Agenda of Maungakiekie-Tāmaki Local Board

Maungakiekie-Tāmaki Local Board

21 May 2015

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 : Panmure Squash Club 5

9 Public Forum 6

10 Extraordinary Business 6

11 Notices of Motion 6

12 Maungakiekie-Tāmaki Local Board Performance Reporting for 9 months ending 31 March 2015 7

13 Review of alcohol bans 2015 81

14 Maungakiekie-Tāmaki Local Board Small Local Improvement Projects (SLIPs) Programme 2014/2015 113

15 The Proposed Tāmaki College Flood Mitigation and Stream Restoration Project in Elstree Reserve 121

16 Renewal and Variation of Community Lease, 96 Captain Springs Road, Onehunga, Waikaraka Park. Auckland Studio Potters Incorporated. 127

17 Renewal and variation of Community lease, 50 Dunkirk Road, Panmure, Mount Wellington War Memorial Reserve; Mount Wellington Tennis Club 133

18 Te Oro - Business Plan 2015-2018 145

19 Maungakiekie-Tāmaki Local Board Community Grants Programme 2015/2016 173

20 Auckland Transport Quarterly Report - March 2015 181

21 Auckland Transport Monthly Update Report – May 2015 215

22 Auckland Council Property Ltd local board six monthly update - July/December 2014 223

23 Manukau Harbour Forum Work Programme for 2015/2016 247

24 Developing the Empowered Communities Approach - Next Steps 271

25 District Licensing Committee structure review: Maungakiekie-Tāmaki Local Board feedback 283

26 Record of Maungakiekie-Tāmaki Local Board Workshops - April 2015 293

27 Board Members' Reports 299

28 Chair's Report to the Maungakiekie-Tāmaki Local Board 313

29 Governing Body Member's Update 315

30 Consideration of Extraordinary Items

PUBLIC EXCLUDED

31 Procedural Motion to Exclude the Public 317

C1 Special Housing Areas: Tranche 7 317

C2 Revised FY15 Parks Renewals Programme to include the car park at Orpheus Drive Reserve

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 Maungakiekie-Tāmaki Local Board:

a) confirm the ordinary minutes of its meeting, held on Thursday, 16 April 2015, 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 Maungakiekie-Tāmaki Local 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 : Panmure Squash Club

Purpose

1. Providing an opportunity for the Panmure Squash Club to present to the Board regarding their lease and their strategic plan.

Executive summary

2. As per standing orders the Chair has approved the request from the Panmure Squash Club.

3. Richard Van Rynbach and David Moore, will present on behalf of the Panmure Squash Club.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) thank the members of the Panmure Squash Club for their attendance.

Attachments

a Panmure Squash Club presentation.................................................... 321

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 www 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.

Maungakiekie-Tāmaki Local Board

21 May 2015

Maungakiekie-Tāmaki Local Board Performance Reporting for 9 months ending 31 March 2015

File No.: CP2015/08258

Purpose

1. To update the Maungakiekie-Tāmaki Local Board members on progress towards their objectives for the year from 1 July 2014 to 31 March 2015 as set out in the Local Board Agreement.

Executive Summary

2. A financial performance report is presented to the local boards for the accounting quarters ending September, December, March and June. Except the September quarter was replaced by four months reporting ending in October 2014.

3. Auckland Council departments and Council Controlled Organisations (CCOs) also present regular performance reports to the local boards.

4. To improve overall performance reporting the Financial Advisory Services – Local Boards team produces a combined quarterly financial report, department report and CCO report.

5. The attached omnibus consolidation contains the following reports this quarter:

• Local board financial performance report

• Local Community Development, Arts and Culture (CDAC) activity overview

• Local Libraries overview

• Local Infrastructure and Environmental Services (IES) overview

• Local Parks Sports and Recreation (PSR) overview

• Local Board Services Department overview (LBSD)

6. Treasury Report

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) receive the Performance Report for the Maungakiekie-Tāmaki Local Board for the period ended 31 March 2015.

Comments

7. In consultation with local boards this omnibus report provides the elected members with a comprehensive and common overview of local activities from council departments and CCO’s.

8. The Performance Report includes departmental and CCO reports for inclusion and discussion. Some of these will be six monthly reports depending on their traditional reporting cycles.

Consideration

Local Board Views and Implications

9. The report is presented to the Maungakiekie-Tāmaki Local Board members at a workshop prior to the ordinary meeting.

Maori Impact Statement

10. Maori, as stakeholders in the council, are affected and have an interest in any report of the local board financials. However, this financial performance report does not impact specific outcomes or activities. As such, the content of this report has no particular benefit to, or adverse effect on Maori

Attachments

No.	Title	Page
a View	Maungakiekie-Tāmaki Local Board Performance Report for 9 months ending 31 March 2015	9

Signatories

Authors

Sugenthy Thomson - Lead FInancial Advisor

Authorisers

Christine Watson - Manager Financial Advisory Services - Local Boards

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

21 May 2015

Review of alcohol bans 2015

File No.: CP2015/04468

Purpose

1. To adopt a proposal on the review of alcohol bans in the Maungakiekie-Tāmaki Local Board area.

Executive Summary

2. The Maungakiekie-Tāmaki Local Board has the delegated responsibility to review all 126 existing local alcohol bans in its local board area by 31 October 2015.

3. The purpose of the review is to identify which existing local alcohol bans meet the new higher statutory threshold to enable them to be retained. Alcohol bans that do not meet the threshold will lapse on 31 October 2015.

4. As part of the review, the local board may choose to use a public submission process in order to get a fuller understanding of the impact of alcohol use in the current alcohol ban areas.

5. To assist the local board, staff have undertaken an analysis of legacy council information and recent police data. This information has been presented at local board workshops in early 2015. During these workshops the local board also expressed a preference for using a public submission process to complete the review.

6. Staff recommend to:

· use a public submission process to complete the review and to adopt a proposal to facilitate this (Attachment C)

· propose to retain 41 existing alcohol bans

· propose to lapse 85 existing alcohol bans unless sufficient evidence is provided through the public submission process.

7. Staff will update the proposal as necessary to reflect the decisions by the local board.

Recommendations

That the Maungakiekie-Tāmaki Local Board:

a) confirm the use of a public submission process to complete the review of alcohol bans in the local board area

b) adopt the proposal titled “Proposal Review of Alcohol Bans – Maungakiekie-Tāmaki Local Board May 2015” in Attachment C for the purposes of the public submission process

c) confirm that the proposal contained in Attachment C is in accordance with relevant requirements of the Local Government Act 2002 and Auckland Council Alcohol Control Bylaw 2014

d) authorise the Manager Social Policy and Bylaws to make any minor edits or amendments to the Proposal to correct any identified errors or typographical edits

e) authorise the Manager Social Policy and Bylaws, in consultation with the local board chair, to make any amendments to the Proposal to reflect decisions made by the local board

f) appoint [insert name] (as chair), [insert at least two more board members names] as a panel to receive, hear and deliberate on submissions and other relevant information and recommend changes to the Board

g) delegate to the Chairperson the ability to make changes to the panel appointed under (f) where this becomes necessary because of the withdrawal or unavailability of any of those persons.

Background

8. Alcohol bans are an accepted and effective way of helping to reduce alcohol related harm. They limit the amount of alcohol consumed in public places. This helps reduce harm including levels of intoxication, noise, litter, harm and disorder.

9. Recent amendments to legislation to require a review of existing alcohol bans against the new higher threshold is intended to ensure that alcohol bans are only retained in areas of high alcohol related crime or disorder.

10. Alcohol bans are made under the Auckland Council Alcohol Control Bylaw 2014. Alcohol bans prohibit the consumption of alcohol in public places and are enforced by the New Zealand Police using powers of search, seizure, and arrest. Penalties include an infringement fee of $250.

11. Local boards have the delegated responsibility to review existing local alcohol bans in their local board areas by 31 October 2015. This does not include a review of existing alcohol bans in areas of regional significance which is the responsibility of the Regulatory and Bylaws Committee, nor consideration of new alcohol bans which will be subject to a separate process to commence after 31 October 2015.

12. Since the commencement of the review in November 2014, the local board at workshops has been presented with the statutory decision making requirements, review process options, legacy council information, and recent police data.

13. The local board has expressed a preference to use a public submission process to complete the review. This process requires:

· the local board to adopt a proposal by May 2015 (Attachment C)

· the proposal (together with proposals from other local boards) will be publicly notified in June 2015

· the local board to hold hearings, deliberations and make decisions on submissions by September 2015

· any alcohol ban not deemed to meet the statutory evidence test will lapse on 31 October 2015.

14. The public submission process is specifically designed to obtain evidence of alcohol-related crime or disorder from the public for those alcohol bans where legacy council information or police data is limited. The decision required of the local board is to decide which existing alcohol bans to propose to retain and which to propose to lapse unless sufficient evidence is provided through the public submission process.

Decision-making requirements

15. In making decisions, the local board must be satisfied that any existing alcohol bans proposed to be retained comply with a range of statutory and bylaw requirements.

16. Changes to the Local Government Act 2002 introduced a higher threshold to be met to allow an existing alcohol ban to be retained. Alcohol bans that do not meet the higher threshold will lapse on 31 October 2015.

17. The most important requirements as outlined in the bylaw are:

· evidence that the alcohol ban area has experienced a high level of crime or disorder that can be shown to have been caused or made worse by alcohol consumption in the area

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

· consideration of community-focused solutions as an alternative to or to complement an alcohol ban area

· consideration of the views of owners, occupiers, or persons that council has reason to believe are representative of the interests of owners or occupiers, of premises within the area to which the alcohol ban will apply

· consideration to using one of the following times for consistency:

o 24 hours, 7 days a week (at all times alcohol ban);

o 7pm to 7am daily (evening alcohol ban)

o 10pm to 7am daylight saving and 7pm to 7am outside daylight saving (night time alcohol ban)

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

18. Further detail of the decision-making requirements is appended to the proposal in Attachment C.

Comment

Current local alcohol bans

19. There are currently 126 alcohol bans in the Maungakiekie-Tāmaki Local Board area summarised in the table below. These have been independently assessed and evidence is included in Attachments A and B.

Type of alcohol ban area (number)	Alcohol ban time
Town centre (3)	24 hours a day 7 days a week
Park, beach and foreshore reserve (120)	Daylight saving 10pm – 8am Non-daylight savings 8pm – 8am
Cemetery (1)	Daylight saving 10pm – 8am Non-daylight savings 8pm – 8am
General area (1)	24 hours a day 7 days a week
General area (1)	Daylight saving 10pm – 8am Non-daylight savings 8pm – 8am

Evidence

20. Evidence of alcohol-related crime or disorder has been obtained from legacy council files, and data from the New Zealand Police for the period 1 September 2013 – 30 September 2014 has also been supplied.

21. Other sources of Auckland-wide alcohol-related crime or disorder information were investigated but did not provide evidence able to be linked to particular alcohol bans. Other sources included service request data lodged through the council call centre, graffiti and Ambulance and Emergency Service data.

22. Evidence may also be gathered through a public submission process. Documented evidence may be provided by way of:

· a written account of incidents of alcohol-related crime or disorder people have witnessed prior to, after, or recently in relation to a particular alcohol ban having been introduced

· historical media articles.

Options

23. For each of these areas, the local board has two options. To retain the alcohol ban (with or without amendments to areas or times) or to allow the ban to lapse.

24. In terms of which alcohol bans to retain or lapse, the local board can review the summary of evidence provided for individual alcohol bans in Attachments A and B and choose to:

· confirm the list of alcohol bans proposed to be retained (Attachment A)

· confirm the list of alcohol bans proposed to lapse (Attachment B)

· identify any changes to the list of alcohol bans proposed to retain (Attachment A)

· identify any changes to the list of alcohol bans proposed to lapse (Attachment B).

25. It is important to note that the statutory requirements of this review means the retention of alcohol bans must be determined on evidence of high levels of alcohol-related crime or disorder.

Recommendation

26. Staff recommend:

· the use of a public submission process to complete the review and to adopt the “Proposal Review of Alcohol Bans – Maungakiekie-Tāmaki Local Board May 2015” to facilitate this (Attachment C)

· retain the following 41 existing alcohol bans (Attachment A):

o Glen Innes Town Centre (including Apirana Corner Reserve) (2)

o Onehunga Town Centre

o Panmure Town Centre

o Eastview Reserve

o Elstree Reserve

o Fergusson Domain and Paihia Reserve, Oranga (and surrounding streets)

o Flat Rock Reserve

o Hillside Corner Reserve

o Ian Shaw Park

o Jolson Reserve

o Kotuku Reserve

o Maybury Reserve

o McManus Park

o Point England Reserve

o Talbot Park

o Taniwha Reserve

o Taurima Reserve

o Torino Reserve

o Wimbledon Reserve

o 37a Fenchurch Street, Glen Innes (and associated car parking)

o Apirana reserve

o State Highway 1 footbridges at Ellerslie and Greenlane (2)

o Elstree North Reserve (including associated car park)

o Harrison Reserve

o Hobson Reserve

o Joe Wolfe Reserve

o Jordan Park (including associated car park)

o Leybourne Circle Reserve

o Migrant Support Services Incorporated

o Mt Wellington War Memorial Reserve (including associated car park)

o Panmure Wharf Reserve (including wharf and associated car park)

o Ruapotaka Reserve (including associated car park)

o Station Road Pleasance

o Sultan Street State Highway 1 underpass

o Taniwha St railway underpass

o Thompson Park (including associated car park)

o Vic Cowen Park (including associated car park)

o Waikaraka Park (including associated car park)

o West Tāmaki Reserve

· allow the remaining 85 alcohol bans to lapse unless sufficient evidence is provided through a public submission process to justify their retention (Attachment B).

27. The reasons for this recommendation are:

· there is sufficient evidence of a high level of alcohol-related crime or disorder to retain 41 existing alcohol bans

· the alcohol bans retained are appropriate, proportionate, and reasonable

· the hours of alcohol bans retained are aligned to those contained in the bylaw

· the public submission process provides an effective and efficient way to obtain further evidence (in a useable format) to support decision making.

Next steps

28. The proposal (together with proposals from other local boards) will be publicly notified in June 2015.

29. Staff will update the proposal as necessary to reflect the decisions by the local board.

Consideration

Local Board views and implications

30. Since the commencement of the review in November 2014, the local board at workshops has been presented with the statutory decision making requirements, review process options, legacy council information, and recent police data.

Māori impact statement

31. Managing alcohol related harm associated with people consuming alcohol in public places increases opportunities for health and wellbeing, which is consistent with the outcomes of the Māori Plan for Tāmaki Makaurau.

32. Feedback from mana whenua representatives at a hui held in March 2015 supported alcohol bans in principle, and believe that non-regulatory approaches should be considered to help reduce alcohol related harm.

Implementation

33. There are no implementation issues associated with this decision to adopt a proposal.

Attachments

No.	Title	Page
a View	Alcohol bans proposed to retain	87
b View	Alcohol bans proposed to lapse	99
c View	Proposal	105

Signatories

Authors

Daniel Pouwels - Principal Policy Analyst

Kylie Hill - Policy Analyst

Authorisers

Kataraina Maki - GM - Community & Social Policy

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

21 May 2015

Maungakiekie-Tāmaki Local Board Small Local Improvement Projects (SLIPs) Programme 2014/2015

File No.: CP2015/08345

Purpose

1. This report provides an overview of the Maungakiekie-Tāmaki Local Board 2014/2015 Small Local Improvement Projects (SLIPs) programme and recommends projects for scoping approval and commencement.

Executive Summary

2. The Maungakiekie-Tāmaki Local Board has $329,120 SLIPs operational funding (Opex) to allocate in the 2014/2015 financial year. At the time of this report, $222,177 SLIPs operational expenditure has been approved totalling 68% of the total available budget.

3. The Maungakiekie-Tāmaki Local Board has $911,000 SLIPs capital funding (Capex) in the 2014/2015 financial year. Of this, $779,383 capital expenditure has been allocated to projects in previous years and carried forward. The Maungakiekie-Tāmaki Local Board has allocated a further $151,860 capital funding towards new projects in financial year 2014/2015.

4. This report recommends that the Maungakiekie-Tāmaki Local Board reallocate funding from the following projects:

1	Maybury Reserve Concept Plan – consultation and analysis	$10,000 SLIPs Opex
2	Assessment reports – Maybury Reserve / Eastview Reserves	$2,000 SLIPs Opex
3	Programme for Panmure Hall and Fergusson Hall	$50,000 SLIPs Opex
	Total to reallocate	$62,000 SLIPs Opex

to the scoped proposals as detailed below:

1	Onehunga festival feasibility study	$ 6,500 SLIPs Opex
2	Tāmaki Redevelopment Company Grant contribution – Maybury Reserve development plan contribution	$ 20,000 SLIPs Opex
3	Community tree plantings and restoration planting	$ 27,500 SLIPs Opex
4	Streetscapes garden improvements	$ 8,000 SLIPs Opex

5. Detailed information outlining the background to each of the proposed projects will be tabled at the Maungakiekie-Tāmaki Local Board November business meeting.

6. Approval of the recommendations in this report will allocate 100% of the available SLIPs capital expenditure in the financial year and 100% of the available SLIPs operational expenditure.

7. All 2014/2015 projects should have budget allocated to them within the first quarter of the 2014/2015 financial year; to enable commencement and completion prior to 30th June 2015.

8. Most projects will need eight months or more to be successfully delivered within the 2014/2015 financial year. Projects that have budget allocated to them with less than six months remaining within the current financial year will be at risk of not being completed by 2014/2015 financial year end.

9. Budgets for projects funded from 2014/2015 SLIPs capital expenditure and SLIPs operational expenditure must be fully expended within the 2014/2015 financial year.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) acknowledge receipt of the Maungakiekie-Tāmaki Local Board 2014/2015 SLIPs funding summary programme

b) delegate authority to the spokesperson to provide guidance and advice to the SLIPs team regarding their allocated proposals and delegates authority to the spokesperson and chair of the board, to be exercised together, to make additional funding decisions where a variation to a project scope is needed due to unforeseen circumstances

c) reallocate $10,000 SLIPs operational funding from the Maybury Reserve concept plan – consultation and analysis project

d) reallocate $2,000 SLIPs operational funding from the assessment reports – Maybury Reserve / Eastview Reserves project

e) reallocate $50,000 SLIPs operational funding from the Programme for Panmure Hall and Fergusson Hall

f) allocate $6,500 SLIPs operational funding towards the Onehunga festival feasibility study

g) allocate $27,500 SLIPs operational funding towards the Community tree plantings and restoration planting

h) allocate $8,000 SLIPs operational funding towards Streetscapes garden improvements

i) approve a SLIPs operational funding Grant contribution to the Tāmaki Redevelopment Company for development plan for Maybury reserve

j) note that upon approval of the above recommendations 100% of the available SLIPs capital expenditure and 100% of the available SLIPs operational expenditure would be allocated to projects.

Comments

10. This report recommends that the Maungakiekie-Tāmaki Local Board reallocate funding from the following projects:

1	Maybury Reserve Concept Plan – consultation and analysis	$10,000 SLIPs Opex
2	Assessment reports – Maybury Reserve / Eastview Reserves	$2,000 SLIPs Opex
3	Programme for Panmure Hall and Fergusson Hall	$50,000 SLIPs Opex
	Total to reallocate	$62,000 SLIPs Opex

to the scoped proposals as detailed below:

1	Onehunga festival feasibility study	$ 6,500 SLIPs Opex
2	Tāmaki Redevelopment Company Grant contribution – Maybury Reserve development plan contribution	$ 20,000 SLIPs Opex
3	Community tree plantings and restoration planting	$ 27,500 SLIPs Opex
4	Streetscapes garden improvements	$ 8,000 SLIPs Opex

11. Detailed information outlining the background to each of the proposed projects will be tabled at the Maungakiekie-Tāmaki Local Board November business meeting.

12. Approval of the recommendations in this report will allocate 100% of the available SLIPs capital expenditure in the financial year and 100% of the available SLIPs operational expenditure.

13. All 2014/2015 projects should have budget allocated to them within the first quarter of the 2014/2015 financial year; to enable commencement and completion prior to 30th June 2015.

14. Most projects will need eight months or more to be successfully delivered within the 2014/2015 financial year. Projects that have budget allocated to them with less than six months remaining within the current financial year will be at risk of not being completed by 2014/2015 financial year end.

15. Budgets for projects funded from 2014/2015 SLIPs capital expenditure and SLIPs operational expenditure must be fully expended within the 2014/2015 financial year.

Consideration

Local board views and implications

16. This report canvasses the views of the Maungakiekie-Tāmaki Local Board.

17. The recommendations contained within this report fall within the Local Boards allocated authority.

Maori Impact Statement

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

Implementation

19. All 2014/2015 projects should have budget allocated to them within the first quarter of the 2014/2015 financial year; to enable commencement and completion prior to 30th June 2015.

20. Most projects will need eight months or more to be successfully delivered within the 2014/2015 financial year. Projects that have budget allocated to them with less than six months remaining within the current financial year will be at risk of not being completed by 2014/2015 financial year end.

21. Budgets for projects funded from 2014/2015 SLIPs capital expenditure and SLIPs operational expenditure must be fully expended within the 2014/2015 financial year.

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

Attachments

No.	Title	Page
a View	Maungakiekie Tāmaki Local Board SLIPs Programme 2014-2015	117

Signatories

Authors

Vandna Kirmani - SLIPs Project Portfolio Leader

Authorisers

Katrina Morgan - Team Leader SLIPs

Ian Maxwell - General Manager Parks, Sports and Recreation

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

21 May 2015

The Proposed Tāmaki College Flood Mitigation and Stream Restoration Project in Elstree Reserve

File No.: CP2015/07980

Purpose

1. To seek the Maungakiekie-Tāmaki Local Board’s endorsement and agreement to collaborate with Tāmaki College, Tāmaki Redevelopment Company and Auckland Council to facilitate delivery of the Tāmaki College Flood Mitigation and Stream Restoration Project outcomes.

2. To seek the Maungakiekie Tāmaki Local Board’s agreement in principle to a portion of the project being located on the Elstree Reserve. Design details such as landscaping, location, amenity and environmental mitigations will be subject to the local board’s review and approval.

3. To request that the Maungakiekie-Tāmaki Local Board nominate a representative to provide input into the design process for this project.

Executive Summary

4. The redevelopment within the Tāmaki North catchment upstream of Tāmaki College will significantly increase the area of impervious surface. As a result flood risks will increase within the Tāmaki College grounds unless appropriate mitigations are put in place.

5. A project to mitigate the flooding issues in Tāmaki College has been initiated by Auckland Council. The preferred option for mitigating flood risk is to daylight a piped stream along the eastern boundary of the college to lessen the intensity of flood flows in the northern part of the college and Elstree Reserve.

6. This report describes the issues and background for the project, the preferred option for mitigating the flood risks and seeks the board’s approval in principle for that option.

Recommendations

That the Maungakiekie-Tāmaki Local Board:

a) receive the ‘The Proposed Tāmaki College Flood Mitigation and Stream Restoration Project in Elstree Reserve’ report

b) agree to work collaboratively with Tāmaki College, Tāmaki Redevelopment Company and Auckland Council to facilitate delivery of the Tāmaki College Flood Mitigation and Stream Restoration Project

c) agree in principle to a portion of the project being located on the Elstree Reserve. Design details such as landscaping, location, amenity and environmental mitigations subject to the local board’s review and approval at a later date

d) nominate a local board member to represent the local board and to provide input into the design process.

Comments

Background and flood risk

7. The 91 ha catchment located upstream of Tāmaki College is to be developed as a special housing area (SHA). Natural watercourses and drainage within the catchment have been converted to piped drainage systems; with the exception of the watercourses through Leybourne Circle and Elstree North reserves (to the north of Tāmaki College), and through Paddington and Wimbledon reserves to the east of Tāmaki College.

8. Tāmaki College is located within the lowest area of the catchment. Due to the piped drainage systems location and capacity, the school’s land will flood in storm events once the SHA is developed. The existing drainage network (piped and open channels) has insufficient capacity to manage the amount of stormwater created during storm events.

Future re-development

9. To mitigate the flood effects on the school and adjoining areas, and the discharge to Tāmaki River, a flood management solution will be agreed, designed and implemented on site.

10. To achieve multiple outcomes the flood management solution will be integrated into the new designs proposed by Housing New Zealand and Tāmaki Redevelopment Company (TRC) for the land development projects in the SHA.

Flood Management Solutions and Consultation with Tāmaki College

11. Based on modelling results an initial flood management solution was developed consisting of a large open channel (23m width) located parallel with the 1800mm pipeline on the Tāmaki College’s land. This initial solution is focussed on utilising the school’s land to carry and lessen the intensity of storm flows.

12. The modelling results together with the open channel solution were discussed during the first consultation meeting held in July 2014 with school’s representatives. The feedback taken from this meeting included the following issues:

· The solution must maximise the land available for the school’s future development.

· the school’s preference is for any future mitigation for flooding to occur on public land as much as possible.

· The solution must address safety for school users and general public.

· The solution must address security issues and options for school.

13. Based on the modelling results and the above feedback council developed an alternative flood management option shown in the image Figure1.

14. This solution effectively creates a dry storage pond and open waterways within the reserve and school land. Opening these waterways allows for stormwater and flood issues created by development to be effectively managed while creating a newly restored stream and access to freshwater waterways.

Figure 1

15. Text Box: NEW PIPELINE 1800mm DIAMETER 40m LONG
&
NEW OVERLAND FLOWPATH The solution incorporates the following elements:

· A dry attenuation pond located within Elstree Reserve and a small portion of adjoining school land. To create the pond an earth bund with a maximum height of 2.5m and 1:4 slopes will be constructed towards the school rugby fields. The bund will match the existing ground levels near Elstree Avenue and Leybourne Circle. Inside the pond area open channels will be created downstream of the existing culverts under these two roads. There is also the opportunity to create a wetland area as part of the open channels.

· An open channel (1.2m deep and 11 m wide) between the dry pond and the existing culvert under Taniwha Street. The channel will be located parallel and close to the eastern school boundary.

· A new pipeline connecting the open channel to the Taniwha Street culvert. This pipeline will also facilitate access to school grounds from this street

· An overland flowpath between the end of the open channel to Taniwha Street to allow stormwater flows to cross the street and be discharged to the sea

· Raising the tennis court area by filling and reshaping it to match the surrounding ground levels. This area is at present the lowest within the school grounds and therefore stormwater often ponds here making it unsuitable for development.

16. This option has been discussed with the school’s representatives who have given their approval in principle. Additional consultation meetings are scheduled with the school’s representatives to discuss and agree landscape solutions and design for the dry pond and open channel to be beneficial for teaching opportunities, and for the general public.

17. The design of this flood solution is also being carried out in conjunction with the proposed development plans prepared by the Tāmaki Redevelopment Company for the surrounding area.

Stream Ecology

18. In addition to the earthworks aspects the flood management solution will address the health and ecology of the newly restored stream within the pond and open channel.

19. A flow monitoring exercise completed between December 2014 and January 2015 indicates that very low permanent flows are expected within the proposed open channel during the summer. The landscape design, which will be based on extensive consultation with the school’s representatives and Council’s Parks team, will address this specific constraint.

Similar Projects

20. An example of a similar project is the La Rosa Reserve Daylighting Project located in Green Bay. A piped watercourse was daylighted through the reserve, creating an improved open space for community while enhancing the ecology of the area by providing improved habitat for plant and animal species. Figures 2 and 3 show before and after photographs of the project.

Figure 2 La Rosa Southern Tributary - BEFORE

Figure 3 La Rosa Southern Tributary - AFTER

21. Officers recommend the preferred option for mitigating flood risk for Tāmaki College is to daylight a piped stream along the eastern boundary of the college and the development of a dry pond located within the Elstree Reserve and a small portion of adjoining college land.

Consideration

Local Board views and implications

22. Maungakiekie-Tāmaki Local Board aspirations in their local board plan include improving the cleanliness and health of the waterways and harbours in the local board area.

23. This project was discussed with the environmental portfolio holders of the Maungakiekie-Tāmaki Local Board at a workshop held 23 March 2015.

24. The report seeks a nominated representative from the Maungakiekie-Tāmaki Local Board to provide input into the design to facilitate a fast and efficient design process.

Māori impact statement

25. It is recognised that water quality and management has integral links with the mauri of the environment and concepts of kaitiakitanga.

26. Mana whenua consultation will take place during the development of the project design process.

Implementation

27. There will be budget and consultation implications when the Tāmaki College Flood Mitigation and Stream Restoration project in Elstree Reserve is implemented.

28. Budget for this project will be met from within the regional stormwater capital expenditure growth programme.

Attachments

There are no attachments for this report.

Signatories

Authors

Andrew Chin - Asset Management Team Manager, Stormwater

Authorisers

John Dragicevich - Manager Infrastructure and Environmental Services

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

21 May 2015

Renewal and Variation of Community Lease, 96 Captain Springs Road, Onehunga, Waikaraka Park. Auckland Studio Potters Incorporated.

File No.: CP2015/07730

Purpose

1. This report seeks Maungakiekie-Tāmaki Local Board approval to grant the renewal and variation of a community lease to Auckland Studio Potters Incorporated at Waikaraka Park, 96 Captain Springs Road, Onehunga.

Executive Summary

2. Waikaraka Park is held in fee simple by Auckland Council under the Local Government Act. The activities of Auckland Studio Potters Incorporated (ASP), aligns with the Park’s land status.

3. ASP owns the buildings and improvements on its leased area of Waikaraka Park at 96 Captain Springs Road. This includes a cottage housing a library and displayed works of art, a teaching studio, storage area and pottery kilns (Attachment A).

4. ASP’s lease commenced on 31 January 1987, for an initial term of 14 years with two further rights of renewal of 14 years each and one final right of renewal for 7 years, until a final expiry on 30 January 2036. Rent of $300.00 plus GST per annum is paid for the leased site.

5. Community groups exercising a right of renewal are asked to consider having their community lease varied to include a Community Outcomes Plan. ASP has prepared a plan for the local board’s consideration. The lease will be varied to accommodate this. (Attachment B).

6. This report recommends granting the second renewal of the lease to Auckland Studio Potters Incorporated, in accordance with its current terms and conditions, for a period of 14 years commencing 31 January 2015 to 30 January 2029.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) approve the renewal and variation of the community lease to the Auckland Studio Potters Incorporated at 96 Captain Springs Road, Onehunga on the following terms and conditions:

i) Term - 14 years commencing on 31 January 2015 to 30 January 2029

ii) Rent - $300.00 plus GST per annum

b) approve the Auckland Studio Potters Incorporated, Community Outcomes Plan as attached to this report.

c) approve all other terms and conditions in accordance with the current lease agreement.

Comments

7. ASP, which was founded in the 1960s, has established a picturesque lease site with tidy, well maintained buildings and good utilized space. It was incorporated as a society in 1972, and is today the largest pottery society in Auckland.

8. ASP’s audited accounts show that proper accounting records have been kept. With over 300 members, tuition and subscriptions totalling $59,530 provided the highest income stream in 2013. Administration costs for this period totalled $90,569.

9. Each week, day and evening classes are offered along with specialised workshops with established artists. When the studio is not in use for classes, it is available for members to freely work in. Members are also offered the opportunity to show their work in a variety of exhibitions throughout the year.

10. Alongside regular classes and workshops, ASP’s 2014 calendar also included children’s school holiday classes, “The Big Clay Day Out” pottery fair and auction, an Open Day for the public to try their hand at pottery and invitations to the community to participate in a “Winter Soup Evening”.

11. ASP additionally provides opportunities for preschools, schools, sheltered work places and the Auckland City Mission to participate in creative activities. Its renewal application included references from three of these organisations supporting ASP’s community programmes.

Consideration

12. In line with the local board’s priority of ensuring everyone benefits from and enjoys community spaces, ASP actively fosters participation across a wide spectrum of the community.

13. Across council staff support the renewal of the lease to ASP.

Local board views and implications

14. The Local Board lease portfolio holders support the renewal of lease to the club.

Maori impact statement

15. The local board’s continued support of community facilities, with respect to leases, provides benefits to the wider community as a whole, which includes Maori.

Implementation

16. The recommendations in this report do not trigger the Auckland Council Significance Policy.

17. Council staff sought input from relevant council departments who provided support and no opposition for the renewal of the lease.

Attachments

No.	Title	Page
a View	Aerial View of ASP, Waikaraka Park.	129
b View	ASP's Community Outcomes Plan	131

Signatories

Authors

Robyn Campbell - Community Lease Advisor

Authorisers

Graham Bodman - Manager - Community Development, Arts and Culture

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

21 May 2015

Renewal and variation of Community lease, 50 Dunkirk Road, Panmure, Mount Wellington War Memorial Reserve; Mount Wellington Tennis Club

File No.: CP2015/06628

Purpose

1. This report seeks the Maungakiekie-Tāmaki Local Board’s approval for the renewal and variation of the community lease held by the Mount Wellington Tennis Club Incorporated at Mount Wellington War Memorial Reserve, 50 Dunkirk Road, Panmure.

Executive Summary

2. The Mount Wellington Tennis Club Incorporated (the Club) has exclusive occupation of the council owned facility on Mount Wellington War Memorial Reserve at 50 Dunkirk Road, Panmure. The land is held by the Crown as a classified recreation reserve, subject to the Reserves Act 1977 and vested in Auckland Council in trust for recreation purposes. (Attachment A)

3. This application is for the first renewal of the lease, for the period 1 January 2014 to 31 December 2018. An administrative error in the preparation of the lease document in 2010, incorrectly recorded the expiry of the first term as 31 December 2014.( Attachment B)

4. The Club pays rent of $300.00 plus GST per annum for the leased site.

5. Community groups exercising a right of renewal are asked to consider having their community lease varied to include a Community Outcomes Plan. The Club has prepared a plan for the local board’s consideration. The lease will be varied to accommodate this. (Attachment C).

6. This report recommends granting the first renewal of the lease to the Mount Wellington Tennis Club Incorporated, in accordance with its current terms and conditions, for a period of five years commencing on 1 January 2014 until expiry on 31 December 2018.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) approve the renewal and variation of the community lease to the Mount Wellington Tennis Club Incorporated at 50 Dunkirk Road, Panmure on the following terms and conditions:

i) Term - 5 years commencing on 1 January 2014 to 31 December 2018

ii) Rent - $250.00 plus GST per annum

b) approve the Mount Wellington Tennis Club Incorporated Community Outcome Plan as attached to this report

c) approve the variation to the lease to include the Mount Wellington Tennis Club Incorporated Community Outcomes Plan as part of the lease agreement

d) approve the correction in the lease agreement to record the final expiry date of the lease as 31 December 2023, as resolved by the Legacy Council.

e) approve all other terms and conditions in accordance with the current lease agreement.

Comments

7. On 3 December 2008, a resolution from the legacy Auckland City Council’s Arts Culture and Recreation Committee approved a new lease to the Mount Wellington Tennis Club commencing on 1 January 2009 with two rights of renewal of five years each. (Attachment D)

8. The Deed of Lease dated 29 October 2010, was prepared and signed by both parties with an administrative error. The lease document incorrectly recorded the expiry date of the first term as 31 December 2014 and the final expiry of the lease as 31 December 2024. The expiry dates for the first and final term of the lease should read as 31 December 2013 and 31 December 2023 respectively.

9. In 2013 the Club was granted land owner approval to upgrade the leased facility to accommodate other outdoor sports. On 9 October 2013, the local board approved a variation to the lease agreement amending the “required use” to “Outdoor sports, games and recreational activities, including tennis, with associated pavilion and clubrooms.”

10. The Club now has three artificial grass courts marked for tennis and futsal. It aims to provide a range of sporting activities for adults and children at affordable prices and has introduced free coaching for tennis and futsal. As a result junior and adult programmes have both grown and, in addition to interclub competition, the club provides social evening tennis during summer and on Sunday afternoons in winter.

11. The club shares its facility with other community groups and has established a relationship with the local Summerville School, who use the facility during the school day to deliver special activity programmes. The local Pacific Wardens use the clubrooms on Friday evenings as a community base and mentoring centre for young people.

12. Over recent years the club has undertaken significant improvements including resurfacing courts, installing wind breaks, mobile net systems, floodlights and a practice wall. These improvements were primarily financed from community grants received in 2013. The Club intends to continue its improvements and will be seeking Land Owner Approval for the additional work, including resurfacing the two older courts, creating a leisure court and improving lighting.

13. The club is registered as an incorporated society and its audited accounts show proper accounting records have been kept. In 2014 the club’s annual membership totaled 72, with an additional 30 members paying individual term fees. The club does not hold a liquor licence and subscriptions of $4977 contributed the highest income stream for 2014.

Consideration

14. The recommendations within this report fall within the local board’s delegated authority relating to local recreation, sport and community facilities.

15. The Club’s plans to increase community participation in sport, is in line with the local board’s priority of ensuring everyone benefits from, and enjoys community spaces.

16. Across council staff, with an interest in this sporting facility, support the renewal of the lease to the Club.

Local Board views and implications

17. The Local Board approved the variation to the club’s lease in 2013 to provide opportunities for outdoor sports other than tennis.

Māori impact statement

18. The Club does not have any formal links with Maori however membership and participation is open to all the community. Maori member participation is currently recorded at 13%.

19. Mount Wellington War Memorial Reserve is crown land and this site may potentially be required by the Crown for Treaty redress in future years.

Implementation

20. All costs involved in the preparation of this lease and licence agreement will be borne by Auckland Council.

Attachments

No.	Title	Page
a View	Aerial View of Mt Wellington Tennis Club	137
b View	Deed of Lease Reference Schedule	139
c View	Community Outcomes Plan	141
d View	Legacy Council Resolution	143

Signatories

Authors

Robyn Campbell - Community Lease Advisor

Authorisers

Graham Bodman - Manager - Community Development, Arts and Culture

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

21 May 2015

Te Oro - Business Plan 2015-2018

File No.: CP2015/07234

Purpose

1. This report presents the business plan for Te Oro, for local board approval.

Executive Summary

2. Te Oro is funded by the Maungakiekie-Tāmaki Local Board, managed by council staff and governed by its own governance committee.

3. As part of improving business processes, arts staff are developing three-year business plans for all local arts and culture facilities, including Te Oro. These plans require local board approval.

4. The Te Oro business plan sets out the strategic context in which Te Oro operates, and clearly communicates Te Oro’s vision, goals, values and priorities, as well as the actions that will be taken to achieve them.

5. Staff will report progress against key performance measures to the Te Oro governance committee. Staff will also update the local board on Te Oro’s progress through quarterly internal reporting processes.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) approve the Te Oro Business Plan 2015-2018.

Comments

Background

6. Te Oro was opened on 9 May 2015 as a multi-purpose music and arts facility designed primarily for use by local young people aged between 12 and 24. Te Oro is the realisation of a long-held aspiration of the Glen Innes community, for a place where talent can be nurtured and young people can gather safely to upskill and express themselves through music and arts.

7. As part of improving business processes, arts staff are developing three-year business plans for all local arts and culture facilities, including Te Oro. These plans require local board approval. The business plan (Attachment A) sets out the strategic context in which Te Oro operates, and clearly communicates Te Oro’s vision, goals, values and priorities, as well as the actions that will be taken to achieve them.

8. The Maungakiekie-Tāmaki Local Board has provided continuous direction through the community consultation efforts and development phase of Te Oro, including the development of the facility charter on which the business plan is based. The Te Oro business plan aligns to the Maungakiekie-Tāmaki Local Board Plan where relevant, and notes primary and secondary drivers from the local board plan.

Scope of the Plan

9. The business plan covers the three-year period from FY 2015/2016 to FY 2017/2018. Priorities and actions will be reviewed and updated annually.

10. The scope of the business plan for Te Oro is set out in Table One below:

Table One: scope of Te Oro business plan
In scope	Out of scope
All public spaces within Te Oro	Te Oro’s governance committee
All programming activities within Te Oro	Auckland Council arts and culture facilities other than Te Oro
All community outreach activities by staff	Auckland Council community facilities
All relationship management activities between the centre and stakeholders
The facility’s operating budget for delivery of the business plan’s objectives

Information and feedback used to inform the business plan

11. In developing the business plan, staff reviewed and analysed the following:

a) demographic profile information for the Maungakiekie-Tāmaki Local Board area

b) summary report on previous documents and consultation reports produced as part Te Oro’s development

c) facility charter that has been produced as a result of comprehensive community/mana whenua iwi engagement process

d) Maungakiekie-Tāmaki Local Board’s continuous direction through the community consultation efforts and development phase of the facility, including the development of the facility charter

e) Maungakiekie-Tāmaki Local Board Plans, both current (2014-2017) and previous (2011-2014)

Te Oro priorities for 2015

12. Priorities identified in the business plan for 2015 include:

· to raise awareness of Te Oro and grow its reputation by forming relationships with youth, the local community and the creative sector

· opening programme development and delivery: launch event, seasonal yearly calendar of programming, signature programme for target groups, regular expressions of interest for community input in programme delivery

· to develop and implement a Marketing and Communications Plan

· to develop and implement a Community Engagement and Facility Outreach Plan

· to develop and implement standard operating procedures for Te Oro, including consideration for health and safety, operational sustainability and accessibility

· to develop MOUs/partnerships with key community organisations to deliver broader community engagement activities and promote utilisation of spaces

· to support the governance committee as it becomes established in its roles.

Consideration

Local Board views and implications

13. The Maungakiekie-Tāmaki Local Board provided feedback on the draft business plan at a workshop on 24 February.

Māori impact statement

14. Ngāti Whātua o Ōrākei, Ngāti Pāoa and Ngāi Tai ki Tāmaki continue to be closely involved in Te Oro’s development. Ruapotaka Marae is also involved, both in a hosting capacity for meetings and events relating to Te Oro, and as a participant in engagement initiatives.

Implementation

15. Pending approval of the business plan, staff will implement the plan with oversight from the governance committee.

16. The business plan includes a set of key performance measures and annual targets. Performance against these will be presented annually to the governance committee. Staff will agree detailed reporting requirements with the governance committee, upon its formation.

17. Through quarterly omnibus reporting, staff will provide the local board with high-level updates on Te Oro and progress on the business plan’s implementation.

Attachments

No.	Title	Page
a View	Te Oro Business Plan 2015-2018	149

Signatories

Authors

Megan Lehl - Administrator

Authorisers

Graham Bodman - Manager - Community Development, Arts and Culture

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

21 May 2015

Maungakiekie-Tāmaki Local Board Community Grants Programme 2015/2016

File No.: CP2015/07802

Purpose

1. The purpose of the report is to present the draft Maungkiekie-Tāmaki Local Board Community Grants Programme 2015/2016 for adoption.

Executive Summary

2. The new Auckland Council Community Grants Policy was adopted in December 2014. This policy guides the allocation of local, multi-board and regional grants to groups and organisations delivering projects, activities and services that benefit Aucklanders.

3. The Community Grants Policy supports each local board to adopt its own local grants programme to be attached to the policy as an appendix.

4. This report presents the draft Maungakiekie-Tāmaki Local Board Community Grants Programme 2015/2016 for adoption (see attachment A).

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) adopt the Maungakiekie-Tāmaki Community Grants Programme 2015/2016, noting its preferred option for the number of funding rounds per year

b) adopt a monetary threshold that will enable staff to make an operational distinction between quick response and local grant applications.

Comments

5. A new Community Grants Policy (CGP) was adopted in December 2014 to guide the allocation of local, multi-board and regional grants to groups and organisations delivering projects, activities and services that benefit Aucklanders. The new CGP covers grants for community development, arts and culture, events, sport and recreation, environment and heritage, and includes:

· a local component (21 local grants programmes and a ‘multi-board’ grants programme, governed by local boards and aligned with local board plans), and

· a regional component (six regional grants programmes aligned to strategic directions in the Auckland Plan, with governing body decision-making).

6. The new grants programmes will commence on 1 July 2015 and will replace the interim community funding programme.

7. Extensive public consultation and local board engagement was undertaken to develop the CGP from 2012 to 2014. The final CGP reflects feedback received during public consultation and local board engagement. The majority of local boards were supportive of the CGP with many, including the Maungakiekie-Tāmaki Local Board, formally resolving to endorse it as a regional framework.

8. The Maungakiekie-Tāmaki Local Board further endorsed the CGP to provide the local board the ability to customise its own local grants programme to deliver its local board plan outcomes.

9. The Maungakiekie-Tāmaki Local Board resolved at its September 2014 meeting in relation to the local grants programme section in the CGP:

That the local board considers the advice in this section to be sound and further considers that the detail of each local board’s grants programme, including the number of programmes and the amounts within them, needs to be determined by the local board itself after the governing body has agreed the overarching parameters. MT/2014/185

10. The local board grants programme will guide community groups and individuals when making applications to the local board and these will be adopted as schedules to the final policy.

11. The local board community grants programme can include:

· outcomes as identified in the local board plan

· specific local board funding priorities

· budget allocated to the grants programme

· which grant types will operate locally, the number of funding rounds and when these will open and close

· any additional criteria or exclusions that will apply

· an indication of participation in multi-board funding

· other factors the local board consider to be significant to their decision-making

12. The CGP states that “local boards may operate three types of grant schemes as part of their local programme:

· Quick response Local Grants (generally up to $2,000) to be available up to a maximum of five rounds per year

· Local Grants (generally over $2,000) to be available up to twice a year

· Community Match Fund”

13. The development of the local board grants programme was workshopped with the Maungakiekie-Tāmaki Local Board on 3 March 2014. The local board has indicated that it has a preference for:

a) aligning their grant programme priorities to their local board plan

b) identifying lower priorities for grants

c) setting two or three funding rounds a year

d) not to have any stated distinction between the three categories of grants provided for under the Community Grants Policy.

14. Staff have identified the following three options in relation to the grant types in the local board grant programme:

Option and description

Benefits

Issues

Notes

Option one:

Three quick response rounds plus additional accountability measures

The local board undertakes three quick response rounds with a $5,000 threshold

· Consistent with policy.

· Provides consistency and clarity to the public.

· Fewer policy-related accountability requirements as they would be considered a quick response grant.

· The local board may choose to add the policy’s local grants requirements (section127) as an additional ‘Accountability measure’ in their programme eg sign a formal funding agreement.

· This would mean the local board can require applicants to sign an agreement and provide an accountability / community outcomes report (and anything the local board deems appropriate).

· The grants programme can be silent on the use of ‘quick response grants’.

· The policy does not allow three local grants funding rounds.

Option two:

Three quick response rounds

The local board undertakes three quick response rounds with a $5,000 threshold

· Consistent with policy.

· Provides consistency and clarity to the public.

· Fewer policy-related accountability requirements as they would be considered a quick response grant.

· High-risk due to applications requiring time and attention are not able to be given due consideration.

· No funding agreements would be made between council and the applicant. A “declaration of undertaking” would be signed for quick response grants.

· No accountability / community outcomes report would be provided to the local board.

Option three:

Two local grants rounds and one quick response round

The local board undertakes:

· Two local grants rounds with a $5,000 threshold

· one quick response round with a $1,500 threshold.

· Consistent with policy.

· Enables local grants accountability mechanisms.

· Enables a fast-track process for one funding round.

· May confuse public as the amount they could apply for would change over a year.

· Does not align to local boards preference to provide one stream / scheme for community funding.

· A more robust assessment process would be undertaken for the local grant rounds.

15. Staff are recommending option one as the preferred option for the local board grants programme. This is due to the following reasons:

a) it incorporates the direction workshopped with the local board members

b) allows a monetary threshold to guide applicants

c) it complies with the CGP policy

d) continues to be a customer-centric and consistent approach

e) ensures accountability measures and safeguards are built into the funding rounds.

16. For operational purposes, the local board will need to determine and adopt a monetary amount which will be the threshold between the identified local grants and quick response grant schemes. This would enable the applicants to complete the most appropriate application form and procedure.

17. An implementation plan is underway to support an integrated and simplified approach to grants programme administration. Funding staff from different departments are working together to ensure a co-ordinated approach, expected to benefit applicants and streamline internal processes.

18. Once the local board community grants programme has been adopted, the types of grants, funding rounds, criteria and eligibility with be advertised through an integrated communication and marketing approach which includes utilising the local board channels.

Consideration

Local Board views and implications

19. The Community Grants Programme has been developed by the local board to set the direction of their grants programme. This programme can be reviewed on an annual basis.

Māori impact statement

20. All grant programmes should respond to Auckland Council’s commitment to improving Maori wellbeing by providing grants to organisations delivering positive outcomes for Maori.

Implementation

21. An implementation plan is underway and the local board grants programme will be locally advertised through the local board and council channels. Targeted advertising and promotion will be developed for target populations, including migrant and refugee groups, disability groups, Maori and iwi organisations.

Attachments

No.	Title	Page
a View	Draft Maungakiekie-Tāmaki Local Board – Local Grants Programme 2015/2016	177

Signatories

Authors

Marion Davies - Community Funding Programme Manager

Authorisers

Graham Bodman - Manager - Community Development, Arts and Culture

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

21 May 2015

Auckland Transport Quarterly Report - March 2015

File No.: CP2015/07657

Purpose

1. The purpose of this report is to inform local boards about progress on activities undertaken by Auckland Transport (AT) in the three months January – March 2015 and planned activities anticipated to be undertaken in the next three months.

Executive summary

2. Attachments include:

A – Auckland Transport activities

B – Travelwise Schools activities

C – Decisions of the Traffic Control Committee

D – Report against local board advocacy issues

E – Report on the status of the local board’s projects under the Local Board Transport Capital Fund (LBTCF).

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) receive the Auckland Transport Quarterly Report.

Significant activities during the period under review

Investment and Development

SMART (formerly SWAMMCP)

3. Investigation into protecting a rail (rapid transit) corridor from Onehunga to the Auckland airport then connecting back to the main trunk line at Puhinui forming a rail loop. NZTA and AT have completed the design work on the Kirkbride Interchange, which is now future proofed for rail. Also the remaining SH20A corridor has been re-assessed for rail, taking into account the improvements that NZTA is proposing. Work is also continuing on updating the business case for the project.

Public Transport Development

Otahuhu Bus Rail Interchange

4. Detailed design completion is expected in April/May 2015. Site pre-loading and rail platform enabling works are now underway. The signal box will be lifted off the rail platform during Queens Birthday Block of Line. Main works are due to commence in July 2015 and scheduled for completion in March 2016 (subject to funding availability). Go-live date for Interchange depends on the South Public Transport Operating Model Network roll-out; currently scheduled for May 2016.

Half Moon Bay Ferry Upgrade

5. The pontoon and gangway contract has been awarded for completion of fabrication by the end of June 2015. Design of the wharf is on-going in readiness for consent submission to council mid-May 2015.

City Rail Link

6. Enabling Works Package: Phase 1 Early Contractor involvement design service contracts 1 and 2 awarded. Construction is scheduled to commence early 2016.

7. Main Works: Construction is subject to funding availability in the new LTP yet to be adopted by Auckland Council (assumed to be 2018).

EMU Procurement

8. AT currently has a total of 51 three-car units in Auckland with 42 of these issued with provisional acceptance. Five six-car services are operating during Manukau peak times. Non-peak services have been operating between Britomart and Papakura and driver conversion trains are running out to Swanson on a regular basis.

Public Transport Operations

Public Transport overall

9. There has been another big jump in the numbers using public transport in Auckland. Annual patronage now exceeds 78 million boardings, an increase of 10%. In March, there were 8.4 million boardings, a jump of more than 1 million on March 2014.

Rail Improvements

10. The big performer was rail which reached 13.4 million passenger trips for the year, an annual increase of 21%. March saw a monthly record high of 1.56 million train trips, an increase of 29% on March last year. The growth is put down to the enhanced travel experience and additional capacity provided by the new electric trains and greater service frequency introduced over recent years.

11. Auckland Transport is aiming to have a full electric network by the end of July, except for the link between Papakura and Pukekohe which will continue to use diesel trains. These will be refurbished over time to provide an enhanced experience. The electric trains will provide improved travel experience and more capacity on the Southern and Western Lines.

Bus Improvements

12. March was also a record-breaking month on the Northern Express, with patronage up almost 17% on the same month last year. The 12 month total reached 2.8 million. It was also a record for other bus services as patronage rose 8% to 56.6 million. Ferry numbers for the year totalled 5.4 million trips, up 5% on an annual basis.

13. Growth on bus services is attributed to increased services and frequency, improving travel times from new bus priority lanes and a significant improvement in service punctuality being achieved by bus operators through new timetables. Further service level increases and punctuality improvements are planned for later this year along with the introduction of double decker buses on a number of routes. New network designs will also be introduced from later this year.

Road Design and Development

Te Atatu Road Improvements

14. Road Corridor Improvement project on Te Atatu Rd from School Road/Edmonton Road intersection to SH16. Building consents have now been obtained. Three contractors been short-listed to submit a tender for the physical works. Construction is targeted to start in July 2015 with a view towards completion around January 2017.

Albany Highway

15. The Albany Highway North Upgrade is a 4km road widening of Albany Highway between Schnapper Rock Road and Albany Expressway. Construction is approximately 25% complete. The majority of the site is operating with a 30 km/hr speed limit, which results in a 2-3 minute delay to vehicles. Disruption to neighbouring land owners due to construction is well managed, with some positive feedback received regarding the construction team's approach to resolving issues.

Lincoln Road Improvements

16. The project involves widening Lincoln Road between Te Pai Place and Motorway Interchange to accommodate additional transit/bus lanes on both sides. A stakeholders workshop was conducted in March to discuss the best identified options for storm water treatment sites. At the same time a meeting was arranged with Parks and Planning to come-up with best layout for the road access for the properties between Daytona Reserve and Lincoln Road.

Mill Road Improvements

17. The Redoubt Road - Mill Road corridor provides an arterial road connection east of State High 1 between Manukau, Papakura and Drury and includes Murphys Road from Redoubt Road to Flatbush School Road. The Notice of Requirement has been notified for the northern section of this project and submissions close in May 2015. AT held public open days in mid-April.

Cycle Initiatives

18. An information day has been held to share design concepts for the second stage of the Beach Road walking and cycling project. Stage two will deliver a streetscape upgrade and continue the cycleway along Beach Road from the intersection with Mahuhu Crescent through to Britomart Place. Construction is expected to begin in February and be completed in July.

Services

Road Safety

19. A regional alcohol #Drunksense #Straightsense campaign was delivered. The programme targeted males aged 18-25 years. To reach the target audience, a combination of cinema advertisements, Facebook and social media activities were undertaken. Localised interventions including promotions of key messages was undertaken at Auckland Council Movies in the Park, NRL Auckland Nines, Kumeu A&P Show and Pasifika.

20. AT delivered a Red Light Running regional campaign supporting the installation of new red light cameras and locations in partnership with enforcement support by NZ Police.

Safer Communities and Schools Travelwise programme

21. Over 120 students from 25 secondary schools attended the regional Travelwise Secondary Schools Summit on 18 March 2015. The objective of this event was to introduce Travelwise leaders to the resources and skills they need to ‘get going’ on developing a successful Travelwise campaign for their school community. Students participated in an AT Metro public transport challenge, and worked in teams to develop and present a road safety campaign that they would deliver in their school.

22. In March 2015, 414 students and 77 Travelwise lead teachers attended four area-based Travelwise Primary student workshops. The workshops were an opportunity for students and teachers to share ideas and be motivated to further develop road safety activities and initiatives in their schools.

23. Since 1 July 2014, 79 new Walking School Buses have been established, exceeding the KPI by 43 new Walking School Buses.

24. The following schools received safety infrastructure over the last quarter to support the schools’ travel plan initiatives:

· Mayfield School

· Koru School

· Favona School

· Otahuhu Intermediate

· Otahuhu Primary School

· St. Josephs School

· Pakuranga College

Travel Demand

25. Auckland Council and AT have jointly developed a business action plan for the Auckland Council Travel Plan. The travel plan was approved for implementation by the Executive team at the end of January. The travel plan is currently in the process of being approved by PSA delegates before it goes out for staff consultation. Auckland Council also celebrated ‘Go By Bike Day’ with Cycle Information Sessions at the main centres. The sessions included route planning advice for cyclists, safety tips and distribution of resources.

Walk 2 Work Day

26. National ‘Walk2Work Day’ was held on Wednesday 11 March. AT supported the day with a regional radio campaign, a dedicated web page and an online photo competition. On the day, AT organised the ZM Black Thunder radio station vehicles to engage with people walking near Victoria Park and on Karangahape Road. AT also worked with Living Streets Aotearoa to engage with people walking to work or to public transport at Devonport Wharf, and the Sunnynook and Smales Farm bus stations.

Road Corridor Delivery

Overview

27. The Road Corridor Group is tasked with the responsibility for a wide range of activities within the Road Corridor. These include but are not limited to:

· the Delivery of roading and streetlight maintenance and renewal programmes

· managing the access, co-ordination and traffic management impacts of activities taking place within the road corridor

· promote design innovation and efficiency around how work is carried out on the network

· the development of long term asset management plans and modelling which support the decision making process around the management of our roading assets.

January – March Quarter key highlights

28. The Road Corridor Delivery Team have a Year to date (YTD) target to deliver 580.9 km of resurfacing or pavement and footpath renewals. Sealed roads require periodic resurfacing to keep the sealed surface waterproof with good skid resistance. Roads are resurfaced using either an asphalt or chipseal coating. Pavement rehabilitation is undertaken when the road pavement reaches the end of its service life and is either too rough, or expensive, to maintain. New pavements are designed with a life expectancy of 25 years.

29. As outlined in figure 1, to date AT has delivered 489.5km or 85% of the YTD programme and is on track to complete the full programme by the end of the financial year in June.

Figure 1: Actual vs planned lengths (km) for February YTD

Renewal Activity	Full Year Target (km)	Completed length at end of March (km)	Completion v. Full Year Target (%)
Pavements	36.4	24.3	67
Resurfacing	428.2	380.6	89
Footpaths	116.4	84.6	73
Total	580.9	489.5	85

30. The renewal forward work programme for 2015/2016 will be published at the end of April. This will identify the planned renewal works for roads, footpaths, structures and public transport.

31. The streetlight tender process for the procurement of five contracts is well underway. These contracts will commence on 1 July 2015 and coincide with a programme to replace 40,000 x 70w luminaires currently on the network with Light Emitting Diodes. This is a five-year renewal programme aimed initially at residential streets. A priority matrix will be developed for other key areas such as town centres. The use of LEDs not only reduces electricity consumption by 50-60% but also plays a part in producing a clearer white light which helps in the overall effort to improve road safety.

32. To date the management of the 6,885km footpath network has been subjected to the policies of the legacy councils and, as a result, has created inconsistencies across the region in standards and practice. In response a regional footpath renewal strategy is now being developed. The aim is to achieve a consistent and coherent approach to the renewal and maintenance of AT’s footpath assets. The approach will also align with level of service requirements whilst taking into account key factors such as affordability and value for money for the ratepayers of Auckland.

Attachments

No.	Title	Page
a View	Schedule of activities undertaken for the third quarter (2014/15) ending 31 March 2015	187
b View	Travelwise schools activities broken down by local board	205
c View	Traffic Control Committee decisions broken down by local board	207
d View	Local board advocacy report	209
e View	Local board transport capital fund report	213

Signatories

Authors

Various Auckland Transport authors

Authorisers

Jonathan Anyon - Elected Member Relationship Team Manager

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

21 May 2015

Auckland Transport Monthly Update Report – May 2015

File No.: CP2015/08484

Purpose

1. The purpose of the report is to respond to requests from the Maungakiekie-Tāmaki Local Board on transport-related matters and to provide information to Elected Members about Auckland Transport (AT) activities in the Local Board area since the last transport report.

Monthly Overview

2. A meeting with the Transport Portfolio leader and deputy and deputy was held on 20 April. Items for discussion included:

a) Grey Street/Onehunga Mall intersection scheme assessment report

b) East West Connections Project and proposed cycling connections to Sylvia Park and possibly to Maungakiekie-Tāmaki’s Greenway network.

c) Commuter parking issues in Elstree Avenue and poor lighting reported in Mayfair Place, Glen Innes.

3. AT held workshops with the Local Board in April on the light rail proposals, the East West Connections project and the regional signage project. In early May, an update on the next stage of AMETI project was given and an update on the on-going work at Van Dammes Lagoon.

4. Workshops on the variation to the Regional Passenger Transport Plan and Simplified Zone fares are also scheduled for early May.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) receive the report.

Reporting Back

Consultation Report

5. Consultations that have been forwarded to the Local Board for comment in the last reporting period are attached (Attachment A).

AMETI Update

6. Documents for the Panmure to Pakuranga - Stage 2a Notice of Requirement are being finalised, with the aim of lodging the application with Auckland Council in May or early-June following consideration by the AT Board.

7. Discussions are underway with NZTA on the proposed timing of the Reeves Road flyover.

8. Investigations to assess the feasibility of proposed busway route options through Pakuranga town centre continue, discussions are also being held with Pakuranga Mall owner GYP Properties on options for an integrated solution at the town centre.

9. The results of this work and the discussions with NZTA on the flyover will be reported to the AT Board for further consideration.

10. The scheme assessment update is now complete for Sylvia Park and discussions are continuing with Kiwi Income Property. Plans for cycling facilities are being coordinated with the East West Connections project to link the two together.

11. Contamination issues at Van Dammes Lagoon are currently being addressed as reported to the workshop of May 5.

Local Board Capital Projects

12. The Maungakiekie-Tāmaki Local Board has a fund available for the construction of transport-related projects in its area. This fund is administered by AT. Each year, the Local Board’s capital fund allocation is $494,757 and this amount can be consolidated within each electoral term.

13. At the time of writing the unspent transport capital fund budget for the current electoral term was $1.177 million. This comprises of $645,000 allocated toward the Onehunga Mall upgrade, $280,000 allocated to the Beachcroft Road improvements with a balance of $252,000 uncommitted.

Update on the Delivery of Current Transport Capital Projects

Princes Street Pedestrian Enhancements

14. This is the last Local Board Capital Fund project outstanding from last term and AT apologises for the delays in delivery of the project.

15. This project has been bundled with another similar project in the Puketapapa Local Board area that has been subject to some delays and it was intended that both projects be tendered as a package. It is expected that the work package will be completed and tendered in the March/April period and that work will start in May and be completed by the end of June 2015.

Project

Resolution

Update

Onehunga Mall Upgrade Progress

April 2014 :

c) allocates $645,000 from the Board’s 2014-2017 Transport Capital Fund.

May 2015

Updates to the LB are being managed by Auckland Council officers who are leading the upgrade project. Detailed design is expected to be completed by June and construction due to be completed by November 2015.

Beachcroft Road Pedestrian Improvements

March 2015:

c) authorises AT to proceed with Option 1 and 4 for Beachcroft Avenue – Princes Street pedestrian improvement at a cost of up to $280,000 subject to consultation with adjacent landowners and further investigation of the need to relocate services, noting that if detailed design and costing is greater than the allocated amount this will come back to the board in a further report.

May 2015

A project manager has been appointed to this project and he has appointed a consultant to undertake design work.

A meeting with an affected landowner has been arranged to discuss the project.

East West Connections

16. This project provides road connections between SH20 and SH1 to improve traffic flow, particularly for heavy trucks. The southern component of the project seeks to provide improved bus travel and cycling connections between Mangere and Otahuhu Town Centres and Sylvia Park.

17. The project team discussed the six options with the Local Board at a workshop in April. These options are to be discussed by the NZTA Board and it is expected that a preferred option will be selected by that board in May.

18. Workshop time has been booked in June to update the Local Board on which option has been selected and the ramifications. This workshop will proceed once it has been confirmed that an option has been selected.

19. Work is proceeding on the proposed walking, cycling improvements and bus priority measures that are also part of that project.

Aliford Avenue Parking Changes

20. AT received many complaints in 2014 on parking issues in Aliford Avenue, Oranga. As a result of these complaints, a parking proposal was prepared for consultation.

21. Residents had a number of reservations about this proposal and as a result, AT held a meeting with residents October 2014 to discuss the proposal and how it might be amended appropriately. After this meeting, AT carried out a second consultation with residents on the amended proposal for parking restrictions, incorporating the feedback it received at this meeting.

22. This proposal was generally supported by residents with some minor amendments suggested. AT considered the comments and made a minor change to the proposal - that the P120 parking restrictions be extended to include 30 and 32 Aliford Avenue.

23. The parking restrictions were installed during the last week of April 2015. At the time of writing they were being checked for compliance with the traffic resolution.

Auckland Transport News

City Rail Link Contract Award

24. The City Rail Link (CRL) has taken a significant step forward with the announcement of the appointment of two construction consortia to commence the first phase of the CRL construction in the Downtown area.

25. The joint venture will progress the CRL work through and under Britomart Station and Queen Street to the Downtown Shopping Centre site with construction likely to start in early 2016.

26. The contract involves establishing temporary accommodation for the Britomart Station’s ticketing and customer service operations, underpinning the former Chief Post Office building, to allow the construction of rail tunnels beneath and reinstating Britomart Station and upgrading urban space and surrounding roads.

27. This will begin the building of a key missing link in the city’s public transport network. Once completed, the CRL will turn a one way cul-de-sac rail system at Britomart, into a two way through system that will be able to carry 30,000 people an hour, providing an efficient and reliable transport choice.

Public transport numbers continue to increase

28. There has been another big jump in the numbers using public transport in Auckland. Annual patronage now exceeds 78 million boardings, an increase of 10%. In March there were 8.4 million boardings, a jump of more than one million on March 2014.

29. The big performer was rail, which reached 13.4 million passenger trips for the year, an annual increase of 21%. March saw a monthly record high of 1.56 million train trips, an increase of 29% on March last year.

30. The growth is put down to the enhanced travel experience and additional capacity provided by the new electric trains and greater service frequency introduced over recent years.

31. AT is aiming to have the full electric network operating by the end of July except for the link between Papakura and Pukekohe which will continue to use diesel trains. These will be refurbished over time to provide an enhanced experience. The electric trains will provide improved travel experience and more capacity on the Southern and Western lines.

32. March was also a record breaking month on the Northern Express with patronage up almost 17% on the same month last year, the twelve month total reached 2.8 million.

33. It was also a record for other bus services, patronage rose 8% to 56.6 million. Ferry numbers for the year totaled 5.4 million trips, up 5% on an annual basis.

“Oi! Mind on the Road, not the phone” – Public Education Campaign

34. AT has launched its latest road safety Driver Distraction campaign, using the slogan, “ Oi! Mind on the road, not the phone. The campaign will focus on the widespread use of smart phones technology by car drivers. Building on crash statistics, further AT research of 200 drivers aged 17-29 confirmed widespread use of social media, maps as well as texting and hand held calls whilst driving:

• 80% admit being distracted at some point,

• 62% have used their smart phones while driving

• 56% have used an app including maps and social media

35. The campaign is to encourage people to change how they use or don’t use mobile phones in cars.

Issues Raised through/by Board Members

Location or Name of Issue	Description	AT Response
Elstree Avenue	Concern over speeding on Elstree Avenue between Taniwha Street and Pt England Roundabout. Children are crossing here (popping out from behind parked cars) and there is concern for their safety.	A preliminary site visit has been undertaken. AT officers have decided a more detailed investigation is necessary. It is expected a more comprehensive report back should be able to be provided before the end of June.
Mayfair Place Lighting	A request that AT look into the lighting levels here.	AT has agreed that the lighting levels in Mayfair Place need improving. Work on improving the light levels will be undertaken in the new financial year, after July 1.
Commuter parking issues in Glen Innes	Complaints about commuters parking all day outside local businesses.	AT’s Parking Design team are to carry out a town centre review in Glen Innes. They will be looking at this issue and any other issues brought to their attention through this process. A meeting with Local Board’s TPLs to discuss the process and gather views is scheduled for the May catch up.
Seating in the Glen Innes business area	Glen Innes Business Association have requested for the seating in the town area to repainted in pacifica colours.	The Local Board have agreed to allow the Glen Innes Business Association to choose the colour scheme and the change will be rolled out next summer, subject to AT being provided with specific colour choices and a plan to work too.

Attachments

No.	Title	Page
a View	Consultations sent to local board for comment	221

Signatories

Authors

Lorna Stewart - Elected Member Relationship Manager, Auckland Transport

Authorisers

Jonathan Anyon - Elected Member Relationship Team Manager, Auckland Transport

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

21 May 2015

Auckland Council Property Ltd local board six monthly update - July/December 2014

File No.: CP2015/08436

Purpose

1. To give the Maungakiekie-Tāmaki Local Board an overview of Auckland Council Property Limited’s (ACPL) activities for the six months 1 July to 31 December 2014.

Executive Summary

2. ACPL’s vision centres on “creating value from property assets” by providing commercial expertise and value for money to Auckland Council in managing its property portfolio, and acquisition and disposal activities. The concept of “value” includes but is not limited to financial value. In addition to financial value, a growing aspect of ACPL’s work has been to use surplus council property to help achieve the council’s housing supply and urban regeneration objectives. We will also identify opportunities to add value by improving the use of council service property such as redevelopment of under-utilised sites.

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:

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

b) Redevelopment/regeneration projects involving other sector partners are efficiently planned and managed to help achieve a quality compact Auckland.

c) 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.

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

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

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

g) 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 Maungakiekie-Tāmaki Local Board:

a) accept the Auckland Council Property Limited Local Board Six-Monthly update 1 July to 31 December 2014.

Comments

Workshops and Meetings

6. A schedule of Maungakiekie-Tāmaki Local Board workshops and meetings attended by ACPL representatives from July to December 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 property owned by the council and AT that are not currently required for service or infrastructure purposes. These are properties that are not immediately required for service delivery or infrastructure development but are being held for use in a planned future project such as road construction/widening or the expansion of parks.

8. The property portfolio continued to grow during the last six months and now totals 1306 properties, an increase of 121 since our January-June 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 six months ending 31 December 2014 provides the shareholder a net surplus of $2.9m ahead of budget, with an actual surplus of $11.8m against budget of $23m. The average monthly vacancy rate for the period is 1.68% which is under the SOI targets of 5%.

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 Maungakiekie-Tāmaki Local Board area.

· 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 the Auckland Plan focus of accommodating the significant growth projected for the region over the coming decades, by providing the council with an efficient use of capital and prioritisation of funds to achieve its activities and projects.

Performance

13. July 2014 to June 2015 Target

UNIT	TARGET	ACHIEVED	COMMENTS
Portfolio Review	$30m disposal recommendations	$36.4m	These recommendations include $33.2m 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 gross value recommended for sale	These targets include disposal recommendations and sales for sites that are identified for place-shaping and housing development projects
Development and Disposals	$30 net value of unconditional 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: the council, CCOs, local board and mana whenua. This is followed by ACPL Board approval, engagement with local ward and the Independent Māori 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 Maungakiekie-Tāmaki 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
56&57/7 Rowlands Avenue, Mt Wellington	Transferred from ACPD for rationalisation. Rationalisation process commenced in December 2014. No alternative service uses were identified during the internal consultation. Local board and iwi engagement to be undertaken in 2015.
5 Rayma Place, Mt Wellington	Transferred from ACPD as non-service. Subject to encroachment by adjoining landowner. Rationalisation process commenced in December 2014. No alternative service uses were identified during internal consultation. Local board and iwi engagement to be undertaken in 2015.

Redevelopment/Regeneration and Housing Supply Initiatives

Overview

18. ACPL is contributing commercial input into approximately 54 region wide council-driven regeneration and housing supply initiatives. Involvement extends from provision of initial feasibility advice through to implementation, with projects ranging in size from $415k to in excess of $100million. ACPL works closely with the local boards on ACPL-led developments to ensure we give effect to the local boards’ place-shaping role.

19. ACPL is working with the wider council group to formulate a process or approach for identifying and realising optimisation opportunities that exist for service assets. This will provide opportunities to work with local boards on development opportunities that deliver wider strategic benefit consistent with the Auckland plan such as intensification, town centre regeneration and affordable housing. It will also improve service outcomes through obtaining more effective use of property assets.

20. ACPL is also actively contributing to the Housing Strategy Action Plan, 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 over three years that will improve housing affordability and the supply of affordable housing encompassing CHO involvement. We are currently actively working on 13 such projects.

Local Activities

21. A high level update on place-shaping and housing initiative and proposal activities in the Maungakiekie-Tāmaki area is outlined in points below.

22. Tāmaki: ACPL has assumed a lead role representing the council and CCO entities in the regeneration of Tāmaki. The current work streams include investigating the expansion of the existing North Tāmaki and Tāmaki Regeneration Area SHAs; scoping the master planning for Ruapōtaka and Maybury reserves; working alongside Tāmaki Redevelopment Company (TRC) to develop catalyst projects; formation of the Tāmaki Steering Group which includes council business owners and CCO entities; sourcing funding for the infrastructure required within the area; and constructing an outcomes framework with TRC. ACPL will actively ensure overall alignment with the Maungakiekie-Tāmaki Local Board.

Acquisitions

Overview

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

24. From the commencement of the 2015 financial year, 1 July 2014 to 31 January 2015, 73 property purchases were completed for the council and AT to the value of $56m. All of the property acquisitions met independent valuation thresholds agreed with AT, the council and Public Works Act 1981 requirements.

Council Acquisitions

25. Over the past six months 15 properties were acquired to meet council legal, open space and storm water requirements and to contribute to City Transformation projects. These included the following acquisitions in or neighbouring the Maungakiekie-Tāmaki Local Board area.

PROPERTY	STAKEHOLDER	PURPOSE	LOCAL BOARD
255 Ormiston Road, Flat Bush	City Transformation	City Transformation	Howick
111 Flat Bush School Road Stage 6, Flat Bush	Community Policy & Planning	Open Space	Howick
426 Ormiston Road (4C2) Lot 201, Flat Bush	Community Policy & Planning	Open Space	Howick

Auckland Transport Acquisitions

26. 58 properties were also acquired over the past six months on behalf of AT. The focus was on acquisitions to support major transport projects including AMETI (17 acquisitions) City Rail Link Property Acquisition (23 acquisitions) and Northern Strategic Growth Area (4 acquisitions). Full details of relevant AT projects and associated acquisitions will come to the local board directly from AT.

Business Interests

27. ACPL also optimises the commercial return from assets it manages on council’s behalf. This comprises two forestry enterprises, two landfills and four quarries. There are currently no ACPL managed business interests in the Maungakiekie-Tāmaki Local Board area. Consideration

Local Board views and implications

28. This report is for the Maungakiekie-Tāmaki Local Board’s information.

Māori impact statement

29. Whatungarongaro te tangata, toitū te whenua. The importance of effective communication and engagement with Māori on the subject of land is understood. ACPL has accordingly developed robust engagement with the 19 mana whenua groups for our core business activities.

30. 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 wāhi tapu or joint management arising from the resolution of Treaty Settlements. ACPL also engages with relevant mana whenua in respect of development outcomes for ACPL lead projects where appropriate. ACPL will advise the Maungakiekie-Tāmaki Local Board as appropriate of any discussions that arise in the local board’s area.

31. ACPL undertook to be part of council’s Māori 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 Māori. The MRP was finalised and approved by the ACPL Board in December 2014 and the focus will move to identifying priority areas for implementation. A copy of this is available on the ACPL website.

Implementation

32. There are no implementation issues.

Attachments

No.	Title	Page
a View	Schedule of meetings and workshops	229
b View	Properties managed by ACPL in the local board area	231
c View	Property movement in the local board area	245

Signatories

Authors

Ebony Duff - Local Board Liaison, Auckland Council Property Ltd

Authorisers

David Rankin - Chief Executive, Auckland Council Property Ltd

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

21 May 2015

Manukau Harbour Forum Work Programme for 2015/2016

File No.: CP2015/07641

Purpose

1. To forward the recommendations of the Manukau Harbour Forum to all nine member boards requesting funding for the forum’s 2015/2016 work programme, including its communication plan. The full report is appended as Attachment A.

Executive Summary

2. At its meeting of 14 July 2014, the Manukau Harbour Forum (the forum) resolved on a work programme to deliver on the Manukau Harbour Action Plan 2013-2015, recommending that the forum’s nine member boards contribute funding for this work programme for the three years. The work programme is comprised of the flagship sites programme, research hui and the communications plan (see Attachments B and C).

3. The forum’s recommendations for funding of the first year of the work programme (2014/2015) were circulated to member boards in August 2014. At its meeting of 19 August 2014 the Maungakiekie-Tāmaki Local Board resolved as follows:

Resolution number MT/2014/1

MOVED by Chairperson SD Randall, seconded by Member BM Graham:

That the Maungakiekie-Tāmaki Local Board:

a) thanks member Jill Naysmith, the Chairperson of the Manukau Harbour Forum and Nina Siers, Senior Local Board Advisor and Tessa Chilala, Senior Environmental Programmes Advisor, for their attendance to speak to this item.

b) supports the request from the Manukau Harbour Forum and agree to allocate for Year 1 the sum of $8,500 and notes that the requested budget for Year 2 and 3 is considered alongside the Local Board Agreement as part of the Long Term Plan.

4. The forum’s resolution of 14 July 2014 estimated that the second year of the work programme (2015/2016) would cost $15,800 per member board. The forum has subsequently been provided with three options for year 2 of the communication plan with detailed costings, and the forum resolved to recommend an option which would result in a lower overall cost to member boards for the 2015/2016 work programme than estimated in its July 2014 resolution.

5. At its 13 April meeting, the forum resolved on the second year of the work programme, recommending that member boards:

Resolution number MHFJC/2015/2

MOVED by Member BM Graham, seconded by Member D Wrightson:

a) That the Manukau Harbour Forum notes the information in the Update on Work Programme report.

b) That the Manukau Harbour Forum recommends to member boards that funding be allocated to support a flagship sites programme and research hui in 2015/2016.

c) That the Manukau Harbour Forum recommends option 2 for year 2 of the communication and activation plan for recommendation to member boards for funding.

d) That the Manukau Harbour Forum thank officers for their attendance.

6. The forum’s recommendation that member board fund year 2 of the work programme with option 2 of the communication brings the overall cost per member board to $11,889 for the 2015/2016 year. It should be noted that the cost per board of the work programme with option 2 of the communications plan is incorrectly stated in Attachment A as being $12,300.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) support the request from the Manukau Harbour Forum and agree to allocate $11,889 to enable the Manukau Harbour Forum’s work programme for 2015/2016 to proceed.

Attachments

No.	Title	Page
a View	Report on to the Manukau Harbour Forum on the 2015/2016 Work Programme and Communications Plan	249
b View	Flagship Sites Update	255
c View	Communications Plan	267

Signatories

Authors	Mary Binney - Local Board Advisor - Maungakiekie-Tāmaki
Authorisers	Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

21 May 2015

Developing the Empowered Communities Approach - Next Steps

File No.: CP2015/07704

Purpose

1. This report provides an update on the Empowered Communities Approach (ECA), and enables the Maungakiekie-Tāmaki Local Board to provide formal feedback. Resolutions will be reported to the Regional Strategy and Policy Committee on 4 June 2015.

Executive Summary

2. The Mayor’s Proposal for the Long Term Plan 2015-2025 (LTP) includes developing a more empowered community approach to the work of Auckland Council.

3. The Community Development, Arts and Culture Department of the Operations Division is leading the development of ECA, with support from Local Board Services and others.

4. The purpose of the ECA is to develop a new, more effective and empowering approach to the way council delivers services and supports community activities. The ECA will establish a new operating model for the Community Development and Safety (CDS) unit which will shift its service delivery to have a greater focus on local and community empowerment, with a view to embedding this way of working across the council family.

5. The proposed approach builds on the Thriving Communities Action Plan Ngā Hapori Momoho (April 2014).

6. The proposed approach is guided by the principle of Empowered Communities: Enabling Council resulting in improved outcomes for Aucklanders. The approach identifies what will change, what council will do and enabling ways of working.

7. The proposed approach was reported to local boards and the Regional Strategy and Policy Committee in April 2015.

8. The key functions of the new operating model are to support local boards, build community capacity and capability, increase diverse community input into the work of council, catalyse the approach across the whole of council and build the capacity of the organisation to work in ways which empower communities.

9. There will be a shift from delivering community development activities directly to communities, to using community development practices to achieve local board and governing body aspirations and outcomes.

10. The proposed operating model will consist of three components which together will better support the delivery of local board plans as well as address complex community issues across Auckland. These components are provisionally called: local community brokers, the community practice hub and Auckland-wide response.

11. A reduction in the cost to deliver community development over time is expected, starting with savings in the 2015/2016 financial year.

12. Community development and engagement is at the heart of the role of local boards. The local board plans all include a focus on developing strong communities. Proposed changes to council’s community development approach are of significant interest to local boards.

13. To date the ECA has been informed by the following input from local boards: Political Advisory Group (PAG), two chairs and portfolio holders’ workshops and individual local board workshops.

14. Community and council staff consultation has also informed the approach.

15. The final PAG meeting was held on the 4 May 2015. Feedback from that meeting is attached to this report.

16. The transition timeline is for work to be done on models and roles from now until the end of June. From July to December the approach will be implemented to meet local board needs and in 2016 as the approach matures and evolves it will be extended across the council family.

17. This report enables the Maungakiekie-Tāmaki Local Board to make resolutions on the ECA. These resolutions will be reported to the Regional Strategy and Policy Committee on 4 June 2015.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) provide formal feedback on the proposed Empowered Communities Approach, for consideration as part of the report to the Regional Strategy and Policy Committee in June.

Comments

Background

18. The Mayor’s Proposal for the Long Term Plan 2015-2025 (LTP) includes developing a more empowered community approach to the work of Auckland Council. The proposed changes to the community development function are:

· to transition delivery to a more empowered community approach

· to move away from direct delivery (and therefore save overheads) and fund community groups to deliver more

· for local boards to play a much more active role by allocating more funding through them.

19. The purpose of the ECA is to develop a new, more effective and empowering approach to the way council delivers services and supports community activities. The ECA will establish a new operating model for the Community Development and Safety (CDS) unit which will shift its service delivery to have a greater focus on local and community empowerment, with a view to embedding this way of working across the council family.

20. The proposed approach builds on the Thriving Communities Action Plan Ngā Hapori Momoho (April 2014). It will bring to life the principles, focus areas and actions by providing a clear operational direction to enable implementation of the plan across council.

21. The approach also provides an implementation framework for the High Performing Council’s special focus area ‘Engaging and Enabling Communities’. The approach could play a significant role in building best practice across the organisation in the four high performance behaviours: develop, serve, collaborate and achieve.

22. The approach is guided by the principle of Empowered Communities: Enabling Council resulting in improved outcomes for Aucklanders. The approach identifies what will change, what council will do and enabling ways of working. This approach was reported to local boards and the Regional Strategy and Policy Committee in April 2015. Information provided in attachment A.

The new operating model

23. A primary focus for the new unit will be on working with other parts of council to provide community development support, expertise and assistance to local board projects and activities so that every opportunity for council to work in ways that are enabling of communities is maximised. There will be a shift from delivering community development activities directly to communities, to using community development practices to achieve local board and governing body aspirations.

24. The key functions of the new operating model are to:

· support the council to work seamlessly together at local board level

· build community capacity and capability

· increase diverse community input into the work of council

· embed the approach across the whole of council and build the capacity of the organisation

· to work in ways that empower communities.

25. The proposed operating model will consist of three components which together will better support the delivery of local board plans as well as address complex community issues across Auckland. These components are provisionally called: local community brokers, the community practice hub and Auckland-wide response.

26. The local community brokers are strategic roles. They will be co-located alongside local board services teams. They will work alongside local board advisors to support and join up the work of all departments delivering on local board outcomes and will support devolving more resources to the community. The broker’s work programme will be based on local board outcomes. The role will be tailored to meet local board and community needs and they will provide a portal into council for the community.

27. The community practice hub consists of a dedicated team of expert practitioners with skills including community development, facilitation and project management. They will work alongside the local board teams to deliver programmes and tools, capacity building for communities, inclusive engagement and participation programmes and also provide operational support for local community brokers, local boards and across the council family.

28. The local community brokers will work with the local board members and advisors to identify which projects offer opportunities to work in a more empowered communities way and are priorities for support from the community practice hub. The hub will then develop a work programme incorporating priorities from across local boards.

29. If new community priorities start to emerge, the local community brokers will work with local board members and staff to agree next steps. The community practice hub will have some capacity to support work on emerging issues if they become local board priorities.

30. The Auckland-wide response will be a team of people with specialist skills. They will work on significant and/ or complex issues that would benefit from an all of Auckland approach, internal systems and processes and barriers and activity where a regional response delivers efficiency/ effectiveness benefits.

31. Different responses will be needed around Auckland taking into account community capacity, strength and resilience. This range of responses will need to cover those areas where there is well developed community capacity to opportunities to further development community capacity and newly formed communities.

32. The impact of the approach will be that:

· local boards are able to access tailored and strategic support

· community development practice enhances the work of the whole of the council family

· communities have more access to resources and support to do things for themselves

· the empowered communities approach is embedded throughout the organisation.

33. There are a number of empowering initiatives and activities, both new and existing, which could be further developed to empower communities.

34. A reduction in the cost to deliver community development over time is expected, starting with savings in the 2015/2016 financial year.

35. Community development and engagement is at the heart of the role of local boards. The local board plans all include a focus on developing strong communities. Proposed changes to council’s community development approach are of significant interest to local boards.

36. This report provides the opportunity to provide formal feedback. This will be reported to the Regional Strategy and Policy Committee on 4 June 2015.

Political Advisory Group

37. A Political Advisory Group (PAG) has provided strategic advice and guidance to staff during the development of the empowered communities approach.

38. At their meeting on 16 April 2015 the PAG supported:

· the key functions of the new unit

· the three components of the new operating model (local community brokers, community practice hub and Auckland-wide response).

39. Other feedback from the PAG included the need to consider the relationship with the Māori Responsiveness Framework and the need for staff to have cultural competencies. There was also discussion around whether the local community brokers should be located within Community Development and Safety or Local Board Services, and comment that local board outcomes are the same as community aspirations.

40. Staff will report back to the PAG on 4 May with the following:

· revised approach and model

· approach to devolving resources

· tools to support implementing the approach.

41. Feedback from the PAG meeting on 4 May forms attachment B to this report.

ECA timeline

42. The remaining key milestones are shown in the table below.

Stage

Date

Purpose

Budget Committee

7-8 May

LTP budget decisions including CDS budget for 2015/2016

Regional Strategy and Policy Committee

4 June

Endorse ECA and the CDS operational model

Consultation and engagement

43. The community was consulted through a limited number of community-led, and staff run, workshops around the region. Staff were also consulted.

44. The key points from the consultation were:

· use a high trust model that is values based

· value what communities bring to the table

· one size does not fit all

· capacity building is critical and a fresh approach is required

· a whole of council approach

· respond to the diversity of Auckland’s communities.

Consideration

Local Board views and implications

45. The ECA aims to provide a much more active role for local boards in community development.

46. ECA builds on the strong focus on community led planning and development in the local board plans 2014.

47. Local board chairs met to consider ECA on 30 March. The following four principles arose from this meeting:

· local boards need to be empowered themselves so that they can in turn empower their communities in a way that suits the area

· local board outcomes are community outcomes and need to be central to and drive the community empowerment approach and focus under the direction of the local board.

· community empowerment is not as simple as channelling funds through community groups, which has risks. Community empowerment is an approach and any change to the current needs to be carefully staged and made appropriate for each local board.

· within change there are always opportunities but they carry risks which can be minimised through careful planning, full engagement of the main parties and undertaken within a timeframe that is feasible for significant change to take place.

48. Local boards’ formal views are sought through this paper. This builds on earlier opportunities to provide informal feedback at local board workshops during April and at two workshops for local board chairs and portfolio holders.

49. The summary feedback from the chairs and portfolio holders meeting on 20 April was:

· the budget approach and costs associated with the proposed model are required to be able to make an informed response. There was also desire for better utilisation of the budget to achieve improved outcomes. Additionally, it was unclear how the model will deliver more resources to local boards

· the broker role needs to operate on a continuum that is tailored to local boards and can deliver across the continuum from those with contracted out services to communities with less capacity to take on additional services

· the broker role best sits in local board services but the overlap with local board advisor roles needs to be explored

· the community practice hub services are valuable but local boards do not want to have to pitch for resources. A bottom up approach is preferred and the hub should also use resources from other areas of council and the community. It was also unclear where the expertise exists to deliver the hub services

· uncertainty over what the Auckland wide response team will deliver and concern that it will not deliver local board priorities. Local boards could be supported to work collaboratively on common issues as community development is delegated to local boards. The community brokers can collaborate to tackle the systemic issues. Regional issues should be funded by the governing body and Community and Social Policy can cover these Auckland wide issues

· the need to respond to diverse and disempowered communities

· the transition process was unclear and raised concerns over delivery in coming months.

There were also recurring themes from early discussions:

· one size does not fit all

· the model needs to focus on delivering local board priorities, which are the same as the communities’ priorities.

Māori impact statement

50. The ECA has a direct relationship with the Māori Responsiveness Framework, which sets out two key areas of activity; the first being understanding the rights and interests of Māori. The second, and closely intertwined, is acting on the needs and aspirations of Māori.

51. To be a High Performing Organisation a key component is engaging with and enabling communities, which means considering and understanding Māori needs and issues and having the capability and capacity to improve process and systems to enhance involvement. The approach described in this report sets out a shift in the way the organisation delivers services, which includes improving outcomes for Māori. The Council Māori Responsiveness Leadership Group has been established to enable better outcomes with Māori in the areas of cultural, social, economic effectiveness for Māori and treaty settlements and moving to a more empowered community way of working will help make progress in all these areas.

52. There are a number of initiatives underway which can help inform the Empowered Community Approach such the Māori Input to Decision Making project in the south of Auckland. This, and other activities being undertaken in partnership with Mana Whenau around the environment, provide strong examples of how Māori can be engaged with and participate to embed the proposed approach to communities.

53. Engagement with mataawaka and mana whenua is ongoing to enable staff to understand potential impacts.

54. A representative from the Independent Māori Statutory Board sits on the PAG.

Implementation

55. The transition timeline is for work to be done on models and roles from now until the end of June. From July to December the approach will be implemented to meet local board needs and in 2016 as the approach matures and evolves it will be extended across the council family.

Attachments

No.	Title	Page
a View	Empowered Communities: Enabling Council	279
b View	Feedback from PAG meeting 4 May 2015	281

Signatories

Authors

Helen Dodd - Local Board Strategic Advisor

Authorisers

Karen Lyons - Manager Local Board Services

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

21 May 2015

District Licensing Committee structure review: Maungakiekie-Tāmaki Local Board feedback

File No.: CP2015/08188

Purpose

1. To provide feedback on the District Licensing Committee structure review (the review).

Executive Summary

2. When the Governing Body approved the formation of the District Licensing Committee under the Sale and Supply of Alcohol Act 2012 (the Act) in August 2013 (Governing Body resolution GB/2013/82), it was agreed that the structure of the Committee should be reviewed after one year of operation.

3. The objective of the review is to evaluate the current structure of the District Licensing Committee to assess compliance with the Act, community input, consistency of approach and cost efficiency.

4. Feedback from local boards and other key stakeholders is being sought as part of the review process.

5. Any feedback provided by the Maungakiekie-Tāmaki Local Board will be considered as part of the review and will be appended to the report on the review to the Regional Strategy and Policy Committee in June 2015.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board

a) provide formal feedback on the review of the District Licensing Committee structure and operation.

Comments

Background

6. In August 2013, the Governing Body considered the formation of Auckland Council’s District Licensing Committee (DLC) as required by the Sale and Supply of Alcohol Act 2012 (the Act). In particular, the Governing Body considered whether Auckland Council should establish localised DLCs or a region-wide pool of chairs and members.

7. The Governing Body approved a region-wide pool as the preferred structure, but resolved that a review of the structure would be conducted after a year of operation (res GB/2013/82).

8. The District Licensing Committee structure review (the review) is now underway and will be reported to the Regional Strategy and Policy Committee in June 2015. The review will cover:

· an assessment of how the existing region-wide structure is working

· the impact of local board objections to alcohol licence applications

· feedback from the reporting agencies (New Zealand Police, Medical Officer of Health and alcohol licensing inspectors)

· feedback from staff, local boards, DLC members and chairs

· any recommendations for improvement.

Terms of Reference

9. The review’s objective (set out in attachment A) is to evaluate the current structure of the DLC and advise the council whether it is achieving the following outcomes:

· decisions are made in accordance with the Act

· community views are able to be heard in accordance with the Act

· the DLC is consistent in its approach

· the structure is cost-effective for Auckland Council.

Feedback sought

10. Feedback is sought from the Maungakiekie-Tāmaki Local Board (the board) on:

· what is working well

· what isn’t working well

· what we can do to improve

· the impact of local board objections to alcohol licence applications.

11. It is recognised that the board may have feedback on the operation of the DLC beyond the scope of the terms of reference for the review. Any additional feedback will be considered and incorporated into the report to the Regional Strategy and Policy Committee.

Applications received and hearings held

12. In the first year of operation (January 2014-January 2015 inclusive), 10,121 alcohol licence applications were received by the DLC, including 5,447 applications relating to the Central area (made up of the the Maungakiekie-Tāmaki, Waitematā, Waiheke, Great Barrier, Albert-Eden, Puketāpapa, Orākei and part of Whau local boards). Of the total number of applications received, 85 resulted in an oral hearing.

13. Up until 28 April 2015 one hearing has been held for alcohol licence applications relating to premises in the Maungakiekie-Tāmaki Local Board area. The board has made no objections to applications.

Consideration

Local board views and implications

14. All elected members were sent a copy of the terms of reference for the review in March 2015. In early April 2015 local board chairs and relationship managers were invited to provide feedback through their preferred forum, including workshops, business meetings or in writing.

15. Feedback from local boards will be incorporated into the review and appended to the report to the Regional Strategy and Policy Committee in June 2015.

Maori impact statement

16. The current region-wide structure of the DLC is designed to provide broad participation across all demographics in the Auckland region. A representative from the Independent Māori Statutory Board was involved in the DLC member appointment process, which included assessing candidates against criteria including the Treaty of Waitangi and community awareness.

17. The review is not considered to impact significantly on Māori.

Implementation

18. The review is currently underway, with stakeholder feedback being collated and analysed during April and May 2015.

19. The findings of the review, including local board feedback, will be reported to the Regional Strategy and Policy Committee in June 2015.

Attachments

No.	Title	Page
a View	Terms of Reference - District Licensing Committee Structure Review	287

Signatories

Authors

Elizabeth McKenzie - Principal Advisor Hearings

Authorisers

Marguerite Delbet - Manager Democracy Services

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

21 May 2015

RECORD OF WORKSHOPS

Record of workshop proceedings for 7 April 10am-5pm

Held at the Local Board office, 7-13 Pilkington Road, Panmure

Members present for all or part of the workshops:

Simon Randall (Chairperson)

Chris Makoare (Deputy Chairperson)

Brett Clark

Bridget Graham

Obed Unasa

Alan Verrall

Apologies: Josephine Bartley

1.0	Discretionary Grants
	To discuss the grant applications received
	Officers present: Danielle Hibson

2.0	Light Rail Briefing
	To discuss light rail in Auckland
	Officers present: Doug Carter, Carol Greensmith

3.0	Long Term Plan
	To discuss the Long Term Plan
	Officers present: Mary Binney, Nina Siers

RECORD OF WORKSHOPS

Record of workshop proceedings for 14 April 10am-1pm

Held at the Local Board office, 7-13 Pilkington Road, Panmure

Members present for all or part of the workshops:

Simon Randall (Chairperson)

Chris Makoare (Deputy Chairperson)

Josephine Bartley

Brett Clark

Bridget Graham

Obed Unasa

Apologies: Alan Verrall

1.0	East West Connections
	To provide the board with an update on the project
	Officers present: Joe Schady, Emma Monk, Patrick Kelly

2.0	Te Oro
	Update from the project team
	Officers present: Sarp Egene, Jenni Heka, Hanna Scott, Manu Taylor

3.0	Te Oro Placemaking Artwork
	Discussion regarding Te Oro placemaking
	Officers present: Hanna Scott, Steve Owens

RECORD OF WORKSHOPS

Record of workshop proceedings for 21 April 10am-5pm

Held at the Local Board office, 7-13 Pilkington Road, Panmure

Members present for all or part of the workshops:

Simon Randall (Chairperson)

Chris Makoare (Deputy Chairperson)

Josephine Bartley

Brett Clark

Bridget Graham

Obed Unasa

Alan Verrall

1.0	Onehunga Foreshore update
	Update from the project team
	Officers present: Greg Hannah, Kirsten Reidt

2.0	Long Term Plan
	To discuss the Long Term Plan
	Officers present: Victoria Ly

3.0	Empowering Communities Approach
	To discuss the empowering communities approach
	Officers present: Nina Siers

RECORD OF WORKSHOPS

Record of workshop proceedings for 28 April 10am-5pm

Held at the Local Board office, 7-13 Pilkington Road, Panmure

Members present for all or part of the workshops:

Simon Randall (Chairperson)

Chris Makoare (Deputy Chairperson)

Josephine Bartley

Brett Clark

Bridget Graham

Obed Unasa

Alan Verrall

1.0	Te Oro opening event
	Update from the events team
	Officers present: Stella Gaseata, Sam Polwart, Bernard Te Paa

2.0	Tāmaki Redevelopment Company
	Update from the Tāmaki Redevelopment Company
	Officers present: Nina Siers, Peter Fa’aifiu , Joe Bartley, John Holyoake

3.0	Regional Facilities Auckland
	Update from Regional Facilities Auckland
	Officers present: Judy Lawley

4.0	Te Oro
	Update from the project team
	Officers present: Sarp Egene

5.0	Auckland Transport Regional Signage
	To discuss the regional signage project
	Officers present: Lorna Stewart, Di Schnauer, Roger Wilson

6.0	Empowering Communities Approach
	To discuss the empowering communities approach
	Officers present: Nina Siers

7.0	Long Term Plan
	To discuss the Long Term Plan
	Officers present: Nina Siers

Maungakiekie-Tāmaki Local Board

21 May 2015

Board Member Clark – Monthly Report, 26 November – 5 May 2015

date	meeting
26 Nov 14	Catch up with chair
27	Development – local economic development action plan
28	Van Dammes Lagoon site visit
29	Onehunga Santa Parade
	Sir William Jordan Rec Christmas party
1 Dec	Draft resolutions for open space provisions guidelines
2	Mt Wellington War Memorial Park & Panmure Wharf concept plan
	Local Board workshop
3	Chair’s update Onehunga Foreshore
	Oranga/Te Papapa schools community meeting with local Police
4	Local Citizenship Ceremony x2
8	The Onehunga Combined Sports Trust
9	Local Board workshop incl at Mt Smart Stadium
	Local Board business meeting
10	Glen Innes Business Association
15	Oranga Community Centre Society
16	Economic Development catch up
	Local Board workshop, BBQ lunch & afternoon tea
17	Jellicoe Pool and YMCA issues
	Parks catch up
	Onehunga Foreshore Working Group
18	Panmure Basin master plan
21	Glow in the Park event
22	Ellerslie Cricket and Onehunga Combined Sports Trust
27 Jan 15	Local Board workshop
2 Feb 15	Launch of NZ Cemeteries Heritage Wiki
	Onehunga Mall upgrade
	SLIPs discussion
	Sustainability Sport Fora
3	Local Board workshop
4	LTP Sport Groups engagement, Waikaraka Park
5	Chair’s update Onehunga Foreshore
6	Waitangi Day, Weekend Softball tournament Simson Reserve
9	Corporate sponsorship operational guidelines
	Panmure Basin concept plan
10	Long Term Plan Business Association breakfast engagement
	Local Board workshop
11	GI Business Assn
16	Oranga Community Centre Society
	The Onehunga Combined Sports Trust
17	Local Board workshop
	Governing Body member Krum catch up
18	Panmure Business Association
19	Onehunga Business Association
	Local Board business meeting
20	MTLB Alcohol Bans working party
21	Long Term Plan at Kids Safety Day
23	Bundled Playground Renewals Concept
24	Long Term Plan Business Association breakfast engagement
	Local Board workshop
25	Penrose Business Assn event
	Long Term Plan public engagement
26	Onehunga Mall upgrade public info session
27	Point England Reserve settlement
	Cornwall Cricket Club 60th
9 Mar 15	The Onehunga Combined Sports Trust
10	Sport Auckland catchup
	Local Board workshop
	Long Term Plan Have Your Say x2
11	Parks catchup
12	Chair’s update Onehunga Foreshore
	Michaels Ave Reserve users update
	Maunga Authority and Economic Development discussion with staff
13	MTLB Alcohol Bans working party
16	Oranga Community Centre Society
17	Local Board workshop
	Local Board key stakeholders LTP
18	Panmure Business Assn
19	Local Board business meeting
24	Economic Development catchup
	Local Board workshop
	Failed Kiwisport 2015-18 consultation
25	Te Oro public art insulation in parks & reserves
26	Onehunga Business Assn
28	Part of Movies in the park Fergusson Domain
30	Parks catchup
31	Local Board workshop
	Onehunga Foreshore Working Group
6 April	Onehunga War Memorial Pool/YMCA Easter party along with the Chair
	YMCA Easter party - Dogs swim in pool
7	Local Board workshop
8	Te Oro dawn blessing
	Events in our parks – planning, process and delivery
	Playground renewals discussion
	Catchup with chair
	Apology to Glen Innes Business Association
9	Mt Wellington War Memorial Reserve discussion
	Apology to Chair’s update Onehunga Foreshore
10	The Onehunga Combined Sports Trust with Lightfoot reps
11	Family brunch and Onehunga Festival – Jellicoe Park
13	Part of Manukau Harbour Forum
14	Local Board workshop
15	Apology Panmure Business Association
16	Glenbrae Early Child Education Centre pre-opening site visit
	Tāmaki Redevelopment Company’s celebration of above
	Local Board Business meeting
18	Public engagement open day Mt Wellington War Memorial Park and Panmure Wharf Reserve
20	Panmure Squash Club site visit
	Parks catchup
21	Elstree Ave North/Tāmaki College storm water site visit
	Local Board workshop
	Tāmaki Redevelopment Company Board
22	Social Enterprise Project
23	MTLB Alcohol Bans working party
25 April 2015	ANZAC Day 100 years Dawn Service Cenotaph Auckland Domain Lest we forget
	Visit to World War One Sanctuary 42395 Private E.T. Pope Auckland Infantry Regiment First New Zealand Expeditionary Force
	Onehunga and Districts RSA ANZAC Day Parade & Service
	Visit to grave of 16154 Sergeant G.S. Clark Auckland Mounted Rifles First New Zealand Expeditionary Force
28	Local Board workshop
	Onehunga Combined Sports Trust
29	Site visit Watercare Hunua 4 water pipeline physical works
5 May	Catchup with chair
	Local Board workshop

Maungakiekie-Tāmaki Local Board

21 May 2015

Board Member Bridget Graham - Monthly Report, April / May 2015

31 March	Hearing 30 Princes Street Onehunga Maungakiekie-Tāmaki Local Board workshops
1 April	Onehunga Community News Catch up Local board cluster meeting on CPTED
7 April	Maungakiekie-Tāmaki Local Board workshops
8 April	Te Oro dawn blessing ODCOSS monthly meeting
9 April	Manukau Harbour Forum members meeting with Waitakare Local Board members
11 April	Onehunga Festival Committee meeting
13 April	Manukau Harbour Forum
14 April	Farewell to Lauren Priestley Maungakiekie-Tāmaki Local Board workshops
15 April	Meeting with community group regarding Onehunga Festival
16 April	Maungakiekie-Tāmaki Local Business Meeting
17 April	Central Joint Funding Committee workshop
21 April	Site visit to Elstree North Reserve Maungakiekie-Tāmaki Local Board workshops Onehunga Community House Management Committee meeting
23 April	Alcohol Bans Working party
24 April	CABAC monthly meeting Central Joint Funding Committee meeting
25 April	ANZAC commemoration in Onehunga
28 April	Maungakiekie-Tāmaki Local Board workshops
29 April	Maungakiekie-Tāmaki Local Board meeting with the Governing Body regarding the Long Term Plan. Site visit to Victoria Street Onehunga to view the Hunua Number 4 Pipeline’s progress through Onehunga. Maungakiekie Team meeting with Councillor Krum
30 April	Government announcement on Tāmaki acceleration
1 May	Community Development Cluster meeting
3 May	Site visit 218 Station Road
4 May	Grants Portfolio meeting Events Portfolio meeting

Portfolio Update

Site visits and recommendations: -

16 Alfred Street – retrospective application for current use.

218 Station Road – expansion of existing use

254 Point England Reserve – installation of lights for playing field

Events

11 April – Onehunga Festival

Community Networks: -

Onehunga Community House

- 21 April – Management Committee Meeting.

ODCOSS

- 8 April – monthly meeting

CABAC

- 24 April – monthly meeting

Festival at Jellicoe Park 11 April

Maungakiekie-Tāmaki Local Board

21 May 2015

Board Member Bartley – March to April 2015 Report

date	Meeting
11 March	Glen Innes Business Association
12 March	Transport monthly catch up
12 March	Long term plan consultation – Ruapotaka marae
13 March	Alcohol bans meeting
23 March	Environment portfolio meeting
24 March	Local board workshops
25 March	Hokulea landing – Manaiakalani Point England beach
25 March	Wise Wahine Speak – Glen Innes hall
26 March	John Pearce Shoe Repairs 50 years celebration Glen Innes Town Centre
26 March	ATEED briefing Central cluster
27 March	State of the Environment and Environmental Strategic Action Plan meeting
28 March	Heart BBQ Talbot Park
28 March	Riverside Hauora Day
28 March	Oranga Festival
28 March	Movies in the Park – Ferguson Domain
31 March	Local board workshops
2 April	Auckland's Industrial South Integrated Business Precinct Plan working group
8 April	Blessing of Te Oro
11 April	Onehunga Festival
11 April	Burmese New Year – Glen Innes
14 April	Local board workshops
15 April	TRC Tāmaki safety plan meeting
16 April	Meeting with Constable Don Allan – Maungakiekie Safety catch up
16 April	Meeting with RSA President Leon Matthews re Anzac speech
16 April	Local board business meeting
17 April	Tāmaki Policing and Security Community forum
20 April	Regional Pest Management meeting
20 April	Auckland Transport catch up
20 April	Photo at Mt Wellington regarding Local Alcohol Approved Products Policy
21 April	Site visit Elstree Ave North Reserve – stormwater project
21 April	Local board workshops
22 April	Safety plan meeting
23 April	Tāmaki Police meeting – no show
25 April	ANZAC ceremony – Mt Wellington Panmure RSA
28 April	Local Board workshops
29 April	TRC Tāmaki Safety Plan meeting
29 April	Watercare site visit – Victoria and Grey Street Onehunga
30 April	Government announcement Tāmaki redevelopment

Portfolio Update

Portfolio	Issues/Consultations
Safety – Lead	Progressing Safety plan, assisting contractor with community contacts for plan, Alcohol bans review working group, workplan with safety team in Council, successful outcomes on Local Approved Products Policy and Local Alcohol Policy. Safety issues raised by Police for Onehunga area followed up with Council, safety issues raised in Tāmaki Policing and Security forum raised with Council.
Environment – Lead	Progressing Local board environmental projects, ecological restoration, water quality projects. Advocacy regarding the Local board plans priorities to the Environmental Strategic Action Plan workshop and the Regional Pest Management Strategy Plan. Site visit requested for the Elstree North stormwater project. Issues raised with Council regarding Omaru Creek pollution via email 25 April 2015.

Community Networks and Outside Appointments

Organisation	Primary	Alternate
Panmure Basin Advisory Committee	Josephine (Brett has been attending in my absence)	Brett
Glen Innes Business Association	Brett	Josephine (observer)

Other Matters

ATEED

ATEED briefing provided local board members with an overview and understanding of ATEED’s role and work programmes and to discuss draft local board priorities related to ATEED’s work across tourism, major events and business growth and competitiveness. I raised Local board plan priorities and also asked about local tourism opportunities arising out of ATEEDs statements about tourism.

Auckland’s Industrial South Integrated Business Precinct Plan

Why focus on an integrated plan for this area – because there are 12,630 businesses located here employing 154,450 people, $18 billion of Auckland’s GDP in 2012 came from this area. This plan ensures the Southern industrial locations continue to play a strong role in the region’s economy and economic growth of Auckland and New Zealand. It coordinates transport, economic development, skills training, infrastructure, development activities by Council.

Housing redevelopment – watching brief

Concerns so far from some residents have been around wanting to buy the state house that they are living in but being declined on initial approach to Housing NZ. Some residents are leaving the area however I have concerns around what Housing NZ is saying to them, whether they are being given the option of staying given the Tāmaki Guarantee.

ANZAC Day: Thank you to Leon Matthews President of the Mt Wellington Panmure RSA for the honour of participating in this year’s 100 anniversary of the landing in Gallipoli, thanks to the Local board for the opportunity to give the speech this year. Truly a highlight of my life. Much respect always to the men and women who served and continue to serve our country.

No.	Title	Page
a View	Member JB Clark report	301
b View	Member BM Graham report	305
c View	Member CL Makoare report	307
d View	Member JR Bartley report	309

Chairperson	Simon Randall
Deputy Chairperson	Chris Makoare
Members	Josephine Bartley
	Brett Clark
	Bridget Graham, QSM
	Obed Unasa
	Alan Verrall

Authors	Philippa Hillman - Democracy Advisor, Maungakiekie-Tāmaki Local Board
Authorisers	Victoria Villaraza - Relationship Manager