Agenda of Upper Harbour Local Board

	Portfolio Activity	Responsibilities	Board Lead/s and Alternate
1	Governance	· Board Leadership · Board-to-Council Relationships · Board-to-Board Relationships · Civic Duties · Advocacy (local, regional, and central government) · Relationships with Maoridom · Relationships with government departments and agencies · Relationship with Property CCO · Relationship with Auckland Waterfront Development · Advocacy with Governing Body (Local Board Plan; Local Board Agreements) · Unitary Plan · Local area plan	Brian Neeson Lisa Whyte
2	Regulatory & Bylaws / Civil Defence Emergency Management .	· Resource consents · Heritage · Liquor · Gambling · Swimming pools fencing · Trees · Bylaws · Relationships with the Civil Defence Emergency Management Group · Community preparedness, disaster response, relief, and recovery	Callum Blair John McLean Christine Rankin-MacIntyre Margaret Miles (Resource Consents only)
3	Events / Arts and Culture	· Community celebration · Community identity · Neighbourhood gatherings and renewal · Event compliance · Relationship with ATEED · Relationship with Regional Facilities CCOs · Tourism · Artistic and cultural service levels · Promoting all aspects of artistic endeavour · Development of public art strategy and policy	Margaret Miles
4	Community and social well-being / Local Facilities	· Community development · Neighbourhood relationships · Funding for neighbourhood projects · Community safety (excl. town centres) · Graffiti removal · Community advocacy · Relationships with Youth · Leisure centres · Community houses · Halls · Community hubs · Arts facilities · Community Partnerships · Asset Management	Callum Blair Margaret Miles

	Portfolio Activity	Responsibilities	Board Lead/s and Alternate
5	Libraries	· Stewardship of libraries · Mobile library	Christine Rankin-MacIntyre Lisa Whyte
6	Sports parks and recreation (active) / Parks, Reserves and playgrounds (passive)	· Stewardship of sports parks · Stewardship of recreation facilities · Relationship with sports clubs · Neighbourhood parks and reserves (incl. esplanade reserves and the coastline) · Design and maintenance · Plantings, playgrounds, bollards, and walkways · Skateparks · Track Network development	Margaret Miles Lisa Whyte
7	Town Centres	· Town centre renewal · Design and maintenance · Community safety within town centres · Business Improvement Districts liaison · Urban design · Built Heritage	Margaret Miles Brian Neeson
8	Transport / Regional Transport and CBD development	· Local transport projects and public transport (incl. roading, footpaths, cycleways) · Liaison on regional Transport matters · 2^nd harbour crossing · Bridge walk cycleway · Inner City Rail Link · Waterfront development · CBD master plan	John McLean Margaret Miles
9	Natural Environment .	· Restoration of wetlands, streams, and waterways · Local priorities in relation to regional environmental management · Costal management including mangrove encroachment and erosion mitigation · Relationships with Watercare · Waste minimisation strategy · Bio security	John McLean Callum Blair Lisa Whyte (waste minimisation only)
10	Economic Development / Financial oversight	· Key relationship with Business Development Manager in Auckland Tourism Events and Economic Development team · Establish and promote local opportunities for increased tourism and economic development · Budgets · Project expenditure · Monitor GB strategy and Finance · Service Levels · Local funding policy	Lisa Whyte Margaret Miles

Upper Harbour Local Board

25 March 2014

ITEM TABLE OF CONTENTS PAGE

1 Welcome 7

2 Apologies 7

3 Declaration of Interest 7

4 Confirmation of Minutes 7

5 Leave of Absence 7

6 Acknowledgements 7

7 Petitions 7

8 Deputations 8

8.1 Deputation - Sustainable Paremoremo 8

8.2 Deputation - Auckland City for Peace Toolkit 9

9 Public Forum 9

9.1 Public Forum - Wainoni Park Lighting 9

10 Extraordinary Business 10

11 Notices of Motion 10

12 Local economic development July to December 2013: Upper Harbour Local Board 11

13 Auckland Council Property Limited Local Board Six-Monthly Update 1 July to 31 December 2013 19

14 Upper Harbour Local Board's submission to the review of Auckland Transport's Code of Practice (ATCOP) 49

15 Applications for Special Exemptions under Section 6 of the Fencing of Swimming Pools Act 1987 57

16 Upper Harbour Local Board Discretionary Funds for the 2013/2014 financial year 65

17 Summary of Actions and Reports Requested - Upper Harbour Local Board - March 2014 67

18 Records of the Upper Harbour Local Board Workshops held on 4 and 11 March 2014 75

19 Governing Body Members' Update 81

20 Board Members' Reports 83

21 Consideration of Extraordinary Items

PUBLIC EXCLUDED

22 Procedural Motion to Exclude the Public 85

15 Applications for Special Exemptions under Section 6 of the Fencing of Swimming Pools Act 1987

c. 15 Schnapper Rock Road 85

d. 39 Schnapper Rock Road 85

1 Welcome

2 Apologies

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

3 Declaration of Interest

Members are reminded of the need to be vigilant to stand aside from decision making when a conflict arises between their role as a member and any private or other external interest they might have.

4 Confirmation of Minutes

That the Upper Harbour Local Board:

a) confirm the ordinary minutes of its meeting, held on Tuesday, 11 March 2014, including the confidential section, as a true and correct record.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

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

8 Deputations

8.1 Deputation - Sustainable Paremoremo

Purpose

Trustees of the Sustainable Paremoremo Group Inc. will be in attendance to address the Upper Harbour Local Board regarding the following matters:

· Progress with acquiring a lease for Sanders House as a Community Hub in Sanders Reserve, Paremoremo.

· A recent application to the Upper Harbour Local Board for grant funding to furnish and equip Sanders House for community use.

· The group’s continuing interest in applying for a lease of land next to Sanders House yard for the Kai Rakau (heritage food trees showcase) project.

· The proposed Memorandum of Understanding between Auckland Council, Auckland Prison, Forest and Bird and the Sustainable Paremoremo Group, to form a strong cooperative partnership to care for and enhance Sanders Reserve and the Paremoremo Scenic Reserve for community use and enjoyment.

Recommendation/s

That the Upper Harbour Local Board:

a) receive the deputation from the Sustainable Paremoremo Group Inc.

b) thank the Trustees of the Sustainable Paremoremo Group Inc. for their attendance and presentation.

8.2 Deputation - Auckland City for Peace Toolkit

Purpose

1. Yvonne Duncan, The Peace Foundation, will be in attendance to address the Upper Harbour Local Board regarding the Auckland City for Peace Toolkit.

Executive Summary

2. The “Auckland City for Peace Toolkit: A practical guide for local boards and communities on being a City for Peace” was released in November 2013 in collaboration with Auckland Council. The Peace Foundation is requesting an opportunity to present to the Toolkit and to help Local Boards to adopt "Auckland City for Peace".

3. In 2011, Maungakiekie-Tamaki Local Board adopted "Auckland City for Peace" with a resolution, which you can find be viewed at the following webpage: http://kiaora.peace.net.nz/wp-content/uploads/2014/02/img-225112425-0001.pdf

4. The Peace Foundation is hoping that other local boards can also adopt the Auckland City for Peace which supports the Auckland Council's role of stewardship for present and future generations, and its dedication to the promotion of nuclear free zones and a culture of peace based on social, economic and environmental justice, tolerance and non-violence.

5. More information about Auckland City for Peace can be found at the following webpage: http://kiaora.peace.net.nz/community-programmes/peace-cities-programme/auckland-peace-city/

Recommendation/s

That the Upper Harbour Local Board:

a) receive the deputation from Yvonne Duncan, The Peace Foundation, regarding the Auckland City for Peace Toolkit.

b) thank Yvonne Duncan for her attendance and presentation.

9 Public Forum

A period of time (approximately 30 minutes) is set aside for members of the public to address the meeting on matters within its delegated authority. A maximum of 3 minutes per item is allowed, following which there may be questions from members.

9.1 Public Forum - Wainoni Park Lighting

Purpose

Andrew Perry and Matthew Smythe will be in attendance to address the Upper Harbour Local Board regarding lighting in Wainoni Park.

Recommendation/s

That the Upper Harbour Local Board:

a) receive the public forum presentation.

b) thank Andrew Perry and Matthew Smythe for their attendance and presentation.

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Notices of Motion

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

Upper Harbour Local Board

25 March 2014

Local economic development July to December 2013: Upper Harbour Local Board

File No.: CP2014/03989

Purpose

1. This report provides an update for the Upper Harbour Local Board on local economic development activities delivered by the Economic Development department for the period July to December 2013.

Executive Summary

2. The 2013/2014 local economic development work programme in the Upper Harbour Local Board area includes:

· North Harbour signage development, a local economic improvement project

· Preparation of an economic development overview presenting a range of indicators on the Upper Harbour economy, issues and opportunities

· Business Improvement District (BID) partnership programme in North Harbour

· Support for the roll out of ultrafast broadband and the sustainable and targeted provision of public WiFi.

3. The proposed 2014/2015 work programme builds on current activities.

Recommendations

That the Upper Harbour Local Board:

a) receive the six-monthly update on local economic development activities from July to December 2013.

b) approve the indicative 2014/2015 local economic development work programme as:

i) North Harbour signage development.

ii) Economic analysis and planning for the local economy.

iii) Support for Business Improvement District Partnership programme in North Harbour.

iv) Support for the roll out of ultrafast broadband and the sustainable and targeted provision of public WiFi.

c) nominate local board member(s) to attend the Business Improvement District Policy (2011) review workshops and represent the view of the local board.

Discussion

4. The Economic Development department champions Auckland’s Economic Development Strategy (EDS), which aims to develop an economy that delivers opportunity and prosperity for all Aucklanders and New Zealand. The department works with ATEED, business, central government and community stakeholders to lead local economic development, regional economic strategy and policy advice, economic analysis and advocacy, digital policy and international relations on behalf of Auckland Council.

5. This report focuses on local economic development activities in the Upper Harbour Local Board area. An overview of the regional economic work programme undertaken by the Economic Development department and ATEED to implement the EDS is provided to the Economic Development Committee, and is made available for information to local boards.

6. Under the guidance of global city development expert Greg Clark, and with the assistance of representatives from business, the wider Auckland Council and central government, critical priorities for Auckland’s future economic performance have been identified. These are to:

· Establish a new Auckland Leadership Team

· Raise youth employability, which at the local level means:

o increasing the number of opportunities for young people to gain work experience

· Build, retain and attract talent, which at the local level means:

o encouraging our businesses to invest in skills

o thoroughly understanding Auckland’s skills shortages

· Build the Auckland business proposition for a business-friendly city

· Boost the investment rate into Auckland’s economy and infrastructure

· Motivate greater investment in products, services and markets, which at the local level means:

o promoting the benefits of innovation and entrepreneurship

o creating and connecting spaces for innovation and entrepreneurship

· Increase Auckland’s visibility internationally

· Optimise Auckland’s platforms for growth: housing, transport and availability of employment land, which at the local level means:

o developing and adopting a new implementation model to achieve growth in key locations – CBD and metropolitan centres

o leveraging the fibre network to its full potential

· Support improved performance of Māori businesses, which at the local level means:

o working to support Māori businesses to grow.

7. We are planning a workshop with local board economic development portfolio holders, ATEED and the Economic Development Committee on making local economic development in Auckland more strategic, focused and united. Further information will be provided through the local board advisors.

Local economic improvement projects

North Harbour signage project

8. The project for signage within the North Harbour Business Association area is currently on hold pending clarification from within Council about the ongoing ownership and maintenance of the proposed signs.

9. North Harbour Business Association is aware of this delay, and once this has been clarified the project will continue through to detailed design and consultation with the Upper Harbour Local Board.

Economic Development Overview

10. An economic development (ED) overview has been prepared for the Upper Harbour Local Board area. The overview outlines the current economic picture in Upper Harbour, recent trends, and identifies particular strengths or points of difference the local board area has in comparison to the region wide picture. It is primarily a data driven view drawing on the statistics available covering a range of indicators including demographics, incomes and housing, education and skills, employment and occupation, sectoral strengths, business growth and development trends.

11. The overview has been distributed to local board members, Council departments and BIDs. The information can be used to help inform the Local Board Plan currently under development.

12. Stand out facts about Upper Harbour from the ED overview include:

· Fastest growing local board area population in Auckland 2006-13, and high household incomes generating local strong local demand.

· The sector strengths of the economy in Upper Harbour are wholesale and retail trade, manufacturing, information, media and telecommunications, and professional and technical services.

· The local economy in Upper Harbour grew by an average of 6.7 per cent from 2002-12, double the Auckland regional average.

· Construction and engineering, ICT and niche manufacturing are the strongest sectors in Upper Harbour that compete internationally.

· There is a higher rate of NCEA level 2 achievement amongst school leavers in Upper Harbour compared to the region.

13. In 2012, GDP^{^[1]} in the Upper Harbour Local Board area totaled $4.2 billion, which was 5.3 per cent of the regional economy.

Upper Harbour’s industrial mix by GDP (2012)

Source: Infometrics

14. Employment in Upper Harbour increased by an average of 5.9 per cent per annum in the ten years from 2002-12, above the Auckland rate of 1.9 per cent. During this period Upper Harbour job numbers increased the most in professional, scientific and technical services (+2290), wholesale trade (+2240), retail (+1980), health care and social assistance (+1590), and education and training (+1580) sectors.

15. The current Upper Harbour Local Board Plan seeks to ensure that Upper Harbour continues to provide an ideal environment for businesses and their employees to thrive. The Board’s vision is that strong local economic growth continues and the area develops a reputation as a home for niche knowledge industries. The ED overview recognises these priorities and includes the following initial assessment of the strengths, challenges and opportunities within the local economy:

An assessment of Upper Harbour’s economic potential

Strengths		Challenges
Fast growing local population · Local population has grown steadily, is well qualified and has above average household incomes and levels of home ownership. High tech business base · Construction and engineering, ICT and niche manufacturing are the strongest sectors in Upper Harbour that compete internationally. · Attractive business park developments. Lifestyle · Attractive residential environment. · Good access to further education and training opportunities, including Massey University and Unitec Albany campus. · Excellent sports facilities, including North Harbour Stadium and the Millennium Institute of Sports and Health.		Limited local employment opportunities · Fewer jobs in knowledge intensive industries and a smaller proportion of jobs in professional and managerial roles than seen across the region. · Realising the marine industry opportunity at Hobsonville.
Opportunities
Business friendly	· Leverage the BID partnership programme in North Harbour. · Hobsonville transformation and growth. · Skills development and business growth from the digital economy. · Future business park developments.
Innovation and exports	· Build on the scale of activities in Upper Harbour in internationally competitive sectors and increase export potential. · Define pathways for firms to Auckland and national innovation programmes that assist commercialisation and business growth.
Skills	· Look to maintain links to tertiary providers to ensure young people are able to progress from school in to education and training in areas with employment prospects.
Vibrant and creative city	· Albany’s development as a metropolitan centre. · Visitor economy growth, linked to sports events/facilities.

BID Partnership Programme

16. The BID Partnership Programme approach is a public-private partnership between business associations that have a commitment to develop and promote their local business environment and Auckland Council. In work to date since Auckland Council was established, there has been a focus on sharing best practice and developing consistent governance, processes and practices across the region’s 46 BIDs.

17. Each BID has signed a partnering agreement with Auckland Council. These agreements define the relationship between Auckland Council and individual business associations operating as BIDs. Several have also signed a discretionary memorandum of understanding with their local board. The MOU is an opportunity to agree mutual goals and objectives and to support each other’s programme of work where applicable.

18. BID Partnership Advisors hold monthly networking meetings for BID managers and interested business associations that focus on professional development and sharing information and best practice. Topics covered from July to December 2013 include:

· Auckland Transport (importance of good parking in our centres)

· AGM checklist and meeting procedures

· ATEED – local events

· WiFi – how to make the most of Apps

· Overseas conferences–report back and learnings from BID attendees

· Signs and alcohol bylaws

· Social enterprises

· Using Marketview results for business attraction

· Media awareness

· Your Website – how to review it and improve it

· Using information from Local ED Overviews and opportunities to engage with Local ED Action Plans.

19. A refresh of the Auckland Region Business Improvement District Policy (BID Policy 2011) will be undertaken in 2014. The proposed BID Policy will go before the Regional Strategy and Policy Committee for final approval in November 2014.

20. The process to review the BID Policy will involve consultation with both business associations and local board representatives. Separate workshops will initially be held for the two stakeholder groups, followed by a combined workshop with both the business associations and local board representatives. Local board representative(s) are sought for involvement in the review process.

21. Any suggestions made at these workshops to amend the existing BID Policy (2011) will be brought before the Board for its consideration and feedback.

22. There is much activity happening with the establishment of new BID areas (including State Highway 16 and Devonport, who will be balloting in March 2014). Several other locations are actively working with the BID team on preparatory work towards establishment. Existing BIDs undertaking expansion ballots prior to June 2014 include Otahuhu and Manukau Central.

23. Twenty-seven existing BIDs have chosen to increase their amount of targeted rate funding for the 2014/2015 financial year. Every one of these proposed increases has followed the process of advising all members and receiving approval of the proposed new amount from members at Annual General Meetings.

North Harbour BID

24. North Harbour Business Association held their AGM on 7 November 2013. The AGM provided an opportunity for the members to hear the Chair’s overview of past activities. The General Manager then provided an update on their progress since the BID expansion ballot bringing the new members on board and an update on the strategic business plan for the next 12-18 months. Members ratified and adopted the BID target rate as $523,000 per annum for the 2014/2015 annual plan. There was no increase proposed.

25. The business association continues to attract additional income to support the BID targeted rate. This additional income comes via sponsorship and grants from other funding agencies and contributes 30 per cent of their total income. Grants that come via other agencies are used to support and implement crime prevention and transport management programmes aimed at reducing crime and traffic congestion in and around the North Harbour area.

26. North Harbour Business Association has hosted a number of member events to discuss the Proposed Auckland Unitary Plan, which has enabled the association to collate the feedback and put together a submission on behalf of members.

27. North Harbour Business Association is committed to running a value added networking programme, including Business Breakfast and Business after Five functions. Planning is underway for their 2014 Business Expo which also includes business development and training sessions. These sessions are videoed and made available to members who are not able to attend on the day.

Albany Village Business Association

28. The Albany Village Business Association continues to be a regular attendee at the monthly North West Business Association network meeting hosted by Council officers. They absorb the information and learn from other attendees.

29. Albany Village Business Association is not a BID and it does not have any intention of becoming a BID in the near future.

Ultrafast Broadband

30. The third year of the rollout of Ultrafast broadband (UFB) ends on 30 June 2014. The rollout is a third of the way through the nine year programme. So far over 60,000 premises region wide can connect to UFB with just over 11 per cent of these premises connected. This is in line with the rate of uptake predicted at the start of the UFB rollout.

31. Chorus intends to provide updates to Local Boards on the progress of the rollout in each area and Council officers will work with Local Board services to arrange times in the appropriate Local Board Workshops as the updates become available.

Public WiFi

32. Public WiFi is available in all 56 libraries and in 23 public open spaces around Auckland. In January 2014, the Libraries WiFi service was used 173,000 times by 110,000 people totalling 7.7 million minutes of free Wi-Fi usage. The public open space service has been experiencing network stability issues and this has limited usage. These issues are now resolved and we expect to see usage grow in line with Libraries usage. The public open space service was used 49,631 times by 44,419 people totalling 893,494 minutes of free WiFi usage.

Work programme 2014/2015

33. The proposed 2014/15 local economic development work programme in the Upper Harbour Local Board area is set out below.

CAPEX Project description

North Harbour signage development.

OPEX Project description

Economic analysis and planning.

BID Partnership programme in North Harbour.

Support for the roll out of ultrafast broadband and the sustainable and targeted provision of public WiFi.

Consideration

Local Board Views

34. This report informs the Upper Harbour Local Board on progress implementing the agreed local economic development work programme. Feedback from the Board is welcome to shape ongoing activities.

Maori Impact Statement

35. Matters relating to Māori wellbeing are addressed as part of specific projects and are reported in the relevant Board and committee reports.

General

36. N/A.

Implementation Issues

37. There are no implementation issues.

Attachments

There are no attachments for this report.

Signatories

Authors

Trudi Fava - Strategic Planner

Authorisers

Janet Schofield - Business Area Planning Manager

Eric Perry - Relationship Manager

Upper Harbour Local Board

25 March 2014

Auckland Council Property Limited Local Board Six-Monthly Update 1 July to 31 December 2013

File No.: CP2014/05175

Purpose

1. The purpose of this report is to update the Upper Harbour Local Board of the activities of Auckland Council Property Limited (ACPL) for the six months 1 July to 31 December 2013.

Executive Summary

2. ACPL’s goal is to be recognised as a “centre of excellence” that brings commercial expertise and provides value for money to Auckland Council across a discrete property portfolio valued at approximately $1 billion. ACPL provides commercial expertise in property management, the buying, selling of properties and by and strategically developing Council assets. As a substantive Council Controlled Organisation (CCO) with a commercial focus, ACPL provides crucial support to a Council organisation that efficiently and effectively achieves social, economic, cultural and environmental outcomes for Auckland.

3. In order to achieve our goal and meet the expectations of the Mayor and the Council, ACPL will work towards seven key outcomes over the next three years. These are:

· Properties managed for the Council and Auckland Transport (AT) are fit for purpose and net returns optimised.

· Place-shaping partnerships are effectively planned and managed to project completion and in accordance with Auckland Plan objectives.

· ACPL identifies housing opportunities and collaborates with partners to deliver exemplar housing developments, particularly in the more affordable spectrum of the market.

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

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

· Council and AT property disposals are undertaken in a commercially robust manner.

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

4. A summary of ACPL activities specific to the Upper Harbour Local Board is outlined in the ‘Discussion’ section of this report with supporting detail included in Attachments B, C, and D.

Recommendation/s

That the Upper Harbour Local Board:

a) receive the Auckland Council Property Limited Local Board Six-Monthly Update 1 July to 31 December 2013 report.

Discussion

Principles for working together

5. ACPL’s Local Board Engagement Plan (LBEP) states that a successful working relationship between local boards and ACPL is founded on the following high-level principles which will guide our engagement with the local boards:

· a shared understanding of and mutual respect for the roles, responsibilities and decision-making authority of local boards, the governing body and ACPL;

· transparent and timely communication with no surprises;

· understanding and acknowledgment of shared responsibilities between the parties;

· a commitment to a timely response to and resolution of issues raised by local board members;

· a commitment to early inclusion in the planning and decision making process where issues have a specific relevance to a local board;

· a commitment to flexibility in terms of engagement, recognising differing levels of interest and local relevance across the Auckland region.

6. ACPL’s commitment to the local boards is outlined in detail in our LBEP, which is attached as Attachment A for reference.

Workshops and Meetings

7. A schedule of Upper Harbour Local Board workshops and meetings attended by ACPL representatives from July to December 2013 is attached as Attachment B. The list includes property specific meetings and workshops relating to general property management and the ongoing portfolio Rationalisation Process.

Property Portfolio Management

8. ACPL manages all non-service properties. These are properties not immediately required for service delivery or infrastructure development that are owned by Auckland Council or Auckland Transport. The current property portfolio includes industrial sites and buildings, retail tenancies, cafés, restaurants, offices and a substantial portfolio of residential properties. ACPL’s improved property knowledge and understanding has enabled it to optimise revenue streams and identify future opportunities.

9. The property portfolio has continued to grow during the last six-months and now totals 1095 properties. Rent arrears and vacancies were effectively managed throughout the period. During Q1 the average monthly collectable arrears rate and vacancies rate were respectively 1.35% and 2.93%. ACPL’s return on the property portfolio for the quarter ending 30 September 2013 provides the shareholder a net surplus above YTD budget of $2m.

10. Property portfolio information detailing current ACPL managed commercial and residential property within the Upper Harbour Local Board area is attached at Attachment C of this report. The report includes each property’s classification or reason for retention along with additional notes to identify the nature of the property, such as a café within a library, or a residential property with tenancy in place. It has also been updated to show properties for which Council directs that the operating budget and lease revenue will be included in local board budgets from July 2014.

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

Portfolio Review and Disposals

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

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

14. Council is budgeting to receive proceeds from the sale of surplus properties of $80 million in 2012/2013 and $58 million in 2013/2014. The financial implication of not achieving these budgets would be higher debt and therefore higher interest costs compared to budget.

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

PROPERTY	DETAILS
8, 10, 12, 13, 13A, 16, 17, 18, 19, 20 Clearwater Cove-West Harbour and 11A Breakwater, Clearwater Cove-West Harbour : Westpark Marina	Ground lease owned by Council with use of land owned by lessee. ACPL evaluating future use options with the lessee. See paragraph 19 for more detail.

Place Shaping and Housing Initiatives

16. ACPL is contributing commercial input into around 40 Council-driven place-shaping and housing initiatives region wide. Involvement extends from provision of initial feasibility advice through to implementation, with projects ranging in size from $400k to in excess of $100 million.

17. A high level update on place-shaping and housing initiative activities in the Upper Harbour area is outlined in points below.

18. Hobsonville Point – Marine Industry Precinct/Yard 37 and The Airfields Residential: The 20ha site at Hobsonville Point originally designated for development as a Marine Industry Precinct/Yard 37 has recently been reduced in size to a maximum of 10ha due to the lack of commitment from the Marine Industry. ACPL in conjunction with Hobsonville Land Company are currently constructing Launch Road which is a key piece of infrastructure for both parties and the Marine Industry Precinct should it proceed. The works are currently programmed to be completed in late September 2014.

19. The residual 10ha named The Airfields, is to be developed as residential under the Housing Accords and Special Housing Areas (Auckland) Order 2013, Special Housing Area Tranche 1. Masterplanning for The Airfields component is currently underway.

20. Westpark Marina: The new marina operator has expressed a desire to discuss the potential to freehold the property through acquiring the Council’s lessor’s interest. The new operator also wants to explore the potential to develop a residential master plan for the site.

Acquisitions

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

22. A total of 54 property purchases to the value of $8.9m were completed during Q1. The number of acquisitions under active negotiations at the end of Q1 was 300 (253 AT and 47 AC).

23. Recent Council acquisitions have included:

· meeting open space requirements, particularly for subdivisions

· City Transformation projects

· Heritage projects

· Storm water projects.

24. Current acquisitions programmes for AT include:

· AMETI (Auckland Manukau Eastern Tamaki Initiative)

· CRL (City Rail Link)

· Te Atatu Road, Te Atatu road widening

· Dominion Road, Mt Eden road widening.

25. All properties were purchased within the valuation threshold agreed with Auckland Council and Auckland Transport.

26. Due to commercial sensitivities any Upper Harbour Local Board specific acquisitions detail will be provided direct to the local board by the Auckland Council or AT project owner.

Business Interests

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

Consideration

Local Board Views

28. This report is for the Upper Harbour Local Board’s information and seeks the views of the Local Board.

Maori Impact Statement

29. During the past six months ACPL has further developed our Maori engagement initiatives. Our enhanced process engages with the 19 key mana whenua groups in the Tamaki region on three fronts:

· identifying cultural significance concerns regarding disposal properties

· flagging commercial interests

· development partnering discussions.

ACPL also engages with relevant mana whenua in respect of development outcomes for ACPL lead projects.

30. ACPL has additionally undertaken to be part of Council’s Maori Responsiveness Plan pilot programme. The project’s key output will be an operational document outlining how ACPL will contribute to Council’s strategic and operational commitments to Maori. The Current State Assessment phase of this project has been completed and we are now in the Improvement Planning phase. ACPL will advise the Upper Harbour Local Board as appropriate of any specific discussions that arise in the local board’s area.

General

31. This report is intended to help ACPL meet its statutory obligations under the Local Government Act 2002. The relevant sections of the Local Government Act 2002 are noted below for information.

32. As provided in section 59(1) of the Local Government Act 2002, the principal objective of a CCO is to:

(a) achieve the objectives of its shareholders, both commercial and non-commercial, as specified in the statement of intent; and

(b) be a good employer; and

(c) exhibit a sense of social and environmental responsibility by having regard to the interests of the community in which it operates and by endeavoring to accommodate or encourage these when able to do so; and

(d) the CCO is a council-controlled trading organisation, conduct its affairs in accordance with sound business practice.

33. As provided in clause 1 of Schedule 8 of the Local Government Act 2002, the purpose of the SOI is to:

· state publicly the activities and intentions of a CCO for the year and the objectives to which those activities will contribute;

· provide an opportunity for shareholders to influence the direction of the organisation; and

· provide a basis for the accountability of the directors to their shareholders for the performance of the organisation.

Implementation Issues

34. There are no implementation issues.

Attachments

No.	Title	Page
a View	ACPL DRAFT Local Board Engagement Plan	25
b View	Schedule of Meetings and Workshops	41
c View	Properties Managed by ACPL in the Local Board area	43
d View	Property movement in the Local Board area	45
e View	Rationalisation Process Flowchart	47

Signatories

Authors

Caitlin Borgfeldt - Local Board Liaison, ACPL

Authorisers

David Rankin - Chief Executive, ACPL

Eric Perry - Relationship Manager

Upper Harbour Local Board

25 March 2014

Upper Harbour Local Board's submission to the review of Auckland Transport's Code of Practice (ATCOP)

File No.: CP2014/05173

Purpose

1. This report was deferred from the Upper Harbour Local Board meeting on Tuesday, 11 March 2014.

2. The purpose of the report is to afford the Upper Harbour Local Board the opportunity to provide formal feedback on the review of Auckland Transport’s Code of Practice (ATCOP).

Executive Summary

3. ATCOP provides quality standards to ensure that the function, condition and useful service life of transport assets is consistently achieved across the region.

4. The processes, standards and details articulated in ATCOP reflect the importance of a considered approach to the development, construction and care of the region's transport system, with robust engineering details, quality standards, defined layouts, whole-of-life design, value for money and robust construction across the entire network.

5. ATCOP applies to all new transport infrastructure and upgrades to existing infrastructure, including new subdivision development.

6. Auckland Transport is currently reviewing its Code of Practice; the closing date of the review is 31 March 2014.

7. The Upper Harbour Local Board has, on a number of occasions, expressed its concerns regarding the road widths in the area and those proposed for future developments. Section 7 of the review entitled ‘Road Layout and Geometric Design’, deals with standards for road configuration, including lane widths, cycle facilities, medians, road shoulders, etc.

8. The review of Auckland Transport’s Code of Practice provides the board with the opportunity to formally present feedback on the road widths. Attachment A outlines the board’s proposed response to the ATCOP review as prepared by Member John McLean.

Recommendation/s

That the Upper Harbour Local Board:

a) consider the proposed response to the ATCOP review, as prepared by Member John McLean, and provide written feedback to Auckland Transport.

Discussion

9. The ATCOP for design and construction of transport infrastructure, is intended for use by developers, contractors, consultants, service/utility operators, design engineers, planners, project managers and others who design and install transport facilities and services in Auckland.

10. The purpose of Section 7 of the ATCOP is to provide general commentary around the geometric design of roads and intersections based on the Auckland context. Geometric design in New Zealand is based on the current Austroads standards (Austroads: Guide to Road Design 2009) and the various other documents referenced in ATCOP Chapter 1, subsection 1.5.

11. These documents should be used as the initial reference points in understanding the geometrics and layout of the road. In certain situations, the standards may not be the best option, and therefore deviations from the standards are allowed as long as they are clearly documented and follow the departure from standards section contained in ATCOP Chapter 1, subsection 1.9.

12. The areas of concern raised by the Upper Harbour Local Board have been specific to road widths, medians and the shoulder of roads. Therefore Section 7 of the ATCOP is the most appropriate section on which to provide comment.

13. Lane widths should be suitable for the road classification and expected traffic volumes and are generally between 2.7 – 4.0m in width. A regional arterial is likely to have a high movement function and therefore the lanes should be designed to allow for vehicles to move freely with increased safety while a local road is more focused on the residents and families that use the area to walk and play and so the lane configuration should ideally be one that creates a slower environment with the use of parked vehicles and smaller lane widths. The table below lists the ideal widths to be used in proposed designs.

Road classification

Lane Width

Notes

Primary Arterial

3.5m desirable

3.0m minimum

The minimum width shown can only be used

when not on a bus or heavy freight route.

Secondary Arterial

3.5m desirable

3.0m minimum

The minimum width shown can only be used when not on a bus or heavy freight route.

Collector

3.0m desirable

4.0m maximum

The maximum lane width should only be

specified when the collector road is used

extensively by buses or for freight movement.

Local Roads

2.7m minimum

3.0m maximum

14. Flush medians are used to segregate traffic while still allowing vehicles the ability to turn right into side streets and properties without slowing the flow of vehicles. The drawback of flush medians is that they can often lead to higher speeds as the effect of side friction is no longer present and as such careful consideration of their use needs to be undertaken. The width of a flush median is dependent on the environment in which it is to be used. The table below outlines when a flush median could be used.

Road classification

Flush Median Width

Notes

Primary Arterial

2.5m minimum

3.0m desirable

Flush medians must be provided on all routes

unless a raised median is merited.

Secondary Arterial

2.5m minimum

3.0m desirable

Flush medians should be designed for average

width vehicles and should be wide enough to

allow vehicles to wait without fear of being hit.

Collector

2.0m

Flush medians should be provided only in

roads which have significant safety concerns

or high volumes of through-traffic.

Local Roads

0.00m

Flush medians are not recommended for use

on the local road network.

15. The road shoulder is an extension of the carriageway of a minimum of 0.5m which provides structural support to the sealed road. It is generally insufficient to be used for drivers to regain control and is therefore often used in conjunction with a ‘clear zone’, especially those roads with higher speeds than in the urban environment. The table below outlines the acceptable widths and the situations in which they can be used.

Shoulder Width (m)	Situation
0.5 – 1.0m	Only be used on low volume rural roads and pavement overlays / rehabilitations.
1.0m	The minimum width adjacent to a safety barrier and the desirable minimum for most situations.
1.5m	The normal width for a sealed shoulder
2.0 – 2.5m	For use on higher speed /volume roads, particularly where there is a need for vehicles to be able to stop outside of the running lanes.

Consideration

Local Board Views

16. The ATCOP review is a public process and the Upper Harbour Local Board’s views are sought through this report.

Maori Impact Statement

17. The ATCOP review is a public process and provides Maori with the opportunity to provide feedback by the closing date of 31 March 2014.

Implementation Issues

18. There are no implementation issues around providing feedback to the ATCOP review.

Attachments

No.	Title	Page
a View	Upper Harbour Local Board’s submission in respect to Auckland Transport’s Code of Practice	53

Signatories

Authors	Karen Marais - Local Board Services
Authorisers	Eric Perry - Relationship Manager

Upper Harbour Local Board

25 March 2014

Upper Harbour Local Board Discretionary Funds for the 2013/2014 financial year

File No.: CP2014/04161

Purpose

1. This report provides an update to the Upper Harbour Local Board on the availability of discretionary funding for the 2013/2014 financial year. It also provides a running total of the balances of the board’s various discretionary funds.

Executive Summary

2. The Upper Harbour Local Board has a number of discretionary funds available in the 2013/2014 financial year. The current balances of the Board’s discretionary funds are as follows:

Fund	Total available in 2012/13 ($)	Amount spent ($)	Balance remaining ($)
Local Board Discretionary Opex Fund	228,000*	41,506	186,494
Local Events Contestable Fund	35,000	34,984	16
Local Discretionary Community Grants	107,121	71,294	35,827
Local Board Local Events	17,546	17,546	0
SLIPs Funding	129,000*	129,000	0

*the figures above have been revised to reflect the changes made by the Finance department when finalising the 2013/2014 Annual Plan.

3. At its meeting on 11 March 2014, the Upper Harbour Local Board resolved to allocate its Local Board Discretionary Opex Fund as follows:

Project	Funding purpose	Amount
Albany Stadium Pool	For design peer review process	$20,000
Albany Community Hub	For operational expenditure towards the current Albany Community Hub project	$30,000
Hobsonville Point community facilities	For technical and other plans related to consent processes	$50,000
Extraordinary Community Grants	Allocate the remainder of the Upper Harbour Local Board discretionary opex fund for an extraordinary community grant funding round	$83,494
Extraordinary Community Grants	Marketing and advertising of the extraordinary community grant fund, with any unspent money to be returned to the funds available for disbursement as grants	$3,000
	Total	$186,494

Recommendation/s

That the Upper Harbour Local Board:

a) receive the Upper Harbour Local Board Discretionary Funds for the 2013/2014 financial year report.

Attachments

There are no attachments for this report.

Signatories

Authors	Karen Marais - Local Board Services
Authorisers	Eric Perry - Relationship Manager

[1] Gross Domestic Product is the total market value of goods and services produced in the Local Board area, minus the cost of goods and services used in the production process. GDP for each Local Board was estimated by Infometrics Ltd using 1995/96 prices and a top down approach. These have been converted to 2012 prices by an inflation multiplier.

Chairperson	Brian Neeson, JP
Deputy Chairperson	Lisa Whyte
Members	Callum Blair
	John McLean
	Margaret Miles, JP
	Christine Rankin-MacIntyre

Authors	Lesley Sharp - Local Board Democracy Advisor
Authorisers	Eric Perry - Relationship Manager