Agenda of Ōtara-Papatoetoe Local Board

Ōtara-Papatoetoe Local Board

15 September 2014

ITEM TABLE OF CONTENTS PAGE

1 Welcome 5

2 Apologies 5

3 Declaration of Interest 5

4 Confirmation of Minutes 5

5 Leave of Absence 5

6 Acknowledgements 5

7 Petitions 5

8 Deputations 5

8.1 Deputation - Pasifika Centre at MIT 6

8.2 Deputation - Galaxy Education Services 6

9 Public Forum 6

10 Extraordinary Business 6

11 Notices of Motion 7

12 Manukau Ward Councillors Update 9

13 Adoption of the Ōtara-Papatoetoe Local Economic Development Action Plan 11

14 Local Economic Development - Strategic Plans for Old Papatoetoe and Otara Town Centres 35

15 Auckland Council Property Limited Local Board Six-Monthly Update 1 January to 30 June 2014 39

16 Deferral of 2014/15 capital projects - Ōtara-Papatoetoe Local Board 53

17 Volunteer Awards 63

18 Manukau Harbour Stormwater Network Discharge Consent – Stormwater Priorities Consultation 65

19 Review of Alcohol Control Bylaws - Proposed bylaw for local board feedback 101

20 Otara-Papatoetoe Local Event Support Fund - Round 1 2014/2015 135

21 Local board involvement in liquor licencing processes 137

22 Otara Papatoetoe Local Board’s Submission on the Proposed Signage Bylaw 2014 141

23 Regional Facilities Auckland - Fourth Quarter Report 2013-14 173

24 For Information: Reports referred to the Ōtara-Papatoetoe Local Board 177

25 Ōtara-Papatoetoe Local Board Workshop Notes 179

26 Ōtara-Papatoetoe Local Board Reports and Actions Pending 185

27 Otara Papatoetoe Local Board members portfolio update 191

28 Chairpersons Announcements 195

29 Consideration of Extraordinary Items

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 Ōtara-Papatoetoe Local Board:

a) confirm the ordinary minutes of its meeting, held on Monday, 18 August 2014, and the Local Board Plan Hearings – Ōtara-Papatoetoe Local Board meeting, held on Friday 29 August 2014, as a true and correct record.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

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

8 Deputations

Standing Order 3.20 provides for deputations. Those applying for deputations are required to give seven working days’ notice of subject matter and applications are approved by the Chairperson of the Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

8.1 Deputation - Pasifika Centre at MIT

Purpose:

1. To update the Ōtara-Papatoetoe Local Board regarding the Pasifika Centre at MIT.

2. The Pasifika Centre Community Lead Group would like to discuss with the Ōtara-Papatoetoe Local Board the Pasifika Centre and the strategic importance of the Centre’s planned activities to address Pasifika educational under-achievement and participation, employability, employment in skilled and sustainable employment and economic development. The Centre will be a very significant gathering place for all Pasifika communities in Auckland, a prominent Pasifika community facility in Auckland Southern region where people will come together to celebrate, collaborate, learn and support each other.

3. To seek the support of the Ōtara-Papatoetoe Local Board for the establishment of the Pasifika Centre at MIT for the Pasifika communities of Auckland, and in particular Pasifika communities of Auckland South.

Recommendation/s

That the Ōtara-Papatoetoe Local Board thanks the members of the MIT Pasifika Centre Community Lead Group, for their presentation.

8.2 Deputation - Galaxy Education Services

Purpose:

1. To present an education proposal to the Ōtara-Papatoetoe Local Board on behalf of Galaxy Education Services.

2. Attached an introductory document to provide an overview of the proposal.

Recommendation/s

That the Ōtara-Papatoetoe Local Board thanks Chiman Kesha, Director, Galaxy Education Services, for his presentation.

Attachments

a Education proposal............................................................................... 199

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.

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

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.

Ōtara-Papatoetoe Local Board

15 September 2014

Adoption of the Ōtara-Papatoetoe Local Economic Development Action Plan

File No.: CP2014/18633

Purpose

1. The purpose of this report is to seek adoption of the local economic development (ED) action plan for Ōtara-Papatoetoe.

Executive summary

2. Local boards are in a unique position to understand their local economy, work with the local business community, facilitate growth in industries in which their area has a competitive advantage, and advocate or catalyse activities for local economic development.

3. The local ED action plan has been developed in collaboration with a wide range of stakeholders who helped identify challenges and opportunities within the Ōtara-Papatoetoe economy and shape the actions within the plan. The board is now being asked to adopt the Ōtara-Papatoetoe Local ED Action Plan.

4. The report outlines proposed amendments to the local ED action plan. These changes reflect further feedback received from stakeholders since the local board workshop on 27 June 2014.

5. New projects for consideration by the local board are identified within the action plan and can only proceed if funds are allocated.

Recommendation

That the Ōtara-Papatoetoe Local Board:

a) Adopts the Ōtara-Papatoetoe Local Economic Development Action Plan (August 2014).

Comments

6. The Ōtara-Papatoetoe ED overview has provided the information base for the action plan, describing the economic picture in Ōtara-Papatoetoe, recent trends, and identifying particular strengths or points of difference the local board area has in comparison to the region. Meetings were held with key stakeholders to further understand the issues and develop actions.

7. The Ōtara-Papatoetoe Local Economic Development (ED) Action Plan supports the Auckland Plan and actions are grouped under the priorities and cross cutting themes of Auckland’s Economic Development Strategy (EDS). The priorities of the EDS are to:

· grow a business friendly and well-functioning city

· develop an innovation hub of the Asia-Pacific rim

· become internationally connected and export driven

· enhance investment in people to grow skills and a local workforce

· develop a creative, vibrant international city.

8. Where possible the local ED action plan has also used feedback from the engagement processes for the draft Local Board Plan and draft Area Plan. The action plan has been developed to align and deliver on the priorities set by these guiding documents. The economic key moves within the draft Area Plan are:

· Transition Manukau from a city centre to a vibrant metropolitan centre.

· Ōtara (Ōtara town centre to Ōtara Lake) transformation and business and community partnerships.

· Strengthen and enhance the vitality of Old Papatoetoe and Hunters Corner town centres.

· Maintain and strengthen the economic role of the East Tāmaki, Manukau Central, Bairds Road and Lovegrove Crescent industrial areas as key employment areas for Ōtara-Papatoetoe’s residents.

9. The action plan provides a framework to guide local economic development actions in Ōtara-Papatoetoe for the next three to five years. It provides a mechanism for the local board to engage with organisations delivering economic development initiatives and the local business community.

Consideration

Stakeholder engagement and feedback

10. The following Auckland Council departments, teams and Council Controlled Organisations (CCOs) were involved in developing the Local ED action plan: Auckland Council (City Transformation, Community Development Arts and Culture, Economic Development, Infrastructure and Environmental Services, Local Board Services, Planning south, Parks, Sports and Recreation, Te Waka Angamua), ATEED, ACPL, Auckland Transport and COMET.

11. Stakeholders provided input and feedback to the action plan: Counties Manukau District Health Board, Housing NZ, Manukau Institute of Technology, Business Improvement Districts (Greater East Tāmaki Business Association (GETBA), Hunters Corner Business Association, Manukau Central Business Association, Ōtara Business Association, Papatoetoe Business Association), Wiri Licensing Trust, NZ Police. Other stakeholders engaged include AUT and Pacific Business Trust.

12. As an input to the action plan, a well-attended workshop was held on 14 May 2014 to identify achievements, and discuss issues and opportunities in the local skills ecosystem. Representatives were invited from Sir Edmund Hillary Collegiate, Papatoetoe High School, Tangaroa College, COMET, Te Wānanga o Aotearoa, Hi tech Youth Network, Careers NZ, C-Me, Lifegate, Corporate Academy, SENZ, GETBA, MCBA, MIT, and Youth Connections.

13. The feedback from stakeholders has been positive and there is a willingness to engage with the local board to deliver the actions. As a result of feedback, the following minor amendments, in addition to those discussed by the local board at the 27 June 2014 workshop, have been made:

Actions 6, 14, 22 – in their feedback, GETBA provided support for the action plan’s partnership approach and indicated their willingness to collaborate on a number of initiatives across skills and pathways to employment, safety and security, innovation and implementing the East Tamaki Business Precinct Plan and Integrated Business Precinct Plan for the Industrial South. GETBA highlighted their role as a conduit helping businesses access information and resources to assist them to grow their turnover, export activity and profitability. Therefore, GETBA has been added as an interested party to a number of actions, reflecting their promotion of services offered by ATEED, NZTE, Callaghan Innovation and others.

Actions 3.3 – Housing NZ noted that it is a major asset holder managing 3,488 dwellings within the Ōtara-Papatoetoe local board area and is a key stakeholder in the local community. Its redevelopment programme will, in the future, look to make better use of the land asset to increase the supply of affordable housing and improve the housing choices available. Housing NZ indicated that it would welcome the opportunity to work with Auckland Council, MIT and other key stakeholders to formulate an integrated plan to guide the future of Ōtara town centre and has been added as an interested party to action 3.3. Housing NZ also notes the current infrastructure constraints (stormwater, water and wastewater) to urban renewal in Ōtara. Housing NZ also supports actions 13.1 and 13.3 and the local board’s advocacy for public transport improvements in the Ōtara-Papatoetoe area.

Action 28 – new action reflecting the scoping work underway on resource recovery initiatives and the potential for establishing Community Recycling Centres (CRCs) in the south.

Actions 11.2 & 11.3 – new actions based on feedback from the Parks, Sport and Recreation Department to incorporate the importance of open space assets to the future success of Manukau city centre (with links to sport and recreation facilities and the development of Hayman Park).

Local board views and implications

14. The Ōtara-Papatoetoe Local Board has been kept up to date with the development of the local ED action plan – workshops were held with the board on 7 March 2014 and 27 June 2014 and local board feedback has been incorporated.

Māori impact statement

15. When economic development initiatives focused on Māori are developed into project scopes, further consultation with mana whenua would be required.

Implementation

16. The Local ED Action Plan will form the basis for prioritising the local economic development work programme for the local board. The work programme includes on-going (building on existing) and potential new projects for years 1 – 3 (2014/15-2016/17).

17. The following suggested new projects are proposed as priorities for consideration by the local board:

· Establish a cross sectoral group of public and private sector partners to support Manukau city centre’s transformation as the metropolitan centre in the heart of south Auckland, promoting investment and employment growth.

· Map the existing skills ecosystem in the area. This would lead to opportunities for greater coherence and increased collaboration. The audience would include the Youth Guarantee network, career advisors, Deputy Principals and Māori and Pacific trades training consortia.

· Establish a virtual ‘one stop shop’ brokerage service that bridges schools, PTEs, business associations and employers, Gateway and the six vocational pathways to match opportunities offered by employers with the requirements of training and accreditation programmes.

18. These new projects can be scoped for local board approval and funding. The board may wish to consider reallocating budget to fund a new project in the current (2014/15) or next (2015/16) financial year.

19. Prior to June 2015, the Local Economic Development team will hold a planning workshop with the local board. At the workshop there will be a review of the action plan, and the priority projects will then be agreed as the local economic development work programme for 2015/16.

Attachments

No.	Title	Page
a View	Ōtara-Papatoetoe Local Economic Development Action Plan (August 2014)	15

Signatories

Authors

Trudi Fava - Strategic Planner

Authorisers

Janet Schofield - Business Area Planning Manager

Carol McKenzie-Rex - Relationship Manager

Ōtara-Papatoetoe Local Board

15 September 2014

Local Economic Development - Strategic Plans for Old Papatoetoe and Otara Town Centres

File No.: CP2014/20408

Purpose

1. The purpose of this report is to circulate the completed strategic plan for the Otara Town Centre and to seek further funding to develop a strategic plan for Old Papatoetoe Town Centre.

Executive Summary

2. In December 2013 the board granted $15,000 to the Otara Business Association to develop a strategic plan for Otara Town Centre. The strategic plan has been completed and is circulated with this agenda. A number of actions are identified in the plan to improve the vitality of Otara Town Centre.

3. The board declined to fund a similar grant to Papatoetoe Central Main Street Society to fund a strategic plan for Old Papatoetoe because of budget constraints, but resolved to reconsider this under 2014/2015 budgets.

4. The board is now asked to consider again granting $15,000 for a strategic plan for Old Papatoetoe Town Centre, which would address significant expected changes in Old Papatoetoe.

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) Receive the Otara Town Centre Strategic Plan.

b) Consider granting $15,000 to the Papatoetoe Central Main Street Society Incorporated for a strategic plan for the Old Papatoetoe town centre, from the Community Response Fund (opex).

c) Requests that the strategic plan:

i. include methods to establish the long term financial sustainability of the association, without reliance on financial assistance from the local board, either for core functions or for recurring events.

ii. propose a long term vision for the development of the Old Papatoetoe town centre, in a form that can contribute to the Ōtara-Papatoetoe Local Board Plan and Area Spatial Plan implementation.

iii. be completed by 31 January 2015, and reported back to the board in February 2015.

Discussion

5. On 9 December 2013 the board received a report requesting grants to fund strategic plans for Otara and Old Papatoetoe town centres. The former Manukau City Council funded the development of strategic plans for both Otara and Old Papatoetoe in 2008, and these were due for renewal in 2014.

6. The board resolved to grant $15,000 to the Otara Business Association (OBA) to develop a strategic plan for Otara Town Centre. The board declined to make a similar grant for Old Papatoetoe because of budget constraints, but resolved to reconsider this under 2014/2015 budgets (OP/2013/1).

Otara Strategic Plan

7. Consultants Evolve Marketing Limited were retained to develop the strategic plan for Otara Town Centre (OTC). The plan has been completed (Attachment A).

8. The plan includes a situation analysis and identifies key issues, including shelter, variety of shops, parking, people, cooperation between retailers, community facilities, safety, crime, health and visual amenity.

9. The strategic plan includes 29 action plans that have been ranked according to their priority. The proposed actions include these:

a) Enhancing the profitability and ensuring the sustainability of the Town Centre, by

• Investigating a “brand” supermarket locating to the Otara Town Centre

• Retail Mix Master Plan – develop a master plan outlining the desired mix of tenants and how they will be compartmentalised into physical precincts within OTC

b) Branding Otara as the “Heart of Pasifika” by

• Events schedule working with Otara Music and Arts Centre and Fresh Gallery

• Development of a website and an active Facebook page

• Development of a cultural craft market

c) Improving the physical environment by advocating to the local board with regards to placemaking capex projects by

• Relocation and modernisation of the playground

• Creation of a purpose-built “elders sitting area”

• Gating the centre for safety reasons

10. In making the grant to OBA, the board suggested that the strategic plan must:

“i. include methods to establish the long term financial sustainability of the association, without reliance on financial assistance from the local board, either for core functions or for recurring events.

ii. propose a long term vision for the development of the Ōtara town centre, in a form that can contribute to the Ōtara-Papatoetoe Local Board Plan and Area Spatial Plan processes.

iii. be completed by 30 April 2014, and reported back to the board in May 2014.”

11. In regard to these local board suggestions, the strategic plan makes connections to the draft local board plan, and findings that can be fed into the area plan. However, apart from the proposed establishment of a night market and Saturday craft market, discussion is light on how to ensure the long term financial sustainability of OBA. But should the overall prosperity of the town centre grow in response to the initiatives put forward in the strategic plan there would be the opportunity to explore raising the targeted rate at the town centre, although it is noted that of the 48 BIDs across the Auckland Council region the Otara BID has the eleventh highest targeted rate in the dollar.

Old Papatoetoe

12. Local Economic Development staff now request that the board consider granting $15,000 to the Papatoetoe Central Main Street Society Incorporated for a strategic plan for the Old Papatoetoe town centre.

13. A new strategic plan would take into account the changing circumstances of Old Papatoetoe, including the Tavern Lane and mall revitalisation development by Auckland Council Property Limited, and the Proposed Auckland Unitary Plan, which has opened the possibility of 6 storey apartment and commercial buildings in the town centre, and a general increase in population density in surrounding areas.

14. In December 2013 the board resolved in relation to Old Papatoetoe that it:

“Makes no grant in the current financial year to the Old Papatoetoe Business Association, but will reconsider this when detailed budgets are decided under the Annual Plan/Local Board Agreement 2014/2015.”

15. The board made no allocation for this purpose in the 2014/2015 budgets, and the only source of funding for the proposed grant would be the Community Response Fund (Opex), which although depleted, retains sufficient funds to cover a grant of $15,000.

Consideration

Local Board Views

16. The Otara-Papatoetoe Local Board has five business associations participating in the BID programme within their catchment area and a representative of the board is appointed to each of these associations.

Maori Impact Statement

17. There are no particular impacts on Maori arising from the recommendations of this report. Strategic plans for both town centres would benefit respective communities.

General

18. The recommendation contained in this report falls within the Local Board delegated authority

Implementation Issues

19. There are no implementation issues.Attachments

No.	Title	Page
a View	Otara Town Centre Strategic Plan (Under Separate Cover)

Signatories

Authors

Neil Taylor - Senior Local Board Advisor

Shirley Samuels - BID Partnership Advisor

Authorisers

Carol McKenzie-Rex - Relationship Manager

Ōtara-Papatoetoe Local Board

15 September 2014

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

File No.: CP2014/19884

Purpose

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

Executive summary

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

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

4. ACPL’s seven key outcomes:

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

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

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

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

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

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

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

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

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) accept the Auckland Council Property Limited Local Board six-monthly update 1 January to 30 June 2014.

Comments

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

Property Portfolio Management

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

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

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

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

§ Current ACPL managed commercial and residential property within the Ōtara-Papatoetoe Local Board

§ Each property’s classification or reason for retention

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

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

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

Portfolio Review and Rationalisation

Overview

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

Performance

13. January to June 2014 Targets

UNIT	TARGET	ACHIEVED	COMMENTS
Portfolio Review	$12.3m disposal recommendations	$14.8m	These recommendations include $5.6m of sites that are identified for development projects

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

15. 2014/2015 Targets

UNIT	TARGET	COMMENTS
Portfolio Review	$30m disposal recommendations	These targets will include disposal recommendations and sales for sites that are identified for place-shaping and housing development projects
Development & Disposals	$30 net sales

Process

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

Under review

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

PROPERTY

DETAILS

Cavendish Drive Redevelopment Site

203, 207, 211, 215 & 219 Cavendish Drive, Manukau

56 Clendon Ave, Manukau

Vacant sites left behind after a road widening project. Released by AT as not required for infrastructure purposes and recommended for sale in July 2013. The council deferred the decision to sell pending further work by the Ōtara-Papatoetoe Local Board on a business case to retain these properties for development of a community facility. The board’s business case was reviewed by the council’s Portfolio Review Steering Group and was not supported due to a lack of budget to fund the development. The properties were re-presented to the Governing Body in April 2014 and cleared for sale.

31 – 33 Manukau Station Road, Manukau (aka Lot 59)

This section is currently providing on-grade car parking. ACPL is providing commercial advice to City Transformations and Auckland Transport (AT) in the review of Transport Oriented Development options for this 1.7 hectare site. The site is currently progressing through the Rationalisation Process to evaluate future use options with a view to clearing it for development. On 18 August 2014 the Ōtara-Papatoetoe Local Board endorsed ACPL’s disposal recommendation for this site. The site is due to progress to the Governing Body on 18 September 2014 as recommended for sale and development. See paragraph 24 below for more detail.

Place Shaping and Housing Initiatives

Overview

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

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

Local Activities

20. A high level update on place-shaping and housing initiative and proposal activities in the Ōtara-Papatoetoe area is outlined in points below.

21. Papatoetoe Shopping Centre - commercial: Sale of the supermarket to Foodstuffs has been completed including some expansion land to facilitate an upgrade to the store. Collapsing the current sub-lease structure is underway to create the new titles. Concept design work is underway on the rest of the retail area. The car-park expansion reclassification of land to allow public use car-parking is well advanced.

22. Papatoetoe Town Centre – Tavern Lane residential: ACPL is progressing discussions on the opportunity for terrace or apartment style housing on the Tavern Lane site. A memorandum of understanding has been agreed with Infratil along with a development timeline. The concept bulk and location spatial planning is advancing. Feasibility and final commercial terms are being worked up.

23. Cambridge Terrace: Residential development for eight houses. Subject to an unconditional sale to the New Zealand Housing Foundation. ACPL is undertaking on-going monitoring of the development for which construction has commenced.

24. 17 George Street, Papatoetoe: This property is a 1960’s office/retail building with a floor area of approximately 442m2. It is presently leased to a mixture of commercial tenants and forms a part of the wider Old Papatoetoe site managed by ACPL. ACPL has had an Initial Evaluation Procedure assessment carried out on the building and is conducting on-going investigations. Costings have been obtained and feasibility is being assessed for strengthening the building.

25. Manukau City - Lot 59 Transit Oriented Development (TOD): This section is currently providing on-grade car parking. ACPL is providing commercial advice to City Transformations and Auckland Transport (AT) in the review of development options for this 1.7 hectare site. It has been identified by AT as the location for a new bus interchange to service the roll-out of the new network. Completion is anticipated mid-late 2015. Further development potential for this site includes a precinct style or integrated development. The site is currently progressing through the Rationalisation Process to evaluate future use options with a view to clearing it for development. ACPL will provide on-going commercial development advice to the project team.

26. Manukau City – South Hayman: This is an approximately 2 ha site between Manukau Station Road and the South Western Motorway. It has been identified as a possible temporary on-grade car park to help facilitate the development of Lot 59.

27. Manukau City – 20 Barrowcliffe Place, Manukau Central: Section 13: This approximately 6.5 ha site is on the southern side of the South Western Motorway just across the border into the Manurewa Local Board area. The site has been identified for possible housing development. On 28 August 2013 the Portfolio Review Steering Group agreed to transfer the 6.5Ha potential development site from service to non-service. This has enabled the property to progress into the Rationalisation Process to be cleared for sale prior to engaging with potential developers through an Expression of Interest and Request for Proposal process. On 14 August 2014 the Manurewa Local Board resolved to endorse ACPL’s disposal recommendation subject to a number of conditions. The Manurewa Local Board’s resolution is available via Auckland Council website. The property is due for presentation to the Governing Body in September 2014 as recommended for sale and development.

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

Acquisitions

Overview

29. 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.

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

Council Acquisitions

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

PROPERTY	STAKEHOLDER	PURPOSE	LOCAL BOARD
109 Flatbush School Road Lot 604, Flatbush	City Transformation	City Transformation	Howick
52 Waitangi Road, Onehunga	Community, Policy & Planning	Open Space	Maungakiekie-Tamaki

Auckland Transport Acquisitions

32. 72 properties were also acquired over the past six-months on behalf of AT. The focus was on acquisitions to support major transport projects such as Auckland Manukau Eastern Transport Initiative (30 acquisitions) Dominion Road (7 acquisitions) Te Atatu Road (9 acquisitions) and City Rail Link (16 acquisitions). Full details of relevant AT projects and associated acquisitions will come to the local board directly from AT.

Business Interests

33. 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 Ōtara-Papatoetoe Local Board area.

Consideration

Local Board Views and Implications

34. This report is for the Otara-Papatoetoe Local Board’s information.

Maori Impact Statement

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

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

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

Implementation

38. There are no implementation issues.

Attachments

No.	Title	Page
a View	Schedule of meetings and workshops	45
b View	Properties Managed by ACPL in the Local Board area	47
c View	Property movement in the Local Board area	51

Signatories

Authors

Caitlin Borgfeldt - ACPL Local Board Liaison

Authorisers

David Rankin – ACPL Chief Executive

Carol McKenzie-Rex - Relationship Manager

Ōtara-Papatoetoe Local Board

15 September 2014

Deferral of 2014/15 capital projects - Ōtara-Papatoetoe Local Board

File No.: CP2014/19941

Purpose

1. To seek agreement from the Ōtara-Papatoetoe Local Board to the list of capital projects outlined in Attachment A that are proposed for deferral from 2014/15, prior to consideration by the Finance and Performance Committee on 18 September 2014.

Executive summary

2. Prior to decisions being made by the Finance and Performance Committee regarding a 2014/15 capex deferral programme, engagement was held with all local boards.

3. Between 12 and 19 August 2014, staff attended 21 local board workshops to outline the capex deferral process and obtain feedback on proposed deferrals affecting each local board area.

4. On 21 August 2014, the Finance and Performance Committee resolved that decisions on the deferral of local board capital projects from 2014/15 to 2015/16 be deferred until local boards have formally considered and responded to each project in full (FIN/2014/47).

5. The list of capex projects proposed for deferral is outlined in Attachment A.

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) formally consider and agree the deferral of capex projects outlined in Attachment A to 2015/16.

b) note that any projects where timing has been deferred, but project planning is underway, should be given high priority in the 2015/16 capital programme.

Comments

Background

6. As foreshadowed in the 2014/15 Annual Plan and LTP workshops, operating budgets for 2015/16 (the first year of the LTP 2015-2025) would need to be reduced by about $90 million to achieve a 2.5 per cent average rates increase.

7. It is not possible to reduce the average rates increase for 2015/2016 down to 2.5 per cent solely by reducing or deferring capex in that particular year. The lagged impact of changes in the capital programme on operating budgets means that reducing or deferring capex in 2014/15 will have a greater impact on rates for 2015/16.

8. Since amalgamation the quantum of planned projects each year has exceeded the council parent’s capacity to deliver. While delivery capacity is now increasing, a significant bow wave has built up. This historical underspend is acknowledged in the Annual Plan and factored into council’s rates and debt projections by way of a $207 million assumed underspend. However, the individual projects that will not be delivered are not explicitly identified in the Annual Plan as they had not yet been identified.

9. Council staff have reviewed 2014/15 capex budgets to identify work that must be completed this year as a matter of practical necessity, or where not doing the project in this timeframe would negatively impact existing service levels, external revenue or the realisation of efficiency savings.

10. The specific categories used to develop the list of deferred projects and process undertaken is explained further in Attachment B which was circulated to Local Boards prior to the proposed capex projects for deferral being discussed at a recent workshop.

11. In order to develop a realistic capex programme for 2014/15 and contain pressure on rates in 2015/16, staff recommend that the capex projects included in Attachment A for the council parent be explicitly deferred from 2014/15 to 2015/16, and be included as part of the LTP prioritisation process.

12. Between 12 and 19 August, staff attended workshops for all 21 local boards to obtain feedback on the proposed capital deferral schedules for 2014/15. This engagement provided opportunity for local boards to ask questions, reinforce the reason for deferring capital funds and provide feedback on the status of projects in alignment to criteria used to assess proposed deferrals.

13. Of the total proposed projects for deferral tabled at the Finance and Performance Committee on 21 August 2014, regional projects amounted to $80 million, local projects amounted to $35 million and CCO’s collectively deferred $109m.

14. Staff reduced the total of local projects for deferral by approximately $7 million due to responding to the information provided through the recent workshops held with local boards. These reductions were due to corrections in applying the criteria used for identifying potential deferrals. Attachment A takes into account these reductions.

15. Local boards also identified projects that are discretionary and could be deferred, but which are very important to their local community. Rather than making decisions about removing any high-priority discretionary projects from the deferral list, staff included these comments in the schedule provided to the Finance and Performance Committee.

16. The decisions being made are budget adjustments that represent timing changes only. Any decisions to drop or reprioritise projects should be made as part of the LTP process.

17. Through September and October Local Boards, the Governing Body, CCOs and council staff will all contribute to the development of draft LTP 2015-2025 budgets in response to the Mayoral Proposal. Decisions on discretionary local budgets will be made by Local Boards in October and decisions on regional activities and local asset based services will be made by the Budget Committee on 5-7 November.

18. Local Board Plans, along with the Auckland Plan and the agreed spatial priorities will help inform this prioritisation. Final decisions on which projects are included in the LTP 2015-2025 will be made by 30 June 2015, following full public consultation.

Attachments

No.	Title	Page
a View	Attachment A, List of 2014/15 projects proposed for deferral until 2015/16 including Local Board feedback	57
b View	Attachment B, Local Board memo distributed prior to the workshops on 7 August 2014	59

Signatories

Authors

Taryn Crewe – Financial Planning Manager Council Parent

Authorisers

Matthew Walker - Manager Financial Plan Policy and Budgeting

Carol McKenzie-Rex - Relationship Manager

Karen Lyons – Manager Local Board Services

Ōtara-Papatoetoe Local Board

15 September 2014

Manukau Harbour Stormwater Network Discharge Consent – Stormwater Priorities Consultation

File No.: CP2014/18692

Purpose

1. To inform the local board about the Manukau Harbour stormwater network discharge consent consultation process, and request feedback on priorities and criteria for the management of Auckland Council’s public stormwater network to mitigate its existing and potential future effects on Auckland’s environment.

Executive summary

2. The stormwater unit is seeking feedback on priorities for stormwater management in the Manukau Harbour consolidated receiving environment (CRE); the area of land draining to the Manukau Harbour.

3. A number of stormwater issues have been identified around the Manukau Harbour. These include:

· effects from aging and under-designed infrastructure and assets,

· effects from poorly managed growth, flooding (or the risk of flooding),

· effects to urban streams, contamination of the harbour and coastal inlets,

· effects to groundwater,

· and stormwater effects on the operation of the wastewater network.

4. The Manukau Harbour CRE stormwater priorities consultation process is focusing on two specific questions:

a) from the stormwater issues identified, what does the local board consider are the priorities for the Manukau Harbour CRE and what must be most urgently addressed?

b) From the stormwater unit’s responsibilities, what does the local board consider to be the criteria that Council should use for selecting stormwater management priorities?

5. A workshop with local board representatives was held on 30 July 2014 to discuss these questions in detail. Feedback from this workshop is briefly summarised in this report.

6. Formal feedback received from the consultation process will be summarised and assist with setting priorities for the network discharge consent application.

7. Based on priority issues and the selected criteria for prioritisation, a “best practicable option” to managing stormwater discharges from the public network will be developed for consideration as part of the network discharge consent application.

Recommendations

That the Ōtara-Papatoetoe Local Board:

a) receive the report.

b) provide feedback to the stormwater unit by the 30 September 2014.

c) indicate whether they would like to receive further updates on the outcomes of the Manukau Harbour Stormwater consultation process.

Comments

The Auckland-wide Stormwater Network Discharge Consent

8. Auckland Council is required under the Resource Management Act (1991) to obtain resource consents to discharge stormwater from the region’s stormwater network into the natural environment (a stormwater network discharge consent).

9. A high level, broad-scale assessment approach to the stormwater network discharge consents is being proposed through an Auckland-wide network discharge consent.

10. Within this consent, 10 Consolidated Receiving Environments (CREs) have been identified for the Auckland region and are the focus for consultation. Consultation on the Waitematā Harbour CRE and Greater Tāmaki CRE has been completed. This agenda report considers consultation on the Manukau Harbour CRE (See Figure 1).

11. The Manukau Harbour CRE covers an area of about 879 km². Approximately 145 km² or 16.5% of this total area is considered urban. The harbour itself is 4.5 times the area of the Waitematā Harbour, occupying an area of some 340 km², and is the second largest harbour in New Zealand. The catchment also includes a number of different types of significant regional infrastructure, such as the Auckland Airport, Manukau Wastewater Treatment Plant (MWTP), North Island Main Trunk Railway line (NIMT), and state highways.

12. Auckland Council has published three documents explaining consultation surrounding the Manukau Harbour network discharge consent stormwater priorities, issues and criteria:

a) The Manukau Harbour CRE: Stormwater Priorities Consultation - Information Brochure and Request for Feedback (attached to this report)

b) Frequently Asked Questions – including a list of detailed responses to the frequently asked questions about this project. (attached to this report)

c) The Manukau Harbour CRE: Stormwater Priorities Consultation Summary Report – a detailed technical report regarding the challenges of managing the stormwater draining throughout the Manukau Harbour CRE. This report contains details regarding key issues within the Manukau Harbour CRE consolidated receiving environment, along with an explanation of the potential criteria for prioritisation.

How will the stormwater network discharge consents affect you?

13. The stormwater network consent will set parameters around priorities for stormwater management. It will also provide a framework to authorise where works will be undertaken to improve stormwater management through physical projects and sub-catchment initiatives (i.e. individual stream catchments within the greater consolidated receiving environment).

14. The stormwater network consent will also form one of the tools to control the type of stormwater assets to be vested to Auckland Council from urban development. The type and scale of various development activities, which take place around the Manukau Harbour, will still be governed by the limitations already set in the existing plans and proposed planning documents (e.g. the Unitary Plan).

The Consultation Process

15. In order to implement a consultation process which facilitates quality engagement with stakeholders, a “Manukau Harbour CRE Stormwater Consultation Plan” was developed. This plan outlined the core issue under consideration: In managing stormwater discharges for the Manukau Harbour CRE, what should the high-level management priorities of the Auckland Council be?

16. The plan also identifies key stakeholders, as well as the proposed methodology for consulting with stakeholders. A list of external stakeholders contacted through this consultation process is attached to this report.

17. All feedback will be fully reviewed, consolidated and considered in the application documents. It is envisaged that outcomes from this consultation process will inform the development of the best practicable option for managing stormwater discharges in the Manukau Harbour CRE.

18. A comprehensive background report and a summary of the consultation programme, key findings, and changes made as a result of consultation will be provided to the relevant council committees towards the end of 2014.

19. The stormwater unit will then formally lodge the Auckland-wide Stormwater Network Discharge consent with Auckland Council’s regulatory department.

Local Board Workshop - Feedback

20. A workshop with local board members, representatives of the Manukau Harbour Forum and ward councillors to introduce the consultation information was held 30 July 2014.

21. Feedback at the workshop indicated a high level of concern for the current state of the health of the streams, harbour and the aquifers within the Manukau Harbour CRE. Some members were also concerned about the effects of stormwater and illegal cross-connections within the wastewater network. The stormwater unit advised that programmes are in place to identify and remedy this issue.

22. Board members expressed concern that lack of detailed information available for the Manukau Harbour CRE constrained their ability to accurately prioritise the issues. A benefit some members expressed was that the consultation process could inform Council’s priorities and assist in gaining funding for identified issues.

23. Members requested information on how many stormwater outlets discharge to the harbour in the different local board areas. The assets within Manukau Harbour CREs 32 subcatchments include approximately 1,277km of stormwater drains (including pipes, ditches and open drains), 26,042 manholes and 19, 954 catchpits, plus additional stormwater fittings. The current asset database also includes 90 stormwater treatment ponds or wetlands and 72 other types of stormwater treatment devices (raingardens, sandfilters, gross pollutant traps; excluding ground soakage devices). This information can be accessed and viewed in detail on Auckland Council’s internet maps. Please follow this procedure in order to access and view the maps:

a) Go to http://maps.aucklandcouncil.govt.nz/aucklandcouncilviewer/

b) Click on “Map Content” to right of screen, with the folder icon

c) Click “Underground Services” button. This will take you to a new screen showing a list of items with tick boxes adjacent. To view the stormwater pipes and outfalls, ensure the following items are ticked: “underground services” and “stormwater”.

d) The stormwater infrastructure should be shown as green lines on the map, with outfall located at the end of these lines as they reach the coast. To view this infrastructure well, the map will need to be at large scale.

As noted in the workshop, the accuracy of this data is limited due to the differing asset databases and information held by legacy councils. It is currently being reviewed and updated by the stormwater unit.

24. Some local boards requested information on planned projects and infrastructure improvements for their area to assist with prioritisation of issues.

Questions for Consultation

25. The Manukau Harbour CRE stormwater priorities consultation process is focusing on two specific questions:

1) From the stormwater issues identified, what does the local board consider are the priorities for the Manukau Harbour CRE and what must be most urgently addressed?

2) From the stormwater unit’s responsibilities, what does the local board consider to be the criteria that Council should use for selecting stormwater management priorities?

26. 1) From the identified stormwater issues around the Manukau Harbour which are the highest priorities?

ISSUE*	*Your Priority Ranking* *(please rank 1 – 7, where 1 is the most urgent and 7 the least urgent)*
Managing growth
Managing our infrastructure/ assets
Managing flooding (or the risk of flooding)
Managing urban streams
Contamination of the Manukau Harbour
Managing s/water discharges to groundwater
Reducing s/water effects on the w/water network

27. 2) Local board views on criteria that guide how, through this network discharge consent process, Auckland Council selects its priorities for stormwater management in the Manukau Harbour and its associated sub-catchments (i.e. stream catchment areas) are sought. These criteria are tabulated below and can be ranked according to priority:

BUSINESS AS USUAL CRITERIA^#	Growth	Assets	Flooding	Stream Management	Contamination of the Harbour			Groundwater	S/water Effects on the W/water Network
Cost-benefit analyses
Risk-based analyses
Redevelopment opportunities
Multiple benefits
MANAGING GROWTH
Proposed Criteria for selecting priorities*						Your Ranking (H, M, L)
Prevent/ minimise effects from future development
(a) Council-identified priorities
(b) Partnership led
(c) Developer led
(d) Sensitivity of the receiving environment
Intensification and re-development:
(a) Council-identified priorities
(b) Partnership led
(c) Developer led
(d) Sensitivity of the receiving environment
(e) Easy wins
MANAGING OUR INFRASTRUCTURE / ASSETS
Proposed Criteria for Selecting Priorities*						Your Ranking (H, M, L)
Asset condition, age and criticality (i.e. a potential for asset failure)
(a) Below ground built assets (such as pipes)
(b) Above ground built natural assets (such as treatment devices & overland flow paths)
(c) Stream assets
Impacts on existing communities (not meeting expected levels of service)
MANAGING FLOODING AND THE RISK OF FLOODING
Proposed Criteria for Selecting Priorities*						Your Ranking (H, M, L)
Frequency of flooding (a risk based approach to managing flooding occurrence)
Existing flooding and damage
Public safety and protecting critical infrastructure
MANAGING URBAN STREAMS
Proposed Criteria for Selecting Priorities*						Your Ranking (H, M, L)
Ease of intervention (zoning, ownership and access)
Greatest ecological benefit (potential for enhancement)
Level of active community support
Opportunities to leverage outcomes (linkages with other projects)
Landscape integration and enhancement (create a community focal point)
Holistic stream management
CONTAMINATION OF THE MANUKAU HARBOUR
Proposed Criteria for Selecting Priorities*						Your Ranking (H, M, L)
Existing contaminant levels (to limit further degradation)
Actual trends in contamination (where the highest level of change is predicted)
Contaminant loads
Marine ecology (using benthic/seabed animals as an indicator of priority)
Focus on areas of amenity, aesthetics and use
Holistic contaminant management (within Council as well as other organisations and agencies)
GROUNDWATER MANAGEMENT
Proposed Criteria for Selecting Priorities*						Your Ranking (H, M, L)
Improved soakage performance in groundwater take areas
Treatment of stormwater into ground in targeted areas
REDUCING STORMWATER EFFECTS ON THE WASTEWATER NETWORK
Proposed Criteria for Selecting Priorities*							Your Ranking (H, M, L)
Public health risk (needs alignment with Watercare Services)
Environmental risk (needs alignment with Watercare Services)
Watercare opportunities taken as they arise (to work with council’s CCO)

28. A description of the identified issues and criteria can be found in the Manukau Harbour Consolidated Receiving Environment: Stormwater Priorities Consultation - Information Brochure attached to this report.

29. If this project is considered of interest, a feedback form has been attached to this agenda report and can be completed. Alternatively, general feedback and comment through the meeting would be welcomed.

Consideration

Local board views and implications

30. A cluster workshop with local board representatives was held for 30 July 2014 to introduce the consultation process and discuss these questions in detail. Feedback received from the consultation process will be summarised and will help to inform the setting of priorities for the network consent application.

31. Consultation with key identified stakeholders within the Manukau Harbour catchment area (including internal Auckland Council staff, advisory panels, council-controlled organisations, government departments, environmental and recreational groups, community and business groups) is currently being undertaken via a series of consultation workshops.

Maori impact statement

32. Feedback is being sought from mana whenua and iwi. Consultation workshops were held in July 2014. Overall, the workshops highlighted the holistic approach that iwi have with the three waters, their interest in enhancing and improving the water quality, their concern with contamination to stormwater; and their frustration with the legacy of degradation of the Manukau Harbour.

Implementation

33. Three risks with respect to implementation of feedback from local boards have been identified. Firstly, it is noted that a wide range of stakeholders are being consulted. As a result, it is likely that there will be differing opinions with respect to stormwater management priorities. Secondly, there is a risk that there will be a lack of funding to implement all identified priorities. Thirdly, since the Auckland-wide stormwater network discharge consent application will be going through a regulatory process under the Resource Management Act (1991), any outcomes may be open to challenge through this process.

Attachments

No.	Title	Page
a View	Manukau Harbour CRE - Stakeholder List	71
b View	Manukau Harbour CRE - Feedback Form	75
c View	Manukau Harbour CRE - Frequently Asked Questions	79
d View	Manukau Harbour CRE - Information Brochure (Under Separate Cover)

Signatories

Authors

Theresa Pearce - Relationship Advisor

Authorisers

John Dragicevich - Manager Infrastructure and Environmental Services

Carol McKenzie-Rex - Relationship Manager

Ōtara-Papatoetoe Local Board

15 September 2014

Review of Alcohol Control Bylaws - Proposed bylaw for local board feedback

File No.: CP2014/19080

Purpose

1. The purpose of the report is to provide local boards with a copy of the proposed Auckland Council Alcohol Control Bylaw 2014 and to request formal feedback by resolution.

2. Local boards are also requested to appoint a review panel to make recommendations to the local board on the review of the local alcohol bans.

Executive summary

3. On 22 July 2014, the Regulatory and Bylaws Committee recommended to the governing body to adopt the Statement of Proposal for the proposed Alcohol Control Bylaw 2014 (Attachment A) for public consultation (resolution number RBC/2014/27). The governing body formally adopted the Statement of Proposal on 31 July 2014 (resolution number GB/2014/70). Following this discussion, the council commenced public consultation (using the special consultative procedure), on 15 August 2014.

4. In addition to the public consultation process, staff are seeking feedback from local boards on the proposed bylaw.

5. The proposed Alcohol Control Bylaw 2014 will establish the bylaw structure and delegation that will be used to make, review, amend or revoke alcohol bans. Decisions on existing and new alcohol bans will be made by local boards after a new bylaw is adopted. This ensures decisions meet the proposed new requirements in the bylaw.

6. Regardless of the final form of the bylaw and delegations, local boards have an important role in the review of alcohol bans and the appointment of an alcohol ban review panel is sought.

7. Details of the proposed bylaw are outlined in the report.

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) provides formal feedback (by passing resolutions) on the proposed Auckland Council Alcohol Control Bylaw to the hearing panel, including whether the local board wish to meet with the hearing panel

b) appoint a local alcohol ban review panel comprised of up to three local board members to make recommendations on the review of the alcohol bans in the local board area

c) appoint one member as a chairperson of the local alcohol ban review panel

d) delegate to the chairperson of the local board the power to make a replacement appointment to the review panel in the event that any member appointed by the local board under resolution (b) is unavailable.

Comments

Legislative Framework

8. The Local Government (Auckland Transitional Provisions) Act 2010 requires the review of all seven legacy alcohol control bylaws (previously called liquor control bylaws) and associated alcohol bans (previously called liquor bans) by 31 October 2015.

9. In December 2012, Parliament enacted the Sale and Supply of Alcohol Act 2012. This in turn amended the Local Government Act 2002. The requirements for making or continuing individual alcohol bans has changed significantly with the passing of the Local Government (Alcohol Reform) Amendment Act 2012 (the Act).

10. The Act introduced a higher threshold to be met for alcohol bans to be made or continued. The higher threshold requires that the council is satisfied that there is evidence to show a high level of crime or disorder is caused or made worse by the consumption of alcohol in that public place and that the alcohol ban is a reasonable restriction on people’s rights in light of that evidence.

11. The process for making a bylaw under the Local Government Act 2002 requires that the council determine if a bylaw is the most appropriate response to a problem. A bylaw must also be in the most appropriate form and must be consistent with the New Zealand Bill of Rights Act 1990. All bylaws must meet the legal requirements as set out in the Bylaws Act 1910, including not being unreasonable, providing rules that are proportionate to the issues being addressed and not being beyond the powers of the enabling legislation.

Current Auckland regulation

12. Currently, there are seven legacy alcohol control bylaws and more than 1,600 individual alcohol ban areas across Auckland. The legacy bylaws significantly differ in their drafting style and presentation.

13. In general, all legacy bylaws provide the structure used to make alcohol bans. Some legacy bylaws enable the making of alcohol bans by resolution while others require a change to the bylaw itself. Making alcohol bans by resolution means the level of consultation is determined on a case by case basis and can result in more effective and efficient decisions compared to amending the bylaw.

14. An assessment of the appropriateness of the legacy bylaws indicate that:

· A single bylaw is necessary to enable the adoption of alcohol bans that prohibit or regulate or control the consumption or bringing into or possession of alcohol in public places. The New Zealand Police consider that limiting the consumption of alcohol in public places may reduce alcohol related harm.

· It is appropriate to delegate decisions on alcohol bans in local public places to local boards.

15. Within an alcohol ban area the possession and consumption of alcohol is prohibited during the time the ban is operational. Exceptions enable alcohol to be transported in an unopened container to and from licenced and private premises.

16. Enforcement of the bylaw is the responsibility of the New Zealand Police. The police have powers of search, seizure and arrest, and may issue a $250 infringement notice for breach of an alcohol ban.

Auckland Council’s proposed Alcohol Control Bylaw

The council’s decision to adopt the proposed Auckland Council Alcohol Control Bylaw for public consultation

17. On 22 July 2014, the Regulatory and Bylaws Committee recommended to the governing body the Statement of Proposal for the proposed Alcohol Control Bylaw.

18. On 31 July 2014, the governing body adopted the proposed Alcohol Control Bylaw Statement of Proposal (Attachment A), which includes the proposed bylaw for public consultation (resolution number GB/2014/70).

19. Following the decision, the council commenced the public consultation process (using the special consultative procedure), on 15 August 2014. The key consultation dates are summarised in the table below:

Table 1. Key consultation dates

Date	Milestone
15 August 2014	Written submission period opens
15 September 2014	Written submission period closes
September/October 2014	Staff will review and analyse all submissions in a report to the hearings panel Report will include all formal feedback received from local boards
Early/Mid October 2014	Public hearings will be held by hearing panel This will include an opportunity for local boards to meet with the hearings panel
End October 2014	Hearings panel will report back to governing body (final bylaw adopted)
18 December 2014	Bylaw commences

Summary of proposed alcohol control bylaw content

20. This section of the report summarises the key proposals contained in the proposed bylaw.

21. The purpose of the bylaw is to control the consumption or possession of alcohol in public places to reduce alcohol related harm. This aligns to the section 147 (Power to make bylaws for alcohol control purposes) of the Local Government Act 2002.

22. The bylaw proposes that local boards be delegated decisions on making, reviewing amending or revoking alcohol bans in local areas. This supports previous feedback obtained by local boards requesting this delegation from the governing body.

23. Alcohol bans of regional significance will remain the responsibility of the Regulatory and Bylaws Committee. This is consistent with the Auckland Council Long Term Plan where issues of a regional significance are the responsibility of a council committee.

24. It is proposed within the bylaw that prior to making a new alcohol ban, the council be satisfied that the alcohol ban gives effect to the purpose of the bylaw and comply with criteria and decision making requirements Subpart 1 of Part 6 of the Local Governments Act 2002; and section 147B of Local Government Act 2002. This includes that:

· There is evidence that the area to which the bylaw applies (or will apply by virtue of the resolution) has experienced a high level of crime or disorder that can be shown to have been caused of made worse by alcohol consumption.

· The alcohol ban is appropriate and proportionate in light of the evidence and can be justified as a reasonable limitation on people’s rights and freedoms.

25. Four different times are proposed in the bylaw for consideration of new alcohol ban areas:

· 24 hours, 7 days a week (at all times ban)

· 7pm – 7am daily (evening ban)

· 10pm – 7am daylight saving and 7pm – 7am outside daylight saving (night time ban)

· 7pm on the day before to 7am on the day after any weekend, public holiday or Christmas/New Year holiday period (weekend or holiday alcohol ban).

These times are a guide to improve consistency across Auckland. This recognises that in some instances the use of the times specified may be disproportionate to the evidence of the problem and therefore contrary to the statutory requirement that requires alcohol bans to be proportionate in light of the evidence. These times are generally consistent with a number of legacy council bylaws.

26. Enforcement of alcohol bans is the responsibility of the New Zealand Police. The penalty for breaching an alcohol ban is a $250 infringement under the Local Government (Alcohol Ban Breaches) Regulations 2013.

Review of local alcohol bans

27. To ensure local board decision making on the existing alcohol bans is consistent with the new bylaw, local boards will be required to review all bans once the bylaw is adopted. It is a statutory requirement these all be reviewed by 31 October 2015 otherwise the bans will lapse.

28. Staff will support the local board review. The proposed alcohol ban review process is outlined in the table below:

Table 2. Proposed local board review process

Date	Milestone
September 2014	Local boards establish local alcohol ban review panels to review existing local alcohol bans
End October 2014	Final Alcohol Control Bylaw adopted by governing body
November 2014 – end February 2015	Staff to present information on local alcohol bans to each local alcohol ban review panel and assist the panels in making recommendations on existing local alcohol bans
March 2015	Recommendations of the local alcohol review panels presented to local boards
April/May 2015	Public consultation on alcohol controls (if required by local boards)
June 2015	Alcohol bans adopted by local boards
October 2015	Legacy alcohol bans lapse.

Consideration

Local board views and implications

29. The review of the legacy bylaws was discussed with local boards in the context of the significant other changes arising from new alcohol-related legislation. In relation to alcohol bans, local boards sought clear decision-making criteria, some form of regional consistency in times while providing for local variation where necessary, provision for temporary changes, and local board delegations.

Māori impact statement

30. Throughout the initial engagement phases of the review project, staff worked with the Community Policy and Planning team, Te Waka Angamua, policy advisors at the Independent Maori Statutory Board (IMSB) and Hapai Te Hauora Tapui to deliver a program for engaging with Māori on alcohol issues.

31. As part of this, staff ran a workshop with rangatahi (youth), organised a rangatahi engagement session as part of the Atamira event and held a hui with mana whenua and mataa waka to discuss both the Local Alcohol Policy Project and the Alcohol Control Bylaw Project.

32. There is broad support from the police iwi liaison officers, mana whenua and mataa waka in relation to protecting children and young people from the harms associated with alcohol consumption in public places.

Implementation

33. If adopted as proposed local boards will be required to review all current alcohol bans after the bylaw is adopted by 31 October 2015. This ensures that decisions on alcohol bans meet the proposed new requirement in the bylaw and the enabling legislation.

34. The Policies and Bylaws Unit will assist local boards with this process. Polices and Bylaws staff have been collating evidence from legacy council files, the Police and community safety audits and are working closing with Integrated Bylaw Review Implementation team to ensure practicality and ease in the implementation of the Auckland-wide bylaw. As part of this process, the appointment of local board alcohol ban review panels is sought

Attachments

No.	Title	Page
a View	Statement of Proposal - Review of Alcohol Control Bylaws	107
b View	Proposed Alcohol Control Bylaw	123

Signatories

Authors

Kylie Hill - Policy Analyst

Authorisers

Helgard Wagener - Team leader, Policies and Bylaws

Carol McKenzie-Rex - Relationship Manager

Ōtara-Papatoetoe Local Board

15 September 2014

Otara-Papatoetoe Local Event Support Fund - Round 1 2014/2015

File No.: CP2014/20341

Purpose

1. To review the amount granted to the Papatoetoe West Rotary Club’s application in round 1 of the local event support fund for 2014/2015 that was resolved at the 18 August 2014 meeting.

OP/2014/135

Rotary Club of Papatoetoe West Inc.

Papatoetoe Family Festival

Alan Brewster Centre, Papatoetoe

11 October

2014

$10,274.34

(Line Item $2,500 OP/2014/89)

Executive summary

2. The Ōtara-Papatoetoe Local Board agreed to grant $2,500 to the Papatoetoe Family Festival, via the adoption of the Community Development Arts & Culture 2014/2015 Work Programme, presented on 16 June (OP/2014/89).

3. The Papatoetoe West Rotary Club submitted an application via round 1 of the local event support fund for 2014/2015 requesting $10,274.34 for the event. This application was considered at a local board workshop on 11 July 2014.

Rotary Club of Papatoetoe West Inc.

Papatoetoe Family Festival

Alan Brewster Centre, Papatoetoe

11 October

2014

$10,274.34

(Line Item $2,500 OP/2014/89)

4. At the workshop it was indicated by the local board members present that an additional contribution of $2,500 could be considered for the Papatoetoe Family Festival, to be referred to the business meeting of 18 August 2014 for formal consideration.

5. This was overlooked at the business meeting of 18 August 2014. Therefore, this report now seeks formal consideration of the matter.

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) Approve $2,500 to the Papatoetoe West Rotary Club for the Papatoetoe Family Festival in round one of the local event support fund, in addition to $2,500 of funding previously agreed as part of the local board’s Community Development Arts and Culture work programme for 2014/2015.

Comments

Consideration

6. Local boards are responsible for the decision-making and allocation of local board event funding including the local event support fund. The Ōtara-Papatoetoe Local Board has identified key priorities for the local area within its local board plan, some of which could be achieved through events.

7. The Ōtara-Papatoetoe Local Board seeks to have a vibrant, prosperous, safe and sustainable community that has clean air, clean water and improved natural environments, with access to quality transport, housing employment and infrastructure to support people’s needs. They will promote healthy recreation leisure, and arts and embrace diversity, while recognising and celebrating history culture, and character of their area and the achievements of its citizens.

Local board views and implications

8. A local board meeting was held on 18 August to consider the applications to the local event support fund round 1. This report is to propose consideration of granting an additional amount for the Papatoetoe West Rotary Club’s application as indicated at the local board workshop.

Māori impact statement

9. This fund does not specifically target Maori groups. However Maori communities are likely to benefit from the events supported by the local board, alongside other groups in the community.

10. The decisions sought within this report fall within the local board delegations.

11. The decisions sought do not invoke the Auckland Council Significance Policy.

Implementation

12. Once the Ōtara-Papatoetoe Local Board has resolved the funding application, staff will contact the applicant to notify them of the outcome, and commence contracting and payment.

Attachments

There are no attachments for this report.

Signatories

Authors

Sharon McGinity - Team Leader, Event Facilitation South

Authorisers

Kevin Marriott – Acting Manager Community Development Arts and Culture

Carol McKenzie-Rex - Relationship Manager

Ōtara-Papatoetoe Local Board

15 September 2014

Local board involvement in liquor licencing processes

File No.: CP2014/20414

Purpose

1. Earlier this year the Ōtara-Papatoetoe Local Board resolved to lodge objections to liquor licences in the area on a case-by-case basis, in line with the board’s intent to reduce alcohol-related harm by constraining alcohol outlet numbers and influencing conditions placed on licensed premises. This work is summarised in this report, as are next steps, which involve a local board project to encourage and support greater local community involvement in liquor licensing processes.

Executive summary

2. The Ōtara-Papatoetoe Local Board has been an advocate for alcohol harm minimisation through involvement in liquor licensing processes since the inception of Auckland Council.

3. The local board saw an opportunity with new legislation, the Sale and Supply of Alcohol Act 2012, to give greater voice to community concerns around liquor licences in the area.

4. In February 2014, the local board allocated $10,000 from its Community Response Fund to develop its approach to liquor licence applications, including the compilation of technical evidence and preparatory support for Hearings.

5. The local board has made four objections to alcohol off-licence renewal applications since February 2014. All these off-licences have subsequently been renewed, however an outcome of the objections has generally resulted in the imposition of conditions, such as a reduction in trading hours or “no single sales”, which would not have been included if the objection had not been made.

6. In June the local board was advised that it does not currently have the delegation from the governing body to enable it to object to liquor licences. The Ōtara-Papatoetoe Local Board is currently seeking such a delegation from the governing body.

7. The Ōtara-Papatoetoe Local Board further resolved to encourage the direct involvement of local communities in liquor licensing processes, by providing community organisations with relevant information and empowering them to lodge objections and give evidence. The board has provided a budget of $15,000 for this work.

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) Receives the update report on local board involvement in liquor licensing processes.

Comments

8. On 18 December 2013, the Sale and Supply of Alcohol Act 2012 (the Act) came into force. The Act gives communities more of a voice over the sale and supply of alcohol in their area. In particular, it expands the criteria upon which communities may object to a liquor licence applications.

9. The Ōtara-Papatoetoe Local Board has been very concerned about the negative effects of alcohol on its communities since it was established. This is expressed in the Ōtara-Papatoetoe Local Board Plan and the 2014/2015 Ōtara-Papatoetoe Local Board Agreement records that alcohol harm minimisation will be a key advocacy area.

10. Research prepared for the Ōtara-Papatoetoe Local Board confirms that there are 42 off-licence premises located in the area and that the ratio of off-licences to on-licences is high compared to other local boards.

11. In February 2014, the Ōtara-Papatoetoe Local Board resolved to lodge objections to liquor licences in the local board area on a case by case basis, seeking to minimise numbers of new off-licence premises in the area and requesting appropriate conditions for off-licence renewals, such as hours of operation. The local board allocated $10,000 from its Community Response Fund to develop its approach to liquor licence applications, including the compilation of technical evidence and preparatory support for Hearings.

12. Local Board Services contracted Grant Hewison & Associates Ltd to provide policy support and advice to the local board, including monitoring of public notices to bring potentially relevant liquor licence applications to the attention of the local board’s planning and regulatory portfolio-holders, for their consideration and liaison with local community. The local board portfolio-holders then determined the approach to each application.

13. If an objection was progressed in association with a nominated local board member, policy support and advice extended to reviewing the full liquor licence application; drafting and filing an objection; drafting and filing submissions for the Hearing; reviewing Hearings reports; preparing for Hearings; reporting back on Hearings outcomes; and, in a number of cases negotiating hours and/or conditions with the applicant without the need for a Hearing and having these agreements endorsed by the District Licensing Committee if possible, or finalised as agreements between the Board and applicants.

14. To date, the Ōtara-Papatoetoe Local Board has made objections to the following liquor licence renewal applications. There have been no applications for new off-licences to date.

- D & P Singh Enterprises Ltd, 7/53 Cavendish Drive (‘Cavendish Liquor Store’)

- C.R. & B.C. Patel Ltd, 2C Larsen Street, Wymondley, Otara (‘Wymondley Discount Liquor’)

- General Distributors Ltd, 652 Great South Road, Manukau (‘Countdown GS’)

- Manukau Food Barn Ltd, 6 Cavendish Drive (‘Manukau Pak’nSave’)

10. All the above liquor licences have been renewed, however an outcome of the objections made is that all resulted in the imposition of a condition or several conditions, such as a reduction in trading hours, or a discretionary condition such as “no single sales”, which would likely have not have been included if the objection had not been made. The Countdown matter was particularly important as it was the first time Countdown had agreed to reducing closing hours to 10pm in New Zealand. We understand this has some influence in their national approach.

11. Opportunities have been sought to negotiate with renewal applicants prior to Hearings, or at the commencement of Hearings. Despite some initial concerns, these negotiations have now generally been commended by the District Licensing Committee and resulted in good outcomes. For example, with Pak’nSave, the District Licensing Committee stated that it was “grateful to both the applicant and the board in working through this process and applying a level of reasonableness that has resulted in the need for a public hearing to be dispensed with.”

Conditions from Decisions

12. The following are conditions that have arisen from the local board’s objections to liquor licence applications to date:

13. Cavendish Liquor Store - Hours to be from 0900 until 2300 each day. Free water to be available at all times when complimentary samples of alcohol are consumed on the premises.

14. Wymondley Discount Liquor - There is not to be any sale of single shots or single units of beer, cider or RTDs in less than 445ml packaging, with the exception of boutique and handcrafted beer and cider.

15. Countdown GS – Hours to be 0700 until 2200 each day. A single area for alcohol sales with partitioning to prevent viewing of the alcohol area and associated signage from the entrance.

16. Manukau Pak’nSave – Hours to be 0800 until 2200 each day. No confectionary or snack foods such as potato chips will be located immediately adjacent to the single alcohol area, and the single alcohol area for the premises is as set out in a plan. Free water to be available at all times when complimentary samples of alcohol are consumed on the premises.

Other activities and advocacy

17. The local board’s involvement in the liquor licence objections process has resulted in considerable awareness-raising and information-gathering by local board members. Consequently, in June the Ōtara-Papatoetoe Local Board endorsed a submission and the Chair gave a presentation to the Ministerial Forum on Alcohol Advertising and Sponsorship.

18. In June the local board was advised that it does not currently have the delegation from the governing body to enable it to object to liquor licences. In June and July the Ōtara-Papatoetoe Local Board resolved at its monthly business meeting to request that the governing body delegate to local boards the power to lodge objections against granting of licences under the Sale and Supply of Alcohol Act 2012, because local board objections will reflect the wide variety of local circumstances and preferences, which will provide greater benefit than a single approach across Auckland.

19. In July the Ōtara-Papatoetoe Local Board also gave comprehensive feedback on the council’s draft Local Alcohol Policy.

20. Also in July 2014, the Ōtara-Papatoetoe Local Board resolved to encourage the direct involvement of local communities in liquor licensing processes, by providing community organisations with relevant information about the processes and empowering them to lodge objections and give evidence. In order to achieve this, the local board approved the engagement of relevant expertise for communications support, policy advice and the development of a calendar of upcoming liquor licence renewals and a range of templates that can be used by community advocates. The Ōtara-Papatoetoe Local Board provided a budget of $15,000 for this work.

Next steps

21. Local Board Services has developed two contracts to undertake this work. The first is around the development of specialised communications materials and on-going support. Preparation of a plain English backgrounder and production of a flier explaining the licensing process and how community members can get involved has commenced. This material will be integrated with existing local board webpages and Facebook and in hard copy form. There will also be a separate Facebook page developed, with targeted invitations to community stakeholders and advocates, with the page to provide liquor licence information in the local board area, such as a calendar of upcoming licences to be renewed, updated new and renewal application information, templates to assist making objections and to generally raise awareness. This contract also includes support to promote the local board’s work through media releases and other appropriate promotions.

22. The second contract is for policy advice and support for the following implementation plan:

For new alcohol off-licence applications: Support will be provided to monitor and analyse liquor licence applications, as well as some assistance given to identify community organisations and leaders with a potential interest in particular licence applications on a case-by-case basis. Objection templates and research material will be shared. Community workshops will be coordinated to assist objectors to develop Hearings statements and advice can be provided on how the Hearings process operates and what to expect at a Hearing.

For renewals of alcohol licences: As above, support is being provided to monitor and analyse renewal applications, including through the development of a licence renewals calendar from existing information. The calendar will share information that is likely to be useful for a community-led approach such as whether the licence is in a town centre or a neighbourhood area, proximity to schools/sensitive sites/other licences, whether there have been any licence suspensions/poor practices and whether there may be issues around visual amenity, hours of operation and conditions. Where community interest and concerns exist, further support can be provided with objections templates, research material and community-based workshops as required. If relevant, assistance can also be provided to negotiate with the applicant on improvements to existing licence conditions outside of the Hearings process.

Consideration

Local board views and implications

23. This report summarised local board views and decisions to date.

Maori impact statement

24. Research indicates that Maori are disproportionately impacted by the negative effects of alcohol related harm. The provision of support services to Maori and iwi organisations to lodge objections to liquor licences and give evidence at Hearings will be made available through the local board’s project outlined in this report.

Implementation

25. Contracts for implementation of a project encouraging and supporting community involvement in the liquor licencing process are generally outlined in paragraphs 21 and 22, and these have been executed.

Attachments

There are no attachments for this report.

Signatories

Authors	Thomas Murray - Local Board Engagement Advisor
Authorisers	Carol McKenzie-Rex - Relationship Manager

Ōtara-Papatoetoe Local Board

15 September 2014

Otara Papatoetoe Local Board members portfolio update

File No.: CP2014/20012

Purpose

1. This report provides an opportunity at the business meeting for portfolio holders to update the full Ōtara Papatoetoe Local Board on any significant activities over the last month.

Executive Summary

2. The portfolio leads and alternates for Ōtara Papatoetoe Local Board are as follows:

Portfolio	Lead	Alternate
Planning, Regulatory, bylaws and compliance	Efeso Collins	Ross Robertson
Arts, Culture and Events	Donna Lee	Lotu Fuli
Community Services and Libraries	Mary Gush and Donna Lee (co-portfolio leaders)
Youth Development	Lotu Fuli	Efeso Collins
Recreation Services	Ross Robertson	Stephen Grey
Parks and Reserves	John McCracken	Ross Robertson
Built and Natural Environment, Heritage and Housing	Stephen Grey	Donna Lee
Economic Development, Business and Town Centre revitalisation	Stephen Grey	Mary Gush
Transport	Efeso Collins	John McCracken

3. At the commencement of this electoral term, the reasons for having local board portfolio-holders was workshopped with the Ōtara Papatoetoe Local Board and it was generally agreed that the objectives of local board portfolio holders are to:

· Provide clear steering of the relevant work programme

· Lift detailed discussion out of local board meetings and workshops

· Ensure key decisions go before the full local board

· Reduce or avoid delays in project delivery

· Enable local board members to apply their time and energy with enthusiasm and interest

· Ensure clear communications within the local board and between the local board and officers

· Maintain strong, connected relationships between the local board and its communities

· Maintain mutual trust

4. The Ōtara Papatoetoe Local Board also workshopped what the role or job description of a portfolio holder might be, and some examples of how local board members might perform their role as a portfolio holder are outlined below:

Portfolio role	Examples of actions by portfolio holder
Undertaking roles specified in officer delegation protocols	· Landowner consents; and proposed asset renewal works: The portfolio-holder can either decide the issue or ask officers to refer it to the full local board for a decision · Providing feedback on resource consent applications
Sharing the workload between local board members	· Speaking at external meetings on local board matters e.g. at sports clubs – to gather their views, and represent the views of the local board · Supporting the Chair and other local board members in speaking to governing body committees or at public meetings on portfolio topics · Keeping alternate portfolio-holders informed, so they can assist the portfolio-holder where needed
Gathering knowledge	· Receiving officer progress updates on projects already agreed by the local board, noting that work programmes are approved by the full local board · Engaging and maintaining relationships with stakeholders · Reading background reports relevant to the portfolio
Acting as a sounding-board and advising officers	· Meeting with officers to give the local board view of issues · Where there is no known local board view, the portfolio-holder gathers the views of all local board members and formulates the local board position. (Contentious issues are best referred to a local board workshop) · Helping to shape details of departmental annual work programmes before presentation to the local board, to secure local board plan outcomes · Commenting on proposed design details and other issues arising from local board projects · Enabling officers to test possible local board interest in a proposal · Helping officers to define preferred options or approaches before reporting to the local board · Encouraging officers, especially through difficult decisions
Monitoring action against the Local Board Plan	· Asking officers for progress updates · Advising officers and local board when projects need response or attention
Leading local board projects as a convenor of the relevant steering group or working party	Various, but currently include: · Aorere Park joint steering group · Otara Lake and waterways steering group · Youth Connections project
Providing regular updates on portfolio activity to the local board	· At board business meetings: portfolio-holders can report back at this agenda item · Portfolio-holders lead board discussion on officer reports relevant to their portfolio · Emails to all local board members, when information needs to be timely

Recommendation/s

That the verbal or written reports from the Ōtara-Papatoetoe Local Board portfolio holders be received.

Attachments

There are no attachments for this report.

Signatories

Authors	Carol McGarry - Democracy Advisor
Authorisers	Carol McKenzie-Rex - Relationship Manager

Chairperson	Fa'anana Efeso Collins
Deputy Chairperson	Ross Robertson, MP
Members	Lotu Fuli
	Stephen Grey
	Mary Gush
	Donna Lee
	John McCracken

Authors	Daniel Poe - Local Board Advisor
Authorisers	Carol McKenzie-Rex - Relationship Manager