Agenda of Waitemata Local Board

Waitemata Local Board

10 December 2013

Auckland Transport Quarterly Update to Local Boards -
For the quarter - 1 July to 30 September 2013

File No.: CP2013/27875

Executive Summary

1. The purpose of this report is to inform Boards about progress on activities undertaken by AT in the three months July-September 2013, and the planned activities anticipated to be undertaken in the three months October-December 2013.

2. Attachments include

· A – AT activities, broken down by Local Board

· B – Decisions of the Transport Co-ordinating Committee, by Board

· C – Report against local board advocacy issues (replaces the previous reports against the Local Board Plan and Local Board Agreement)

· D – Report on the status of the Board’s projects under the Local Board Transport Capital Fund

Recommendation/s

That the Waitemata Local Board:

a) Receives the Auckland Transport Quarterly Report.

Main activities during the period under review

Capital Programming

3. The current approved forecast for the 2013/14 Capital Programme is $887M. It is made up of Core Business Capital Projects at $471M, Renewals at $217M, Local Board Initiatives at $12M and CRL/EMU/SMART at $187M.

During the period July to September the organisation was able to deliver/achieve 13% ($115M) of the approved programme. And from the period October to December the projected expenditure is at $218M or 25% of the total programme. It is anticipated that the organization will be able to improve the delivery of the capital programme during the regular construction period (October to May).

Seal extension validation and prioritisation analysis to determine the 10 year programme is at the final stage with new traffic counts received, and all high priority road asset data checked externally. This will determine which road will be committed to over the summer construction period.

Infrastructure Development

Road Development

4. Taharoto/Wairau Stages 6 and 8 – 1939 bridge replacement completed, new utility ducting 95% complete, cable installation ongoing, retaining wall 27-33 Wairau Rd completed, new cantilever footpath on remaining bridge complete, footpath and kerbing 60% complete, pavement construction 50% complete.

5. Tiverton Wolverton Route upgrade - management of construction phase of project. With Wolverton St construction at 95% completion, pavement reconstruction is being progressed on Tiverton Rd. Planned for 60% completion on Tiverton Rd by 31 December. Kerb and Channel and footpath renewal target is 85% completion for full length of Tiverton Rd

6. Pukekohe Town Centre - Design work has been completed for the 2013-2014 programme of works. (West Street; Queen to Tobin and Tobin Street; Edinburgh to Seddon). Tender documentation will be released in October. The programme is to commence construction of these projects in January 2014, (approximate value $1.3m over two financial years).

7. King-Queen-Constable Intersections – Design is complete and tender document released for public tender. The programme is to commence construction of these projects in January 2014, (approximate value $1.3m).

8. Flat Bush School Road Stage 4 Murphy’s Road Intersection Upgrade – relocation of power cables is ongoing with completion expected in early December 2013; this will be followed by the installation of pipeline along Murphy’s Road by Watercare.

In addition to the works already in progress, further works are to be carried out during the period from October to December 2013. The major projects include:

9. Tiverton Wolverton Route upgrade – complete all works on Wolverton Rd and complete 60% of pavement renewal works on Tiverton Rd. Complete 50% of works on New Windsor Rd including retaining wall package. Complete all works on Blockhouse Bay Rd at intersection.Overall project completion in March 2014.

10. Khartoum Place Upgrade – this is an Auckland Council contract managed by Auckland Transport – tender due to go out in October 2013

11. Taharoto Wairau Upgrade Stages 6 and 8 – complete installation of utilities, all widening works, new pavement, surfacing, signs, signals and road markings. Likely completion date has moved to late November.

12. Evaluate and award both the Pukekohe Town Centre and King-Queen-Constable Intersections as early as possible to provide the successful contractor as much lead time as possible to organise the works prior to 6 January 2014 expected commencement date.

Road Design

13. Hibiscus Coast Busway Station: Auckland Council has received a claim from a third party for a judicial review with regard to the granting of the resource consent for Stage 2 on a non-notified basis. The construction of Stage 2 has been put on hold until the matter is resolved.

14. Albany Highway Upgrade: NZTA has brought forward the SH1-SH18 Connection project in its programme and has requested further analysis of the impact of this on the Albany Highway Upgrade project. Construction is now programmed to start in January 2014.

15. Upper Weiti Bridge: The feasibility study is complete. Three options are recommended to go forward to scheme assessment: Curley Avenue to East Coast Road link road; signalisation of Silverdale Street; and signalisation of Wainui Road.

16. Taharoto/Wairau Upgrade: The construction of Stages 6 & 8 is well underway. Negotiations are proceeding with Atlas Concrete with regard to the encroachment onto the road reserve.

17. Upper Harbour Drive Walking and Cycling: The final scheme assessment report has been received and the road safety audit has been completed. The preferred option of on road cycle lanes on both sides and a footpath on the northern side will be taken forward to detail design.

18. Warkworth SH1 Intersections: NZTA’s construction contract for the Hudson Road intersection is well underway.

19. Warkworth Western Collector: 16 of the 17 submissions on the Notice of Requirement were in support of the project and Auckland Council has confirmed that no hearing will be required.

20. Gills to Oteha Valley Link: The Notice of Requirement has been served on Auckland Council. The notification period commenced on 17 October 2013.

21. SH17/The Avenue Lucas Bridge Upgrade: The design tender has been withdrawn due to new information coming to light about the structure of the existing Lucas Creek Bridge. Further investigation is required to confirm that the widening of the bridge is still viable before the design contract can be re-tendered.

22. Onewa Road Westbound Transit Lane: The design has been amended to address feedback received during the public consultation process. Construction funding has been brought forward to 2013/14.

23. Albany Highway South Upgrade: Internal traffic modelling review of original NSCC assumptions and feasibility has shown that the design provides capacity beyond what is reasonably required for future growth. Decision over full redesign is on hold however until NZTA modelling into the SH1/SH18 connection is complete; as this has potential traffic implications for the project due to the removal of access to Albany from SH18. NZTA decision is expected before December 2013.

24. Te Atatu Road Corridor Improvements: Continuation of both land take and consents works in the second quarter of 2013/14. Out of 111 properties, 74% of land acquisitions have been settled, with a further 1% verbally-agreed or signed (approaching settlement).

25. Lincoln Road: The funding application for NZTA’s subsidy is at the final stage. The consultation with the directly affected properties owners will commence by the end of October. The public consultation with the wider community and the designation process is planned to start early 2014.

26. Glen Eden Park N Ride: The preferred option has been agreed amongst various stakeholders and this has been communicated to the Waitakere Ranges Local Board. Consultation with the Glen Eden Business Association is completed, and public consultation with the affected parties is underway. The detailed design is anticipated to be completed before Christmas this year.

27. Brigham Creek Road (SH16-SH18): The scoping investigation has started and expected to be completed in February 2014. The outputs of this scoping investigation will be used to set the scope and required outputs for the feasibility phase which will be subject to a separate exercise later in this financial year.

28. Te Atatu Ferry Terminal: The feasibility study to investigate the physical possibility of establishing a ferry terminal and associated facilities at Te Atatu Peninsula has been completed. The study has concluded that it appears physically feasible to construct a ferry terminal and associated facilities on the foreshore of Te Atatu Peninsula on the downstream side of the Whau River Bridge. Further investigation is underway into the operational aspects of the ferry terminal in order to build a business case.

29. Te Atatu Bus Interchange: The investigation and evaluation of location options for the Te Atatu bus interchange has reached a hold point and is waiting for NZTA to release the final design for the SH16/Te Atatu Road intersection upgrade. The investigation has identified 11 potential locations and will be evaluating all options against a set of criteria that are based upon Auckland Transport’s strategic objectives and the feedback received from local residents to date. NZTA are expected to release the final design for the SH16/Te Atatu Road intersection upgrade in late October.

30. Tamaki Drive/Ngapipi Intersection: The tender for the detailed design has been published and closes on 25 October 2013. Public engagement commences in late November; feedback from this process will be integrated into the detailed design as appropriate.

31. Federal Street Upgrade: Construction of the upgrade has started and is on track to be completed in May 2014.

32. Mill Road: The scheme assessment for the northern section is undergoing legal review. A documentation review is under way for the southern section to support preparation of the investigation tender.

33. Half Moon Bay: The investigation phase of this project will be tendered by September 2013. Auckland Transport is continuing to develop the NZTA funding application.

Key Agency Initiatives

34. AMETI: Footpath, kerb and channel construction has begun on Ellerslie Panmure Highway between Forge Way and Mt Wellington Highway. Work continues on construction of the local road with landscaping and planting underway and finishing works on top of the 220m long covered box adjacent to the Panmure station. Inside the box fire protection, with the installation of electrical and mechanical components being installed.The first fix of services for the station building is complete and internal linings and glazing are being installed. Canopies, Lift shafts and escalators are substantially complete,with large areas of architectural finish now being unveiled. The plan is to commission the new building on 19 January 2014.

35. Work has continued on construction of the northern portion of the AMETI Link Road which will extend from Morrin Road to Mt Wellington Highway. Archeological issues have been resolved and documented in this area with construction of the retaining wall and bulk fill for the level of the link road progressing well. However a portion of the new road north of Mountain Road Bridge has been sealed. Construction of the southern portion is advancing with the main storm water line substantially complete. Road sealing has begun on the AMETI link road south between Ellerslie Panmure highway and William Harvey Place. A temporary footbridge between William Harvey Place and Ireland Road has been installed and is being well patronised. Work on Ireland Road is progressing well with approximately 50m of the 200m diameter culvert already tunneled. Work has been delayed in the southern area due to archaeological discoveries and delays in NCI Building Consent. Considerable progress has been made on storm water construction on the southern portion, including the new outfall to Van dames Lagoon. The access track into Van Dammes Lagoon is being constructed. Watercare works and NCI accommodation works are yet to commence.

36. The investigation and design of the busway extending from Panmure to Pakuranga continues. The design of the busway between Panmure and the Panmure Bridge is complete and the Scheme Assessment Report for the busway between Panmure Bridge and Botany is being finalised. The Request for Tender of the planning services required for consenting of the Panmure to Pakuranga section of busway and Reeves Road Flyover has been issued. The project is also preparing tender documentation for specimen design of the Reeves Road flyover and final design of the Pakuranga Road section of the busway.

37. The final design of the bus interchange development at Sylvia Park is near complete. Consent documentation has been prepared. An environment court hearing regarding the compulsory acquisition of a property at 430 Mt Wellington Highway has been deferred to November. This acquisition is required to enable consenting and construction to advance.

38. East-West Link (MMEWS): The project team has scheduled options workshops with AT, NZTA and Auckland Council staff to further investigate, develop, assess and agree on programme options. These workshops will incorporate land use planning, social/environmental impacts and other opportunities associated with this project. AT and NZTA plans to further update local boards on the project within the next few months. An approved preferred programme option will be taken forward for full public consultation in early 2014. The feedback from the public consultation will be incorporated into the draft programme business case which will be presented to the AT and NZTA Boards for approval. This is planned for mid-2014. Any preferred programme of work is likely to include a mix of various elements of the options above, not just one of them.

39. Dominion Road: The design contract was awarded to Beca on 14 August 2013. Initial design work will be completed late this year with the plan for stakeholder final review to occur before finalizing the design. The project team is confident that final design work will be completed by April 2014 with a start on construction in August 2014.

40. NorSGA: Construction is continuing on Rua Rd south however wet weather and limited site access is likely to result in the Rua/Fred Taylor intersection not being constructed before the shutdown for the Xmas Moratorium. The resource consent application for the Don Buck Rd extension has been notified and a hearing is scheduled for 15 November to address issues with an adjoining land owner who has not given his approval as an affected party. The Northside Drive East Notice of Requirement has been notified and submissions close 1 November. (A date is yet to be confirmed for the hearing). Resource consent has been lodged for the Fred Taylor/Garelja intersection and it is anticipated that land acquisitions and affected party approvals will be obtained by mid November. (Construction is planned to commence late January 2014). DVAC approval has been obtained to progress the Hobsonville Road project based on the revised design which incorporates transit lanes through Hobsonville Village. The existing Notice of Requirement documentation for Hobsonville Rd is to be updated to incorporate the effects of adopting the revised design.

41. Harbour Edge Development (HED): A master delivery plan for the harbour edge projects is being developed in conjunction with the City Rail Link project, based on earliest delivery of projects with minimum disruption to the city Centre. Four new PT Interchanges for the city centre are being investigated to enable the roll-out of the 2016 PT Network. An early focus is on site locations, layouts and operational efficiencies for Downtown, Wynyard Quarter and the Learning Quarter, as well as the connecting corridors. Concept design options for the Quay St Seawall seismic upgrade are underway, which will inform options for both the Quay St Upgrade and the Ferry Basin Redevelopment master-plan. Early improvements to Quay St start this month and a programme of events on the harbor edge is being developed with ATEED and Waterfront Auckland over summer. A HED Manawhenua Forum meets quarterly to discuss portfolio issues and seek input from interested iwi on the issues and opportunities in this space. Tenders have been called for the design of roading infrastructure in Wynyard Quarter, with construction targeted to start in 2014/15. Waterfront Auckland starts work on the Westhaven Promenade in October. Options to provide a coastal walkway from Westhaven to St Heliers are being investigated.

PT Development

42. Papakura Station: The project is now complete including the cycle storage area. The temporary park and ride adjacent to the bus interchange is under review and towards assessment as a permanent parking area.

43. Mount Albert Station: Stage 2 of the project is to develop the link bridge connection into New North Rd and to upgrade the existing underpass. Confirmation of budget is in progress with expectation that the works will be completed by mid-2014.

44. Half Moon Bay Ferry Terminal and Precinct Plan: The Master Planning report and Concept plan were reviewed by the AT Board and will be presented to the local stakeholder forum in late 2013/early 2014. Over the next 3 months the staging of the overall plan will be reworked to ensure the most important issues are prioritised, taking account of the overarching focus on the achievement of efficient and effective public transport outcomes. Parking remains key to unlocking the HMB marina and a number of parking demand measures are being planned or in progress over the next 3 months. Reclamation and land use strategies are will be reviewed further over the next 3 months.

45. Manukau Rail Station: The Manukau Institute of Technology (MIT) works have now restarted with a new main contractor Hawkins Infrastructure. As a result the completion date for the station and the tertiary building is now targeted for May 2014 Good progress is being made with building water tightness. Full construction recommenced in September 2013. The new ticketing gates will be installed during March 2014. Detailed design for the bus interchange is still making good progress towards completion in 1^st half of 2015. Construction tender has now been awarded for the North Davies Ave linear park works. The agreed construction completion date for these works is by the end of February 2014.

46. Parnell Station: The final enabling works on the Domain pathways and signaling were substantially completed in September 2013. Over the recent wet period the new soil nail retaining area has been subject to detailed scrutiny that has resulted in the need for some further retaining works and some pathway repair works. This work will be completed over the labour weekend. The Auckland Transport board approved the detailed design funding for the station in September 2013 and over the next months the programme for delivery will be refined towards an anticipated completion date late in 2015. Planning is underway for the access ways, connections to the Domain and Carlaw park development and up to the University precinct. The NZTA are working on plans for better connectivity across Stanley St.

47. Newmarket Rail (formerly Sarawia St) Level Crossing: Public consultation has been finalised including a more detailed analysis of an underpass to Sarawia St. The feedback on all options has been evaluated and a preferred option was recommended to the AT board in September 2013. The AT board requested further information and analysis before any final decision. Over the next month the requested further analysis will be provided to the AT board with an expected final decision by the end of October 2013. Commencement of the detailed design is scheduled for December through to March 2014 during which time there will be further community engagement. Construction works are anticipated to be from April 2014 through to March 2015.

Strategy and Planning

48. Auckland Integrated Transport Programme (ITPv2) and its key components

Work is underway on delivering the next version of the ITP which is due by the middle of 2014. Work are also continuing on the development/updating of the key components of the ITP including:

· Regional Rapid Transit Review (RTN) review – further analysis required in view of the RDS update

· Rail Development Strategy (RDS) update – in progress

· Rail Level Crossings Study – joint review with KiwiRail in progress

· Park and Ride and Parking Strategy – review and update of legacy strategies in progress

· Regional Passenger Transport Plan – formally adopted by the AT Board on 23^rd September 2013. Consultation of the new network for the other areas in Auckland will be undertaken in 2014-15. Implementation of the new network will commence in early 2015.

49. Regulatory planning

Strategy and Planning continues to lead and co-ordinate AT’s responses to proposed plan changes and Notices of Requirements (NoRs) to ensure that land use and transport are integrated and that proposed land use changes enable AT to deliver its capital works programme. During the first quarter, there are 33 applications including 3 new applications that are in progress. 5 applications were completed this quarter.

AT also continued working closely with the Auckland Council on the review of the draft Unitary Plan. AT has been assisting the council on matters such as cycle parking, Integrated Transport Assessments, parking, loading and access provisions. AT has also been working with the Auckland Utility Operators Group on trees in road corridor provisions.

Over the next quarter, AT will be reviewing the Proposed Unitary Plan as notified on 30 September 2013.

50. Corridor management plans (CMPs)

The 10 priority arterial CMPs in the 2012/13 year are now nearing completion:

· Great North Road-Rata St-Ash St corridor - draft plan reviewed

· Albany Highway-Greville Rd-Tawa Dr corridor – draft plan reviewed

· Takapuna North (East Coast Road Stage 2) – draft plan reviewed

· East Tamaki Road-Springs Rd-Harris Rd corridor – draft plan completed

· City East West Transport Study – draft plan completed and initial recommended projects are under concept design

· Tamaki Drive-Ngapipi Rd-Kohimarama Rd-Kepa Rd corridor – draft plan under review

· Ellerslie-Panmure Highway – draft plan under review

· Balmoral Road-St Lukes Road corridor – draft plan under review

· Great South Road Stage 2 – scope of the CMP was extended to include Shirley Road and those sections of Coronation and Rangitoto Road that are currently bus routes.

· Pakuranga Road – in progress

The 2013/14 CMP programme was finalised, three of which are currently at scoping stage:

· Great North Road (between Ash Street and Karangahape Road) – scoping completed

· New North Road (Blockhouse Bay Road to Mt Eden Road) – scoping underway

· Manukau Road (Broadway to Royal Oak roundabout) – scoping underway

51. Transport modelling

Work is continuing on the update/development of transport models including:

· Local area traffic modelling – Takapuna town centre, Ponsonby Road, proposed Convention Centre

· CRL transport model in parallel with the APT3 update

· Updating the Auckland Passenger Transport (APT3) model

52. Asset Management Plan 2015-2018

The development of the next Asset Management Plan 2015-2018 is continuing. The plan will give effect to the ITPv2 and will support forward investment decisions.

53. Seismic Screening Programme

Work is continuing on the screening of all transport assets for earthquake susceptibility.

54. Asset Condition Surveys

The asset condition surveys for higher risk transport assets is continuing and is on schedule for completion by the end of December 2013. Minor safety and other issues are prioritised and addressed through the maintenance teams. More extensive defects are included in the long term forward renewal works programme and, where feasible, coordinated with the capital new works programme.

There were no major safety issues requiring immediate action or restrictions on access have been identified.

Community Transport

55. School Transport Programme and Road Safety Education

· The number of schools signed onto the TravelWise Programme has now reached 343.

· Key activities that were undertaken with the schools included, safety at the school gate parking enforcement, speed enforcement campaigns undertaken with the NZ Police, cycle training, scooter training, school leadership programme for intermediate and high school students and school curriculum transport related activities targeted at road safety and school travel options.

· Walking School Buses now number 354 in the region with a continued programme of recruitment and recognition for the volunteers who accompany the buses.

· Demand for cycle training is still strong from schools and greater partnerships with the NZ Police, Sports Trusts and Bike NZ have been developed to deliver cycle training and cycle safety.

· The following regional road safety education campaigns are being developed for the coming eight months:

1. The Sober Driver campaign – with a focus on the Christmas

2. Pedestrian safety campaign – pay attention or pay the price

3. Motorcycle safety and training campaign

4. Back to school speed campaign focused on targeting drivers speed around schools

5. Distractions campaign

56. Travel Planning and Cycle and Walking

· Commute travel planning packages and personal journey plans being delivered across the region targeting business, communities, business associations and tertiary institutions.

· The spring “Cycling’s the go” safety and promotional campaign is being delivered over the coming months targeting, cycle training, safety, guided rides and maintenance programmes.

· The development of the Auckland Cycle network continues with priority being placed on working with the NZTA on Grafton Gully, working with Local Board Greenway proposals, Beach Road, Great South Road, Puhinui Road and the New Zealand Cycle Trail network expansion programme of the Airport to City & Waiheke routes.

Road Corridor Access

57. Ultra-Fast Broadband (UFB) Rollout

Good progress has been made in closing out the Year 1 (2011/12) and Year 2 (2012/13) cabinet areas with 163 cabinet areas now completed and moved into warranty. The linking of the Year 3 CAR approvals to the completion of the Year 1 and 2 work has had the desired effect and focused the contractor on completing this work. The next milestone is the completion of 230 cabinet areas by 31 October 2013.

There are now 31 Year 3 cabinet areas which have completed the civil and hauling phases and are undergoing final quality assurance checks by VisionStream and Chorus before being handed over to Auckland Transport for sign-off. There are currently 86 cabinet areas under construction with a further 28 cabinet areas awaiting build commencement.

58. Hunua 4 Watermain

The construction of Watercare’s Hunua 4 bulk water watermain is continuing westwards on Puhunui Road.

The final reinstatement of the Great South Road/Puhunui Road intersection has been satisfactorily completed and the general issues around the construction methodology and reinstatement have been resolved.

The crossing of the Puhinui Road/Lambie Drive intersection was carried out over the weekend of 11/13 October 2013. This work was undertaken in much the same manner as that at the Great South Road/Puhunui Road intersection and required the closure of Lambie Drive over the weekend. There were no significant problems experienced and the intersection was fully reopened before the morning peak period on Monday.

59. Waterview Tunnel Boring Machine

There are a further 8 components of the Waterview Tunnel Boring Machine (TBM) which are expected to arrive at the Port of Auckland in October 2013 which will require transport to the Waterview Tunnel site.

We are working with the Well Connected Alliance and the transport contractor regarding the movement of 22,000 reinforced concrete segments from East Tamaki to the Waterview Tunnel site. These precast segments will be used to line the new tunnel and weigh 10 tonnes each. Approval is being sought to move 3 segments on each vehicle which will require a High Productivity Motor Vehicle (HPMV) permit as the gross weight will exceed 44 tonnes. The movement of these precast segments will require in excess of 7,000 laden trips over the next 2 years. Most of the travel will be on SH20.

Road Corridor Maintenance

60. West

· The new contract for west area road maintenance which include the wider scope of the Henderson – Massey, Waitakere and the Whau local board areas started in July and levels of service and contractor resources scaled up to allow for the larger size & scope of works included in this contract.

· Extensive reconstruction works in pavement and footpath assets have been programmed and are well underway across the region. Initial focus has been in the Whau ward to balance out the levels of service and standard of asset condition. Major pavement works are currently underway in Margan Ave, Kinross St and Birdwood Rd. Four other sites are programmed to be rehabilitated this construction season dependent on final design criteria vs. available budget.

· A large programme ($7M+) of resurfacing is also underway throughout the central – west region. This schedule of activities includes approx. 15.6km of Asphaltic Concrete surfacing and 63km of various Chip Sealing (resealing) sites. This programme continues on from the previous 3 years, in the RCM undertaking to raise the standard of road surface condition in the western area.

· Very wet and poor weather conditions encountered in August & September caused multiple slip sites in the Waitakere ward which needed major design and investment in retaining structures. These sites are also well underway, that’s to a quick response from the contractor. The hardest hit area of the storms was Titirangi Road & Titirangi Beach Roads where 5 separate minor under slips required treatment over the last 2 months. Fortunately the torrential cyclone season has passed and two major slip sites within the Waitakere Ranges (Candia Rd & Laingholm drv.) are nearing completion with another two awaiting final detailed design & funding approvals.

61. Streetlights

· Completed the section of Tamaki Drive (Okahu section) with new poles and luminaires in accordance with the Tamaki Drive approved upgrade report. There are only 25 poles and lights to complete the upgrade between Ngapipi Road and The Strand.

· St George Street Papatoetoe is currently being upgraded with new poles and lights. The former decorative type lights will become gas look alike lights for decorative purpose only.

· Bowen Street in the CBD has been upgraded to provide increased safety for pedestrians walking into the city especially from the university at night.

· Installation of new lights and poles supporting the Vector undergrounding programme removing overhead lines. Areas where undergrounding has taken place are Epsom, and Penrose.

62. South

· Approval has been given to proceed with the second section of the East Street road reconstruction project in Pukekohe. This project is being undertaken by John Filmore Contractors as a separate contract to the RCM South contracts and work is programmed to start in January 2014.

63. Central

· Foot path upgrades in Raumati road, and Poto Street are in the final stages. Foot path work has also commenced at the Remuera road end of Orakie road.

· Preparation for major road works on Orakei road (Shore to Ngapipi roads) is in progress, with construction scheduled to commence early Jan 2014. This project is in conjunction with the Auckland Council Shore road Boardwalk project and in consultation with the local Iwi.

· RCM Central Contract has completed several Footpath and Kerb & Channel Upgrades in the Arch Hill area over the last few months. These upgrades have significantly enhanced the streetscapes of this area within the Waitemata ward.

· A major road rehabilitation upgrade of Hukanui Crs was undertaken over the October Schools holidays which will eliminate on-going maintenance activities on this busy residential road. Our contractor modified their construction programme to ensure that parents and teachers from the school had access into Marist School first week back following the break.

64. North

· During the period of 24-25^th September 2013 the North Shore, Hibiscus Coast and greater Auckland area were subjected to a severe weather system that brought high winds and heavy rainfall. High winds toppled a significant number of trees and the heavy rainfall caused flooding and minor slips. Contractors worked hard to ensure that all sites were made safe with only minimal disruption to traffic flows.

· Area wide pavement treatment activities have been completed on Argent Lane, Station Road, Nobilo Road and Wintour Road. Other works completed I September includes Makarau Road Slip reinstatement and Kaipara Flats Walkway and Footbridge

Road Corridor Operations

65. One Network Road Classification project

AT is a Road Controlling Authority member of the One Network Road Classification project with NZTA. This is a national initiative which is a recommendation of the Ministerial Road Maintenance Task Force, which aims to develop a national road classification which will support better asset management across the country.

Benefits are:

Planning, investment, maintenance and operational decisions relating to each road will reflect its function as part of the broader network

Over time road users can expect to have a similar experience across the country, on roads with the same classification

An integrated classification system will also make collaboration easier, leading to a more efficient roading network and improved value for money.

Progress to date includes:

· A draft One Network Road Classification (ONRC) framework has been developed

· Roadshows introducing the draft ONRC to all Road Controlling Authorities in NZ have been completed and feedback sought

· The next step is to collate all feedback and update the ONRC Framework;

66. Route optimisation Investigation and analysis.

Route optimisation was completed on 30% of the arterial road network for the second year of the programme (2012-2013) with 100km of routes being optimised.

This year, 2013/14, our primary focus will be in the Central area of Auckland with a focus on the inner city. This will align our network operations to accommodate recent changes to the Public Transport services and land use changes that have occurred in the Central City.

The Central City has been divided into five key zones and each zone has an assigned technical lead. Approximately 103 intersections in the central area will be reviewed and optimised. Work has commenced on Stage 1 reports to establish the existing conditions, known planning and possible improvements. Internal workshops have been held to understand the programme and the likely effect of Changes to Bus services, The Central East West Transport study and Foreshore development

Work is in progress on 16 identified routes in the Central City

67. Physical Works Programme (other routes across the region):

· 6 projects are at the scheme design stage

· 5 projects are at the detailed design stage

· 1 project is under construction

Road Safety

68. Version 1. of Urban KiwiRAP risk mapping software has been developed and all Auckland routes, intersections, and vulnerable user groups have been mapped and prioritised.

The software methodology will be further revised in Oct/Nov, and is due for launch in December 2013.

69. An Urban Motorcycle Route demonstration project brief has been developed for West Auckland and the project is expected to commence in November.

70. The high risk rural roads SERR (Self Explaining Rural Roads) project working group has confirmed parameters for option development. Investigation is expected to commence early in the New Year.

71. The Red light camera policy has been agreed with NZ Police and now working on technology applications. AT has completed a site selection report on 22 of the highest red-light running crash risk intersections.

Parking and Enforcement

72. Waitemata

Freemans Bay – A questionnaire survey on parking issues in residential streets was completed in August. 87% of residents felt that crowded parking was a problem in Freemans Bay.

St Marys Bay – A questionnaire survey on the trial parking zone was completed in August. 65% of residents supported the trial parking zone in St Marys Bay.

Eden Terrace – Pay and display on-street parking was introduced into several streets in Eden Terrace in July. Parking in the paid area costs $1.00 per hour. There is no time limit. Paid parking operates from 9am – 5pm, Monday to Friday. The Eden Terrace Business Association is very happy with the parking management system and has even received positive comments from some businesses. No formal surveys have been carried out but there has been an observed improvement in availability.

K Road Car Park – AT exited the K Road Car Park on 13 August ending 40 years of council tenure. The car park was sold by the previous landlord to Tournament Parking.

Parnell – The Parking Design Team completed the review of on-street parking in Parnell in August. This included several minor parking restriction changes and removing a lot of signage on Parnell Road.

73. Waiheke

Matiatia – AT gave notice of termination to all car park leaseholders during September. These 145 leased car parks are often vacant and underutilised, giving rise to complaints from casual users wishing to find a park. Seventy of the currently leased car parks are being converted to pay and display parking, to satisfy the growing demand for casual parking. The remaining 75 will be available for lease at commercial rates. Expressions of interest from current leaseholders are being sought for these car parks.

74. Orakei

Remuera – Time restrictions were removed in August in Remuera town centre along Remuera Road. AT will be using demand responsive pricing to manage the parking.

75. Howick

Howick – Parking occupancy surveys has been completed in August and business questionnaire surveys are being collected currently.

Halfmoon Bay Car Park – Changes have been approved by the Local Board and a report is currently being prepared for approval at Traffic Control Committee. The changes include a 14 hour time restriction and priority for car pool users. Implementation expected in November.

76. Franklin

Pukekohe – Strategy and Planning commenced a Comprehensive Parking Management Plan to coordinate with the Area Plan. The parking report is expected to be completed early next year.

77. Takapuna – Devonport

Killarney Street Car Park – The owner of this car park, Regional Facilities Auckland (RFA), decided to put the car park services up for tender in July. AT did not submit a tender. A contract was awarded by RFA to Wilson parking. AT has exited the car park.

78. Hibiscus and Bays

Orewa – A P120 town centre parking zone was implemented in August.

79. Manurewa – Papakura

Papakura – AT has agreed to seek a temporary consent for the continuation (eighteen months) of the temporary Park and Ride site. This action will enable a further review when more information is known about the possible electrification of the railway to Pukekohe.

Public Transport

80. During the third quarter of 2013, the Public Transport Department focused on analysing feedback on the new on the new network in South Auckland. Planning for implementation of the PTOM contracting model continued.

81. Rail patronage is showing signs of renewed growth after a period of relative stability while rail service reliability has shown pleasing improvements over the last few months.

82. The final quarter of 2013 sees changes to the proposed South Auckland new network bus services in response to public feedback finalised and communicated to customers. This will be followed by preparing the South Auckland bus network for a competitive tendering process.

83. The implementation of Auckland Integrated Fare System (AIFS) on buses was briefly paused while an intermittent technical issue was resolved but has now resumed with implementation on North Star services on 13 October 2013. It is envisaged that the roll-out on remaining NZ Bus services will be completed by the end of 2013.

84. A new train timetable is to be implemented on 29 October 2013 doubling Western Line weekend train frequencies during the day from hourly to half-hourly and extending Sunday train service to Swanson. In addition, weekend Southern Line train services will start earlier and a number of adjustments made to other services, primarily to improve reliability.

85. An ongoing programme of bus timetable adjustments, in partnership with our service providers, continues so that published timetables more closely reflect actual bus running times. This is leading to a significant improvement in bus service reliability.

86. Consultation began on Green Bay / Titirangi route changes began on 21 October 2013 to improve the frequency on key routes and simplify the bus network as an interim improvement step towards the future new bus network.

87. The closure of most Northwestern Motorway bus lanes for up to 2-3 years for the Waterview Connection project has delayed many bus services by 6-8 minutes in the afternoon peak. AT has reviewed bus timetables; changed some bus routes and added more express bus service to help address the delays to service. Meanwhile, the New Zealand Transport Agency (NZTA) opened a bus/transit lane on the westbound approach to the Great North Road interchange on 20 October 2013 to significantly reduce bus delays.

Attachments

No.	Title	Page
a	AT activities, broken down by Local Board	71
b	Decisions of the Transport co-ordinating Committee, by Board	97
c	Report against Local Board advocacy issues	101
d	Report on the status of the Board's projects under the Local Board Transport Capital Fund	115

Signatories

Authors

Various Auckland Transport authors

Authorisers

Jonathan Anyon, Elected Member Relationship Team Manager

Judith Webster - Relationship Manager

Waitemata Local Board

10 December 2013

Waitemata Local Board Local Improvement Projects (LIPs) programme 2013-2014

File No.: CP2013/27923

Purpose

1. This report provides an overview of the Waitemata Local Board 2013/2014 Local Improvement Project (LIP) programme and recommends projects for approval.

Executive Summary

2. The Waitemata Local Board has projects carried forward from the 2012/2013 financial year. Information regarding these projects is shown in the Waitemata LIPs programme attachment.

3. The Waitemata Local Board has $417,443 LIPs capital expenditure and $219,852 LIPs operational funding available to allocate in the 2013/2014 financial year.

4. To date the Waitemata Local Board has allocated $199,400 or 48% of their capital expenditure budget and $219,852 or 100% of their operational expenditure budget.

5. Approval of the recommendations in this report will allocate 61% of the available LIPs capital expenditure. An incorrect allocation to Opex expenditure, that should have been Capex has meant a further $15,000 is available within the Opex budget for allocation. It is proposed that part of this available Opex budget be allocated.

6. Once identified projects have been allocated funding it would leave $164,631 Capex expenditure or 39% of their capital expenditure budget and $12,790 Opex expenditure or 6% of their operational expenditure budget for scoping prioritisation at a workshop with the Local Board.

7. Further LIPs funding reports will be put to the board for project approval and implementation.

8. Most projects will need eight months or more to be successfully delivered within the 2013/2014 financial year. Projects that have budget allocated to them with less than six months remaining within the current financial year, will be at risk of not being completed by 2013/2014 financial year end. As a result the project completion, as per the agreed delivery programme, may be deferred across into the following 2014/2015 financial year for completion.

Recommendation/s

a) That the Waitemata Local Board Local Improvement Projects (LIPs) programme 2013-2014 report be received.

b) That the Waitemata Local Board:

i) approves the following LIPs budget amendments for implementation during the 2013/2014 financial year:

No	Project description	Capex/ Opex	Budget value
1.	Return savings from Victoria Park Bins Project	Capex	$6588
2.	Highwic House Garden Interpretative Signage allocation from Opex budget to Capex budget	Capex	$15000

ii) Approves the following LIPs projects for implementation during the 2013/2014 financial year and confirms the Project Champion/s:

No	Project description	Capex/ Opex	Budget value	Champion/s
1.	Seddon Fields lighting renewal and car parks	Capex	$30,000
2.	Newmarket Park tree planting maintenance watering	Opex	$2210
3.	Alberon Park anchor relocation project	Capex	$15,000

Discussion

9. The Waitemata Local Board had $417,443 LIPs capital expenditure and $219,852 LIPs operational funding available to allocate in the 2013/2014 financial year.

10. To date the Waitemata Local Board has allocated $199,400 or 48% of their capital expenditure budget and $219,852 or 100% of their operational expenditure budget.

11. Approval of the recommendations in this report will allocate 61% of the available LIPs capital expenditure. An incorrect allocation to Opex expenditure, that should have been Capex has meant a further $15,000 is available within the Opex budget for allocation. It is proposed that part of this available Opex budget be allocated.

12. Once identified projects have been allocated funding it would leave $164,631 Capex expenditure or 39% of their capital expenditure budget and $12,790 Opex expenditure or 6% of their operational expenditure budget for scoping prioritisation at a workshop with the Local Board.

Recommendations are being sought in this report to allocate budget to projects.

LIPs budget amendments

· Return savings from Victoria Park Bins Project

The project was completed with a surplus to what was allocated.

· Highwic House Garden Interpretative Signage allocation from Opex budget to Capex budget.

An incorrect allocation to Opex expenditure, that should have been Capex has meant a further $15,000 is available within the Opex budget for allocation.

LIPs projects for implementation

· Seddon Fields Lighting Renewal

Park lighting relocation and improvement. An associated benefit of the lighting relocation is the addition of a further four carparks.

· Newmarket Park Tree Planting Maintenance Watering

Maintenance watering of new trees through to winter 2014 due to late planting to ensure successful establishment.

· Alberon Park Anchor Relocation Project

Proposed by Local Board Member Christopher Dempsey, the project is to refurbish and relocate a historic anchor to a site within Alberon Reserve, Parnell. The Parks Advisor has assessed the proposal and provided supportive comment to the Local Board. A LIPs Proposal Form is required from the Local Board to provide detail of scope for the project.

13. Further LIPs funding reports will be put to the board for project approval and implementation. In the future, it is intended to include a LIPs Summary document as an addendum that summarises proposed projects based upon the LIPs Proposal Form supplied by Local Board Members or Project Information Form provided by the Parks Advisor.

14. Most projects will need eight months or more to be successfully delivered within the 2013/2014 financial year. Projects that have budget allocated to them with less than six months remaining within the current financial year, will be at risk of not being completed by 2013/2014 financial year end. As a result the project completion, as per the agreed delivery programme, may be deferred across into the following 2014/2015 financial year for completion.

Consideration

Local Board Views

15. This report canvasses the views of the Waitemata Local Board.

16. The recommendations contained within this report fall within the Local Boards delegated authority.

Maori Impact Statement

17. Parks and open spaces contribute significantly to Maori well-being, values, culture and traditions. Where any aspects of the proposed work programme are anticipated to have a significant impact on sites of importance to Tangata Whenua, appropriate consultation will follow.

General

18. Communities are impacted by LIPs projects. They provide an opportunity for staff and elected representatives to engage with the communities on their specific needs. LIPs staff will liaise directly with all residents and stakeholders impacted by any LIPs or Discretionary funded projects to be delivered.

19. Funding for the proposed projects within this report would be obtained from the Waitemata Local Board’s Small Local Improvement Project budget allocation. After allocating budget to all the projects listed in this report and elsewhere, the Waitemata Local Board will still have LIPs capital and operational funding remaining unallocated. Further reporting as part of the monthly work programme reporting will be used to determine what other projects the board may wish to fund.

20. LIPs need to comply with all relevant legislation, including the Resource Management Act 1991, the Local Government Act and all Auckland Council policies.

Implementation Issues

21. Most projects will need eight months or more to be successfully delivered within the 2013/2014 financial year. Projects that have budget allocated to them with less then six months remaining within the current financial year, will be at risk of not being completed by 2013/2014 financial year end. As a result the project completion, as per the agreed delivery programme, may be deferred across into the following 2014/2015 financial year for completion.

22. Longer term projects will result in LIPs capital funding being carried forward to the 2014/2015 financial year and these projects not being delivered within the 2013/2014 financial year.

23. Budgets for projects funded from 2013/2014 LIPs operational expenditure must be fully expended within the 2013/2014 financial year.

24. The ability to spend/deliver outcomes is dependent on the availability of experienced staff or consultant project management resource.

Attachments

No.	Title	Page
a	Waitemata Local Board LIPs 2013 - 2014 programme	143

Signatories

Authors

Grant Burke – SLIPs Project Portfolio Leader

Authorisers

Oliver Kunzendorff – Team Leader SLIPs

Ian Maxwell – Manager Parks, Sports & Recreation

Judith Webster - Relationship Manager

Waitemata Local Board

10 December 2013

Infrastructure and Environmental Services Update Report

File No.: CP2013/25446

Purpose

1. This quarterly update from the Infrastructure and Environmental Services (I&ES) department covers the period from August to October 2013. It reports on both regional and place based activities undertaken by the three I&ES units – Environmental Services, Stormwater and Solid Waste.

2. This report also tracks the delivery and expenditure of environmental budget lines from the 2013/2014 Local Board Agreement (LBA), as assigned to the Infrastructure and Environmental Services Department.

Executive Summary

3. The I&ES Department delivers on the Auckland Plan and Local Board Plans through the delivery of environmental programmes, regional stormwater and waste services, as well as the maintenance and enhancement of Auckland's natural environment.

4. This report has been written to update the Board on the delivery of activities and work programmes by I&ES. A number of these regional activities have a distinct local involvement and impact and are detailed in the attachments to this report.

5. This report also includes some background information for newly elected board members, to familiarise them with the work programme and priorities of the department.

Recommendation

That the Waitemata Local Board:

a) receives the Infrastructure and Environmental Services update report.

Discussion

6. This report and attachments specifically details the activities delivered by the three units of I&ES within the Board area which support and contribute to the following Local Board Plan priorities and initiatives:

Priority

Respecting and Enhancing Natural Environments Te Manawapa Me Te Whakapai Ahua Taiao TakeTake

Initiatives

· Improve the water quality of our streams

· Develop a localised plan to cut carbon emissions (support)

7. In addition this report may detail activities which may not be specifically identified in the Local Board Plan but which will; impact on the local area.

8. The following provides some background information for board members, to familiarise them with the work programmes and priorities delivered by the three units within the I and ES department.

Environmental Services Unit

9. The Auckland Plan describes a transformational shift to ‘strongly commit to environmental action and green growth’. It is the responsibility of the Environmental Services Unit (ESU) within I and ES to support that shift through the development, promotion and implementation of projects that support environment and sustainability outcomes.

10. Improving freshwater quality is a key focus for ESU and is supported through the implementation of catchment-based restoration projects (such as the Sustainable Catchments Programme and Project Twin Streams), land management programmes, and community education initiatives such as Wai Care.

11. The vision of the Indigenous Biodiversity Strategy is to ensure that Auckland’s biodiversity is flourishing and treasured. In supporting this vision, as well as that of the Auckland Plan, the biodiversity team provide technical advice to ecological restoration projects being delivered by either Council or private landowners. Biodiversity staff also provides technical input into the evaluation of resource consent applications and other statutory processes, such as the development of the draft unitary plan.

12. Biosecurity works alongside biodiversity to contribute to environmental outcomes. Biosecurity is responsible for the implementation of the Regional Pest Management Strategy through a number of programmes, and is also responsible for the regional coordination of national biosecurity management programmes, such as the local response to kauri dieback and kiwifruit vine disease (PSA).

13. ESU also delivers a number of projects that support community development through engaging communities in environment and sustainability projects. These projects include Wai Care, Enviroschools and Trees for Survival. In addition, ESU is currently developing and trialling a number of household sustainability initiatives in various local board areas.

Solid Waste Unit

14. The Solid Waste Unit, within the Infrastructure and Environmental Services Department, is responsible for the management of the region’s kerbside domestic refuse, recycling, hazardous waste, inorganics, illegal dumping and litter collection. It also manages some transfer stations, and develops and delivers waste minimisation programmes. It is made up of four main operational delivery groups; Waste Planning, Waste Minimisation, Waste Operations and Waste Infrastructure and Assets.

15. The Waste Planning team is responsible for carrying out implementation planning for the delivery of the Waste Management and Minimisation Plan (WMMP) and ensuring our waste operations and plans are consistent with regional waste bylaws and national level waste legislation. They advocate council views to central government on waste issues.

16. The Waste Minimisation team is responsible for the development, management and delivery of waste minimisation behaviour change and education programmes to households, businesses, and schools. This includes programmes such as the Create Your Own Eden composting courses and WasteWise schools.

17. The Waste Operations team is responsible for the management of the region’s kerbside domestic refuse, recycling and inorganic waste collection services, servicing and maintaining public litter bins and loose litter cleaning.

18. The Waste Assets and Infrastructure team is responsible for providing infrastructure to ensure Auckland meets its obligations under the Waste Management Act for the safe and efficient recovery, recycling and disposal of waste across the region.

19. These infrastructure requirements are managed in many ways, for example, through direct service supply contracts for delivery of waste to landfill, Build Operate Own and Transfer contracts for facilities to process recycling, and through council-owned assets and operations such as those at the Waitakere Transfer Station in Henderson and the Claris Landfill on Great Barrier Island. In addition, the team also procures and manages the stock of refuse and recycling bins and public litter bins. Finally, they work with suppliers to make provision for hazardous waste drop off, recovery and disposal through service contracts.

Stormwater Unit

20. Council’s Stormwater Unit is largely responsible for two of the activities outlined in the 2010 amendment of the Local Government Act 2002: Stormwater drainage, and flood protection and control, and is required to comply with the Resource Management Act and other legal requirements. The purpose of these activities is to minimise the nuisance of flooding, protect people and property from the adverse effects of extreme storm events and protect the environment and public health by reducing stormwater contaminant and sediment runoff that is discharged into natural waters.

21. Council’s stormwater functions are guided by the draft Stormwater Unit Strategic Direction and the Stormwater Asset Management Plan 2012-2032.

22. The Stormwater Asset Management Plan is updated every three years and its review is a key focus for the 2013/14 financial year. The Stormwater Asset Management Plan spans a 20-year period with focus on the ten year period covered in the council’s 10-year Long Term Plan (LTP). The Stormwater Asset Management Plan addresses all major asset based activities. A primary purpose of asset management planning is to ensure that present and future customer service requirements are met while managing assets in the most cost effective manner.

23. The draft Stormwater Unit Strategic Direction was completed in 2013. It is a non-statutory document aligned to the Auckland Plan that guides the operational matters of the council in relation to stormwater that informs and engenders support from internal and external parties involved in stormwater management. The document ultimately will be incorporated into the updated Stormwater Unit Asset Management Plan 2015-2035.

Consideration

Local Board Views

24. This is a report prepared specifically for the Local Board.

Maori Impact Statement

25. While this report is for information only and does not require any decision making, it is recognised that environmental management, water quality and land management has integral links with the mauri of the environments and concepts of kaitiakitanga.

Implementation Issues

26. The activities detailed in this report are within budget. Any decisions arising from discussions and planned changes to work programmes will have financial and resourcing implications which will need to be managed.

Attachments

No.	Title	Page
a	Environmental Services Unit update	157
b	Solid Waste Update Report	159
c	Auckland Household Waste Prevention Study	165
d	Waitemata Stormwater Update	169

Signatories

Authors

Lucy Hawcroft - Relationship Advisor

Emma Joyce - Relationship Advisor

Varsha Belwalkar - Stormwater Liaison Advisor

Mara Bebich - Senior Relationship & Engagement Advisor

Authorisers

John Dragicevich - Manager Infrastructure and Environmental Services

Judith Webster - Relationship Manager

Waitemata Local Board

10 December 2013

Waitemata Local Board Community Funding: Round Two 2013-14

File No.: CP2013/26538

Purpose

1. The purpose of this report is to present applications for the Waitemata Local Board Community Grants, round two to the Waitemata Local Board for their consideration.

Executive Summary

2. The Waitemata Local Board has a total discretionary community grants budget for 2013/2014 of $100,000.00.

3. Under the first round of community grants the board approved a total of $24,601.60, leaving a balance of $75,398.40 for the remaining three funding rounds.

4. Council has received 15 applications for the second round, requesting a combined total of $58,466.81.

5. This report provides a recommendation summary, an analysis of the applications received in comparison to round one and an overview of the application process.

Recommendation/s

That the Waitemata Local Board:

a) Considers the applications listed in Table 1 and agrees to fund, partially-fund or not fund an application in this round.

Table 1: Waitemata Local Board Community Grants Applications

Organisation name	Funds requested for	Amount requested	Amount recommended
Auckland City Mission	Auckland City Mission Christmas day lunch	$2,000
Multiple Sclerosis Auckland and North Shore Inc	Central Auckland field worker expenses	$1,706.16
Auckland Pride Festival Trust	Auckland Pride parade	$2,950
TAPAC - The Auckland Performing Arts Centre at Western Springs Inc	New scissor lift	$10,000
YMCA of Auckland Inc	Raise Up 'n' Represent - A youth development project	$3,500
Japan Society of Auckland	Japan day 2014	$5,750
Grandparents Raising Grandchildren Trust NZ	GRG members training conference	$2,376
Youthline Auckland Charitable Trust	Supporting young people into employment	$5,000
Action Education Incorporated	Personal development programmes	$5,000
Grey Lynn Residents Association	Grey Lynn community needs assessment	$4,957.15
The Parenting Place - Attitude youth division	Attitude programmes in Waitemata high schools 2014	$3,597.5
Chinese New Settlers Services Trust	CNSST Cultural Learning Centre Parnell branch Christmas celebration 2013	$2,320
Rainbow Youth Inc.	Auckland public spaces initiative	$5,000	-
City of Auckland Pipe Band	Purchase of reeds for future performances	$1,230	-
Alzheimers Auckland Charitable Trust	Dementia Cafe support group	$3,080	-
Total		$58,466.81

Discussion

6. In March 2013, the Regional Development Operations Committee (RDOC) resolved to continue the interim community funding approach for the 2013/2014 financial year, noting that there would be no proposed changes to the decision-making budget structures already in place for the 2013/2014 financial year (RDO/2013/32).

7. Through the Local Board Community Grants Fund, the Waitemata Local Board aims to assist community groups in their activities, projects, programmes, initiatives and events that make a positive contribution within the local area.

8. When reviewing applications, the local board should be guided by the following criteria (these are not eligibility criteria; rather they are guidelines to help the local board when considering the merits of each proposal):

The proposal’s alignment with Waitemata Local Board Plan priorities

Ensuring a range of community activities are supported at a local level

Providing seed funding to make things happen in community development

Achieving equitable distribution of funds across the board area

Encouraging community involvement and participation

The proposal’s alignment with the board’s priorities, such as

supporting vibrant, connected and sustainable communities

a distinctive, high-quality built environment that embraces its heritage

connected, healthy transport options

places for people

an innovative economic hub

respecting and enhancing natural environments.

9. With regard to criteria, the local board specifies that grants are to be a minimum of $500 and a maximum of $5000 (except in exceptional circumstances). No grants are to be made retrospectively.

10. This fund is allocated at the local board’s discretion. In accordance with its fiduciary duties, the local board is to act honestly, avoid conflicts of interest and act in what the local board believes to be the best interests of the community.

11. Round two of the Waitemata Local Board Community Funding closed on 25 October. The fund was advertised through local community networks and on Auckland Council website.

Budget

12. Of the original $100,000.00 budget, $78,617.80 is available for the remainder of 2013/2014 ($21,382.20 was allocated in round one).

13. 15 applications were received this round, requesting a combined total of $58,466.81 in Local Board Community Funding. Officer recommendations total $26,108.47 for this round.

14. Figure A below shows how much was requested in each of rounds one and two, against how much was approved (or in the case of round two, recommended).

15. For round one the local board funded 18.3 per cent of the total amount requested by community groups. For round two, it is recommended that 44.7 per cent of the total applied for be funded.

Application analysis

New applicants

16. In round one, four of the 24 applicants considered were new to community funding. One out of the 15 applications in round two is new.

Types of projects

17. Figure B below shows a comparison of costs applied for in rounds one and two.

18. Across the rounds, personnel costs and promotional costs are consistently requested Participant entry costs show as frequent, however this is the result of one group applying for numerous “courses”. Equipment hire and general capital purchases are frequently-requested items.

Application Process

19. In July 2013, an online application process was launched. All applications for community funding are now submitted online.

20. Once the local board have made their final funding decisions, all applicants will be notified in writing of the outcome of their application. Applicants will be required to provide an accountability report to council once their project has been completed.

21. An online accountability process has been introduced, to make the funding process more efficient and this will also enable clearer reporting on each applicant’s funding history.

Consideration

Local Board Views

22. Local board feedback on the discretionary applications was sought at a workshop with the Waitemata Local Board, on 2 December.

Maori Impact Statement

23. Community funding is a general programme of interest and accessible to a wide range of groups, including Maori. Maori are therefore likely to benefit alongside other groups in the community.

General

24. The allocation of grants to community groups is within the adopted annual plan.

The decisions sought by this report do not trigger the Auckland Council Significance Policy.

Attachments

There are no attachments for this report.

Signatories

Authors

Sarah Zimmerman - Community Funding Advisor

Authorisers

Louise Mason - Manager Community Development, Arts and Culture

Judith Webster - Relationship Manager

Waitemata Local Board

10 December 2013

Stakeholder engagement plan for the Waitemata Local Board

Local Board Engagement Plan

1.1 Introduction

Auckland’s local boards, departments and CCO’s have a significant commitment, statutory and otherwise, to ensure a meaningful community^{^[1]} participation in priority setting and service design and delivery. Across the region, community engagement occurs frequently using a growing variety of channels and mechanisms on a wide range of topics.

Local Board Plans (LBP) are a statutory requirement for boards to produce every three years and the primary document for setting priorities for engagement with local communities. Under the Local Government (Auckland Council) Act 2009, LBP’s must be produced in conjunction with communities in the board’s area to reflect local priorities and ensure local participation in local democracy. Statutory requirements aside, local boards are already very connected with their communities and recognise the wide range of benefits for including the community in their governance and decision-making processes.

With the first term of the new Auckland Council structure complete, local boards and council officers are in an excellent position to consolidate, enhance and develop engagement structures, practices and processes from the last three years. This refinement will provide a continuance of growing a more inclusive and informed local democracy.

1.2 Local Board Engagement 2014 – 2016

1.2.1 Definition of Engagement

Auckland council defines engagement as “A genuine dialogue between decision-makers and stakeholders with the objective of influencing decisions, policies or programmes of action”. To help clarify and shape engagement activities, council uses the International Association of Public Participation (IAP2) Public Participation Spectrum, as attached at Appendix 1.

1.2.2 Proposed Goals and Principles of Engagement

Local Board Services has developed a series of goals and principles to guide and support local boards engagement with the community. Although the goals and principles have been developed for the department, the board may also wish to adopt the following goals and principles for their own community engagement activities.

Engagement Goals

1. Enhance local board decision making

2. Ensure people feel engaged and involved in local decision making

3. Encourage, extend and maintain engagement and collaboration opportunities

4. Explore, capture and analyse information and data provided by communities and the organisation

5. Extend the benefits to be gained for all parties engaged in the relationship of reciprocity.

It is intended these goals are refined and developed over time with board and community input. The goals inform the following principles for engagement, which again will be refined over time.

Engagement Principles

1. Define and communicate the purpose and intent of engagement activity

Engagement is transparent and well communicated

2. Be accessible to all – languages, cultures, abilities, locations and tikanga

Engagement seeks to understand and cater for multiple needs

3. Provide clarity as to the level of engagement and expected input from community e.g. informing, consulting, partnership, joint decision-making or full decision-making

Engagement captures, reflects and builds on what the community has already told us and closes the feedback loop

4. Design effective programmes to meet the purpose of the activity

Engagement is purposeful and well-planned

5. Improve the quality of advice and information available to elected representatives

Engagement priorities are local board driven and engagement support enhances local board visions and aspirations

1.3 Local Board Roles in Engagement

Increasingly, it is acknowledged that organisations from within and across the sectors must work together in order for our societies, economies and environments to succeed and thrive. This approach tends to move away from the traditional silo’d model of society to a model better described as a jigsaw where the various stakeholders recognise the need to work together for the benefit of their own organisations and the general good. This is reflected in council’s ‘Thriving Communities’ Action Plan, a three-year plan based on the following directives from the Auckland Plan.

· Support community-led development and work with communities to develop leadership, skills and capacity

· Promote inclusion, reduce discrimination and remove barriers to opportunity and participation, particularly for disadvantaged groups

· Prioritise facilitation of Māori outcomes through a comprehensive and coordinated development programme

Key to the success of this approach is that all parties are aware of what they want to achieve out of the relationship or engagement; what they are bringing to the table; and what role they want to play. Some options for the board’s engagement are outlined below.

1.3.1 What does the board want to achieve through engagement?

As illustrated below, the IAP2 spectrum of public participation (appendix 1) describes five forms of engagement and the desired outcome(s) sought through engagement. The spectrum is considered a standard across council and provides an excellent baseline for planning activities to achieve a focused, relevant and useful engagement. Consequently, it will be used to assist in determining who could or should be engaged with, in what capacity, about what and how.

Inform	Consult	Involve	Collaborate	Empower
To provide the public with balanced and objective information to assist them in understanding the problem, alternatives, opportunities and/or solutions.	To obtain public feedback on analysis, alternatives and/or decisions.	To work directly with the public throughout the process to ensure that public concerns and aspirations are consistently understood and considered.	To partner with the public in each aspect of the decision including the development of alternatives and the identification of the preferred solutions.	To place final decision-making in the hands of the public.

1.3.2 What can the board bring to the table?

As outlined in the indicative listing below, the assets and resources available to board are varied, ranging from financial and physical to in-kind and regulatory.

Asset or Resource Type	Examples
Financial, including	Board budgets LIP’s Discretionary funding Environmental funding Facilities funding
Physical, including	Community halls and centres Open spaces and parks Libraries Recreational facilities, including pools
In-kind, including	Access to networks and relationships Advocacy, influence and relationships with council and CCO’s Access to disposal of council assets eg furniture and equipment
Statutory authorities and delegations	Ability to recommend and advocate for By-laws and policies

In situations where the board may choose to work collaboratively, opportunities may exist to augment the board’s contributions with input from external agencies. For instance, a joint venture with a private funding agency could increase the amount of charitable monies available for community organisations to address a target issue or opportunity.

1.3.3 What roles can the board assume?

The following outlines three initial or primary positions the board may wish to choose for engagement, particularly for multi-sector engagement activities.

Role	Description
Lead or Convene	Board-led and facilitated Board selects participants Group established to directly achieve Board objectives
Participate	External^{^[2]} stakeholder group or organisation Board member(s) attend as representative Group contributes to achieving Board objectives
Support	External stakeholder group or organisation Board provides financial or in-kind support Group provides ad hoc input to achieving Board

1.4 Engagement Methods and Resources

The board has a wide and growing variety of channels and resources^{^[3]} available to support community engagement. These range from online to personal contact and can be deployed for very targeted and specific engagement to a more general communication with people in the board’s area and beyond.

A number of departments, including Local Board Services engagement advisors, are exploring new ways to engage with the public using techniques and mediums that are appropriate to individuals’ preferences and availability. Work is also underway to simplify formal and informal consultation and engagement processes, and to record and consolidate findings from the numerous engagement activities across council.

1.5 Stakeholders

The interests, cultures and ages of people, groups and organisations who live, work and play in the board’s area are varied and wide-ranging. To assist with identifying stakeholders and their various interests, two options can be applied for grouping stakeholders for engagement purposes:

1. Geographic – groups and individuals focused on a particular locale. For instance, Grey Lynn, Newmarket, Ponsonby or a specific park

2. Thematic – groups and individuals focused on a particular subject or issue. For instance, homelessness, economic development or environmental protection.

Whilst board engagement with the community is available to all, the board may wish to identify certain communities - cultural, geographic or otherwise – as a priority for engagement to help achieve their Local Board Plan objectives. Once identified, a plan can be tailored to assist a relevant and meaningful engagement with that community.

An indicative list of some key stakeholders is outlined below.

Iwi/Mana Whenua (statutory requirement)	Pasifika communities
Children and young people	Education providers
Business	Rainbow community
Faith groups	Migrant communities

1.6 Risks

Whilst good engagement offers many benefits, various risks exist that may subvert or derail engagement process and activity. Key amongst those and a suggested mitigation are listed below.

Risk	Mitigation
Insufficient resource available to support engagement	· Good planning and lead time · Timely agreement with department on participation, budgets and timeframes · Prior agreement on availability and use of engagement channel(s)
Engagement method not clearly understood and/or agreed to	· Ensure all participants clearly understand and agree to the process, expectations for participation, levels of commitment and desired outcomes · Change or adapt method to ensure it is appropriate. For instance, young people prefer online, Maori and Pasifika peoples prefer face to face. · If required, workshop method with all participants to gain a common understanding and agreement for process, etc
Unclear purpose for engagement	· Clearly define purpose before seeking external input · Once defined, identify stakeholders and explore their interest and commitment to the engagement
‘Squeaky Wheel’ Syndrome	· Use suitable techniques to obtain a wider range of views and opinions
Over-consultation	· Research previous engagement activities on the same or similar subject to clarify knowledge gaps and crystalise questions for consultation if required · Explore opportunities to run a single process for multiple enquiries · Explore options for passive or less intensive consultation processes

1.7 Summary

In recognition that no one organisation or sector can effectively address or be responsible for the social, environmental or economic success of their community, organisations are now actively seeking opportunities to work together. Local boards play a pivotal role in identifying, working with and bringing together various players for the common good of their community.

Local Board Plans are the guiding document for the board’s engagement activity and for supporting staff from Local Board Services and the wider council. Careful planning and use of the various engagement channels and techniques available will help to ensure the achievement of the board’s plan and a more inclusive local democracy.

Key questions for the board to consider regarding engagement for the 2014-2016 term are:

1. What does the board want to achieve through engagement this term?

2. Which communities, individuals and organisations have the board identified as a priority for this term?

· What does the board want to work with them on?

· What do they want to work with the board on?

· How does the board best engage with them?

3. What will the board’s engagement look like in twelve months? two years? three years?

Waitemata Local Board

10 December 2013

Local Board Agreement 2014/2015

File No.: CP2013/27841

1. This report seeks agreement from the Waitemata Local Board on content for the draft Annual Plan 2014/2015 (including the draft Local Board Agreement 2014/2015) and a draft Fees and Charges Schedule.

2. The report also provides information on the next steps in the process to finalise local board budgets and agreements for 2014/2015.

Executive Summary

3. For each financial year, the Auckland Council must have a local board agreement (as agreed between the governing body and the Local Board) for each local board area.

4. The draft local board agreement is largely based on year three of the Long-term Plan 2012-2022^{^[4]} (LTP) and reflects the priorities in the local board plan, shows intended provision of local activities, and the capital and operating expenditure required to fund these activities. A separate consultation section has been developed to identify any proposed budget changes and to highlight any new areas of advocacy for 2014/2015.

5. The draft local board agreement must be included in Auckland Council’s draft Annual Plan 2014/2015, which the governing body will meet to adopt on 19 December to be released for public consultation on 23 January 2014.

6. A summary of the draft Annual Plan 2014/2015 must also be prepared as part of the consultation. The summary will contain both regional and local board specific information. The local information focuses on the local priorities for 2014/2015 and what might change from year three of the LTP.

7. Following the consultation phase, each local board will reconsider its agreement and budget for 2014/2015 and, if required, reprioritise proposed local activities within its fiscal envelope before adopting a final local board agreement in June 2014. The governing body will adopt Auckland Council’s Annual Plan 2014/2015, including 21 local board agreements, on 26 June 2014.

8. Local fees and charges schedules will be finalised in May 2014. A draft schedule is provided for agreement by the Local Board to support draft financial statements. The Community Development Arts and Culture department are currently reviewing a fees and charges model and will commence engagement with local boards in December 2013.

9. A review of the capital expenditure programme is currently underway by the operations division, to improve long term delivery and prioritisation of capital projects. Engagement with local boards on a re-forecasted capital project delivery programme will commence in early 2014. Financial statements included in this draft local board agreement remain based on year three of the LTP, adjusted to reflect approved budget changes since the adoption of the LTP.

Recommendation/s

a) That the Waitemata Local Board agrees its:

i) Local content for the draft Annual Plan 2014/2015 (Attachment A), including:

1) draft Local Board Agreement 2014/2015 (including intended level of service provision and financial statements)

2) introduction to the draft Local Board Agreement (including chairs message and proposed changes for consultation)

ii) Draft Fees and Charges Schedule 2014/2015 (Attachment B)

b) That the Waitemata Local Board Chair be delegated the authority to make any final minor changes to the local board content for the draft Annual Plan before it is released for public consultation, and to the summary of the draft Annual Plan 2014/2015.

Discussion

10. The governing body will meet to adopt the draft Annual Plan 2014/2015 on 19 December 2013, which must include the draft local board agreement for each local board.

11. This report seeks approval of local board content for the draft Annual Plan 2014/2015 and agreement of draft local fees and charges for 2014/2015. It also provides information on the process that will be followed to finalise the local board budgets and agreements for 2014/2015 following public consultation.

12. The resolutions of this meeting will be reported to the governing body on 19 December 2013, when it meets to adopt the draft Annual Plan 2014/2015 for consultation.

13. Local board financial statements are based on year three of the LTP and adjusted to reflect revised budgets endorsed by the Budget Committee on 21 November 2013 to achieve a reduced rates increase of 2.5% for 2014/2015, as well as other approved budget changes since the adoption of the LTP.

14. Whilst operational savings are reflected in revised budgets, these changes will not impact service levels.

Draft Annual Plan 2014/2015 content (Attachment A)

15. The draft Annual Plan 2014/2015 content includes:

a) the draft Local Board Agreement 2014/2015 which outlines:

i. a description of each group of local activities

ii. key initiatives planned for 2014/2015

iii. intended levels of service provision

iv. financial statements

v. capital projects list

b) an introduction to the draft Local Board Agreement which outlines:

i. a message from the chair

ii. areas for consultation with local communities

iii. proposed budget changes

iv. new advocacy areas for 2014/2015

v. about the local board area

vi. local board plan priorities

16. Community, development, arts and culture performance measures were reviewed this year to improve clarity. This resulted in the removal of two performance measures and amendment to wording of six other performance measures.

Draft Annual Plan 2014/2015 summary

17. A summary of the draft Annual Plan 2014/2015 must be prepared as part of the consultation. Local information focuses on local priorities for 2014/2015 and what might change from year three of the LTP. It includes both content and images and this year will be presented in OurAuckland.

18. Officers will work with local boards using the usual OurAuckland approval process for signoff of the summary content.

Draft Fees and Charges Schedule 2014/2015 (Attachment B)

19. Local fees and charges schedules will be finalised in May 2014. A draft fees and charges schedule has been provided for your agreement to support draft financial statements. The Community Development Arts and Culture department are currently reviewing a fees and charges model and will commence engagement with local boards in December 2013.

Process

20. Officers will undertake a budget refresh in February and updated prioritisation models will be developed for each local board that reflect adjustments made as part of the budget refresh.

21. The opportunity for a more in depth examination of budgets across the organisation begins early next year as we start to develop the next 2015-2025 LTP and the next Local Board Plans.

22. The timeline for finalising the local board agreement for 2014/2015 is set out in the implementation section of this report.

Consideration

Local Board Views

23. This report seeks agreement from the Local Board for its draft Annual Plan 2014/2015 content and draft Fees and Charges Schedule.

Maori Impact Statement

24. Many local board decisions are of importance to Maori and there is a need to continue to build relationships between local boards and relevant Iwi. The draft local board agreement is based on the local board plan and the LTP which have both been developed through engagement with the community, including Maori.

Implementation Issues

25. The timeline and high-level process for finalising the local board agreement for 2014/2015 is set out below.

Timing	Process for finalising local board agreements
9 – 18 Dec	Local boards meet to agree draft local board agreements and content for consultation
19 Dec	Adoption of draft Annual Plan 2014/2015, including 21 local board agreements
23 Jan – 24 Feb	Draft Annual Plan 2014/2015 consultation Released for public consultation on 23 January using the special consultative procedure
Feb	Budget Refresh Officers review budgets to inform adjustments that will feed into the local board prioritisation models
Feb - early April	Engagement on local board advocacy with departments and CCO’s Assess progress and inform development of an updated set of advocacy for 2014/2015
17 Mar – 17 Apr	Local board hearings, workshops and decision meetings Reconsider agreements (including budgets) and advocacy areas and hold a formal meeting to agree a final balanced budget and set of advocacy areas for 2014/2015
Late April	Governing body discussions with local boards
1 May	Governing body discussions with CCOs
5 - 23 May	Local board agreements and financial statements updated
9 - 26 Jun	Adoption of Local Board Agreements and Annual Plan 2014/2015 Local boards meet to adopt their agreements between 9 - 19 June. Governing body meets to adopt draft annual plan, including 21 draft LBAs, on 26 June

Attachments

No.	Title	Page
a	Draft Local Board Agreement 2014/2015 - Waitemata	203
b	Draft Fees and Charges Schedule 2014/2015	221

Signatories

Authors	Marion Davies - Senior Adviser - Waitemata
Authorisers	Judith Webster - Relationship Manager

Waitemata Local Board

10 December 2013

Local board members Portfolio Allocation, Urban Design Champion and Appointments to Outside Organisations, Community Groups and Auckland Council Panels and working parties.

File No.: CP2013/27483

Purpose

1. To adopt a portfolio allocation for board members and to appoint board members as representatives to outside organisations and community networks within the local board area and to Local Government New Zealand.

Executive Summary

Portfolios

2. Portfolios are established by local boards to oversee local board work programmes and consider issues relating to key council activities.

3. It is recommended that the local board allocates each portfolio area to two members, and nominates a lead and an alternate.

4. Attachment A has been developed by the Board chair in consultation with Board members and discussion at a Board workshop and sets out suggested portfolio allocations.

Outside organisation and community network appointments

5. Elected members participate on management, governance or networking groups in outside organisations for a number of reasons. This report provides details of the organisations and outlines and networks relevant to the local board. It includes appointments delegated to local boards by the governing body (Resolution GB/2013/126).

6. The beginning of the new electoral term generates the need for new appointments. It is recommended that the board appoint one representative, and one alternate representative for each organisation and community group listed in the recommendations.

7. In addition to the allocation of portfolio roles, Attachment A also sets out suggested representatives for external organisations, Business Improvement Districts, community group and Auckland Council panels and working groups.

Recommendation/s

1) That the Waitemata Local Board adopts the Waitemata portfolio positions and roles as outlined in Attachment A and the following summary tables:

a) Nominates members as lead and co-lead for each portfolio area:

Local Board Portfolio	Portfolio holders
Local Board Portfolio	Lead	Co-portfolio holder
Governance, civic and local leadership
Board planning, policy and economic development
Arts, culture and events
Community
Natural environment
Parks and open spaces
Sport and recreation
Transport
Heritage, urban design and planning

b) Appoints member X, and member Y as an alternate, to provide input into notification decisions for resource consent applications that trigger local board input.

c) Appoints member x as the board’s representative as an urban design champion and member xx as the alternate representative.

d) Allocates board members to outside organisations and community networks, as listed below:

Organisation Liaison	Lead	Co-lead
Grey Lynn Business Association
Jervois Road business area liaison
Parnell Trust Liaison
Ponsonby Community Centre
Grey Lynn Community Centre
Community group
Grey Lynn Park Advisory Committee
Cox’s Bay Reserve Advisory Board
Friend’s of Symond Street Cemetery
Business Improvement District
Ponsonby Business Association
Heart of the City (CBD Business Association)
Newmarket Business Association
Karangahape Road Business Association
Parnell Incorporated (Business Association)
Uptown Business Association
Local Government New Zealand	Lead	Co-lead
Local Government New Zealand
Auckland Council panels and working groups
Central Business District (CBD) Advisory Board
Auckland Domain Masterplan political working party
Ponsonby Road Masterplan
Karangahape Road and Newton Road Precinct Plan

Discussion

Portfolios

8. In the previous electoral term, portfolio areas varied across the local boards. In that term, officers proposed that local boards consider portfolio areas which reflected the committee and forum structure adopted by the governing body and the key areas the board had a decision-making/input role. The interest and background of local board members also influenced the establishment of some portfolios.

9. Three years on, local boards have their local board plans with their own priorities; and the organisation has aligned itself to meet the needs of local boards. Rather than reflecting the governing body’s committee and forum structure as a framework for portfolios, it makes sense to align portfolios to the delegation protocols adopted last year, which guide the organisation in working with and supporting local boards.

10. A portfolio approach will assist board members in having a strategic overview of programmes and activities rather than feeling they are dealing with issues in an ad-hoc manner. It also provides for a consistent approach that is familiar to staff working to these delegations and will assist with the running of the portfolio (e.g. regular portfolio briefings/workshops with staff from one activity).

11. Attachment A sets out the proposed portfolio areas developed by the Board chair in consultation with Board members and discussion at a Board workshop. These proposed areas are:

· Governance, Civic and local leadership

· Board planning, policy and economic development

· Arts, culture and events

· Community

· Natural environment

· Parks and open space

· Sport and recreation

· Transport

· Heritage, urban design and planning

12. Within the portfolio areas outlined above, specific board members have indicated particular areas of interest. These are also set out in Attachment A.

Portfolio holder role

13. A useful starting point for board members is to consider their role as portfolio holder as that of a “sounding board” on behalf of the board. Staff from departments across the organisation will need to regularly talk to board members for a number of reasons. This may be to provide a progress up-date to the board on projects and work programmes agreed with the board, to test the level of interest a board has on a particular issue so the department can consider how best to progress matters, or to advise on any issues that may be arising from a project/activity.

14. Portfolio holders are the key board member contacts for departmental staff and in that way assist staff to progress the work programme. Board members are not required to give advice to staff on the operational details of projects or activities. The important consideration for members is that they are appointed to be the local board representative on a particular area – they represent the views of the board (not their own views) to give direction/steer to staff. If a portfolio holder doesn’t know what the board view is on a particular issue, they will need to discuss the issue with the Chair to see if general advice can be given, if not, it may be necessary to refer that issue to a workshop of the full board for discussion.

15. Portfolio holders should have a lead and an alternate to help share the workload.

Communication

16. Feedback from the previous term indicates that communication from portfolio holders back to other board members was an area that could be improved. Portfolio holders have a responsibility to provide a feedback loop to other board members – this includes updating on how issues are progressing (or not), putting issues on the radar for all members, bringing issues to the table if guidance is needed from other board members. Local board advisors can provide assistance and advice about how to progress these types of issues.

17. Communication needs to be regular (for example, monthly) and can be done in a range of ways – scheduled slots on workshop agendas can be an effective way to keep everyone informed about the key things that are happening in the portfolio.

18. The work on portfolio areas will often eventuate in formal reports from officers to the whole board requesting a decision or providing an update – so it is important for portfolio holders to have provided regular and clear communication on the portfolio area so that all board members are briefed and there are no surprises.

Decision-making

19. Decision-making is carried out at formal board business meetings. However in some cases – generally quite limited – decision-making has been delegated to the portfolio holder – for example when it is a straight forward issue and a decision may be needed quickly such as landowner consents. Any delegation of decision-making to portfolio-holders would need to be made through a formal business meeting. If a portfolio-holder has delegated decision-making and is asked to consider a significant/complex decision it is advisable to refer to the wider group of board members.

Urban Design Champion

20. Auckland Council has set up local board champions to contribute to the drive toward creating the world’s most liveable city. Each of the 21 local boards is asked to appoint a member as the board’s urban design champion or advocate. The governing body will also appoint an urban design champion.

Notification decisions on resource consent applications

21. In the previous electoral term, the governing body considered the role of local boards in regulatory matters, and resolved, amongst other things, that local boards be given the opportunity, within statutory timeframes, to provide their views on whether or not certain applications should be notified.

22. The council’s Resource Consents department worked with local boards to establish a process for local board input: a portfolio holder or spokesperson provides comments within three working days on applications that the board requested and that trigger local board input. Those comments are then included in the planners' report on the application.

23. By enabling local boards to have input into notification decision, the local voice can be heard at an early stage in the resource consent process.

24. Local boards that wish to have input into notification decisions on applications that trigger local board input, should appoint a lead and alternate for this role. These appointees could be the regulatory, bylaws and compliance portfolio holder, if any.

External Organisations

25. A number of external organisations provide for the formal participation of elected members in their affairs. Elected member appointees will have a variety of duties and liabilities depending on the individual organisation. Board members may provide updates of their activities with their allocated organisations at local board meetings.

26. The reasons for participation in external organisations can be described in a number of ways:

· a trust deed of an organisation providing for the council to appoint a trustee

· an organisation of interest to the council simply inviting representation at its meetings

· associations entered into by the council which provide for representation - such as Local Government New Zealand (LGNZ)

· organisation governance, or project or programme oversight, such as regional or local parks management groups

· a statutory or regulatory provision (for example a regulation providing for a community liaison committee)

· a resource consent requiring the formation of a representative committee.

27. At the commencement of each triennium, committees and local boards recommend appointments to outside organisations as appropriate and the governing body reviews and either makes the appointments it sees fit and delegates the remaining appointments to local boards. At the end of each triennium, appointments to outside organisations must be reviewed by the appropriate officers as to current relevance, and a recommendation made to the appointing body as to whether or not representation should be continued.

28. It is recommended that the board appoint one representative, and one alternate representative for each organisation and community network listed in the recommendations.

29. In making decisions about these appointments, it is suggested that local boards are mindful of:

· historical relationships

· relevance and interest

· time commitment.

30. In addition, the governing body has delegated some appointments to local boards (Resolution GB/2013/126).

Local Government New Zealand

31. Membership of Local Government New Zealand Zone One (i.e. Auckland and Northland) Committee includes a representative from each of the 21 local boards.

32. Each local board needs to consider selecting their representative, as well as an alternate. Meetings take place four times a year and the venue for meetings is shared across the entire Zone One area.

33. Further information on LGNZ is available in Attachment B.

Consideration

Local Board Views

34. This report seeks the local board’s decision on the allocation of portfolio roles and representatives to outside organisations, community groups and Auckland Council panels and working groups.

35. The Local Government (Auckland Council) Amendment Act 2013 provides for local boards to delegate to committees, sub-committees, members of the local board or Auckland Council officers, any of its responsibilities, duties and powers, with some specific exceptions.

36. The decisions in this report fall within the local board’s delegated authority.

Maori Impact Statement

37. This report has no specific impact on Māori. It covers appointments of local board members to outside organisations and community networks to represent the view of local communities, including Māori communities.

General

38. Members are delegated in their capacity as elected local board members. Should they no longer be a local board member, their nominations would be automatically repealed.

39. Elected representatives may be part of any organisation in their private capacity and personal interests.

40. Elected representatives are encouraged to disclose memberships to external organisations in the conflict of interest register.

Implementation Issues

41. The network of design champions is supported by the Built Environment Unit of the Chief Planning Office department, led by Tim Watts, Manager Built Environment. The network is expected to be active for the second term of council from February 2013.

42. The venues for Local Government NZ Zone One meetings are shared across the entire Zone One area and some travel costs may be incurred by local boards as a result of the appointments.

Attachments

No.	Title	Page
a	Waitemata Local Board portfolio positions and roles	247
b	Local Government New Zealand	263

Signatories

Authors	Marion Davies - Senior Adviser - Waitemata
Authorisers	Judith Webster - Relationship Manager

Waitemata Local Board

10 December 2013

Central Facility Partnerships Committee

File No.: CP2013/26615

Purpose

1. This report seeks:

· agreement to continue the Central Facility Partnerships Committee for the 2013/2014 year in the absence of a regional policy

· agreement on the term of reference

· nomination of a board’s representative and alternate representative to the Committee.

Executive Summary

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

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

4. The Central Facility Partnerships Committee needs to be operational for the 2013/ 14 to administer legacy Facility Partnerships funding. This report seeks the board’s approval to re-establish the Central Facility Partnerships Committee for the 2013/ 2014 as a joint committee of the local boards, approval of the Terms of Reference and appointment of a member and an alternate to the Committee.

5. The Committee will consider applications to the 2013/2014 Facility Partnerships fund at a workshop and meeting in December 2013, to ratify the decisions.

Recommendation/s

That the Waitemata Local Board:

a) Agrees to re-establish the Central Facility Partnerships Committee with the Albert-Eden, Great Barrier, Orakei, Puketapapa, Waiheke, and Waitemata Local Boards, to collectively administer the Facility Partnerships fund.

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

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

ii. The Central Facility Partnerships Committee has the authority to make funding decisions in 2013/2014 in relation to the Facility Partnerships Guidelines.

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

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

c) Appoints Board Member X, and Board Member X as alternate, to the Central Facility Partnerships Committee with appropriate delegated authority to bind the board on decisions relating to the Central Facility Partnerships Fund made by the Committee.

d) Notes that the first meeting of the Central Facility Partnerships Committee will be held on 11 December 2013.

Discussion

6. The legacy Facility Partnerships fund invites organisations to submit partnership proposals for capital development projects that will assist Auckland Council to meet its identified strategic outcomes.

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

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

9. Facility Partnerships benefit the council by delivering quality, community accessible facilities, without council providing all the development funding. Facility partnerships are not limited to sport and recreation facilities, and can be provided for other general or specific community purposes (for example a community hub or arts facility).

10. The wider Auckland community benefit from Facility Partnerships by having access to a greater number of quality, community facilities.

11. Auckland Council inherited several different approaches for managing Facility Partnerships. A new, integrated policy is being developed and is expected to be completed for the 2014/2015 year.

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

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

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

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

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

17. It is recommended that the board agrees to re-instate the Central Facility Partnerships Committee to administer the Facility Partnerships funding. This report also asks the seven central local boards to appoint a representative and an alternate to the Committee, with the appropriate delegated authority to bind the local boards on decisions relating to the legacy Facility Partnerships policy made by the Committee, and to agree the attached terms of reference (unchanged from last term).

Consideration

Local Board Views

18. This decision falls under the local board’s delegated authority.

Māori Impact Statement

19. Facility partnerships is a general programme of interest that is accessible to a wide range of groups, including Māori. No particular implications for the Māori community or Māori stakeholders have been identified from this report.

Implementation Issues

20. The Committee will hold its first workshop in December 2013. The purpose of the workshop is to discuss and seek additional information on the partnership applications.

21. The first meeting is scheduled in December 2013 to consider procedural matters including but not limited to electing a Chair and Deputy Chair; adopting the Central Facility Partnerships Committee Terms of Reference (attached) and considering funding applications received (Stage 1).

22. After the Central Facility Partnerships Committee has decided which projects to support, the local board where the project is based will be actively engaged with the project. The local board’s role may include setting expectations for community access to the facility.

Attachments

No.	Title	Page
a	Terms of Reference	275
b	Facility Partnership Guidelines	277

Signatories

Authors	Maggie Noble - Democracy Advisor - Waitemata
Authorisers	Judith Webster - Relationship Manager

Waitemata Local Board

10 December 2013

Central Facility Partnership Guidelines

Background

The Facility Partnership fund is a grant scheme available to organisations to assist with facility development projects. Auckland council has inherited several different approaches for managing and providing community facility partnerships from the former Auckland, North Shore, Manukau and Waitakere City councils. A new regional policy is being developed to consolidate these inherited approaches and create a consistent, integrated approach. This policy is not yet completed.

In the absence of an integrated regional policy, and to enable facility partnership funding to be allocated, the Regional Development and Operations Committee (RDOC) resolved on 24 May 2012 that an interim approach be implemented for 2012/2013. In February 2013 the Regional Development and Operations Committee resolved that the interim community funding arrangements in place be continued for 2013/2014.

Introduction

These guidelines have been developed to assist local boards and /or funding committees in making decisions regarding the allocation of facility partnership funding. The guidelines are based on legacy council policies with some operational improvements.

The guidelines are also intended to provide community groups wishing to apply to the Facility Partnership Fund with an overview of:

· eligibility criteria

· the application process

Fund scope

The purpose of facility partnerships is to support not-for-profit community groups develop community accessible facilities that deliver on council outcomes.

The provision of council funding assists organisations to leverage additional grants from other donors and develop a better facility than may otherwise have been possible.

Where a proposal fits with the council’s identified strategic priorities and other relevant criteria, the council may contribute, by way of a grant, to the capital cost of the project. The level of council assistance is informed significantly by the level of benefit and access the wider public will have to the completed facility.

Facility Partnership projects benefit the council by supporting it to meet strategic outcomes through the provision of quality, publicly accessible facilities without the council having to provide all the funding.

Principles

The Facility Partnerships Fund is underpinned by a number of principles. Projects should demonstrate the following:

· partnership approach

· evidence based demand

· maximum community use of facilities

· increase participation

· easy accessibility by the wider community

· partner organisations have the capability to deliver the project and community outcomes

· project viability (funding plan, feasibility, business plan)

· multiuse projects

· improved levels of service

· facility sustainability.

Eligibility criteria

To be eligible for facility partnership funding, projects must:

· be applied for by legal entities that have not-for-profit status (e.g. be registered as an incorporated society or charitable trust), or are a school or educational institution

· be for a facility development

· be in the Central area or if in a neighbouring area be of proven regional significance with high use by Central area residents

· be a partnership project with multiple funders, including self-funding from the applicant

· have a total project value of over $50,000 (GST exclusive)

· align with and have support from regional/national bodies (as applicable/where relevant) and

· the project could also be a feasibility study for a facility.

Not eligible

· proposals from individuals, commercial and/or profit orientated organisations

· projects that are primarily health, education, welfare facilities or places of worship

· retrospective applications/projects that have already started

· debt funding

· on-going operational cost

· maintenance/asset renewal

· design, architectural or technical reports as part of a feasibility study.

Prioritisation

In addition to alignment with the Principles the following criteria should be used to prioritise projects:

· the extent to which the proposal will increase community participation

· the degree to which the proposal caters for council’s priority targeted communities and activities

· whether existing facilities meet local and regional needs whether the proposed facility will meet proven local and regional and needs

· potential partners and their involvement in the project

· allocation of the potential partners own resources, including a financial contribution and the level of access the partner has to other sources of funding/resources

· the financial sustainability of the new facility to ensure that the ongoing operational costs of the facility can be met without council assistance

· who is likely to benefit from the facility

· the status of any resource and/or building consent applications already lodged

· a track record that shows an ability to undertake and complete the proposal and operate the facility as put forward

· capacity building of the community (grows skills within the community)

· the amount of community support for, and involvement in, the project

· acceptable community access to the facility

· positive spin-offs for the community, with minimal negative effects

· potential for funding from other providers

· the overall cost of the project is credible and funding is achievable

· the proposed start and finish dates for the project and whether they span more than one financial year

· how advanced the project planning is

· how advanced the funding plans are

· whether the proposal covers prospects and timing for funding from other agencies

· the appropriateness of the scale of the proposed project including the amount of funding sought from council

· the willingness of the potential partner to develop and engage in a shared vision for the facility.

Parameters and minimum requirements for facility partnerships

· Successful applicants will be required to enter into a Memorandum of Understanding and/or Facility Partnership Agreement.

· The Memorandum of Understanding and/or Facility Partnership Agreement will clearly state the intentions of each party, shared objectives and the outcomes each party wishes to achieve.

· Council’s contribution to the facility is to be acknowledged on publicity material and signs commensurate with the level of council’s funding.

· The facility must be promoted for community use.

· Affordable hire charges should be comparable to, and sometimes approved by council.

· Regular reports are to be provided to council on community use, hire fees, promotions, income and expenditure of the facility.

· If requested, council access to the facility for customer surveys or community research is to be provided.

· If requested, the facility is to be made available as a welfare centre in the event of an emergency.

· Evidence must be provided of an agreed minimum level of funding raised by the organisation.

· The funding mix will be discussed and agreed by both parties. Council needs to know as soon as possible if there are any proposed changes to this mix.

· The start and finish dates of the project need to be within the timeframes agreed to at the time of executing the Memorandum of Understanding and/or Facility Partnership Agreement.

· If funds are not uplifted by the agreed dates, approved funding may lapse at council’s discretion.

· Appropriate business processes for tendering and all aspects of work associated with developing the facility are to be used.

· That “NZS 3910:2003 Conditions of Contract for Building and Civil Engineering Construction”, or a variation thereof, will be the basis of any construction contract, given the conditions of contract contained therein are well known and widely accepted by contractors as industry standard

· Facilities are to be insured to full replacement value.

· Council will monitor the terms of the agreement in line with good management practices.

· Council will have input into the sale/lease of the facility’s naming rights.

· Council will recover some of its financial contribution if the use of the facility changes significantly within the terms of agreement or agreed timeframe.

· Council takes no liability for ongoing operational or maintenance funding, nor responsibility for long-term asset replacement. It may, at its discretion, agree to contribute to operational funding based on a maximum level of council assistance. The future operational model will be agreed prior to construction commencing.

· No council funding will be released until all funding is in place for the project to be completed.

· Payment will be in instalments based on work completed.

In addition, the term of community access will be commensurate with the grant approved as per the table below:

grants for $25,000 - $100,000	· The partners will negotiate and agree to a minimum level of community access of at least 5 years
grants for $100,001 - $250,000	· The partners will negotiate and agree to a minimum level of community access of at least 10 years
grants for $250,001 - $750,000	· The partners will negotiate and agree to a minimum level of community access of at least 15 year
grants for $750,001+	· The partners will negotiate and agree to a minimum level of community access of at least 20 years

Process

There will be one funding round per financial year consisting of a two stage approach.

Stage 1 Expressions of Interest

· groups submit a high-level proposal (expression of interest)

· proposals are screened to ensure they meet the guidelines, align with the council’s strategic needs and that they will benefit the community

· proposals are summarised and presented in a workshop and to the Central Facility Partnership Committee

· some proposals will be declined at this point, while others will progress to stage 2

· officers will work with groups identified by the Committee to develop a full proposal

· no funding decisions are required at this stage

· unsuccessful proposals can be re-submitted for consideration in subsequent years.

Stage 2 Further assessment and funding decisions

· council officers will work with the successful organisations to gather further information in respect of the proposal

· selected proposals are assessed against criteria

· full proposals are discussed in a workshop and formally considered by the Committee who will make a funding decision

If a proposal is unlikely to be progressed through the Facility Partnership Fund, a clear signal should be provided to the project proponents including whether a project may be of interest to council in subsequent years. This allows those projects to be progressed independent of council and/or revised where possible and re-presented at a later stage.

Waitemata Local Board

10 December 2013

Central Joint Funding Committee

File No.: CP2013/26392

Purpose

1. To seek the local board’s agreement:

· to re-instate the Central Joint Funding Committee to oversee the relevant legacy community funding schemes

· on the Terms of Reference for the Central Joint Funding Committee

· to nominate a member and an alternate on the Central Joint Funding Committee.

Executive Summary

2. The Central Joint Funding Committee was a joint committee established by the seven central local boards with decision-making responsibility for the allocation of grants through the legacy community funding schemes.

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

4. The Central Joint Funding Committee needs to be operational for the 2013/2014 financial year to administer legacy community funding budgets. This report seeks the board’s approval to re-instate the Central Joint Funding Committee for the rest of the 2013/2014 financial year, approval of the Terms of Reference and appointment of a member to the Committee.

5. The establishment of the committee is an interim approach until a region-wide community funding policy is finalised. Financial analysis is currently underway to inform options and a supporting budget structure for the new funding policy. Formal consultation on the draft policy will be undertaken with local boards in 2014.

Recommendation/s

That the Waitemata Local Board:

a) Agrees to re-instate the Central Joint Funding Committee for 2013/ 2014 to administer the legacy funds as per the Terms of Reference

b) Endorses the draft Terms of Reference for the Central Joint Funding Committee

c) Appoints member XX to the Central Joint Funding Committee for 2013/ 2014 with appropriate delegated authority to bind the board on decisions relating to the legacy community funding schemes made by the Committee

d) Notes that a region-wide Community Funding Policy is being developed and will in time replace the current interim funding arrangements. Officers will engage with the board in the coming months.

Discussion

6. The Central Joint Funding Committee was a joint committee established by the seven central local boards - Albert-Eden, Great Barrier, Maungakiekie-Tamaki, Orakei, Puketapapa, Waiheke and Waitemata Local Boards. It had decision-making responsibility to allocate grants from the legacy community funding schemes.

7. Local boards continue to have full decision-making authority over their individual Local Boards Discretionary Grants schemes. These schemes were established as part of the interim funding programme, using budgets inherited from legacy community board funding schemes.

8. At its March 2013 meeting, the Regional Development and Operations Committee resolved to continue the Community Assistance Programme for 2013/2014 within unchanged structural and budgetary parameters, while the region-wide Community Funding Policy is in development.

9. This means that, as per previous years, legacy community funding budgets are allocated to sub-regional joint funding committees of local boards, and that the Central Joint Funding Committee needs to be operational for the 2013/2014 financial year.

10. The previous local board agreed to the continuation of the Central Joint Funding Committee for 2013/2014, approved amended terms of reference and appointed a member and an alternate to the Committee. Attachment A presents the rationale behind this decision, as well as the details of the funds to be allocated.

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

12. Officers recommend that the board re-instates the Central Joint Funding Committee for the rest of the 2013/2014 financial year, approves the Terms of Reference and appoints a member to the Committee.

13. Each of the legacy councils had a different approach to investing in their communities, and community grant funding is only one of several mechanisms for making this investment. In April 2013, the Regional Development and Operations Committee requested comprehensive financial analysis of all community development-related spending, including but not limited to the legacy community funding budgets that local boards are administering through the interim programme (Resolution number RDO/2013/55). The Regional Development and Operations Committee required this work to be completed prior to development of the second iteration of a new Community Funding Policy.

14. The financial analysis is currently underway, and will be reported to the relevant committee early in 2014. It is anticipated that the findings will provide a clearer picture of current budget distribution and show the variation in inherited community investment models in place around the region. This will provide a valuable basis for developing new policy options and outlining the appropriate budget structures to underpin them. However, any changes to current budget distribution will be proposed as part of the Local Board Funding Policy (not the Community Funding Policy) for implementation as part of the Long Term Plan (from 2015).

15. Officers will be formally engaging with local boards around further development of the region-wide Community Funding Policy in the coming months.

Consideration

Local Board Views

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

Māori Impact Statement

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

General

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

Implementation Issues

19. The Central Joint Funding Committee resolved in September 2013 to distribute the 2013/2014 legacy community funding schemes for the purposes of administering the funding, as follows:

Fund	Allocation
Auckland City Natural Heritage Fund $50,000	$40,000 for Great Barrier Island Local Board $10,000 for Waiheke Island Local Board For Hauraki Gulf Island projects only and noting that the funding split is based on historical allocation
Auckland City Cultural Heritage Fund $50,000	Five isthmus local boards to administer jointly
Community Group Accommodation Support Fund $676,900	$5000 to Great Barrier Island Local Board $20,000 to Waiheke Island Local Board Remainder ($651,900) administered jointly by the five isthmus local boards
Community Group Assistance Fund $435,150	$15,000 to Waiheke Island Local Board Remainder ($420,150) administered jointly by the five isthmus local boards

20. The Central Joint Funding Committee also resolved that there would be two rounds only for the legacy community funding schemes (Community Group Assistance Fund, Community Group Accommodation Support, Auckland City Cultural Heritage, and Auckland City Natural Heritage):

I. Round one opened in June 2013 and closed on 15 July 2013 for decisions in September 2013

II. Round two will open in November 2013 and close on 13 December 2013 (CGAF only) and 28 March 2014 (ACCHF) for decisions in May 2014.

21. The Central Joint Funding Committee will hold a workshop and a meeting (dates to be confirmed to consider procedural matters including but not limited to:

i) electing a Chair and Deputy Chair

ii) adopting the Terms of Reference (attached)

iii) considering the applications received.

Attachments

No.	Title	Page
a	Agenda report to the local boards May / June 2013	285
b	Draft terms of reference	293

Signatories

Authors	Maggie Noble - Democracy Advisor - Waitemata
Authorisers	Judith Webster - Relationship Manager

Discussion

Background

9. Over the last two financial years, an interim funding model has enabled Council to deliver the many legacy contestable funding schemes to communities across the region.

10. Decision-making responsibility to allocate the legacy community funding schemes and the new Local Boards Discretionary Grants funding currently sits with the Local Boards, while both the Community Development, Arts and Culture, and Infrastructure and Environmental Services departments of Council provide operational support.

11. Where legacy funds sat sub-regionally, the majority of local boards have worked together to disburse grants via geographically-based joint committees or sub-committees. A different approach has been taken in the south, where each sub-regional fund has been divided into separate local budgets with allocations determined by local boards individually. In the central area, local boards agreed that Waiheke and Great Barrier Local Boards would receive a percentage of the legacy Auckland Council community funds and the entire legacy Natural Heritage fund to administer independently.

12. The seven Central Local Boards (Albert-Eden, Great Barrier, Maungakiekie-Tamaki, Orakei, Puketapapa, Waiheke, Waitemata) have previously agreed to administer the legacy Auckland City community funding schemes according to the following interim funding model for 2011/12:

Fund (as in 2011/12)	Allocation
Auckland City Natural Heritage Fund $50,000	$40,000 for Great Barrier Island Local Board $10,000 for Waiheke Island Local Board For Hauraki Gulf Island projects only and noting that the funding split is based on historical allocation
Auckland City Cultural Heritage Fund $50,000	Five isthmus local boards to administer jointly
Community Group Accommodation Support Fund $676,900	$5000 to Great Barrier Island Local Board $20,000 to Waiheke Island Local Board Remainder ($651,900) administered jointly by the five isthmus local boards
Community Group Assistance Fund $435,150	$15,000 to Waiheke Island Local Board Remainder ($420,150) administered jointly by the five isthmus local boards

13. The available budget for each community funding scheme the 2013 / 2014 financial year is outlined in to the Long Term Plan.

14. The Local Boards also resolved on the terms of reference and membership of the Central Joint Funding Committee for the 2012 / 2013 financial year.

Community Assistance Programme for 2013/2014

15. The Regional Development and Operations Committee considered the Community Assistance Programme for 2013/2014 at its March 2013 meeting. The report can be found in Attachment 1.

16. The Regional Development and Operations Committee resolved to (RDO/2013/32):

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

b) note that Community Policy and Planning staff will work with the relevant stakeholder departments to conduct an operational review of the 2012/2013 interim funding programme, in order to determine and implement feasible changes and improvements for the 2013 / 2014 funding year

c) note that a report will be presented to the committee at its April 2013 meeting, which will:

· define and clarify the ongoing role of the community assistance political working party established by the Committee in May 2012

· seek agreement on the expanded scope of the financial investigation into Council’s investment in community services, further to the political working party’s request in November 2012

· outline a plan for developing long-term community funding policy options

d) forward this report to local boards for their information

e) instruct officers to consult with the Independent Maori Statutory Board (IMSB) on the development of long-term community funding policy options

f) agree that a replacement member of the IMSB be appointed to the Community Assistance Political Working Party.

17. The Committee’s decision to continue the interim community funding programme for the 2013/2014 financial year was primarily driven by the complexity of the range of funding models currently operating across the region. The Committee expects that a new funding policy be in place for the 2014 / 2015 financial year, or before. The development of this new funding policy is discussed in more details later in this report under the section entitled ‘Long-term community funding policy’.

Governance consideration

18. The continuation of the interim community funding programme for the 2013/2014 financial year does not affect budgets or decision-making delegations. Budgets will be allocated to sub-regional joint funding committees of local boards.

19. For the Central Joint Funding Committee to be operational to administer the relevant community funds during the 2013/2014 financial year, its terms of reference need to be up-dated.

20. The following changes are proposed:

· dates are up-dated to the next financial year.

· delegations are amended to include the endorsement of minor amendments to inherited scheme criteria that might result from the operational review described below, and notably the discussion with members from the Central Joint Funding Committee. This change in delegations would enable feasible improvements to the schemes to be implemented without any delay and in time for the first funding rounds in 2013 / 14.

21. The Local Board had previously resolved to appoint a member to the Central Joint Funding Committee for the 2012 / 2013 financial year. This membership needs to be re-considered for the 2013 / 2014 financial year. In accordance with Clause 30(7) of the Local Government Act 2002, the sub-committee will be automatically dissolved following the 2013 Local Government elections. Its re-instatement, as well as its membership, will need to be considered after the elections.

22. Attachment B presents the proposed amended terms of reference for the Central Joint Funding Committee for the Local Board’s consideration. The proposed amended wording is included in track changes

Operational review

23. At its March 2013 meeting, the Regional Development and Operations Committee agreed to an operational review of the interim funding model. The purpose of the review is to identify any aspect of the 2012 / 2013 interim funding programme that are not working well and take steps to mitigate or minimise these issues during the 2013 / 2014 financial year.

24. Community Policy and Planning staff will work with the local boards and relevant stakeholder departments to conduct an operational review of the 2012/2013 interim funding programme, in order to determine and implement feasible changes and improvements for the 2013 / 2014 funding year.

25. Issues identified may be primarily operational (e.g. application forms), or primarily policy-related (e.g. legacy scheme criteria). They may be unique to one team or area (e.g. receipting of applications), or be programme-wide (e.g. reporting on the grants programme to local boards). Problems may be newly emerging, be inherited from legacy schemes, or have come about as an unforeseen result of the ‘operational improvements’ introduced last year (reported to all local boards in May 2012). The problems of most interest are those that can be fixed within the existing resources and timeframe for the next funding round, without changing the intent of the inherited schemes or the budget structure, or reducing community access to funding.

26. Local Board members on the community assistance political working party have indicated that some inherited funding scheme criteria are overly restrictive, add no value and limit the board’s flexibility to respond to community needs. Minor changes to funding scheme criteria (those that do not change the intent of the funding schemes or the community’s ability to access the funds) are within the scope of the operational review.

27. Engagement with the local boards will aim to identify any problems identified with the 2012/13 funding programme, and to seek suggestions for operational changes and improvements for the 2013 / 2014 funding year. Engagement will be facilitated via three avenues:

· Community Policy and Planning staff will contact to the Local Board Relationship Manager seeking feedback.

· Community Policy and Planning staff will meet with the Central Joint Funding Committee in May to discuss any minor amendments they may wish to make inherited scheme criteria within the scope of the review, and discuss other operational changes proposed by review participants.

· Local Board Services officers will take part in the working group overseeing the operational review.

28. Any improvements that result from the operational review should bring Council closer to region-wide best practice in the management of grant programmes, and will be reported to the Board in the form of an information memo in June 2013.

Long-term community funding policy

29. A region-wide Community Funding Policy is intended to replace the current interim funding model. The development of this single Policy has proved more challenging that initially envisaged. Its development has been delayed, because of the complexity of the range of funding models currently operating across the region, and the lack of consensus on overarching strategic issues (such as determining ‘equity’ in the distribution of funding budgets and the appropriate split between local and regional funding and activities).

30. In May 2012, the Regional Development and Operations Committee resolved to defer the delivery of the new funding policy and programme until 2013/14 to allow time for further development of the proposed funding programme, including the distribution of budgets and decision-making powers between regional and local funds and between local boards (RDO/2012/89).

31. The Regional Development and Operations Committee will consider a report on the long-term community funding model at its April 2013 meeting. This report will:

· define and clarify the role and responsibility of the community assistance political working party established by the Committee in May 2012 and which includes seven representatives from local boards

· seek agreement on the expanded scope for the financial investigation into Council’s investment into community services, further to the political working part’s request in November 2012

· outline a plan for developing long-term community funding policy options.

32. Subsequent to the Regional Development and Operations Committee resolving on these issues, the report will be presented to the Board in May / June.

Consideration

Local Board Views

33. Local Boards are key to the Community Assistance Programme. While Local Boards members have not been consulted specifically on the options for community funding 2013 / 14, their views have been gathered on the issue of community funding policy in several instances and have been taken into account as part of the recommendations to the Regional Development and Operations Committee.

34. We note that some Local Boards have expressed their frustration at the lack of progress with the development of a single regional policy.

Maori Impact Statement

35. There are no specific implications for Maori or Maori community organisations arising from the recommendations in this report.

General

36. The recommendations contained in this report fall within the Local Board’s delegated authority.

Implementation Issues

37. The operational review of the community funding model is expected to be completed in June 2013. All public facing changes will be in place before the first funding rounds open for 2013 / 2014. Internal changes will be implemented progressively between May and October 2013. The timeframe for the review, as detailed in the report in Attachment 1, is ambitious and affects what can reasonably be addressed through this review. This timeframe also means that local boards’ involvement needs to happen rapidly. This engagement will be facilitated during April / May, and may in some instances precede the consideration of this report.

38. The operational review of the community funding model does not require formal decision-making. Community Policy and Planning staff will be presenting the outcomes of the review to local boards by way of an information memo in June 2013, explaining how feasible changes are being implemented, and giving reasons for any changes that cannot be made. Issues raised that cannot be resolved during the review period or implemented during the 2013 / 2014 financial year will be recorded and will either feed into the development of long-term policy options or inform on-going business improvement initiatives.

39. Minor changes to inherited schemes criteria will be discussed and formally resolved upon at the extraordinary meetings of the joint sub-committees in May. As discussed, this requires the delegations to the Joint Funding Committees to be amended to include the endorsement of such changes.

Waitemata Local Board

10 December 2013

For Information: Reports referred to the Waitemata Local Board

File No.: CP2013/26993

Purpose

1. This report provides a summary of Governing Body information-only reports and resolutions for circulation to the Waitemata Local Board. Because no board decisions are required for these items, the full reports are not included on the agenda. However, limited copies of the reports and attachments will be made available at the local board office, and full reports will be published online under this item.

2. The following reports have been referred from Governing Body committee meetings or forums for the information of the Waitemata Local Board:

No.	Report Title	Meeting Date	Governing Body Committee or Forum
9	Sports Field Capacity Development Programme – Annual Report	3 September 2013	Parks Recreation and Heritage Forum
10.	Sport and Recreation Strategic Action Plan	19 September 2013	Regional Development and Operations Committee

3. The following resolutions of interest to the Waitemata Local Board were received:

No.	Report Title	Referred by	Date initially received
14.	Dog Access Rules	Kaipatiki Local Board	11 September 2013
20.	Early Childhood Education Centre facilities on parks and reserves	Mangere-Otahuhu Local Board	11 September 2013
7.	Transport	16 September 2013	Disability Strategic Advisory Group
9.	Bridging the Digital Divide – Don McKenzie	16 September 2013	Disability Strategic Advisory Group

Copies of the reports can be located at the following link:

http://www.aucklandcouncil.govt.nz/EN/AboutCouncil/meetings_agendas/Pages/home.aspx

Governing Body report

Sports Field Capacity Development Programme – Annual Report

4. At its 3 September 2013 meeting, the Parks, Recreation and Heritage Forum resolved:

MOVED by Cr MA Hartley, seconded Cr S Coney:

That the Parks Recreation and Heritage Forum:

a) endorse the addition of the following projects to the 2013/2014 Sports Field Capacity Development programme to be funded through the regional fund:

Local Board	Sports Park	Project
Orakei	Madills Farm	Provide facilities for athletics
Orakei	Orakei Domain	Provide sight screen for new premier wicket
Orakei	Martyn Wilson Fields	Provide three cricket nets
Maungakiekie-Tamaki	Mt Wellington War Memorial Reserve	Ensure all five wickets are playable
Maungakiekie-Tamaki	Pt England Domain	Install one new concrete wicket and put tops on three existing concrete wickets
Waitemata	Western Springs Outer Fields	Install two concrete wickets, subject to confirmation by Regional Facilities Auckland

b) endorse the following changes to the 2013/2014 Sports Field Capacity Development funded programme:

i. continue the evaluation of a partnership with Regional Facilities Auckland to deliver two jointly funded artificial turf fields at Mt Smart Stadium, in place of Waikaraka Park Extension, and subject to approval by the Maungakiekie-Tamaki Local Board

ii. develop a 0.5 artificial turf field adjacent to the planned legacy funded full size artificial turf field at North Harbour Stadium

iii. defer the new sand carpeting on the small field at Warren Freer Park until 2015/16, subject to approval by the Albert-Eden Local Board.

c) endorse the regionally funded projects in the 2013/2014 Sports Field Capacity Development programme.

d) circulate the Sports Field Capacity Development Programme annual report to Local Boards for their information.

Sport and Recreation Strategic Action Plan

5. Extract from report

Executive Summary

6. The Sport and Recreation Strategic Action Plan is an Auckland wide document that has been developed in collaboration with the wider recreation and sport sector. The outcome of this collaboration is a strategic action plan that supports Auckland as a whole to deliver on its vision to be ‘The world’s most liveable city – Te pai me te whai rawa o Tamaki”.

7. The Sport and Recreation Strategic Action Plan delivers on the strategic directives of the Auckland Plan, particularly those identified in chapter five and supports priorities identified in the 21 local board plans. It also supports wider sector plans for health, social well-being, and economic development, and will be a guiding document for relevant stakeholders within and outside the recreation and sport sector.

8. The Sport and Recreation Strategic Action Plan provides a clear shared vision to make “Aucklanders more active, more often” over the next ten years. It will achieve this vision by focusing on four priority areas:

· Participation - more Aucklanders live physically active lives through participating in informal physical activity, recreation and sport.

· Infrastructure - access to open spaces and harbours, coastlines and waterways and a fit for purpose network of facilities enables physical activity, recreation and sport at all levels.

· Excellence in recreation and sport - pride is built in Auckland’s recreation and sporting achievements and strong sporting culture, talent is nurtured and excellence is celebrated.

· Sector development - a strong and capable sector that delivers quality recreation and sport experiences in a sustainable way that contributes to Auckland’s economy.

9. The four priority areas are supported by a number of actions and initiatives that together will help the recreation and sport sector deliver on the vision of the strategic action plan.

10. The development of the Sport and Recreation Strategic Action Plan has been sponsored by the Auckland Sport and Recreation Reference group. Auckland Council has worked in partnership with the recreation and sport sector in particular with Sport New Zealand, Auckland Sport, Harbour Sport, Sport Auckland, Sport Waitakere, Counties Manukau Sport and He Oranga Poutama. Delivery of the actions and initiatives identified within the Sport and Recreation Strategic Action Plan will not solely fall to Auckland Council, many will be the responsibility of other groups or institutions.

11. The information received through the public consultation process was used to revise the Sport and Recreation Strategic Action Plan.

12. Once endorsed by the Regional Development and Operations Committee, the Sport and Recreation Strategic Action Plan will be circulated to key stakeholders, who have a lead role in the initiatives, for sign-off and agreement to work collaboratively in delivering the action plan.

Resolution number RDO/2013/158

MOVED by Cr S Coney, seconded Cr W Walker:

That the Regional Development and Operations Committee:

a) endorse the Sport and Recreation Strategic Action Plan.

b) note that officers will circulate a copy of the Sport and Recreation Strategic Action Plan to all local boards.

c) note that the Sport and Recreation Strategic Action Plan will be circulated to key partners who are identified to lead initiatives to obtain their endorsement of the plan and their agreement to working collaboratively on its implementation.

d) acknowledge the Sport and Recreation Strategic Action Plan cultural activities that have a sport or recreational outcome.

CARRIED

Dog Access Rules

13.

Resolution number KT/2013/283

MOVED by Member JGA Gillon, seconded Member V Keohane:

That the Kaipātiki Local Board:

a) would like to be included in the high priority grouping regarding the AccessRules, with consultation to occur between September 2013 and October 2014.

b) receives the tabled legal opinion from Mortlock McCormack Law dated 7 August 2013, addressed to Mrs Jill Parsons of Whangaparaoa and tabled at the Hibiscusand Bays Local Board meeting on 8 August 2013.

c) asks that this resolution and tabled documents are circulated to all local boards.

d) receives and tables the legal opinion from Simpson Grierson dated 8 August 2013.

CARRIED

Early Childhood Education Centre facilities on parks and reserves

14. Extract from report

Executive Summary

15. The Auckland Plan and The Southern Initiative places a priority on “Early, strong family attachment and learning opportunities that set children up for success at school and in life”, and makes a reference to central government’s views on the importance of culturally appropriate early childhood education experiences, especially for vulnerable children.

16. The Ministry of Education does not fund the land component of an ECE build. As such, the Māngere-Ōtāhuhu Local Board receives requests from ECE providers seeking land to locate their facilities on council parks and reserves.

17. While the Māngere-Ōtāhuhu Local Board acknowledges the benefits of ECE, it also favours protecting its reserves for its community’s recreational activities and enjoyment in accordance with their purpose under the Reserves Act. Reserve land is a limited resource and will come under increasing pressure from planned growth. Careful consideration needs to be given as to how this resource is used and the impacts that future growth and development will have on community infrastructure and amenity.

18. Local boards are confronted with the pressures and demands of regional growth. The competing demands on land for ECEs is a significant example in the southern area of Auckland. The board requests that a strategic and policy direction be developed to enable a considered and coordinated council response.

19. The Māngere-Ōtāhuhu Local Board supports planned growth with adequate provision of social and community infrastructure, including green spaces for a growing community.

Resolution number MO/2013/495

MOVED by Member CM Elliott, seconded Member CF O'Brien:

That the Mangere-Otahuhu Local Board:

a) Requests an analysis of Early Childhood Education (ECE) facilities demand in the local board areas comprising The Southern Initiative

b) Urges the governing body to develop a strategic approach to the provision of ECEs as a matter of urgency and include this on their work programme.

c) Seeks identification of those open spaces which are currently suitably zoned and classified to support the establishment of ECEs.

d) Seeks identification of those open spaces which are suitably classified and will be appropriately zoned in the Unitary Plan to support the establishment of ECEs.

e) Requests that this report and its resolutions be forwarded to other local boards for their information.

CARRIED

Transport

20.

Resolution number DSAB/2013/31

MOVED by HH Hickey, seconded DH Hughes:

That the Disability Strategic Advisory Group:

a) receive the verbal discussion on transport issues in the Auckland region

b) receive Ezekiel Robson’s verbal feedback on his presentation to the Transport committee regarding a total mobility scheme.

c) note the recommendations from the Transport Committee.

d) forward the Transport Committee’s recommendation 5.6 d) of their meeting held on 4 September 2013 to all Local Boards.

“5.6 (d) requests Auckland Transport report to the new Council on the accessibility of public transport including a review on the Total Mobility Scheme.”

CARRIED

Bridging the Digital Divide – Don McKenzie

21.

Resolution number DSAB/2013/32

MOVED by DM McKenzie, seconded HH Hickey:

That the Disability Strategic Advisory Group:

a) receive the memorandum ‘Bridging the Digital Divide’ and forward it to the Chair of the Social and Community Development forum, Councillor Dr Cathy Casey and the Manager, Auckland Libraries and Information, Allison Dobbie.

b) invite Auckland Libraries to meet with them to discuss access issues for the print impaired, and to demonstrate the access barriers to reading already bridged by Auckland Libraries.

c) forward Member Don McKenzie’s report to all Local Boards

CARRIED

Recommendation/s

That the Waitemata Local Board:

a) Receives the Sports Field Capacity Development Programme Annual Report referred to the Waitemata Local Board for information from the Parks and Heritage Forum.

b) Receives the Sport and Recreation Strategic Action Plan report referred to the Waitemata Local Board for information from the Regional Development and Operations Committee.

c) Receives the resolutions of interest referred to the Waitemata Local Board from:

i) the Kaipatiki Local Board on Dog Access Rules

ii) the Mangere-Otahuhu Local board on Early Childhood Education Centres facilities on parks and reserves

iii) the Disability Strategic Advisory Group on Transport

iv) the Disability Strategic Advisory Group on bridging the Digital Divide

Attachments

No.	Title	Page
a	Dog Access Rules Tabled documents	301
b	Dog Access Rules - legal opinion	307
c	Bridging the Digital Divide - Don McKenzie	309

Signatories

Authors	Maggie Noble - Democracy Advisor - Waitemata
Authorisers	Judith Webster - Relationship Manager

Waitemata Local Board

10 December 2013

Chairperson's Report

File No.: CP2013/27992

Executive Summary

Providing the Chair with an opportunity to update the local board and community on the projects and issues he and the Waitemata Local Board have been involved with since the 2013 local body election.

This is first monthly business meeting of the 2013-16 triennial of the second Waitemata Local Board of Auckland Council.

Portfolios

Board Chair: Governance, Local and Civic Leadership, Board Strategy, Policy and Planning Leadership

Proposed Portfolios: Arts, Culture & Events (lead), Parks & Open Spaces (lead)

Proposed Positions: Waterfront Liaison, Heart of the City, CBD Advisory Board

Proposed Committees: Finance and Grants, Central Facilities Partnerships

Recommendation/s

a) That the Chair’s Report be received.

b) That the Waitemata Local board consider its position

Activities undertaken from 14 October to 1 December 2013

This report covers activities undertaken during the period from post the local body election from Monday, 14 October 2013 to Sunday, 1 December 2013.

Highlighted activities, projects and issues

There are some specific activities, projects and issues that I wish to highlight; some for board members’ interest and as appropriate, some for decision.

1 Introduction

The second Waitemata Local Board was sworn into office at an inauguration meeting held at the Auckland Town Hall on the evening of 4 November 2013. The event was well attended by family, friends, and members of the community. Proceedings were overseen by CE, Doug McKay, with the Mayor in attendance and speaking briefly. Councillors Mike Lee, Cathy Casey and Chris Darby also attended.

Shale Chambers was re-elected Chair of the Board for the 2013-16 term, and Pippa Coom re-elected Deputy Chair.

A copy of the Chair’s address to the inauguration meeting are attached to the minutes of the inauguration meeting.

It was then down to business. During November the particular focus again was on organising the Board to be ready for business. During the month, and with Portfolios largely in place and agreed, Board members also continued to progress Local Board Plan priorities and Local Board Agreement local projects and community concerns in their respective portfolio areas, LIPs proposals, residents, business association and community advocacy, providing input to regional policies, plans and strategies in workshops and briefings, providing input into resource and landowner consent matters, and responding to constituent and media enquiries.

2 Residents and Ratepayers’ Concerns/Issues:

· Enquiry received from David Shearer’s Electorate office on behalf their constituent concerning Auckland Zoo’s plans to get rid of the Japanese Garden. Chair briefed by Auckland Zoo Director.

· Constituent concerned about Sarawia St Rail Crossing options. Response provided. Board formally resolved in July 2013 “to reject option 3 and confirms that it will not consent as landowner to construction of a two-lane road through Newmarket Park”. This decision was formally included in the report which went to the Auckland Transport Board meeting in October 2013. However, no decision was taken at this meeting and there was a request for the Auckland transport project team to provide supplementary information and anticipate that a decision will be taken at their December 2013 meeting.

· Complaint received about the state of the walkway between Awatea Reserve and Point Resolution in Hobson Bay. Response that Board has funded a development plan, the Point Resolution Master Plan and public consultation is intended to occur in stage 2 of the plan's development in autumn next year, once there have been some ideas drafted.

· Parnell Constituents concerned about the junction at St Stephens Ave, Gladstone Rd & Takutai St as it poses dangers for both the motorist and the pedestrian. Referred to Auckland Transport for comment.

· Huge disappointment and outrage has been expressed at the Great North Road Bunning decision by Arch Hill locals, with approval of the development confirmed. The Local Board remains opposed to this development, and stood with the residents at the hearings. An appeal to the Environment Court is being considered.

3.1 Board Portfolios & Positions

Following the Board’s inauguration meeting, I distributed a proposed Board portfolio and positions proposal for discussion by the Board. The proposal also addressed allocated portfolio responsibilities, and delegations, such as for landowner consent and internal Council family engagement with the Board. I then met with each Board member to ascertain their respective preferences for this term of the local board, and subsequently circulated a revised proposal with portfolios and positions allocated to all members. This proposal has been the subject of workshop discussion and is for decision at tonight’s meeting. In the interim the Board has been up and operating this last month working to these allocated positions.

The structure is a 7 portfolio, 14 position, dual portfolio structure, with a portfolio lead in each portfolio. As with last term there are three Committees of the Board, with the Finance Committee’s role strengthened to take responsibility for LIPs and to meet more regularly. In addition each member has responsibility for a business association.

The paper prepared by the Chair on positions and responsibilities is attached to the relevant agenda item for this evening’s meeting.

3.2 Governing Body

Engagements with Governing Body/CCOs

Engagements with the Governing Body this month have included:

· Various inauguration ceremonies and induction sessions.

Engagements with CCOs this month have included:

· Earth turning ceremony to mark the start of construction of Waterfront Auckland’s Westhaven Cycleway/walkway, Board Chair was speaker with Waterfront Auckland Deputy Chair, Westhaven Marina, 21 October 2013.

4 Board Strategies, Policy and Planning Update

4.1 Local Board Chairs’ Forum

A regular Local Board Chairs’ Forum is once again to be held on the third Monday of every month, beginning with a Chairs-only session (although not on this first occasion). All Board members receive the agenda and the action points from the previous meeting when Chairs receive this information.

The first meeting was held on 25 November 2013. The topics covered included:

· Local Board Funding Policy – Political Working Party. A vote of all Isthmus elected members is to be held to determine the Isthmus’ 2 representatives, and their 2 alternates. I remain interested in being a member of this Working Group.

· Proposed Auckland Unitary Plan

· Auckland Housing Accord

· Community-led placemaking. The proposed membership of the Neighbourhood Planning Task Group was determined, with Pippa Coom again proposed from Waitemata.

· Alcohol Programme.

· World War One Centenary Political Steering Group. Greg Moyle was again proposed for membership of this Steering Group.

Attached and marked as Attachment A are the action points from the meeting.

5 Project Updates

5.1 Waitemata Greenways Plan

This Plan, approved by the Board in July 2013 was finally published last week, and is now available online and in hard copy at the Local Board Office.

6 Portfolio Updates

6.1 Arts, Culture & Events

6.1.1 Events Consultation

The Waitemata Local Board based events that Council Events or ATEED have consulted the local board on, for events occurring from October 2013 on are attached and marked as Attachment B.

6.1.2 Board supported Events

In this term, the following Board supported or delivered events have or will by meeting time all have taken place:

· Art in the Dark 8 & 9 November 2013, with the opening night, 7 November cancelled due to appalling weather. The second two nights were another stunner, with large crowd attendance. We await the details of the Events survey undertaken at the Board’s request. Discussions are scheduled to take place in the new year about the possibility of a multi-year support Board partnership for this term of Council.

· Parnell Festival of Roses,16-17 November 2013, a local board delivered event. By all accounts this event went off well. Member Christopher Dempsey deputised for the chair with the event opening remarks.

· Grey Lynn Park Festival, 30 November 2013. Windy, but fine. No Board supported Event survey was undertaken at the request of the Festival Trust. The Trust also did not take up the $10,000 waste sustainability offer this year. Discussion are to take place early in the new year about a multi-year support partnership.

· Franklin Road Christmas lighting opening, 1 December 2013, and continuing throughout December. The Board assisted with funding of the opening night street party, including real snow! It went down a treat. The street happening continues to gain in popularity, with all the complexities for locals that brings. The Board chair arranged in the week before the event with Auckland Council Events for bin receptacles to be placed in Franklin Road during December. The possibility of traffic management was also investigated, but in the end not advanced. Discussions will occur with the event street organisers early in the new year to streamline matters for next year.

· Carols by Candlelight in Western Park, 8 December 2013. This event was scheduled to occur after this report was written.

6.2 Parks & Open Spaces

The Parks & Open Space portfolio (Shale Chambers and Vernon Tava) held its first portfolio meeting on Thursday, 28 November 2013.

6.2.1 Weona-Westmere Coastal Walkway

Following the hearing on 28 and 29 August 2013, consent was granted for the walkway to proceed, with the decision dated 27 September 2013. Two appeals were subsequently lodged from submitters.

Following this the court assigns a ‘track’ to the process depending on the complexity and issues of the case. Standard track process anticipates a court appearance within 6 months of the appeal. It is expected that the court will request mediation to occur in this instance prior to the case being heard. Mediation occurs only if the relevant parties agree to participate.

The appeals are to the decision of the council in its regulatory function. The decision and appeals will be reviewed and a report and recommendation made to the relevant Council committee who have delegation to decide if Council will defend the decision. This would authorise defence of the decision including processes from that point to the Environment Court, as required.

Should mediation occur, the applicant would have a participatory role separate to the regulatory team. The persons who would participate will be determined closer to the time, and may include counsel, project manager, planner, subject matter expert. Costs for these people would sit with the Board.

Should the case be heard at the Environment Court, contributing experts may be expected to provide evidence and appear. Those costs to the Board would sit separate to the defence of the decision.

A first meeting with officers with one of the appellants took place on 22 November 2013.

6.2.2 Western Springs Pine Stand

Vernon Tava and myself, as Parks & Open Space portfolio holders met with officers onsite to gain a better understanding of the options available for sustainable management of removal of the failing pine forest and the health and safety concerns and regeneration advantages of a long term view of their removal. A decision report will be coming to the Board in due course.

6.3 CBD Advisory Board

The Board last met on Wednesday, 27 November 2013, with the topics covered being as follows:

· Personal Exposure to Noise and Air Pollution in Queen Street Valley (PENAP) Study. An update on air quality, and now noise study, that is a collaboration between Council, AUT and NIWA. This has now incorporated noise study, and its relationship to the Waitemata Local Board’s inner city noise study needs clarification.

· Inner City Study. A briefing on the Waitemata Local Board funded inner city survey.

· CBD Targeted Rate projects. Options for the targeted rate going forward were canvassed.

· CBD Targeted Rate projects – Maintenance standards. The relationship between targeted rates funded consequential opex and actual service standards currently delivered within the city centre were discussed. Auckland Transport is not presently receiving the targeted rate funds on any identified basis.

Reports represented:

- Projects Progress Report – October2013.

- City Centre Monitoring Snapshot Report.

Attached for Members’ information and marked Attachment C is the October Projects Progress Report.

7 In the Press Update

Some of the activities from the last meeting of local Board activities were as follows:

7.1 Media Releases

There were no media releases in this period.

7.2 Community Leadership

· Ponsonby News, November edition – “Chair’s Waitemata Local Board Report”. Chair, Board, monthly report.

· Ponsonby News, December edition – “Chair’s Waitemata Local Board Report”. Chair, Board, monthly report.

Copies are attached and marked as Attachment D.

· The Hobson, November edition – ““Mapping the Future”, Chair’s Unitary Plan November column. “Back on Board”, Chair’s December”. Chair, Board, monthly report.

· The Hobson, November edition – ““Back on Board”, Chair’s December Board monthly report.

Copies are attached and marked as Attachment E.

· Auckland City Harbour News, 18 October 2013 – ““City life appeals to vegan lawyer”. Post-election New members, Vernon Tava and Deborah Yates profile, featuring Vernon Tava and photo. Preliminary election results included.

· Auckland City Harbour News, 30 October 2013 – “Local board sworn in and ready for duty”. Board inauguration meeting details.

· Ponsonby News, November 2013 – Mike Lee: Election battle won – but the fight goes on”. Board election outcomes and Bunnings featured.

· Ponsonby News, November 2013 – “Rob Thomas: Back on board, thank you”. Ronb Thomas’ monthly column.

· Ponsonby News, November 2013 – “John Elliot: Local election over, after many loud yawns”. Local Board election opinion piece.

7.2 Planning

· Ponsonby News, November 2013 – “John Elliott: Ponsonby Road Masterplan”. Board’s plan feature.

· NZ Herald 26 November 2013 – “Protesters loose building battles”. Bunnings consent approval feature, Board opposition reference.

· NZ Herald 10 October 2013 – “”Anti-Bunnings protesters oppose’ big box’”. Bunnings hearing feature. Board Chair quote. “Waitemata Local Board chairman Shale Chambers called for the commissioners to turn down the Bunnings proposal. Bunnings had made a noble attempt to fit a square peg into a round hole, he said.”

· NZ Herald 9 October 2013 - ”Anti-Bunnings protest outside council hearing’”. Bunnings hearing feature. Board position referenced. “Shale Chambers of the Waitemata Local Board and councillor Mike Lee addressed the crowd at the edge of Aotea Square, expressing support. … Chambers shouted a greeting to the council's planning chief Dr Roger Blakeley as he left the council offices and glanced at the placard-wavers.”

8 Meetings/Events

In addition to responsibilities in constituency work and community engagement, and any matters noted above, I have undertaken the following Portfolio or Board Chair responsibilities:

8.1 Community & Civic Leadership

Attended:

· Parnell Trust AGM, Jubilee Hall, 15 October 2013

· Earth turning ceremony to mark the start of construction of Waterfront Auckland’s Westhaven Cycleway/walkway, speaker with WA Deputy Chair, Westhaven Marina, 21 October 2013.

· Friends of Symonds Street Cemetery Group meeting, 22 October 2013

· POWHIRI for elected members to Auckland Council, Concert Chamber, Auckland Town Hall, 23 October 2013

· Commissioning of the new Hobson Street Substation, Nelson Street, City, 30 October 2013

· Puketepapa Local Board Inaugural Ceremony, Fickling Centre, Three Kings, 31 October 2013

· Waiheke Local Board Inaugural Ceremony, Ostend Memorial Hall, Waiheke Island, 2 November 2013

· Waitemata Local Board Inauguration Ceremony, Town Hall, 4 Nov 2013

· Albert-Eden Local Board Inauguration Ceremony, Raye Freedman Arts Centre, Epsom, 6 November 2013

· Parnell Community Committee AGM, Jubilee Building, 26 November 2013

8.2 Board Leadership

Attended:

· Post-election catch up with PA, 14 October 2013

· Waitemata Local Board welcome meeting, 18 October 2013

· Waitemata Local Board 'Ways of Working' meeting, 22 October 2013

· Catch-up meeting with Relationship Manager, 23 October 2013

· Stepping Forward for Auckland - Expo-Conference, Lower NZI, Aotea Centre, 24 October 2013

· Meeting with Bobby Newson from Te Waka Angamua re Inaugural Meeting, 24 October 2013

· Waitemata Local Board New Elected Members Technology Training session, 25 October 2013

· Finance, Comms and Local Board Agreement training for Elected members, Waitemata Local Board Office, 1 November 2013

· Meeting to discuss Waitemata Local Board Carols in the Park, 5 November 2013

· Town Hall Site Visit for Waitemata Local Board, 6 November 2013

· Meeting to discuss Coastal walkway project, 8 November 2013

· Local Board Chairs introductory meeting, Civic Building, 8 November 2013

· Waitemata Local Board Workshop: Local Board Engagement, Local Board Plan, Local Board Agreement, 12 November 2013

· Grey Lynn Park community facilities needs assessment,12 November 2013

· Weekly update with Relationship Manager, 25 November 2013

· Fortnightly Communications catch-up, 25 November 2013

· Local Board Chairs Forum meeting, Civic Building, 25 November 2013

· Waitemata Local Board Workshop: Pt Resolution Masterplan, Western Park Development Plan, Local Board Plan and Local Board Agreement, 26 November 2013

· Meeting with Jane Bennett from Housing NZ Corporation, 26 November 2013

· Waitemata LB & Parks Monthly catch-up, 28 November 2013

· Meeting with Richard Blakey (Planning Consultant) RE Ponsonby Central - 4 Brown St, 28 November 2013

· Meeting with Maggie Gresson of Artists Alliance, Artists Alliance office, 1 Ponsonby Road, Newton, 28 November 2013

· Western Springs Pine Stand Restoration, site meeting at Western Springs, 28 November 2013

8.3 Events

Attended:

· Auckland Council Governing Body Inauguration Ceremony, Great Hall, Auckland Town Hall, 29 October 2013

· Celebration and opening evening at Parnell Baths, Parnell Baths,1 November 2013

· Art in the Dark Opening Night, ASB Community Trust Building, 7 November 2013

· Advancing Auckland's Governance, Mt Albert War Memorial Hall, 27 November 2013

· Hawke Sea Scouts Official Opening, West End Road, Herne Bay, 27 November 2013

· Grey Lynn Park Festival, 30 November 2013

· Franklin Road Christmas lighting opening, 1 December 2013

8.4 City Centre Economic Development

(Heart of the City, CBD Advisory Board, Business Advisory Panel)

Others:

· HOTCITY Committee Meeting, Lorne St, 16 October 2013

· CBD Advisory Board Meeting, Civic Building, 1 Greys Ave, 30 October 2013

· CBD Advisory Board Meeting, Civic Building, 1 Greys Ave, 27 November 2013

Attachments

No.	Title	Page
a	Chair's Forum November action points	331
b	Local Board Events consulted on from October 2013	335
c	CBD Advisory Board October Projects Progress Report	339
d	Ponsonby News, "Chair's Waitemata Local Board Report" – November and December 2013	351
e	The Hobson, "Mapping the Future", Chair's Unitary Plan November column and "Back on Board", Chair's December Local Board column	353

Signatories

Authors

Shale Chambers, Chair, Waitemata Local Board

No.	Title	Page
a	Waitemata Local Board Communications and Engagement Plan	185
b	Waitemata Local Board Engagement Framework	189

Engagement	Purpose/explanation	Date
Broad community engagement
Waitemata Local Board engagement plan launch	To launch the local board plan engagement process and invite community and stakeholder participation. The launch is an opportunity to introduce the high level approach to the local board plan and provide context for the board’s approach, priorities and key initiatives.	12 February
Public meetings/drop in events	Three meetings hosted in key community locations.	12February, 19 February, 26 February
Information Sessions	An opportunity for one-on-one contact and discussions with members of the public. Paper survey forms available.	Various throughout engagement
Receiving written input	Stakeholders may choose to write their input to the local board. Tools available: - Have Your Say - Hardcopy survey form - Via email - Via post	Received throughout period
Targeted engagement with stakeholders
Mana whenua and mataawaka engagement	Engagement with mana whenua and mataawaka to be arranged with the assistance of Te Waka Angamua.	w/s 9 February
Disability sector	Workshop/meeting with representatives from the disability communities	w/s 16 February
Children and young people	Workshops to be held with high school students, primary school students and tertiary sector students.	Various throughout engagement period
Migrant communities	Workshop/meeting with representatives from the migrant communities	w/s 23^rd February
Pasifika communities	Workshop/meeting with representatives from the Pasifika communities	w/s 2 March

Key message	Channel	Timing
Local board plan background, priorities and engagement schedule	Waitemata print media Local radio Facebook	January/February
Next steps for Draft local board plan	Waitemata print media Local radio Facebook	March
Draft local board plan consultation schedule and process	Waitemata print media Local radio Facebook	July
Launch of adopted local board plan	Waitemata print media Local radio Facebook	October

Method	Resources
Online	· Webpages o Local board o Council · Social media o Facebook o Twitter o Yammer o Blogs	· Survey media o People’s Panel o Engage · E-Newsletters and publications o CDAC o Council o External
Traditional media	· Newspapers · Radio	· Television
Face to face	· Clinics/town hall meetings · Networks · Focus groups · Appointments to external agencies · Information sessions	· Public forum · Advisory panels o Local board appointed o Council appointed o External

No.	Title	Page
a	12 November 2013 Workshop notes	313
b	19 November 2013 Workshop notes	315
c	26 November 2013 Workshop notes	317
d	3 December 2013 Workshop notes	319

Chairperson	Shale Chambers
Deputy Chairperson	Pippa Coom
Members	Christopher Dempsey
	Greg Moyle
	Vernon Tava
	Rob Thomas
	Deborah Yates

Authors	Ian Leader - Engagement Advisor - Waiheke/Waitemata
Authorisers	Judith Webster - Relationship Manager

Authors	Maggie Noble - Local Board Democracy Advisor
Authorisers	Judith Webster - Relationship Manager