Agenda of Ōtara-Papatoetoe Local Board

Ōtara-Papatoetoe Local Board

18 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 - Counties Manukau Sport 5

8.2 Deputation - New Zealand Leadership Institute (NZLI) Scholarships 6

9 Public Forum 6

10 Extraordinary Business 6

11 Notices of Motion 7

11.1 Notice of Motion - Christmas Tree Lights Options 7

12 Manukau Ward Councillors Update 11

13 District Licensing Committee structure review: Ōtara-Papatoetoe Local Board feedback 13

14 Alcohol ban review 2015 23

15 Business Association bulk funding 45

16 Libraries Proposed Property Renewals Programme for 2015/2016 49

17 Papatoetoe Museum and Arts Needs and Options Analysis 55

18 Manukau Harbour Forum Work Programme for 2015/2016 59

19 Developing the Empowered Communities Approach - Next Steps 83

20 Wiri Prison - Nomination for Social Impact Fund Allocations Committee 95

21 Auckland Transport Report - April 2015 103

22 Auckland Transport Quarterly Update to Local Boards
For the quarter - 1 January to 31 March 2015 109

23 Auckland Council Property Limited Local Board Six-Monthly Update 1 July to 31 December 2014 143

24 Performance Report for the Ōtara-Papatoetoe Local Board for the nine months ended March 2015 163

25 Ōtara-Papatoetoe Local Board Nominations to the Maunga Authority – Local Board Forum. 241

26 Urgent Decision Report - Business Improvement Districts (BIDs) service delivery model 245

27 Ōtara-Papatoetoe Local Board Achievements Register 2013-2016 Electoral Term 251

28 Ōtara-Papatoetoe Local Board Workshop Notes 255

29 Ōtara-Papatoetoe Local Board Reports and Actions Pending 261

30 Ōtara Papatoetoe Local Board members portfolio update 265

31 Chairpersons Announcements 269

32 Consideration of Extraordinary Items

PUBLIC EXCLUDED

33 Procedural Motion to Exclude the Public 271

C1 Special Housing Areas: Tranche 7 271

1 Welcome

2 Apologies

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

3 Declaration of Interest

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

4 Confirmation of Minutes

That the Ōtara-Papatoetoe Local Board:

a) confirm the ordinary minutes of its meeting, held on Monday, 20 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 Ōtara-Papatoetoe 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 - Counties Manukau Sport

Purpose

Russell Preston from Counties Manukau Sport will present to the board on what they can offer in terms of dedicated sports delivery to our clubs and schools.

Counties Manukau Sport already partner with Franklin and Howick Local Boards.

Recommendation/s

That the Ōtara-Papatoetoe Local Board thank Russell Preston from Manukau Counties Sport for his attendance and presentation.

8.2 Deputation - New Zealand Leadership Institute (NZLI) Scholarships

Purpose

Matt Wilson, Corporate Relations Manager, DB Breweries Ltd and Wilmason Jensen, a past recipient of the scholarship, will present to the board on the launch of this year’s New Zealand Leadership Institute (NZLI) scholarship for leaders from the South Auckland Community.

Recommendation/s

That the Ōtara-Papatoetoe Local Board thanks Matt Wilson and Wilmason Jensen for their attendance and presentation.

Attachments

a Media Release - Leadership development scholarships..................... 275

9 Public Forum

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

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

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Notices of Motion

11.1 Notice of Motion - Christmas Tree Lights Options

In accordance with Standing Order 3.11.1, the following Notice of Motion has been received from Member Stephen Grey and Member Donna Lee for inclusion on the agenda for the Ōtara-Papatoetoe Local Board meeting being held on day, Monday, 18 May 2015:

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) receive the Notice of Motion – Christmas Tree Lights Options.

b) revoke resolution OP/2015/31 being,

a) approve in principle the idea of developing a signature event for Ōtara-Papatoetoe, in preference to the options for lights or other seasonal decorations.

b) request Events staff to develop event ideas for discussion with the board.

c) agree to dismantle the redundant Christmas lights in the next financial year, and to include a budget for this in the local board agreement for 2015/16.

c) agree to dismantle the Christmas lights at Burnside Park.

d) agree to dismantle and replace with LED lights, the Christmas lights at Tupu Library (Dawson Road) and the Christmas lights at the Papatoetoe RSA (Wallace Road).

e) agree the type of LED lights to be installed to be Triklite LED lights and include a budget up to $120,000 for this in the draft local board agreement for 2015/16.

f) request Council officers to confirm the cost in resolution d) above and advise the annual cost to maintain the LED lights.

Background

1. At its 16 March 2015 business meeting the Ōtara-Papatoetoe Local Board resolved to:

Resolution number OP/2015/31

MOVED by Member SC Grey, seconded by Chairperson E Collins:

That the Ōtara-Papatoetoe Local Board:

a) approve in principle the idea of developing a signature event for Ōtara-Papatoetoe, in preference to the options for lights or other seasonal decorations.

b) request Events staff to develop event ideas for discussion with the board.

c) agree to dismantle the redundant Christmas lights in the next financial year, and to include a budget for this in the local board agreement for 2015/16.

2. The board has traditionally funded three Christmas tree lighting projects at Burnside Park, Tupu Library (Dawson Road)and Papatoetoe RSA, however, in October 2014 the board resolved to not support the Christmas lights at Burnside Park in 2014.

3. The attachment to the original report gave details of the costing options for Triklite LEDs and Mini festoon LEDs. Triklite LEDs are more expensive but have a greater option of programmable colours compared to Mini festoon LEDs.

4. Indicative costings of this option from the attached 16 March 2015 report are set out below:

Site	Burnside Park	Tupu Library	Papatoetoe RSA RSA	TOTALS
Remove Existing Lights	$4,115	$16,227	$13,034	$33,376
Supply and install new Triklite LED Lights		$48,476	$40,890	$89,366
			Total	$122,742

5. The 16 March 2015 report presented four options for consideration. Options included replacing the current Christmas lights with LED lights, removing the Christmas lights and putting up roadside banners, and removing the lights and promoting an event. Moved by Member Grey, seconded by Chair Collins, the board resolved as above (OP/2015/31)

6. Member Grey and Member Lee seek board reconsideration of this resolution. The members advise that they did not expect or intend that the resolution would result in the removal of the Christmas lights from all three sites. The members support having lights at Tupu Library and Papatoetoe RSA and converting these to LED.

7. The members envisage that the LED lights would be operated throughout the year to suit a variety of events and occasions, as well as Christmas. For example, the lights could be green for St Patricks Day, yellow for Daffodil Day, and multi-coloured for other festivities

Attachments

a Notice of Motion................................................................................... 277

b Christmas Tree Light Options report from 16 March 2015 meeting.... 279

Ōtara-Papatoetoe Local Board

18 May 2015

District Licensing Committee structure review: Ōtara-Papatoetoe Local Board feedback

File No.: CP2015/08046

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 Ōtara-Papatoetoe 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 Ōtara-Papatoetoe Local Board:

a) Provides 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 Ōtara-Papatoetoe 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 1,638 applications relating to the Manukau area (made up of the the Ōtara-Papatoetoe, Māngere-Ōtāhuhu, Howick, Manurewa and part of Franklin local boards). Of the total number of applications received, 85 resulted in an oral hearing.

13. Up until 28 April 2015 four hearings had been held for alcohol licence applications relating to premises in the Ōtara-Papatoetoe Local Board area. In the same period, the board made four 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	17

Signatories

Authors

Elizabeth McKenzie - Principal Advisor Hearings

Authorisers

Marguerite Delbet - Manager Democracy Services

Carol McKenzie-Rex - Relationship Manager

Ōtara-Papatoetoe Local Board

18 May 2015

Alcohol ban review 2015

File No.: CP2015/04108

Purpose

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

Executive Summary

2. The Ōtara-Papatoetoe Local Board has the delegated responsibility to review all 93 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 15 existing alcohol bans

· propose to lapse 78 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 Ōtara-Papatoetoe 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 – Ōtara-Papatoetoe Local Board May 2015” in Attachment C for the purposes of the public submission process.

c) Note 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) Appoints [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) Delegates to the Chairperson the ability to make changes to the panel appointed under (e) 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 August 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 93 alcohol bans in the Ōtara-Papatoetoe 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 (4)	24 hours, 7 days a week
Park (4)	24 hours, 7 days a week
Children’s Playground (36)	24 hours, 7 days a week
Skate park (1)	24 hours, 7 days a week
Public reserve car park and public road joining car park (20)	24 hours, 7 days a week
Road (28)	24 hours, 7 days a week

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 retain (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 – Ōtara-Papatoetoe Local Board May 2015” to facilitate this (Attachment C)

· retain the following 15 existing alcohol bans (Attachment A):

o Allenby Park (children’s playground only)

o Allenby Park (skate park only)

o Clayton Park

o Coombe Avenue (children’s playground only)

o East Tamaki Reserve (children’s playground only)

o East Tamaki Reserve (car park and public road adjoining car park only)

o Fergusson Oaks Reserve

o Flinders Park (children’s playground only)

o Hunters Corner

o Kohuora Park (children’s playground only)

o Manukau City Town Centre

o Otara Town Centre

o Papatoetoe Town Centre

o Rangitoto Park (children’s playground only)

o Rongamai Reserve, and associated walkways

· allow the remaining 78 alcohol bans to lapse unless sufficient evidence is provided through a public submission process to justify their retention (Attachment B). Of these 78 bans, 28 were created on heavy traffic roads that were once attractive to street racers. The New Zealand Police have used traffic bylaws to resolve this problem and will continue to do so if the problems flare up again.

27. The reasons for this recommendation are:

· there is sufficient evidence of a high level of alcohol-related crime or disorder to retain 15 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 Issues

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	29
b View	Alcohol bans proposed to lapse	33
c View	Proposal	37

Signatories

Authors

Mike Dance - Policy Analyst

Kylie Hill - Policy Analyst

Authorisers

Kataraina Maki - GM - Community & Social Policy

Carol McKenzie-Rex - Relationship Manager

Ōtara-Papatoetoe Local Board

18 May 2015

Business Association bulk funding

File No.: CP2015/03577

Purpose

1. The purpose of this report is to inform the Ōtara-Papatoetoe Local Board of the financial commitments that three of the business associations in the local board area face, and to present funding options available to support them.

Executive Summary

2. This report concerns the local board’s investment in community safety in the local area. Specifically, public places CCTV systems and support for local business associations who monitor the CCTV systems and carry out further community safety and economic development work.

3. As part of the local board-funded community safety work, council manages the public places CCTV systems, providing a quality crime prevention tool to each of the three local business associations (BAs). Staff recommend that this arrangement continues, and that council continue to manage the contract process for CCTV monitoring. This arrangement ensures an accountable, robust and safe approach to CCTV use.

4. As well as monitoring CCTV systems, three local BAs also run community safety and economic development initiatives, which incur significant costs. These BAs are Hunters Corner Town Centre Society Incorporated, Papatoetoe Main Street Society Incorporated and Otara Business Association Incorporated.

5. The board currently assists the business associations by granting them money for specific purposes. Staff propose replacing this system with bulk funding, to give the BAs a more reliable and secure source of funding with lower administrative load for council.

6. Aside from funding for council management of the CCTV systems (value $85,000), staff recommend that the local board’s safety funding be equally divided between the three BAs to the value of $91,666 each.

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) allocate $91,666 from the 2015/2016 local board budget to each of the following business associations towards crime prevention, safety and economic development initiatives, subject to accepting the accountability detailed in their respective funding agreements:

· Hunters Corner Town Centre Society Incorporated

· Papatoetoe Main Street Society Incorporated

· Otara Business Association Incorporated

b) allocate $85,000 per annum of the local board’s safety budget towards council maintenance and management of local public places CCTV systems (to include procuring the required services including maintenance, network costs and monitoring)

c) approve the Community Development and Safety unit procuring CCTV monitoring contracts with Hunters Corner Town Centre Society Incorporated and Otara Business Association Incorporated.

Discussion

7. As part of local board-funded community safety work, council manages the public places CCTV systems, providing a quality crime prevention tool to each of the three local business associations (BAs). This arrangement ensures an accountable, robust and safe approach to CCTV use. The systems are mostly monitored by the BAs, with the exception of Otara, where the CCTV system is currently monitored by Manukau Institute of Technology.

8. The local BAs also run community safety and economic development initiatives, which incur significant costs. The board currently assists the BAs by granting them money for specific purposes. Staff propose replacing this system with bulk funding, to give the BAs a more reliable and secure source of funding with lower administrative load for council.

Bulk Funding of Business Associations

9. In preparing draft budgets for the Long Term Plan 2015-2025, local board members discussed alternative methods to supporting BAs. The three BAs involved are:

· Hunters Corner Town Centre Society Incorporated

· Papatoetoe Main Street Society Incorporated

· Otara Business Association Incorporated.

10. The local board currently pays a combined total of approximately $400,000 per annum to these BAs, in a complex series of grants and contractual payments for various purposes. These payments are in addition to the council revenue the BAs receive from BID targeted rates.

11. The three BAs all have differing needs and requirements, but all incur significant costs in their economic development roles, as well as running crime prevention and safety initiatives in their respective areas. Last year, the local board supported all three BAs with safety and economic development funding, which included the following:

Table One: Local Board Funding for Safety and Economic Development funding to Business Associations in 2014/2015

BA	Budget	Amount granted
Hunters Corner	Crime prevention officer funding	$55,000
	Ambassador contributions	$21,500
	Economic development discretionary funding	$30,000
Otara	Crime prevention officer funding	$70,000
	Ambassador contributions	$21,500
	Economic development discretionary funding	$30,000
Papatoetoe	Ambassador contributions	$21,500
Papatoetoe	Economic development discretionary funding	$30,000

12. The local board has considered paying each BA a fixed sum in 2015-2016. This would replace the current BID top-up and mixture of grants for specific purposes. The bulk funding proposal arose as a solution to a number of issues:

· bulk funding fits in with the Auckland Plan policies of empowered communities and community led development

· the system of making grants for specific purposes is becoming increasingly complicated and costly. Bulk funding would be simpler

· anomalies have crept in between the level of support given to the three BAs, so bulk funding would re-establish equity

· the BAs are restricted by the specific nature of the current grants, allowing no flexibility to identify where and how to appropriately apply the funding. Bulk funding would enable them to make rational choices that optimise results from the resources available.

13. Bulk funding would require the BAs to be accountable to the local board for the way they use the funding and the results obtained. The accountability process can be incorporated into funding agreements and can be managed by council staff.

14. The bulk funding option would not preclude the BAs from applying for other forms of funding, for example events funding.

Local Board support for CCTV systems

15. Currently the local board supports the operational expenses associated with running the council’s public places CCTV systems operating in Otara and Hunters Corner (which is also linked to Papatoetoe’s business association system). These costs include maintenance, network costs and monitoring contracts to a value of approximately $85,000. These systems are currently managed by council staff, but not monitored by them.

16. Staff recommend the local board continue to use the safety budget to fund council staff to manage the CCTV systems, to ensure continued provision of a quality crime prevention tool to each of the three BAs. The proposed bulk funding model suggests the local board set aside $85,000 for CCTV operating costs.

17. Hunters Corner Town Centre Society Incorporated is currently contracted (until June 2015) to monitor council’s public places cameras at certain times in the Papatoetoe area. In Otara, the CCTV monitoring contract currently sits with the Manukau Institute of Technology (until June 2015) due to Otara Business Association Incorporated previously being unable to resource the operation.

18. The Otara Business Association Incorporated has recently made positive steps towards improving safety, including the recruitment of a crime prevention officer. Staff now recommend shifting the monitoring contract for Otara to the Otara Business Association Incorporated premises. This would allow the crime prevention officer to better coordinate the ambassadors, better align safety services in the town centre and improve interaction with the police and other agencies. This more effective use of CCTV monitoring would help improve safety across the local board area.

19. Staff recommend that the Community Development and Safety unit procure new CCTV monitoring contracts with Hunters Corner Town Centre and Otara Business Association, to ensure continued CCTV monitoring when the current contracts expire. The new contracts would commence in July 2015 for the period of one year, and would be funded from the CCTV operating expenses component of the proposed funding allocation below.

Proposed bulk allocation of funding – incorporating CCTV monitoring

20. With $360,000 potentially available to the local board from the current safety budget, removing the CCTV component first (of $85,000, which includes monitoring contracts) would leave $275,000 to be divided equally between the BAs. The proposed financial split is shown below.

Table Two: Proposed allocation of local board safety budget

Expense	Recipient	Amount
CCTV operating expenses (incl. monitoring contracts)	Council staff (to manage on behalf of the LB)	$85,000
Bulk funding	Hunters Corner Town Centre Society Incorporated	$91,666
Bulk funding	Papatoetoe Main Street Society Incorporated	$91,666
Bulk funding	Otara Business Association Incorporated	$91,666
TOTAL		$359,998

Consideration

Local Board Views

21. The crime prevention and town centre safety issues have been workshopped with the local board on a number of occasions in late 2014 and early 2015. The local board has supported the ambassador programme and also the empowering of the BAs to influence perceptions of safety in their respective areas (through a variety of locally driven safety initiatives – such as CCTV monitoring).

Maori Impact Statement

22. While this project is not specifically targeting Maori, it is noted that Maori are generally over-represented as both victims and perpetrators in crime statistics. Maori are likely to benefit alongside other groups in the community. The three town centres involved are frequented by significant numbers of Maori living in the localities. By supporting thriving town centre business associations, it would indirectly benefit Maori.

General

23. There is sufficient funding available in the local board’s CCTV and town centre safety initiatives budget to support a contribution of $91,666 to each of the three BAs and cover basic monitoring contracts.

24. The decision sought does not invoke the Auckland Council Significance Policy.

Implementation

25. Staff would implement the local board’s decision through funding agreements with each of the BAs.

Attachments

There are no attachments for this report.

Signatories

Authors

Mark Evans - Team Leader Safety South

Authorisers

Graham Bodman - Manager - Community Development, Arts and Culture

Carol McKenzie-Rex - Relationship Manager

Ōtara-Papatoetoe Local Board

18 May 2015

Libraries Proposed Property Renewals Programme for 2015/2016

File No.: CP2015/07002

Purpose

1. This report seeks approval from the Ōtara-Papatoetoe Local Board for proposed 2015/16 property renewal capital works for Libraries.

Executive Summary

2. The property renewals programme is an annual capital works programme. The programme ensures that each Council facility can operate to the current level of service articulated in the relevant asset management plan.

The Ōtara-Papatoetoe Local Board proposed property renewals programme for 2015/16 is detailed in this report as Attachment 1.

In the 2015/16 financial year, the Ōtara-Papatoetoe Local Board’s budget for each Libraries property renewal and Fixtures, Fittings and Equipment (FF&E) programme is $134,045.

A list of all Libraries’ proposed property renewal projects for all Auckland Council Local Boards for 2015/16 is provided for your information as Attachment 2.

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) Receive the Ōtara-Papatoetoe Local Board 2015/16 Proposed Property Renewals report

b) Approves the property renewals programme 2015/16 as listed in Attachment 1

c) Delegates responsibility to Valerie Brown, Service Delivery & Logistics Support Manager, to approve any moderate changes to the budget in the event that there is a variation to identified costs for its property renewals programme

d) Allows for any project surplus to be held as contingency for other renewals projects included within this report for this board.

Comments

3. Community facilities are an important part of realising the vision of Auckland to become the world’s most liveable city. They contribute to building strong, healthy, and vibrant communities by providing spaces where Aucklanders can connect, socialise, learn, and participate in a wide range of social, cultural, art, and recreational activities. These activities foster improved lifestyles and a sense of belonging and pride among residents.

Investment in this property renewals programme will ensure that Council facilities remain valuable, well-maintained community assets that continue to meet user expectations. Not undertaking timely property renewals will have an undesirable impact on the customer experience and put asset performance at risk, and ultimately increase the cost to maintain the facility.

The property renewals programme is a planned and documented process comprising of seven project management framework phases. These phases are: data collection, feasibility, initiation, planning, execution & transition, closure, and benefits realisation. Local Board sign-off is within the third phase (initiation) of the Property Renewals Programme process.

The property renewals programme process ensures that the proposed work-lists (Attachment 1) have received extensive input and assessment from both property and activity officers.

Consideration

Local Board views and implications

4. Council officers are seeking Local Board approval for the proposed Ōtara-Papatoetoe Local Board property renewals programme for 2015/16. Council officers will report quarterly to the Local Board, including any reduction in project costs, to enable a review of budget options.

Māori impact statement

5. The Ōtara-Papatoetoe Local Board 2015/16 Proposed Property Renewals property renewals programme will ensure that all facilities continue to be well-maintained community assets benefiting the local community, including Māori.

Implementation

6. Council officers have consulted with Local Board representatives and relevant Council departments in order to formulate both the property renewals process and the attached lists of proposed renewals. Consultation will continue with all stakeholders throughout the financial year while this programme is implemented.

This work will be implemented as part of Council’s Property Department’s usual business practice and delivered in partnership with Libraries.

Attachments

No.	Title	Page
a View	Attachment 1	51
b View	Attachment 2	53

Signatories

Authors

Hannah Alleyne - Principal Special Asset Planning

Authorisers

Kim Taunga - Manager Cust. Experience - South and East Libraries

Carol McKenzie-Rex - Relationship Manager

Ōtara-Papatoetoe Local Board

18 May 2015

Papatoetoe Museum and Arts Needs and Options Analysis

File No.: CP2015/08128

Purpose

1. To present the findings of the Papatoetoe museum and arts needs and options analysis.

Executive Summary

2. The purpose of the museum and arts needs and options analysis was to provide advice to the board to inform decision-making in relation to:

· Options for the future of the Papatoetoe Historical Society’s existing museum which is not fit for purpose and whose premises in a council-owned depot are earmarked for demolition and commercial redevelopment.

· The board’s aspirations for a more fit-for-purpose museum and arts facility which resulted in the allocation of $3.148m capex funding in the 2012-2022 Long-term Plan for a new or redeveloped museum and arts facility in Papatoetoe.

· Any other options available to meet local needs in relation to museum and arts services.

3. Since the needs analysis work commenced in 2014, there have been two significant developments that impact on the study drivers and options:

· The capex funding is not included in the draft 2015-2025 LTP.

· The redevelopment of the depot site is yet to commence. Auckland Council Property Limited are negotiating with developers at present and have indicated that the occupants of the depot will not be required to relocate for at least another 2 years.

4. While the findings of the needs and options analysis supports the potential need for a multi-use community facility with a museum and arts focus in Papatoetoe, the lack of capex funding means this option is unable to be progressed at this time.

5. However, the study report provides findings and information that can inform the board’s consideration of museum and arts services in Papatoetoe should capital funding become available in the future.

6. It also outlines a range of alternate non-facility options that could go some way to addressing museum and arts needs in the area. Staff recommend that these be considered further by the Papatoetoe Historical Society and explored further with the arts services providers in the area.

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) Receives the Papatoetoe Museum and Arts Needs and Options Analysis Report (Attachment A).

b) Notes that the needs and options report has been provided to the Papatoetoe Historical Society to consider options to improve the delivery of its museum services locally.

c) Notes that council’s arts and culture advisor for the Otara-Papatoetoe area will work with arts service providers in Papatoetoe to look at options to improve arts services.

Comments

Background

7. The Ōtara-Papatoetoe Local Board Plan 2014-6 states an intention to promote the heritage of old Papatoetoe through a new museum and arts facility.

8. The Papatoetoe Historical Society is a key provider of museum and arts services in the area and currently leases space in the council-owned depot at 91 Cambridge Road, Papatoetoe. The local board has provided the society $20,000 per annum since 2013 to deliver these services.

9. Auckland Council has plans to develop the land at 91 Cambridge Terrace and the depot is to be demolished. This will necessitate the termination of leases on the site, including the lease held by Papatoetoe Historical Society.

10. The impending relocation of the existing museum and the need to find a larger more fit-for purpose space was a key driver for the board’s advocacy to the governing body for capex funding. This resulted in the allocation of $3.148m in capital funding as part of the 2012-2022 Long-term Plan.

11. In April 2014 the board allocated $15,000 for the museum and arts needs analysis. The board also requested that 17 George St, Papatoetoe be considered as a potential option to house a new facility.

12. Staff engaged Visitor Solutions to undertake the study and consider both built and non-built options for meeting the museum and arts needs. Their report is provided as Attachment A.

13. Subsequent to the work commencing there have been two significant developments which impact on the study drivers and options:

· Firstly, Auckland Council Properties Limited who are managing the redevelopment of the depot site are still negotiating timelines with developers. They have advised that the occupants of the depot will not have to move for at least another 2 years. Consequently, the Papatoetoe Historical Society has no immediate need to relocate.

· Secondly, the $3.148m in capex budget is not included in the draft 2015-2025 budget.

Discussion

14. The needs and options analysis focused on the Papatoetoe subdivision of the local board area. The key findings were:

· The ethnic, religious and socio-economic profile of Papatoetoe makes it a separate community of interest to Otara, and this difference should be reflected in facility and service provision. Fresh Galley in Otara and the Mangere Arts Centre are examples of facilities catering for unique local communities.

· Significant population growth of 56% and increasing demographic change projected for Papatoetoe between 2011 and 2023 is likely to increase the demand for community space.

· The four key facilities that provide for arts and cultural needs in Papatoetoe are the Spotlight Theatre, the public library, Youthline Manukau and the Papatoetoe Museum at Cambridge Terrace.

· A simple, adaptable multi-use facility with a museum and arts emphasis was the community’s preferred option. This is consistent with Auckland Council’s draft Community Facilities Network Plan which indicates that community and arts activities will be provided within existing and new multi-use facilities, rather than bespoke spaces.

· The key priorities for the Historical Society are to find sufficient storage space for their museum collection, improved exhibition and work space, regular opening hours and increased outreach services to the community.

· The key priority for the local arts sector is to improve their services locally and increase participation in the arts.

Built options

15. Six options were considered for a built option within the Long-term Plan 2012-22 budget. Only 17 St George Street, Papatoetoe met the spatial and locational needs for a flexible multi-use facility with a museum and arts emphasis in Papatoetoe.

16. The report considered it unlikely that the strategic advantages of 17 St George Street could be easily duplicated and recommends that council should consider retaining the building in the long-term to meet future community needs.

17. As the draft Long-term Plan 2015-25 does not include any capital or operational costs for a new community facility in Papatoetoe, further work to explore built options is not able to be progressed at this time.

Non-built options

18. The needs and options analysis also identified options to improve museum and arts services in Papatoetoe that did not require significant capital investment.

19. Options for the museum are:

· Virtual (online) services including the development of a digitised collection, online exhibitions, online publication of research and the promotion of programmes and events. The costs are estimated at $50,000 for set up and $5,000 annually for maintenance.

· Pop-up/mobile exhibitions in the community. This will require exhibition furniture for the secure display of the collection, which could later be used within a museum if one was developed. The costs of this option are dependent on the specification, number, type and style of exhibition furniture.

· Storage options to accommodate the physical collection and archive include a commercial lease, containers located in council or light industrial sites, or in the homes of Historical Society members. The costs, risks and benefits of these options are discussed further in the attached report.

20. Options for the improved delivery of arts services and local participation in the arts include:

· Providing programmes catering for local needs by using specialist arts facilities outside of the Papatoetoe area. This partnership and outreach approach is dependent on a number of factors such as the availability of additional capacity at other venues and the willingness of Papatoetoe residents to travel outside of the area.

· The use of existing school or community facilities for more general arts activities in order to increase local participation in the arts.

21. The needs and options analysis report recommends that non-built options are progressed immediately to foster the growth and reach of the Historical Society, facilitate the public’s participation in arts in Papatoetoe and develop assets such as portable displays which can be used later within a facility.

Next Steps

22. On 9 March 2015, staff met with the key representatives of the Papatoetoe Historical Society to outline the findings of the study report. Staff advised that funds have not been allocated for a new facility. The Historical Society agreed to review the analysis and consider the feasibility of the non-built options that adequately meet its needs.

23. The museum will not be required to relocate for at least two years which allows the Historical Society time to plan and implement service improvement solutions without the immediate need to find alternative accommodation.

24. As an incorporated society the Historical Society can also seek alternate capital and project funding from philanthropic or business organisations for a new facility or services.

25. The board can consider the Historical Society’s preferred approach to meet its immediate and future needs, including the need for any further support, as part of the board’s ongoing funding relationship with the Society.

26. Council’s arts and culture advisor for the Otara-Papatoetoe area is willing to work with the local arts sector to consider the findings of the needs and options analysis and plan for improved services in the future.

Consideration

Local Board views and implications

27. The Ōtara-Papatoetoe Local Board Plan 2014-16 outlines the board’s intention to promote the heritage of old Papatoetoe through a new museum and arts facility and by creating new events.

28. As noted earlier, funding for a new museum and arts facility is not included in the draft 2015-25 Long-term Plan.

29. The study report can inform the board’s future consideration of support for museum and arts services in Papatoetoe.

Māori impact statement

30. Maori comprise approximately 14 % of the total Ōtara-Papatoetoe population. Of that the 13% live in Papatoetoe and 20% live in Ōtara.

31. In November 2014 guidance was sought from mana whenua on the best way to engage in the project. Kaitiaki nominated Te Akitai to provide input into the needs and options analysis. A one to one interview was conducted with Te Akitai to inform the report.

Implementation

32. There are no specific implementation issues as a result of the recommendations of this report.

Attachments

No.	Title	Page
a	Papatoetoe Museum and Arts Needs and Options Analysis (Under Separate Cover)

Signatories

Authors

Rhoda Fowler - Policy Analyst

Authorisers

Kataraina Maki - GM - Community & Social Policy

Carol McKenzie-Rex - Relationship Manager

Ōtara-Papatoetoe Local Board

18 May 2015

Manukau Harbour Forum Work Programme for 2015/2016

File No.: CP2015/07456

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 18 August 2014 the Ōtara-Papatoetoe Local Board resolved as follows:

Resolution number OP/2014/1

MOVED by Chairperson E Collins, seconded by Member LT Fuli:

That the Ōtara-Papatoetoe Local Board:

a) Accord the Chairperson of the Manukau Harbour Forum speaking rights for this item

b) Support the Manukau Harbour Forum action plan and work programme in principle.

c) Agree to contribute $8,500 in the 2014/15 financial year towards the action plan and work programme, to be paid from the board’s Environmental Project budget.

d) Agree in principle to provide additional funding for these purposes, of $15,800 in 2015/16 and $15,800 in 2016/17, subject to budget being provided in the new 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 Ōtara-Papatoetoe 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	61
b View	Flagship Sites Update	67
c View	Communications Plan	79

Signatories

Authors

Mary Binney - Local Board Advisor - Maungakiekie-Tamaki

Authorisers

Victoria Villaraza - Relationship Manager

Carol McKenzie-Rex - Relationship Manager

Ōtara-Papatoetoe Local Board

18 May 2015

Developing the Empowered Communities Approach - Next Steps

File No.: CP2015/07567

Purpose

1. This report provides an update on the Empowered Communities Approach (ECA), and enables the Ōtara-Papatoetoe 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 is on 4 May 2015. Feedback from that meeting is either attached to this report, or where local board meetings are early in May, will be tabled at the meeting.

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 Ōtara-Papatoetoe 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 Ōtara-Papatoetoe Local Board:

a) make resolutions 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. More information is 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 2 to this report. However, due to the timing of this PAG, where local boards are meeting early in May this will mean the tabling of attachment 2.

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 bests 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	91
b View	Feedback from PAG meeting 4 May 2015	93

Signatories

Authors

Helen Dodd, Strategic Advisor, Local Board Services

Authorisers

Carol McKenzie-Rex - Relationship Manager

Karen Lyons, Manager, Local Board Services

Ōtara-Papatoetoe Local Board

18 May 2015

Auckland Transport Report - April 2015

File No.: CP2015/08365

Purpose

1. The purpose of this report is to respond to local board requests on transport-related matters and to provide information to elected members about Auckland Transport activities in the local board area.

Executive Summary

2. This report covers matters of specific application and interest to the Otara-Papatoetoe Local Board and its community, matters of general interest relating to Auckland Transport activities or the transport sector, and Auckland Transport media releases for the information of the board and community.

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) receives the Auckland Transport Monthly report for April 2015.

b) provides formal feedback on the variations to the Regional Public Transport Plan.

Comments

Regional Public Transport Plan

3. Auckland Transport is required under the Land Transport Management Act, to prepare a Regional Public Transport Plan (RPTP). This plan describes the services integral to Auckland’s public transport network and sets out the policies and procedures that apply to those services. This policy must be reviewed regularly and varied as required. The current RPTP was adopted in 2013; it now requires variation to four services to enable Auckland Transport to move forward with its public transport improvements.

4. Auckland Transport presented the board with the following variations to the RPTP at a workshop on 4 May 2015:

· Simplified zone fares - Auckland Transport proposes to amend the current stage fares to zone based fares

· Light Rail – This inclusion is to allow for changes to our current polices to progress current investigations to consent and funding stages (within budget approval)

· Ferry Development Plan – Changes to the ferry policy to reflect the ferry development plan

· New Bus Network – The policy change required to implement the new timetable and service changes that have been consulted on with local boards and communities.

5. Auckland Transport has requested formal feedback from the board on these changes.

Integrated Fares/Simplified Zone Fares

6. Auckland Transport provided an update on Simplified Zone Fares at the workshop on 4 May. Auckland Transport will be moving away from a stage fare system to fare zones. Currently Auckland Transport has eight fare stages and will move to five fare zones. Research shows stage fares are confusing and can be a barrier for new public transport users. Currently it costs to transfer between services, and also to travel through stages. Under a zone fare, users would be able to transfer without additional charge and have a fare that more accurately represents the journey they are taking.

New Network Update

7. Over the next few years Auckland Transport is moving to a simpler and more integrated public transport network for Auckland. This will deliver a New Network of buses, trains and ferries that will change the way people travel – including the need for some passengers to transfer at key interchanges. In return the New Network will allow more passengers to simply ‘turn up and go’ rather than planning trips around a timetable. It will offer flexible travel options over large parts of the city, making public transport more useful for a range of travel purposes.

8. Public consultation with communities on local routes is carried out prior to the services changing. There is however, a delay to the South Auckland new network implementation, from late 2015 to mid-2016.

Why is there a delay to South Auckland implementation?

9. The implementation date for the Southern New Network has always been subject to a competitive tendering process, the implementation of Otahuhu Interchange and integrated fares (Simplified Zone Fares). Auckland Transport intends to roll out contracts in South Auckland (including Pukekohe-Waiuku), under the new procurement regime (Public Transport Operating Model – PTOM). Currently tendering is planned for mid-2015 and implementation of new bus services by mid-2016. Delays are a result of additional feedback and engagement with the bus industry on the new form of contracts.

10. The new bus-train interchange at Otahuhu is currently scheduled for completion in April 2016. Six new bus routes terminate or travel through this interchange.

11. Manukau has also been identified as a major bus-train interchange location. Thirteen new bus routes are proposed to use the new interchange, ten of which will terminate there. Due to an 18 month construction period, interim on-street arrangements will be required until the interchange is fully operational. These arrangements are planned to be completed between January and May 2016 in time for the new bus network.

12. Another reason for the delay is the introduction of a new way of calculating fares. Auckland Transport are planning to implement simplified zone fares in 2016 (before the New Network changes are made), that calculates a fare based on how many zones people travel through as part of their journey, regardless of whether they transfer between bus and bus or bus and train. Public consultation is currently planned for May 2015.

Train Station Safety

13. Auckland Transport has prioritised all stations in order of anti-social behaviour including safety incidents and fare evasion. In addition to Britomart, Newmarket and Manukau stations, New Lynn is being fitted out with electronic HOP gates by June.

14. Auckland Transport has engaged an engineering design company to provide designs for five prioritised rail stations to progress fencing with potential manning of access points. The design will include the installation of security fencing and manual barriers that will assist with fare enforcement by ensuring the platform is a “paid area” for passengers only but without the capital expense of HOP gates. It is estimated to cost $50 million to electronically gate all stations on the network with associated manning cost increases; many stations are in suburban areas, which are difficult to fence entirely.

15. Auckland Transport continues to monitor the level of incidents being reported on platforms and on-board trains.

16. We have also established a Combined Safer Network Group – a monthly meeting between Auckland Transport, Transdev, New Zealand Police, Auckland Council and KiwiRail to address issues of safety and security. Since mid-2014 there has been:

• Increased security guard presence on stations where a high number of incidents are reported

• Enhanced liaison between Auckland Transport and NZ Police (both on-going presence and incident response)

• Deployment of Pacific Wardens endorsed by NZ Police across the Rail Network as a further source of guardianship

• Developing a Video Management System (VMS), providing capable delivery and interfaces with NZ Police and Auckland Council

• Body worn CCTV equipment provided to Transdev Ticket Inspectors to assist with identification of recidivist fare evaders

• Police providing a permanent presence at Britomart during special events

• NZ Police District Command Centres are provided with shared CCTV monitoring of our rail facilities

• Several arrests have been made over time as a result of close Auckland Transport and NZ Police monitoring and response.

Fare Evasion (rail)

17. Transdev employ a team of Ticket Inspectors that undertake both roving ticket inspections and manage planned station blockades. Transdev surveyed / Ticket Inspector results reports a 5% fare evasion on average across the network over the last 12 months. This is likely to be less than total average as it is partly a result of inspection rather than non-intervention observation. Annual non-intervention observation of boarding’s at non-gated stations in May 2014 identified fare evasion differed significantly between stations, ranging from low single digits to 19%.

18. The Statues Amendment Bill No. 4 (SAB) that has recently had its final reading and is expected to be passed in the next few months will provide for Auckland Transport to be an enforcement agency for Public Transport fares. However, to permit practical fare enforcement by Auckland Transport staff, further legislative changes are currently being progressed with the Ministry of Transport to make the non-provision of identification details an offence to an enforcement officer if a person is caught without a valid fare. This will permit practical issuance of fare infringements and with the SAB permit legal enforcement of issued infringements. Legislation change is expected to be drafted by late 2015.

19. In accordance with timeframes for legislative change and earlier if possible enhanced fare enforcement staffing, Auckland Transport is exploring options for creation of an enhanced fare enforcement and security team across public transport, but in particular focused on rail. This will be developed with Police support and anticipated involvement.

Lot 59/ Pocket Park

20. This project is on track to be completed in 2017, and has had a number of changes from the original master plan. The board received a public forum presentation to create a public space in two areas that originally did not have requirements from the project. The board asked Auckland Transport to investigate the possibility of a pocket park/parklet to be installed within the Manukau Bus Interchange creating a public space.

21. The current design for the bus interchange differs to the one presented at the board meeting. Although there is an open space currently indicated on the updated design, there are plans for that space to be returned to Auckland Council Property Limited (ACPL) to manage. Auckland Transport will create an informal open space, if ACPL are not able to deliver on their plans by the time the project is completed in 2017.

22. Auckland Transport proposes that the Lot 59 project team update the board at a workshop so that the board are brought up to date on changes from the original master plan and have a further opportunity to explore how public amenity can be incorporated.

Auckland Transport Cycling Initiatives

23. Otara Papatoetoe Local Board Chair, Efeso Collins has recently taken to a bicycle as an active way to get around, engage with his local community and experience traveling by bike. The Walking and Cycling team at Auckland Transport supported his aspiration to give cycling a go by lending him a bicycle along with a helmet, bike pump and some useful tips.

24. Having local board members ‘walk the talk’ and lead by example is extremely valuable to the work of Auckland Transport who is working to promote the benefits of cycling and encourage more people to give it a go. Auckland Transport looks forward to supporting Efeso over the coming months on his cycling journey.

25. There will be cycling courses over the winter months to help people brush up on their skills so anybody interested in cycling can register for a course through the Auckland Transport website.

Board Requests for Service

26. Auckland Transport has had 3 requests for investigation this month, they are detailed below:

27. Pedestrian Crossings in Papatoetoe – This request was provided to Auckland Transport as part of a Long Term Plan Submission from Papatoetoe Central Mainstreet Society Inc. The request was for pedestrian crossings, one to be on Wallace Street, to enhance access to the library. The second crossing is on the corner of Rangitoto Road and St George Street. These requests are currently under investigation by Auckland Transport’s Traffic Operations team, responses can take up to three months, and the outcomes will be reported to the board when these are available.

28. Uneven Footpath Puhinui Road – This request came from a board member and was logged for follow up with the Maintenance Team. It has been made safe until a permanent solution can be implemented.

29. Casper/Great South Rd intersection – The Board Chair asked for an investigation of this intersection following an incident that could have resulted in serious injury. This has been referred to Auckland Transport’s Traffic Operations, and due to the concerning nature of the request this has been prioritised for investigation. The initial report is due by the end of May, with response to the board in June.

Great South Road Corridor Management Plan (CMP)

30. Auckland Transport is currently undertaking a 30 year strategic review of Great South Road, in its entirety. The intention of a CMP is investigate a corridor of road to understand long term growth, economic development and migratory patterns to understand transport issues and develop possible transport solutions.

31. The board has had a workshop presentation on the Great South Road CMP in May and although there is little impact directly to the board, it is important to understand the changes occurring to this important corridor.

Local Board Transport Capital Fund (LBTCF);

32. The Otara-Papatoetoe Local Board LBTCF is $549,314.00 per annum; this can be spent per year or rolled together and used for larger projects. I.e. three years’ worth of funding is $1,647,942.00. There is also an option of allocating 16/17 financial year funding.

Otara Linkages Project

33. This project has now been completed and will be opened officially on the 27 May. This is another great example of the board using transport funds to add value to a project and enhancing a community experience.

Consideration

Local Board views and implications

34. The local board’s views will be incorporated during consultation on any proposed schemes.

Implementation

35. All proposed schemes are subject to prioritisation, funding and consultation.

Attachments

There are no attachments for this report.

Signatories

Authors

Melanie Dale – Auckland Transport Elected Member Relationship Manager

Authorisers

Jonathan Anyon – Auckland Transport Elected Member Relationship Team Manager

Carol McKenzie-Rex - Relationship Manager

Ōtara-Papatoetoe Local Board

18 May 2015

Auckland Transport Quarterly Update to Local Boards
For the quarter - 1 January to 31 March 2015

File No.: CP2015/08385

Executive summary

1. The purpose of this report is to inform Boards about progress on activities undertaken by Auckland Transport in the three months January - March 2015, and the planned activities anticipated to be undertaken in the three months.

2. Attachments include:

A - Auckland Transport activities

B - Travel-wise 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 Ōtara-Papatoetoe Local Board:

a) receives the Auckland Transport Quarterly Report for the three months January to March 2015.

Comments

Significant activities during the period under review

Investment and Development

3. SMART (formerly SWAMMCP)

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

4. Otahuhu Bus Rail Interchange

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.

5. Half Moon Bay Ferry Upgrade

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.

6. City Rail Link

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

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

7. EMU Procurement

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

8. Public Transport overall

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.

9. Rail Improvements

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.

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.

10. Bus Improvements

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 totaled 5.4 million trips, up 5% on an annual basis.

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

11. Te Atatu Road Improvements

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.

12. Albany Highway

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.

13. Lincoln Road Improvements

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.

14. Mill Road Improvements

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.

15. Cycle Initiatives

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

16. Road Safety

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.

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.

17. Safer Communities and Schools Travelwise programme

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.

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.

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

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

18. Travel Demand

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.

19. Walk 2 Work Day

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

20. Overview

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.

21. January – March Quarter key highlights

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.

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

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.

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.

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	115
b View	Travelwise Schools activities broken down by local board	135
c View	Traffic Control Committee Decisions broken down by local board	137
d View	Local Board Advocacy Report	139
e View	Local Board Transport Capital Fund Report	141

Signatories

Authors

Various Auckland Transport authors

Authorisers

Jonathan Anyon, Elected Member Relationship Team Manager

Carol McKenzie-Rex - Relationship Manager

Ōtara-Papatoetoe Local Board

18 May 2015

Auckland Council Property Limited Local Board Six-Monthly Update 1 July to 31 December 2014

File No.: CP2015/08145

Purpose

1. To give the Ōtara-Papatoetoe 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:

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

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

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

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

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

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

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

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

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

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

Comments

Workshops and Meetings

6. A schedule of Ōtara-Papatoetoe 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 Ōtara-Papatoetoe Local Board

· Each property’s classification or reason for retention

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

· The budget under which operating expenditure and lease revenue for the property is reported eg 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 & 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 area ward councillors 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 Ōtara-Papatoetoe area are listed below. The list includes any properties that may have recently been approved for sale or development and sale by the governing body. Further details are included in Attachment B.

PROPERTY

DETAILS

Cavendish Drive Redevelopment Site

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

Recommended for sale in July 2013. Decision deferred pending further work on a business case by Otara-Papatoetoe local board to retain the site to develop for community use. The board’s business case was reviewed by the council’s Portfolio Review Steering Group and was not supported due to a lack of budget to fund the development. Recommended to governing body again April 2014 and cleared for sale. Now preparing for sale.

56 Clendon Avenue, Manukau

Cleared for sale by governing body in July 2013. Now preparing for sale.

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 Ōtara-Papatoetoe area is outlined in points below.

22. Papatoetoe Shopping Centre - commercial: Foodstuffs design has advanced. Sub-division consent application has been approved. Concept design work is to be completed for the rest of the retail area once the outcome of negotiations with the proposed medical centre are completed. It is hoped negotiations will be completed within the next month. This will enable all design work to be completed and the business case for the redevelopment of the mall to be prepared and presented to the ACPL Board. The existing retail tenants have been advised of the potential redevelopment of the centre.

23. Papatoetoe Town Centre – Tavern Lane residential: Concept bulk and location spatial planning is complete and commercial terms are currently being negotiated with Infratil.

Acquisitions

Overview

24. 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.

25. 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

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

PROPERTY	STAKEHOLDER	PURPOSE	LOCAL BOARD
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
426 Ormiston Road (4C2) Lot 204, Flat Bush	Community Policy & Planning	Open Space	Howick

Auckland Transport Acquisitions

27. 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

28. 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 Ōtara-Papatoetoe Local Board area.

Consideration

Local Board Views and Implications

29. This report is for the Ōtara-Papatoetoe Local Board’s information.

Māori Impact Statement

30. 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.

31. 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 Ōtara-Papatoetoe Local Board as appropriate of any discussions that arise in the local board’s area.

32. 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

33. There are no implementation issues.

Attachments

No.	Title	Page
a View	Schedule of meetings and workshops	149
b View	Properties Managed by ACPL in the Local Board area	151
c View	Property movement in the Local Board area	161

Signatories

Authors

Ebony Duff Local Board Liaison

Authorisers

David Rankin Chief Executive

Carol McKenzie-Rex - Relationship Manager

Ōtara-Papatoetoe Local Board

18 May 2015

Performance Report for the Ōtara-Papatoetoe Local Board for the nine months ended March 2015

File No.: CP2015/05804

Purpose

1. To update the Ōtara-Papatoetoe Local Board members on progress towards their objectives for the year from 1 July 2014 to 30 June 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.

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 Sports Parks and Recreation overview

· Local Libraries overview

· Local Infrastructure and Environmental Services (IES) overview

· Treasury Report

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) Receive the Performance Report for the Ōtara-Papatoetoe Local Board for the nine months ended March 2015

Comments

6. In consultation with local boards this omnibus report provides the elected members with an overview of local activities from council departments and CCO’s.

7. The Performance Report contains departmental and CCO reports for inclusion and discussion. Some of these will be six monthly reports depending on agreed reporting cycles.

Consideration

Local board views and implications

8. The report is presented to the Ōtara-Papatoetoe Local Board members at a workshop prior to the ordinary meeting.

Maori impact statement

9. 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	Performance Report for the Otara-Papatoetoe Local Board to March 2015	165

Signatories

Authors

Faithe Smith - Lead Financial Advisor

Authorisers

Christine Watson - Manager Financial Advisory Services - Local Boards

Carol McKenzie-Rex - Relationship Manager

Ōtara-Papatoetoe Local Board

18 May 2015

Ōtara Papatoetoe Local Board members portfolio update

File No.: CP2015/08198

Purpose

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

Executive Summary

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

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

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

· Provide clear steering of the relevant work programme

· Lift detailed discussion out of local board meetings and workshops

· Ensure key decisions go before the full local board

· Reduce or avoid delays in project delivery

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

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

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

· Maintain mutual trust

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

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

Recommendation/s

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

Attachments

There are no attachments for this report.

Signatories

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

Chairperson	Fa’anānā Efeso Collins
Deputy Chairperson	Ross Robertson
Members	Lotu Fuli
	Stephen Grey
	Mary Gush
	Donna Lee
	John McCracken

Authors	Neil Taylor - Senior Local Board Advisor
Authorisers	Carol McKenzie-Rex - Relationship Manager