Agenda of Orākei Local Board

Orākei Local Board

06 November 2014

Council Controlled Organisation Review - Progress Report

File No.: CP2014/25114

Purpose

1. To inform local boards about key aspects of the current review of council controlled organisations (CCOs) and seek local board feedback, in particular on matters of interest to local boards.

Executive summary

2. This report informs local boards on a number of matters relating to the CCO review. These include:

· the key steps undertaken in the CCO review so far

· CCO configuration options that have been considered but are not being progressed

· CCO configuration options that are still under consideration

· other aspects of the CCO review of interest to local boards including the Accountability Framework workstream; and the Communication, Collaboration and Consultation workstream

· next steps in the CCO review.

3. This report seeks feedback from local boards, in particular about an option to increase activities in support of the council’s transformational shift of radically improving the quality of urban living. The council is considering a new vehicle that could act as a single outward facing voice in the development of the Auckland region, with greater economies of scale, enhanced commerciality and the ability to partner with others. The report seeks feedback on the concept, including comment on the considerations the council should take into account, from a local perspective, when developing the concept.

4. The report notes that local boards have already provided feedback on the following matters which are being considered as part of the CCO review.

· Whether local economic development activities are delivered by Auckland Council or ATEED.

· The roles and interface between local boards and Auckland Transport in relation to place-making functions.

5. In relation to local economic development, the report seeks local board views on ATEED being responsible for local economic development, if a mechanism can be established to hold ATEED accountable to local boards for delivery. The report also notes that the CCO review will not consider the level of funding for local economic development activities, as this is an LTP issue. Current proposals are for LTP funding for local economic development to be provided in the council’s spatial priority areas only.

6. In relation to local boards, Auckland Transport, and place-making responsibilities, any specific proposals would require further consultation with local boards.

7. In relation to the Accountability Framework workstream, the report notes that improved alignment between the statement of intent process and the LTP/Annual Planning process should provide the Budget Committee with greater visibility of the extent to which proposed CCO work programmes deliver on local board priorities.

8. The Accountability Framework workstream also proposes that council requirements of CCOs, in relation to local board engagement, reporting, and consideration of local board priorities will be included in a new Governance Manual that all CCOs are required to comply with.

9. The report also notes that the Communication, Collaboration and Consultation workstream is still being scoped and may require local board engagement at some stage.

Recommendation/s

That the Orākei Local Board:

a) considers the information provided in this report and provide feedback, in particular on matters of interest to local boards as indicated in the report.

Comments

Phase One – Terms of Reference and Current State Assessment

10. The governing body adopted its terms of reference for the CCO review on 27 February 2014. The terms of reference sought to ensure that CCO governance structures were aligned with the council’s strategies and provided an efficient and effective model of service delivery. They also sought to:

· ensure sufficient political oversight and public accountability of CCOs

· provide clarity about roles and responsibilities

· eliminate duplication

· better integrate services and functions and provide a positive interface between the Auckland Council group organisations and Aucklanders.

11. Major structural change for Auckland Transport was identified as being out of scope because Auckland Transport is a statutory entity governed by specific legislative provisions.

12. The review is due to be completed by June 2015. Any proposals for structural change will be consulted on through the draft Long Term Plan (LTP).

13. The terms of reference and CCO review workstreams were informed by two current state assessment reports, one prepared from a council perspective and one from a CCO perspective. Local board input to the current state assessment acknowledged significant improvements in interactions between CCOs and local boards over the three year period, although most local boards were still looking for further improvement in certain areas.

Phase Two – Assessment of Services

14. The first step in phase two of the review was to test the rationale for delivering services through a CCO. Councillors discussed that there were both benefits and challenges from delivering services through arms’ length entities such as CCOs.

15. Benefits include commercial focus, efficiency, flexibility in decision-making, and ability to attract specialist skills. Challenges include that the council is ultimately accountable for ratepayer funding, and achieving integration of CCO activities with other council services or policies. It was also acknowledged that where there is high political, public, iwi, or stakeholder interest in CCO decision-making, this can be challenging for the council.

16. At its meeting of 26 June 2014, the governing body received analysis of the services currently being provided by CCOs, against a set of criteria that sought to test the suitability of those services for delivery through a CCO. Overall the analysis suggested that the services currently being delivered through CCOs were well suited to this mode of delivery. Where challenges were identified it was clear that councillors believe these can be properly managed through a CCO model.

Phase Two – CCO delivery and configuration

17. The second step in phase two of the review was to identify whether any changes to the grouping of activities was likely to deliver better outcomes than the current CCO configuration.

18. Councillors have discussed configuration options at a series of workshops in August and September. The options were informed by one or more of the following drivers for change:

· Opportunities to address issues raised in the current state assessment, particularly removing duplication in skills and clarifying responsibilities

· Opportunities to increase effectiveness and drive results

· Opportunities to improve strategic alignment to Auckland Plan goals

· Opportunities to increase efficiency/reduce costs

· Evidence from international best practice or other desktop research.

19. In relation to the last bullet point a number of pieces of desktop research were undertaken. These included reviews of national/international delivery models and a report by Synergine Group on the linkages between water, wastewater and stormwater.

20. The Governing Body has not made any decisions on configuration options; however, workshop discussions have indicated that there was insufficient rationale to progress some options.

Options not being progressed

21. Three waters – The Synergine Group report found that there would be some benefits from the integrated management of three waters, such as enhanced catchment management planning. It also found significant linkages between stormwater and other activities of the council group, including land use planning and transport.

22. For this reason, the options of delivering three waters in-house or within a three waters CCO were both considered.

23. In-house delivery of three waters could help better align water and wastewater network planning with council strategy; however, these benefits can be achieved in other ways including through greater collaboration. This option would have some significant disadvantages including very high cost of change and likely reduced commercial focus in relation to water and wastewater delivery.

24. Delivery of three waters within a three waters CCO could have benefits in terms of operational efficiencies and greater commercial focus. However, some of the benefits can be achieved in other ways and there are some major drawbacks. For example, this option could require complex agreements between Auckland Council and Watercare as many stormwater assets are ‘soft infrastructure’ such as overland flow paths. This would have implications for local boards as many of the overland flow paths are in local parks. Another reason that the option was not progressed was that stormwater planning also needs to be highly integrated with land use planning.

25. Regional facilities, tourism and major events. This option would involve transferring ATEED’s responsibility for tourism and major events to RFA. The main drivers for this option were perceived increase in efficiency and effectiveness as both RFA and ATEED have a focus on tourism and major events including conferences. However, RFA’s main objectives are to maximise utilisation of their assets, while ATEED’s focus is on delivering benefit for the Auckland Region. This option has not been progressed as there was a concern that the resulting CCO would have conflicting objectives.

26. Larger Commercial CCO. Consideration was given to other council investments or business interests that could be transferred to ACIL; however, no significant opportunities were identified.

27. Of the options not being progressed, the option involving transferring stormwater to a three waters CCO is likely to be of most interest to local boards for reasons outlined in paragraph 24.

Options still under consideration

28. Enhanced status quo. This option will apply to all CCOs which do not undergo significant structural change. Enhanced status quo will involve reviewing the purpose and high-level objectives of each CCO as set out in the orders of council under which they were established. This does not apply to Watercare or Auckland Transport, which have specific legislative provisions defining their powers and responsibilities. The timeframe for this review will be between February and June 2015.

29. Enhanced status quo will also involve considering a number of one off issues in relation to each CCO. The following are likely to be of most interest to local boards.

· Whether local economic development activities are delivered by Auckland Council or ATEED.

· The roles and interface between local boards and Auckland Transport in relation to place-making functions.

30. A lot of feedback has already been provided by local boards on these matters and will be taken into account as options are developed.

31. A key difficulty with ATEED delivering local economic development activities on behalf of local boards is that local boards have decision-making responsibility for this, yet they do not have a direct governance relationship with ATEED. This report seeks local board views on ATEED being responsible for local economic development, if a mechanism can be established to hold ATEED accountable to local boards for delivery.

32. Note that the CCO review will not address the level of funding for local economic development activities, as this is an LTP decision. Current budget proposals are for the funding for local economic development activities to be provided in the council’s spatial priority areas only.

33. In relation to local boards, Auckland Transport and place-making, the current state assessment from local boards contained a lot of feedback which will be considered. Any specific proposals would need to come back to local boards for further feedback.

34. Under enhanced status quo there are a number of matters to clarify in relation to Waterfront Auckland. These include the role of Waterfront Auckland in its “area of influence”, and whether the Cloud, Shed 10, and the Viaduct Events Centre, are managed by Waterfront Auckland or RFA. These matters may be of interest to some local boards. The timing for addressing these matters has not yet been determined, but further consultation with interested local boards may be required at a later date.

35. Urban Regeneration CCO: Serious consideration is being given to how the council can increase its level of activity to support its transformational shift of radically improving the quality of urban living. This means moving to quality compact urban form that is well connected, appropriately serviced, provides employment opportunities, and provides housing affordability and choice. These are key elements but there are many other considerations including safety, sustainability, and quality urban design.

36. While the proposed Auckland Unitary Plan (PAUP) is an enabler, it will not be sufficient on its own to provide the scale or quality of development required.

37. The council already has a range of vehicles for helping deliver on these objectives. These include:

· Waterfront Auckland, which is responsible for regeneration of Wynyard Quarter

· City Transformations which undertakes master planning and town centre upgrades

· ACPL which has a role in facilitating housing and commercial development in specific locations including Ormiston Town Centre, Yard 37 at Hobsonville, Papatoetoe town centre, Avondale town centre, and Wilsher Village in Henderson

· Tamaki Redevelopment Company, which is jointly owned with central government and council

· Housing Project Office which is charged with implementation of the Housing Action Plan and integrated consenting in Special Housing Areas (SHAs).

38. The council is considering a new vehicle that could act as a single outward facing voice in the development of the Auckland region, with greater economies of scale, enhanced commerciality and the ability to partner with others. This is likely to be a staged process with the first steps undertaken as part of the CCO review. Options are still being refined but could include expanding the role of ACPL, bringing together the skills and expertise from Waterfront Auckland and ACPL, or another option which could emerge out of work still being undertaken.

39. The concept of a new vehicle to assist in the delivery of quality urban living goals is likely to be of interest to local boards. Local boards’ role in community engagement and local place-making is central to shaping on-going change.

40. In the initial stages it is likely that any increase in redevelopment/regeneration activity would simply reflect reprioritisation of LTP budgets in areas which have been identified as spatial priorities. However, it is anticipated that the vehicle would generate and/or leverage new sources of funding over time.

41. This report seeks comments from local boards on the concept of an enhanced delivery vehicle for urban regeneration including comment on the considerations that the Governing Body should take into account from a local perspective, when developing the concept further.

42. Holding Company. ACIL currently owns council shares in Ports of Auckland Limited, Auckland Film Studios, and Auckland International Airport. It also manages the diversified financial assets portfolio (DFAP) on behalf of the council. An option still being considered is to transfer responsibility for the DFAP to the council. ACIL would then become a holding company for council’s ownership in commercial investments. This option does not have identifiable implications for local boards.

CCO model –working better together

43. The focus of the review to date has been on the rationale for arms-length delivery and options for structural change. The terms of reference for the review are much wider than this and include consideration of how to make the CCO model work best for the Auckland Council group. The Auckland Council CCO model is fundamentally different to other local authorities in New Zealand as CCOs deliver core services on behalf of council. The preferred approach is a collaborative model where CCOs are delivery partners, rather than autonomous entities that the council procures services from.

44. Two workstreams likely to be of particular interest to local boards are the Accountability Framework workstream; and the Communication, Collaboration and Consultation workstream.

Accountability Framework

45. To date, the Accountability Framework workstream has focussed primarily on processes, with a goal of improving alignment between budgeting, the LTP process and the annual statement of intent (SOI) process.

46. Proposed new processes have been considered at CCO Review workshops and are due to be considered formally by the CCO Governance and Monitoring Committee on 7 October 2014.

47. The proposed new process recognises that the council’s expectations of CCOs expressed through the SOI process, need to be aligned to the LTP/Annual Plan. When the council considers CCO priorities it should do so within the context of the funding it is providing, or the funding assumptions it is making in the LTP/annual plan.

48. Under the proposed new process the Budget Committee will consider CCO key performance indicators and targets at its October/November workshops with CCOs, and will agree an annual letter of expectation (LOE) to CCO chairs, that reflects budget decisions made. The CCO Governance and Monitoring Committee will receive the draft SOIs in April each year as usual and will limit its shareholder comments to checking that deliverables reflect what has already been agreed through the budgeting process.

49. For local boards, the main implication is that the Budget Committee will also have an overview of local board priorities when it sets its funding for CCOs. For the proposed LTP, the Budget Committee workshops with local boards occur shortly before workshops with CCOs. This will enable Budget Committee members to engage with CCOs regarding local board priorities if they have concerns about any priorities that are not reflected in programmes proposed by CCOs.

50. This does not supersede the requirement for CCOs to take local board priorities into account when they develop their proposed programmes, and for CCOs to actively engage with local boards as they do this.

51. The other proposed change is to streamline the SOIs so that they are focused on what the CCO will deliver. Council expectations in relation to how the CCO is expected to act will be included in a new Governance Manual that will replace the current Shareholder Expectation Guide.

52. Under recent changes to the Local Government Act 2002, the council is required to have a binding agreement with its CCOs. It is proposed that the binding agreement will cross-reference the Governance Manual which will formalise the requirement to comply with council expectations.

53. This Governance Manual will include council expectations of CCOs in relation to local board engagement and reporting, and consideration of local board priorities. These have already been articulated in resolutions of the Accountability and Performance committee in December 2012, and the Strategy and Finance Committee in September 2013. The recent elected member survey included questions for local board members to help assess the current level of satisfaction of local board members in relation to these matters. It is intended that this will continue to be monitored annually.

Communication, collaboration and consultation workstream

54. The purpose of this workstream is to:

· Ensure that CCOs, elected members and council staff engage effectively over strategic issues and keep each other well informed of sensitive issues. This includes CCO interaction with the IMSB and local boards.

· Ensure appropriate public engagement on matters of public interest.

55. This work is still being scoped. The working group will include a staff member from Local Board Services.

56. This work could result in new content for inclusion in the new Governance Manual referred to in paragraphs 51-53. This would need to be identified in draft form by March 2015. If there are any proposals that relate to local boards, CCO Review staff will seek guidance from Local Board Services about further engagement with local boards on these matters.

Next steps in CCO review

57. According to the current timetable, the Governing Body will receive a report on 27 November 2014 with recommendations on CCO configuration options. If the council agrees to support any option that would require significant structural change to any CCO or the establishment of a new CCO, this will be consulted on through the LTP. The proposal to establish a new vehicle to deliver on quality urban living objectives would require LTP consultation.

58. Work on the “working better together” workstreams will continue from now until June 2015.

Consideration

Local board views and implications

59. This report asks for local board views on a number of issues that are being considered as part of the CCO review. This report has provided an overview of review and noted the matters which are likely to be of most interest to local boards.

Māori impact statement

60. The CCO review also includes a range of issues that are likely to be of interest to Māori and to the IMSB. Staff will also seek feedback from the IMSB in relation to these matters.

Implementation

61. There are no implementation issues associated with this report.

Attachments

There are no attachments for this report.

Signatories

Author

Catherine Syme - Principal Advisor, CCO Governance and External Partnerships

Authorisers

Jaine Lovell-Gadd - Manager CCO Governance and External Partnerships

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

Comments

Local board feedback

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

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

13. Key themes emerged from local board feedback:

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

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

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

· Improve the affordability of hiring creative spaces

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

· More public art outside the city centre

· Regional institutions to deliver arts and culture in rural areas

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

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

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

Public feedback

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

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

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

18. Key themes from the public consultation were:

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

· Sustainable funding of arts and culture

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

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

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

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

Adopting the ACSAP through a two-stage process

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

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

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

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

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

ACSAP strategic section: proposed goals and action areas

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

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

Goals	Action areas
All Aucklanders can access and participate in arts and culture	Place Aucklanders at the centre of arts and culture planning and delivery
	Better communicate what’s on offer
	Remove barriers to access and participants
Auckland values and invests in arts and culture	Grow and deliver strategic investment in arts and culture
Auckland values and invests in arts and culture	Evaluate and promote the economic, social, cultural and environmental value of investment in Auckland’s art and culture
A network of vibrant arts and culture organisations and facilities meets Auckland’s diverse needs	Foster arts and culture organisations and facilities that build and promote Auckland’s unique identity
	Support arts and culture organisations and facilities to engage with Auckland’s diverse population in innovative and inclusive ways
	Arts and culture organisations work together as a complementary regional system
	Provide a regional spread of vibrant diverse and affordable creative spaces
Arts and culture are intrinsic to Auckland’s place making	Tell our stories by encouraging unique and distinctive public art that reflects and responds to our place
	Make it easier to plan, create and deliver innovative art and design in public places
	Engage more artists and Aucklanders in art in public places
Auckland celebrates a unique cultural identity	Celebrate Māori and their culture as a point of difference
Auckland celebrates a unique cultural identity	Champion Auckland’s unique arts and culture
Auckland has a robust and flourishing creative economy	Foster a robust network of creative industries
Auckland has a robust and flourishing creative economy	Champion innovation to attract talent

Next steps

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

Consideration

Māori impact statement

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

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

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

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

Attachments

No.	Title	Page
a View	Local Board Feedback	27
b View	Consultation Summary	29
c View	Draft Arts and Culture Action Plan	33

Signatories

Authors

Rebecca Kruse - Strategy Analyst

Maree Mills – Principal Strategy Analyst

Authorisers

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

Orākei Local Board

06 November 2014

Draft Community Facilities Network Plan

File No.: CP2014/24132

Purpose

1. To seek the Board’s feedback on the draft Community Facilities Network Plan (Attachment A) following workshops held with all local boards in August and September 2014.

Executive summary

2. In August 2014 the Regional Strategy and Policy Committee endorsed the Draft Community Facilities Network Plan (REG/2014/98) for engagement with local boards, advisory panels and key external stakeholders.

3. The purpose of the Community Facilities Network Plan (draft plan) is to guide council’s provision of community facilities for the next 10 years and beyond. The key drivers are to:

· Optimise the use and efficiency of existing facilities

· Address gaps and needs for community facilities now and into the future

· Meet demand arising from population growth and changing user expectations.

4. The scope of the draft plan includes community centres, venues for hire (community or rural halls), arts and culture facilities, aquatic and leisure facilities. The network includes facilities owned by council and facilities owned by third-parties which are supported by council and available for community use. While facilities like libraries, sport clubs, community leases, schools, churches and marae are not included in the recommendations of the network plan, these facilities will be considered in the implementation phase.

5. There are three key components of the draft plan:

· Strategic framework – specifies the outcomes council is seeking from its investment in community facilities aligned with the Auckland Plan, Local Board Plans and other strategic priorities; and articulates the council’s key objectives for future provision.

· Provision framework – guides council’s approach for future community facility provision.

· Action Plan – over 50 recommended actions to investigate areas with potential gaps in provision and to investigate existing facilities with issues affecting their performance.

6. Each action will require detailed community or sector based investigation to understand needs and determine the appropriate response. Process guidelines have been developed to ensure a consistent approach to these investigations. Local boards and the local community will be fully involved in investigation processes.

7. As council may not have the capacity to invest in all community facility projects, the draft plan also provides prioritisation criteria to help determine the priorities for investment once the investigation process determines the appropriate facility response. The ability and timeframe to implement the actions is dependent on the budget available for community facility investment in the Long-term Plan 2015-2025 (LTP).

8. Feedback on the draft plan was sought from key stakeholders including regional sports organisations, facility partners, facility managers and advisory panels. Submissions were also invited through shapeauckland.co.nz which closed on 15 September 2014. A summary of feedback is attached in Attachment B.

9. It is proposed that libraries should be included in the Community Facilities Network Plan as another key community facility that council provides, and to ensure alignment of planning and future facility provision. Libraries have undertaken similar research to understand the gaps and needs for libraries and are well placed to be included. There will need to be further communication with local boards on the libraries content. Revised timeframes to integrate libraries into the plan and to align with the LTP process are outlined in this report.

Recommendation/s

That the Orākei Local Board:

a) provides feedback of the Draft Community Facilities Network Plan which will guide council’s provision of community facilities, including any specific feedback on the strategic framework, provision framework, action plan, implementation approach and prioritisation criteria.

b) notes proposed revised timeframes to include libraries in the Community Facilities Network Plan and that further engagement with local boards will be undertaken to discuss the libraries content and the final revised network plan.

Comments

Draft Community Facilities Network Plan

10. Community facilities contribute to building strong, healthy and vibrant communities by providing space for people to connect with each other, socialise, learn skills and participate in a range of social, cultural, art and recreational activities. Community facilities contribute to improved lifestyles and a sense of belonging, identity and pride among residents.

11. The draft plan outlines how council will provide and invest in community facilities to respond to community needs and population growth and changes.

12. The draft plan sets out a strategic framework for community facilities to articulate why council invests in the provision of community facilities, the desired outcomes from this investment and the key objectives for future provision. This is aligned with the strategic direction and transformational shifts in the Auckland Plan, local board plans and relevant strategic action plans.

13. The proposed common purpose for community facilities is “Vibrant and welcoming places at the heart of where and how communities connect and participate”.

14. The draft plan sets out four proposed key objectives to guide and underpin the future provision of community facilities:

· Undertake robust and consistent planning to ensure future decisions on the provision of community facilities are based on clear evidence of needs and assessment of all options.

· Maintain, improve and make the best use of existing community facilities where they continue to meet community needs and investigate the future of facilities that no longer meet community needs.

· Provide flexible and multi-purpose facilities that are co-located and/or integrated with other community infrastructure.

· Look for opportunities to leverage and support partnerships.

Future Provision Framework

15. The draft plan proposes provision frameworks for each type of community facility to guide council’s approach to the provision of new facilities in the future.

Community Centres

16. The proposed provision approach for community centres is to continue to maintain and deliver community centres at the local level across the region, recognising the important role they play in meeting local community needs for spaces to deliver a wide range of community, recreation, learning, events, arts and culture activities.

Venues for hire

17. Given the wide range of providers of venues to hire, the draft plan proposes the council does not invest in any more new stand-alone venues for hire. It is proposed that bookable space is included in multi-purpose community centres (new or existing/redeveloped), guided by community needs assessments. Other options should be explored including partnerships or encouraging other organisations (such as schools, sports clubs and churches) to make bookable spaces available for community use. In some cases where venues for hire are no longer serving community needs, there may be potential to consider repurposing venues for other activities or possible divestment.

Aquatic and Leisure Facilities

18. The proposed provision framework for aquatic and leisure facilities is through a hierarchy of local, destination and regional facilities to support participation in a range of sport and recreation activities from casual play through to competitive sport. The draft plan outlines different functions and level of provision for local, destination and regional facilities.

Arts and Culture Facilities

19. At the local level, the proposed future provision will focus on enabling participation in arts and culture activity through programming in existing facilities and new multi-purpose facilities, rather than building new standalone local arts facilities. The focus will be placed on integrating arts space and programming within the existing network or in new multi-purpose facilities, repurposing existing spaces or partnering with others to provide suitable space.

20. It is recognised there is a need for some specialised arts and culture facilities that serve larger catchments. The draft plan proposes supporting a network of destination and regional arts and cultural facilities to meet sector and audience demand, which would be determined by robust investigation on a case-by-case basis. It is proposed the council would only intervene when the private sector does not and opportunities for partnerships with the wider sector including central government should be explored.

Action Plan and Implementation

21. The draft plan includes over 50 recommended actions to undertake investigations into the future provision of community facilities, focused on both existing facilities and potential areas for new facilities.

22. All recommended actions will require detailed community or sector based investigation to determine the appropriate response. It is intended that any future investment in community facilities will be determined following detailed investigation which provides clear evidence of need, options analysis and development of a robust business case. Detailed process guidelines to ensure a consistent approach to these investigations have been developed (Appendix 2 of draft plan: Community Facilities Development Guidelines). Local boards and the community would be fully involved in investigation processes.

23. As council may not have the capacity to invest in all community facility projects, the draft network plan provides prioritisation criteria to assist the governing body to determine its priorities for investment in community facilities.

24. The draft plan identifies existing community facilities which have issues impacting on their performance and ability to meet community needs. In these cases, investigation is required to understand in more detail how the facility is operating and meeting community needs, explore various options for the facility and to determine the appropriate response. There could be a variety of options including changes to facility governance, management or programming, facility redevelopment, repurposing for another activity or possible divestment.

25. For potential areas for new facilities, a similar investigation process is required to understand community needs, explore and test the feasibility of different options and assess the business case for a new facility. The outcome of this investigation may identify a non-asset solution is required such as programming, partnerships or supporting a non-council facility.

26. The actions in the draft network plan have been ranked according to the urgency of completing the investigation recognising different factors including condition issues, responding to catalysts, opportunities for rationalisation or partnerships, timing and scale of population growth and location in a spatial priority area.

27. During workshops with local boards, some inaccuracies were identified in the draft plan. Corrections have been included in the draft plan attached in Attachment A.

Stakeholder Engagement

28. The draft plan has been informed by previous feedback from communities, principally via annual customer satisfaction surveys, user surveys, catchments studies and consultation on the Auckland Plan and relevant strategic action plans.

29. Given this context, engagement on the draft plan has primarily been limited to targeted stakeholders, including council’s advisory panels, facility partners and managers and external stakeholder groups such as regional sports organisations. Additionally, the draft plan has been available for wider public comment on shapeauckland.co.nz. A summary of feedback is attached in Attachment B.

30. Most of the actions identified in the draft plan will require further investigation to determine the appropriate response. This will include detailed and localised community and/or sector based investigation/engagement and feedback from communities on different options. The public will also have the opportunity to provide feedback on the proposed level of future investment in community facilities via the LTP consultation process.

Incorporating Libraries into the Network Plan

31. Through the LTP process, the Parks, Community and Lifestyle theme has been working to address priorities and funding for activities including community facilities, recreation facilities and libraries. It has become clear there is a need for a more coordinated and aligned approach for the future planning and development of community facilities with an emphasis on multi-purpose facilities.

32. It is proposed that libraries be included in the network plan as a key community facility that council provides and to ensure alignment of planning and future facility provision. Libraries have undertaken similar research to understand the gaps and needs for future libraries and are well placed to be included. There will need to be further communication with local boards on the libraries content which means the timeframes to complete the network plan will need to be extended into 2015.

33. One advantage of extending the timeframes is alignment with the LTP process. The level of future capital investment in community facilities won’t be known until after the public consultation process on the LTP is completed in May 2015. Finalising the network plan once the LTP process is completed (or near completion) will ensure the plan can incorporate the LTP outcomes and governing body priorities for future investment in community facilities.

34. The key benefit of modifying the scope to include libraries is the alignment of planning and provision to achieve better community outcomes and greater efficiency.

35. The revised timeframe for integrating libraries into the draft plan is outlined below:

Dec	Briefing with local boards on the library research
Dec-Jan	Development of revised Community Facilities Network Plan
Feb 2015	Workshops with local boards to review the revised plan
Mar	Report to the governing body on the revised draft plan
Apr-May	Report to local boards seeking feedback on revised draft plan
July	Report to governing body seeking approval of final Community Facilities Network Plan

Consideration

Local board views and implications

36. During August and September, workshops with local boards were undertaken to present on the draft Community Facilities Network Plan, to respond to any questions and assist local boards in formulating their feedback.

37. Feedback from local boards is sought on the draft plan, particularly on the following:

· Strategic framework (section 3) including the common purpose, outcomes and objectives

· Provision frameworks (Section 4)

· Action plan (section 5)

· Implementation approach (section 6) including process guidelines and prioritisation criteria.

38. The feedback from local boards will be incorporated into a revised network plan (which includes libraries) and will be presented/reported to local boards in 2015.

Māori impact statement

39. The provision of community facilities contributes to improving wellbeing among Maori communities by providing spaces to connect, socialise, learn skills and participate. For all community facility types Maori are represented as users. At aquatic facilities Maori make up 14% of users (compared to 9% of the population), 11% of leisure facility users and 9% of community centre users. Maori are under-represented as users compared to the Auckland population at arts and culture facilities.

40. Given the context of the network plan and the information already received through the user surveys and iwi consultation on the strategic action plans, it was not proposed to undertake any specific engagement with Maori or other facility users.

41. The broader picture of community facility provision recognises that marae and kohanga reo are important social infrastructure for Maori and the community. Officers from Te Waka Angamua are currently scoping a project to address the future provision and development of marae facilities. Opportunities for aligned provision and/or partnerships with marae facilities should be considered as potential options to meet community needs.

Implementation

42. The draft plan is an aspirational plan for the next 10 to 20 years which outlines what needs to be investigated and undertaken to deliver a network of community facilities to meet community needs. The ability and timeframe to implement the actions is dependent on the level of budget available through the council’s LTP 2015-2025.

43. Through the LTP process, the governing body will consider the amount of funding available for investment in community facilities. To deliver the network plan this will need to include both operational funding to undertake the required investigations and depending on the outcome of each investigation, capital and operational funding to implement the recommended response.

44. Once the network plan is adopted, implementation will focus on progressing the high priority actions using the implementation approach and community facilities development guidelines.

45. The draft plan lists a number of community facility projects that are already underway or were anticipated to commence construction in 2014/15. The current review of the 2014/15 capital works programme may result in the deferral of some of these projects. Once decisions have been made on deferrals, then the draft network plan will be amended to reflect this.

Attachments

No.	Title	Page
a View	Draft Community Facilities Network Plan	109
b View	Draft Community Facilities Network Plan stakeholder feedback	175

Signatories

Authors

Anita Coy-Macken - Principal Policy Analyst – Central

David Shamy - Policy Analyst

Authorisers

Penny Pirrit - Regional & Local Planning Manager

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

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

File No.: CP2014/22995

Purpose

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

Executive summary

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

3. An investment proposal for funding for the 2014/15 year was endorsed by the Budget Committee in May 2014. This ensures that the programme has adequate funding for its activities this year, including delivering several bylaws that are planned to come into force alongside the July 2015 start of the next long-term plan period.

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

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

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

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

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

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

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

Recommendation/s

That the Orākei Local Board:

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

Comments

Background to the Integrated bylaw review and implementation programme

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

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

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

Funding for bylaw review and implementation

14. A funding proposal for the IBRI programme was approved by the Budget Committee at its meeting of 8 May 2014 (refer resolution BUD/2014/24). This means that the programme will have sufficient resources to deliver its objectives over the 2014/15 year. The majority of the bylaw topics included within the programme will be completed by the end of this financial year, with several bylaws expected to come into force alongside the start of the new financial year on 1 July 2015. It is expected that there will also be some programme activities through the first part of the 2015/16 year.

Update on review stage for bylaw topics

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

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

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

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

Topic	Status and Progress – 7 stages								Comments
	Status	1-Preparation	2-Pre-consultation	3-Options	4-Write Bylaw	5-Adopt draft	6-Spec Cons Proc	7-Adopt final
*Reviews completed*
Dog management	G								Completed
Election Signs	G								Completed
Food safety	G								Completed
General administration	G								Completed
Hazardous substances	G								Completed
Health & hygiene	G								Completed
Offensive trades	G								Completed
Public safety and nuisance	G								Completed
Solid waste (Waste m/ment)	G								Completed
Trade waste	G								Completed
Transport (Auckland Transport)	G								Completed
Navigation safety (including lifejackets)	G								See below
Cemeteries and crematoria	G								See below
Election signs (amendment)	G								See below


Work programme
Outdoor / rural fire safety	G
Trading and events in public places	G								See below
Stormwater management	G
Signage	G								See below
Alcohol licensing fees	A
Alcohol control	G								See below
Animal management	G								See below
Health & hygiene amendment									See below
Air quality	G
Boarding houses and hostels	G
Commercial sex industry	A								Issues covered in unitary plan and other bylaws
Construction and development	G
Onsite wastewater	G
Orakei Basin	G
Recreational and cultural facilities	G
Transport (Parks / AC controlled land)	G
Water supply and wastewater (reticulation)	G
Wharfs & marinas	G
Environmental protection	G

Other work
Review - local dog access rules	G								See below
Freedom camping	G
Arkles Bay set netting	G
Regional film fees	G								See below
Five year reviews	B

Status summary codes

G	Green - Work is progressing as planned, due date will be met or any revised date will not have wider impacts
A	Amber – Original due date at risk of being missed and this may have wider impacts; or an issue has arisen.
R	Red - Due date has or will be missed and this will have wider impacts; or an issue has arisen that will have wider or significant impacts.
B	Blue - Not yet scheduled. However, background work is underway.

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

Navigation safety (including lifejackets)

On track

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

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

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

Election signs (amendment)

On track

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

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

Trading and events in public place

On track

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

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

Signage

On track

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

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

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

Alcohol control

On track

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

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

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

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

Animal management

On track

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

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

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

Health & hygiene amendment

On track

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

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

Local dog access review

On track

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

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

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

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

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

Regional film fees

On track

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

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

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

Update on implementation stage for new bylaws

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

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

Implementation project name	Status and Progress					Link to bylaw topics / Other comments
	Status	1-Preparation	2-Planning	3-Implementation	4-Closure
*Underway*
Alcohol licensing readiness	G					Completed
Alcohol licensing fees	A					See below
Animals (Stage 1)	G					Completed
Dog access review 2014	G
Electoral Signs 2013	G					Completed
Electoral Signs 2014	G
Environmental	G
Facilities	G
Food safety	G					Completed
Health protection	G					Health & hygiene bylaw and code of practice; See below
Marine	G					Navigation safety – see below
Public safety & nuisance	G
Revoked and lapsing bylaws	G					General admin; Offensive trades; Others
Signage	G
Stormwater	G
Street trading	G
Waste management	G					Solid waste bylaw
Animals (stage 2)	G
Alcohol controls	G
Air quality	G

*Proposed future*
Construction	B
Transport (AC land)	B

Table 4: Additional comments for particular implementation projects

Alcohol licensing fees

On hold

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

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

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

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

Consideration

Local Board views and implications

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

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

Maori impact statement

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

General

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

Implementation

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

Attachments

No.	Title	Page
a View	Bylaw programme timeline	191

Signatories

Author

Helgard Wagener – Manager Policies and Bylaws

Authorisers

Warren Maclennan – Manager Planning

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

Orākei Local Board

06 November 2014

Auckland Transport Update – November 2014

File No.: CP2014/25233

Purpose

1. The purpose of this report is to update the Board on a range of transport related issues in Orakei area during October 2014.

Recommendation/s

That the Orākei Local Board:

a) receives the November report from Auckland Transport.

b) approves a Rough Order of Cost for cycle racks to be installed at the Roberta Avenue shops from the Transport Capital Fund.

Monthly Overview

2. The process for discretionary fund projects:

Either a Rough Order of Cost will be provided to the Orakei Local Board for projects, or if a project does not meet the listed criteria it will be declined.

When the Rough Order of Cost is provided the Orakei Local Board must formally authorise the next step in the delivery of these projects, which is detailed investigation, design, and a firm estimate. The Board then approves or not, the project for construction. The costs incurred for detailed investigation, design, consultation and construction of these projects will be deducted from Orakei Local Board’s Transport Capital Fund. Please see commentary on the progress of current Rough Order of Cost’s.

3. Projects requested by the Orakei Local Board to be considered under the new rule:

These projects are currently being assessed by Auckland Transport to establish their viability under the new assessments.

4. Canon Park pathway

Auckland Transport will work with Auckland Council Parks to provide a Rough Order of Cost for this project. This information was not available at the time of writing.

5. Churchill Park entranceway

Auckland Transport will work with Auckland Council Parks to provide a Rough Order of Cost for this project. This information was not available at the time of writing.

6. Waiatarua Park car park entrance

This project does not meet the criteria set out by the infrastructure committee for use of the Local Board Transport Capital Fund.

7. Greenway pathway around edge of Liston Park

Auckland Transport will work with Auckland Council Parks to provide a Rough Order of Cost for this project. This information was not available at the time of writing.

8. The Landing

This project has been approved by the Local Board and is being managed by Auckland Council Parks. A purchase order for the works has been established and will be completed as part of other parks work at the Landing.

9. Abbots way footpath safety

This project is under review from structural engineers to ensure the solution is viable and affordable. At the time of this report, Auckland Transport is expecting a report from the engineers for the December business meeting.

10. Railway Station Secure Bike Parking

This project is at detailed design and implementation phase.

11. Summerhill Footpath Project

This project is currently in detailed design; further updates are expected for the December business meeting.

12. Benson Road/Upland Road Footpath Improvements

Following consultation there is a change in the design which will need to be re costed once the design has been received from the architects.

There is a provisional agreement with the owners of the Benson Road Deli to plant and maintain the garden that will be formed at the top of the wall.

13. Roberta Road Cycle Racks

During a site visit with the Orakei Local Board and local residents it was determined that Roberta Ave is a key cycle destination, therfore it would be beneficial to the shops and community to have bike racks installed by the cafe.

14. Mission Bay Streetscape

This project is on track and is still expected to begin construction in April 2015. Auckland Transport no longer requires the contribtution from the Orakei Local Boards Transport Capital Fund to this project, the funding not covered by the businesses will be covered by Auckland Transport.

15. Tamaki Drive to Glen Innes Cycleway

Auckland Transport has targeted early 2015 to begin construction on this project. To ensure this stays on track, the project team are continuing to engage with stakeholders, this has been supported by an engagement document drafted with the assistance of Auckland Council’s Local Board Services. An open day and further workshops with key stakeholders has also been planned.

16. Long Term Plan

Over the next month Auckland Transport is holding workshops with all Local Boards. Cluster workshops will look at the prioritisation of medium to large Capital Works projects over the next ten years and how these are prioritised within Auckland Transport’s overall work programme. These Cluster workshops will be followed by individual Local Board workshops to discuss this prioritisation in detail. These individual workshops will also look more closely at projects and initiatives over the next three years across: Maintenance & Renewals, Road Safety, Public Transport Operations, Route Optimisation, Travel Demand Management and Parking.

17. Tamaki Drive and Remuera Road Transit Lanes

Auckland Transport reviews transit lanes annually to ensure that network optimisation is still being realised. The review carried out in March/April takes into account fixed sections of road.

The two transit lanes that are in the Orakei ward are on Remuera Road as a T3 lane and Tamaki Drive as a T2 lane. Please see attachment A for a copy of the report.

Auckland Transport acknowledges that the Orakei Local Board would prefer that both roads be T2 lanes. However, as the objective of the lane is to create better flow of traffic on these key arterial routes, it is not always in the best interest of traffic for a lane to allow more vehicles on it.

Remuera Road continues to be most efficient with a T3 lane; if this lane was to change it would be most likely to become a bus only lane rather than a T2. Auckland Transport recommends that it retains its current T3 lane status.

Tamaki Drive has shown to be marginally less efficient as a T2 lane than a T3 lane, Auckland Transport proposes that the T2 is retained, but will monitor on-going efficiency of this lane and assess again following the next survey.

18. Abbots Way/Ngahue Drive Cycle lane

Just touching the edge of the boundary between the Orakei Local Board and the Maungakiekie-Tamaki Local Board is a new cycle way project along Abbotts Way from Grand Drive to Ngahue Drive.

Auckland Transport has prioritised completing this missing link of the Auckland metro cycle connection that runs along Abbots Way from Grand Drive, connecting with Ngahue Drive to the existing shared path on College Road and through to the proposed Glen Innes to Tamaki Drive cycling path.

This cycle lane will be on the road and will offer contraflow (two way), and is expected to be a protected cycle path, allowing cyclist and cars to be physically separated.

This project has been given a high priority and therefore Auckland Transport expects to move quickly from feasibility to detailed design (subject to funding) and intends following up with stakeholder engagement in the near future.

Public consultation on this project is expected to be undertaken in May 2015.

A workshop with the Local Board will be scheduled for April 2015, if required, to fully inform the board of the project and to gather feedback on the consultation materials.

Auckland Transport would like to begin construction in the 2015/2016 financial year, subject to successful consultation and funding.

Implementation

AT Ref #	TPL Ref #	Issue	Discussion	Action
AT2012/007954	9.8	Suggestions for new Pedestrian Crossing layouts in Ellerslie Town Centre	Auckland Council Urban Design staff has suggested options for improving pedestrian crossings in this town Centre.	June 2014, The road safety team is currently reviewing the implementation of pedestrian crossings suggested by the operations team. August 2014, there is no update at this point.
N/A	N/A	Stonefields Parking	It has been reported that the high density housing units that are currently being built only have one car park for each three bedroom unit and there are no parking bays on the streets. Many of the new units are used as rental properties and have multiple vehicles at each residence. This is resulting in the streets having cars parked down both sides, some partly on the berms and reducing the road width (at times) to one lane only.	This issue was discussed at the May 2013, Orakei Local Board Meeting. Auckland Transport was asked to comment on a memo from Auckland Council. Auckland Transport has provided comment and has asked for this matter to be removed from the ‘Issues Register’. At the July 2013 Orakei Local Board meeting members requested that this item remain on the register. A meeting with Auckland Transport and the Stonefields Residents association is scheduled for 26 March 2014. Preliminary discussions have been held with the parking team and they are happy to support where they can. June 2014, The board approves a resolution for a Rough Order of Cost to install additional parking bays as part of their Transport Capital Fund. November 2014, apologies that this has not been completed; this will be available for the December meeting.
N/A		Support Orakei Local Board urban design initiatives	Auckland Transport has been requested to work with Auckland Council’s Urban Design Team on the following issues: 1. Creating a boulevard effect by planting further oak trees on the north side of Remuera Rd around the Victoria Ave shops; and 2. Issues relating to the Village Green project in respect of aspects where Auckland Transport has a role.	Auckland Transport continues to work with Auckland Council to support development of the Village Green plan on an as required basis. There is no intention for AT to undertake further involvement than as a support and advocate for the Board to deliver these projects.
Notes: N/A – A Customer Service Reference Number is not applicable to this item because either it was handled directly by the EMRM or it is a legacy issue or the request was for information that was outside the boundaries of a service request

Attachments

No.	Title	Page
a View	Bus lane review of Remuera Road and Tamaki Drive	301

Signatories

Author

Melanie Dale - Elected Member Relationship Manager - Auckland Transport

Authorisers

Jonathan Anyon - Elected Member Relationship Team Manager - Auckland Transport

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

Chairperson	Desley Simpson, JP
Deputy Chairperson	Colin Davis, JP
Members	Ken Baguley
	Troy Churton
	Kate Cooke
	Kit Parkinson
	Mark Thomas

Round	Applications Open	Assessment	Decision Making
Interim 1	4 – 22 August 2014	August/ September 2014	10 September 2014 Meeting
2	1 September - 31 October 2014	November 2014	December 2014/February 2015

No.	Title	Page
a View	Board Member Thomas - November 2014	335
b View	Board Member Parkinson - November 2014	341
c View	Board Member Cooke - November 2014	345
d View	Board Member Churton - November 2014	347
e View	Board Member Davis - November 2014	349

Author	Sarah Zimmerman - Community Funding Advisor
Authorisers	Graham Bodman - Manager - Community Development, Arts and Culture

Author	Georgina Morgan - Democracy Advisor
Authoriser	Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards