I hereby give notice that an ordinary meeting of the Regional Strategy and Policy Committee will be held on:
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Date:
Time:
Meeting Room:
Venue:
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Thursday, 5
December 2013
9.30am
Reception
Lounge
Auckland Town Hall
301-305 Queen Street
Auckland
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Regional Strategy and Policy Committee
OPEN AGENDA
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MEMBERSHIP
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Chairperson
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Cr George Wood, CNZM
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Deputy Chairperson
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Cr Anae Arthur Anae
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Members
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Cr Cameron Brewer
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Kris MacDonald
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Mayor Len Brown, JP
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Cr Calum Penrose
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Cr Dr Cathy Casey
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Cr Dick Quax
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Cr Bill Cashmore
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Cr Sharon Stewart, QSM
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Cr Ross Clow
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Cr Sir John Walker, KNZM, CBE
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Cr Linda Cooper, JP
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Cr Wayne Walker
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Cr Chris Darby
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Cr John Watson
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Cr Alf Filipaina
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Cr Penny Webster
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Cr Hon Chris Fletcher, QSO
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Glenn Wilcox
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Deputy Mayor Penny Hulse
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Cr Denise Krum
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Cr Mike Lee
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Independent Maori Statutory Board
(alternate)
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David Taipari
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(Quorum 11 members)
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Barbara Watson
Democracy Advisor
29 November 2013
Contact Telephone: (09) 307 7629
Email: barbara.watson@aucklandcouncil.govt.nz
Website: www.aucklandcouncil.govt.nz
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TERMS
OF REFERENCE
Responsibilities
This committee will deal with all strategy and policy
decision-making that is not the responsibility of another committee or the
Governing Body i.e. strategies and policies associated with environmental,
social, economic and cultural activities. Key responsibilities will include:
·
Final approval of strategies and policies not the responsibility
of other committees or the Governing Body
·
Setting/ approving the policy work programme for Reporting
Committees
·
Overviewing strategic projects, for example, the Southern
Initiative (except those that are the responsibility of the Auckland
Development Committee)
·
Implementation of the Waste Management and Minimisation Plan
·
Operational matters including:
o Acquisition and
disposal of property relating to the committee’s responsibilities
o Stopping of
roads
o
Public Works Act matters
Powers
(i) All powers necessary to
perform the committee’s responsibilities.
Except:
(a) powers that the Governing Body
cannot delegate or has retained to itself (see Governing Body responsibilities)
(b) where the committee’s responsibility is limited to
making a recommendation only
(ii) Approval of a
submission to an external body
(iii) Powers belonging to another
committee, where it is necessary to make a decision prior to the next meeting
of that other committee.
(iv) Power to establish subcommittees.
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Regional
Strategy and Policy Committee
05 December
2013
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ITEM TABLE OF
CONTENTS PAGE
1 Apologies 5
2 Declaration of Interest 5
3 Confirmation of Minutes 5
4 Petitions 5
5 Public Input 5
6 Local Board Input 5
7 Extraordinary Business 5
8 Notices of Motion 6
9 The Southern Initiative Progress Report 7
10 Waste Management and Minimisation Plan Status Update Report 13
11 Delegation of decision making on the Waste Minimisation and
Innovation Fund 19
12 Strategy and Policy Forward Programme: Quarterly Monitoring
Report 23
13 Economic Development Status Update Report 35
14 Parks and Open Space Work Programme 41
15 Update on Regional Social Policy work programme. 43
16 Local Alcohol Policy development process update. 45
17 Council responses to current and future proposals for reform
of the class 4 (pokie) gambling sector 47
18 Local Government Act (2002) Amendment Bill (No 3) 115
19 Update on commercial partnership and sponsorship
opportunities
This report was not available at the time the agenda went to print
and will be
circulated under separate cover.
20 Consideration of Extraordinary Items
PUBLIC EXCLUDED
21 Procedural Motion to Exclude the Public 119
C1 Proposed acquisition of land in Birkdale 119
C2 Acquisition of open space at Hobsonville for the purpose of
sport fields 119
Apologies have been received from Cr Penny Webster.
2 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.
3 Confirmation of Minutes
There
are no minutes to confirm.
4 Petitions
At the close of the agenda no requests to present petitions had been
received.
5 Public Input
Standing Order 3.21 provides for Public Input. Applications to
speak must be made to the Committee Secretary, in writing, no later than two
(2) working days prior to the meeting and must include the subject matter.
The meeting Chairperson has the discretion to decline any application that does
not meet the requirements of Standing Orders. A maximum of thirty (30)
minutes is allocated to the period for public input with five (5)
minutes speaking time for each speaker.
At the close of the agenda no requests for public input had been
received.
6 Local Board Input
Standing Order 3.22 provides for Local Board Input. The Chairperson
(or nominee of that Chairperson) is entitled to speak for up to five (5)
minutes during this time. The Chairperson of the Local Board (or nominee of
that Chairperson) shall wherever practical, give two (2) days notice of
their wish to speak. The meeting Chairperson has the discretion to decline any
application that does not meet the requirements of Standing Orders.
This right is in addition to the right under Standing Order 3.9.14
to speak to matters on the agenda.
At the close of the agenda no requests for local board input had
been received.
7 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.”
8 Notices of Motion
At the close of the agenda no requests for notices of motion had
been received.
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Regional
Strategy and Policy Committee
05 December
2013
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The
Southern Initiative Progress Report
File No.:
CP2013/27187
Purpose
1. To present an
update on The Southern Initiative (TSI) to the Regional Strategy and Policy
Committee.
Executive
Summary
2. The Southern
Initiative is one of two significant place-based initiatives of the Auckland
Plan and covers the four local board areas of Māngere-Ōtāhuhu,
Ōtara-Papatoetoe, Manurewa, and Papakura. It has a 30-year implementation
timeframe for delivering transformational change in South Auckland and involves
a number of key stakeholders.
3. One of the major
features of delivering The Southern Initiative is the collaboration and
partnerships between Auckland Council, central government, non-government
organisations and the wider community. The Southern Initiative Strategic
Framework (Attachment one) illustrates how TSI aligns with a number of Auckland
Council’s policies, plans, strategies and projects aimed at creating ‘the
world’s most liveable city’. The strategic framework also illustrates how TSI
contributes to achieving central government’s ‘Better Public Service’ targets
as well as supporting other stakeholder implementation plans such as those of
the New Zealand Police.
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Recommendation/s
That the Regional Strategy and Policy Committee:
a) receive the
report.
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Discussion
Official Opening
4. The Mayor officially opened The
Southern Initiative office in Manukau on Tuesday 26 November 2013. About 100
stakeholders were present at this event. They included business and educational
leaders, heads of government departments, iwi representatives, pacific leaders,
Councillors, Local Board Chairs and members, artists and staff from throughout
Auckland Council.
5. The opening marked the completion
of the initial set up phase of this project. In the new year, a permanent
staff complement will be appointed from within the existing full time equivalent
(FTE) head count.
Stakeholder Engagement
6. The Southern Initiative is a
transformation project. It is a collaboration and partnership where
organisations and people are brought together to make real change in the South.
7. The Southern Initiative is
working across the public sector (government and Auckland Council), the private
sector and the community and can facilitate, connect and provide some
resources. The emphasis is on working smarter within the existing resources
that each participant has.
8. A good example of this approach
has been the “proof of concept” initiative to insulate 60 homes in South
Auckland under the government’s scheme to insulate the homes of families with
high health needs. EECA, Counties Manukau DHB, the Auckland Council and AUTEX
joined together to insulate these homes in August.
9. The Southern Initiative and
Manukau Institute of Technology have signed a Memorandum of Understanding to
implement and promote a cadetship programme over the next five years. It is
targeted at local employers and encourages them to provide young people with
training and employment opportunities.
10. The Southern Initiative has formed an Infrastructure Consortium to bid for the recently
announced Maori and Pasifika trades training scheme, which aims to recruit and
support Maori and Pasifika through to apprenticeships and sustainable jobs in
the infrastructure industry. The results of this Request for Proposals will be
known shortly.
Joint Government Co-operation
11. The government has been supportive
of this initiative. There is considerable opportunity to work together to
achieve the Better Public Services targets and meet the Auckland Plan targets,
particularly those identified for The Southern Initiative.
12. To date, the government departments
who have committed staff or other resources and are active participants are:
· Ministry
of Social Development
· Ministry
of Business, Innovation and Employment
· Tertiary
Education Commission
· Te
Puni Kokiri
· Ministry
of Pacific Island Affairs
· NZ
Police.
13. Other departments, such as
Ministry of Education and Ministry of Health are also keen to develop key
relationships and work alongside The Southern Initiative. Developing and
extending these relationships will be a key aspect of the work in 2014.
Consideration
Local Board Views
14. The four local
boards which comprise the Southern Initiative are Mangere-Otahuhu, Manurewa,
Otara-Papatoetoe and Papakura. Regular meetings are held with the Local Board
Chairs and the Local Boards about the general progress on the Southern
Initiative and consultation on specific initiatives in their local board areas.
15. The four local
board chairs will be in attendance at the committee meeting.
Māori Impact Statement
16. The Southern
Initiative advocated to include two housing developments in the first tranche
of the Special Housing Areas. The Tamaki Iwi Collective-led consortium for the
Waimahia ( Weymouth) Housing Development has now commenced earthworks. The
first batch of these houses will be built by July 2014. This is a $100 million
project over three years which will construct 282 affordable houses, most of
which will be privately owned.
17. The Kokiri Te
Rahuitanga Trust papakainga housing development at Alexander Crescent in Otara
is waiting on funding approval from central government.
18. The Southern
Initiative will be working with the Waimahia Housing development consortium
partners in 2014 to facilitate social and health services, community
development initiatives and apprenticeship training opportunities leading to
employment for that community.
General
19. Progress reports
will be provided to the Committee three times per year with the aim that by the
end of the year the multi-sector Action Plan will be completed.
Attachments
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No.
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Title
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Page
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a
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The Southern Initiative Strategic
Framework
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11
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Signatories
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Authors
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John McEnteer - General Manager
Southern Initiative
Rebekah Stuart-Wilson - Principal Policy Analyst -
Planning, Policies & Bylaws.
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Authorisers
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Penny Pirrit - Regional & Local Planning Manager
Roger Blakeley - Chief Planning Officer
Dean Kimpton - Chief Operating Officer
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Regional
Strategy and Policy Committee
05 December
2013
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Regional Strategy
and Policy Committee
05 December
2013
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Waste Management and Minimisation Plan Status Update
Report
File No.:
CP2013/26278
Purpose
1. The purpose of
this report is to provide the committee with a brief overview of the current
status of council’s work in implementing the Auckland Waste Management and
Minimisation Plan (WMMP). An overview of council’s agreed WMMP work programme
for 2014 and 2015 on this project is also provided.
Executive
Summary
2. The Auckland WMMP was approved by the governing body in June 2012, after extensive consultation with the public, key stakeholders and
local boards.
3. The vision of
the plan is: “to become the most liveable city in the world, Auckland will
aim for the long-term, aspirational goal of ‘Zero Waste’ by 2040, turning its
waste into resources.”
4. To help achieve this goal, the plan sets out a series of actions to be implemented by council.
This report summarises the progress that has been made on key projects involved
in implementing the WMMP, including:
· the
establishment of the Waste Minimisation and Innovation Fund
· adoption
of the Solid Waste Bylaw and development of related waste controls
· development
and implementation of a comprehensive procurement plan to support the major
changes to kerbside waste collection services that were approved in the WMMP
· initial
work to develop a Resource Recovery Network (RRN) throughout the region.
· communication strategies and engagement
activities to both prepare communities for change and achieve our waste minimisation
outcomes as defined in the WMMP
5. The report also
outlines which of these projects are likely to have major impacts on council’s
work programme throughout 2014 and 2015.
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Recommendation/s
That the Regional Strategy and Policy Committee:
a) receive the ‘Waste Management and Minimisation Plan Status Update
Report’.
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Discussion
6. The Auckland Council’s Waste Management and Minimisation Plan (WMMP)
was approved by the governing body in June 2012, after
extensive consultation with the public, key stakeholders and local boards.
7. The vision of
the plan is: “to become the most liveable city in the world, Auckland will
aim for the long-term, aspirational goal of ‘Zero Waste’ by 2040, turning its
waste into resources.”
8. As a paradigm, zero waste is the complete opposite of sending waste
to landfill sites. It entails looking at the whole cycle of a resource, from
how it is designed, why we buy it, how we use it and then what happens when
we’ve finished with it. Zero waste sees waste as a resource that can be used to
create jobs and new products, and breathe new life into things that would
otherwise be thrown away.
9. To help achieve our goal of zero
waste, the plan also sets some bold targets. These are:
· to
reduce the amount of domestic kerbside waste sent to landfill by 30% by 2018,
from 160 kg to 110 kg per capita per year.
· to
reduce council’s own in-house waste by 30% per capita by 2018
· to reduce total council and private sector influenced waste to
landfill by 30% by 2027
10. To achieve this
final target, council will have to work closely with the commercial sector as
council only directly influences approximately 17% of the waste stream.
11. The WMMP
identifies a series of key actions that will be needed to achieve these targets
and based on these, council officers have begun work on a series of major
projects. Some of these projects, like establishing the Waste Minimisation and
Innovation Fund (WMIF), have already been completed successfully. For other
projects, such as the procurement of new waste collection services, there is
still a significant amount of work to be done. A summary of progress on each
project is provided below, along with some insight into how they will impact on
council’s future work programme for 2014 and 2015.
The Waste Minimisation and Innovation
Fund
12. The WMIF is a
grants scheme established under the WMMP to support initiatives that will help
achieve the vision, targets and strategic objectives of the WMMP by minimising
waste to landfill. It is open to community groups, businesses, iwi, and
educational institutions.
13. The process for
administering the fund was approved by the Regional Development and Operations
Committee in February 2013. Since then officers have completed one successful
funding round in April 2013, and have begun work on a second.
14. The April 2013
funding round received 95 applications requesting total funding of $2.7 million
and awarded $495,783 out of a $500,000 funding pool. The second round of the
fund closed on 31 October 2013, and has received a further 65 applications. In
both funding rounds, officers have received relevant applications from a wide
range of community groups, businesses and other organisations. Key topics
include resource recovery enterprises, school organic systems, and technological
innovations.
15. Going forward,
officers will continue to run two funding rounds a year. These consist of a
smaller funding round in April, which is only open to small grant applications
(less than $5,000) and distributes $25,000 in total and a larger funding round
in October which is open to larger grant applications and distributes $475,000.
Adoption of the Solid Waste Bylaw and
related controls
16. The Solid Waste
Bylaw is a regulatory tool developed by council to help achieve the goals of
the WMMP. It was adopted by Auckland Council in October 2012. As well as
regulating various aspects of waste management, such as the need for waste
minimisation at events, the bylaw provides for council to create a series of
detailed controls to regulate the collection, transportation and disposal of
waste within the Auckland region.
17. In early 2013
council began work on developing the first controls under the bylaw. These
controls, relating to the times and ways in which waste can be collected, and
the levels of contamination allowed in refuse and recycling containers, were
approved by the Regional Development and Operations Committee in September
2013. Further controls, on topics such as waste collection from multi-unit
developments or the management of cleanfills and landfills, will be developed
over the next two years. These controls will be developed in consultation with
the waste industry, local boards, the public and other key stakeholders to
become operational in 2015.
Major waste service changes
18. The WMMP proposes that all Aucklanders should receive a
regionally consistent level of waste collection services, which will contribute
to achieving the goals of the WMMP. These include:
· Organics: Organic waste makes up 40% of the average Auckland rubbish bin. To
help divert this waste from landfill, all Aucklanders living in urban areas
will receive a kerbside organics collection.
· Enhanced
recycling: To increase recycling rates, all Aucklanders
will receive a fortnightly collection of recycling in a larger bin. Typical bin size will be 240 litres (such as those currently
available in the legacy Auckland and Manukau City Council areas), with a choice
from 140 to 360 litres.
· Improved
inorganics: An improved
inorganics service will be provided to all Aucklanders annually. Residents will
make a booking in advance and have inorganic material collected from their
property, rather than from the kerb. This change will significantly increase the
amount of material from the inorganics that can be reused or recycled.
· User pays rubbish: A key objective of
introducing a user pays rubbish system is to make people more accountable for
the waste they produce. In line with this goal, a fortnightly user pays rubbish
collection will be offered to all Aucklanders. Typical bin size will be 120
litres, with a choice from 60 to 240 litres. Rural and Hauraki Gulf Island
residents will have a choice of bins or bags.
19. Under this
system, households that respond to waste minimisation programmes and increase
their use of recycling and organic waste services should have lower costs for
their council-provided waste services.
Procurement process
20. A procurement plan for these
major service changes was approved by the Tenders and Procurement sub-committee
of council on 3 September 2013. Since then, two
Requests for Expressions of Interest (REOIs) and a Request for Proposals (RFP)
have been released by council to the market, covering:
· The provision of refuse, recycling
and organic collection services
· The provision of organic waste processing
services
· The
provision of solid waste disposal, transfer station, haulage and processing
services.
21. Over the next 3 months, the
following documents will be released to market:
· An REOI
for the provision of inorganic collection services
· An RFP
for the provision of resource recovery centre operations services for Waiuku
· An REOI
for the supply, distribution and retrofitting of bins
· An RFP for the development of a Radio Frequency Identification
(RFID) system which will be used to place electronic tags in bins and record
when they are emptied.
22. Managing the
procurement process and preparing for implementation of these contracts post
July 2015 will be a major ongoing piece of work for the solid waste and
procurement teams within council throughout 2014 and 2015.
23. The
implementation of some of these major waste service changes, especially the
introduction of a user pays refuse system, will also require many departments
of council to work in a closely integrated fashion, including Communications
and Public Affairs, Customer Service, Finance, and Information Services. A
cross-departmental working group has been created to facilitate this integrated
approach and is meeting regularly.
Development of a Resource Recovery
Network
24. One key project identified
in the WMMP was the need to establish a Resource Recovery Network (RRN) for the
Auckland region. This would consist of a network of facilities that would provide a convenient place for local residents and businesses to
drop off their used furniture, clothes, whiteware, hazardous waste and other
materials. In addition, recovered materials from the inorganics collection
service could also be dropped off at these facilities. These materials could
then be recycled or reused, rather than being sent to landfill.
25. Planning for the RRN is still underway but it is envisaged
it would include:
· a small
number of large Resource Recovery Parks focused predominantly on commercial
waste that would act as more substantial hubs of the network
· a larger
number of smaller Community Recycling Centres (CRCs) focused on serving local
households and businesses
· local Drop-off Depots for isolated areas or where there is limited
space.
26. These facilities
would be spread across the region and could be run by businesses, community
organisations, and iwi. They would create valuable opportunities for local employment
and enable large quantities of materials to be diverted from landfill.
27. In the short-term, five
council-owned sites have been identified as being priorities for redevelopment
into resource recovery facilities from 2014. The sites approved in the
Procurement Plan are the:
1. Waiuku
Transfer Station
2. Waitakere
Refuse and Recycling Centre
3. Central
isthmus site (location to be identified)
4. Devonport
Transfer Station
5. Helensville Resource Recovery
Centre
28. It is envisaged
that some of these community recycling facilities could be run as
not-for-profit or social enterprises by community groups. Several local boards
have also become involved in funding or supporting feasibility studies for
CRCs, and this may shape where other centres are established in future.
29. Council will
take a holistic approach to the procurement process for the RRN, including
consideration of the social and environmental benefits of different providers.
Communication
strategy and community engagement to prepare for change
30. Council is in
the process of finalising a region-wide communications strategy that will
support the implementation of the major waste service changes proposed in the
WMMP. This communications plan will be crucial to ensuring that Aucklanders
understand what they need to do when new services, such as the kerbside
organics collection, are introduced. It will also be vital in ensuring that
Aucklanders feel inspired to help achieve the aspirational goal of Zero Waste
by 2040.
31. In line with the
priority areas identified in the WMMP, a tailored community engagement and
development approach is also being used to support communities who are likely
to experience the greatest challenges in adapting to a user pays rubbish
collection system. The focus is particularly on areas where there are
vulnerable communities, such as South Auckland, the Maungakiekie-Tamaki area,
and the Hauraki Gulf Islands.
32. In these areas there has been engagement with over 800
residents, community leaders, organisations and businesses to determine the
barriers and constraints to waste minimisation and what will motivate people to
change. This process is revealing the enthusiasm of residents and organisations
to develop community-led solutions to waste issues. Some key themes that will
inspire people to engage include:
· Growing
food, gardening and composting
· Neighbourhood
solutions and champions
· Community
pride and safety
· Creativity,
fun and competitions
· Opportunities for employment, training and social enterprise.
33. As a result of the engagement process a number of initiatives and
community led projects are underway, for example Otara
Health Charitable Trust is training street leaders from their 125 Neighbourhood
Support Groups to become waste champions.
Waste minimisation
programmes
34. A wide range of
waste minimisation programmes, which support the goals of the WMMP, are being
delivered by Auckland Council. Highlights of this work are described below.
· Engagement
with Maori and mana whenua: Council is working with
Ngati Whatua o Orakei Trust Board on implementing a Zero Waste programme in 12
marae.
· WasteWise
Schools programme: Council
is supporting schools around the region to reduce their waste – 25 schools have graduated from the two year long WasteWise
programme and another 57 are actively enrolled.
· Schools
outreach: In the last financial year, council
provided 191 schools and kindergartens with educational resources and practical
support to reduce waste.
· Educational
visits to Waste Minimisation Learning Hubs: Over
10,000 Aucklanders participated in a free interactive waste education class and
site tour at one of our three learning centres in the last financial year.
· Zero
Waste Events: Council is working with the Auckland
Zero Waste Association, a community partner, to support 15-20 events around the
region to minimise their waste in the summer events season from September 2013
to April 2014.
· Cloth
nappy programme: Council held workshops with more
than 677 attendees to encourage them to use cloth rather than disposable
nappies in the last financial year.
· Create
Your Own Eden composting courses: Over the last financial year, 79 free
composting workshops were held around the region with 1,585 participants.
· Composting
for Communities: In the last financial year, 450
participants from diverse ethnic communities attended 16 courses to learn about
composting, bokashi and other methods of waste reduction from community tutors.
· Litter prevention strategy: Council has
signed a Memorandum of Understanding with key stakeholders, such as Keep New
Zealand Beautiful, the New Zealand Transport Agency and Kiwirail to develop a
litter prevention strategy.
Conclusion
35. In summary, council has made good
progress throughout 2013 towards implementing the WMMP. Some major projects
included in the WMMP, such as the development of the WMIF, have already been
completed and have become part of the council’s “business as usual” work
programme.
36. Going forward into 2014 and 2015,
implementation of the WMMP will continue to be a demanding task. In particular,
the implementation of the major changes in waste services that are scheduled to
begin after July 2015 will be a major part of council’s work programme over the
next three years. These changes will impact on almost all Auckland residents
and so it is vital to ensure they are delivered as efficiently and effectively
as possible. The development and delivery of the RRN will also be a major
project that will require an integrated cross-departmental approach.
Consideration
Local
Board Views
37. Local boards
receive regular reports on council’s progress towards implementing the WMMP
through the Infrastructure and Environmental Services quarterly update reports
to the local boards. Local boards have also expressed support for many of the
projects involved in implementing the WMMP. For example, a number of boards
have become involved in funding scoping or business studies for Community
Recycling Centres.
Maori
Impact Statement
38. It is recognised that the tangata whenua world view reflects the WMMP’s emphasis on an
integrated life cycle approach to the management of natural resources and the
concepts of zero waste, waste recovery and waste minimisation. Some mana whenua
and other Maori organisations have already indicated a strong interest in being
involved in achieving the WMMP’s objectives, through engagement on projects
such as the RRN. Moving forward, it is envisioned that many WMMP projects will
provide opportunity for active Maori involvement as council moves towards the
more holistic management of natural resources.
General
39. N/A
Implementation
Issues
40. There are no
legal or legislative implications arising from the activities detailed in this
report. All programmes and activities are within budget for Auckland Council
Annual Plan and Long Term Plan documents.
Attachments
There are no
attachments for this report.
Signatories
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Authors
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Lucy Hawcroft - Relationship Advisor
Parul Sood - Manager Waste Planning
Ian Stupple, Manager Solid Waste
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Authorisers
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John Dragicevich - Manager Infrastructure and
Environmental Services
Dean Kimpton - Chief Operating Officer
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Regional
Strategy and Policy Committee
05 December
2013
|
|
Delegation of decision making on the Waste
Minimisation and Innovation Fund
File No.:
CP2013/26573
Purpose
1. To seek
delegation for the Environment, Climate Change and
Natural Heritage Committee to make decisions on
applications to the Auckland Council Waste Minimisation and Innovation Fund
(WMIF) for medium ($5,000 to $25,000) and large (over $25,000) grant
applications.
Executive
Summary
2. The Waste
Minimisation and Innovation Fund is a grant scheme which was established in
February 2013 as one of the key initiatives of the Auckland Council Waste
Management and Minimisation Plan (WMMP).
3. The aim of the
fund is to support initiatives that will help achieve the vision, targets and
strategic objectives of the WMMP through reducing waste to landfill. The fund
has a specific focus on seed funding new initiatives, including developing
business and community based resource recovery centres and programmes.
4. The fund has
$500,000 to distribute annually. This funding comes from the waste levy which
is central government funding allocated to local government authorities to
spend on achieving waste minimisation outcomes.
5. This report
asks the Regional Strategy and Policy Committee to delegate decision making on
medium ($5,000 to $25,000) and large (over $25,000) applications to the fund to
the Environment, Climate Change and Natural Heritage committee.
|
Recommendation
That the Regional Strategy and Policy Committee:
a) allocate
the budget and delegate the decision-making responsibility for applications
for medium ($5,000 to $25,000) and large (over $25,000) grants from the Waste
Minimisation and Innnovation Fund to the Environment,
Climate Change and Natural Heritage Committee.
|
Discussion
Background
6. The Waste
Minimisation and Innovation Fund is funded through the national waste levy.
These are funds allocated by central government to local body authorities to
enable them to promote or achieve waste minimisation as set out in the Waste
Management and Minimisation Plan (WMMP), in accordance with section 47 of the
Waste Minimisation Act 2008.
7. The Waste
Minimisation Act also requires each local body authority to develop a local
waste management and minimisation plan.
8. In accordance
with these requirements, the Auckland Council WMMP was adopted on 20 June 2012.
9. The vision of
the WMMP: ‘to become the most liveable city in the world Auckland will aim for the
long-term, aspirational goal of Zero Waste by 2040 by turning its waste into
resources’ is directly linked with the Auckland Plan target to achieve zero
waste to landfill by 2040. The WMMP has three targets and eight strategic
objectives which work towards the zero waste vision. Some of the objectives of
the WMMP are to target priority waste streams, reduce harm to the environment
and improve efficiency of resource use.
10. To help achieve
these goals, the Governing Body also resolved to establish a grants scheme as
part of the waste policy and operational actions of the WMMP. They specified
that the fund should function as follows:
“Part C Action
Plan: C9. Grants scheme. That the Governing Body supports:
i. An annual grants scheme, noting the potential of a funding
partnership with the government waste levy fund (Ministry for the Environment)
in some instances.
ii. The grants scheme being open to business, the community and
voluntary sector and Maori organisations.
iii. The initial set up of a small political subgroup of Council
to allocate funds under the grants scheme.
iv. The criteria
for the Fund to be focused on the seeding of new initiatives including
developing business and community based resource recovery centres and
programmes.
11. In accordance
with this, council officers developed the Waste Minimisation and Innovation
Fund. A proposal for how this fund should be administered was approved by the
Regional Development and Operations Committee of council in February 2013.
Overview of Waste Minimisation and
Innovation Fund
12. The fund aims to
either complement and enhance existing programmes, address gaps or
opportunities for waste minimisation, or result in a significant expansion in
the scope or coverage of existing activities.
13. It prioritises applications under four key funding outcome
areas:
1. Resource recovery initiatives and facilities
2. Commercial waste
3. Organic waste
4. Community
action and behaviour change.
14. These outcome
areas are waste minimisation priorities for the Auckland region and link
closely with, and complement, other actions in the WMMP.
15. The outcome
areas for the fund may change each year in line with implementation work
carried out under the WMMP. The decision was made that these outcome areas will
be reviewed each year to ensure they are consistently aligned with the WMMP
implementation work.
16. Only projects
that promote or achieve waste minimisation are eligible for funding through the
WMIF. Waste minimisation covers the reduction of waste, and the reuse, recycling
and recovery of waste and diverted material. The fund does not cover projects
that focus on waste disposal or on the treatment of waste for disposal or clean
ups. It also does not cover projects that do not involve waste generated from
within the Auckland region.
17. Successful applications will be assessed against the
following weighted criteria:
· Waste
minimisation - 40 percent
· Value for
investment - 20 percent
· Alignment
with the strategic objectives and guiding principles of the WMMP - 15 percent
· Community
participation and community benefit - 20 percent
· Quality of proposal - 5 percent.
18. The fund will
cover up to 50 percent of the cost of each project. Applicants need to
demonstrate adequate sources of additional funding from their own or other
resources, or offer value ‘in kind’.
19. The scheme has
an annual funding pool of $500,000. If funds are not fully allocated in one
year they will roll over into the following year.
20. The sub-categories for funding allocation are:
· Small and
simple projects (open twice per year) : Grants from $250 to $5,000
· Medium
projects (open once per year) : Grants over $5,000 and up to $25,000
· Large projects (open once per year) :
Grants over $25,000
Decision making
processes for the fund
21. A total of
$50,000 is allocated to the small projects sub-category in any year to be
allocated in two funding rounds (held in April and October).
22. Local board
members are asked to give input and local feedback on small grant applications
before a final decision is made by the Tier Four Manager Solid Waste (who is
the delegated decision maker for these applications).
23. There is one
funding round per year for medium and large grants which can distribute a total
value of $450,000 (held in October). The maximum amount for the large projects
is $50,000 per project, but larger grants might be considered on merit at the
discretion of the council.
24. These
applications are considered by subject matter experts who then make a
recommendation to the relevant committee of council as to which grants should
be funded. The final decision on medium and large grants is made by a committee
or sub-committee of the governing body which has been delegated this
responsibility.
25. This report
recommends that allocation of this budget and delegation over decision making
for these medium and large grants should be allocated to the Environment, Climate Change and Natural Heritage committee. As the committee of council that has primary responsibility for
dealing with matters relating to the natural environment, this committee seems
the most appropriate decision making body to be responsible for the fund.
26. This committee
is also responsible for decision making on the Environmental Initiatives Fund.
This is a similar fund, in that it supports Aucklanders to
be actively engaged in the enhancement and conservation of local environments
and heritage.
Consideration
Local
Board Views
27. Local board members will be asked
to give input and feedback on small grant applications to the fund from their
local area. This feedback will help inform decision making over the small grant
decision making, delegation for which is allocated to the Tier Four Manager
Solid Waste.
Maori
Impact Statement
28. As noted in the
WMMP the tangata whenua world view reflects the WMMP’s emphasis on an
integrated life cycle approach to the management of natural resources and the
concepts of Zero Waste, waste recovery and waste minimisation. The WMIF
provides funding to help achieve the targets of the WMMP which longer term will
create a closer relationship between humans and the natural environment, while
fostering new economic opportunities.
29. Some Maori
organisations have already indicated a strong interest in being involved in
helping achieve the WMMP’s objectives. The WMIF provides one potential
opportunity for active Maori involvement in starting to move towards the more
holistic management of natural resources and the longer term benefits of
designing differently to minimise waste.
General
30. The recommendations
contained within this report fall within the Committee’s delegated authority.
31. This report does
not trigger the Significance Policy.
Implementation
Issues
32. No specific
implementation issues have been identified.
33. Finance and
resourcing requirements for the delivery of the WMIF for the next three years
are within current budgets provided in the 2012-2022 Long-Term Plan.
34. Regular reports
on the outcomes of the fund will be provided to the proposed WMIF sub-committee
of the Regional Strategy and Policy Committee.
35. There are no
specific legal implications relating to this decision
Attachments
There are no
attachments for this report.
Signatories
|
Authors
|
Lucy Hawcroft - Relationship Advisor
Ian Stupple, Manager Solid Waste
Parul Sood - Manager Waste Planning
|
|
Authorisers
|
John Dragicevich - Manager Infrastructure and
Environmental Services
Dean Kimpton - Chief Operating Officer
|
|
Regional
Strategy and Policy Committee
05 December
2013
|
|
Strategy and Policy Forward Programme: Quarterly
Monitoring Report
File No.:
CP2013/26522
Purpose
1. This report
provides a quarterly progress update on the Strategy and Policy Forward
Programme.
Executive
Summary
2. The Auckland
Plan Committee adopted the Strategy and Policy Forward Programme in December
2012 to ensure that the council focuses on those areas of greatest strategic
priority. The Committee requested quarterly status updates on the programme
and this report provides an update for September-December 2013.
3. Three documents
have been adopted this quarter: Children and Young
Peoples’ Strategic Action, Public Art Policy, and Sport and Recreation
Strategic Action Plan.
|
Recommendation/s
That the Regional Strategy and Policy Committee:
a) note the Strategy and Policy Forward Programme, and progress being
made
b) agree to review and reconfirm the Strategy and
Policy Forward Programme for the next three years at the committee meeting in
March 2014, and to receive regular quarterly monitoring reports in June,
September and December thereafter in line with the
previous Auckland Plan Committee resolution (CP2013/26522).
|
Discussion
Background
4. The Strategy
and Policy Forward Programme contains 26 statutory and non-statutory
documents. The programme has been designed to ensure that the council focuses
on those areas of greatest strategic priority. In doing so, the programme helps
to give elected members certainty on the key work required to implement the
Auckland Plan.
5. It is recommended that the
Committee uses the March 2014 meeting to review the programme overall, decide
if any changes need to be made to reflect current priorities, and reconfirm the
programme for the next three years.
Progress
Reporting
6. Attachment A
presents a high-level overview of the context within which the forward
programme is developing and summarises the timelines of
some of council’s key strategic documents and work programmes. Attachment B
provides a quarterly summary of progress on the items in the forward programme.
7. The following documents were
adopted this quarter:
· Children
and Young Peoples’ Strategic Action Plan (September 2013)
· Public
Art Policy (September 2013)
· Sport
and Recreation Strategic Action Plan (September 2013).
8. Eighteen items on the forward programme have been adopted and are
being implemented. Most of the remaining documents that are still to be adopted
are on track and are progressing well.
Consideration
Local
Board Views
9. A copy of the
adopted forward programme was sent to all local boards and a briefing provided
to local board chairs in 2012. A copy of this update report will be sent to
all local boards for their information. A series of briefings for local boards
on the forward programme is planned for the first quarter of 2014.
Maori
Impact Statement
10. The development and implementation of documents within the forward
programme includes consideration of how the work will contribute to
the delivery of Māori outcomes and the Auckland Plan transformational
shifts including “Significantly lift Māori social and economic
well-being”. Strategy and policy leads are expected to ensure that the goals
of the Māori Responsiveness Framework are integrated into strategy and
policy development. Corporate performance standards are in place in order to
ensure that documents are drafted in consultation with Māori and include
Māori outcomes. Officers are expected to consider the Māori Plan for
Tāmaki Makaurau as part of policy development. A copy of this report will
be sent to the Independent Māori Statutory Board for its information.
Implementation
Issues
11. Development
and implementation of items on the forward programme requires
ongoing resource. Adopted strategies and policies remain on the programme to
reflect their role in implementing the Auckland Plan and the significant
activities associated with their implementation.
Attachments
|
No.
|
Title
|
Page
|
|
a
|
Strategy and Policy Forward
Programme: Quarterly Progress Update (September - December 2013)
|
25
|
Signatories
|
Authors
|
Craig Glover - Principal Strategy Analyst
|
|
Authorisers
|
Grant Barnes - Manager - Auckland Strategy and
Research
Roger Blakeley - Chief Planning Officer
Dean Kimpton - Chief Operating Officer
|
|
Regional
Strategy and Policy Committee
05 December
2013
|
|
|
CONTEXT OVERVIEW
|
|
OVERARCHING STRATEGIC
DOCUMENTS
|
CURRENT STATUS
|
|
Auckland Plan
|
The Auckland Plan was
adopted in 2012 and sets the strategic direction for council’s implementation
plans including items in the Strategy and Policy Forward programme.
|
|
Local Board Plans
|
Local Board Plans describe
the local communities’ aspirations, and their preferences and priorities for
the next three years and beyond. The plans inform and influence the
development of the Long Term Plan and will be reviewed over the next
financial year in order to inform the 2015-2025 Long Term Plan.
|
|
Proposed Auckland Unitary Plan
|
The draft Auckland Unitary
Plan was released for public engagement in March 2013.
The Proposed Auckland
Unitary Plan was notified on 30 September 2013 and is open for submissions
until 28 February 2014.
Following further
submissions, hearings and appeals it is expected that the Unitary Plan will
become operative in 2016.
|
|
Long Term Plan
|
Council’s first Long Term
Plan was adopted in 2012. This covers the period 2012 to 2022.
Planning is underway in
preparation for the delivery of the 2015-2025 Long Term Plan.
|
|
OTHER KEY WORK
PROGRAMMES
|
CURRENT STATUS
|
|
Bylaw Review Programme
|
A bylaw review
programme is in place to bring together the 158 existing bylaws made by the
legacy councils and create consistent rules across Auckland.
So far over 70
legacy bylaws have been revoked with new bylaws adopted covering: Dog
Management; Local Dog Access Areas; General Administration; Offensive Trades;
Solid Waste; Solid Waste Controls; Transport (Roads, Auckland
Transport); Food Safety; Election Signs (Auckland Transport); Health and
Hygiene; Public Safety and Trade Waste.
The following
bylaws are expected to be adopted or have statutory consultation completed
between 2013 and 2014: Navigation
Safety, Personal Flotation Devices (Life Jackets), Outdoor Fires, Stormwater
Management, Signs, Alcohol
Licensing Fees, Alcohol Controls (Liquor Bans), Animal Management, Air
Quality, Boarding Houses and Hostels, Cemeteries and Crematoria, Commercial
Sex Industry.
The following
bylaws are expected to be adopted between 2014 and 2016: Street Trading,
Construction and Development, Onsite Wastewater, Hazardous Substances, Orakei
Basin, Recreation and Cultural Facilities, Transport (Parks etc), Water
Supply / Wastewater, Wharfs and Marinas.
|
|
Local Area Plans
|
Local Area Plans
for Mangere-Otahuhu and Hibiscus & Bays have been completed.
Work is
commencing on Devonport-Takapuna and Otara-Papatoetoe Area Plans.
A report is
being prepared for the Auckland Development Committee which will set out a
revised methodology and sequence for area plans.
|
|
Financial Strategies and
Policies
|
As part of the
Long Term Plan, council adopts a number of financial strategies and policies
including: Airport Shareholding Policy; CCO Accountability Policy; Financial
Strategy; Public Private Partnership Policy; Local Board Funding Policy;
Significance Policy; Rates Transition Management Policy; Rating Policy; and
Revenue and Financing Policy
|
|
STRATEGY AND POLICY
FORWARD PROGRAMME PROGRESS UPDATE: DASHBOARD VIEW
|
|
|
FORWARD
PROGRAMME ITEM
|
ITEM STATUS
|
|
|
1.
Children and Young Peoples’ Strategic Action Plan
|
|
|
|
2.
Alcohol Harm Reduction Programme
|
|
|
Alcohol Harm Reduction Strategy
|
|
|
|
Alcohol
Control Bylaw
|
|
|
|
Local Alcohol
Policy
|
|
|
|
3.
Smokefree Policy
|
|
|
|
4.
Community Development Strategic Action Plan
|
|
|
|
5.
Community Funding Policy
|
|
|
|
6.
Gambling Venues Policy
|
|
|
|
7. Libraries Future Direction
|
|
|
|
8.
Family and Sexual Violence Strategic Action Plan
|
|
|
|
9. Māori Responsiveness Framework
|
|
|
|
10.
Arts and Culture Strategic Action Plan
|
|
|
|
11.
Events Policy
|
|
|
|
12.
Public Art Policy and Guidelines Work Programme
|
|
|
|
13.
Historic Heritage Action Plan
|
|
|
|
14.
Sport and Recreation Strategic Action Plan
|
|
|
|
15. Economic Development Strategy
|
|
|
|
16.
Environment Strategic Action Plan
|
|
|
|
17.
Natural Hazard Risk Management Action Plan
|
|
|
|
18.
Marine Spatial Plans
|
|
|
|
19. Waste Management and Minimisation Plan
|
|
|
|
20. Indigenous Biodiversity Strategy
|
|
|
|
21.
Energy and Climate Change Mitigation Strategic Action Plan
|
|
|
|
22.
Housing Action Plan
|
|
|
|
23.
Community Facilities Network Plan
|
|
|
|
24.
Water Strategic Action Plan
|
|
|
|
25.
Public Open Space Strategic Programme
|
|
|
Open Space Strategic Action Plan
|
|
|
|
Open Space Levels of Provision
Targets
|
|
|
|
Open Space Acquisition and
Divestment Policy
|
|
KEY
|
|
Parks and Reserves Management Plan
methodology
|
|
Adopted
|
|
|
On-track
|
|
|
Weed Management Policy
|
|
Minor (<6
months) slippage likely
|
|
|
26. Procurement
Strategy and Procurement Policy
|
|
Major (>6
months) slippage likely
|
|
|
Regional
Strategy and Policy Committee
05 December
2013
|
|
|
STRATEGY AND POLICY
FORWARD PROGRAMME: QUARTERLY PROGRESS UPDATE (SEPTEMBER - DECEMBER 2013)
|
|
FORWARD PROGRAMME ITEM
|
ITEM STATUS
|
PROGRESS SINCE LAST
QUARTER / COMMENTARY
|
REPORTING COMMITTEE(S)
TO REGIONAL STRATEGY AND POLICY COMMITTEE
|
|
1. Children and Young
Peoples’ Strategic Action Plan
Adopted September 2013
|
|
§ Document adopted in September 2013.
§ Stage one implementation has a region wide focus and
is underway. The Youth Advisory Panel has established groups of young people
to support each of the seven goals of the action plan.
§ Stage two implementation will be focused on working
with local boards, youth councils and community organisations to develop
local actions plans.
|
Community Development,
Safety and Social Infrastructure
|
|
2. Alcohol Harm
Reduction Programme
Alcohol Harm Reduction
Strategy
Adopted July 2012
Alcohol Control Bylaw
Original expected adoption
January - March 2014
Revised expected adoption
date:
August 2014
Local Alcohol Policy
Expected adoption date
October - December 2014
|
|
Alcohol Harm Reduction
Strategy
§ Strategy adopted in July 2012.
§ Implementation review to be reported to Committee
during the 2013/14 financial year.
|
Community Development,
Safety and Social Infrastructure
|
|
|
Alcohol Control Bylaw
§ A review is currently underway of more than 1800
existing alcohol control areas. This work is being carried out in
partnership with the Police and other agencies.
|
Community Development,
Safety and Social Infrastructure
|
|
|
Local Alcohol Policy
§ Project timeline approved by the Governing Body on
31 January 2013.
§ Stakeholder and community engagement on discussion
document completed. Work commencing to integrate feedback into final draft.
§ Legislative changes are expected from 18 December
and a draft of the policy with these changes incorporated will be brought to
Committee in February.
|
Community Development,
Safety and Social Infrastructure
|
|
3. Smokefree Policy
Adopted July 2013
|
|
§ Document adopted in July 2013.
§ Implementation plan completed. Implementation is to
be a 3 stage rollout. Implementation of phase 1 has commenced and this
includes most parks and council facilities. Phase 2 and 3 rollout includes
malls, town centres, shared spaces, outdoor dining and beaches.
|
Community Development,
Safety and Social Infrastructure
|
|
4. Community Development
Strategic Action Plan (“Thriving
Communities”)
Adopted June 2013
|
|
§ Document adopted in June 2013
§ Current focus is on consulting with communities and
local boards and developing the implementation plan for year one.
|
Community Development,
Safety and Social Infrastructure
|
5. Community Funding
Policy
Expected adoption date:
July-September 2014
|
|
§ Financial investigation into Council’s investment in
community services expected to be completed by December 2013 for presentation
in early 2014.
§ Following this investigation the community funding
policy will be re-drafted for consultation with the governing body, local
boards and other stakeholders.
|
Community Development,
Safety and Social Infrastructure
|
|
6. Gambling Venues
Policy
Adopted July 2013
|
|
§ Document adopted July 2013.
§ Implementation of policy underway.
§ Development of a non-regulatory gambling harm
reduction framework to supplement and support the wider policy objectives
also underway.
|
Community Development,
Safety and Social Infrastructure
|
|
7. Libraries Future
Directions
Adopted December 2012
|
|
§ Document adopted in December 2012 and launched in
March 2013.
§ Development of the Te Kauroa implementation plan is
currently underway with an expected delivery date of March 2014.
|
Community Development,
Safety and Social Infrastructure
|
|
8. Family and Sexual Violence Strategic Action Plan
Expected adoption date:
December
2014
|
|
§ Research is underway to support the development of
this multi-sector action plan.
§ The proposed approach to the development of the
action plan will be presented to family and sexual violence sector
representatives and the Auckland Social Sector Leadership Group in December
for their endorsement.
|
Community Development,
Safety and Social Infrastructure
|
|
9. Māori
Responsiveness Framework
Adopted December 2012
|
|
§ Māori
Responsiveness Framework completed and adopted by the governing body in
December 2012.
§ A number of programmes are in development including:
the Māori Land Programme, Te Reo, and Relationship Agreements
programme
§ Work is continuing to integrate the Māori
Responsiveness Framework throughout Council.
|
|
|
10. Arts and Culture
Strategic Action Plan
Expected adoption date:
June 2014
|
|
§ Targeted stakeholder engagement, including with Mana
Whenua is expected to be completed in December with a draft of the document
going to Committee in February 2014.
|
Arts, Culture and Events
Committee
|
|
11. Events Policy
Adopted May 2013
|
|
§ Document adopted May 2013.
§ The Events Policy is being used in the assessment of
regional events funding
applications.
|
Arts, Culture and Events
Committee
|
|
12. Public Art Policy
and Guidelines Work Programme
Expected adoption date:
September 2013
|
|
§ Policy completed and adopted by the Regional
Development and Operations Committee in September 2013
§ Implementation planning is underway.
|
Arts, Culture and Events
Committee
|
|
13. Historic Heritage
Action Plan
Expected adoption date:
March 2014
|
|
§ The action plan has been drafted and presented to
the Heritage Advisory Panel for comment.
§ Actions are currently being reviewed and
consolidated.
|
Urban and Rural
Development Committee
|
|
14. Sport and Recreation
Strategic Action Plan
Adopted September 2013
|
|
§ Document adopted September 2013.
§ Final ratification by Auckland Sport and Recreation
Reference Group and their member organisations is taking place through
December and a sector wide launch is planned for early 2014.
§ An implementation framework is currently being
developed which includes the establishment of a governance structure with
representatives from lead agencies.
|
Parks, Recreation and Sport
|
|
15.
Economic Development Strategy
Adopted
July 2012
|
|
§ Strategy adopted July 2012.
§ Implementation is on track. Quarterly progress
reports have been provided and an annual implementation report reported to
the Regional Development and Operations
Committee in September 2013. Highlights include: the establishment of the
strategy Implementation Coordination Group comprising senior officials from
government, ATEED and Auckland Council; the government announcement of a
joint business plan for the City Rail Link; supporting rural and ultrafast
broadband deployment; establishment of the Auckland Tertiary Education
Network; development of youth skills and transitions initiatives; launch of a
domestic tourism campaign and a growth in Auckland’s major event portfolio
and recognition at the International Sports Event Management Awards.
|
Economy – Rural and Urban
|
|
16. Environment
Strategic Action Plan
Expected adoption date:
July - September 2014
|
|
§ Business case of the document has been confirmed and
detailed planning is underway. The plan will focus on the Auckland Plan
Transformational Shift of “environmental action and green growth”.
§ Internal engagement across Council and CCOs on
environmental actions will begin in 2014, followed by external engagement.
|
Environment, Climate Change
and Natural Heritage
|
|
17. Natural Hazard Risk
Management Action Plan
Expected adoption date:
November 2015
|
|
§ Detailed project planning has been completed and the
project execution plan was signed off in July by the steering group and
project sponsor.
§ The project was officially launched and project work
commenced in August.
§ The first stage focuses on the current state of
natural hazard risk management in Auckland Council in particular focusing on:
legislation and information; risk management tools and risk assessment.
|
Civil Defence and Emergency
Management
Environment, Climate Change
and Natural Heritage
|
|
18. Marine Spatial Plans
Expected adoption dates:
Hauraki Gulf MSP and
Kaipara MSP March 2015, Manukau and West Coast MSPs in 2017
|
|
§ The Hauraki Gulf Marine Spatial Plan project (“Sea
Change”) was officially launched by the Minister of Conservation and steering
group co-chairs in September 2013.
§ A project board and project management team has been
established and joint forums held in October 2013 to identify stakeholder
groups.
§ Wider public awareness raising and early stakeholder
engagement is due to take place in 2014.
§ Work is continuing on the Integrated Kaipara Harbour
Management Group to scope out the marine spatial planning component of this
workstream in preparation for the Kaipara Harbour Marine Spatial Plan.
|
Environment, Climate Change
and Natural Heritage
|
|
19. Waste Management and Minimisation Plan
Adopted
June 2012
|
|
§ The plan was adopted in June 2012.
§ Since adoption the focus has been on implementation
and a number of actions have been progressed including the development of a
procurement plan for the changes to waste collection services. A full
implementation update was reported to the Regional Development and Operations
Committee in September 2013.
§ Please note that progress on this document is the
subject of a separate agenda item for the 5 December Regional Strategy and
Policy Committee.
|
Environment, Climate Change
and Natural Heritage
|
|
20. Indigenous Biodiversity Strategy
Adopted
April 2012
|
|
§ This strategy was adopted in April 2012.
§ Implementation progress is on track and was last
reported to the Parks, Recreation and Heritage Forum in November 2012. The
strategy is being delivered through a series of working groups.
§ A stocktake of existing work programmes has recently
been completed, a biodiversity research prospectus has been drafted and the
development of a communication strategy has been initiated.
|
Environment, Climate Change
and Natural Heritage
|
|
21. Energy and Climate Change Mitigation Strategic Action Plan (“Auckland Energy Resilience and Low Carbon Action
Plan”)
Expected adoption date:
June 2014
|
|
§ The draft action plan was discussed with Councillors
and local board representatives in June.
§ Recent focus has been on the implementation of early
Council actions, completion of technical analysis and targeted engagement of
key technical stakeholders.
§ The proposed draft Action Plan,
governance arrangements and technical analysis will be discussed with
Councillors and local board representatives on 12 December, prior to seeking
its adoption by Committee in February for the purpose of wider public engagement
in March 2014.
|
Environment, Climate Change
and Natural Heritage
|
|
22. Housing Action Plan
Stage 1 adopted in December
2012
|
|
§ Current focus has been on delivering the 32 actions
in stage 1 of the Housing Action Plan that was adopted in late 2012. Cross
council project teams for each workstream have been set up and the
majority of the actions are underway.
§ The Housing Project Office has been established as a
consequence of the HASHA legislation and Housing Accord and action plan
delivery now sits within the HPO.
§ This impacts upon the adoption of the scope of Stage
2 of the action plan and some parts of Stage 1.
§ It is expected that an update report on the scope of
Stage 2 will be reported to Committee in the first quarter of 2014.
|
Urban and Rural
Development Committee
|
|
23. Community Facilities
Network Plan
Original expected
completion of stage 1:
October 2013
Revised expected completion
of stage 1:
March 2014
Original expected adoption
of stage 2:
July 2014
Revised expected completion
of stage 2:
December 2014
|
|
§ Phase one (analysis of current state) of this work
is progressing and due for completion by December 2013 for presentation to
local boards and governing body in first quarter of 2014.
§ Phase two (long term future provision planning) is
contingent upon completion of stage one. Draft
network plan is planned to be completed by August 2014 (to allow any budget
implications to align with LTP process), with final plan due by end of 2014.
|
Community Development,
Safety and Social Infrastructure
|
|
24. Water Strategic
Action Plan
Expected adoption date:
July-September 2015
|
|
§ This document and its business case is currently
being scoped.
|
Environment, Climate Change
and Natural Heritage
Physical Infrastructure
Committee
|
|
25. Public Open Space
Strategic Programme
Open Space Strategic
Action Plan
Adopted
September 2013
Open Space Levels of
Provision Targets
Expected adoption date:
July 2014
Open Space Acquisition
and Divestment Policy
Adopted June 2013
Parks and Reserves
Management Plan methodology
Expected adoption date: June
2014
Weed Management Policy
Adopted August 2013
|
|
Open Space Strategic
Action Plan
§ Document adopted in September 2013
§ Most short term actions are in progress. An
implementation monitoring report will be
presented to the Parks, Sport and Recreation Committee in early 2014
|
Parks, Recreation and Sport
|
|
|
Open Space Levels of
Provision Targets
§ A regionwide network analysis has been completed and
initial draft targets and methodology were reported to the Parks and Heritage
Forum. The refined draft targets and methodology are due to be reported to
the Parks, Sport and Recreation Committee and local boards in early
2014.
|
Parks, Recreation and Sport
|
|
|
Open Space Acquisition
and Divestment Policy
§ Document adopted in June 2013
§ Policy is informing ongoing
decisions with regard to open space acquisitions.
|
Parks, Recreation and Sport
|
|
|
Parks and Reserves
Management Plan methodology
§ Collation of existing reserve management plans
complete and mapping of existing management plans is ongoing.
§ Initial engagement with local boards complete.
§ Proposal for future reserve management planning to
be presented to local boards and Parks, Sport and Recreation Committee in
early 2014
|
Parks, Recreation and Sport
|
|
|
Weed Management Policy
§ Document adopted in August 2013.
§ Actions arising from adopted
policy have been assigned to relevant departments within Council.
§ Implementation monitoring report to
be presented to Parks, Sport and Recreation Committee in early 2014.
|
Parks, Recreation and Sport
Environment, Climate Change
and Natural Heritage
|
|
26. Procurement Strategy
and Procurement Policy
Adopted May 2013
|
|
§ The Procurement Strategy and Policy were adopted by
Committee in May.
§ Implementation is ongoing with recent activities
including internal and external communications, engagement with CCOs,
development of local impact assessments and a rewrite of the procurement
manual.
|
Tenders and Procurement
|
|
Regional Strategy
and Policy Committee
05 December
2013
|
|
Economic Development Status Update Report
File No.:
CP2013/27582
Purpose
1. Providing an
overview of the key economic issues for Auckland, and briefly outlines some of
the key initiatives being progressed under Auckland’s Economic Development
Strategy (EDS).
Executive
Summary
2. After
introductory comment on the Auckland economy, this short summary/status update
report identifies key opportunities and challenges before outlining how they
are being addressed through the framework of the EDS and the ambitious targets
it seeks to achieve.
3. The EDS targets
will not be achieved by the council alone and we are working closely with our
partners; ATEED and COMET, central government and business and industry. The
initiatives underway are outlined in the context of the EDS themes; Business
Friendly and Well Connected, Innovation, internationalization, skills and a
vibrant, creative international city.
|
Recommendation/s
That the Regional Strategy and Policy Committee:
a) note the
contents of this report.
|
Discussion
4. The EDS was
launched in September 2012 and is a comprehensive strategy with five priorities
and four underpinning themes. It formally acknowledges the need for economic
step change in Auckland through its ambitious targets around
internationalization. It seeks to achieve this through an average annual
increase in regional exports of greater than 6%, an average annual real GDP
increase of greater than 5% and average annual productivity growth of greater
than 2%.
Opportunities
5. Auckland is New
Zealand’s main commercial centre and most internationally connected city,
providing many of the services for the rest of New Zealand. For New Zealand to
do well, it is important that Auckland does well.
6. The Auckland
economy is showing signs of a more sustained and broad based recovery following
the turmoil of the global financial crisis. For the year to July 2013, Auckland
has experienced real GDP growth of 2.9%. Unemployment has been declining with
some employment growth. Net migration, house sales, dwelling consents, tourism
guest nights and business confidence are trending upwards. Retail sales remain
strong supported by consumers with the rise in house prices buoying consumer
confidence.
7. The
construction sector has led the way with the increasing number of consents, a
pre-cursor for the still-to-come build phase. Demand is picking up across
finance, property, real estate and construction services, which in turn will be
a catalyst to domestic manufacturing and retail.
8. Auckland has a
number of sectors which are significant contributors to the New Zealand
economy. Manufacturing is Auckland’s largest industry, and a significant
proportion of New Zealand’s high-tech manufacturing is located here. Tourism is
also major earner receiving about 37% of New Zealand’s international visitor
expenditure and 21% of domestic expenditure. Migration has, and continues to,
make a significant contribution to Auckland’s growth. There is an increasing
interest in the potential to leverage greater economic outcomes for the region
and New Zealand.
Challenges
9. Even so,
challenges remain. The Auckland economy is domestically focused and exports are
proportionately less than the New Zealand average. While Auckland earns a
productivity premium over the rest of New Zealand, reflecting the mix of
industries and sectors and employment density, GDP per capita is low relative
to comparator cities. Despite many high educational achievements there are many
school leavers with only low level or no qualifications, contributing to the
number of young people not in employment education or training (NEET), the
skills gap and mismatches with vacancies.
10. In addition to
contributing to New Zealand’s financial vulnerability (OECD 2013 Economic
Outlook), the increase in Auckland house prices raises the issue of
affordability. It also holds implications for the supply of already scarce,
larger tracts of land suitable for business use.
Auckland
Council Economic Development Initiatives
11. Through the
Auckland Plan and the EDS five priorities have been identified:
1. Grow a business-friendly
and well-functioning city
2. Develop an innovation
hub of the Asia Pacific Rim
3. Become internationally
connected and export driven
4. Enhance
investment in people to grow skills and a local workforce
5. Develop a vibrant,
creative international city.
12. These five
priorities areas are supported by four cross-cutting themes:
i creating a sustain able
eco-economy
ii facilitating an iwi/māori economic powerhouse
iii developing and enhancing an
innovative rural and maritime economy
iv supporting a diverse ethnic
economy
13. The EDS cannot
be implemented by Auckland Council alone. Our key implementation partners are
the council’s CCO’s: ATEED and COMET, central government, and importantly,
business and industry. ATEED is developing a Growth and Competiveness Framework
that sets out how ATEED will implement the economic development priorities of
the EDS. Both the EDS and Growth and Competitiveness Framework are well
aligned with the Government’s Business Growth agenda
14. Local
economic development supports the regional economy and the Auckland Council
is preparing Economic Development Overviews for Local Boards. These outline the
baseline economic data for each Local Board area and an understanding of the
strengths, challenges and opportunities within their local economies. Following
this work, Local Economic Development Action Plans will be developed together
with key business and economic stakeholders.
15. The Auckland
Council is focused primarily on two priority areas: Business Friendly and
Well Functioning City and Skills. Ensuring the Auckland Council
embeds/adopts a Business Friendly approach is a key activity, and a ‘Business
Friendly Dashboard’ to monitor council’s ‘business-friendliness’ is currently
being developed to assist in measuring our performance in this area. The
Dashboard will be reported to the Economy – Rural and Urban Committee in July
2014.
16. The Proposed
Auckland Unitary Plan (PAUP) is a key tool and sets Auckland Council’s planning
policy framework. The Economic Development department (ED) is working closely
with the PAUP and Spatial Strategy Teams to ensure this framework is business
friendly provides for sufficient business land to meet future growth. An
important aspect of next year’s work programme is to review and update the
estimates of future business land demand that were used to underpin the
Auckland Plan. ATEED is also working with Auckland Council to ensure the
Unitary Plan is business friendly as it relates to major events and filming
activities.
17. The Auckland
Council has also contributed strongly to the Core Cities network’s development
of Business Friendly Guidelines to be applied by across the network. The
Guidelines are to be launched and will be brought before the Auckland Council
in early 2014. (The Core Cities network is Auckland Council, Tauranga,
Hamilton, Wellington, Christchurch and Dunedin City Councils, led and
facilitated by LGNZ and MBIE under the auspices of the Metropolitan Mayors.)
18. Ensuring that
Auckland functions well is of primary importance to business. Auckland Council
is continuing to actively progress the City Rail Link, the East-West Link
between SH 1 and SH 20 and the linkages and services provided to major
industrial concentrations.
19. Skills
are a priority for Auckland’s businesses. Auckland Council is working with
businesses, their representative organisations across the region to build
capability, and to deliver initiatives to better match skills supply and
demand.
20. The Auckland
Skills Steering Group has initiated a multi-agency project to better connect
youth transition initiatives in the Auckland region. This aims to deliver
improved skills and employment outcomes for Māori and Pacifica youth, with
an initial focus on Mangere-Otahuhu.
21. The Auckland
Council is participating in the development of an Auckland Construction and
Infrastructure Workforce Roadmap with UNITEC, MIT and an alliance of providers
to better integrate local and central government, education and
business/industry objectives. A key milestone is the development of an Auckland
Construction and Infrastructure: Occupation and Skills Model, which is
currently being tested with key stakeholders and has been built using the
Auckland Economic Futures Model owned by Auckland Council.
22. The Mayor’s
Youth Employment Action Plan is on track to be delivered to the Mayor’s office
by the end of 2013. It will also incorporate ATEED’s Skills Action Plan,
recently approved by the ATEED’s Board.
23. Achieving
Auckland’s target for productivity will require more innovation. The
Auckland Council is working with the Auckland tertiary sector on its stock take
of business innovation enhancing programmes, services and facilities to develop
a broad picture of engagement tertiary institutions with business on
innovation. A stock take of innovation programmes, products and services
focused on building the international capability of Auckland businesses is also
currently underway.
24. Auckland
Council’s digital policy provides a significant platform for innovation.
Council is working with mobile telecommunications network operators to plan for
the future rollout of cellphone infrastructure, in partnership with Auckland’s
46 Business Improvement Districts, to communicate the benefits and processes of
connecting to Ultrafast Broadband and associated technologies. Auckland Council
is also mobilising political and community leadership around Chorus’ Gigatown
competition to provide gigabit internet to one New Zealand town.
25. ATEED’s
implementation of the Wynyard Quarter Innovation Precinct has been brought
forward by 2 years in response to the level of interest and a hub operator will
be appointed shortly. ATEED and Callaghan Innovation have refreshed the funding
and strategy for the Food Bowl so it is on a sound footing and better able to
support its operations and contribution to the food and beverage sector.
ATEED’s Regional Partners programme continues to deliver strong results with
Callaghan Innovation R&D investment of $1,840,138 and $42,178 worth of NZTE
capability development vouchers issued.
26. The Mayor’s
review of Auckland Council’s civic model of international relations with a more
economic and investment oriented approach with increased links with Auckland’s
major trading partners in the Asia Pacific region is a key internationalisation
initiative.
27. Similarly,
ATEED’s Auckland Investment Office will package major infrastructure and
investment opportunities and act as one-stop-shop for off and on-shore
investors. This will significantly support investor attraction, particularly in
combination with the Aroha Auckland, ATEED’s multinational aftercare investor
programme.
28. ATEED is
complementing and enhancing the role of its Conventions Bureau with the
development an Auckland Business Events Plan to ensure Auckland reaches its
potential as a destination for business events. Attracting international
conventions will play a significant role, especially in supporting the New
Zealand International Convention Centre.
29. Internationally,
creative, vibrant cities are popular places to live and enjoy strong
contributions from tourism to their local economy. Auckland Council will
support this vitality through the development of the Arts and Culture Strategic
Action Plan. ATEED’s portfolio of events will be enhanced by the refresh of its
Major Events Strategy and leveraging upcoming economic anchor events (Dick
Smith NRL Auckland Nines, ITM500 V8 supercars) in the new year. ATEED’s
preparations continue for the ICC Cricket World Cup 2015, FIFA U20 Men’s World
Cup 2015 and the World Masters Games 2017.
30. ATEED is
participating in the establishment of Regional Film Offices New Zealand (RFONZ)
a unified body for the six regional offices that will enable research,
marketing, screen attraction activities and advocacy. ATEED is also taking a
lead role working with central government and the film industry in the wake of
the industry’s downturn.
31. Marketing is a
key activity. ATEED’s domestic campaigns continue to support Auckland’s profile
and attractiveness, including the current campaign with Heart of the City,
‘AKL: the Show Never Stops’, and recently with the six upper North Island
RTO’s, Tourism New Zealand, Qantas and Flight Centre Australia, ‘Everyday a
different story’.
32. Auckland Council
and ATEED’s commitment to accelerating Auckland’s economic development will be
supported by bringing cities expert Greg Clark to Auckland in January 2014.
This will result in a stock take of how delivery partners and industry are
making the changes required to achieve the targets set out in the EDS, and
agree priorities for the future. The outcome of this stocktake is expected to
be a refreshed joint agenda for the next 2 years between the Auckland Council,
ATEED, central government and business.
Consideration
Local
Board Views
33. Auckland
Council’s Economic Development department (ED) is working directly with Local
Boards and there are no specific local implications associated with this
report. ED reports to Local Boards six monthly on the activities delivering the
agreed local economic development work programme.
Maori
Impact Statement
34. There are no
specific implications for Māori associated with this status report. ED and ATEED are leading
aspects of the EDS to facilitate an iwi/Māori economic powerhouse in Auckland. In partnership with Te Waka
Angamua, ED are leading the development of the Māori Economic Development Strategic Framework to assist Māori achieve their economic
aspirations. Developed in three stages, Stage One (Establishment) will detail
the scope, workshop with key stakeholders and establish the projects
governance. Stage Two (Framework Development), involves preparation of an
Auckland Māori Economic
Snapshot 2013 to 2040, the draft Māori Economic Development Framework and establishing an ongoing
engagement framework to assist implementation. Stage 3 (Implementation) will
involve running education and awareness programmes and potential work with CCOs
that require assistance to align with Māori ED priorities and evaluation.
Implementation
Issues
35. There are no
financing or resourcing implications associated with this report.
Attachments
There are no
attachments for this report.
Signatories
|
Authors
|
Wayne Brown - Economic development
|
|
Authorisers
|
David Hawkey - Acting Manager Economic Development
Dean Kimpton - Chief Operating Officer
|
|
Regional
Strategy and Policy Committee
05 December
2013
|
|
Parks and Open Space Work Programme
File No.:
CP2013/27059
Purpose
1. To provide a
brief overview of councils current and future work programme in relation to
parks and open space.
Executive
Summary
2. Officers will
make a brief presentation to the Regional Strategy and Policy Committee setting
out the key areas of policy, planning and operations in relation to parks and
open spaces.
|
Recommendation/s
That the Regional Strategy and Policy Committee:
a) receive the
report.
|
Attachments
There are no
attachments for this report.
Signatories
|
Authors
|
Rob Cairns - Manager Regionwide
|
|
Authorisers
|
Penny Pirrit - Regional & Local Planning Manager
Dean Kimpton - Chief Operating Officer
|
|
Regional
Strategy and Policy Committee
05 December
2013
|
|
Update on Regional Social Policy work programme.
File No.:
CP2013/26512
Purpose
1. To
provide the Regional Strategy and Policy Committee with a brief background and
update on the key policy projects within the region-wide social policy work
programme.
Executive
Summary
2. The
Region-wide Social Policy team, which is part of the Community Policy and
Planning Unit, is developing policy and implementation plans on the following
key social policy issues:
o Commercial Sex Industry
o Gambling
o Psychoactive Substances
o Smoke-free
3. A presentation
will be made to the committee at its meeting on Thursday, 5 December 2013 to
provide members with an update on each of these issues.
|
Recommendation/s
That the Regional Strategy and Policy Committee:
a) receive the
presentation.
|
Attachments
There are no
attachments for this report.
Signatories
|
Authors
|
Michael Sinclair - Team Leader, Regionwide Social
Policy
|
|
Authorisers
|
Penny Pirrit - Regional & Local Planning Manager
Dean Kimpton - Chief Operating Officer
|
|
Regional
Strategy and Policy Committee
05 December
2013
|
|
Local Alcohol Policy development process update.
File No.:
CP2013/26503
Purpose
1. To
provide information to the Regional Strategy and Policy Committee on the
Auckland Council Local Alcohol Policy Development Project and the timeline for
the delivery of this in 2014.
Executive
Summary
2. On
31 January 2013, the Governing Body approved the work programme to develop an
Auckland Council Local Alcohol Policy. A presentation will be made to the
committee at its meeting on Thursday, 5 December 2013 to provide an update to
members on this work programme.
|
Recommendation/s
That the Regional Strategy and Policy Committee:
a) receive the presentation.
|
Attachments
There are no
attachments for this report.
Signatories
|
Authors
|
Michael Sinclair - Team Leader, Regionwide Social
Policy
|
|
Authorisers
|
Penny Pirrit - Regional & Local Planning Manager
Dean Kimpton - Chief Operating Officer
|
|
Regional
Strategy and Policy Committee
05 December
2013
|
|
Council responses to current and future proposals for
reform of the class 4 (pokie) gambling sector
File No.:
CP2013/26072
Purpose
1. Seek
retrospective endorsement of a submission to the Department of Internal
Affairs, on proposed changes to gambling regulations.
2. Propose
establishment of a working party, comprised of members of the Governing Body,
local boards and the Independent Māori Statutory Board, which would
prepare further advice for the Minister on the proposed changes to class 4
gambling regulations, and prepare further responses to regulatory and legislative
changes that have been foreshadowed by the Government.
Executive
Summary
3. During this
year’s triennial election period, the Department of Internal Affairs issued a
consultation document on proposed changes to the regulation of class 4 gambling
(pokies).
4. Council staff
submitted feedback on behalf of council, based on a previous submission to the
Commerce Select Committee on the Gambling (Gambling Harm Reduction) Amendment
Bill (the Flavell Bill), which was endorsed by the Governing Body on 26 July
2012 [GB/2012/105].
5. It is recommended that the committee retrospectively endorse the
feedback submitted by staff on council’s behalf.
6. When it was passed, the Gambling (Gambling Harm Reduction) Amendment
Act gave the Minister of Internal Affairs new powers to
regulate the distribution of gambling proceeds, including the ability to:
· specify the amount of pokie money that
must be returned to the area from which it came, and;
· set out how areas will be identified and
defined for that purpose.
7. The
consultation document sought feedback on those matters. Although Auckland
Council’s submission on the Flavell Bill proposed that “gambling policy areas”
should be established within Auckland, it did not propose what those areas
might be. Staff feedback therefore asked that the Minister defer making a
decision to allow local authorities time to consider the issues.
8. The Minister
has signaled that the proposed changes to regulations are part of an ongoing
programme of legislative and regulatory changes to the class 4 gambling sector.
9. It is proposed
that the committee agree to the establishment of a working party, similar to
the one that developed council’s response to the Flavell Bill, to develop
further feedback and submissions on government reforms to the class 4 gambling
sector, as needed.
|
Recommendation/s
That the Regional Strategy and Policy Committee:
a) endorse a
submission made to the Minister of Internal Affairs by officers in response
to the discussion document titled Gambling Act 2003: Public consultation
on four class 4 gambling proposals.
b) agree that the Chair of the committee establish a working party
comprising members of the Governing Body, local boards and the Independent
Māori Statutory Board, to develop council responses to government
proposals to reform the class 4 gambling sector, including:
i) developing a
definition of areas and rates of local return for Auckland, in anticipation
that the Minister may seek further input on this matter.
ii) respond to
any further consultation documents on changes to existing regulations that
may be forthcoming.
iii) inform the
development of a submission on any further changes to gambling legislation.
|
Discussion
10. On 25 September 2013 Auckland Council received an email from the Department of
Internal Affairs titled Gambling Act 2003: Public consultation on four class
4 gambling proposals.
11. Feedback on the consultation document was due by no later than 25 October 2013,
so the timeframe for preparing and submitting feedback overlapped the triennial
local government elections.
12. Council staff prepared and submitted feedback, based on a previous
submission to the Commerce Select Committee on the Gambling (Gambling Harm
Reduction) Amendment Bill (Flavell Bill), endorsed by the Governing Body on
26 July 2012 [GB/2012/105].
13. Officers are now
seeking retrospective endorsement of the submission which they prepared on that
basis. Copies of the submission and the DIA consultation document are appended
to this report.
Consideration
14. Council’s
feedback on the four proposals in the consultation
document is summarized below.
Increasing the transparency
of grant-making decisions
15. Auckland Council
noted that TAs are required by section 101(2) of the Act to “have regard to
the social impact of gambling” in their districts, when adopting or
amending a Class 4 venue policy. It is assumed that the “social impact of gambling” should include the positive
social benefits derived from funding for community and sports groups out of the
proceeds of gambling. But in the absence of timely and accurate information
about the amount of grant funding, and how it is distributed, that statutory
requirement is extremely difficult to fulfil.
Increasing the minimum rate
of return to authorised purposes
16. Auckland
Council’s submission on the Flavell Bill did not directly address this issue,
but noted that a review was needed:
“Community funding margin: the Bill does not address the minimum
distribution of 37.12%, which is currently set by regulations made by the
government. There is no process in place to ensure it is regularly reviewed,
and such a review is long overdue.”
17. A number of
policy objectives may be achieved by increasing the rate of return over a
period of time, and the initial rate of return and the annual increase in that
rate should be considered in light of these downstream benefits.
Changing the Class 4 venue
payments system
18. The primary
objective of Auckland Council in all of its policy work in relation to class 4
gambling venues is the reduction of gambling related harm in the community.
19. The council
would be concerned about any changes which could directly or indirectly create
an incentive for venues to increase gambling harm in order to increase Gaming
Machine Proceeds (GMP). It is therefore imperative that any proposed amendment
to the payment system be carefully scrutinised and tested before it is
introduced to ensure that it will not unintentionally produce outcomes that are
contrary to this objective.
Regulating local
distribution of gambling proceeds
20. This was a topic
in the DIA discussion document which council’s submission on the Flavell Bill
did not directly address.
21. Corporate
societies (pokie trusts) are required by the Gambling Act to pay out a certain
percentage of their gross revenue (Gaming Machine Proceeds, or GMP) in grants
to community, sporting and other such groups (pokie grants). However the Act
does not currently restrict them from distributing the grants to any place in
New Zealand.
22. The Flavell Bill
sought to address a concern that wealth was being transferred from poorer
communities to wealthier ones. In its final form, the Gambling
(Gambling Harm Reduction) Amendment Act gave the
Minister of Internal Affairs new powers to regulate the distribution of pokie
grants, including the ability to:
· Specify the amount of pokie money that
must be returned to the area from which it came, and;
· Set out how areas will be identified and
defined for that purpose.
23. Council’s
submission on the Flavell Bill proposed that:
“A territorial authority should be able to apply its policy or policies
differently to venues located in one or more geographically defined areas
(policy areas). When defining a policy area, the TA might take into account:
§ The electoral boundaries of its, wards, local board areas or community
board areas; and
§ The zoning provisions in its district plan; and
§ The demographic and socio-economic characteristics of the population in
its district, or parts of its district, to the level of a census area unit; and
§ Any of the matters it must have regard to
as required by s. 101 of the Act.”
24. However the Flavell Bill submission did not specify what those areas
should be. Therefore the feedback prepared by council staff on the recent
consultation document asked the Minister to defer
making a decision on areas and rates of local return for at least six months,
to allow time for all councils to consider the issues and make further
submissions.
25. It is not known whether the Minister will receive further
submissions, or what the timeframe would be for preparing them.
Further
opportunities for feedback
26. There may be
further opportunities for council to provide feedback and make submissions on
reforms to the class 4 gambling sector:
· The Minister may seek further feedback
and advice on the definition of areas and rates of return to areas, as the
submission prepared by staff requested.
· The DIA discussion document signalled an
intention for further changes to regulations over the coming months, on which
the Minister may also seek feedback.
· A
government cabinet minute in May 2013 agreed to a new Gambling Amendment Bill,
which would make further changes to the Gambling Act [CAB Min (13) 14/8].
27. These are all
matters that local boards and the Independent Māori Statutory Board will
want to be involved in.
28. Council’s
submission on the Flavell Bill was developed by a working party that included
members of local boards and the Independent Māori Statutory Board. A
similar working party could be established to develop further submissions and responses
to the Government on matters to do with class 4 gambling.
29. The alternative
approach would be to respond through multiple rounds of meetings of local
boards, the Community Development and Safety Committee, the Independent
Māori Statutory Board and this committee. That approach would be more
time-consuming, requiring multiple reports and presentations on each issue, and
might create difficulties in meeting submission deadlines.
30. Under council’s
Standing Orders a working party can be established by written notice from a
committee chairperson [1.5.2]. A working party cannot make decisions, therefore
any submissions or proposals it developed would need to be reported back to the
Regional Strategy and Policy Committee, or in the case of a select committee
submission, the Governing Body.
Local
Board Views
31. The timing of
events has not allowed for specific consultation with local boards on the
development of the submission for which staff are seeking endorsement.
32. It is proposed
that local board views on further reforms to the class 4 gambling sector be
represented through a working party.
Māori
Impact Statement
33. Because the
submission to DIA was based on what council had prepared for its previous
submission on the Flavell Bill, no additional consultation was undertaken with
Māori. Should further changes to regulations or legislation be proposed,
a working party similar to that which prepared the Flavell Bill submission
would include the Independent Māori Statutory Board.
Implementation
Issues
34. There are no
implementation issues for council.
35. The Department
of Internal Affairs may need to consider what should be done with surplus
monies, if the amount allocated to each area were less than amount of grant
applications in any period.
Attachments
|
No.
|
Title
|
Page
|
|
a
|
Auckland Council submission to
internal affairs.
|
51
|
|
b
|
Department of Internal Affairs
discussion document.
|
71
|
Signatories
|
Authors
|
David Hay - Principal Policy Analyst
|
|
Authorisers
|
Penny Pirrit - Regional & Local Planning Manager
Dean Kimpton - Chief Operating Officer
|
|
Regional
Strategy and Policy Committee
05 December
2013
|
|
|
Regional Strategy
and Policy Committee
05 December
2013
|
|
|
Regional Strategy
and Policy Committee
05 December
2013
|
|
Local Government Act (2002) Amendment Bill (No 3)
File No.:
CP2013/26117
Purpose
1. This memo
summarises some of the key points of the Local Government Act (2002) Amendment
Bill (No 3).
Executive
Summary
2. The
government introduced the Local Government Act 2002 Amendment Bill (No 3) (the
Bill) to Parliament on 4 November. The Bill is part of the Better Local
Government programme of reforms and builds on the 2012 amendments to the Local
Government Act 2002 (LGA). At the time of writing no announcements had been
made regarding the timeframes for submissions on this Bill.
3. The Bill
proposes reforms in four primary areas:
· Planning, consultation and reporting
practices
· Infrastructure provision
· Development contributions
· Establishment of local boards outside
of Auckland.
4. Some of the
more significant reforms proposed across these four areas include:
· Reduced mandatory requirements to use
the special consultative procedure
· Long term plan (LTP) and annual plan
consultation based on specially prepared (and brief) consultation documents
rather than full versions of those plans
· The mandatory preparation of 30 year
infrastructure strategies
· The narrowing of the range of infrastructure
that can be funded by way of development contributions
· The creation of an objection process
for development contributions decisions.
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Recommendation/s
That the Regional Strategy and Policy Committee:
a) note
that the Local Government Act (2002) Amendment Bill (No 3) was recently
introduced to Parliament and submissions will soon be called for
b) note
that officers will report back to the committee in due course with policy
recommendations to inform the development of Auckland Council’s submission on
this Bill.
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Discussion
Submission development process
5. At the time
of writing neither the deadline for submissions on this Bill, nor the dates for
Auckland Council committee and local board meetings were known. Officers will
propose a process for engaging with all elected members once these dates have
been finalised. Policy recommendations to inform the development of Auckland
Council’s submission, and the draft submission itself, will be reported back
for the committee’s consideration in due course.
Better Local Government reforms
6. In March 2012
the government released a discussion document outlining an eight point reform
programme (which has since grown to 10 points) entitled Better Local Government
(BLG):
A. Purpose
of local government
B. Fiscal
benchmarks
C. Council
governance
D. Reorganisation
procedures
E. Planning,
consultation and reporting practices
F. Local
regulation
G. Infrastructure
provision
H. Development
contributions
I. Extension
of local board model outside of Auckland
J. Local government
performance framework.
7. Points A to D
were addressed in the 2012 amendments to the Local Government Act. This Bill
addresses four of the six outstanding BLG areas for reform. The government has
not yet released its proposals in relation to the Productivity Commission work
on local regulation (BLG point F) and the establishment of a new local
government performance framework (BLG point J).
8. The
discussion below outlines some of the more significant aspects of the Bill for
Auckland Council and is organised around four BLG areas addressed in the Bill.
Planning, consultation and
reporting practices
9. The Special
Consultative Procedure (SCP) will no longer be mandatory in relation to the
annual plan, the establishment of a CCO and, in most circumstances, making,
amending and revoking bylaws. The requirement to use the SCP in relation to
the LTP and significant bylaw changes (as defined in the new significance and
engagement policy) will remain. The SCP will continue to be available for
councils to use in other circumstances where they deem it appropriate.
10. The SCP
process itself is to be amended to allow more flexibility in the methods used
to obtain the views of the community (including explicit allowance for the use
of audio-visual technology). The government has stated that it wants the focus
of public consultation to be on ensuring effective public input rather than the
means by which that input is obtained.
11. Local
authorities will be required to adopt a significance and engagement policy.
This replaces the existing requirement to adopt a significance policy. The
policy will provide guidance as to how councils determine the significance of
the decisions they are required to make and the basis on which they determine
how to consult with their communities. The policy will also explain when the
use of the SCP might be desirable.
12. The Bill will
enable local authorities to amend their standing orders to allow elected
members to be present at meetings by way of audio links or audio-visual links.
Other people participating in the meeting may also do so by way of these
links. This provision will apply to both the governing body and local boards.
13. Local
authorities will be required to prepare consultation documents for their LTPs
and annual plans. Public consultation will be based on these documents, rather
than the full versions of the plans. The consultation document for the annual
plan must be concise, identify significant differences from the LTP and explain
them in a way that can be readily understood by most people. It must not
contain substantial information that is not necessary for the purposes of
explaining these differences. The SCP will no longer be mandatory in relation
to annual plan consultation. In practice, however, the annual plan is usually
consulted on at the same time as an amendment to the LTP, in which case the SCP
will be mandatory.
Infrastructure provision
14. As part of
their LTPs local authorities will be required to develop infrastructure
strategies spanning at least 30 years. The government’s intention is that this
strategy should provide a coherent perspective, across core asset classes, of
the long term infrastructure needs of a community. Asset management plans will
inform the development of the strategy, but it is not expected to replicate the
level of details found in those plans.
15. The Bill
states that the purpose of the strategy is to identify significant
infrastructure issues, the options for managing them and the implications of
those options. The strategy must take into account issues such as asset
renewal and replacement, projected growth or decline in demand, changes to
levels of service, public health and environmental outcomes, and the risk
arising from natural disasters. The strategy must at least cover water supply,
wastewater, stormwater, flood protection and control, roads and footpaths.
Other asset classes may also be included at the discretion of each local
authority.
Development Contributions
16. The Bill
proposes a number of significant changes to the provisions related to
development contributions.
17. The Bill
proposes a new purpose for development contributions – to enable territorial
authorities to recover from developers a fair, equitable, and proportionate
portion of the costs of capital expenditure necessary to service growth. A new
set of principles that local authorities must take into account when preparing
their development contributions policies is also proposed in the Bill. The
principles are intended to ensure that development contributions are used only
to fund growth, are applied fairly and consistently, are calculated and
assessed transparently and provide cost and revenue certainty for both
developers and local authorities.
18. The Bill
narrows the range of infrastructure that contributions can be used to fund.
Specifically, it proposes to restrict the definition of community
infrastructure to include only community centres or halls (and the land on
which they are located), play equipment on neighbourhood reserves and public
toilets. Under this proposal it will not be possible to fund swimming pools
and libraries from development contributions. In effect this will transfer
part of the cost of growth from developers and new residents to existing
ratepayers.
19. Other
proposals include the creation of a process whereby parties can request a
reconsideration of a development contribution decision by a council and/or
lodge a formal objection. The formal objection would be heard by an
independent commissioner with the power to issue a binding ruling. The Bill
does not require the independent commissioners to take account of either the
new development principles or the development contributions policies of the
local authority concerned.
20. The Bill
includes provisions to encourage and explicitly enable councils and developers
to enter into agreements for the private provision of infrastructure. Councils
will be required to consider all requests to enter into a development
agreement. The Bill also contains a provision preventing councils from using
development agreements to require a developer to provide more expensive
infrastructure than would have been provided had the standard development
contribution applied.
21. The changes to
the development contributions provisions will come into effect on 1 July 2014.
Local boards outside of Auckland
22. The LGA will
be amended to enable the Local Government Commission to make provision for
local boards in new unitary authorities that are established as a result of a
reorganisation proposal. The Commission will also be empowered to consider
more limited reorganisation proposals intended to establish local boards in
existing unitary authorities. The Bill includes provisions on local board
delegations, membership, decision making responsibilities, plans and
agreements. These provisions are similar to those set out in the Local
Government (Auckland Council) Act 2009 and explicitly do not apply to Auckland
Council.
Consideration
Local
Board Views
23. As this is an
information report local reports were not consulted during the course of its
preparation. However, all local boards will have the opportunity to input
their views into Auckland Council’s submission on the Bill. Officers will
propose a process to facilitate this once key dates such as governing body and
local board meetings, and the submission deadline, are known.
Maori
Impact Statement
24. Officers will
work with Te Waka Angamua to determine an appropriate engagement strategy for
seeking Iwi input into the development of Auckland Council’s submission.
Implementation
Issues
25. There are no
implementation issues associated with this report.
Attachments
There are no
attachments for this report.
Signatories
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Authors
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Robert Simpson - Principal Policy Analyst, Strategic
Planning
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Authorisers
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Grant Barnes - Manager - Auckland Strategy and
Research
Roger Blakeley - Chief Planning Officer
Dean Kimpton - Chief Operating Officer
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Regional
Strategy and Policy Committee
05 December
2013
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Exclusion of the Public: Local Government Official
Information and Meetings Act 1987
That the Regional Strategy and Policy Committee:
a) exclude the
public from the following part(s) of the proceedings of this meeting.
The general
subject of each matter to be considered while the public is excluded, the
reason for passing this resolution in relation to each matter, and the specific
grounds under section 48(1) of the Local Government Official Information and
Meetings Act 1987 for the passing of this resolution follows.
This
resolution is made in reliance on section 48(1)(a) of the Local Government
Official Information and Meetings Act 1987 and the particular interest or
interests protected by section 6 or section 7 of that Act which would be
prejudiced by the holding of the whole or relevant part of the proceedings of
the meeting in public, as follows:
C1 Proposed acquisition of land in Birkdale
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Reason for passing this resolution in relation to each
matter
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Particular interest(s) protected (where applicable)
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Ground(s) under section 48(1) for the passing of this
resolution
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The public conduct of the part of the meeting would be
likely to result in the disclosure of information for which good reason for
withholding exists under section 7.
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s7(2)(i) - The withholding of the information is necessary
to enable the local authority to carry on, without prejudice or disadvantage,
negotiations (including commercial and industrial negotiations).
In particular, the report contains information on property
values.
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s48(1)(a)
The public conduct of the part of the meeting would be
likely to result in the disclosure of information for which good reason for
withholding exists under section 7.
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C2 Acquisition of open space at Hobsonville for the purpose of
sport fields
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Reason for passing this resolution in relation to each
matter
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Particular interest(s) protected (where applicable)
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Ground(s) under section 48(1) for the passing of this
resolution
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The public conduct of the part of the meeting would be
likely to result in the disclosure of information for which good reason for
withholding exists under section 7.
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s7(2)(i) - The withholding of the information is necessary
to enable the local authority to carry on, without prejudice or disadvantage,
negotiations (including commercial and industrial negotiations).
In particular, the report contains information on property
values, if published, could be prejudicial to ongoing negotiations between
parties.
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s48(1)(a)
The public conduct of the part of the meeting would be
likely to result in the disclosure of information for which good reason for
withholding exists under section 7.
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