Agenda of Ōtara-Papatoetoe Local Board

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 Tuesday, 4 August 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

7.1 Petition - Piako Street, Otara

Purpose

1. Romona Satiu on behalf of the residents of Piako Street, Otara will be presenting a petition to the Ōtara-Papatoetoe Local Board requesting that issues relating to speeding cars and motorbikes in this street be investigated.

2. The street is opposite Flat Bush Primary School and Flat Bush Kindergarten. The petitioners are advocating that the problem has been ongoing for some years and the issues have increased when speed humps were put into neighbouring Waitmate Street.

Recommendation/s

That the Ōtara-Papatoetoe Local Board receive the petition from the residents of Piako Street, Ōtara.

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 - Eye on Nature

Purpose

Graeme Bakker and Barbara Carney from the Manukau Beautification Charitable Trust will present to the local board on their recent successful Eye on Nature event.

Recommendation/s

That the Ōtara-Papatoetoe Local Board thanks Graeme Bakker and Barbara Carney from the Manukau Beautification Charitable Trust for their attendance and presentation.

Attachments

a Manukau Beautification Charitiable Trust presentation........................... 3

9 Public Forum

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

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

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Notices of Motion

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

Ōtara-Papatoetoe Local Board

17 August 2015

Fresh Gallery Otara Business Planning Project

File No.: CP2015/14602

Purpose

1. This report outlines the process staff will follow to develop a three-year business plan for Fresh Gallery Ōtara, and recommends the local board appoint a representative to the Fresh Gallery Ōtara steering group.

Executive Summary

2. Fresh Gallery Ōtara is one of two council-owned and operated arts and culture facilities in the Ōtara-Papatoetoe Local Board area; the other is OMAC. Both facilities are located in the Ōtara Town Centre.

3. In August 2015, staff will begin to develop a new three-year business plan for Fresh Gallery Ōtara. Community Development, Arts and Culture (CDAC) are developing operational business plans for all council-operated arts and culture facilities to ensure there is a clear and agreed vision, purpose, objectives and annual action plan for each facility.

4. Two groups have been established to oversee the development of Fresh Gallery’s business plan:

· project team (council staff from CDAC and local board services)

· project steering group (council staff and local board representative).

5. Staff expect to present the business plan to the local board for adoption early in 2016.

Recommendation/s

That the Ōtara-Papatoetoe Local Board consider appointing a representative to the Fresh Gallery Ōtara business plan steering group.

Comments

Backgound

6. Fresh Gallery Ōtara (Fresh Gallery) is one of two council-owned and operated arts and culture facilities in the Ōtara-Papatoetoe Local Board area (the other is OMAC). Both facilities are located in the Ōtara Town Centre.

7. Fresh Gallery first opened 6 May 2006 and reopened following refurbishment on 27 March 2013. The gallery’s focus is on the visual arts.

8. In August 2015, staff will begin to develop a new three-year business plan for Fresh Gallery as part of implementing operational business plans for all council-operated arts and culture facilities.

Scope of Project

9. Staff will gather comprehensive business intelligence through a variety of methods to inform the three-year business plan. Staff expect to present the business plan for the local board’s endorsement early in 2016.

10. The business plan will establish an agreed vision, purpose, objectives and yearly action plan to guide programming and activities at Fresh Gallery. The scope of the business planning project for Fresh Gallery is set out in Table One below:

Table One: scope of Fresh Gallery Ōtara business plan
In scope	Out of scope
All public spaces within the centre	Auckland Council arts and culture facilities other than Fresh Gallery
All programming activities within the centre	Auckland Council community facilities
All community outreach activities by staff
All relationship management activities between the centre and stakeholders
All expenditure

Business Plan oversight

11. To oversee the business plan’s development, two groups have been established:

· project team (council staff from CDAC and local board services)

· project steering group (council staff and a local board representative).

12. The project team will deliver:

· a summary report on local board demographics based on the 2013 Census

· a summary report on previous years’ visitor, programme participant and audience numbers and satisfaction survey results

· an online survey (distributed to community members) to inform the business plan

· a stakeholder workshop

· a three-year business plan for the facility.

13. The steering group will oversee the development of a draft business plan that will be presented to the Ōtara-Papatoetoe Local Board for adoption. Staff recommend the local board formally appoint a representative on the business plan steering group.

Community and Stakeholder Engagement

14. Any business plan for a council arts facility needs to demonstrate how the facility’s delivery will cater to the needs of the local community. To ensure this happens at Fresh Gallery, staff will invite local residents to provide input through an online survey.

15. The gallery’s key stakeholders will be invited to a targeted workshop to discuss ideas for future improvement at Fresh Gallery. The invitation list for the workshop will be developed by the project team with final approval from the steering group.

Consideration

Local Board views and implications

16. In addition to participation on the steering group, local board members will be invited to participate in stakeholder workshops during the plan development process, as well as reviewing draft plan content at key steps in the process.

17. Staff meet regularly with the local board arts portfolio holder who has been briefed on the intention to develop a business plan for Fresh Gallery, and who currently sits on the steering group.

Māori impact statement

18. Staff will invite local marae to attend the strategic workshop to participate in developing the business plan.

19. The population in the Ōtara-Papatoetoe local board area is 15.6 per cent Māori; greater than the Auckland-wide average of 10.7 per cent. Participation in current programming offered at Fresh Gallery is reflective of local demographics.

Implementation

20. The business plan will be presented to the local board for their endorsement in early 2016. Following this, staff will begin to implement the business plan.

Attachments

There are no attachments for this report.

Signatories

Authors

Kaye Glamuzina - Manager Arts and Culture

Catalina Vercelli - Arts and Culture Project Lead

Authorisers

Graham Bodman - Manager - Community Development, Arts and Culture

Carol McKenzie-Rex - Relationship Manager

Ōtara-Papatoetoe Local Board

17 August 2015

Auckland Transport Report - August 2015

File No.: CP2015/16267

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 Ōtara-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 local board and community.

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) receives the Auckland Transport monthly report for August 2015.

a) requests that Auckland Transport provides a firm cost estimate for a gateway sign on East Tamaki Road, Papatoetoe.

Discussion

Transport Capital Fund Project Update

Old Papatoetoe Business District Footpath Upgrade

3. Progress is underway on the upgrade of footpaths in Old Papatoetoe. A full breakdown of expected costs to complete the project will be presented at the board workshop on 7th September. This will allow the board to make a decision available at its September meeting. Below is a list of where work is currently at:

· Base plans have been completed

· Topographical (TOPO) survey is underway expected to be with AT by 7 August

· Procurement of Landscape Design Services has been completed

· AT has been advised by the landscape architect that the draft options will be ready by 21 August for review by the project manager.

Gateway Signage for Papatoetoe

4. The local board has asked Auckland Transport to present design options for gateway signage on East Tamaki Road, Papatoetoe. The intention for the signs is to inform drivers coming off the motorway that they are in the Papatoetoe area. Previously Auckland Transport has reported on several options; these have been presented to the board in a workshop and the preferred design is similar to the (Ti Rakau) sign illustrated below. The rough order of cost for a sign like this is $38,000; including design cost, project management fees and installation. The previous cost given to the board was excluding these costs.

Ormiston Road/Preston Road Intersection Upgrade

5. Auckland Transport is in the process of completing a preliminary design for this intersection upgrade. The next phase is to undertake internal consultation, including with the local board. There is no funding in the RLTP allocated to this project, however Auckland Transport intends to progress this project to a detailed design stage, following internal consultation.

6. Auckland Transport has finalised all the property arrangements required by this project. Two buildings would need to be demolished and the cost of this would be included in any future construction budget.

Manukau Bus/Train Interchange (previously ‘Lot 59’)

7. Auckland Transport has met with both the Transport Portfolio Lead on the 20th July and the whole local board on the 3rd August 2015. These meetings were to present new concept designs for the Manukau Bus Interchange and to understand the initial preferences of the local board, in terms of a specific design option. There were 3 design options presented to the board, with both meetings indicate comfort with the project and a general preference towards option 3, although one board member did prefer option 1. There was also discussion regarding the engagement Auckland Transport is undertaking with Auckland Council Property Ltd (ACPL), regarding the use of the airspace above the bus interchange. While this was outside the scope of the workshop, Auckland Transport has undertaken to work with ACPL and provide a joint workshop presentation, on the airspace question, to the local board. The public will be asked for their feedback, once the concepts have been progressed further towards a final design. Public engagement is expected to be towards the end of the calendar year.

East West Connections

8. This project aims to provide road connections between SH20 and SH1 to improve traffic flow, particularly for heavy trucks. The southern component of the project seeks to provide improved bus travel and cycling connections between Mangere and Otahuhu Town Centres and Sylvia Park. The New Zealand Transport Agency and Auckland Transport announced their preferred options, for the connections in the Onehunga and Penrose areas and for bus priority and associated cycle improvements in the Mangere, Otahuhu and Sylvia Park areas and public feedback on the options was sought between 17 June and 17 July 2015. The project team will report the results of the feedback at a workshop in early August and give an overview of the next steps in the project and answer any questions that the local board members might have.

Otahuhu Transport Interchange

9. The design of the Otahuhu Bus-Train interchange has been finalised and construction will commence in October 2015. This will see the existing Otahuhu train station upgraded to a fully integrated bus and train interchange. The project is being undertaken in partnership with the NZ Transport Agency (NZTA) and Auckland Council and funding from both is confirmed.

10. The Otahuhu interchange is a key part of the new, simpler and more connected south Auckland public transport network. It is also one of a series of major improvements on the way for public transport between Mangere, Otahuhu and Sylvia Park, which include: high frequency buses, bus and transit lanes, new bus shelters and bus stations along the route.

11. The new Otahuhu interchange will offer the following benefits:

· A high quality accessible modern facility

· The design and architecture will reflect local and historical stories for mana whenua (portage site for waka)

· Clear separation of buses, trains and a shared pedestrian and cycle pathway (including cycle storage racks), separated cycle crossing at the adjacent signalised intersection

· Passenger drop off zone

· Covered bus platforms for passengers moving between bus and train services

· More frequent bus services from mid-2016

· Better connections between bus and rail networks

12. The new interchange will open in 2016.

Train Passenger Numbers

13. Annual rail patronage has exceeded 14 million for the first time and this year has seen the highest ever 12 month total for passenger trips on rail. Rail patronage in Auckland grew 21.7% in the year to the end of June - two and a half million more passengers than in June last year. In contrast, when Britomart Transport Centre opened in 2003, annual patronage was less than three million. The new record comes just days after the introduction of the full fleet of electric trains on 20 July. AT is now running the new trains from Papakura to Swanson on the electrified network and the response from customers has been extremely positive to both the quality of the trains and the extra services provided. Auckland Transport, with its operator Transdev, now provides six trains per hour on the Eastern and Southern Lines and four trains per hour on the Western Line during peak weekday periods. The last of Auckland’s 57 trains arrive in the city next week and will go into service once certified. After this, AT hopes to increase the size of some peak services to six cars to cope with the increasing demand. The number using all public transport in Auckland reached 79 million in the year to June, an increase of 9.5% or on average 19,000 extra boardings per day.

Winter Sober Driver Campaign

14. Auckland Transport is implementing a winter sober driver campaign targeting host responsibility within the corporate environment. Friday afternoon drinks have become part of the corporate culture at many organisations, however with the lower drink driving limit and many crashes attributed to alcohol, host responsibility has become increasingly important. Alcohol and drug related crashes make up 27.4% of all Auckland’s death and serious injury crashes. The campaign objectives are to change perceptions around work/office drinking and to encourage forward planning when it comes to work drinks by providing hosts with a range of tips, tools and solutions to enable them to do so. Based on the tagline of ‘Don’t let Friday’s fun, turn into Monday’s mess’, the key message is that if companies are putting on work drinks, they encourage their staff to have a sober driving solution sorted. AT has a range of solutions and ideas to help stop Friday drinks leading to a drink driving incident, and turning into a headache on Monday. There are simple solutions to help staff get home safely. Visit www.AT.govt.nz/soberdriver for tips, tools and solutions.

Local Board Views

15. The Board’s views will be incorporated during consultation on any proposed schemes.

Implementation Issues

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

Attachments

There are no attachments for this report.

Signatories

Authors

Melanie Dale – Elected Member Relationship Manager; Auckland Transport

Authorisers

Jonathan Anyon – Elected Member Relationship Team Manager; Auckland Transport

Carol McKenzie-Rex - Relationship Manager

Ōtara-Papatoetoe Local Board

17 August 2015

Auckland Transport Quarterly Update to Local Boards - For the quarter - 1 April to 30 June 2015

File No.: CP2015/16109

Purpose

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

Attachments:

A – Auckland Transport activities

B – Travelwise Schools activities

C – Decisions of the Traffic Control Committee

D – Report against local board advocacy issues

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

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) Receive the Auckland Transport Quarterly update for the quarter 1 April to 30 June

Significant activities during the period under review

Strategy and Planning

2. Corridor Management Plans (CMPs)

Seven new CMP studies and one CMP review were completed this quarter. These are (1) Gillies Avenue CMP, (2) Henderson Metropolitan Centre Transport Study, (3) Glenfield Road-Birkenhead Avenue CMP, (4) Remuera Road-St Johns Road CMP, (5) Parnell Road-Parnell Rise CMP, (6) Hillsborough Road-Kinross Street CMP, (7) Rosebank Road-Patiki Road CMP and (8) Great South Road Stage 1 (Manukau to Drury) CMP Review.

3. AT Parking Strategy

The Strategy was approved in April and successfully launched at the end of May.

4. Regional Public Transport Plan Variation

Public consultations and hearing deliberations on the Regional Public Transport Plan were completed this quarter.

Investment and Development

5. SMART (Southwest Multi-modal Airport Rapid Transit)

Investigation to identify the best public transport mode (heavy or light rail) to support the employment and passenger growth at the Airport. It also includes the identification of a preferred corridor for protection. Construction has started on the Kirkbride interchange which includes widening for SMART.

Public Transport Development

6. Otahuhu Bus Rail Interchange

Detailed design is complete and NZTA funding has been approved for construction. The Signal Box was removed and the overhead live line lowered over Queens Birthday weekend. Enabling works are on schedule, with the main works tender deferred until all funding is approved (now approved) and planned for July release. It is expected that main works will begin in October 2015 and be completed in early June 2016.

7. Half Moon Bay New Ferry Facility

This project includes the design and development of a new passenger ferry facility at Half Moon Bay, including integration with Public Transport, and accessibility and passenger amenity improvements. A site inspection of the pontoon and gangway units was completed in early July prior to placing these units into storage in readiness for the Stage 2 physical works completion. The wharf design is progressing with the submission of the building consent to Auckland Council expected in July/August 2015 .

8. City Rail Link

Enabling Works Package: Phase 1 ECI design service contracts 1 and 2 have been awarded. Construction is to commence November 2015 with services relocation.

Main Works: Construction to start in 2018/19, subject to a funding agreement with Government.

9. EMU Procurement

54 units have been provisionally accepted and the final three are in transit and due in Auckland in early August. Peak period EMU services began on 8 June from Papakura, and on 20 July the network became fully electric with Papakura and Swanson to Britomart service introduction.

Public Transport Operations

10. Public Transport overall

For the 12 months to the end of June, patronage was 79.25 million trips which is up 9.5% on the 2014 result. This is an increase of almost 7 million trips over the course of a year and, given the strong weekday growth, likely represents around an extra 30,000 trips being taken each working day. The changes for individual modes were:

· Bus (excluding Northern Express) – 57 million trips, up 6.6%

· Northern Express – 2.8 million trips, up 17.2%

· Rail – 13.9 million trips, up 21.7%

· Ferry – 5.5 million trips, up 8.3%

11. Rail Improvements

The big performer was rail which reached 13.9 million passenger trips for the year, representing an annual increase of 21.7%. 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.

The AT network became fully electric on 20 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 all lines.

12. Bus & Ferry Improvements

June was also a record-breaking month on the Northern Express, with patronage up 17% on the same month last year. The 12 month total patronage reached 2.8 million. It was also a record for other bus services as patronage rose 6.6% to 57 million trips. Ferry numbers for the year totalled 5.5 million trips, up 8.3% 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 routes will also be introduced from later this year.

Road Design and Development

13. Te Atatu Road Improvements

Road Corridor Improvement project on Te Atatu Rd from School Road/Edmonton Road intersection to SH16. The evaluation of the construction tenders is now completed, with the award of the contract being imminent. Construction is targeted to start in August 2015 with completion expected around February 2017. A public open day will be arranged prior to the starting of physical works.

14. Albany Highway

The Albany Highway North Upgrade project involves widening of Albany Highway between Schnapper Rock Road and the Albany Expressway. Construction is approximately 40% complete. Disruption to land owners and road users due to construction is being well managed, with any issues being quickly resolved. The Rosedale Road intersection signalisation has been brought forward to July to assist with traffic management and pedestrian safety.

15. Lincoln Road Improvements

The project involves widening Lincoln Road between Te Pai Place and the motorway interchange to accommodate additional transit/bus lanes on both sides. Stakeholder feedback has been received for the 2-D layout plan, and the NZTA funding application for the detailed design is progressing. The designation process is expected to start in late November 2015.

16. Mill Road Improvements

The Redoubt Road - Mill Road corridor project will provide an arterial road connection east of State Highway 1 between Manukau, Papakura and Drury and includes Murphys Road improvements from Redoubt Road to Flatbush School Road. Submissions to the NOR have closed and AT is now preparing evidence for the formal hearing due at the end of August.

Services

17. Road Safety Highlights

Over 4,000 young people and their parents have participated in the Crossroads young driver programme.

The Oi! Mind on the road, not on the phone driver distraction campaign in May targeted 20-29yr old drivers.

The Love Being a Local road safety campaign enabled rural communities to take a lead role in raising awareness of local speed issues.

18. Schools Travelwise Programme Highlights

The United Nations Global Road Safety Week took place from 4 to 10 May. 146 teachers registered for Road Safety Week information and resources and 27 schools entered the competition.

On 25 June 2015, 400 volunteers attended the Walking School Bus (WSB) megastars event to recognize the efforts of WSB volunteers.

Recently completed research has found that crash rates involving children walking and cycling at schools with Safe School Travel Plans (SSTPs) and Active School Signage were significantly reduced by 37% after the implementation of these measures.

19. Road Safety Education in Schools: (2014/15 Year)

· 79 new Walking School Buses were established, bringing the regional total to 369 and exceeding the target of 347

· 23 schools and 1,683 students received cycle training against a target of 1500

· 4 new schools joined the Travelwise programme, creating a total of 408 schools

· 2 regional ‘Slow Down Around Schools’ campaigns were delivered

· 536 students and 77 teachers attended Travelwise Primary and Secondary school workshops

· 4 high risk schools received rail fare evasion prevention campaigns.

20. Road Safety Promotion and Training: (2014/15 Year)

A number of Local campaigns were delivered including: 5,275 drivers through local Drink/Drive operations with NZ Police.

The #Drunksense radio advertisement won the Outstanding Radio Creativity Award and Driver Distractions won the Social and Community Platinum Award.

21. Travel Demand (2014/15 Year)

The ‘Commute’ programme promotes behavioural change to reduce the reliance on and impact of Single Occupancy Vehicle (SOV) trips. Focused on the morning peak period of congestion, the programme works with businesses to support public transport, carpooling and active modes of getting to work. Seventeen new organisations joined the ‘Commute’ programme, and 23 organisations progressed or launched their travel plan activities.

2014/15 Performance Outcomes

22. School Travel Trips Avoided

The 2015 Community and Road Safety Team target of 16,700 morning car trips avoided through school travel planning activities was exceeded with 17,164 trips avoided.

The total number of deaths and serious injuries (DSI) on Auckland Local Roads in the 2014 calendar year was 398, representing a 7.4% reduction from 2013. For the 2014 calendar year, the Auckland region had the lowest rate of road deaths and serious injuries (DSI) per capita in New Zealand – 31 DSI per 100,000 population.

Road Corridor Delivery

23. The Asset and Maintenance 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

· Promoting 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 AT’s roading assets.

April – June Quarter key highlights

24. The Road Corridor Delivery Team have a year to date target (YTD) to deliver 581km of resurfacing (asphalt or chipseals), pavement renewals and footpath renewals. As outlined in figure 1, for 2014/2015 the group delivered 568km, or 98% of the planned programme.

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

	YTD Planned Targets (KM)	Actuals (KM)	%
Resurfacing	427.4	418.9
Pavement Renewals	37.4	40
Footpath Renewals	116.7	110
Total	581.5	568.9	98%

25. The new Streetlighting contracts have been awarded to Downer (for Central and Southern areas) and Electrix (for North and West areas). The four new contracts align with the road maintenance contracts and replace the nine legacy contracts which have been in place until now. The new contracts are for a four year term with an additional 1+1 year right of renewal at AT’s discretion.

26. AT’s second asset management plan (AMP) covering the period 2015-2018 will be published in August 2015. This document details the strategies and management systems deployed by AT and sets out the future renewals and maintenance investment required to continue building the assets, infrastructure and delivery systems of a world-leading, transformational, sustainable and affordable urban transport service. The AMP also addresses the shortfalls that will begin to accrue if current budget levels continue over the medium to long term. Electronic copies will be available for download on the AT website and a hard copy will be sent to each Local Board.

Attachments

No.	Title	Page
a View	Schedule of activities undertaken for the fourth quarter (2014/15) ending 30 June 2015	3
b View	Travelwise Schools activities broken down by local board	3
c View	Traffic Control Committee Decisions broken down by local board	3
d View	Local Board Advocacy Report	3
e View	Local Board Transport Capital Fund Report	3

Signatories

Authors

Various Auckland Transport authors

Authorisers

Jonathan Anyon – Elected Member Relationship Team Manager; Auckland Transport

Carol McKenzie-Rex - Relationship Manager

Ōtara-Papatoetoe Local Board

17 August 2015

Placemaking: Ōtara Waterways and Lake Project Strategic Action Plan

File No.: CP2015/15761

Purpose

1. To seek the Ōtara-Papatoetoe Local Board’s endorsement of the Placemaking: Ōtara Waterways and Lake Project Strategic Action Plan and to recommend the establishment of an independent trust to oversee its implementation.

Executive Summary

2. The Placemaking: Ōtara Waterways and Lake Project Strategic Action Plan (the Plan) provides for the restoration and rejuvenation of the Ōtara Lake and waterway system within a 30-year timeframe. The Otara Papatoetoe Local Board sponsored the preparation of the plan in response to the high levels of pollution and contaminants in the Ōtara Lake and waterway system.

3. The development of the Plan has been community led and represented by a steering group that included 28 community, business and council organisations. The organisations involved in the development of the Plan are in the process of formerly endorsing the document.

4. An independent trust could be an appropriate entity to ensure the on-going mobilisation of the community as well as advocacy and fundraising activities in support of the Plan. Local Board members Stephen Grey (Ōtara-Papatoetoe Local Board) and Garry Boles (Howick Local Board) have indicated that they will facilitate the establishment of the proposed trust. Council also has a “kitset” which provides further support for the establishment of independent trusts.

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) endorses the Placemaking: Ōtara Waterways and Lake Project Strategic Action Plan

b) considers the establishment of an independent trust to oversee the implementation of the Placemaking: Ōtara Waterways and Lake Project Strategic Action Plan

c) notes that Stephen Grey (Ōtara-Papatoetoe Local Board) and Garry Boles (Howick Local Board) will facilitate the development of the proposed trust on behalf of the Ōtara Waterways and Lake Project steering group.

Comments

Background

5. In 1968, a weir was built at the point where the Ōtara Creek meets the Tāmaki River. As a result the natural tidal function of the waterway was disrupted. Significant quantities of zinc, copper and lead have been trapped within the 50 hectare estuarine lake. The levels of e-coli are 40 times higher than the limits set within the National Policy Statement for Freshwater Management. The Ōtara waterway has been further polluted by stream bank erosion, sediment run-off, litter, road wash, industrial sector pollution and other contaminants.

6. In 1994 a Memorandum of Understanding signed by the Auckland Regional Council, the Electricity Commission of New Zealand and Manukau City Council set out a plan to remediate the lake. For a number of reasons, the remediation plan did not proceed.

7. In recent years, there have been a number of community-led activities, such as stream clean up days initiated across Ōtara. These initiatives have delivered short-term benefits however they have not been of the scale and intensity required to restore the waterway.

8. A key objective of the Ōtara-Papatoetoe Local Board Plan is to make the Ōtara Lake accessible and safe for primary and secondary contact as well as restoring ecology and habitat.

9. Accordingly, the local board has sponsored the development of the Plan to advance this objective.

Placemaking: Ōtara Waterways and Lake Project Strategic Action Plan

10. The Plan provides for the restoration and rejuvenation of the Ōtara Lake and waterway system within a 30-year timeframe. The preparation of the Plan has been led by a steering group with representatives from 28 community, business and council activity areas.

11. The Plan is included in Attachment A of this report.

12. An outline of the Plan and the broad implications for council, the Ōtara-Papatoetoe and Howick Local Boards and the community are presented in Table 1 below. The Plan sets out a range of actions able to be immediately implemented alongside medium and long-term projects.

Table 1: Overview of the Strategic Action Plan

Vision	Te mauri o te rangi. Te mauri o te whenua. Te mauri ora o Tara Everything is connected – When the lake, waterways and wildlife flourish, the people flourish
Mission	Through alignment, mobilisation, advocacy, inspiration, consultation, engagement and action, we will lead the restoration of the mauri of the Ōtara waterways and lake and the pride and reconnection of our people to this place
Key themes	Mauri: Within one generation the Ōtara waterways and lake will be restored and safely used for swimming, fishing, food gathering and boating Connection: Within one generation Ōtara waterways and lake will be restored and central to our sense of place and will be actively used to connect different parts of our community Pride: Within one generation the people of Ōtara and Howick will be regularly celebrating the waterways and lake, rewarded by their active kaitiakitanga of this place
Implementation Principles	Approach · Primarily working from the top of the catchment downwards · Leverage and collaboration · Long term actions
Issues/ Risk	Issues · The ongoing pollution of the waterway system · The challenge of meeting statutory requirements under the National Policy Statement for Fresh Water Management · That Council LTP funding is not presently part of this strategy · Identifying a Council relationship and co-ordination owner is still a work in progress Risks: · Falling levels of awareness and support towards environment related matters and this project · That we resist innovation and future technologies as they compete with traditional methods of remediating waterway systems · The proposed new trust governance members are unable to drive the strategy forward · The possible gentrification of Ōtara causing resident displacement · The relationship between stakeholders is poorly maintained and the leading stakeholders withdraw their support to the strategy
Implications	Council · The 2018 LTP review process will likely see requests for investment support to this strategy · Finding resources to co-ordinate Council’s planned investment in projects and achieving the power of leveraging Local Board · Advocacy to the governing body and CCOs for ongoing support to the strategy · Ongoing funding and collaboration support Community · Ongoing support to the strategy

13. A number of partner organisations have endorsed the Plan, including Contact Energy, Tamaki Estuary Prevention Society, Greater East Tamaki Business Association, Highbrook Rotary Club and Waicare. Other organisations represented on the steering group are in the process of formerly endorsing the Plan.

14. The Plan has already encouraged partner organisations to commence a number of projects, including:

· Highbrook Rotary has initiated the extraction of dumped tyres from the waterway area

· the Greater East Tamaki Business Association has requested the Manukau Beautification Trust create and support a project to label storm water drains in their industrial precinct targeting the avoidance of toxic waste spillage

· Forest and Bird have noted that the Plan aligns with their fresh water campaign.

Establishment of an Independent Trust

15. Staff consider that the establishment of an independent trust to take responsibility for the implementation of the Plan could be an effective implementation mechanism. The key reason is that the Plan will require funding and a charitable trust is the best way to manage this. The establishment of independent trust structures for community-led initiatives fits well with Council’s desire to empower communities and to work collaboratively with other organisations that have shared objectives. Attachment B outlines how the independent trust model could work in practice.

16. There are a number of other benefits from establishing an independent trust. A trust can:

· advocate in support of a particular goal or objective

· draw in a range of diverse organisations and coordinate the efforts of these various different stakeholders

· undertake fundraising activities and hold assets for a particular purpose.

17. Trusts are primarily asset-holding and governance vehicles, not vehicles for achieving consensus or agreement between the parties that appoint the trustees. The trust board’s decision making powers are limited to the assets of the trust and the rights the trust can exercise under the contracts it enters into. Decisions of the trust board only bind the trust itself, and do not bind organisations who appoint trustees to the decisions of the trust.

Next steps

18. Stephen Grey (Ōtara-Papatoetoe Local Board) and Garry Boles (Howick Local Board) have agreed to facilitate the development of the proposed trust on behalf of the Ōtara Waterways and Lake Project steering group.

19. The establishment of an independent trust could take three to six months. In the meantime the steering group will require administration support. Once the new Trust has been formed and the steering group in its current form is wound up, these same services will be required for the Trust until it is able to support its own administration activity. The typical range of administration service includes appointment scheduling, meeting room set-up, minutes of meeting formatting, raising purchase orders, administration procurement, maintaining electronic files, mail couriers, photo-copying and catering supplies. Local Board Services has agreed it is able provide this support and will make resource adjustments as and when necessary.

Consideration

Local Board views and implications

20. The Ōtara-Papatoetoe Local Board has sponsored the development of the Plan.

21. The Howick Local Board Plan gives priority to water quality improvement. The Board has committed to advocate for measures in their area to reduce overall pollution, contaminants and sediments in streams and estuaries.

Māori impact statement

22. Mana whenua have strong interests in environmental matters, including water quality across Auckland. Strategies and documents such as Te Kohau o Te Ngira, the Auckland Plan Māori Strategy and Policy, record the foundation principles relevant to the Plan.

23. At the core of the Māori Plan, developed by the Independent Māori Statutory Board, is the cultural, social, economic and environmental wellbeing of Mana Whenua and Mataawaka. The Plan is consistent with the following values expressed in the Māori Plan:

· Whanaungatanga

· Rangatiratanga

· Manaakitanga

· Wairuatanga

· Kaitiakitanga

24. In acknowledgement of mana whenua’s relationship to the area, eleven mana whenua were invited to participate and engage as members of the steering group, through community workshops, hui specific for mana whenua and one to one opportunities. Ngati Tamaoho, Te Akitai Waiohua and Ngati Maru have taken repeated opportunities to participate and engage.

Implementation

25. The Ōtara-Papatoetoe Local Board has allocated $100,000 from its operational budget in the 2015/16 financial year towards the implementation of the Plan. This budget sits with Environment Services, who will develop a draft work programme and assist the local board to determine the best use of the funding in the restoration of the Ōtara Lake and waterway.

Attachments

No.	Title	Page
a View	Placemaking: Otara Waterways and Lake Project Strategic Action Plan	3
b View	Placemaking Otara Waterways & Lake Strategy Independant Trust Model	3

Signatories

Authors

Sam Noon - Principal Policy Analyst

Authorisers

Kataraina Maki - GM - Community & Social Policy

Carol McKenzie-Rex - Relationship Manager

Ōtara-Papatoetoe Local Board

17 August 2015

Annual Report 2014/15 - Ōtara-Papatoetoe Local Board

File No.: CP2015/14666

Purpose

1. This report compares the actual activities and actual performance with the intended activities and the intended level of service as set out in the Ōtara-Papatoetoe Local Board Agreement for 2014/15. The information is prepared as part of the Ōtara-Papatoetoe Local Board’s accountability to the community for the decisions made throughout the year.

Executive summary

2. The Local Board is required to monitor and report on the implementation of the Local Board Agreement for 2014/15. The requirements for monitoring and reporting are set out in the Local Government (Auckland Council) Act 2009. These requirements include providing comment on actual local activities against the intended level of service, and for the comments to be included in the Auckland Council Annual Report.

3. The attached draft report is proposed for approval from the Ōtara-Papatoetoe Local Board.

4. The Auckland Council Annual Report will be audited and then reported to the Governing Body for adoption on 24 September 2015.

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) Notes the monitoring and reporting requirements set out in the Local Government (Auckland Council) Act 2009 and the local board information proposed for the Auckland Council Annual Report 2014/15

b) Approves:

i. The message from the Chairperson, which provides the Local Boards comments on local board matters in the 2014/15 annual report

ii. The list of achievements and the list of capital projects that form part of the local board information for the Auckland Council Annual Report 2014/15.

c) Gives authority to the Chair and Deputy to make typographical changes before submitting for final publication.

Discussion

5. The Local Board is required to monitor and report on the implementation of its local board agreement for 2014/15. The requirements for monitoring and reporting are set out in the Local Government (Auckland Council) Act 2009, as follows:

Section 23 Monitoring and reporting

(1) Each local Board must monitor the implementation of the local board agreement for its local board area.

(2) Each annual report of the Auckland Council must include, in respect of local activities for each local board area, an audited statement that –

i) Compares the level of service achieved in relation to the activities with the performance target or targets for the activities (as stated in the local board agreement for that year); and

ii) Specifies whether any intended changes to the level of service have been achieved; and

iii) Gives reasons for any significant variation between the level of service achieved and the intended level of service.

6. Each local board must comment on the matters included in the annual report under subsection (2) in respect of its local board area and the Council must include those comments in the annual report.

7. This report focusses on the formal reporting referred to in Section 23 above. Attachment A provides the draft local board information for inclusion into the Annual Report 2014/15. The draft report contains the following sections:

· message from the Chair

· key achievements

· financial results

· performance measures.

8. Local board comments on local board matters in the annual report will be included in the annual report as part of the message from the Chair.

9. The next steps for the Annual Report are:

· Audit during August 2015

· Report to the Finance and Performance Committee on 17th September

· Report to the Governing Body for adoption on 24^th September

· Full New Zealand Stock Exchange disclosure on 30^th September

· Publication on 23 October

· Copies of the Annual Report will be provided to the local board office.

Consideration

Local board views and implications

10. Local Board comments of local board matters are included in the annual report as part of the message from the Chair.

Maori impact statement

11. The annual report provides information on how the Auckland Council has progressed its agreed priorities in the annual plan over a 12 month period. This includes engagement with Maori, as well as projects that benefit various population groups, including Maoris.

Attachments

No.	Title	Page
a View	Ōtara-Papatoetoe Local Board Annual Report 2014/15	3

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

17 August 2015

Proposed Manukau Central Business Improvement District boundary expansion and funding

File No.: CP2015/15779

Purpose

1. This report seeks the approval of the Ōtara-Papatoetoe Local Board for the proposed Manukau Central Business Improvement District (BID) boundary expansion; and presents an application for funding support for the expansion campaign. Manukau Central Business Association (MCBA) operates as a Business Improvement District (BID) and is required, under the BID Policy (2011), to seek local board support of the proposed BID boundary expansion.

Executive Summary

2. The MCBA wants to expand their current BID boundary to include the wider Manukau City Centre commercial area.

3. Under the Auckland Regional BID Policy (2011), local board support for the proposed BID boundary is required.

4. The MCBA has applied to the Ōtara-Papatoetoe Local Board for funding to support the proposed BID boundary expansion. Total funds requested are $25,000 for the 2015-2016 year. The total estimated cost for the BID expansion campaign is $70,000.

5. The MCBA was set up to support its members and foster business success in 2007. It achieves this by providing leadership, forging linkages and realising business opportunities. MCBA is here to add value to its members as an advocate on their behalf. It can represent a wider strategic view than would any individual member and it presents the genuine opportunity for integrated and collective action for the benefit of all.

6. The MCBA see the proposed BID boundary expansion as a priority in order to service the whole business community in the Manukau commercial centre.

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) Approve the attached Manukau Central Business Association proposed Business Improvement District boundary expansion map.

b) Allocate $25,000 from the 2015/16 local board budget to the Manukau Central Business Association to support the proposed Business Improvement District boundary expansion campaign, subject to a formal funding agreement.

Comments

7. The MCBA’s strategic plan aims to develop an attractive, innovative ‘one-stop’ destination: a destination that celebrates its Pacific influence, a place that is connected to its community, a commercial and cultural heart where business is successful.

8. The MCBA as a united group of businesses and organisations, takes every opportunity to influence the direction of the Manukau CBD; the successful expansion of their boundary will enhance the opportunity to represent business in the future of the Manukau CBD.

9. The MCBA has been a Business Improvement District since 2007 and is one of 48 BIDs operating across the Auckland Region.

10. MCBA is a significant player in facilitating and creating local economic development in the Ōtara-Papatoetoe Local Board area. Activities undertaken include; crime prevention initiatives funded through the Ministry of Justice, security patrols, business support, events, marketing, networking and advocacy on behalf of members to Auckland Council and Auckland Transport.

11. MCBA currently collects $206,950 (excluding GST) annually from the BID target rate. The BID expansion, if successful, would increase the BID target rate to $420,000.

12. The MCBA covers a Business Improvement District which is bound by Great South Road, Ronwood Avenue, Lambie Drive and Ryan Place; see attached Appendix B. This is only a partial representation of the Manukau CBD which comprises a much larger area of businesses that are not serviced by the MCBA.

13. MCBA signalled their intention to expand their BID boundary at their Annual General Meeting held on 5 November 2014. The added value to the business and property owners in the proposed boundary expansion area would include specialist crime prevention support, business support, events, marketing, networking and advocacy.

14. A draft map of the proposed BID boundary expansion is attached as Appendix A.

15. The MCBA has excluded Westfield Manukau from the proposed Manukau Central BID boundary expansion. The reason for this exclusion is that the Westfield tenants consider their needs are met by the Westfield management team in terms of security, events and marketing; so in their view a target rate levy for the MCBA would simply duplicate the services already received from Westfield.

Consideration

Local Board views and implications

16. The MCBA proposed BID boundary expansion will be concentrated in the Ōtara-Papatoetoe Local Board area and will not impact on any other local board area.

17. There are several locations where the MCBA proposed BID boundary expansion will be in close proximity to the proposed Wiri BID boundary expansion; there is an ongoing dialogue between the two BIDs that has resolved any overlaps and the two organizations work in partnership on joint networking events for members.

18. One of the key deliverables for the MCBA Strategic Plan 2012-2017 was the proposed boundary expansion and the MCBA presented the Strategic Plan to an Ōtara-Papatoetoe Local Board workshop.

19. Following this, the MCBA presented the proposed BID boundary expansion and funding request at a Ōtara-Papatoetoe Local Board workshop on 3 August 2015.

Māori impact statement

20. Maori businesses located within the MCBA proposed BID boundary expansion area will be consulted with, balloted and receive the benefits under the same policy regulations as non-Maori businesses.

Implementation

21. The MCBA will be responsible for all the activities involved in the expansion process including reporting to the Ōtara-Papatoetoe Local Board on actions taken and funding spend.

Attachments

No.	Title	Page
a View	MCBA Proposed BID boundary expansion map	3
b View	MCBA Current BID boundary map	3
c View	MCBA BID boundary expansion and funding request	3

Signatories

Authors

Jeremy Pellow - BID Partnership Advisor

Gillian Plume - Team Leader BID Partnership

Authorisers

Penny Pirrit - GM - Plans & Places

Carol McKenzie-Rex - Relationship Manager

Ōtara-Papatoetoe Local Board

17 August 2015

Auckland Council Property Limited Local Board Six-Monthly Update 1 January to 30 June 2015

File No.: CP2015/15556

Purpose

1. To give the Ōtara-Papatoetoe Local Board an overview of Auckland Council Property Limited’s (ACPL) activities for the six months 1 January to 30 June 2015.

Executive Summary

2. In May 2015 the Governing Body voted in favour of merging ACPL with Waterfront Auckland to form Development Auckland (DA). The merger responds to feedback from the wider council organisations and seeks to address some key growth, development, housing provision and funding challenges that Auckland will face over the next 20 years. As a CCO Development Auckland will have a commercial orientation, but it will also have explicit public good outcomes to pursue.

3. Substantive elements of the purpose of DA relate to urban redevelopment, strategic advice on council’s property portfolio and the redevelopment of underutilised council assets to achieve commercial and strategic outcomes.

4. In August the governing body will receive recommendations from council staff in respect of the proposed locational priorities for DA.

5. It would be anticipated that DA will specifically engage with local boards post the formal establishment on the 1 September to consider what activities DA can undertake to benefit their local communities.

6. As this will be our final six-monthly update to you as ACPL, we are including both the full business summary as included in previous versions and additionally providing an outline of some of the strategic and organisational changes we will be making as we transition to Development Auckland.

7. ACPL activity detail is broken down by business unit or work-stream, with a focus on local board specific activities where applicable.

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

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) receives the Auckland Council Property Limited Local Board Six-Monthly update 1 January to 30 June 2015.

Comments

Development Auckland

9. Council formally approved the establishment of Development Auckland, being a merger of Waterfront Auckland and Auckland Council property Limited, in May 2015.

10. The essential purpose of DA is to contribute to the implementation of the Auckland Plan and encourage economic development by facilitating urban redevelopment that optimises and integrates good public transport outcomes, efficient and sustainable infrastructure and quality public services and amenities. DA will manage council’s non-service property portfolio and provide strategic advice on council’s other property portfolios. It will recycle or redevelop sub-optimal or underutilised council assets and aim to achieve an overall balance of commercial and strategic outcomes.

11. A number of objectives fall within the purpose including facilitating the redevelopment of urban locations and optimising the council’s property portfolio.

12. The process to establish the operating structure of DA is well advanced and a combined work stream between DA and council staff is looking at the future priorities for DA that will provide focus in terms of geographic locations and project priorities. In respect of the locational analysis work recommendations will be made to the governing body in August.

13. It would be anticipated that DA will specifically engage with Local Boards post the formal establishment on the 1 September to consider what activities DA can undertake to benefit their local communities.

Workshops and Meetings

14. 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

15. 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. This work will largely remain unaffected by the transition to Development Auckland.

16. The property portfolio continued to grow during the last six months and now totals 1347 properties containing 1080 leases. , an increase of 41 since our July-December 2014 update. The current property portfolio includes industrial sites and buildings, retail tenancies, cafés, restaurants, offices and a substantial portfolio of residential properties.

17. ACPL’s return on the property portfolio for the year ending 30 June 2015 provides the shareholder a net surplus of $ 6.8m ahead of budget, with an actual surplus of $ 29.8 m against budget of $ 23m. The average monthly vacancy rate for the period is 1.6% which is under the SOI targets of 5%.

18. 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.

19. 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

20. 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

21. July 2014 to June 2015 Target

UNIT	TARGET	ACHIEVED	COMMENTS
Portfolio Review	$30m disposal recommendations	$69 m	These recommendations include $65.9m of sites that are identified for development projects.

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

23. 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

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

Under review

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

PROPERTY	DETAILS
12R Birdwood Avenue, Papatoetoe	Transferred from ACPD as non-service. ACPL commenced the Rationalisation Process in December 2014. No alternative service uses were identified through internal consultation. Local board and iwi engagement to occur in 2015.

Redevelopment/Regeneration and Housing Supply initiatives

Overview

26. ACPL in its current form 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.

27. ACPL is also actively contributing to the Housing Action Plan, which is a council initiative focusing on non-regulatory efforts to encourage and increase affordable residential development. ACPL has 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. ACPL is currently actively working on 13 such projects.

28. In our expanded role as Development Auckland we will be extending on this work to play a much stronger role in urban development through greater scale, enhanced capability and the ability to partner with others. We will have a key role in helping deliver the council priority of quality urban living and will have the mandate to deal with the challenge of Auckland’s rapid growth through regeneration and investment.

29. Development Auckland’s roles and responsibilities will be customised to each specific project initiative and location. A few will be of a high custodial nature associated with urban regeneration. Some will be at the other end of the scale with a more facilitative role; and some will be much more able to be delivered in the short term.

30. ACPL already works closely with the local boards on ACPL-led developments to ensure we give effect to the local boards’ place-shaping role. As Development Auckland engagement will in some areas be of a much broader scope, with the potential for involvement in master-planning activities for significant land areas.

Optimisation Update

31. Optimisation is a programme of work aimed to achieve better use of council’s planned and funded service assets. The programme targets housing and urban regeneration outcomes along with the delivery of cost-neutral service investment on appropriate sites. ACPL and ACPD are leading a cross-council project to establish the rules and methodology for service optimisation activity. The programme will be carried across to Development Auckland.

32. Local board engagement and workshops will be provided to demonstrate the scope of optimisation and the benefits of driving optimal asset performance from qualifying service property. Timeframes for these workshops have been pushed out due to Development Auckland transition work. However ACPL welcomes suggestions of service sites that may have potential for improved service function along with housing or urban regeneration outcomes

Local Activities

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

34. Papatoetoe Shopping Centre - commercial: Foodstuffs design has advanced. Land use consent application has been approved for the car park works. Work is due to commence before the end of 2015. Concept design work is advanced for the medical centre and Papatoetoe Mall. We are planning to lodge resource consent for land use for the retail mall in July 2015. The existing retail tenants have been advised of the potential redevelopment of the centre.

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

Acquisitions

Overview

35. 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.

36. From 1 January 2015 to 31 June 2015, 49 property purchases were completed for the council and AT. All of the property acquisitions met independent valuation thresholds agreed with AT, the council and Public Works Act 1981 requirements.

Council Acquisitions

37. Of the 49 property acquisitions over the past six months, 12 were purchased to meet council legal, open space and storm water requirements and to contribute to City Transformation projects. These included the following acquisitions in or neighbouring the Ōtara-Papatoetoe Local Board area.

PROPERTY	STAKEHOLDER	WORK TYPE	LOCAL BOARD
398S Weymouth Road, Weymouth	Community Policy & Planning	Open Space	Manurewa

Auckland Transport Acquisitions

38. The remaining 37 properties were acquired on behalf of AT. The focus was on acquisitions to support major transport projects including AMETI (five acquisitions) City Rail Link Property Acquisition (seven acquisitions), Redoubt Road Mill Road Corridor Upgrade (six acquisitions) road widening across the region (10 acquisitions) and Northern Strategic Growth Area (one acquisition). Full details of relevant AT projects and associated acquisitions will come to the local board directly from AT.

Business Interests

39. 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

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

Māori Impact Statement

41. 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. We are currently working with Waterfront Auckland on a future strategy for Development Auckland.

42. Key engagement activities currently 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. As Development Auckland we will work with iwi to consolidate and build on strengths from ACPL and Waterfront Auckland’s approaches along with successful work being done elsewhere in the council family.

43. ACPL additionally 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 is in the implantation phase. A copy of this is available on the ACPL website. This work will be carried over and reflected in the new organisation.

44. As we transition to Development Auckland, the local board can expect to be advised or involved as appropriate in any discussions that arise in the local board’s area.

Attachments

No.	Title	Page
a View	Schedule of meetings and workshops	3
b View	Properties Managed by ACPL in the Local Board area	3
c View	Property movement in the Local Board area	3

Signatories

Authors

Caitlin Borgfeldt - Local Board Liaison

Authorisers

David Rankin - Chief Executive

Carol McKenzie-Rex - Relationship Manager

Ōtara-Papatoetoe Local Board

17 August 2015

Future Urban Land Supply Strategy

File No.: CP2015/14865

Purpose

1. To inform Local Boards about the purpose and content of the draft Future Urban Land Supply Strategy and seek their feedback.

2. To outline the Special Consultative Procedure being undertaken and the anticipated role of Local Boards in this consultation process.

3. To obtain Local Board views on the draft Future Urban Land Supply Strategy.

Executive Summary

4. The Proposed Auckland Unitary Plan provides for approximately 11,000 hectares of Future Urban zone land. This land is located within the Rural Urban Boundary (RUB), but outside the 2010 Metropolitan Urban Limit (MUL).

5. The Future Urban Land Supply Strategy (the “Strategy”) (Attached link) provides direction on the next stage in planning for the following Future Urban zone areas:

· North: Warkworth, Wainui and Silverdale-Dairy Flat

· North-west: Whenuapai, Redhills, Kumeu-Huapai and Riverhead

· South: Takanini, Opaheke-Drury, Karaka, Paerata and Pukekohe.

6. The Strategy sets out Auckland Council’s intention for when the above Future Urban areas are proposed to be development ready. The Strategy was developed in collaboration with infrastructure providers such as Watercare, Auckland Transport and the New Zealand Transport Agency.

7. The Strategy has significant implications for Rodney, Upper Harbour, Henderson-Massey, Papakura and Franklin Local Boards as they contain areas of Future Urban land which are sequenced for development readiness by the Strategy.

8. At its July meeting the Auckland Development Committee resolved to approve the draft Strategy for public consultation in accordance with the Special Consultative Procedure set out in s83 of the Local Government Act (2002) (Attachment A). They also appointed a five person hearing panel consisting of four Councillors and a member of the Independent Maori Statutory Board.

9. The consultation period will run from 17 July to 17 August 2015. Public engagement on the Strategy will include a series of ‘Have your say’ events to be held in Warkworth, Dairy Flat, Drury and Kumeu.

10. The final Strategy will be submitted to the Auckland Development Committee in October for adoption.

11. This report seeks views from the Ōtara-Papatoetoe Local Board for consideration by the Auckland Development Committee and hearing panel in making a determination on if and how the Strategy will be amended.

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) Receives this report

b) Provides feedback to the Auckland Development Committee and hearing panel on the Strategy, in particular on:

i) whether the Local Board agrees with the sequencing proposed within the draft Future Urban Land Supply Strategy and, if so, the reasons why

ii) aspects of the sequencing in the draft Future Urban Land Supply Strategy the Local Board disagrees with and the reasons as to why

c) any further issues on the draft Future Urban Land Supply Strategy.

Comments

Background

12. The Proposed Auckland Unitary Plan provides for approximately 11,000 hectares of Future Urban zone land. This land is located within the Rural Urban Boundary (RUB) but outside the 2010 Metropolitan Urban Limit (MUL). The Future Urban zone indicates that this land is appropriate for future urban development.

13. A key goal of the Auckland Plan Development Strategy is to achieve a quality compact form. This requires urban intensification, supplemented by well-managed urban expansion. The Auckland Plan advocates for 70 per cent of growth in the existing urban area and up to 40 per cent of growth in locations outside the 2010 MUL. The Future Urban land is intended to provide a significant portion of the growth outside the 2010 MUL – around 110,000 dwellings. The balance of growth outside the RUB and the satellite towns of Warkworth and Pukekohe, will be accommodated in rural and coastal towns, rural villages, countryside living and general rural areas.

14. The draft Strategy focuses on the Future Urban land areas located in:

· North: Warkworth, Wainui and Silverdale-Dairy Flat

· North-west: Whenuapai, Redhills, Kumeu-Huapai and Riverhead

· South: Takanini, Opaheke-Drury, Karaka, Paerata and Pukekohe.

15. Local Board areas which contain Future Urban land directly affected by this Strategy include Rodney, Upper Harbour, Henderson-Massey, Papakura and Franklin.

16. The draft Strategy marks the next step in planning the Future Urban areas that started with the Auckland Plan. The Auckland Plan identified ‘greenfield areas of investigation’ to provide for future growth outside the MUL. The Proposed Auckland Unitary Plan formalised this concept through the location of the RUB and the proposed zoning of this land as Future Urban.

17. High-level planning was undertaken to provide more detail around possible land use, key infrastructure and potential housing yield and business land location. Based on this, the Strategy sequences the order for when this land is intended to be ready for development over the three decades of the Auckland Plan. It is a proactive approach to long-term planning, infrastructure provision and providing housing and business capacity.

18. Most of the Future Urban areas are predominantly rural and have not previously been identified for urbanisation. Bulk infrastructure will therefore have to be provided to these areas. All Future Urban areas require some degree of bulk infrastructure; development will therefore not be able to occur until this infrastructure is in place. In areas where bulk infrastructure projects are large and complex, longer lead-in times (for design, consenting and build) are required. This affects the timing for when land can be development ready.

Purpose of the Strategy

19. The purpose of the draft Strategy is to provide a robust and logical sequence for when the Future Urban areas are proposed to be ‘development ready’ across the three decades of the Auckland Plan. This will enable coordination of timely structure planning and bulk infrastructure provision to these areas and provide clarity and certainty to all key stakeholders, including infrastructure providers.

Drivers for the Strategy

20. The key driver for the draft Strategy is the significant current and projected growth in Auckland and the pressure this growth places on housing supply and key infrastructure. The Strategy therefore aims to proactively plan for, coordinate and deliver bulk infrastructure so that this land can be brought on stream for both residential and business development i.e. contributing to development capacity across the region.

21. Accommodating this growth will come at a significant cost. Preliminary, high level estimates of bulk infrastructure costs are provided within the draft Strategy; however it does not include costs for any local network infrastructure. The significant costs are primarily driven by the size of the Future Urban areas (these equate to approximately one and a half times the area of urban Hamilton); the scale of the bulk infrastructure that will be required; and the current lack of such infrastructure in these areas. For these reasons it would be prohibitively expensive for Council, CCOs and, more broadly, for central government (e.g. the New Zealand Transport Agency and Ministry of Education) to invest in all Future Urban areas at the same time.

The draft Future Urban Land Supply Strategy

22. The draft Strategy sets out a logical timed sequence for development readiness. It integrates information on key infrastructure required to get these areas ready for urban development. The sequencing is based on a suite of principles (attached to the Strategy) that include the consideration of the lead-in times for the bulk infrastructure required. Bulk infrastructure refers to water, wastewater, stormwater and the transport network. This draft Strategy will also assist with the forward planning of community facilities and services critical for creating sustainable communities.

23. The sequencing set out in the draft Strategy was developed with input from a number of infrastructure providers including Watercare, Veolia, Auckland Transport and the New Zealand Transport Agency.

24. The analysis done for this draft Strategy is of sufficient scale and specificity to broadly determine bulk infrastructure requirements. There are two subsequent parallel and inter-dependent processes to get land ready for development – more detailed structure planning, and bulk infrastructure planning and build.

25. Structure planning and plan changes (to urban zones) will be done prior to the areas being ready for development and will be undertaken by the Council (or in partnership with others) in line with the programme set out in the draft Strategy. This is the stage of the process where Local Boards, mana whenua and communities will be involved in the detailed planning of these areas.

26. The sequencing programme ensures the infrastructure costs are distributed over three decades to smooth spikes in capital expenditure, allow all infrastructure providers to forward plan their asset management and assist with prioritising key enabling projects.

27. A monitoring programme is an integral part of the Strategy and will be used to monitor trends over time. This is to ensure that the proposed sequencing remains relevant. This monitoring will be part of an overall strategy to provide information on development capacity in brownfield and greenfield locations. Given the 30-year timeframe, a number of factors could change the proposed sequencing and timing as set out in the Strategy. These include funding constraints, possible alternative funding options and changes to population growth and housing demand. Therefore, for the Strategy to remain relevant and effective, it must be a ‘living’ document, able to respond to changes identified through the monitoring programme.

The Consultation Process

28. The public consultation period will run from 17 July – 17 August 2015. It will follow the Special Consultative Procedure set out in s83 of the Local Government Act (2002). This procedure requires all interested parties to be given an opportunity to present submissions in a manner which enables spoken interaction.

29. The Auckland Development Committee has appointed Councillors Cashmore, Darby, Webster and Quax and one member of the IMSB (to be confirmed) to form a hearing panel to receive the spoken submissions.

30. A series of ‘Have your say’ events will be held to provide an opportunity to all interested parties to provide spoken feedback. These events will be held at the following dates, times and locations:

· Monday 3 August (7pm-8.30pm) – Warkworth Masonic Hall

· Wednesday 5 August (7pm-8.30pm) – Drury Hall

· Monday 10 August (7pm-8.30pm) – Dairy Flat School Hall

· Tuesday 11 August (7pm-8.30pm) – Kumeu Community Hall

31. Invitations will be extended to Ward Councillors and Local Board members to attend these events.

32. Public notices will be placed in the New Zealand Herald and relevant local newspapers notifying interested parties about the Strategy itself and the ‘Have your say’ events. The Strategy and a feedback form will be available on the Shape Auckland website and a media release will be distributed at the commencement of the consultation period. A targeted direct mail out will also be undertaken for key stakeholders.

33. Local Board participation at the events and feedback and input to the draft Strategy are welcomed.

34. Feedback received during the period, including that received from Local Boards, will be analysed, summarised and reported to the Auckland Development Committee and the hearing panel. The panel will then make a determination about amendment of the Strategy.

35. The final Strategy will be submitted for adoption at the Auckland Development Committee meeting in October.

Consideration

Local Board views and implications

36. The Strategy has significant implications for Local Boards particularly Rodney, Upper Harbour, Henderson-Massey, Papakura and Franklin Local Boards as they contain areas of Future Urban land sequenced by this Strategy. The consultation period and the ‘Have your say’ events provide an opportunity for Local Boards to become involved in the process, hear the views of their communities and form their own views and response to the Strategy.

37. Local Boards were informed about the Strategy at a joint workshop held with the Auckland Development Committee on 16 June 2015. A briefing on the Strategy and the consultation process was held for Local Board members on 15 July 2015. This was to ensure Local Boards have a sound understanding of the Strategy and consultation process prior to the commencement of the consultation period.

38. Preliminary issues raised by attendees included the need to manage community expectation about land purchases in the future urban areas, the need to ensure Council is fully resourced to undertake the structure planning work, a need to forward plan land purchase for community facilities and a proactive engagement approach with central government around provision of education and health facilities and services to deliver the best outcomes for local communities.

39. This report seeks Local Board views on the Strategy and these issues and any other feedback will be reported to the Auckland Development Committee and the hearing panel.

Māori impact statement

40. This Strategy has significant implications for Maori and has the capacity to contribute to Maori well-being and development of Maori capacity. It is acknowledged that Maori have a special relationship with Auckland’s physical and cultural environment. Ongoing liaison has occurred with Te Waka Angamua around the Strategy and the suite of principles which sit behind it. One of the principles reflects Council’s commitment to Maori social and economic well-being as a transformational shift set out in the Auckland Plan. Independent Maori Statutory Board staff were briefed at the commencement of the project, provided with background documentation and invited to workshops as the Strategy was developed. A representative from the IMSB is to be appointed to the hearing panel for this project. A hui was held with mana whenua chairs on 29 June 2015 and individual meetings will occur with interested Chairs who were unable to attend the hui.

Iwi responses will be sought as part of the public consultation process outlined in this report. Consultation submissions from iwi will be reported to the Auckland Development Committee and the hearing panel.

A copy of the Auckland Council Draft Future Urban Land Supply Strategy can be found on the following link: http://infocouncil.aucklandcouncil.govt.nz/Open/2015/07/AUC_20150707_ATT_6212_EXCLUDED.PDF at item 13 Pages 177 to 198.

Attachments

No.	Title	Page
a View	The Auckland Development Committee resolution	3

Signatories

Authors

Simon Tattersfield - Transport & Infrastructure Strategy

Authorisers

Jacques Victor - Auckland Plan Strategy & Research

Karen Lyons – Manager Local Board Services

Carol McKenzie-Rex - Relationship Manager

Ōtara-Papatoetoe Local Board

17 August 2015

Auckland Regional Amenities Funding Act (ARAFA) Funding Model Review - Local Board Input

File No.: CP2015/14870

Purpose

1. Auckland Council is undertaking a review of the funding model under the Auckland Regional Amenities Funding Act 2008 (ARAFA Funding Model Review). Feedback from the local boards is sought on the level of change proposed in the options and the impacts on local boards and local communities (if any).

Executive Summary

1. The Auckland Regional Amenities Funding Act 2008 (the Act) established a distinct model for contributing funds to specified regional amenities (regional amenities). This funding model is now under review to consider whether it remains fit for purpose and to identify how it might be improved. The Governing Body adopted Terms of Reference for the review on 26 February 2015.

2. Working closely with representatives of the regional amenities, seven funding model options were generated along a spectrum, ranging from:

· retaining the status quo

· seeking improvements within the existing ARAFA legislative framework

· modifying the existing ARAFA framework by amending legislation, to

· repealing the existing ARAFA framework and replacing it with an Auckland Council policy framework. (The options are discussed in paragraphs 15 - 32)

3. The Finance and Performance Committee endorsed the seven options for evaluation on 18 June 2015. The options will be evaluated against criteria previously endorsed by Finance and Performance on 21 May 2015. (The criteria is discussed in paragraph 14)

4. When viewed across the spectrum, the options shift the role of Auckland Council from influencing decision-making under the Act (by a Funding Board) to becoming the decision-maker itself. The closer Auckland Council becomes to being the decision-maker the more opportunities there are to align the council’s strategic outcomes with those of the regional amenities. The options also incorporate improvements relating to information flows, longer term planning, communications and relationship building.

5. The options are also associated with a progressively increasing volume of further work that would be required to implement them. The implementation of options requiring legislative change is particularly complex. The necessary trade-offs involved will be teased out and considered through the evaluation of the options.

6. The evaluation is to be completed and will be reported to the Finance and Performance Committee on 17 September 2015. The evaluation will identify the preferred option/s which may be a refined version, comprising different elements of the options proposed.

7. Local board feedback is sought on the level of change proposed in the options as set out in this report and the impacts on local boards and local communities(if any).

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) Provides feedback on the level of change proposed in the options and the impacts on local boards and local communities (if any) as an input into the evaluation of options under the Auckland Regional Funding Amenities Act Funding Model Review.

Comments

The Funding Model under the Auckland Regional Amenities Funding Act 2008

2. The Auckland Regional Amenities Funding Act 2008 (the Act) has two purposes; to provide adequate, sustainable and secure funding for specified regional amenities, and to ensure that local government in Auckland contributes funding.

3. The Act came into force prior to amalgamation of Auckland’s former councils. It was designed to ensure that all councils in the region contributed fairly to funding the regional amenities given the amenities operated across and benefited the whole of the Auckland region. It also sought to ensure that qualifying regional amenities remained financially viable.

4. The regional amenities apply each year to a Funding Board for next year’s funding. The Funding Board confers with Auckland Council and prepares and consults on a funding plan, before recommending a levy to Auckland Council for the next financial year. Auckland Council approves the recommended levy and if not, arbitration takes place. The Funding Board subsequently receives the levy and allocates funding to the regional amenities.

5. Auckland Council appoints six of the Funding Board’s 10 members with four members appointed by an Amenities Board, also created by the Act.

6. Only the regional amenities specified under the Act may apply for funding and funding is not available for any part of services or facilities provided outside of the Auckland region. Funding is to contribute towards the operational expenditure that regional amenities must incur and is not available for capital expenditure.

7. The regional amenities must make all reasonable endeavours to maximise funding from other sources. The regional amenities are prohibited from receiving operating funding form Auckland Council, other than via the Funding Board. However, staff are aware that local boards may receive funding requests from groups affiliated with the amenities.

8. The Funding Board and Auckland Council must have regard to the funding principles prescribed in the Act. The Act makes provision for additional funding principles to be adopted.

Regional Amenities

8. The purpose of the Act is to ensure the regional amenities are funded to provide services or facilities that contribute to “the well-being of the whole region” and “towards making Auckland an attractive place to live in and visit”. Organisations that wish to become regional amenities must possess these qualities to satisfy criteria for admission. The Act as enacted specified 10 regional amenities in Schedule 1:

· Auckland Observatory and Planetarium Trust Board

· Auckland Philharmonia

· Auckland Regional Rescue Helicopter Trust

· Auckland Theatre Company

· Coast Guard Northern Region Incorporated

· New Zealand National Maritime Museum

· New Zealand Opera Limited

· Surf Life Saving Northern Region Incorporated

· Auckland Festival Trust

· Watersafe Auckland Incorporated

9. The following examples illustrate the way the regional amenities serve the Auckland region:

· The Auckland Philharmonia (APO) was accorded the status of Metropolitan Orchestra as part of the Ministry of Culture and Heritage’s Orchestra Review in 2012. In that year the APO presented 31 performances in the Auckland Town Hall and performed in the Bruce Mason Centre (Takapuna) Telstra Events Centre (Manukau), Massey High Schools and Trusts Stadium (West Auckland) and the Holy Trinity Cathedral (Parnell). It also presented chamber concerts in Takapuna, Remuera and Howick and five free community performances and events in west, central, north and south Auckland.

· Coast Guard Northern Region Incorporated has 14 units located across the Auckland region at Waiuku, Papakura, Titirangi, Kaipara, Kawau, Great Barrier, Hibiscus, North Shore, Auckland, Waiheke, Howick and Maraetei, with the Operations Centre and the Auckland Air Patrol operating centrally.

· Similarly, there are 10 clubs in the Auckland Region under the umbrella of Surf Life Saving Northern Region Incorporated, located at Karioitahi Beach, Karekare, Piha (2), Bethels Beach, Murawai, Omaha, Red Beach, Orewa and Mairangi Bay.

The ARAFA Funding Model Review

10. Auckland Council’s establishment and issues arising out of the Act’s operation have raised the question of ‘whether the funding model remains fit for purpose’. Auckland Council agreed to review the ARAFA Funding Model through its deliberations on the Mayor’s proposal for the 2014 Annual Plan. The Governing Body endorsed Terms of Reference (Attachment A) for this review on 26 February 2015. It records stakeholder issues and objectives (Schedule 2) and sets the overarching objective to:

“achieve long term sustainable, affordable and predictable funding of the existing amenities while recognising the Council’s purpose and responsibilities under the Local Government Act 2002 and other legislation.” (paragraph 12):

11. The ARAFA funding model and changes to enhance its effectiveness are the focus of the review:

· The review will not consider whether to add or remove any of the regional amenities from the funding mechanism. That would be a separate piece of work.

· The review will also not consider how much funding each regional amenity currently receives but rather look at the process that determines the amount of funding provided.

12. The Terms of Reference set out the basic process for the review with the identification of criteria for the evaluation of options, identification of options and their subsequent evaluation. In undertaking this review we are working closely with representatives of the amenities and engaging with the Funding Board.

Criteria for the Evaluation of Options

13. The following criteria for evaluating options were endorsed by the Finance and Performance Committee on 21 May 2015:

i. Financial sustainability and certainty

- Addresses the ‘sufficiency’ of the contribution provided by the funding model in terms of “adequate, sustainable and secure funding for specified amenities.” It includes the predictability of that funding over the short to medium terms in support of financial planning.

ii. Affordability

- Addresses the affordability of the sum of the contributions allocated under the funding model including the impact on rates.

iii. Independence and continuity

- Considers the extent to which the option provides for objective decision making and the extent it provides for continuity of decision-making over time. These considerations go to the stability of the funding model over time.

iv. Accountability and transparency

- Considers the information and the processes to support decision-making required by an option to ensure there is a clear chain of accountability from the recipient through to the funder. Transparency supports accountability, providing clarity around decision-making processes. Public sector responsibility requires accountability and transparency generally, and particularly in respect of public funds.

v. Administrative efficiency

- Considers the efficiency of the funding model, with regard to the costs associated with the information and processes required by an option. Funding arrangements should have regard to the costs of implementation, and how effective they will be in achieving their objectives.

vi. Alignment of outcomes and goals

- Considers the extent to which the option allows for alignment between the outcomes and goals sought and achieved by the regional amenities and those of the Auckland Council on behalf of Auckland’s ratepayers.

vii. Fairness

- Considers the extent to which the funding model provides for fairness.

viii. Flexibility

- Requires consideration of the extent to which the option provides a funding model with sufficient flexibility to take account of changing circumstances.

Options to Enhance Effectiveness

14. Working closely with representatives of the amenities, seven options along a spectrum have been generated, ranging from:

· retaining the status quo

· seeking improvements within the existing ARAFA legislative framework

· modifying the existing ARAFA framework by amending the legislation, to

· repealing the existing ARAFA legislative framework and replacing it with an Auckland Council policy framework.

15. The options were endorsed for evaluation by the Finance and Performance Committee on 18 June 2015.

16. Figure 1 illustrates the options and where they are located on the spectrum. Viewed across the spectrum, the options shift the role of Auckland Council from influencing the Funding Board’s decision-making to becoming the decision-maker itself. Similarly, there are increasing opportunities along the spectrum to align Auckland Council’s strategic outcomes with those of the amenities.

17. The review to date has identified that processes relating to funding bids and reporting have evolved under the existing arrangements. There appear to be further opportunities to pursue improvements through a focus on, information, communication, developing relationships and longer term planning which are being investigated through the final evaluation.

18. Implementation of the options will require further work, some of which is significant. The implementation of options requiring legislative change is particularly complex.

19. Options 1 to 4 are based on current arrangements which provide the pathway for regional amenities to seek operational funding from Auckland Council. Improvements under these options would be available for the 2016/2017 funding year.

20. Option 5 limits opportunities for Auckland Council to scrutinise the funding sought by the regional amenities, whereas Options 6 and 7 increase Auckland Council’s role in decision-making. The level of funding provided under Option 7 would be dependent on the policy and decisions of the governing body. There may therefore be a greater level of uncertainty for the regional amenities which may hold implications for the level of services and facilities they provide.

21. Options 5 to 7 require legislative change through the parliamentary process and it is not possible to indicate when they might become available for implementation.

22. The necessary trade-offs in relation to implementation will be considered through the evaluation of the options.

Figure 1.

23. Option 1 – Status Quo

The existing funding model prescribed by the Act is the benchmark against which the other options will be compared. It is described in paragraphs 1 to 7.

Seeking Improvements from within the existing ARAFA legislative framework

24. The following three options seek to introduce changes to enhance the legislative framework and the sharing of information between the regional amenities, the Funding Board and Auckland Council.

25. Option 2 – Enhanced Status Quo – ‘Clear Pathway to Capital Funding’

This option provides a ‘clear pathway for capital funding’ to augment the status quo.

While the amenities can currently apply for capital funding from Auckland Council via the Long Term Plan process, the granting of such funding is considered to be by exception. Under this option, applications for capital could be anticipated from any of the regional amenities. Potential applications would need to be signaled well ahead of time to assist financial planning and to enable the provision of funding.

26. Option 3 - Enhanced Status Quo – ‘Sustainable Funding’

This option introduces financial planning over a longer time frame with a 3 year rolling funding cycle and supporting information, and establishes how the sustainable level of funding for each regional amenity might be determined:

Introduction of a three year ‘rolling’ funding cycle

This cycle would align with Auckland Council’s Long Term Plan/Annual Plan cycle. Applications for the first year of funding (the year of application) would seek that year’s funding and identify anticipated funding for the next two years. Annual applications made in the second and third year would be considered in the light of all the relevant information then provided.

Information supporting ‘rolling’ applications

The clarity and timeframe of information accompanying applications would be reviewed to ensure it supports the rolling funding cycle.

‘Sustainability’

A definition of the sustainable level of funding would be developed for application in the context of each of the regional amenities. This would also establish appropriate levels of reserves amenities would be able to build-up and maintain to help manage the peaks and troughs of the funding requirements.

27. Option 4 – Enhanced Status Quo – ‘Alignment/Groupings’

This option similarly proposes the three year rolling review, maximises opportunities to improve strategic alignment between the regional amenities and Auckland Council and addresses the diverse range of regional amenities.

The three year ‘rolling’ funding cycle / Information supporting applications becomes available as set out in the previous option.

Auckland Council and the Funding Board confer

Auckland Council would be more explicit in clarifying its expectations, its funding constraints and its intentions when conferring with the Funding Board on the draft Funding Plan. The purpose would be to ensure transparency about the Auckland Council context and any funding constraints the council might face.

Auckland Council supports public notification

Auckland Council supports public notification of the Draft Funding Plan. The council could support the notification of the Draft Funding Plan on the council’s web site, through the media centre and/or in publications. This would help rate payers provide feedback and make submissions.

More particular consideration relevant to the type of amenity

This could include:

· Criteria and considerations as relevant to different types of amenities – e.g. safety, arts & culture, and facilities

· Clarification and guidance around what might be meant by ‘sustainability’ and the sustainable contribution required could be developed with reference to the activities undertaken by the particular regional amenities.

Modifying the existing ARAFA framework by amending legislation

28. The two following options amend the ARAFA legislative framework, proposing specific amendments to the way funding is determined or the roles of institutions and the processes through which they work.

29. Option 5 – Baseline Plus CPI

Under this option the specified amenities would determine the ‘sustainable’ level of funding required for year 1, which would be CPI adjusted for the next two years. The level of sustainable funding would then be reset for the next (4^th) year and CPI adjusted in each of the next two years.

The basis for determining the sustainable level of funding would need to be developed and the implications for the Funding Board explored.

30. Option 6 - Strong Funder

This option remaps the relationship between the regional amenities and the Auckland Council with Auckland Council providing funds directly. Under this option the ARAFA legislative framework would be amended so that:

· the regional amenities apply to Auckland Council directly for funding

· three year rolling funding cycle / supporting information applies

· Auckland Council sets the funding envelope

· Auckland Council prepares and adopts the Funding Plan

· the role of the Funding Board becomes one of providing expert advice to Auckland Council

· the regional amenities report annually to the Auckland Council.

Auckland Council sets the funding envelope

The funding envelope from which contributions to the regional amenities would be drawn would be set for the 10 year period though the Council’s Long Term Plan process. This longer term approach to funding would likely require a review of the information required in support of setting the envelope.

Auckland Council prepares and adopts the Funding Plan

The Funding Plan mechanism could be similar to the status quo or be modified in terms of the process and matters to be taken into consideration.

The role of the Funding Board

The Funding Board’s role would change to one of providing expert advice to assist Auckland Council. Appointments may still be made by Auckland Council and by the regional amenities.

Repeal of the existing ARAFA framework and replacement with an Auckland Council policy framework

31. Under this model the existing ARAFA legislative framework would be repealed and replaced with a policy framework established and maintained by Auckland Council.

32. Option 7 - Auckland Council Dedicated Fund

The repealed ARAFA legislative framework would be replaced by a specific policy of Auckland Council where:

· Auckland Council sets the funding envelope

· there is no Funding Board and the regional amenities apply to Auckland Council for funding

· Auckland Council considers applications and determines the funding allocated following public consultation

· there is separate policy and consideration for different types of amenity – for example, safety, arts & culture and facilities for example.

· a three year rolling funding cycle with supporting information would apply

· the amenities annually report to the Auckland Council.

This option replicates many of the policy intentions of the Strong Funder option within Auckland Council formulated policy, though without the legislation or the Funding Board. As Council policy, the funding model/policy framework would be amenable to any amendment subsequent Councils may require.

Evaluation

33. The evaluation involves considering the performance of each option against the criteria, relative to the performance of the status quo. Working closely with the amenities representatives, this process is currently underway and the results will be reported to the Finance and Performance Committee on 17 September 2015. The evaluation will identify the preferred option/s which may be a refined version, comprising different elements of the options proposed.

34. Local board feedback on the level of changes proposed in the options and the impacts on local boards and local communities (if any) is sought and will be an input into the evaluation along-side feedback received from the Funding Board and Regional Facilities Auckland.

35. From the work completed to date it is clear that Option 4- ‘Alignment/Groupings’ is compromised. The idea of grouping amenities by the nature of their operations is unworkable due to the extent of the difference between each of the regional amenities. The other features of this option continue to offer merit however and will be included in the evaluation.

36. Implementation is a particular consideration in addition to the identified criteria. With the exception of the status quo, each option will require further work to become operational. The amount of work required and the level of complexity is likely to:

· be less from options seeking improvement within existing frameworks (options 2, 3 and 4)

· increase where improvements are sought through amendments to the Act (options 5 and 6)

· further increase with the repeal of the Act and its replacement by an alternative regime (option 7).

37. Seeking amendments to or the repeal of the Act would require sponsorship by a Member of Parliament to drive it through the Parliamentary processes. These include three readings in Parliament and the Select Committee Hearings process. The Act is a private Act. A private bill seeking changes would be subject to parliamentary processes required and it is not possible to indicate the time it might take for it to be enacted.

Next Steps

38. Local Board feedback will be collated and incorporated into the final report to the Finance and Performance Committee on 17 September 2015.

Consideration

Local Board views and implications

39. The ARAFA funding model review considers the funding model established under the ARAFA legislation and will not directly impact on local board funding or decision-making. However, communities across all of Auckland are able to benefit from the services and facilities provided by the amenities funded through the Act.

40. Local board views on the level of change proposed in the options and their impacts on local boards (if any) are being sought via this report. This report follows a memo circulated to Local Board Chairs in February 2015 and a briefing to Local Board Chairs and members on 22 June 2015. This report follows the structure of that briefing while elaborating on the information provided.

Māori impact statement

41. The ARAFA funding model review focuses on how Auckland Council’s funding contribution to the specified amenities is determined. Using Whiria Te Muka Tangata: The Māori Responsiveness Framework as a lens there do not appear to be any statutory or treaty obligations, direct Māori or value Te Ao Māori outcomes affected by this review. Enquiries were made of mana whenua in March 2015 to ascertain whether the ARAFA funding model review held any interest. No interests were identified.

Attachments

No.	Title	Page
a View	Auckland Regional Amenities Funding Act Review	3

Signatories

Authors

Alastair Cameron - Principal Advisor CCO Governance and External Partnerships

Wayne Brown - Lead Strategic Advisor Strategic Scanning

Authorisers

John Bishop - Treasurer and Manager CCO Governance & External Partnerships

Jacques Victor - GM Auckland Plan Strategy and Research

Carol McKenzie-Rex - Relationship Manager

Ōtara-Papatoetoe Local Board

17 August 2015

Ōtara Papatoetoe Local Board members portfolio update

File No.: CP2015/15841

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