Agenda of Waiheke Local Board

Waiheke Local Board

25 February 2016

ITEM TABLE OF CONTENTS PAGE

1 Welcome 5

2 Apologies 5

3 Declaration of Interest 5

4 Confirmation of Minutes 5

5 Leave of Absence 5

6 Acknowledgements 5

7 Petitions 5

8 Deputations 5

9 Public Forum 5

10 Extraordinary Business 5

11 Notices of Motion 6

12 Councillor's Update 7

13 Waiheke Local Board Performance Report for six months ending December 2015 9

14 Auckland Transport Quarterly Report 41

15 Auckland Transport Report - February 2016 65

16 Matiatia planning 77

17 Hearing Panel to hear submissions on the Alison Park Reserves Act processes. 99

18 Locally Driven Initiatives projects 101

19 Community Led Small Build Programme 109

20 Professional Development - Women in Politics Inaugural AGM and Board Elections 115

21 Regional Pest Management Plan Submission 117

22 Marine Protected Areas Submission 143

23 Formal Feedback on the Auckland Council Submission on the Emissions Trading Scheme Review 2015/2016 145

24 Draft Business Improvement District Policy (2016) – local board feedback 149

25 Chairperson's Report 291

26 Governance Forward Work Programme 301

27 Waiheke Local Board Workshop Record of Proceedings 307

28 Reports requested/pending 317

29 List of resource consents 325

30 Consideration of Extraordinary Items

1 Welcome

Kua uru mai a hau kaha, a hau maia, a hau ora, a hau nui,

Ki runga, ki raro, ki roto, ki waho

Rire, rire hau…pai marire

Translation (non-literal) - Rama Ormsby

Let the winds bring us inspiration from beyond,

Invigorate us with determination and courage to achieve our aspirations for abundance and sustainability

Bring the calm, bring all things good, bring peace….good peace.

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 Waiheke Local Board:

a) confirm the ordinary minutes of its meeting, held on Thursday, 28 January 2016, as a true and correct record.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

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

8 Deputations

Standing Order 3.20 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Waiheke 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.

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

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.

Waiheke Local Board

25 February 2016

Waiheke Local Board Performance Report for six months ending December 2015

File No.: CP2016/01176

Purpose

1. To update the Waiheke Local Board members on progress towards their objectives for the year from 1 July 2015 to 30 June 2016 as set out in the Local Board agreement.

Executive Summary

2. A financial performance report is presented to the local boards for the accounting quarters ending September, December, March and June.

3. Auckland Council departments also present quarterly performance reports to the local boards

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

5. The attached report contains the following reports this quarter

· Local Community Services including Libraries

· Local Environmental Management

· Local Sports Parks and Recreation

· Local Board Financial Performance

Recommendation/s

That the Waiheke Local Board:

a) Receive the Performance Report for the Waiheke Local Board for six months ending December 2015

Comments

6. In consultation with local boards this report provides the elected members with an overview of local activities from council departments for discussion.

Consideration

Maori impact statement

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

Attachments

No.	Title	Page
a View	Waiheke Local Board Performance Report for 6 months ending December 2015	11

Signatories

Authors

Sugenthy Thomson - Lead FInancial Advisor

Authorisers

Christine Watson - Manager Financial Advisory Services - Local Boards

John Nash - Senior Local Board Advisor

Waiheke Local Board

25 February 2016

Auckland Transport Quarterly Report

File No.: CP2016/01793

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 from 1 October to 31 December 2015.

Attachments include:

A – Auckland Transport activities by local board area

B – Travelwise Schools activities by local board area

C – Decisions of the Traffic Control Committee by local board area

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 Waiheke Local Board:

a) Receives the Auckland Transport Quarterly Update report.

Comments

Significant activities during the period under review

Strategy and Planning

2. Transport for Future Urban Growth (TFUG)

Under the new business case approach AT has got approved funding to develop growth-related Programme Business Cases (PBCs) to identify the transport infrastructure needed within the next 30 years for the growth areas identified in Auckland Council's Future Urban Land Supply Strategy. The areas to be assessed are the Northwest, Southern, Northern and Warkworth areas. A multi-disciplinary and cross organisational team has been developed and is currently working from a co-located space on the four areas. Procurement is well advanced and consultant teams are on board with a number of workshops planned in January and February.

3. Central Access Strategy

A Strategic Case was jointly developed by the investment partners, and approved by NZTA in November 2015, agreeing the problems faced for access to the city centre. A PBC is underway to identify and agree a programme of options to address the problems, with a high level costs and benefits analysis.

PT Development

4. Double Decker Network Mitigation works

Each route is in a different project phase. By Jun-2018, the following routes are planned to be completed:

· Mt Eden (31 March 2016)

· Northern Express 2 (30 Jun 2016)

· Great North (31 March 2017)

· Manukau (30 June 2017

· Remuera

· New North

· Onewa

Botany bus route 500 (from Botany Town Centre to Britomart) has been cleared.

5. PT Safety, Security and Amenity

Involves enhancing station safety, security and amenity. Current projects include completion of Ellerslie Station canopies, upgrade to Morningside Level Crossing and electronic gating at Manurewa Station. Programmed activities in various phases on these projects are:

· Ellerslie canopies will be completed January 2016

· Morningside Level Crossing Improvement construction work planned for April/May 2016 and interim improvements were completed in November 2015

· Manurewa gates in early design stage.

6. City Rail Link

Enabling Works Contract 2, construction of pipe jack (services relocation) commenced (Albert Street) on 21 December 2015. Enabling Works Contract 1, Britomart to Lower Albert Street and Contract 2, Lower Albert Street to Wyndham Street, is to commence in May 2016. Main Works: Construction to start in 2018/19 FY subject to funding agreement with Government.

PT Operations

7. Highlights for the quarter

· SuperGold Travel – a competitive tender process for SuperGold funding exempt ferry services from downtown Auckland to Matiatia Wharf, Waiheke – as per MoT directive. The tender process resulted in two operators being eligible for SuperGold reimbursements from 1 January 2016. Super Gold card holders conversion onto HOP cards has commenced, for delivery by 1 July 2016. This will mean seniors will be required to use HOP cards to access free PT SuperGold travel.

· Integrated Fares – just prior to Christmas Thales delivered the first release of version 7.0 (customer facing enhancements) for Integrated Fares, ready for AT to commence testing. Some minor changes to zone boundaries were also approved to mitigate some passengers who would have had fare increases under integrated fares. Initial testing of version 7.0 has commenced. Integrated fares implementation is targeted for mid-2016. A late February 2016 annual PT Fares review will be implemented as a stepping stone to integrated fares.

· Ferry Improvements – Waiheke Ferry Services: strong growth has been experienced on the route during the year, reaffirming the route as being the most popular on the Auckland Ferry network. A local initiative to display interpretative signage at Matiatia was delivered with the Waiheke Local Board in the last quarter, and way-finding signage was updated and replaced at Matiatia as well. Next quarter will see the installation of a purpose-built customer information/ticket office by Explore. Overall patronage to Waiheke has grown over 10% in the last 12 months with the combination of Fullers and Explore services.

Road Design and Development

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

Future proofing of the SMART route on the Kirkbride (trench) intersection is progressing together with the infrastructure works by Highway Network Operations of NZTA. This element of the project is expected to be complete in 2022. AT is working with the East West team to ensure the projects are well aligned at the critical points. The indicative business case is being updated for LRT and heavy rail. The cycle strategy for the wider Mangere area is also underway.

9. AMETI – Pakuranga Road Busway

Involves provision of a signalised Panmure roundabout, two-lane busway, Walking and Cycling facilities, Panmure bridge upgrade and upgrades to existing bridge and local roads towards Pakuranga Town Centre. A completion date is subject to the outcome/approval of a revised delivery strategy by the AT Board by February 2016. The Notice of Requirement lodgement is ready to proceed, with lodgement pending the outcomes of cultural mitigation discussion. The expected lodgement date is mid-February 2016.

10. Tamaki Ngapipi Intersection Safety Improvements

Involves installation of traffic lights at the Tamaki Drive/Ngapipi Road intersection to address safety issues. The design aims to encourage shared use by reducing conflict points and maintaining efficient movement through the intersection. The AT Board has approved the preferred option, that allows five Pohutukawa trees to be retained, and this option will be taken forward to consenting and construction. Detailed design is underway to finalise the proposal for consenting.

Services

11. Community and Road Safety Programme

· Delivered alcohol checkpoints in partnership with NZ Police

· Delivered child restraint checkpoints and Plunket promotions in partnership with NZ Police

· Delivered safety messages to motorcycle riders regarding high visibility vests and training in Northcote

· Delivered a targeted social media campaign for high risk young drivers in Henderson

· Delivered a ‘Train the Trainer’ course to local community and NZ Police for Learners Licence in Henderson

· Delivered learner and restricted licencing programmes to high risk young drivers in Mangere

· Delivered a targeted social media campaign for high risk young drivers in Mangere

· Supporting ACC and NZTA Young Drivers Signature programme in Mangere.

12. Commute Travel Planning

· Unitec Travel Plan – Unitec won the 'Think outside the car award for creative excellence' for its cycling programme including installation of 10 covered, student-designed bike racks

· Waitemata District Health Board was awarded the carpooling award at the AT Commute awards for its Carpooling programme.

13. Travel Demand (2015/16 Year)

Transport Choice campaign – ‘Time to cool your love affair with your car' video campaign was promoted for eight weeks primarily via online media and the AT website. Promoted travel choice and encouraged Public Transport, Walking, Cycling, Carpooling and Flexi-working. Over 625,000 views of the videos are recorded – which is a high rate and demonstrates increased awareness.

Road Corridor Delivery

14. The Assets 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 Auckland’s roading assets.

15. Road Corridor Delivery

· In the 2015/2016 financial year AT is planning to deliver 37.7 km of pavement rehabilitation, 480.1 km of resurfacing (comprising 88.9 km of hotmix and 391.2 km of chip sealing), 75.7 km of footpath renewals and 82.7 km of kerb and channel replacement.

Table 1: Progress against Asset Renewal Targets

· Pavement rehabilitation projects have been completed on Kohimarama Road, Ranui Station Road, Edmonton Road, Robertson Road, Te Irirangi Drive, Ormiston Road, Whitford Road, Glenbrook Road, Linwood Road, Clyde Road, Lakeside Drive, Maygrove Drive, Brigham Creek Road, Mokoia Road, Kahika Road, Diana Drive, Glenmore Road, South Head Road, Waitoki Road, Mahurangi East Road, Hector Sanderson Road and Blind Bay Road. Further projects are underway on College Road, Hunua Road, Roscommon Road, St George Street, Bairds Road and Cavendish Drive.

· Contracts have been awarded to two suppliers for the provision of LED luminaires for the 2015/16 year. In the 2015/16 year approximately 11,000 of the existing 70W HPS lamps on the network will be replaced with LED luminaires and connected to the new central management system. Initially most will be in the central and north contract areas. The LED retrofit programme is being accelerated with the aim of completing the replacement of all the existing 70W HPS lamps by 1 July 2018 so as to maximise the available subsidy from the NZTA.

16. Road Corridor Access

· Monitoring of Temporary Traffic Management (TTM) at work sites is continuing to ensure compliance with the approved traffic management plans and to identify opportunities for improvement. The average percentage of low risk sites for Quarter 2 is 94% (against the target of 90%)

· With an anticipated dip in numbers for December, the Corridor Access Request (CAR) team continues to process around 1,300 applications per month. These requests are for AT operations (inclusive of CRL) and various utility operators to access and maintain the assets sitting within the road corridor. Access is also sought by private operators and individuals who need to access the road network to undertake activities such as private water connections etc.

17. Strategic Asset Management and Systems

· AT inherited an inventory of 117 permanent traffic counting sites across the Auckland region. These comprise inductive loops installed in the road pavement which detect passing vehicles through electro-magnetic induction. The loops provide details of traffic flows by vehicle category. In addition, AT can deploy pneumatic tubes installed across traffic lanes to undertake ad-hoc traffic counts. These are used where there are no permanent loops installed.

· The information generated by the loops provides an ongoing record of traffic growth across Auckland, which is used to inform infrastructure design as well as providing current and trend information for the Auckland traffic and growth models managed by the Auckland Joint Modelling Applications Centre (JMAC). The output from these models has been used in the development of the Integrated Transport Programme (ITP), defining AT’s road hierarchy for ONRC, and will be used for the Auckland Transport Alignment Project (ATAP).

· During the period October to December inclusive, a total of 493 traffic counts were undertaken using a mixture or permanent sites and pneumatic tubes. Additionally, 57 additional counts were undertaken over the Christmas holiday period to identify recreational traffic flows which may be significant at certain locations. Sixteen of these were on Waiheke and four on Great Barrier Island.

Attachments

No.	Title	Page
a View	Auckland Transport activities by local board area	47
b View	Travelwise Schools activities by local board areav	57
c View	Decisions of the Traffic Control Committee by local board area	59
d View	Report against local board advocacy issues	61
e View	Report on the status of the local board’s projects under the Local Board Transport Capital Fund (LBTCF)	63

Signatories

Authors	Various Auckland Transport authours
Authorisers	Jonathan Anyon, Elected Member Relationship Team Manager, Auckland Transport

Waiheke Local Board

25 February 2016

Auckland Transport Report - February 2016

File No.: CP2016/01836

Purpose

1. The purpose of the 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 Waiheke Local Board and its community; matters of general interest relating to Auckland Transport activities or the transport sector; and Auckland Transport media releases for the information of the board and community.

3. In particular, , this report provides an update on;

· Response to Resolution WHK/2015/173

· Road Encroachment, Beach Parade, Oneroa

· Local Consultations

· Media

Recommendation/s

That the Waiheke Local Board:

a) Receives the Auckland Transport Report – February 2016.

b) Endorses the proposal from the owner of 34 Beach Parade, Oneroa.

Comments

Response to resolution WHK/2015/173

4. During the November Business Meeting of the Waiheke Local Board, the board passed the following resolution;

Resolution number WHK/2015/173

Moved by Chairperson PA Walden, seconded by Member R Ballard;

That the Waiheke Local Board:

a) Receives the Auckland Transport Report – November 2015

b) Requests the following be included in monthly reporting from Auckland Transport to the Local Board business meetings commencing December 2015 and monthly from that time;

i. A record of the number of passengers arriving and leaving Kennedy Point and Matiatia ferry terminal on a daily basis.

ii. A record of the number of vehicles arriving and leaving the island on a daily basis including a breakdown of how many of these are trucks.

iii. A record of wharf tax revenue collected daily.

iv. A record of daily bus usage on the whole Waiheke network.

v. A breakdown of all spending from the wharf tax collected.

5. Response as follows;

i. This information is only available on a monthly basis and is not split down by arrivals or departures.

Recorded numbers using services which arrive or depart from Kennedy Point are;

· December 2015 - 29,990

· January 2016 - 29,852

Recorded numbers using services which arrive or depart from Matiatia are:

· December 2015 - 248,976

· January 2016 - 242,575

ii. This information is not currently collated for this purpose, nor is it available within Auckland Transport broken down on a daily basis. Whist passenger tax information relating to the use of Kennedy Point Sealink services is collated; it is not currently recorded and broken down to vehicle types. The information requested is held by Sealink and not Auckland Transport and is regarded as commercially sensitive.

iii. This information was previously collected and reported on yearly, however will now be supplied on a 6 monthly basis, due to the reporting mechanisms currently in place, see attachment “A”.

iv. Auckland Transport does not currently have the mechanisms set up to supply daily records, however can supply a monthly record of bus usage, with the following limitations;

· Fullers monthly pass holders get bus travel included

· There are a number of tourist passes that include bus travel

· As a result there is a risk that the bus driver’s may not always record boarding’s (even with best intentions) and this could be worse during the very busy periods.

These limitations are likely to change once simplified fares are introduced.

· Recorded Bus Patronage for Waiheke Bus Company

December 2015 - 71,227 passengers

January 2016 - 68,485 Passengers

v. All expenditure information is collated and coded against general cost categories for activities undertaken at the wharfs. There is no detailed breakdown available of individual spend against individual assets or service.

Road Encroachment, Beach Parade, Oneroa

6. In 2015 the owner of 34 Beach Parade, Oneroa applied for and was issued a resource consent from Auckland Council to move a shed on his property backwards a few meters and to erect a fence on his front boundary.

7. During the process of identifying the actual boundary it was realised that the front, Western point of the boundary is currently on the sealed road. As shown in attachment “B”.

8. Subsequent discussions between the owner and Auckland Transport, have concluded that if the proposed fence was erected, it would impinge on the width of the carriageway and therefore restrict vehicle usage and use of this road and entrance to the beach area.

9. Auckland Transport therefore proposed to purchase the land (area as shown in Attachment ‘B”) from the owner so that he could erect a new fence in the current location of the existing fence, this would in turn allow unrestricted access to the road and beach.

10. However the owner has since suggested that he would be happy to gift the piece of land in question to Auckland Council, in the event Auckland Transport then extends the existing bollards 20 meters along the front of his property on the opposite side of the road to offer ongoing protection to the trees and root zone under the drip line.

11. This would also stop vehicles being parked half on the road and blocking or limiting the access to his driveway.

Local Consultations

12. Consultation documents for the following proposals have been provided to the Waiheke Local Board for its feedback. As the Board’s transport portfolio holders provide feedback on the Board’s behalf, the material below is included for general information purposes only.

13. 13-15 Belgium Street – Countdown, feedback was requested on the attached proposal. Attachment “D”.

Media

Cyclists are seeing the light and heading to Nelson St

14. The magenta walking and cycling path over Auckland’s Spaghetti Junction is proving popular with thousands of people trying it out in the first couple of weeks. On the opening day almost 2800 people cycled on Lightpath, Te Ara I Whiti, with hundreds more on foot enjoying the sweeping views across the city and harbour.

15. With a number of inner city cycle projects being completed in the next two to three years, AT predicts a real growth in the number of people choosing to bike into the city. Assuming the inner city network is completed, Auckland Transport projects 1400 cycle movements per day on Nelson St by 2026.

16. Below is a table of the number of cycle movements over Lightpath and Nelson St, south of Wellesley St (the figures are in both directions but does not include pedestrians).

Date	Nelson Street	Nelson Street Lightpath Counter
Thu 3 Dec	1064	2797
Fri 4 Dec	511	1086
Sat 5 Dec	612	1685
Sun 6 Dec	776	2231
Mon 7 Dec	463	892
Tue 8 Dec	514	684
Wed 9 Dec	436	806
Thu 10 Dec	420	840
Fri 11 Dec	280	380
Sat 12 Dec	443	1153
Sun 13 Dec	295	787
Mon 14 Dec	435	728

Consideration

Local Board views and implications

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

Māori impact statement

18. No specific issues with regard to the Maori Impact Statement are triggered by this report.

General

19. The activities detailed in this report do not trigger the Significance Policy. All programmes and activities are within budget/in line with the council’s annual plan and LTP documents and there are no legal or legislative implications arising from the activities detailed in this report.

Implementation

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

Attachments

No.	Title	Page
a View	HGI Wharf Network 2015	69
b View	Beach Parade road encroachment dimensioned	71
c View	Beach Parade	73
d View	Belgium St consultation plan	75

Signatories

Authors	Ivan Trethowen, Elected Member Relationship Manager, Auckland Transport
Authorisers	Jonathan Anyon, Elected Member Relationship Team Manager, Auckland Transport

Waiheke Local Board

25 February 2016

Matiatia planning

File No.: CP2016/01903

Purpose

1. Seeking the Waiheke Local Board’s approval to contract Direction Matiatia to lead a comprehensive strategic plan for Matiatia in partnership with the community, the council and mana whenua.

Executive Summary

2. The board has a priority within their 2014 Local Board Plan to lead a comprehensive strategic plan for Matiatia in partnership with the community, the council and mana whenua.

3. The board recognises the Matiatia Directional Plan (approved 2009) as the current planning framework for Matiatia and would like to see this developed into an integrated plan including transport, economic, environmental and cultural considerations.

4. There is no budget within the Long Term Plan (LTP) for future development of Matiatia and obtaining support to progress further place-shaping has been difficult.

5. Direction Matiatia presented to the board at its meeting held January 2016 and they expressed an interest in assisting the board with a masterplanning exercise for Matiatia.

6. The board feel this is the best opportunity to progress a masterplanning exercise to inform future development at Matiatia and to address long standing issues.

7. It is recommended the board allocate funding to contract Direction Matiatia to lead a comprehensive strategic plan for Matiatia in partnership with the community, the council and mana whenua.

Recommendation/s

That the Waiheke Local Board:

a) allocate up to $50,000 Locally Driven Initiatives (LDI) budget to contract Direction Matiatia to lead a comprehensive strategic plan for Matiatia in partnership with the community, the council and mana whenua.

b) delegate board members XYZ to work with Direction Matiatia to confirm project scope, timeframes and budget.

c) note the plan will be developed in discussion with officers from Auckland Transport, Panuku Development Auckland, Auckland Tourism Events and Economic Development (ATEED), Local & Sports Parks, Plans and Places and the Community Empowerment Unit.

Comments

8. The board has a priority within their 2014 Local Board Plan to lead a comprehensive strategic plan for Matiatia in partnership with the community, the council and mana whenua.

9. The board would like to see a community-led masterplanning exercise. They feel it needs to be part of an integrated plan including transport, economic, environmental and cultural considerations. They would also like to investigate a visitor centre / environment centre at Matiatia.

10. The Matiatia Directional Plan (which incorporates the objectives of the draft Matiatia Transport Plan) was endorsed by the City development committee of Auckland city council in May 2009. This document provides a foundation for future planning work. (Attachment A)

11. The board recognises the Matiatia Directional Plan as the current planning framework for Matiatia and wants to see this developed including specific plans around transport, active and public transport and parking considerations.

12. Responsibility for the land and buildings sits with Auckland Transport, Panuku Development Auckland and the Governing Body however there is no budget within the LTP for future development and it has been difficult to gain support and resources to progress further planning.

13. The board have a role in local place-shaping and strategic visioning and are progressing smaller projects within their decision making authority via LDI budgets in the meantime. They have concerns that parking and/or congestion problems continue to grow while decisions on what to do with the land aren’t progressing.

14. At its meeting held 29 January 2016, the board heard a public forum presentation from Direction Matiatia, a group established in June 2013 to consider better long term planning of Matiatia including the marina development application. The group expressed interest in assisting the board with a masterplanning exercise for Matiatia.

15. Direction Matiatia engaged through the recent marina court case, some of New Zealand’s leading landscape, transport and other consultants, who all have an intimate understanding of the issues at Matiatia. They have worked with and supported Auckland Transport and Ngati Paoa as mana whenua.

16. The board feel this is the best opportunity to progress a masterplanning exercise to inform future development at Matiatia and to address long standing issues.

17. The board have $50k allocated within their FY16 LDI budget and $100k forecast for FY17 budget to implement the Matiatia Gateway masterplan.

18. It is recommended the board delegate members to work with Direction Matiatia to confirm project scope, timeframes and budget.

19. It is noted that any masterplanning exercise will need to be developed in discussion with officers from Auckland Transport, Panuku Development Auckland, Auckland Tourism Events and Economic Development (ATEED), Local & Sports Parks, Plans and Places and the Community Empowerment Unit.

Consideration

Local Board views and implications

20. The board have a priority outcome within their 2014 Local Board Plan to complete a strategic plan for Matiatia. The Local Board Agreement includes $50,000 FY16 LDI budget and $100,000 forecast for FY17 LDI budget to implement the Matiatia Gateway masterplan.

21. The board’s role in local planning and development includes local place-shaping activities and local strategic visioning as per the allocation of decision-making table. Decision-making responsibility for Matiatia sits with Auckland Transport, Panuku Development Ltd and the Governing Body. The board are advocating for decision-making for the Matiatia area.

Māori impact statement

22. Ngati Paoa as mana whenua are considered a key stakeholder and will be involved in all stages of the project.

Implementation

23. Following approval of the report recommendations officers will liaise with the delegated board spokesperson/s and Direction Matiatia to confirm final project scope, timeframes and budget.

Attachments

No.	Title	Page
a View	Matiatia Directional Plan 14 May 2009	81

Signatories

Authors	Janine Geddes - Local Board Advisor
Authorisers	John Nash - Senior Local Board Advisor

Waiheke Local Board

25 February 2016

Hearing Panel to hear submissions on the Alison Park Reserves Act processes.

File No.: CP2016/01231

Purpose

1. The purpose of this report is for the Waiheke Local Board to confirm the hearing date and panel members to hear submissions and objections for the Alison Park management plan variation and reclassification of the footprint of the Oneroa Bowling Club.

Executive Summary

2. At its meeting held 22 October 2015, the board endorsed the Alison Park Concept Plan for public notification and community feedback, as follows:

Alison Park concept plan and future use of building

Resolution number WHK/2015/1

MOVED by Deputy Chairperson BM Treadwell, seconded by Member RE Ballard:

That the Waiheke Local Board:

a) endorses the draft Alison Park Concept Plan, as shown in Attachment A, and requests this be publically notified to seek the community’s feedback on this.

b) request staff from Community Development, Arts and Culture call for Expressions of Interest to lease the former Oneroa Bowling Club building on Alison Park to a community group or groups that would then make the building available through a booking system to wider community use.

c) request Community Development, Arts and Culture staff assess all applications to the Expressions of Interest to lease the former Oneroa Bowling Club building at the end of the advertising period and report back to the local board with a recommendation for a suitable tenant.

d) supports the notification of a minor variation or review to the Alison Park Management Plan in accordance with section 41(9) of the Reserves Act 1977 to remove reference to the Oneroa Bowling Club and to state the building will be leased to a community group or groups that would then make the building available through a booking system to wider community use.

e) resolves that in accordance with of section 41(5A) and 41(9) of the Reserves Act that the public notification of the intention to undertake a minor review of the management plan was effectively covered by the initial round of consultation on the community’s views on the future of the building.

f) supports the public notification of a reclassification of approximately 330m² of Alison Park, being the footprint of the former bowling club building, from recreation reserve to local purpose (community buildings) reserve in accordance with section 24 of the Reserves Act 1977.

g) allocate $30,970 from the board’s FY16 locally driven initiatives budget (Reserve Management Plan) to progress and complete this Alison Park project.

h) that the chair be delegated final approval on the final consultation material including submission form and revised Alison park reserve management plan updates.

i) thanks Annette Campion and Gary Wilton for their attendance.

CARRIED

3. Public consultation opened on 14 November 2015 and closed on 15 January. Of the 35 submissions, 13 have indicated they wish to be heard. Of the 35 submitters 23 supported the management plan variation and 7 opposed this, while 21 supported the reclassification and 9 opposed this.

4. It appears from some of the comments that the complex requirements of the Reserves Act have not always been understood by the submitters. The objections to the management plan variation and reclassification predominantly focus on the proposal to lease the building out with the submitters wishing this to be part of the council booking system.

5. The board will proceed with a hearing to consider submissions to the Reserves Act 1977 processes, being the management plan variation and reclassification (of the footprint of the building) to accommodate the proposed community use.

6. This report recommends the board confirms a hearing date of 3 March 2016 and appoint members to the hearing panel to hear submissions.

7. The board are requested to consider appointment of an independent commissioner (with experience in the Reserves Act) on the hearing panel should it be felt necessary.

8. A final decision on the concept plan and use of the building is anticipated by May 2016.

Recommendation/s

That the Waiheke Local Board:

a) Confirms a hearing be scheduled for 3 March 2016 from 5:15pm to hear submissions and objections to the proposed Alison Park management plan variation and reclassification of the footprint of the Oneroa Bowling Club to accommodate the proposed community use as per Reserves Act 1977 requirements.

b) Confirms the hearing panel consist of all Local Board members OR Board members XYZ.

c) Considers the appointment of an independent commissioner to the hearing panel.

Attachments

There are no attachments for this report.

Signatories

Authors	Janine Geddes - Local Board Advisor
Authorisers	John Nash - Senior Local Board Advisor

Waiheke Local Board

25 February 2016

Locally Driven Initiatives projects

File No.: CP2016/01311

Purpose

1. To seek approval from the Waiheke Local Board to allocate budget to Locally Driven Initiatives (LDI) capex projects and to reallocate swimming pool LDI opex budget.

Executive Summary

LDI Capex

2. The Waiheke Local Board has $200,000 LDI capex budget per year to allocate to local capital projects within the board’s decision-making responsibility.

3. The Hauraki Gulf Islands Parks advisor has identified the following projects for possible allocation from this fund:

Project	Budget
Supply of drinking water in four Waiheke Parks	$30,000
Waiheke Sports Club Courts Upgrade	$10,060
Santa Lucia refurbishment for park installation (Community Shed project)	$5,000
Quick response fund (for minor projects needing quick approval)	$10,000
Total:	$55,060

4. This report seeks the board’s approval to allocate funding to these projects and confirm a board spokesperson/s for each approved project.

LDI Swimming Pool

5. The board have $70,000 within their FY16 LDI opex budget allocated to development of a community swimming pool.

6. This project is progressing at a slower rate than anticipated and it is recommended the budget be allocated to a community response fund.

Recommendation/s

That the Waiheke Local Board:

a) Reallocates $70,000 opex from the board’s Locally Driven Initiatives (LDI) budget from swimming pool project to the community response budget.

b) Approves the following projects and confirms the project spokesperson/s:

Project	Budget	Spokesperson
Supply of drinking water in four Waiheke Parks	$30,000
Waiheke Sports Club Courts Upgrade	$10,060
Santa Lucia refurbishment for park installation (Community Shed project)	$5,000
Quick response fund (for minor projects needing quick approval)	$10,000	Delegated to:

Attachments

No.	Title	Page
a View	Supply of drinking water in four Waiheke Parks	103
b View	Waiheke Sports Club courts upgrade application summary	105
c View	Santa Lucia boat refurbishment project	107

Signatories

Authors	Janine Geddes - Local Board Advisor
Authorisers	John Nash - Senior Local Board Advisor

Waiheke Local Board

25 February 2016

Waiheke Local Board Events Priority Funding 2015/2016 Application summary and application assessment
APPLICANT		Waiheke Sports Club INC
LEGAL STATUS			Incporated Society
PROJECT TYPE		Sport and Rec			INDIVIDUAL OR ORGANISATION			Organisation
LOCAL BOARDS BENEFITING		Local Board					Percentage of benefit
		Waiheke Local Board					100
PROJECT SUMMARY
PROJECT TITLE		Waiheke Sports Club Courts Upgrade
PROJECT SUMMARY		1. Reposition tennis net pole holes to align with netball courts & filling in old holes 2. Working bee to weed inside and outside of courts to remove all vegetation 3. Clean courts of any refuse and debris in preparation for courts resurface 4. KiwiCourts resurface courts
PROJECT LOCATION		Waiheke Sports Club, the Causeway, Ostend, Waiheke Island.
PROJECT DATES:		24/01/2016 - 14/02/2016
PROMOTION OF EVENT		We will be putting it on Face book to encourage helpers for the working bee and also once the courts are resurfaced a 'Opening fun day'.
NEED FOR PROJECT		For many years these courts have been getting worse. We have never been in the position to be able to afford to resurface them. In 2015 many of our junior teams trained elsewhere as there were to many injuries from the uneven & whole ridden surface.
COMMUNITY BENEFITS		The ability for Juniors, college, seniors and even possibly masters to train & play netball. Coaching, training and umpire workshops are also possible. The courts are also tennis courts and the Waiheke Tennis club supports having more functioning courts on the island. Other community groups are also interested in ongoing use of the courts.
ACKNOWLEDGE THE LOCAL BOARD		We will place a thank you avert in the local paper and also on our Facebook page & community notice facebook page. If we can, we would like a sign or banner to put up at the 'Opening fun day'
ACTIVE PARTICIPANTS		100			ESTIMATED AUDIENCE			The estimated number who will use there surfaced courts over the next year will be in excess of 200 people
EXPERTISE IN SMILAR PROJECTS		We have many Club members who have a variety of trades who are willing to help and support our club with their skills and expertise.
FINANCIAL INFORMATION/BUDGET
Expenditure Item								Amount
Weed killer to remove weeds								$386.00
Kiwi Courts resurfacing								$30,972.00
Asphalt								$53.00
Total Expenditure								$31,411.00
Income description								Amount
								$0.00
Total Income								$.00
Project contribution								$439.00
Other funders								$20,912.00
Expected income								$0.00
How much are you requesting from this local board								$10,060.00
FUNDING HISTORY
Application Number	Year of funding			Project Title		Programme			Decisions, Amount Allocated
Have not received funding from Auckland Council or local boards previously

Waiheke Local Board

25 February 2016

Community Led Small Build Programme

File No.: CP2016/01531

Purpose

1. This report provides an update on the implementation of the Community Led Small Build programme (‘the programme’).

2. This report also requests that Waiheke Local Board delegate to one or more board members to provide the Local Board’s views on new applications to the programme.

3. For Community Led Small Build projects the Waiheke Local Board will have a decision making role in relation to funding of projects or where projects are to be located on land or in a facility that the local board is the land owner or has delegated decision making.

Executive Summary

4. The programme has been developed following feedback from local boards and community groups on the barriers that communities encounter when trying to progress small build projects for themselves.

5. This initiative aims to support community groups who want to deliver assets for their wider community, examples include changing sheds, connecting paths, public art or refurbished kitchens in community halls. The intention is to support projects that are community priorities and community led, as such at least 80% of the funding or resources need to come from the community with no more than 20% from rate payer sources, for example, local boards LDI Capex or business improvement districts.

6. Projects that do not require funding from local boards will also be eligible. In these cases the local board views will be a factor in deciding whether the project is supported through the programme.

7. For all new applications in the Waiheke Local Board area the Board will be asked for their views on whether the project is consistent with the priorities and preferences of the wider community and on the capability of the community group to deliver. A delegation is requested from the Waiheke Local Board to ensure that new applications can be progressed quickly.

8. If the project is planned to be located on land or in a facility that the local board is the land owner or has delegated decision making on, local board consent will be sought through the standard processes and delegation protocols. .

9. When allocating resources council has to balance community led initiatives with their responsibility to all rate payers. For this reason the programme is focused on simple, smaller projects with the majority of funding coming from the community. The criteria are:

· straight forward and standalone projects

· project cost of $250k or less (including valuing in-kind contributions but not including consent fees)

· community contribution (cash or in-kind) of 80% or greater

· the project is agreed between the community group and council staff prior to work commencing (includes technical and health and safety considerations)

· the project creates an asset, usually on land owned or managed by council, that is accessible to the wider community

10. The support provided by council will include a single point of contact in the new Community Facilities department, a toolkit, consent fees generally covered by council and ongoing maintenance of assets vesting with council. Strategic Brokers in the new Community Empowerment team will also play a key role in working with community groups to build capacity.

11. Implementation of the programme is underway starting with a trial of two community led projects, a bike track in Grey Lynn and a bunkhouse in Whangaparaoa.

12. The programme will be rolled out in full once the initial stages of the pilot projects are evaluated in early 2016. The programme will be evaluated after the first year. The community groups involved and local boards will be asked to provide their feedback as part of that evaluation.

Recommendation/s

That the Waiheke Local Board:

a) Receives the update on the Community Led Small Build programme

b) Delegates to [X] to provide the Local Board’s views on new applications for the programme in the Waiheke Local Board area.

Comments

13. The programme is aimed at supporting communities who want to deliver assets of value to their wider community. The types of projects that may receive support include paths, public art, refurbished kitchens in a community hall or changing sheds. The programme is not designed to support ongoing operational activities. For example if the proposed project is to build a new community garden this programme could support the building of the garden beds and paths, but not the ongoing use of the garden.

14. The programme will predominantly support initiatives on land owned or managed by council however there may be exceptions for projects on land owned by others. Accessibility by the wider community will be a key factor in considering these exceptions.

15. Council has to balance enabling community initiatives with ensuring use of council resources is providing value to rate payers across Auckland. Projects supported through this programme will not be assessed using council’s usual prioritisation frameworks, such as asset management plans, and so need to be simple, smaller projects with the majority of funding coming from the community. As outlined in the executive summary these are key considerations in setting the following criteria for the programme:

· straight forward and standalone projects

· project cost of $250k or less (including valuing in-kind contributions but not including consent fees)

· community contribution (cash or in-kind) of 80% or greater

· the project is agreed between the community group and council staff prior to work commencing (includes technical and health and safety considerations)

· the project creates an asset that is accessible to the wider community (fees can be charged to cover costs and the asset can be secured when not in use)

16. Projects that require notification during the resource consents process will not be considered straightforward unless the notification requirements are limited and all affected landowners provide their support. The requirement for the project to be standalone refers to it not being a part of a larger project, as this could add complexity to the consenting process and is likely to take total costs beyond the $250k threshold.

17. Community groups may receive funding for their project from local board discretionary funds, other council funds (such as the Waste Minimisation Innovation Fund) or a Business Improvement District, however in total this cannot exceed more than 20% of the project cost.

18. The support provided by council will include:

· A single point of contact in council (a project co-ordinator)

· A toolkit including procurement guidance, health and safety checklists and community engagement guidance.

· Consent fees covered by council

· Ongoing maintenance of assets vesting with council

19. Projects will go through a simplified project management process with 4 phases – Apply and Assess, Planning, Delivery and Asset Handover/Evaluation. Gateway assessments during these phases will cover issues such as health and safety, technical requirements and consistency with regional policy and plans.

20. Implementation of the programme is underway starting with a trial of two community led projects, a bike track in Grey Lynn and a bunkhouse in Whangaparaoa. The Grey Lynn Pump Track is a proposed sealed all weather bike track at the northern end of Grey Lynn Park. The Waitemata Local Board support the project and may provide funding.

21. The bunkhouse is proposed overflow accommodation for the Peter Snell Youth Village. The Hibiscus and Bays Local Board support the project but are not providing funding and the project is on land not owned or managed by council. The Peter Snell Youth Village bunkhouse is being used in the pilot to test a project that is not on council land. Accessibility is an important factor for projects not on council land, a fee to cover costs can be charged and assets can be secured when not in use. The Peter Snell Youth Village provides facilities to schools, youth clubs and holiday programmes and provides an opportunity to test the accessibility criteria.

22. The Community Facilities Department, established through the Services Reshape, will be responsible for delivery of the Community Led Small Build programme going forward. A Community Led Projects Co-ordinator will be appointed to lead this programme and facilitate the appropriate level of support across council for each project.

23. Early in 2016, once the initial stages of the two pilot projects have been assessed, the programme will be rolled out more broadly across all local board areas. The programme will be trialled for a year to assess its effectiveness in assisting community groups to deliver assets of value. Those community groups involved and local boards will be asked to provide their feedback as part of that evaluation.

24. Local boards will play an important role in community led small build projects including:

Developing the idea with the community group, ensuring that the views of the wider community are considered

· Potentially providing up to 20% funding

· Providing input into the assessment of new applications

· Promoting the initiative, encouraging support and volunteers across the wider community

· Launch activities and supporting ongoing use of the asset

25. Local board input is important to ensure that the right community initiatives are supported. In particular the Waiheke Local Board will be asked to comment on whether a proposed project is consistent with the priorities and preferences of the surrounding community as reflected in the Waiheke Local Board Plan. The capacity of the community group to deliver the project is also a factor that local board input may be asked for.

26. A delegation is requested from the Waiheke Local Board to one or more board members to provide input on new applications. The delegation is aimed at speeding up the progress for community groups with new applications by eliminating delay due to meeting schedules.

27. If Waiheke Local Board decide to support a community led small build initiative with funding this needs to be managed through a separate process and formally approved by the Board. However, to reduce the demands on the community group the accountability report (on final delivery of project) could be used both for the local board funding requirements and the programme.

28. Local boards will be provided with regular updates on projects that are receiving support under the programme including an update on which projects are at application stage, planning stage, delivery stage and asset handover/evaluation.

Consideration

Local Board views and implications

29. This programme has been developed based on feedback from community groups and local boards that council needs to ‘get out of the way’ for communities who want to deliver small, straightforward initiatives for themselves.

30. An initial proposed approach was presented to Local Board Chairs on 27 July 2015. Local Board Chairs were generally supportive of the approach although questioned whether the $250,000 limit on project cost and 20% funding limit from council were too low. This feedback will be considered when the programme is evaluated after the first year. The applications for support in the first year will provide an indication of whether the current programme design and criteria is effective in supporting community priorities.

Māori impact statement

31. Community groups wanting to improve outcomes for Māori will be able to access this programme. The Community Led Projects Co-ordinator can organise access to expertise within council to support the community group to achieve their goal.

32. Where any aspects of a proposed project are anticipated to have a significant impact on sites of importance to mana whenua, appropriate consultation will follow, led by the Resource Consents team.

Implementation

33. This programme is aligned with the community empowerment model being implemented by council. Strategic Brokers will play an important role in promoting use of the programme and building the capacity and capability of community groups to deliver small build initiatives.

34. The community group leading a project under the programme is responsible for the delivery of the project; however to different degrees they will be reliant on input from council staff. Simple projects will predominantly be delivered by the community group with a low level of reliance on council process. More comprehensive projects will need more project management, technical input and will need to go through the consenting process.

35. Council will endeavour not to cause delay to a Community Led Small Build project over and above the necessary time required for consents, health and safety, legal and procurement processes.

Attachments

There are no attachments for this report.

Signatories

Authors

Karen Titulaer - Senior Advisor Strategic Partnerships

Authorisers

Karen Lyons - Manager Local Board Services

Dean Kimption – Chief Operating Officer

Waiheke Local Board

25 February 2016

Professional Development - Women in Politics Inaugural AGM and Board Elections

File No.: CP2016/02335

Purpose

1. This report informs the Waiheke Local board about the Women in Politics Inaugural AGM and Board Elections to be held in Wellington on the 8^th March at the Parliamentary Buildings and invites the Local Board to give approval for Member S Brown to attend.

Executive Summary

2. The Women in Politics Inaugural AGM and Board Elections will be held in Wellington on 8^th March.

3. Women in Politics is an incorporated society of elected women from Local and Central Government in New Zealand. They aim to support women already in politics and improve women's representation in politics in New Zealand by encouraging future generations of women into a life of politics.

4. The event opens with an afternoon tea at 4:30pm which will also be a networking opportunity. The AGM will commence at 5:30pm and will be followed by the elections.

Recommendation/s

That the Waiheke Local Board:

a) Approves Member S Brown attendance at the Women in Politics Inaugural AGM and Board Elections on Tuesday 8 March 2016 at a cost of $374.54 (Inc. GST) for flights and accommodation to be funded from the FY15/16 professional development budget

b) Notes that any additional expenditure will be paid for in accordance with the current Auckland Council Elected Member Expense Policy.

Costs

5. The Waiheke Local Board Professional Development budget for the 2015/2016 FY is $7500.

6. To date, $1404.21 has been allocated, leaving a balance of $6095.79. The event is free to attend, flights $234.54 and accommodation $140. This adds up to a total cost of $374.54 (Inc. GST).

7. After this expense there would be $5721.25 remaining in the FY 15/16 professional development budget.

Consideration

Local Board views and implications

8. This is a report for the Waiheke Local Board.

Māori impact statement

9. There is no impact on Maori.

Implementation

10. There are no implementation issues associated with the recommendations in this report.

Attachments

There are no attachments for this report.

Signatories

Authors	Sophie McGhee - Democracry Advisor
Authorisers	John Nash - Senior Local Board Advisor

Waiheke Local Board

25 February 2016

Regional Pest Management Plan Submission

File No.: CP2016/01735

Purpose

1. The purpose of this report is to present the Waiheke Local Board’s final submission on the Draft Regional Pest Management Review which was sent to officers on 10 February 2016.

Executive Summary

2. At their meeting on 10 December 2015 a report was presented to the Board requesting feedback on the Draft Regional Pest Management Review.

3. The board delegated to the Chair and Deputy Chair to prepare the board’s submission in consultation with the other Local Board members. Resolution number WHK/2015/187.

4. A community forum on this issue was held on 24 December 2015 to gain community input and views which were then incorporated into the Board’s final submission.

5. The Waiheke Local Board’s final submission will inform the proposed Auckland Regional Pest Management Plan which will be developed for the second stage of consultation (formal public submissions and hearings) in 2016.

6. A copy of the final submission is attached to this report.

Recommendation/s

That the Waiheke Local Board:

a) Notes the Waiheke Local Board’s submission on the Draft Regional Pest Management Plan.

Consideration

Local Board views and implications

7. Local boards will have a further opportunity to inform to the development of the proposed Regional Pest Management Plan informally and formally in the first half of 2016.

Māori impact statement

8. This report is for information only and therefore does not have direct impact on Maori. Future agenda items may have implications for Maori and the Auckland Plan identified Maori outcomes which will be addressed in the respective reports.

Implementation

9. The Board’s submission will be taken into consideration when the Regional Pest Management Plan is formalised.

Attachments

No.	Title	Page
a View	Final Local Board Submission on RPMP	119

Signatories

Authors	Sophie McGhee - Democracy Advisor
Authorisers	John Nash - Senior Local Board Advisor

Waiheke Local Board

25 February 2016

Draft Business Improvement District Policy (2016) – local board feedback

File No.: CP2016/02632

Purpose

1. The purpose of this report is to invite local boards to provide formal feedback on the draft Business Improvement District (BID) Policy (2016).

Executive Summary

2. The May 2015 Budget Committee approved a review of the BID policy to be undertaken in collaboration with business improvement districts and local boards. The committee also approved a new service delivery model for Auckland Council’s BID programme team. Both need to be operational by 1 July 2016, as per resolution number BUD/2015/62.

3. The primary objective for reviewing the 2011 policy is to clarify and confirm the roles, responsibilities and accountability required for each of the partner groups that have a key role in delivering the Auckland BID Programme. The review is required, as there will be significant changes to the roles of the different partner groups, as part of the move to the new service delivery model. BID Policy (2016) project scope does not include a review of the principles of having a BID programme.

4. BID programmes are based on Auckland Council collecting a targeted rate for core funding – collected using powers under the Local Government (Rating) Act 2002. They are represented by business associations, which are independent incorporated societies sitting outside Auckland Council. Local boards have the primary relationship with business associations operating BID programmes in their area.

5. The December 2015 Regional Strategy and Policy Committee approved the draft policy for consultation (resolution number REG/2015/103).

6. The BID Policy (2016) includes two separate but linked parts:

· Part 1 – Policy – sets the rules “the what to do”

· Part 2 - Policy Operating Standards – “the how to do”

7. Business associations operating existing BID programmes, local boards and stakeholders have had opportunities to input into the development of BID Policy (2016).

8. Local boards are now being invited to provide formal feedback on a revised draft policy (attachment A the policy and attachment B the operating standards).

9. Feedback from local boards will help shape the further development of BID Policy (2016). It would be, however, particularly useful to get local board views on a number of matters outlined below:

i. Are local boards’ roles and responsibilities clear in respect of BID programmes?

ii. Do you agree that BID programmes below $100k target rate income per annum should (normally) have audited financial accounts every two financial years to reduce costs for smaller BID programmes?

iii. Do you consider that the processes outlined to handle problems, issues and serious concerns are fair to all parties and provide enough clarity?

10. Officers are working to ensure that the policy aligns with Auckland Council’s Māori Responsiveness Framework and are in contact with the Independent Maori Statutory Board to discuss relevant opportunities to leverage the Auckland BID Programme.

Recommendation/s

That the Waiheke Local Board:

a) Provides feedback on the draft Business Improvement District Policy (2016) or,

b) Delegates to the chair and member(s) to provide feedback on the draft Business Improvement District Policy (2016) before the feedback deadline of 31 March 2016.

Comments

BID programmes

11. BID programmes are based on Auckland Council collecting a targeted rate to provide core funding to business associations using powers under the Local Government (Rating) Act 2002. The business associations, which are independent incorporated societies sitting outside Auckland Council, deliver the BID programmes.

12. BID programmes are established to develop local business prosperity and local economic development. They are defined by a partnership agreement between each business association and Auckland Council, in which both parties agree to operate within the BID Policy.

13. Local boards have the primary relationship with business associations operating BID programmes in their area including:

i. As collaboration partners – local boards and business associations have a vested interest in a particular place and share similar goals. Working collaboratively will achieve greater outcomes.

ii. As governors – local boards have significant decision-making responsibly for BID programmes, including recommending to the governing body to strike a BID programme target rate and around BID programme establishments, expansions amalgamations and disputes.

BID Policy (2016)

14. The May 2015 Budget Committee approved a review of the BID policy to be undertaken in collaboration with business improvement districts and local boards. The committee also approved a new service delivery model for the Auckland Council BID programme team. Both need to be operational by 1 July 2016, as per resolution number BUD/2015/62.

15. The primary objective for reviewing the 2011 policy is to clarify and confirm the roles, responsibilities and accountability required for each of the partner groups that have a key role in delivering the Auckland BID Programme. The review is required, as there will be significant changes to the roles of the different partner groups, as part of the move to the new service delivery model. BID Policy (2016) project scope does not include a review of the principles of having a BID programme.

16. The BID Policy (2016) establishes the rules and responsibilities of the Auckland BID Programme. It will replace the Auckland Region Business Improvement District Policy (2011), from the date of adoption by Auckland Council.

17. The BID Policy (2016) includes two separate but linked parts:

· Part 1 – Policy – sets the rules “the what to do”

· Part 2 - Policy Operating Standards – “the how to do”.

18. The December 2015 Regional Strategy and Policy Committee approved the draft policy for consultation (resolution number REG/2015/103). Business associations operating BID programmes were invited to provide feedback on the draft policy by 18 December 2015.

Consultation to date

19. The consultation process commenced in September 2015 and partners and stakeholders have had a number of opportunities to provide feedback.

20. Business associations (operating BID programmes) have been invited to attend a number of workshops in September and November to discuss the key themes for policy change and the draft policy. Sixteen separate written submissions on the draft policy were received by business associations by the 18 December deadline.

21. Key sector and industry groups that are represented in BID programme areas and subject matter experts have been asked for feedback on the draft policy. Feedback has been received from Independent Election Services and The Property Institute.

22. Other stakeholders have indicated that they will provide feedback in the next few weeks. Feedback from stakeholders will be incorporated into the revised draft policy.

Differences between BID Policy 2011 and 2016 and feedback received

23. There are a number of key themes for policy change that have helped shape the development of the draft BID Policy (2016). The themes have been discussed as part of the consultation process with local boards, business associations operating BID programmes and key stakeholders. The table below provides details of the key themes for change between the 2011 and 2016 policies, feedback received and the draft policy response to this feedback.

Key themes for change, feedback received and draft policy response

Key themes for change	Differences between 2011 and 2016	Feedback received and response
Clarify and confirm partner roles	Clearer definitions of the roles of each of the key Auckland BID Programme partners	Feedback: · Business associations concerned about the stated local board delegations Draft policy response: Added wording to clarify the overall intent of these delegations - there should be a focus on creating a collaborative and aspirational relationship between a local board and a business association operating a BID programme · Feedback from local boards and local board services team that some of the draft responsibilities of local board representatives on BID programme boards were not appropriate Draft policy response: Draft roles amended to reflect feedback received.
Accountability - keep full financial audits or proportional relating to size of BID (target rate)	Audits for all BID programmes must report on areas of financial control	Feedback: Business associations were overall in favour of keeping audits. Mixed feedback from local boards - a majority keen to keep audits but others requesting a financial review or proportional requirement to BID programme size. Draft policy response: keep audits but: · BID programmes with target rate income of $100,000 per annum or greater - audits every financial year · BID programmes with a target rate income under $100,000 per annum – audits every two financial years - subject to no serious concerns from previous audit.
Resolution of issues	Clearer definition of issues, concerns and the processes to resolve	Feedback: Concern from a number of business associations that the policy steps too soon into intervention by Auckland Council Draft policy response: Relevant sections in both parts of the policy have been re-written to provide a staged response with a significant number of steps before Auckland Council would consider intervention in the management of the BID programme.
Rating mechanisms -Increasing baseline for new BID programmes	The minimum required for a new BID programme establishment is increased from $50,000 to $120,000 (target rate only)	Feedback: BID programmes were overall in favour of increasing the baseline. Mixed feedback from local boards - some agreed with increasing the minimum but others thought that it would disadvantage smaller and/or less prosperous business areas. Draft policy response: Ideal minimum changed to $120,000 but still with the option to explore new BID programme establishment for proposed target rates less than this on a case-by-case basis (subject to the BID programme proponents meeting establishment criteria outlined in Policy Operating Standards).

Local board feedback on BID Policy (2016)

24. Local boards have provided some feedback at the 19 workshops during September and October 2015 on the key themes of accountability, new BID programme establishment and programme leverage.

25. Local boards are now being asked to provide formal feedback on a revised draft policy (attachment A the policy and attachment B the operating standards).

26. Feedback from local boards will help shape the further development of BID Policy (2016). It would be, however, particularly useful to get local board views on a number of matters outlined below:

i. Are local boards’ roles and responsibilities clear in respect of BID programmes?

ii. Do you agree that BID programmes below $100k target rate income per annum should (normally) have audited financial accounts every two financial years to reduce costs for smaller BID programmes?

iii. Do you consider that the processes outlined to handle problems, issues and serious concerns are fair to all parties and provide enough clarity?

Next steps

27. Feedback from local boards, external stakeholders and any further feedback from business associations (operating BID programmes) will be reviewed by officers and this will help inform the further development of the policy. Officers will then hold a second joint workshop with Regional Strategy and Policy Committee members and local board chairs and/or ED portfolio holders in mid-April, before seeking approval of the final draft version of the policy at the 5 May 2016 committee meeting.

Consideration

Local Board views and implications

28. The consultation process commenced in September 2015 and local boards have had a number of opportunities to provide feedback including:

· A memo was sent to local board members and councillors on 16 September 2015 outlining the purpose and proposed process for developing the policy.

· Following the memo, officers provided a briefing to the Local Board Chair’s Forum on 28 September 2015

· During September and October 2015, officers attended 19 local board workshops to seek feedback on the proposed key themes for policy change

· The draft BID Policy (2016) was work-shopped with members of the Regional Strategy and Policy Committee, local board chairs and local board economic development portfolio holders on 5 November 2015. This workshop provided a progress update and outlined the feedback received from both BID programmes and local boards to date

· A second memo was sent to local board members on 1 December 2015, providing an update on the policy development process, attaching the draft BID Policy (2016) and a summary of local board and business association feedback to date.

Māori impact statement

29. Officers are working with Auckland Council’s Te Waka Angamua Department to ensure that the BID Policy (2016) aligns with the Auckland Council’s Māori Responsiveness Framework.

30. Officers are in contact with the Independent Māori Statutory Board to discuss the policy and opportunities to leverage the Auckland BID Programme.

31. Paragraph 1.9 of the BID Policy 2016 (part 1) outlines the potential to leverage the Auckland BID Programme under the new operational model, working initially within Auckland Council to identify potential opportunities. For example, this could include working closely with key stakeholders and business associations to investigate and pilot opportunities to provide assistance to Māori businesses or facilitate Māori economic development.

Implementation

32. The BID (Policy) 2016 and the new BID Programme Team service delivery model are intended to become operational on 1 July 2016.

Attachments

No.	Title	Page
a View	Draft Business Improvement District (BID) Policy 2016 - Part 1	155
b View	Draft Business Improvement District (BID) Policy 2016 - Part 2	197