plan (ACSAP) is a core strategy to deliver on the Auckland Plan vision to be the world’s most liveable city.  It sets out a strategic direction for the next 10 years that will guide the planning and delivery of arts and culture activities in Auckland to meet the aspiration in the Auckland Plan to “integrate arts and culture in our everyday lives”.

3.       Public consultation on the draft ACSAP was held 23 June to 24 July 2014.

4.       A total of 440 submissions were received from key (external) stakeholders and the general public – 50 from arts and culture organisations, 109 from children and young people and the remainder from the general public.

5.       Feedback from local boards was generally positive. The draft ACSAP aligned well with the arts and culture aspirations in many of the local board plans.

6.       There was strong endorsement from key stakeholders and the general public of the draft ACSAP’s goals and action areas.

7.       However, feedback from local boards and key stakeholders indicated that considerable further work is required on the implementation section of the plan. 

8.       As a result of this feedback, the ACSAP has been split into two parts:

9.       The ‘strategic section’ of the plan, which outlines the goals and action areas; and

10.     An ‘implementation section’, which will provide detail on the specific actions to be delivered and by whom, timeframes and measures.

11.     The strategic section (goals and action areas) will be reported to the Arts, Culture and Events Committee for adoption in October 2014.

12.     The implementation section requires further work and engagement with local boards and key stakeholders. This will be reported to the Arts, Culture and Events Committee for adoption in March 2015.

 

Recommendations

That the Waitematā Local Board:

a)      Receive the Local Board Feedback on the Draft Arts and Culture Strategic Action Plan report.

b)      Endorse the Arts and Culture Strategic Action Plan’s proposed goals and actions and recommend that the Arts, Culture and Events Committee adopt them.

c)      Note that further work on the implementation section will be undertaken with local boards from November 2014 to February 2015.

 


Comments

Local board feedback

13.     To date, engagement with local boards has included portfolio holder briefings, workshops and meetings with local board members. Written and verbal feedback has been received (see attachment A).

14.     Local boards are generally positive about the draft ACSAP, its alignment with draft local board plans and its ability to support local board’s diverse arts and culture aspirations.

15.     Key themes emerged from local board feedback:

·    Community feedback on the draft plan needs to be reflected in the final ACSAP;

·    Greater recognition of the importance of arts and culture in placemaking and urban design;

·    Greater clarity on council’s role and what council will specifically deliver and support;

·    Improve the affordability of hiring creative spaces;

·    Improve Aucklanders’ access to and participation in arts and culture;

·    More public art outside the city centre;

·    Regional institutions to deliver arts and culture in rural areas;

·     Greater use of digital tools, such as an arts and culture calendar, on-line tools to connect artists with funders, on-line access to and apps about the history of significant sites etc; and

·     Recognise the importance of ‘local’ i.e. arts and culture by local communities, for local communities, in local communities.

16.     The areas of strong alignment between local board, key stakeholder and general public feedback include: the importance of arts and culture in placemaking; celebrating multiculturalism; and addressing affordability and accessibility issues for audiences and participants.

Public feedback

17.     Public consultation on the draft ACSAP took place from 23 June to 24 July. It was publicised through various channels. Local boards also promoted the consultation to their communities.

18.     A total of 440 submissions were received. Of these: 50 were from arts and culture organisations; 109 were received from children and young people; and the remainder were from the general public. (See attachment B for the feedback summary and submission numbers by local board area)

19.     A specific consultation with children and young people was undertaken during the school holidays, accounting for the high number of responses from these groups. Staff worked with Uxbridge Creative Centre, The Auckland Performing Arts Centre, Auckland Central Library, Auckland Art Gallery and schools to run visioning and imagining exercises and collect feedback via a specifically designed worksheet.

20.     Key themes from the public consultation were:

·    The importance of public art and arts and culture in placemaking;

·    Sustainable funding of arts and culture;

·    Affordability and accessibility to arts and culture for audiences and participants; 

·     Honouring Māori culture and recognising the contribution of multiculturalism to Auckland’s identity; and

·     A strong desire from many individuals and organisations to partner with council to implement the ACSAP.

21.     Submitters strongly endorsed the six goals and 16 action areas in the draft ACSAP.

Adopting the ACSAP through a two-stage process

22.     Whilst there was general support for the goals and action areas, there was also strong feedback on how the detailed actions of the ACSAP will be implemented. Additionally, external stakeholders expressed a desire to be involved in delivery.

23.     The mayor’s proposal for the Long-term Plan 2015-25 requires refinement to the detailed actions and look closely at implementation.

24.     As a result of these issues, the ACSAP has been split into two parts:

·    The ‘strategic’ part of the plan, outlining the goals and actions areas. Staff seek local board endorsement of the proposed goals and action areas (below), and local board recommendation that the Arts, Culture and Events Committee adopt the goals and action areas at the October committee meeting. Prior to further consultation on implementation, it is important that the ACSAP goals and action areas are adopted to guide this discussion.

·    The ‘implementation’ part of the plan, with details on specific actions, lead organisations, timeframes and measures. This requires further work and engagement and will be reported to the Arts, Culture and Events Committee in March 2015. Feedback from the consultation will be used to refine and inform this work.

ACSAP strategic section: proposed goals and action areas

24.     Early information and feedback from local boards and key stakeholders was used to develop the goals and action areas in the draft ACSAP. They have been confirmed through the consultation process, which also identified priority goals and action areas (see highlighted points in the table below).

25.     The proposed, final ACSAP goals and action areas are:

Goals

Action areas

All Aucklanders can access and participate in arts and culture

Place Aucklanders at the centre of arts and culture planning and delivery

Better communicate what’s on offer

Remove barriers to access and participants

Auckland values and invests in arts and culture

Grow and deliver strategic investment in arts and culture

Evaluate and promote the economic, social, cultural and environmental value of investment in Auckland’s art and culture

A network of vibrant arts and culture organisations and facilities meets Auckland’s diverse needs

Foster arts and culture organisations and facilities that build and promote Auckland’s unique identity

Support arts and culture organisations to engage with Auckland’s diverse population in innovative and inclusive ways

Arts and culture organisations work together as a complementary regional system

Provide a regional spread of vibrant diverse and affordable creative spaces

Arts and culture are intrinsic to Auckland’s place making

Tell our stories by encouraging unique and distinctive public art that reflects and responds to our place

Make it easier to plan, create and deliver innovative art and design in public places

Engage more artists and Aucklanders in art in public places

Auckland celebrates a unique cultural identity

Celebrate Māori and their culture as a point of difference

Champion Auckland’s unique arts and culture

Auckland has a robust and flourishing creative economy

Foster a robust network of creative industries

Champion innovation to attract talent

Next steps

26.     Further engagement with local boards, key stakeholders, mana whenua and mataawaka on implementation will take place between October 2014 and February 2015. The implementation section will be reported to the Arts, Culture and Events Committee in March 2015 for adoption, and the ACSAP in its entirety will be finalised.

Consideration

Local board views and implications

27.     A workshop was held at the Waitematā Local Board Office on Tuesday 27 May. Feedback included:

·    Growing “Studio One” into an art precinct;

·    The future of the St James, Mercury Theatre and Carlisle House; and

·    Profiling Asian communities, particularly Chinese and Korean, in the plan.

28.     Further consultation was undertaken with Asian communities in July and August. Input was received from the Ethnic Panel and the Oryza Foundation for Asian Performing Arts.

 

29.     During the public consultation, Waitematā Local Board received the highest number of submissions among all the boards. 76 submission were received, including 43 from individuals, 19 from children and young people (worksheet activity), and 14 submissions from organisations, namely the Museum of Transport and Technology, Auckland Museum, Connells Bay Sculpture Trust, DANZ, Creative Coalition, Auckland Choral, Artists Alliance, Massive Company, Auckland University of Technology, Silo Theatre Trust, Heart of the City, Tamaki Makaurau Matariki Festival Trust, Basement Theatre and Artspace.

Māori impact statement

30.     The Independent Māori Statutory Board (IMSB) is represented on the ACSAP steering group to provide guidance on content and process. The IMSB’s Māori Plan for Tāmaki Makaurau was a guiding document underpinning the development of the draft ACSAP.

31.     Māori aspirations and outcomes were clearly identified and addressed in the draft ACSAP with Māori actions woven through all the action areas; this will not change. The ACSAP acknowledges and celebrates Māori culture as Auckland’s point of difference, and mana whenua as Treaty partners in a multicultural Auckland.

32.     One of the key arts and culture actions in the Māori Plan for Tāmaki Makaurau was that council support a signature Māori event – this is included in the ACSAP. The mayor’s proposal on the LTP 2015-25 states his expectation that Auckland Tourism Events and Economic Development (ATEED) will deliver a significant Māori event (and ATEED refocus its current resources to achieve this).

33.     Further engagement with mana whenua and mataawaka is planned as part of developing the implementation section of the ACSAP.

Implementation

Next steps

34.     Further engagement with local boards, key stakeholders, mana whenua and mataawaka on implementation will take place between October 2014 and February 2015. The implementation section will be reported to the Arts, Culture and Events Committee in March 2015 for adoption, and the ACSAP in its entirety will be finalised.

 

Attachments

No.

Title

Page

aView

Local Board Feedback Summary

77

bView

Submissions Report

81

cView

Draft Arts and Culture Strategic Action Plan (Under Separate Cover)

 

 

Signatories

Authors

Rebecca Kruse – Strategy Analyst

Maree Mills - Principal Strategy Analyst

Authorisers

Grant Barnes – Manager – Auckland Strategy and Research

Rex Hewitt – Relationship Manager

 

 

 


Waitematā Local Board

14 October 2014

 

 




Waitematā Local Board

14 October 2014

 

 





Waitematā Local Board

14 October 2014

 

 

2013/2014 Environmental Work Programme – Summary of Achievements and Outcomes

 

File No.: CP2014/16930

 

  

 

Purpose

1.       To provide a summary report to the Waitemata Local Board on the achievements and outcomes of its 2013/2014 environment and sustainability work programme.

Executive Summary

2.       The Waitemata Local Board allocated a total of $27,506 to support the restoration of the Waipapa Stream in 2013/2014.Over the course of 2013/2014 this work focused on activity to restore the stream including debris removal, pest plant control and planting native plants. It also included two community days, a stream clean-up day and a public planting day in conjunction with Parnell Heritage and the Parnell Community Committee.

3.       In addition, the board allocated $30,750 towards the development of a business case for a Resource Recovery Centre in collaboration with Albert-Eden and Puketapapa local boards. The business case for a Community Recycling Centre was completed in March 2014 and considered by the boards.

4.       This report summarises the achievements and outcomes of this environmental work programme.

 

Recommendation

That the Waitematā Local Board:

a)      Receives the 2013/2014 Environment Work Programme – Summary of Achievements and Outcomes report.

Comments

5.       Restoration of the Waipapa Stream is a key initiative for the Waitemata Local Board and the local community.  The rehabilitation of Waipapa Stream aligns with the local board priority of ‘Respecting and Enhancing Natural Environments’.

6.       A ten year restoration plan for the Waipapa Stream was drafted in 2012 to guide future restoration work.  This plan focuses on removing pest plants and replacing them with new native planting. The board supports implementation of the ten year Waipapa Stream work programme through direct funding which was supported by regional funding.

7.       Over the last two years, the Waipapa Stream area, from the Parnell rail tunnel to Ngahere Terrace, Parnell walkway has undergone extensive restoration work to control pest plants, remove rubbish and debris and replant with suitable native species. The work at Waipapa Stream complements the restoration work being carried out in the Auckland Domain that is located beside Waipapa Stream.

8.       The project has been supported by community volunteers who have undertaken pest plant control, clean ups and hosted community days detailed in the table above. Local neighbours around Waipapa stream are becoming increasingly interested and engaged with the project.

9.       Table one provides a summary of the 2013/2014 work programme and achievements.

 

 

 

Table 1:  Waipapa Stream Work programme 2013/2014 achievements

Project

Achievements

Pest plant control

·      Continued pest plant control around previous years native plantings.

·      Further pest plant control to prepare new areas for native planting.

Planting

·      Continued native planting in Area 3 with contractors. (refer map in attachment B)

 

·      Held community planting day in Area 4 on 10 May 2014. (refer map in attachment B)

·      20 Community members attended planting day 400 Plants has been planted.

·      Pest plants controlled in Area 5 and 6.

Stream clean up

·      Removed refuse from Waipapa Stream and the surrounding areas.

·      Held a community stream cleanup day as part of the Auckland Heritage Festival on 28 September 2013.(refer photo in attachment A)

·      20 Community members attended this festival.

·      One large skip full of refuse was removed after the community clean up.

·      One trailer load of refuse was removed by contractors.

Pest plant control

·      Pest plant control continued, in particular cathedral bells. Work in area 6 has been carried out by volunteers and biosecurity staff.

Planting

·     2,050 native plants has been planted in 2013/2014 which includes:

·     1,500 native plants planted by contractors in difficult to access area.

·     400 native species planted at the community planting day-10 May 2014.

·     150 native species planted by Treescape.

 

10.     A total of $ 29,456 was spent on the Waipapa Stream restoration project in 2013/2014 which includes $27,506 from the local board ($13,000 from LIPS and $14,506 from the board’s discretionary funding) and $1,950 being supported by Infrastructure and Environmental Services in addition to staff time.

 

11.     A total of $29,456 was spent on the Waipapa Stream restoration project in 2013/2014. A summary of the financial information is provided in Table 2 below.

Table 2: Financial Information Summary

Date

Budget

Activity

Source of funding

Aug-2013

6,000

Plants and planting (1000plants)

LIPS

Sept-2013

1,850

Debris removal and total control pest plants removal (Area 3)

Stream Clean-up Day  and refreshments

Regional Biosecurity

Sept-2013

1,900

Pest plant control

LIPS

Nov-2013

1,160

Tree and weed debris removal and clean up

LIPS

Dec-2013

1,900

Follow up pest plant control in Area 2,3,4

LIPS

Mar-2014

2,040

Follow up pest plant control and planting preparation (pest plant control in all area and planting preparation in area 3 and 4)

LIPS

April/May-2014

9,100

Planting

i.    Preparation

ii.    Public planting day and plants (400 Plants)

iii.   Contractor planting in difficult terrain (500 plants)

Waitemata Local Board discretionary funding

May-2014

1,406

Plants (150 plants planted by Treescape in Kiwi rail area)

Waitemata Local Board discretionary funding

May -2014

100

Refreshments for Community Planting Day

Regional Biosecurity

June-2014

4,000

Pest plant control in Area 3 and 4 and neighboring properties.

Waitemata Local Board funding (Unspent opex)

Total

29,456

 

Resource Recovery Project

12.     The business case for a Community Recycling Centre in the central area, was jointly-funded by the Waitemata, Albert-Eden and Puketapapa Local Boards, and completed in March 2014.

13.     The Chairs of Waitemata and Albert-Eden Local Boards presented in support of the retention of Normanby Road as a preferred site for central community recycle centre at the Strategy and Performance Committee’s April meeting. A decision on the Resources Recovery Network was deferred in this meeting pending completion of a ten year regional strategy and site selection criteria. This work has now been completed and will be considered by Regional Strategy and Policy Committee in October 2014.

Regional Projects

14.     In addition to the local board funded environmental work the Infrastructure and Environmental Services department also delivers regionally funded environmental activity within the Waitemata Local Board area. In the 2013/14 year key regional highlights include the delivery of Enviroschools as detailed below.

15.     Eight educational facilities in the Waitemata Local Board area are active Enviroschools. Enviroschools has a kaupapa of creating a healthy, peaceful, sustainable environment through people teaching and learning together. The eight Enviroschools in the Waitemata Local Board area are detailed in table 3 below alongside their 2013/2014 achievements.

 

 

 

 

Table 3:Enviroschools in Waitemata Local Board area

Enviroschools in the Waitematā LB area:

2013/14 Achievements

Auckland Girls Grammar (Silver)

 

Sustainability action plan developed with a focus on waste

Grey Lynn Kindergarten (Green Gold)

Gardens, waste minimisation, community involvement fostered

Grey Lynn Primary (new Enviroschool 2013)

Created a forest area with extensive landscaping and planting of both native and fruit trees

Freeman’s Bay School (Bronze)

 

Currently working on the installation of a water tank and pump for reuse of rainwater for the school grounds.

Freeman’s Bay Kindergarten (Bronze)

Edible gardens, waste minimization.

Newmarket Primary (Green Gold)

 

Outstanding sustainability and leadership programme, student empowerment in sustainability and taking action.

Westmere School (Bronze)

Working with Cox’s Bay Reserve on a restoration project with parks.

Western Spring College (Green Gold)

 

Community leaders in waste minimisation and taking action. Reduced waste by 73%.

 

Consideration

Local board views and implications

16.     This is a report prepared specifically for the Waitemata Local Board.

Maori impact statement

17.     No consultation with Maori was undertaken for this report.  Individual projects noted in this report may impact on Maori who are consulted as part of the development of the project.

18.     It is recognised that environmental management, water quality and land management has integral links with the mauri of the environments and concepts of kaitiakitanga.

Implementation

19.     There are no implementation issues arising from this report. Regular reporting on project delivery was provided through the quarterly report from the Infrastructure and Environmental Services department, or as required.

 

 

Attachments

No.

Title

Page

aView

Waipapa Stream Restoration Project Achievements

91

bView

Map of Waipapa Stream Restoration Project

99

     

Signatories

Authors

Varsha Belwalkar - Relationship Advisor

Mary Stewart - Senior Biosecurity Advisor

Authorisers

John Dragicevich - Manager Infrastructure and Environmental Services

Judith Webster - Relationship Manager

 


Waitematā Local Board

14 October 2014

 

 









Waitematā Local Board

14 October 2014

 

 



Waitematā Local Board

14 October 2014

 

 

Allocation of 2014/2015 Infrastructure and Environmental Services Budget

 

File No.: CP2014/22433

 

  

 

Purpose

1.       To allocate $19,700 towards a restoration programme for the Waipapa Stream from the local board’s ecological restoration budget for 2014/2015 financial year.

Executive summary

2.       The Waitemata Local Board allocated $27,506 to support the restoration of the Waipapa Stream in 2013/14.This helped in achieving debris removal, pest plant control and planting native plants to help improving Waipapa stream environment. Significant progress towards improving the Waipapa Stream environment has been achieved as reported in the summary report in this agenda.

3.       Infrastructure and Environmental Services (I and ES) department officers liaised with the Waitemata Local Board portfolio holders to discuss the best allocation of the budgets and provide the recommendations below. In September 2014 officers also provided a detailed report on the Waipapa Stream Project Plan until 2022 including costings (please refer project plan in attachment A).

4.       The proposed funding $19,700 will help to continue the removal of pest plants, stream cleaning and planting. Budget will be required to continue this project until 2022 to achieve the Local Board’s aspirations for Waipapa Stream (please refer attachment A).

 

Recommendation

That the Waitematā Local Board:

a)      Allocate $19,700 from the local board’s Ecological Restoration budget towards the Waipapa Stream Restoration Programme for 2014/2015 financial year.

 

Comments

5.       Restoration of the Waipapa Stream is a key initiative for the Waitemata Local Board and the local community.  The rehabilitation of Waipapa Stream aligns with the local board priority of ‘Respecting and Enhancing Natural Environments’. A ten year restoration plan for the Waipapa Stream was drafted in 2012 to guide future restoration work. This plan focuses on removing pest plants and replacing them with native planting (please refer attachment A).

6.       The board supports this ten year Waipapa Stream work programme by its ‘Daylighting Waipapa Stream’ project. This project previously has been funded by Local Improvement Projects (LIPs), local board discretionary funds and regional funding with staff time.

7.       Over the last two years, the Waipapa Stream area, from the Parnell rail tunnel to Ngahere Terrace, Parnell walkway has undergone extensive restoration work to control pest plants, remove rubbish and debris and replant with suitable native species. The work at Waipapa Stream complements the restoration work being carried out in the Auckland Domain that is located beside Waipapa Stream.

8.       The area of Waipapa Stream has been treated as a dumping ground for rubbish, stolen goods and pest plants. The stream has been covered with pest plants, prior to this work the stream was barely visible, noticed or appreciated. As the area has become tidier, people are using the walkway more and showing an interest in the restoration. This area may in future be utilised as a cycle route to Newmarket Park for people to enjoy the area further.

9.       The project has been supported by community volunteers who have undertaken pest plant control, clean ups and hosted community days. Local neighbours around Waipapa stream are becoming increasingly interested and engaged with the project.

10.     The Waipapa project provides an opportunity for the Waitemata Local Board, Council, Kiwirail and Community to work together on pest plant and restoration planting, at one site, to achieve a successful long term restoration. Pest plant control and native planting would enhance native biodiversity and improve the stream function by filtering runoff from the surrounding catchment. This project is contributing towards achieving significant ecological enhancement in this section of Waipapa Stream catchment.

11.     The proposed funding of $19,700 in 2014/2015 will help to continue the removal of pest plants, stream cleaning and planting to achieve the aspirations for Waipapa Stream.

Consideration

Local board views and implications

12.     This is a report prepared specifically for the Waitemata Local Board.

Māori impact statement

13.     No consultation with Maori was undertaken for this report.  Individual projects noted in this report may impact on Maori who are consulted as part of the development of the project.

14.     It is recognised that environmental management, water quality and land management has integral links with the mauri of the environments and concepts of kaitiakitanga.

Implementation

15.     There are no implementation issues arising from this report. Regular reporting on project delivery was provided through the quarterly report from the Infrastructure and Environmental Services department, or as required.

 

Attachments

No.

Title

Page

aView

Waipapa Stream Project Plan

103

     

Signatories

Authors

Varsha Belwalkar - Relationship Advisor

Mary Stewart - Senior Biosecurity Advisor

Authorisers

John Dragicevich - Manager Infrastructure and Environmental Services

Judith Webster - Relationship Manager

 


Waitematā Local Board

14 October 2014

 

 





































Waitematā Local Board

14 October 2014

 

 

Auckland Council Property Limited Local Board Six-Monthly Update 1 January to 30 June 2014

 

File No.: CP2014/23074

 

  

 

Purpose

1.       To give the Waitemata Local Board an overview Auckland Council Property Limited’s (ACPL) activities for the six months 1 January to 30 June 2014.

Executive summary

2.       ACPL’s vision is to be a ‘centre of excellence’ that provides commercial expertise and value for money to the council in managing its property portfolio, acquisition and disposal activities, and the delivery of projects that implement council development initiatives.

3.       This report sets out a summary of ACPL activities for the past six-months that contribute to our seven key outcomes as outlined in our Statement of Intent 2014 to 2017 and noted below. Activity detail is broken down by business unit or work-stream, with a focus on local board specific activities where applicable.

4.       ACPL’s seven key outcomes:

·    Properties managed for the council and Auckland Transport (AT) are maintained to be fit for purpose and achieve optimum net returns.

·    Place-shaping projects involving other sector partners are efficiently planned and managed to help achieve a quality compact Auckland.

·    ACPL contributes exemplar housing developments to increase the supply of housing in Auckland, particularly in the more affordable spectrum of the market, working with partners.

·    Council business interests are managed to protect long term value and achieve budgeted net income. 

·    Property acquisitions are undertaken in a commercially robust manner and in accordance with the council and AT agreed requirements and relevant legislation.

·    Properties are disposed of for the council in a commercially robust manner once declared surplus.

·    The council is provided with a commercial perspective on planning and development initiatives to support effective implementation of those initiatives.

5.         Local board specific supporting detail is included in Attachments A, B, and C.

 

Recommendations

That the Waitematā Local Board:

That the Waitemata Local Board accepts the Auckland Council Property Limited Local Board six-monthly update 1 January to 30 June 2014.

 

 


Comments

 

Workshops and Meetings

6.       A schedule of Waitemata Local Board workshops and meetings attended by ACPL representatives from January to June 2014 is included as Attachment A. The list includes property specific meetings and workshops relating to general property management and the ongoing portfolio Rationalisation Process.

Property Portfolio Management

7.       ACPL manages all Auckland Council or AT owned non-service properties. These are properties that are not immediately required for service delivery or infrastructure development.

8.       The property portfolio continued to grow during the last six-months and now totals 1185 properties, an increase of 90 since our February 2014 update. The current property portfolio includes industrial sites and buildings, retail tenancies, cafés, restaurants, offices and a substantial portfolio of residential properties.

9.       ACPL’s specialist property knowledge and understanding enables us to optimise revenue streams and identify future opportunities.  ACPL’s return on the property portfolio for the quarter ending 30 June 2014 provides the shareholder a net surplus of $1.9 ahead of budget, with an actual surplus of $25.4m against budget of $23.5m. During the quarter the average monthly collectable arrears rate and vacancies rate were respectively 2.1% and 2.4%. Well under the SOI targets of 5% and 3%.

10.     A Properties Managed schedule is included as Attachment B of this report. The schedule details:

·    Current ACPL managed commercial and residential property within the Waitemata Local Board;

·    Each property’s classification or reason for retention;

·    The nature of the property, such as a café within a library, or a residential property with a tenancy in place; and

·    The budget under which operating expenditure and lease revenue for the property is reported, e.g. regional or local board.

11.     A report indicating portfolio movement in the local board area is attached as Attachment C. The report details all new acquisitions including the reason for acquisition, any transfers and the reason for transfer, and any disposals.

Portfolio Review and Rationalisation

Overview

12.     ACPL is required to undertake ongoing rationalisation of the council’s non-service assets. This includes identifying properties from within council’s portfolio that may be suitable for potential sale and development if appropriate. ACPL has a particular focus on achieving housing outcomes. Identifying potential sale properties contributes to Auckland Plan outcomes by providing the council with an efficient use of capital and prioritisation of funds to achieve its activities and projects.


Performance

January to June 2014 Targets

UNIT

TARGET

ACHIEVED

COMMENTS

Portfolio Review

$12.3m disposal recommendations

$14.8m

These recommendations include $5.6m of sites that are identified for development projects

 

13.     In setting future disposal targets ACPL is working closely with the council and AT to identify potentially surplus properties.

2014/2015 Targets

UNIT

TARGET

COMMENTS

Portfolio Review

$30m disposal recommendations

These targets will include disposal recommendations and sales for sites that are identified for place-shaping and housing development projects

Development & Disposals

$30 net sales

 

Process

14.     Once identified as a potential sale candidate a property is taken through a multi-stage Rationalisation Process. The agreed process includes engagement with; council, CCOs, local board and mana whenua. This is followed by ACPL Board approval, engagement with local ward and the Independent Maori Statutory Board and finally a governing body decision.

Under review

15.     Properties currently under review for future use opportunities via the Rationalisation Process in the Waitemata area are listed below. The list includes any properties that may have recently been approved for sale or development and sale by the governing body. Further details are included in Attachment B.

PROPERTY

DETAILS

3 Ponsonby Road, Ponsonby

Ongoing work is under way to evaluate future-use options for this site. The Waitemata Local Board is currently working with the council’s Community Development Arts and Culture unit on developing a business case to retain the site with a view to future inclusion in the creative precinct Artstation, now known as Studio One Toi Tu.

 

Place Shaping and Housing Initiatives

Overview

16.     ACPL is contributing commercial input into around 48 council-driven place-shaping and housing initiatives region wide. Involvement extends from provision of initial feasibility advice through to implementation, with projects ranging in size from $400k to in excess of $100million. ACPL works closely with the local boards on ACPL lead developments to ensure we give effect to the local boards’ place-shaping role.


17.     ACPL is also actively contributing to the Housing Action Plan Group, which is a council initiative focusing on non-regulatory efforts to encourage and increase affordable residential development. We have an SOI target to undertake five housing development projects with an affordable housing component over three years which would encompass Community Housing Organisation involvement. We are currently actively working on 13 such projects.

Local Activities

18.     Aotea Precinct: Council has the opportunity to influence the Aotea precinct with council’s extensive holdings in the area and the future of the Civic Building.

19.     ACPL is actively involved in the business case determining the future of the Civic Building. This work will also flow into the wider precinct plan. There is likely to be a workshop with the local board on this in November.

20.     Downtown Car Park: This strategic site has significant development opportunities either directly or with adjoining land owners. A cross council review of the site has been undertaken as part of the Downtown West work stream. It had been agreed that decisions on the long term future of the site would be deferred while a number of other initiatives take place. However there is now renewed interest in bringing this development opportunity to market. This will be subject to discussion with officers in the Central City Integration Group and will be subject to further reporting.

21.     Property Optimisation: An increasing focus for ACPL is property optimisation. In this we are keen to work with local boards on development opportunities that facilitate upgrades within the service portfolio. For example a community facility upgrade or build may be funded by incorporating the facility into a mixed-use development that makes better use of the overall site. We welcome the opportunity to review any such opportunities that may be identified by the Waitemata Local Board.

Acquisitions

Overview

22.     ACPL continues to support Council and Auckland Transport programmes and projects by negotiating required property acquisitions. All such acquisitions are funded through approved Council or Auckland Transport budgets. We also provide advice to assist with budgets, business cases and strategy to support an acquisition.

23.     By the end of the financial year 2013 to 2014 two hundred and seven property purchases were completed for the council and AT to the value of $132.4m. All of the property acquisitions met independent valuation thresholds agreed with AT, the council and Public Works Act 1981 requirements. 

Council Acquisitions

24.     Over the past six months 14 properties were acquired to meet council open space and storm water requirements and to contribute to City Transformation projects. These included the following acquisitions in or neighbouring the Waitemata Local Board area.

PROPERTY

STAKEHOLDER

PURPOSE

LOCAL BOARD

52 Waitangi Road, Onehunga

Community Policy & Planning

Open Space

Maungakiekie-Tamaki

2/48 Michaels Avenue, Ellerslie

Community Policy & Planning

Open Space

Orakei

1/48 Michaels Avenue, Ellerslie

Community Policy & Planning

Open Space

Orakei

80-100 Ascot Road (Peach Parade), Remuera

Stormwater

Stormwater

Orakei

 

Auckland Transport Acquisitions

25.     72 properties were also acquired over the past six-months on behalf of AT. The focus was on acquisitions to support major transport projects such as AMETI (30 acquisitions) Dominion Road (7 acquisitions) Te Atatu Road (9 acquisitions) and City Rail Link (16 acquisitions). Full details of relevant AT projects and associated acquisitions will come to the local board directly from AT.

Business Interests

26.     ACPL manages eight business interests region wide on council’s behalf. This comprises two forestry enterprises, two landfills and four quarries. There are currently no ACPL managed business interests in the Waitemata Local Board area.

Local Board Views and Implications

27.     This report is for the Waitemata Local Board’s information.

Maori Impact Statement

28.     The importance of effective communication and engagement with Maori on the subject of land is understood.  ACPL has accordingly developed robust engagement with the 19 listed Tamaki region mana whenua groups for our core business activities. 

29.     Key engagement activities include: identifying cultural significance concerns regarding disposal properties, flagging commercial interests, development partnering discussions and issues relating to property management such as protection of waahi tapu or joint management relating to Treaty Settlements. ACPL also engages with relevant mana whenua in respect of development outcomes for ACPL lead projects where appropriate. ACPL will advise the Waitemata Local Board as appropriate of any discussions that arise in the local board’s area.

30.     ACPL has additionally undertaken to be part of council’s Maori Responsiveness Plan (MRP) pilot programme. The project’s key output is an operational document outlining ACPL’s contribution to council’s strategic and operational commitments to Maori. The Improvement Planning Phase of this project is nearly complete. We anticipate finalising our MRP in September/October 2014.

Implementation

31.     There are no implementation issues.

Attachments

No.

Title

Page

aView

Local Board Briefing Schedule

145

bView

Properties Managed

147

cView

Portfolio Changes

151

Signatories

Author

Caitlin Borgfeldt - Local Board Liaison

Authoriser

David Rankin - Chief Executive

 

 


Waitematā Local Board

14 October 2014

 

 



Waitematā Local Board

14 October 2014

 

 


Waitematā Local Board

14 October 2014

 

 


Waitematā Local Board

14 October 2014

 

 



Waitematā Local Board

14 October 2014

 

 


Waitematā Local Board

14 October 2014

 

 

Integrated Bylaws Review and Implementation Programme (IBRI) Update – September 2014

 

File No.: CP2014/22867

 

  

Purpose

1.       This report provides an update on the Integrated Bylaw Review and Implementation programme, noting its progress towards delivering a set of bylaws that are appropriate for Auckland by October 2015.

Executive summary

2.       The Integrated Bylaw Review and Implementation (IBRI) programme is reviewing the set of legacy bylaws and supporting the adoption and implementation of new bylaws that are appropriate for Auckland, by October 2015.

3.       An investment proposal for funding for the 2014/2015 year was endorsed by the Budget Committee in May 2014. This ensures that the programme has adequate funding for its activities this year, including delivering several bylaws that are planned to come into force alongside the July 2015 start of the next long-term plan period.

4.       Progress has been made on the review and implementation stages for several topics. The final Navigation Safety Bylaw and Cemeteries and Crematoria Bylaw have now been adopted by the governing body and will come into force in the next few months. The Auckland Transport Board has also adopted changes to their Election Signs Bylaw that are now in force.

5.       Seven bylaw proposals were, or are, open for formal public consultation from August to October. These are the Trading and Events in Public Places Bylaw, the Alcohol Control Bylaw, the Animal Management Bylaw (covering animals other than dogs), an amendment to the Health and Hygiene Bylaw, the Signage Bylaw, the Stormwater Bylaw and the Outdoor Fire Safety Bylaw. Consultation around these topics will ensure that a coherent view is presented to the public across these topics and in the context of other work.

6.       The Alcohol Control Bylaw proposal includes recommended delegations to local boards to allow a timely review of the current alcohol bans in each local board area.

7.       The 2014 programme for review of local dog access rules is well underway with the local boards that are proposing changes this year. Reports on the submissions have been prepared to support final decisions by summer.

8.       The new Public Safety and Nuisance Bylaws and the Health and Hygiene Bylaw have now come into force and the changes that allow the council to operate these new bylaws have been successfully delivered. Media coverage for these has generally been positive. In particular the prohibition on use of sunbeds by those under 18 years old has received positive coverage (reflecting the council’s leadership on this issue).

9.       Detailed planning to support the coming in to force of the Navigation Safety Bylaw and the Cemeteries and Crematoria Bylaw, and other upcoming bylaws, is underway.

10.     No formal requests for local board bylaws have been received over the period covered by this report.

 

 

 

 

 

Recommendation

That the Waitemata Local Board:

 

Note the progress of the Integrated Bylaw Review and Implementation programme towards its completion of the delivery of new bylaws by October 2015.

 

Comments

Background to the Integrated bylaw review and implementation programme

 

1.       Auckland Council inherited a set of legacy bylaws from the former councils, covering approximately 30 topics. These bylaws expire at the end of October 2015.

2.       The Integrated Bylaw Review and Implementation programme has been established to review these bylaws and prepare a new bylaw for each topic where appropriate, and to make and communicate the necessary changes so that the council can operate the new bylaws and achieve the outcomes sought from each bylaw. The programme will also work with affected parties where a legacy bylaw is not replaced by a new bylaw.

3.       Both local boards and the Regulatory and Bylaws Committee receive regular updates on the programme. The previous update was provided to local boards in April 2014. This report provides an update on the various topics included in the programme, and attachment A provides an overview of the timeline through to October 2015.

Funding for bylaw review and implementation

 

4.       A funding proposal for the IBRI programme was approved by the Budget Committee at its meeting of 8 May 2014 (refer resolution BUD/2014/24). This means that the programme will have sufficient resources to deliver its objectives over the 2014/2015 year. The majority of the bylaw topics included within the programme will be completed by the end of this financial year, with several bylaws expected to come into force alongside the start of the new financial year on 1 July 2015. It is expected that there will also be some programme activities through the first part of the 2015/2016 year.

Update on review stage for bylaw topics

 

5.       Table one and table two below show the current status of the review topics and provide further comments for particular topics.

6.       This includes bylaws that may be folded into or managed under other topics (Arkles Bay set netting, Orakei Basin), the ongoing local boards’ review of dog access rules, regional film fees, and the review that must take place within five years of any bylaw’s adoption.

7.       Local boards have recently provided input to the bylaw reviews for construction and transport for Auckland Council land (such as parks). Further engagement is underway or being planned for the next topics in the review including alcohol controls review, environmental protection and regional film fees.

 

 


Table 1: Summary of status and next steps for review of bylaw topics

 

Topic

Status and Progress – 7 stages

Comments

 

Status

1-Preparation

2-Pre-consultation

3-Options

4-Write Bylaw

5-Adopt draft

6-Spec Cons Proc

7-Adopt final

 

Reviews completed

 

 

 

 

 

 

 

 

 

Dog management

G

 

 

 

 

 

 

 

Completed

Election Signs

G

 

 

 

 

 

 

 

Completed

Food safety

G

 

 

 

 

 

 

 

Completed

General administration

G

 

 

 

 

 

 

 

Completed

Hazardous substances

G

 

 

 

 

 

 

 

Completed

Health & hygiene

G

 

 

 

 

 

 

 

Completed

Offensive trades

G

 

 

 

 

 

 

 

Completed

Public safety and nuisance

G

 

 

 

 

 

 

 

Completed

Solid waste (Waste m/ment)

G

 

 

 

 

 

 

 

Completed

Trade waste

G

 

 

 

 

 

 

 

Completed

Transport (Auckland Transport)

G

 

 

 

 

 

 

 

Completed

Navigation safety (including lifejackets)

G

 

 

 

 

 

 

 

See below

Cemeteries and crematoria

G

 

 

 

 

 

 

 

See below

Election signs (amendment)

G

 

 

 

 

 

 

 

See below

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Work programme

 

 

 

 

 

 

 

 

 

Outdoor / rural fire safety

G

 

 

 

 

 

 

 

 

Trading and events in public places

G

 

 

 

 

 

 

 

See below

Stormwater management

G

 

 

 

 

 

 

 

 

Signage

G

 

 

 

 

 

 

 

See below

Alcohol licensing fees

A

 

 

 

 

 

 

 

 

Alcohol control

G

 

 

 

 

 

 

 

See below

Animal management

G

 

 

 

 

 

 

 

See below

Health & hygiene amendment

 

 

 

 

 

 

 

 

See below

Air quality

G

 

 

 

 

 

 

 

 

Boarding houses and hostels

G

 

 

 

 

 

 

 

 

Commercial sex industry

A

 

 

 

 

 

 

 

Issues covered in unitary plan and other bylaws

Construction and development

G

 

 

 

 

 

 

 

 

Onsite wastewater

G

 

 

 

 

 

 

 

 

Orakei Basin

G

 

 

 

 

 

 

 

 

Recreational and cultural facilities

G

 

 

 

 

 

 

 

 

Transport (Parks / AC controlled land)

G

 

 

 

 

 

 

 

 

Water supply and wastewater (reticulation)

G

 

 

 

 

 

 

 

 

Wharfs & marinas

G

 

 

 

 

 

 

 

 

Environmental protection

G

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Other work

 

 

 

 

 

 

 

 

 

Review - local dog access rules

G

 

 

 

 

 

 

 

See below

Freedom camping

G

 

 

 

 

 

 

 

 

Arkles Bay set netting

G

 

 

 

 

 

 

 

 

Regional film fees

G

 

 

 

 

 

 

 

See below

Five year reviews

B

 

 

 

 

 

 

 

 

 

Status summary codes

G

Green - Work is progressing as planned, due date will be met or any revised date will not have wider impacts

A

Amber – Original due date at risk of being missed and this may have wider impacts; or an issue has arisen.

R

Red - Due date has or will be missed and this will have wider impacts; or an issue has arisen that will have wider or significant impacts.

B

Blue - Not yet scheduled. However, background work is underway.

 

Table 2: Additional comments for particular topics in the bylaw review programme

 

Navigation safety (including lifejackets)

On track

G

Public submissions closed on 17 March and public hearings and deliberations were completed. The Hearings Panel report on the final form of the bylaw was considered and adopted by the governing body at its meeting on 31 July 2014.

 

The panel requested that a campaign be developed to communicate the changes introduced in the new bylaw and to support the bylaw’s objectives around safety on the water, particularly in relation to smaller boats and the wearing of lifejackets. Planning for this campaign is now underway to support the commencement of the new bylaw.

 

Cemeteries and crematoria

On track

G

Public submissions closed in June and the public hearings and deliberations were completed. The Hearings Panel report on the final form of the bylaw was considered and adopted by the governing body at its meeting on 31 July 2014. The final bylaw and code of practice included a number of changes arising from public consultation, including clarifying procedures around burial and plots and for scattering of ashes.

 

Election signs (amendment)

On track

G

The Auckland Transport board proposed a series of amendment to the Election Signs Bylaw to reflect issues that arose in the 2013 local body elections. These changes included limits on the times when signs can be displayed on private sites, allowing candidates to appear on both individual and team signs on a single site, and requiring contact information on signs to be readable. Submissions closed on 3 June.

 

Final changes were adopted by the board at its meeting of 24 June, and came into force on 18 July (just before the two month period that runs up to the general election on 20 September).

 

Trading and events in public place

On track

G

Both Auckland Council and Auckland Transport have endorsed their proposed Trading and Events in Public Places bylaws. These apply to streets and footpaths and other public places. Public submissions were open from 4 August to 4 September, with hearings and deliberations to follow. It is expected any new bylaws could come into force for July 2015. This would allow any fee changes to also be put in place with the new long-term plan that will start then.

 

The bylaws cover a range of issues including street performances, mobile shops, outdoor dining and displays, markets and stalls and charity collections.

 

Signage

On track

G

A proposed Signage Bylaw was reported to the August meetings of the Regulatory and Bylaws Committee, the governing body and the Auckland Transport board. Public consultation is open from 3 September to 3 October 2014.

 

The bylaw covers a range of types of signs including portable, free standing, wall-mounted, veranda and window signage. It also addresses requirements for posters and for certain types of signs including signs in public open spaces, signage advertising commercial sexual services, real estate signage and event signage.

 

Any new bylaw could be in place for July 2015 and will work alongside Unitary Plan requirements that apply to specific types of signs.

 

Alcohol control

On track

G

The Alcohol Control Bylaw will allow the council to put alcohol bans (previously call liquor bans) in place. These bans prohibit the consumption or possession of alcohol in specified public places, at particular times. Alcohol bans can work alongside other regulatory and non-regulatory tools to help minimise the harm that can be associated with alcohol.

 

A proposed bylaw was adopted by the governing body on 31 July and was open for public consultation from 15 August to 15 September. The proposal includes delegations allowing local boards to review, make, amend and revoke alcohol bans for local public places. The governing body would make these decisions for public places that are of regional significance.

 

The bylaw includes criteria to help evaluate any request for an alcohol ban, based on the requirements of the enabling legislation. It has also been designed to support a range of approaches to help communities manage problems associated with alcohol use.

 

The current proposal does not include a review of the existing alcohol bans or the making of new alcohol bans. Decisions on the existing alcohol bans will need to be made by local boards and the governing body after the new bylaw is adopted and before October 2015. Local boards are now receiving further information on how they can carry out their role for this review.

 

Animal management

On track

G

A proposed Animal Management Bylaw was adopted by the governing body on 31 July and was open for public consultation from 15 August to 15 September. The bylaw provides Aucklanders with the opportunity to own different types of animals for companionship, while minimising possible impact on their neighbours. Under the proposed bylaw, people that keep animals need to ensure the animals do not cause a nuisance, risk to public health and safety, or damage council land.

 

Specific provisions are included for urban properties relating to the keeping of bees and chickens or other stock (such as a rooster, goat, pig or sheep). There are also specific provisions related to horse riding in public places.

 

Issues relating to animal welfare, wildlife predation and dog management are addressed through national legislation and do not form part of this proposal.

 

Health & hygiene amendment

On track

G

The Health and Hygiene Bylaw 2013 was adopted by the council in 2013 and came into force on 1 July 2014. The bylaw and code, as adopted, requires pharmacists to obtain a licence under the bylaw if they offer commercial ear-piercing services.

 

The council has now received further information from industry representatives that shows public health is adequately protected through existing central government regulation and industry-based standards. Accordingly, the council is proposing an amendment to the bylaw that will exempt pharmacists from the requirement to obtain this licence under the bylaw when they provide commercial ear-piercing services. Public consultation was open from 15 August to 15 September.

 

Local dog access review

On track

G

The 2014 local board dog access review includes some areas within the following local boards: Kaipatiki, Orakei, Maungakiekie-Tamaki, Puketapapa, and Hibiscus and Bays.

 

This is the first year of the new approach to reviewing dog access rules and means the council can consider requests for changes to dog access rules on an annual basis. This approach is more responsive to residents and the environment and enables robust consideration on specific public places to provide for public safety and comfort, the needs of dogs and their owners, and to ensure the practicality of dog access rules.

 

The council is required to advise registered dog owners about these proposed changes and this has been achieved by including relevant material within the annual dog registration package. This is the first year that this approach has been possible and it has reduced costs and ensured that dog owners receive a single combined communication from the council. This targeted advice has been supported by other communication including public notices, local newspaper advertising and initiatives planned by these local boards.

 

Submissions on the proposed changes closed on 23 July 2014. Panels established by the relevant local boards considered the submissions, held hearings and reported to their respective local boards who have adopted the recommendations and finalised the review process.

 

Further access review changes are planned for the next two years. Work is now underway for local boards that are involved in the 2015 review programme. The local boards that are receiving a report in September to confirm commencement of the review and define its scope are Rodney, Upper Harbour, Devonport-Takapuna, Waitakere Ranges, Waiheke Island, Albert-Eden, Puketapapa, and Waitemata.

 

Regional film fees

On track

G

There are around 500 permit applications for filming activity each year, including many on local parks. The Auckland Film Protocol expresses the council’s intention to welcome filming, support this activity and maximise the financial and other benefits it brings to Auckland. The protocol also includes measures to ensure filming’s impacts on communities are well managed.

 

When the Film Protocol was adopted in 2013 several local boards asked that further work be carried out to understand how local communities can get more benefit from filming. The regional film fees project responds to part of that request. It will review how fees for filming can be set and managed, and how council’s direct revenue associated with filming permits can be used to meet the costs of facilitating filming and to improve the public spaces (including parks and streetscapes) that are used by film-makers.

 

Further information is being provided to local boards through September and October.

 

Update on implementation stage for new bylaws

8.       Table three and table four below show the current status of implementation projects and further comments for particular implementation projects.

 

Table 3: Summary of status and next steps for implementation projects

 

Implementation project name

Status and Progress

Link to bylaw topics / Other comments

 

Status

1-Preparation

2-Planning

3-Implementation

4-Closure

 

Underway

 

 

 

 

 

 

Alcohol licensing readiness

G

 

 

 

 

Completed

Alcohol licensing fees

A

 

 

 

 

See below

Animals (Stage 1)

G

 

 

 

 

Completed

Dog access review 2014

G

 

 

 

 

 

Electoral Signs 2013

G

 

 

 

 

Completed

Electoral Signs 2014

G

 

 

 

 

 

Environmental

G

 

 

 

 

 

Facilities

G

 

 

 

 

 

Food safety

G

 

 

 

 

Completed

Health protection

G

 

 

 

 

Health & hygiene bylaw and code of practice; See below

Marine

G

 

 

 

 

Navigation safety – see below

Public safety & nuisance

G

 

 

 

 

 

Revoked and lapsing bylaws

G

 

 

 

 

General admin; Offensive trades; Others

Signage

G

 

 

 

 

 

Stormwater

G

 

 

 

 

 

Street trading

G

 

 

 

 

 

Waste management

G

 

 

 

 

Solid waste bylaw

Animals (stage 2)

G

 

 

 

 

 

Alcohol controls

G

 

 

 

 

 

Air quality

G

 

 

 

 

 

 

 

 

 

 

 

 

Proposed future

 

 

 

 

 

 

Construction

B

 

 

 

 

 

Transport (AC land)

B

 

 

 

 

 

 

Table 4: Additional comments for particular implementation projects

 

Alcohol licensing fees

On hold

A

As part of reforming laws relating to the sale and supply of alcohol, central government updated licensing fees and also allowed each council to set its own fees for the licensing services it must provide. Auckland Council considered a report on the costs involved in this in August 2013, and endorsed adopting a bylaw to set its own alcohol licensing fee amounts, to take affect from 1 July 2014 (refer governing body meeting of 22 August 2013, item 13, GB/2013/83).

 

A further report has now been considered by the Regional Strategy and Policy Committee (7 August, item 11). The report provided an update on this matter, noting that revenue collected to date effectively covers relevant operating costs. The committee endorsed the council continuing to use the default licensing fees set by central government and that a further update should be provided early in 2015 (refer REG/2014/101).

 

Health protection

On track

G

The new Health and Hygiene Bylaw and code of practice are in force from 1 July 2014 and this project has now completed its closure phase after managing commencement successfully. The council’s leadership on prohibiting the use of sun-beds for people under 18 years of age was highlighted positively in the media.

 

Marine (including Navigation safety)

On Track

G

The new Navigation Safety Bylaw will come into force for the 2014/2015 summer. The bylaw includes key changes around the wearing of lifejackets on vessels under six metres in length. An education and information campaign is currently being prepared to support this and other changes that the bylaw introduces. This will include updating the signs at key boat ramps across Auckland and working with other water safety organisations to deliver these safety messages to the community.

Consideration

Local board views and implications

9.       Local boards are involved in the review of each bylaw topic (consistent with the review’s principles). This report provides an update on the programme, but does not raise any issues specific to local boards apart from those already noted above.

10.     No proposals for local bylaws have been received through the above period.

Māori impact statement

11.     This report does not raise any specific issues relating to Māori. The review of each topic includes considering whether that topic includes any elements of special interest to Māori, and if so the appropriate way to seek a greater level of engagement. Where appropriate, consultation with Māori (on a particular topic) may be linked to consultation on other related topics through the Unitary Plan or other initiatives.

General

12.     The recommendations in this report do not trigger the council’s policy on significance.

Implementation

13.     The programme includes implementation and delivery for each bylaw, as noted above. This includes working with internal and external stakeholders as relevant to each topic.

 

Attachments

There are no attachments for this report.    

Signatories

Authors

Helgard Wagener - Manager Policies and Bylaws

Authorisers

Warren Maclennan - Manager Planning

Judith Webster - Relationship Manager

 


Waitematā Local Board

14 October 2014

 

 

Draft Community Grants Policy

 

File No.: CP2014/22481

 

  

Purpose

1.       To seek local board feedback on the draft Community Grants Policy (Attachment A) and provide an overview of public feedback on the policy for members’ consideration. The report also briefly outlines the key components of the draft policy, proposes a transitional approach to establishing a multi-board grants programme, and discusses the budgetary implications of the policy.

Executive summary

2.       On 3 July 2014 the Regional Strategy and Policy Committee (the Committee) endorsed a new draft Community Grants Policy (CGP) for local board engagement and public consultation.

3.       The draft CGP has been developed to guide the allocation of local, multi-board and regional grants to groups and organisations delivering projects, activities and services that benefit Aucklanders. It covers grants for community development, arts and culture, events, sport and recreation, environment and heritage.

4.       The draft CGP proposes a new community grants programme aligned to Auckland Council’s governance structure, with:

a)      a local component (21 local grants programmes and a ‘multi-board’ grants programme, governed by local boards and aligned with local board plans); and

b)      a regional component (six regional grants programmes aligned to strategic directions in the Auckland Plan, with governing body decision-making).

5.       Community grants are a critical tool to implement Auckland’s vision as set out in the Auckland Plan, local board plans and the council’s core regional strategies, policies and plans. The draft CGP provides a regional framework for grant-making by Auckland Council, while ensuring flexibility for local boards to shape their own grants programme to respond to the specific needs and priorities of their communities. To reflect this, and give effect to local boards’ decision-making role in relation to local grants, staff propose that each local board be supported to develop an individual schedule to the CGP that sets out the specific outcomes, priorities and structure of their local grants programme.

6.       The draft CGP proposes that local boards be supported to form a range of new, outcome-driven multi-board clusters. However to achieve a smooth transition from the interim funding arrangements to the new grants programme, staff propose that the existing joint funding committees and subcommittees form the basis of four multi-board clusters for the 2015-2016 financial year. Although this would mean that the current ‘membership’ of these clusters would continue for the first year, this is the only aspect that would remain the same.

7.       Once adopted, the CGP will replace an interim community funding programme that has operated since amalgamation, consisting of more than 50 local and legacy ‘city-wide’ grants schemes and a small number of regional grants schemes. The community grants budgets inherited from the legacy councils are currently over-subscribed, especially at the regional level. To fully implement the CGP and deliver on the transformational shifts, staff propose additional investment of $2 million p.a. be considered through the Long-term Plan process 2015-2025. This will increase the amount of funding for regional grants to a more viable level, without reducing the existing funding envelope for local and multi-board grants.


8.       Staff attended local board workshops to discuss the draft policy during July and August 2014, to support the provision of formal local board feedback on the CGP during September and October. Public feedback on the CGP was invited between 14 July and 11 August, and a summary of this input is provided as Attachments B and C.

 

Recommendations

That the Waitematā Local Board:

a)      Endorse the Community Grants Policy as a regional framework for the Auckland Council community grants programme, noting that the local board will be supported to develop an individual schedule to the policy that sets out the specific outcomes, priorities and structure of their local grants programme.

b)      Provide feedback on any policy provisions of specific interest or concern to the local board, for consideration during the review and finalisation of the Community Grants Policy.

c)      Indicate whether they support the proposal to participate in an interim ‘multi-board cluster’ with Albert-Eden Local Board, Orakei Local Board, Puketapapa Local Board, and Waitemata Local Board to consider jointly supporting projects and activities of mutual benefit, noting that if this is agreed:

i)        staff will work with participating local boards to agree funding priorities and terms of reference for the cluster;

ii)       participating local boards will continue to hold their funds separately within the cluster, and can choose whether or not to allocate funds towards individual grant applications on a case-by-case basis;

iii)      additional multi-board clusters can still be explored, and will be supported wherever feasible;

iv)      the cluster is a transitional arrangement and would exist for the duration of the 2015-2016 financial year only, unless otherwise agreed by the participating local boards.

Comments

 

Background

9.       A discussion paper outlining the key elements, issues and options for a new Community Grants Policy (CGP) was work-shopped with local boards during March and April 2014. Workshops were also held to test draft approaches with the governing body and key stakeholders in May. A summary of the feedback received is provided as Attachment D.

10.     Feedback on the discussion paper informed the preparation of a draft CGP, which was reported to the Regional Strategy and Policy Committee (the Committee) on 3 July 2014. The Committee endorsed the draft CGP for local board engagement and public consultation.

11.     Staff attended local board workshops to discuss the draft policy during July and August 2014, to support the provision of formal local board feedback on the CGP during September and October.

Summary of draft Community Grants Policy approach

12.     The draft Community Grants Policy proposes a framework for a new Auckland Council community grants programme with two main components: a local grants programme (incorporating multi-board grants) and a regional grants programme.

 


Local grants programme

13.     Local grants are a key tool local boards can use to implement the vision set out in their local board plans, and provide a direct, tangible way of supporting local community aspirations and responding to local needs and opportunities.

14.     At the local level the CGP is not intended to be prescriptive, but rather to provide a framework and guidelines that will assist local boards to deliver best practice in grant-making. This approach responds directly to feedback received from local boards during consultation on the draft Community Funding Policy in May 2012.

15.     The draft CGP proposes that each local board is supported to operate their own local grants programme under the broader umbrella of the CGP, and can award grants to groups and organisations, projects, services, events and activities that benefit residents in their local board area. Boards will be supported to develop specific funding priorities for their grants programme, drawing on the priorities set out in their local board plans.

16.     Two grant schemes are proposed to operate through the local grants programme:

a)      Fast Response Local Grants (up to $1,000)

Applicants for Fast Response Local Grants will complete simplified application and accountability processes. Funding rounds are proposed to be held more regularly, and timeframes for decision-making and payment will be kept as short as possible to ensure responsiveness to the community.

b)      Local Grants (over $1,000)

Local Grants are for larger amounts and are proposed to be distributed only once or twice per year, to enable the local board to consider how best to allocate their limited grants budget to deliver the local outcomes they are seeking. Applicants for Local Grants will complete application and accountability processes proportionate to the size of the grant they are seeking. Grants can be ‘one-off’ awards, or a commitment to fund over multiple years (up to a full political term).

Local board grants programme schedule

17.     A regional briefing for local board chairs and portfolio holders was held on 30 June 2014 to provide an overview of the proposed policy and discuss next steps ahead of reporting to the Committee.

18.     At the briefing, questions were raised about the policy’s recognition of local boards’ decision-making allocation in this area. Although the policy does provide sufficient flexibility for local boards to exercise this decision-making, it was felt this authority needed to be made more explicit. Following further discussion, it was agreed that this could be achieved by working with local boards to shape the structure and intent of their individual local grants programmes. Once the local board has agreed and adopted their programme, this can become a schedule to the policy. This approach was endorsed by local board chairs at the Chairs Forum on 28 July.

19.       Each individual local board grants programme schedule could include:

a)      Outcomes sought through the local grants programme (driven by local board plans) Any specific local funding priorities

b)      The types of funding opportunities available through the local grants programme

c)      Any specific eligibility criteria or exclusions that are additional to the baseline provisions of the CGP

d)      Any other factors the local board consider to be significant to their decision-making.

20.     Staff will work with local boards between February and April 2015 to develop and adopt their local grants programme schedules, and an implementation plan will be prepared for each local board to sit alongside the schedule (outlining key operational aspects such as the number and timing of funding rounds).

21.     Local boards will be able to review and update their schedules over time as strategic priorities and budgets change.

Proposed multi-board grants programme

22.     The draft CGP proposes that local boards be supported to form a range of new, outcome-driven multi-board clusters. These clusters will invite applications from, and award grants to organisations, services, projects, events and activities that benefit residents across their combined areas. Local boards could participate in more than one cluster.

23.       Multi-board clusters may be:

a)      Groups of local boards with contiguous boundaries, for example southern local boards wanting to support events in the Southern Initiative area

b)      Local boards that share a common characteristic or interest, for example high populations of older people, or bordering the Hauraki Gulf

c)      Local boards that want to address a common issue, for example by supporting employment programmes targeting marginalised young people.

24.     Staff will engage with local boards to scope and establish appropriate clusters, which may be in response to a need or opportunity identified by their communities, or to deliver strategic outcomes they have mutually identified in their local board plans. Once local boards have instigated (or agreed to participate in) a multi-board cluster, council staff will work with the participating boards to understand the outcomes sought, and design a grants programme to deliver these.

25.     Applicants seeking support from a multi-board cluster will make one combined application to all participating local boards in the cluster, will receive a single decision notification and grant award, and will submit one accountability report when their funded activities have been completed.

Implementation of the multi-board grants programme

26.     To achieve a smooth transition from the interim funding arrangements to the new grants programme, staff propose that the existing joint funding committees and subcommittees form the basis of four multi-board clusters for the 2015-2016 financial year.

27.     Although this would mean that the current ‘membership’ of these clusters would continue for the first year, this is the only aspect that would remain the same. Participating local boards would agree new funding priorities and terms of reference with the other local boards in that cluster, have discretion over the amount of their local funding to set aside for considering multi-board applications, and support applications on a case-by-case basis.

28.     This phased approach would enable a multi-board grants programme to launch in 2015 alongside the new local grants programmes with minimum additional preparation, given that the joint funding committees and subcommittees have some existing structure in place that could be used as a guide (e.g. delegated local board representatives, approximate schedule of funding rounds, and an existing pool of applicants). Staff could work with these existing multi-board clusters to develop appropriate funding priorities for the transitional year. This approach would be a good test for the model and enable refinements to the process to be agreed with local boards, while minimising any initial impact on community organisations.

29.     The current geographical clusters of local boards (i.e. the joint funding committees aligned to the former city and district council areas in the Auckland region) are:

a)      Northern cluster: Devonport-Takapuna, Kaipatiki, Upper Harbour (Northern Metro Subcommittee) Hibiscus and Bays, Rodney (Former RDC Subcommittee)

b)      Southern cluster: Franklin, Howick, Mangere-Otahuhu, Manurewa, Otara-Papatoetoe, Papakura (note that suitable arrangements would need to be developed with the southern local boards, as they have not been operating as a cluster)

c)      Western cluster: Henderson-Massey, Waitakere Ranges, Whau

d)      Central cluster: Albert-Eden, Great Barrier (optional), Maungakiekie-Tāmaki, Orakei, Puketapapa, Waiheke, Waitemata

30.     In addition, if boards wish to establish and resource other clusters, this could also be supported where feasible.

31.     If this approach is agreed, the transitional arrangements would be reviewed prior to the financial year commencing 1 July 2016. At this time, the clusters could either continue, or additional and/or alternative clusters could be established.

Regional grants programme

32.     It is proposed that the governing body of Auckland Council, through its various committees, will award grants to regionally significant organisations, services, events and activities that benefit residents across Auckland. At the regional level the CGP proposes six activity-focused grants programmes aligned to strategic directions outlined in the Auckland Plan.

33.       The proposed regional grants programmes are:

a)      Regional Arts and Culture Grants Programme

b)      Regional Community Development Grants Programme

c)      Regional Environment and Natural Heritage Grants Programme

d)      Regional Events Grants Programme

e)      Regional Historic Heritage Grants Programme

f)       Regional Sport and Recreation Grants Programme

34.     Each of the proposed regional grants programmes is conceived and will be promoted as a key mechanism to implement the relevant regional strategy, policy or plan (e.g. the Regional Arts and Culture grants programme will support the Arts and Culture Strategic Action Plan). These regional strategies enable – or will enable – the council to determine where it will target its resources in the medium to long term.

35.     The draft CGP proposes that most of the regional grants programmes provide for two distinct grant types: single-year project grants, for standalone initiatives, and multi-year strategic relationship grants. Project grants of varying size will be awarded through a contestable process at least once per year, while the strategic relationship grants will enable the council to enter multi-year funding relationships with a small number of organisations operating at the regional level. The majority of organisations receiving strategic relationship grants will have an existing relationship with Auckland Council and be able to demonstrate a clear track record of achievement at this level.

36.     To be considered eligible for regional grants, applicants must be able to show that their service, project or activity:

a)      Primarily addresses regionally determined priorities, and it would therefore be unreasonable to expect local boards to meet the cost, and is:

b)      Regional in terms of scale and/or significance, and/or is

c)      Regional in terms of impact and/or reach.

37.     The regional grants programmes are described in schedules to the Draft Community Grants Policy, as it is anticipated these schedules may be reviewed and updated over time as strategic priorities change.

Feedback from public consultation

38.     Public consultation on the CGP was undertaken from 14 July – 17 August 2014 and included:

a)      provision of accessible and easy-read versions of the policy summary document

b)      distribution of information packs and fliers at all Auckland Council service centres, community centres, local board offices and libraries

c)      provision of information via ‘Shape Auckland’ and a dedicated webpage on the Auckland Council website

d)      advertisement in ‘Our Auckland’

e)      advertisement through community and ethnic newspapers

f)       promotion via Council’s social media channels (e.g. Facebook)

g)      provision of a dedicated community assistance email account to allow people to make enquiries and submit feedback

h)      distribution of online survey to the following audiences:

·        those who provided feedback during previous consultations;

·        all community grant applicants since amalgamation;

·        community networks via Council’s advisory teams (CDAC, PSR, IE); and

·        other stakeholder networks as appropriate.

i)        provision of hard copy consultation material and submission forms by request

j)        five public workshops (Rodney, north, central, west and south)

k)      local board public workshops as requested (Orakei and Maungakiekie-Tamaki)

l)        two Mataawaka hui (west and south)

m)     presentations at southern and northern mana whenua hui and a regional environmental sector hui.

39.     At the regional local board briefing on 30 June, some members expressed interest in seeing feedback from their communities prior to providing their own feedback on the policy. To enable this staff agreed to extend formal reporting to local boards so that a summary of public input could be provided.  This is now attached for the local board’s consideration (Attachments B and C).

Financial implications of the CGP

40.     The CGP will be a critical tool to implement Auckland’s vision as set out in the Auckland Plan, local board plans and core regional strategies, policies and plans, and it is important that there is sufficient funding to effectively resource the new programme for this purpose.

41.     The legacy grants budgets inherited at amalgamation (or created subsequently) total c. $8.3 million p.a., or around $6 per head of population, with the majority supporting groups and activities that are either local or multi-board (via the legacy ‘city-wide’ funds). These funds are already oversubscribed – on average the value of requests is three times the available budget, and in some cases considerably more.

42.     Of the total community grants budget, c. $2.4 million is currently targeting regional groups and activities. Current baseline funding for each of the regional grants programmes is as follows:

a)      Regional Arts and Culture grants programme (c. $650,000)

b)      Regional Community Development grants programme (No regional budget: all current grant schemes for this activity are administered by local boards, with some regional groups receiving interim allocations via the Annual Plan)

c)      Regional Environment and Natural Heritage grants programme (up to $545,000)

d)      Regional Events grants programme ($400,000)

e)      Regional Historic Heritage grants programme (up to $345,000)

f)       Regional Sport and Recreation grants programme (c. $500,000)

43.     The existing grants programmes at this level are not able to meet current demand, and in some cases include funding tagged to specific recipients, or funding for regional outcomes that is being provided through local grants schemes. While contestability will be introduced for all funding schemes, there is little ‘headroom’ to support new applicants or address emerging priorities. For example, there is an expectation that a number of major events dropped from ATEED’s portfolio will now need to be funded through the Regional Events Fund from 2015/16, at an additional cost of $170,000 against the existing budget of $400,000.

44.     Many regional organisations have been waiting for implementation of the new CGP to access regional funding, and in some cases their need has become so urgent that the governing body has allocated emergency funding through the annual plan as an interim measure.

45.     Additional investment in the regional grants programme of $2 million p.a. is proposed as an option for governing body consideration through the LTP process 2015-2025. Staff consider a minimum of between $600,000 and $800,000 is required for each regional grants programme if the CGP is to support meaningful progress against the council’s stated priorities in these activity areas and deliver on the transformational shifts. The level of investment requested will support an average fund size of $750,000 (the exact distribution of budget between the six programmes would be proposed alongside the final policy).

Consideration

Local board views and implications

46.     The design of the new grants programme proposed in the CGP has been strongly influenced by local board feedback received during consultation on the first draft Community Funding Policy in May 2012, and during more recent engagement.

47.     A discussion paper on the new CGP was prepared in February 2014 and discussed in specially convened local board cluster workshops in March 2014, which were attended by representatives of all local boards. The paper outlined the basic elements of the proposed grants programme and sought feedback on specific policy issues. A summary of the feedback received during the cluster workshops and how this has been reflected in the draft CGP is provided as Attachment D.

48.     A regional briefing for local board chairs and portfolio holders was held on 30 June to provide a further overview of the proposed policy and to discuss next steps.  At the briefing, questions were raised about the policy’s recognition of local boards’ decision-making allocation in this area. Staff met with local board chairs on 28 July and agreed a process to address this concern (see ‘Local board grants programme schedule’ paras 16-20).

49.     Staff attended workshops with local boards during July and August 2014 to discuss the draft policy and support the provision of formal local board feedback requested via this report.

Māori impact statement

50.     Community grants have the potential to make a significant impact on Māori through supporting the outcomes in the Māori Plan. Under the proposed principles for the CGP, all grants programmes should respond to Auckland Council’s commitment to improving Māori wellbeing, as outlined in the Auckland Plan, local board plans and regional strategies, policies and plans, by providing grants to organisations delivering Māori outcomes locally and regionally.

51.     There is already some dedicated funding for Māori outcomes at the regional level, currently focused on papakainga and marae development across Auckland. Te Waka Angamua will be working with mana whenua and mataawaka to explore how best to target this and/or other funding allocated for Māori outcomes in future, e.g. determining eligibility criteria and the most appropriate forums for priority-setting and decision-making.

52.     During workshops in March/April 2014, staff discussed options with local boards for creating dedicated Māori funding schemes at the local level, or embedding Māori outcomes as a ‘standing priority’ across all proposed grants programmes at the local and regional level. Local boards expressed interest in dedicated Māori funding schemes at the local level if regional funding was made available to them for this purpose, but otherwise felt it was more appropriate for any targeted spending to be at each local board’s discretion, driven by local board plan priorities. The CGP’s intent to align grant-making to strategic priorities should ensure funding is allocated to groups and projects delivering Māori outcomes.

53.     The current interim funding programme includes one grants scheme dedicated to Māori outcomes (the Marae Development Fund in the former Manukau City area), and this particular scheme, along with all others operating through the interim programme, will cease to operate once a new CGP is adopted. Regional marae development funding may provide some capacity to meet this need going forward, and Te Waka Angamua will release details of the application and decision-making process for that funding for the next financial year.

54.     However local boards also have full discretion to provide grants for any purpose that benefits their local communities, and this is likely to include supporting marae especially where grants have been provided for this purpose in the past. The draft CGP provides flexibility for decision-makers to award grants to community groups that are not formally constituted charitable organisations, where appropriate, and staff understand this should increase access to funding for some Māori organisations, such as marae, who may not previously have been eligible.

Implementation

Budget alignment

55.     Existing funding arrangements and grants schemes were rolled over for the 2014/2015 financial year. If adopted, implementation of the CGP will begin from 1 July 2015 to align with the new LTP 2015-2025 and implementation of the Local Board Funding Policy (LBFP). This will enable the finalised budget structures to be implemented alongside the policy.

56.     Existing grants budgets categorised as ‘local’ will form part of the overall locally driven initiatives (LDI) budget allocated to local boards through the LBFP formula. Local boards will then set aside a budget to support their local grants programme from their LDI funding envelope through the Local Board Agreement process.

57.     Staff will propose an overall budget structure for the new grants programme when the final policy is tabled with the committee in November 2014, outlining the treatment of any inherited (and new) community grants budgets and funding arrangements that will support the CGP going forward. This should enable staff to take into account the outcome of LTP deliberations in the second half of 2014 and present budget structure options accordingly.

Operationalisation of the CGP

58.     The draft CGP has been developed with substantial input from the relevant operational departments to ensure that it is able to be delivered.

59.     The proposed implementation timeframe should provide operational teams with adequate time to design supporting systems and business processes, and to produce public-facing collateral that outlines the structure and requirements of the new grants programmes in detail. This will include:

a)      Working with all decision-makers to schedule an annual calendar of funding rounds for each level of the programme.

b)      Working with local boards to assist them in developing their local board grants programme schedules.

c)      Producing new promotional materials for the council website, marketing and promotion through media channels and to support public information sessions.

d)      Designing new online application forms and guidelines for prospective applicants.

e)      Ensuring support will be available for prospective applicants requiring assistance or capacity building to access the grants programmes, working with specialist colleagues where appropriate.

f)       Developing business processes and templates to enable consistent assessment and reporting to elected members, and to support their decision-making.

g)      Updating funding agreements, accountability forms and other legal documentation to ensure they are fit-for-purpose, and developing processes to deal with any grant recipients in breach of their agreements.

h)      Ensuring payments processes and associated financial controls are robust, efficient and fit-for-purpose.

60.     If the CGP is adopted on schedule towards the end of 2014, grant applicants / recipients will also have more than six months to prepare for the changeover to the new policy and manage any implications. Staff will work with previously funded organisations to support them to access the new grants programmes during subsequent years, and provide advice to elected members if there is a need to consider transitional arrangements in individual cases.

 

Attachments

No.

Title

Page

aView

Waitemata Public Consultation

171

     

Signatories

Authors

Rebekah Lauren - Principal Policy Analyst

Authorisers

Penny Pirrit - Regional & Local Planning Manager

Judith Webster - Relationship Manager

 


Waitematā Local Board

14 October 2014

 

 









Waitematā Local Board

14 October 2014

 

 

Central Facility Partnerships Committee

 

File No.: CP2014/23048

 

 

 

Purpose

1.       To seek the local board’s agreement:

 

·     to re-establish the Central Facility Partnerships Committee to oversee the legacy central facility partnerships funding scheme;

·     on the Terms of Reference 2014/2015 for the Central Facility Partnerships Committee;

·     on the Central Facility Partnerships Guidelines 2014/2015; and

·     to nominate a member and an alternate on the Central Facility Partnerships Committee.

 

Executive summary

2.       The Central Facility Partnerships Committee was a joint committee established by the seven central local boards. It had decision-making responsibility to allocate the legacy central facility partnerships funding in support of capital development projects that will assist Auckland Council to meet its identified strategic community outcomes.

 

3.       In accordance with Clause 30(7) of the Local Government Act 2002, the committee has been automatically dissolved following the 2013 Local Government elections. 

 

4.       The Central Facility Partnerships Committee needs to be operational for the 2014/2015 to administer legacy central facility partnerships funding scheme.  This report seeks agreement from the seven central local boards to re-establish the Central Facility Partnerships Committee, agree its terms of reference, endorse the Central Facility Partnerships 2014/2015 Guidelines, and agree the timing of decisions for 2014/2015 central facility partnership funding scheme. The Central Facility Partnerships Committee will consider applications to the 2014/2015 central facility partnerships fund at a workshop scheduled to be held on 3 November 2014 and business meeting on 8 December 2014.

 

5.       The re-establishment of the Central Facility Partnerships Committee is an interim approach until a region-wide community grants policy is finalised. Formal consultation with local boards on the draft policy is taking place at the current time. 

 

Recommendations

That the Waitematā Local Board:

a)      Agree to re-establish the Central Facility Partnerships Committee for 2014/2015 with the Albert-Eden, Great Barrier, Maungakiekie-Tamaki, Orakei, Puketapapa, Waiheke, and Waitemata Local Boards, to collectively administer the legacy Facility Partnerships fund.

b)      Endorse the Terms of Reference 2014/2015 and Guidelines 2014/2015 for the Central Facility Partnerships Committee, which will be adopted by the Committee at its first meeting:

i.        The Central Facility Partnerships Committee has a member from each of the following Local Boards: Albert-Eden, Great Barrier, Maungakiekie-Tamaki, Orakei, Puketapapa, Waiheke, and Waitemata.

ii.       The Central Facility Partnerships Committee has the authority to make funding decisions in 2014/2015 in relation to the central facility partnerships guidelines.

iii.      The Central Facility Partnerships Committee will appoint and may remove its own chairperson and deputy chairperson.

iv.      The Central Facility Partnerships Committee will meet as required. It is envisaged there will be two procedural meetings and no less than one funding decision meeting in each financial year.

v.       The Central Facility Partnerships Committee has the authority to amend the Terms of Reference on the basis of a formal resolution from each participating Local Board that endorses the proposed change.

c)      Appoint Member Shale Chambers, and Board Member Greg Moyle as alternate, to the Central Facility Partnerships Committee with appropriate delegated authority to bind the board on decisions relating to the Central Facility Partnerships Fund made by the Committee.

d)      Note that the next meetings of the Central Facility Partnerships Committee for 2014/2015 will be held on 3 November 2014 (workshop), 8 December 2014 (business meeting) and Stage Two 9 March 2014 (workshop) and 13 April 2014 (business meeting).

 

e)      Note that a region-wide community grants policy is being developed and will in time replace the current interim funding arrangements.

 

Comments

 

6.       The legacy central facility partnerships fund invites organisations to submit applications for capital development projects and feasibility studies that will assist Auckland Council to meet its identified strategic community outcomes.

 

7.       Where a proposal fits identified strategic priorities and other criteria, council may contribute to the capital cost of the project. The level of financial assistance is informed by the level of community benefit and public access to the facility once the project is completed.

 

8.       Organisations participating in central facility partnerships benefit from funding, as it enables them to leverage grants from other donors, and through technical assistance and support. Funding from council allows organisations (many of which are not-for-profit voluntary groups) to meet their objectives sooner and in some cases, develop a better facility than may otherwise have been possible.

 

9.       Central facility partnerships benefit the council by delivering quality, community accessible facilities, without council providing all the development funding.

 

10.     The wider Auckland community benefits from facility partnerships funding schemes by having access to a greater number of quality community facilities.

 

11.     Auckland Council inherited several different approaches for managing facility partnerships.  A new, integrated policy is being developed and is expected to be completed for the 2015/2016 year.

 

12.     In the absence of an integrated regional policy, and to enable facility partnership funding to be allocated, the Regional Development and Operations Committee (RDOC) resolved on 24 May 2012 and again on 14 March 2013 that an interim approach be implemented for 2013/14.

 

13.     On 6 March 2014, the Regional Strategy and Policy Committee endorsed the rollover of council’s current community funding programmes and grants arrangements for the 2014/2015 financial year (REG/2014/36).

 

14.     RDOC also resolved that the interim approach would be implemented by devolving the legacy Facility Partnerships funding to “local board sub-regional funding committees.”


15.     The following resolutions were made on 24 May 2012 by the Regional Development and Operations Committee:

·   

“Resolution number RDO/2012/89

 

 b)        That the Regional Development and Operations Committee endorses in principle the following with regard to the Community assistance programme:

i.          repackaging of the draft Community occupancy policy as guidelines to assist local board decision-making;

ii.         devolving legacy facility partnership budgets for the 2012 / 2013 financial year to existing local board sub-regional (‘cluster’) funding committees for distribution under the appropriate legacy council policy;

iii.        continuation of the interim funding approach for the 2012 / 2013 financial year, noting that there will be no proposed changes to the decision-making or budget structures already in place for the 2011/2012 financial year.”

 

16.     On 14 March 2013, the Regional Development and Operations Committee resolved that the interim community funding arrangements in place be continued for 2013/2014.

 

“Resolution number RDO/2013/32

That the Regional Development and Operations Committee:

 

 a)        endorse the continuation of the interim community funding programme for the 2013/2014 financial year, in accordance with current budgets and decision making delegations, due to the complexity of the range of funding models currently operating across the region, with the expectation that a new funding policy be in place for the 2014/2015 financial year, or before.”

 

17.       On the 15 May 2013, the Central Facility Partnerships Committee resolved:

 

“Resolution number CFPC/2013/6.

 

 b)        That the Central Facility Partnerships Committee endorse a two stage application process for the 2013/2014 round.

 c)        That the final decision of the 2013/2014 funding round dates and committee meeting dates be delegated to the Chair and Deputy Chair of the Central Facility Partnerships Committee.

 d)        That variations, extensions and/or changes to Auckland City legacy facility partnership agreements made by the local boards prior 15 May 2013 be endorsed by the Central Facility Partnership Committee, and that this resolution be forwarded to all relevant local boards for their information.

 e)        That any further variations, extensions and/or changes to Auckland City legacy facility partnership agreements fall under the Central Facility Partnerships Committee.

 f)         That officers report back to the Central Facility Partnerships Committee at its next meeting on progress of all existing facility partnerships.”

 

18.     The seven central local boards consequently established a joint committee of local boards that deals specifically with central facility partnerships funding scheme.  Each of the seven central local boards appointed a representative to the Central Facility Partnerships Committee to ensure that the facility partnerships fund can be implemented in a timely manner.

 

19.     The Central Facility Partnerships Committee has a different focus to the Central Joint Funding Committee, with the latter having a focus on community and heritage funding. In contrast, facility partnership is a capital development fund that establishes partnerships between council and external organisations.

 

20.     In accordance with Clause 30(7) of the Local Government Act 2002, the committee has been automatically dissolved following the 2013 Local Government elections.

 


21.     It is recommended that the board agrees to re- establish the Central Facility Partnerships Committee to administer the central facility partnerships funding. This report also asks the seven central local boards to appoint a representative and an alternate to the Central Facility Partnership Committee, with the appropriate delegated authority to bind the local boards on decisions relating to the legacy central facility partnerships policy made by the Central Facility Partnership Committee, and to agree the attached terms of reference.

 

22.     The Committee will hold its next meeting on 8 December 2014 to consider procedural matters including but not limited to:

i)       electing a Chair and Deputy Chair

ii)       adopting the Central Facility Partnerships Committee Terms of Reference (attached)

iii)      agreeing the timing of decisions for 2014/2015 facility partnerships

iv)     endorsing the Facility Partnerships 2014/2015 Guidelines (attached)

23.     Applications for 2014/2015 facility partnerships have been sought from 1 July 2014 – 15 August 2014.  Officers have assessed the applications and the Committee will consider and make decisions on 8 December 2014 regarding Stage one projects to be progressed.

 

24.     After the Central Facility Partnerships Committee has decided which projects to support, the local board where the project is based will have active and ongoing engagement with the project. The local board’s role may include setting expectations for community access to the facility.

Consideration

Local board views and implications

 

25.       The legacy funding schemes are a key way for local boards to support their communities.

Māori impact statement

26.     The legacy community funding schemes are of general interest to communities and accessible to a wide range of groups, including Māori. No particular implications for the Māori community or Māori stakeholders have been identified as arising from this report.

General

27.     The recommendations contained in this report fall within the local board’s delegated authority.

Implementation

 

28.     Funding applications will be called during two rounds for the legacy central facility partnerships funding scheme, as follows:

   Central Facility Partnerships Fund 2014/2015

i.        Stage One - Expressions of Interest opened in 1 July 2014 and closed on 15 August 2014 with decisions on projects advancing to stage two on 8 December 2014.

ii)       Stage Two - Process will include only groups who have been progressed from Stage one process and will include all feasibility study applications. Stage two closes on13th February 2015 for decisions in April 2015.

Attachments

No.

Title

Page

aView

Draft Terms of Reference 2014/2015

185

bView

Draft Central Facility Partnership Guidelines 2014/2015

187

     

Signatories

Authors

Judith Webster - Relationship Manager

Authorisers

Karen Lyons - Manager Local Board Services

 


Waitematā Local Board

14 October 2014

 

 


Waitematā Local Board

14 October 2014

 

 







Waitematā Local Board

14 October 2014

 

 

Adoption of the Waitemata Local Board Plan 2014

 

File No.: CP2014/23677

 

  

 

Purpose

1.       The purpose of the report is to adopt the Waitematā Local Board Plan 2014.

Executive summary

2.       Each local board is required to adopt a local board plan by 31 October 2014.

3.       The Waitemata draft Local Board Plan was developed following informal community engagement. This was followed by formal consultation using the special consultative procedure (SCP) from 7 July to 6 August 2014.  The Waitematā Local Board considered the submissions from the SCP at its deliberations meeting in September 2014.

4.       The Waitematā Local Board Plan is attached to this agenda.

 

Recommendations

That the Waitematā Local Board:

a)      Adopt the Waitematā Local Board Plan.

b)      Delegate to the Chair to approve any minor wording changes that may be necessary following adoption.

 

Comments

 

Background

5.       The Local Government (Auckland Council) Act 2009 requires each local board to develop a local board plan every three years. The first local board plan was adopted in 2011. This second local board plan must be adopted by 31 October 2014.

6.       Local board plans are strategic plans for the following three years and beyond. The plans reflect the priorities and preferences of the community. They guide how the local board:

·    makes decisions on local activities and projects;

·    provides input into regional strategies and policies; and

·    works with other agencies that play a key role in the area, including central government agencies and council-controlled organisations.

7.       The plans inform the development of the council’s 10-year Long-term Plan. The plans also form the basis for development of the annual local board agreement for each of the following three financial years.

8.       The local board is required to use the SCP to consult on the draft local board plan. The SCP was held from 7 July to 6 August 2014. There were 213 submissions on the Waitematā draft local board plan.

Consideration

9.       The Waitematā local board plan has been developed by considering a range of strategic issues, as well as the Auckland Plan and other regional strategies and policies.  Advice from subject matters experts, community views and public submissions has also been important in developing the plan.

10.     The Waitematā local board deliberated on the SCP at its meeting in September 2014.

11.     The plan is attached to this agenda.

Local board views and implications

12.     The local board’s views have driven the development of the plan attached to this report.

Māori impact statement

13.     The local board plan contributes to improving wellbeing in Māori communities, as well as the community in general.

14.     This Waitematā local board plan describes some of the ways the board would like to work in partnership with mana whenua, including kaitiakitanga and the guardianship of our environment and special places.

Implementation

15.     The long-term plan and the annual plans draw the local board plans together and prioritise the council projects into what is affordable and will best meet the strategic direction and needs of Auckland’s communities. The projects and initiatives contained in each local board plan need to be included in the Long-term Plan 2015-2025 and annual plans if they are to be implemented. This requires discussion and agreement with the governing body though the local board agreement process.

 

Attachments

No.

Title

Page

aView

Waitemata Local Board Plan 2014

195

bView

Waitemata LBP Suburb Boxes

265

     

Signatories

Authors

Trina Thompson - Senior Local Board Advisor - Waitemata

Authorisers

Judith Webster - Relationship Manager

 


Waitematā Local Board

14 October 2014

 

 







































































Waitematā Local Board

14 October 2014

 

 




Waitematā Local Board

14 October 2014

 

 

Financial Policies Issues for Long-term Plan 2015-2025

 

File No.: CP2014/23680

 

  

Purpose

1.       This report advises local boards on financial policy issues that may be considered in the development of the Long-term Plan 2015-2025.  It aims to support discussion of these issues at local board workshops in September 2014.

Executive summary

2.       Development of the Long-term Plan 2015-2025 is the council’s opportunity to consider if it wishes to consult on making changes to its financial policies.  A briefing setting out some of the matters that may be considered in the long-term plan process was provided to a workshop of the governing body on 5 August 2014 and to a local boards’ workshop on 18 August 2014.

3.       The workshop identified a range of financial policy issues as possible matters for consideration in developing the draft long-term plan. These included the:

 

·        rating policy;

·        standardisation of the remaining legacy fees and charges; and

·        development contributions.

4.       The key issues identified in regard to the rating policy were:

·        options for level of UAGC;

·        proportion of rates paid by businesses including options for the long term differential strategy;

·        proportion of rates paid by rural sector including options for farms and rural townships;

·        affordability including consideration of additional support for superannuitants;

·        options for further transition; and

·        standardising legacy rates remission and postponement policies (community, sporting and heritage remission and postponement policies).

5.       The remaining legacy fees and charges that have yet to be standardised are:

·        social housing rentals;

·        street trading license fees and rentals;

·        163 environmental health and licensing fees; and

·        some cemetery fees.

6.       The Long-term Plan 2015-2025 presents the council with an opportunity to consider if it wishes to amend its development contributions policy to reflect the changes made to development contributions in the Local Government (Amendment Act) Act 2014 alongside the changes the legislation requires.  Issues the council may wish to consider include refining its

·        funding areas; and

·        assessment of residential demand.

7.       The timetable for the development of financial policies for the draft Long-term Plan 2015-2025 is:

·        Budget committee workshop (including modelling of options) – 20 October 2014 (morning);

·        local boards workshop – 20 October 2014 (afternoon);

·        combined Budget committee and local boards workshop - 24 October 2014;

·        Mayor’s rating policy proposal 30 October 2014;

·        Budget committee workshop on financial policies – 31 October 2014;

·        Budget committee final decisions for draft Long-term plan (including financial policies) – 5 November 2014;

·        Budget committee workshop and meeting on rates transition – 17 November 2014.

 

 

Recommendations

That the Waitematā Local Board:

a)      Determine if it wishes to make any recommendations for change to existing financial policies as part of development of the draft Long-term Plan 2015-2025.

 

Comments

 

8.       This decisions sought in this report are not significant.

Consideration

Local board views and implications

9.       The purpose of this report is to facilitate the development and communication of local board views on the matters considered herein.

Māori impact statement

10.     The recommendations in this report have no impact on Maori.

Implementation

11.     There are no implementation issues associated with the recommendations included in this report.

 

Attachments

No.

Title

Page

aView

Presentation to local boards on 18 August 2014 entitled "Financial Policies, Long-term Plan 2015-2025."

271

     

Signatories

Authors

Trina Thompson - Senior Local Board Advisor - Waitemata

Authorisers

Judith Webster - Relationship Manager

 


Waitematā Local Board

14 October 2014

 

 

















Waitematā Local Board

14 October 2014

 

 

LTP 2015-2025 Feedback on Mayoral Proposal

 

File No.: CP2014/23683

 

 

 

Purpose

1.       To seek feedback from local boards on the mayoral proposal for the LTP 2015-2025, as announced on 28 August 2014.

Executive summary

2.       On 28 August 2014, the Mayor announced a proposal for the LTP 2015-2025, outlining high level funding envelopes and key priorities. 

3.       Feedback is sought from local boards on the mayoral proposal, including departmental responses, to help inform draft budget and consultation decisions being made by the Budget Committee on 5 and 6 November 2014.

 

Recommendations

That the Waitematā Local Board:

a)      Consider the mayoral proposal and whether to provide feedback on the implications of the proposal.

Comments

Background

4.       In March 2014, the Mayor provided direction setting for the LTP 2015-2025.

5.       Between March and August, Auckland Council conducted a thorough assessment of its full work programme, prior to the Mayor announcing a proposal for the LTP 2015-2025 on 28 August 2014.  The mayoral proposal outlined high level funding envelopes and key priorities. 

6.       In response, the organisation considered the mayoral proposal at a more detailed project and local level, identifying what could be achieved within funding envelopes and options or trade-offs that may need to be considered.

7.       Local boards have been engaged throughout the LTP 2015-2025 process, including detailed briefings from departments between 23 September and 5 October to discuss responses to the mayoral proposal.

8.       Feedback is sought from local boards on the mayoral proposal, including departmental responses, to help inform draft budget and consultation decisions being made by the Budget Committee on 5 and 6 November 2014

9.       Local boards also have the opportunity to discuss feedback with the Governing Body on 17, 22 and 24 October 2014.

10.     Following Budget Committee decisions in early November, local boards will hold workshops to develop local consultation material and supporting information, for agreement in business meetings between 1 and 10 December 2014.

Attachments

There are no attachments for this report.      

Signatories

Authors

Kate Marsh - Financial Planning Manager - Local Boards

Authorisers

Judith Webster - Relationship Manager

 


Waitematā Local Board

14 October 2014

 

 

Monthly Budget Update Including the 2014/2015 Capital Programme Deferral Considered by the 21 August and 24 September 2014 Finance and Performance Committee

 

File No.: CP2014/23716

 

  

Purpose

1.       Providing a copy of the resolutions, report and attachments relating to the monthly budget update report which included the 2014/2015 capital programme deferral considered by the:

i)        21 August 2014 Finance and Performance Committee; and

ii)       24 September 2014 Finance and Performance Committee.

Executive summary

2.       The Finance and Performance Committee at its meeting held on 21 August 2014 considered the Monthly Budget Update report and resolved as follows:

Resolution number FIN/2014/47

Deputy Chairperson RI Clow MOVED the substantive motion, seconded by Cr AJ Anae:

That the Finance and Performance Committee:

a)         note the status of the Alternative Transport Funding project budget.

b)         agree that Auckland Transport reduce or defer $100 million of council funded capex from 2014/2015, reminding Auckland Transport of the council’s commitment to Auckland Plan Transformational Shift 3: ‘move to outstanding public transport within one network’ and of the Auckland Plan commitment to double public transport patronage to 140 million trips per year by 2022, and therefore increasing public transport patronage, remains a cardinal strategic priority, noting that the gross reduction (including NZTA funded capex) will be approximately $150 million. Auckland Transport are required to provide a modified Statement of Intent to the CCO Governance and Monitoring Committee in November.

c)         agree that Auckland Transport ensure that in determining which projects to defer, specifically exclude ring-fenced projects and take into account the council’s priority towards maintaining public transport and active mode outcomes.

d)         agree that Regional Facilities Auckland defer $5.3 million of capex from 2014/2015. Regional Facilities Auckland are required to provide a modified Statement of Intent to the CCO Governance and Monitoring Committee in November.

e)         agree that Waterfront Auckland defer $2.8 million public capex from 2014/2015. Waterfront Auckland are required to provide a modified Statement of Intent to the CCO Governance and Monitoring Committee in November.

f)          agree that decisions on the Local Board CAPEX deferrals be deferred until Local Boards have formally considered and responded in full to each project.

g)         require management to exercise financial constraint and put controls in place around procurement to minimise further commitments of outer year capital expenditure prior to decisions being made with regards to the LTP 2015-2025.

h)         require management to find efficiencies and work through the regional capex programme to identify further deferrals with a target of achieving the remaining 2014/2015 Annual Plan deferral assumption, and

i)          agree that the council’s budgets be updated to reflect the financial implications of the above decisions.

CARRIED

 


The Finance and Performance Committee at its 21 September 2014 meeting considered the Monthly Budget Update report and resolved as follows:

Resolution number FIN/2014/59

 

The substantive motion was MOVED by Chairperson MP Webster, seconded by Cr J

Watson:

 

That the Finance and Performance Committee:

 

a)         agree to the list of regional deferrals set out in Attachment A of the addendum agenda.

 

b)         note the local board resolutions included as Attachment B of the addendum agenda.

 

c)         agree to remove $400,000 for Pioneer Women’s and Ellen Melville Hall from the staff list of local deferrals set out in Attachment C on the basis that aligning the timing of this project with the upgrade of the adjoining Freyberg Square will provide project delivery efficiencies.

 

d)         recommend that the Budget Committee reconsider all local deferrals set out in attachment C of the agenda as an important part of the Draft LTP deliberations and project reprioritisation.

 

e)         agree to the staff list of local deferrals set out in Attachment C of the addendum agenda which reflects the application of standard criteria across all local boards.

 

f)          note that 17 local boards resolved that the capital deferrals be given priority in 2015/2016.

 

g)         agree that the council’s budgets be updated to reflect the financial implications of the above decisions.

CARRIED

 

 

Recommendations

That the Waitematā Local Board:

a)      Receive the resolutions, report and attachment from the 21 August and 24 September 2014 Finance and Performance Committee relating to the Monthly Budget Update report which included the 2014/2015 capital programme deferral.

 

 

Attachments

No.

Title

Page

aView

21 August 2014 Finance and Performance Committee Monthly Budget Update report and attachments

291

bView

24 September 2014 Finance and Performance Committee Monthly Budget Update report and attachments

311

     

Signatories

Authors

Trina Thompson - Senior Local Board Advisor - Waitemata

Authorisers

Judith Webster - Relationship Manager

 


Waitematā Local Board

14 October 2014

 

 










 





 







Waitematā Local Board

14 October 2014

 

 































































Waitematā Local Board

14 October 2014

 

 

Waitemata Local Board Urgent Decision - Approval of Conference Attendance - Project NZ for Member Deborah Yates (17-18 September 2014)

 

File No.: CP2014/23778

 

  

Purpose

1.       This report is for the Waitematā Local Board’s information.

Executive summary

2.       The Waitematā Local Board Chair and Deputy Chair approved the urgent decision report to approve member Deborah Yates attendance at the Project NZ Conference from Wednesday 17 September to Thursday 18 September 2014 at a cost of $699.00 (exc. GST). 

3.       It was agreed to fund the cost of the conference ($699.00) from the FY14/15 professional development budget.

4.       An urgent decision was required because the board did was not meeting again to consider business items until 14 October 2014 and registration for the conference was due immediately.

5.       The approved urgent decision process was followed and this requires the urgent decision report to be placed on the next Local Board business meeting agenda.

6.       This report includes the urgent decision report as an attachment.

 

Recommendations

That the Waitematā Local Board:

a)      Notes the urgent decision for the approval of member Deborah Yates attendance at the Project NZ Conference from Wednesday, 17 September to Thursday, 18 September 2014 at a cost of $699.00 (exc. GST) to be funded from the FY14/15 professional development budget.

 

 

Attachments

No.

Title

Page

aView

Urgent Decision Report - Waitemata Local Board Approval of Conference Attendance - Project NZ for Member Deborah Yates (17-18 September 2014)

375

     

Signatories

Authors

Trina Thompson - Senior Local Board Advisor - Waitemata

Authorisers

Judith Webster - Relationship Manager

 


Waitematā Local Board

14 October 2014

 

 





Waitematā Local Board

14 October 2014

 

 

Waitemata Local Board Feedback on the Draft Psychoactive Substances – Locally Approved Products Policy

 

File No.: CP2014/23412

 

  

Purpose

1.       To present Waitematā Local Board’s feedback on the Draft Allocation of Decision Making Review.

Executive summary

2.       At the Waitematā Local Board business meeting held on Tuesday, 12 August 2014, the Local Board passed Resolution number WTM/2014/146:

 

23   Psychoactive Substances – Draft Local Approved Product Policy

Resolution number WTM/2014/1

MOVED by Chairperson S Chambers, seconded by Member DA Yates:  

a)             That the Psychoactive Substances – Draft Local Approved Product Policy report be received.

b)             That the Waitematā Local Board delegates to the Heritage, Urban Design and Planning Portfolio holders, member Christopher Dempsey and Vernon Tava and Board Chair Shale Chambers, to provide feedback on the draft Local Approved Product Policy option set out in Attachment A of the report entitled “Psychoactive Substances – Draft Local Approved Product Policy.”

CARRIED

 

3.       A copy of the Waitemata Local Board Feedback on the Draft Psychoactive Substances – Locally Approved Products Policy is provided in Attachment A.

 

Recommendation

That the Waitematā Local Board:

a)      Receive the Waitemata Local Board Feedback on the Draft Psychoactive Substances - Local Approved Product Policy.

 

 

Attachments

No.

Title

Page

aView

Waitemata Local Board Feedback on the Draft Psychoactive Substances - Locally Approved Products Policy

381

     

Signatories

Authors

Desiree Tukutama - Democracy Advisor

Authorisers

Judith Webster - Relationship Manager

 


Waitematā Local Board

14 October 2014

 

 

 

 

Waitemata Local Board – Feedback on the draft Psychoactive Substances – Locally Approved Products Policy

 

That the Waitemata Local Board

a)            Recommends that the draft Locally Approved Products Policy treat Auckland as two zones reflecting the different role of the city centre from the rest of Auckland.

b)            Supports for the majority of Auckland the proposed draft Locally Approved Product Policy that will prevent licences being granted in areas of high deprivation, in neighbourhood centres, near school and near addiction and mental health treatment centres and limit how close to an existing shop a new shop could open

c)            Recommends that the rules restricting the sale of psychoactive substances in the city centre respond to the role of the city centre as a centre of trade and as a densely populated area and prevent the sale of approved psychoactive substances in the following parts of the city centre:

                    i.          Within 100-200 metres of recognised areas of high density social housing

                   ii.          Within 300 metres of a residential mental health or addiction treatment centres

                  iii.          Within 100-200 metres of an existing psychoactive substances retail licenced premises.

 

 

 


Waitematā Local Board

14 October 2014

 

 

Chairperson's Report

 

File No.: CP2014/22466

 

  

 

The Chairperson’s Report was not available at the time of print of the agenda and will be circulated separately.

 

 

 


Waitematā Local Board

14 October 2014

 

 

Deputy Chairperson's Report

 

File No.: CP2014/22467

 

  

Executive summary

This report covers my Waitematā Local Board activities during September 2014 as Deputy Chair, lead for the Community and Transport portfolios, Chair of the Grants Committee, Deputy Chair of the Central Joint Funding Committee and with positions on the Ponsonby Business Association and Ponsonby Community Centre Committee.

 

Recommendations

That the Waitematā Local Board:

a)   Receive the Deputy Chairperson’s Report.

Comments

 

Highlights:

·    Opening of Grafton Gully and Beach Road cycleways;

·    Re-opening of Khartoum Place with a new staircase to the Auckland Art Gallery from Lorne Street after a long battle to retain the Suffrage Centenary Memorial in the square;

·    Progress on a programme to activate Pioneer Women’s Hall; and

·    Local Board Plan hearings.

I also enjoyed a short break in the South Island during September.

Portfolio reports:  Transport

 

Grafton Gully cycleway opening

 

Report on the opening of the Grafton Gully cycleway ATTACHMENT A.

 

Waitematā Local Board members Shale Chambers, Vernon Tava, Christopher Dempsey, and Pippa Coom with the Mayor at the opening of the Grafton Gully Cycleway

 

Monthly transport update

A monthly update with Auckland Transport took place on 25 September 2014. Current issues are reported back monthly by Auckland Transport on our public agenda including the details of the consultation undertaken with the Transport portfolio on behalf of the Board.

Portfolio reports:  Community

 

Pioneer Women’s and Ellen Melville Memorial Hall – Activation

One of the Board’s priorities is developing Pioneer Women’s and Ellen Melville Memorial Hall as a community hub for city centre residents. Fortunately the refurbishment budget for the hall was removed from the proposed list of deferrals and has been funded with $400,000 for 2015/16 to proceed in alignments with the targeted rate-funded renovation of Freyberg Square.

 

In the meantime the community portfolio is working with officers to activate the hall using a $15,000 community development budget available for 2014/15.  Really good progress has recently been made on proposals initiated by a stakeholder working group including setting up a Facebook page for the hall and a programme of activities such as Tai Chi, a chess club, and Rainbow Youth pop in centre.

 

Local Board Plan

The Board received 213 submissions on our draft local board plan with the majority of submitters endorsing the general direction and priorities of the Board. At hearings held over 2 days we heard from 33 submitters. 

 

A report on the feedback was presented at the Board’s extraordinary meeting on 16 September and is available on the Council website.

 

A final version of the Local Board Plan is on the Board’s agenda this month.

 

Community Funding

The Central Joint Funding Committee was re-established on 8 September (I was re-elected Deputy Chair) to decide on applications to the Community Group Assistance Fund (round 1 of 2 rounds) and the Accommodation Support Fund 14/15. These are both legacy grants that will be disestablished when the new funding policy is implemented.

 

The decision of the committee is available on the Council website.

 

Workshops and meetings

 

In the period 1 September – 30 September I attended:

 

·    Mayoral proposal workshop on 1 September at the Aotea Centre for Councillors, local board members, the Independent Maori Statutory Board and CCO Chairs and Chief Executives to discuss the Mayor’s proposal for the draft Long-term Plan 2015-2025.  Led by the mayor, the workshop considered the proposal and provided opportunity for round table discussion. 

·    Engagement adviser catch up on 1 September

·    Meeting to discuss Pioneer Women’s Hall Stakeholder Workshop Outcomes

·    Grey Lynn Business Association meeting on the signage bylaws

·    Local Board Plan Hearings on 2 and 3 September

·    Newmarket level crossing briefing on 3 September

·    City Centre Integration workshop with Councillors regarding QE2 Square and the proposed Downtown Framework on 3 September

·    Meeting with Auckland Transport to discuss Cycle Advisory Group prioritisation process on 4 September

·    Central Joint Grants Committee Meeting on 8 September

·    LTP - Parks, Community and Lifestyle response to Mayoral Proposal presentation to local board members at the Town Hall on 8 September

·    City Centre Waterfront Building Height and Form Strategy briefing on 9 September

·    LBP deliberations workshop on 9 September

·    Ponsonby Business Association Board meeting on  September 9 September

·    Waitematā Local Board business meeting in Grey Lynn on  9 September

·    Meeting with the New Zealand Dance Company, Wellesley St to discuss community funding available

·    Waitematā Local Board workshop on 11 September

·    Meeting with the developer of 60 Cook Street to discuss plans for the future of Nelson Street

·    Inaugural meeting of the Maunga Authority at the Town Hall on 15 September

·    Communications catch up on 15 September

·    Engagement adviser catch up on 15 September

·    Local Board Meeting on 16 September - Formal deliberations to consider submissions and resolve direction of the Local Board Plan

·    Meeting to develop feedback on the community grants policy on 24 September

·    Monthly Transport portfolio catch up on 24 September

·    Community Development portfolio monthly catch up on 24 September

·    Meeting with Parnell Community Committee and Parnell Inc to discuss “Weekend Streets” on 26 September

·    Site visit to Kelston Community Hub with members of the community placemaking champions working group on 29 September

·    Local Board Workshop on 30 September

 


Events and functions

In the period 1 September – 30 September I attended:

 

·    CRL open day event at the Town Hall on 1 September hosted by Auckland Transport (photo right)

·    The Great Climate Voter Debate on 3 September at Q Theatre

·    ATC’s Trees beneath the Lake at the Maidment Theatre (at the invitation of ATC) on 6 September

·    Grafton Gully cycleway opening on 6 September (ATTACHMENT A)

·    Child poverty Hikoi on 6 September

·    Hosted the Green Desk on 95bfm  on 9 September talking to Louise Carr- Neill Manager of the Grey Lynn Farmers Market

·    Upper Khartoum Place opening on 10 September (speech given on behalf of the Waitemata Local Board ATTACHMENT B)

·    Craft Market at Studio One

·    Jervios Road Market day on 13 September

·    Grey Lynn Farmers Market 5th birthday celebration on 14 September (I am chair of the management committee)

·    Cycle Action Auckland’s AGM at Pioneer Women’s Hall on 24 September

·    Newmarket Business Association AGM on 25 September

·    Launch of the Heritage Festival at Shed 10 on 26 September (photo below)

·    Bike to the Future organised by Generation Zero on 28 September (photo right giving a speech before the bike ride in support of cycle lanes on K’rd)

·    Festival Italiano in Newmarket and lunch hosted by Dante Alighieri on Sunday 28 September (gift bag from Dante Alighieri contained: a book on Newmarket, pasta, hair product, mascara, cooking apron, balsamic vinegar)

 

 

Arriving at the opening of the Heritage Festival at Shed 10 with Christopher Dempsey

 

Attachments

No.

Title

Page

aView

Graftton Gully Cycleway Opening

391

bView

Speech for the re-opening of Upper Khartoum Place (the new Kate Sheppard Place)

393

     

Signatories

Author

Pippa Coom, Deputy Chair

 

 

 


Waitematā Local Board

14 October 2014

 

 



Waitematā Local Board

14 October 2014

 

 



Waitematā Local Board

14 October 2014

 

 

Board Members' Reports

File No.: CP2014/22468

 

  

 

Executive Summary

1.       Providing Board members with an opportunity to update the local board on the projects and issues they have been involved with since the last meeting.

 

Recommendation

That the Waitemata Local Board:

Receives Board Members’ written and verbal reports.

 

Attachments

No.

Title

Page

aView

Vernon Tava Member Report

397

bView

Deborah Yates Member Report

409

cView

Christopher Dempsey Member Report

413

 

 

 


Waitematā Local Board

14 October 2014

 

 












Waitematā Local Board

14 October 2014

 

 





Waitematā Local Board

14 October 2014