Agenda of Albert-Eden Local Board

Albert-Eden Local Board

02 March 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 Granting of a new lease – Learning at the Point Kindergarten 20 Huia Road Pt Chevalier 7

13 Draft Business Improvement District Policy (2016) – local board feedback 13

14 Feedback on the Draft Civil Defence and Emergency Management Group Plan 155

15 Auckland Transport Update - March 2016 225

16 Community-led Small Build Programme 235

17 Performance Report for the Albert-Eden Local Board for the quarter ending December 2015 241

18 Governance Forward Work Calendar 293

19 Governing Body Members' update 299

20 Chairperson's Report 301

21 Board Members' Reports 303

22 Reports Requested/Pending 313

23 Albert-Eden Local Board Workshop Notes 317

24 Consideration of Extraordinary Items

PUBLIC EXCLUDED

25 Procedural Motion to Exclude the Public 323

C1 Special Housing Areas: Tranche 10 323

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 Albert-Eden Local Board:

a) confirms the minutes of its ordinary meeting, held on Wednesday, 3 February 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 Albert-Eden 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.

Albert-Eden Local Board

02 March 2016

Granting of a new lease – Learning at the Point Kindergarten 20 Huia Road Pt Chevalier

File No.: CP2016/01689

Purpose

1. The purpose of this report is to recommend the Albert-Eden Local Board consider granting a new community lease to the Learning at the Point Community Kindergarten Incorporated (LATP) at 20 Huia Road Pt Chevalier.

Executive Summary

2. LATP have been leasing the premises at 20 Huia Road since the mid-nineties after starting activities in an old house on Huia Road in the late 1980s.

3. Since formation of Auckland Council in 2010 the property was managed by the former Auckland Council Property Ltd (ACPL). The property has recently been transferred to the community portfolio so the Albert-Eden Local Board can now consider granting a new lease to the group.

4. The previous lease for the period 1 July 2004 to 30 June 2014 has fully expired and there are no rights of renewal. Since then the group has been holding over on a month by month basis.

5. LATP have applied for a community lease, on the terms and conditions provided in Council’s community occupancy guidelines. Before considering a new lease the Local Board needs to decide whether or not to advertise for expressions of interest to occupy the building. Noting that the community occupancy guidelines are silent regarding fully expired leases, the council community occupancy guidelines provide that in cases of a vacant building, space or land identified as appropriate for development, Council will seek applications through;

· public advertisement

· an expression of interest process

· direct notification to groups who have a registered interest

6. An application from LATP would be considered as part of this process.

7. An alternative is to resolve to grant a lease and to advertise the lease terms and conditions and consult with iwi. Advertising and consulting meets the requirements of the community occupancy guidelines as it provides for public and interested group input if desired. In this case there is no vacancy and LATP wish to continue their activities at 20 Huia Road.

8. This report recommends that the Board resolves to grant a new lease to the Learning at the Point Kindergarten.

9. The Board’s policy when considering community leases is to grant a 3 year lease with a 3 year right of renewal, which defers from the community occupancy guidelines that states a 5 by 5 lease. Therefore, the report recommends that the Board grants a 3 by 3 lease in line with the Board’s policy.

10. The community occupancy guidelines states that the rental be $1 per annum, however the LATP’s previous rental was $5,500 plus GST per annum. Amending the rent will have a significant impact on the Board’s Locally Driven Initiatives budget. It is recommended that the Board continue with the current rent of $5,500 plus GST.

Recommendation/s

That the Albert-Eden Local Board:

a) Grants a new lease to the Learning at the Point Community Kindergarten Incorporated for the premises at 20 Huia Road Pt Chevalier, subject to public notification and iwi consultation and there being no submissions, on the following terms and conditions;

i) A term of 3 years with one right of renewal of 3 years.

ii) Annual rental of $5,500 plus GST per annum

iii) That a community outcomes plan be negotiated with Learning at the Point Community Kindergarten Incorporated and approved by the Local Board Portfolio Holders and attached as a schedule to the lease document

iv) All other terms and conditions in accordance with the council community occupancy guidelines.

b) Authorises staff to advertise and consult with iwi on the Board’s intent to grant a new lease to Learning at the Point Community Kindergarten Incorporated.

c) Requests staff, if required, to report to the Board after advertising on any submissions prior to granting of the new lease.

Comments

11. The Learning at the Point Community Kindergarten Incorporated (LATP) lease of the Council property at 20 Huia Road expired on 30 June 2014. There are no rights of renewal so a new lease is required.

12. The lease was managed by the former Auckland Council Properties Limited (ACPL). This management occurred during the transition to the new Auckland Council in 2010, and although a community use, there was a modest rental generated, so had the appearance of a commercial property.

13. The property has recently been transferred to the community facilities portfolio so the Albert-Eden Local Board can now consider granting a new lease to the group.

14. There are two council owned properties at 18 and 20 Huia Road Pt Chevalier that are used for community purposes. Number 18 is the Community Centre, and number 20 is occupied by LATP. The properties are zoned residential 6a in the current district plan. The properties are owned by Council as fee simple land.

15. The sites are adjacent to other council-owned land used for car parking associated with the town centre and a check with Auckland Transport indicates there are no plans to extend the current area of parking. (See attachment A).

16. As noted earlier a lease would be in accordance with the provisions of the community occupancy guidelines. Because it is new lease, advertising for expressions of interest could be undertaken before considering granting the lease. LATP have applied for a community lease and want to continue their activities at the location, so their application can be considered as part of the expressions of interest process. Any cost of advertising will be met from the community facilities budget.

17. LATP have occupied a purpose built Council owned building at 18-20 Huia Road since 1992, and have been located in this neighbourhood since the late 1980s. The building continues to meet the needs of the LATP. As noted, LATP have applied for a new lease and currently remain in occupation on a monthly tenancy. They wish to continue their previously authorised activities; to provide kindergarten services to the surrounding area. No other individual group is known to have expressed any interest in gaining the use of the building to conduct the same or any other community-related activity.

18. Legal Services regard advertising and consultation with the public and iwi is best practice in circumstances where the occupancy and use of such facilities under a long term lease or licence is contemplated. The Local Government Act 2002 sets out criteria for doing that.

19. The provisions of the Community occupation guidelines are met by the Board advertising and consulting on the intent to grant a lease. There is nothing in the Local Government Act 2002 setting out advertising requirements but a 30 day period to allow comment and receive submissions is reasonable and is in line with the advertising requirements set out in other legislation. Should any submissions be received, the Local Board should consider these and if required hear from any of the submitters before deciding to grant a lease. If submissions are received, any subsequent report recommending granting a lease, should address the reasons for recommending the preferred applicant.

20. The cost of advertising is met from Community Facilities department budgets so there is no impact on the Local Board budgets.

21. If the Board decides to grant a new lease and authorises advertising the intent to lease, apart from consideration of any submissions and subsequent reporting on a new lease, there are no further procedural issues involved. Granting a lease is within the Board’s allocated responsibility.

22. Officers recommend that the Board not follow the community occupancy guidelines with respect to the rental ($1 per annum plus $500 per annum for maintenance) as the Board will need to fund the budget shortfall of $5,500 from its Locally Driven Initiatives budget each year. The current rent paid by LATP is $5,500 plus GST per annum, and the operating and capital expenditure for the property, is already factored into the Local Boards budget.

LATP History

23. LATP are a registered incorporated society and operate on a not for profit basis. Management is provided by an elected committee of parents, and staff and volunteers provide the programs at the centre. Their financial records indicate they are well managed with a modest surplus each financial year.

24. Although not affiliated with the Auckland Kindergarten Association, LATP receive the early childhood education (ECE) subsidy of 20 hours that improves the affordability of programs for families.

25. Session sizes are limited to 19 children because of the size of the building, but there are 54 registered users, and a waiting list is maintained. LATP have added to the council building to provide office space and a roof over the deck area.

26. The kindergarten is located adjacent to the Pt Chevalier town centre and compliments the functions of the community centre next door. It is one of two kindergartens in the area and the other at Walford Road faces uncertainty due to being located on school grounds. The Unitary Plan indicates population in the area will grow by 15-20 per cent over the next 20 years, so community infrastructure will be required to support this population.

Consideration

Local Board views and implications

27. The Board’s policy when considering community leases is to grant 3 year leases with a 3 year right of renewal.

Māori impact statement

28. This is not a significant decision for Maori and is not linked to any of council’s strategic priorities for Maori. Consultation with iwi will be carried out as part of the public notification process.

Implementation

29. If the option to advertise for expressions of interest to occupy is chosen, officers will report again to the Local Board after advertising on granting of a lease to an appropriate group, and the term and other conditions for that lease.

Attachments

No.	Title	Page
a View	Attachment A Site Plan	11

Signatories

Author

Ron Johnson - Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

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

Albert-Eden Local Board

02 March 2016

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

File No.: CP2016/02101

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 Albert-Eden 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	19
b View	Draft Business Improvement District (BID) Policy 2016 - Part 2	61

Signatories

Author

Stephen Cavanagh – BID Partnership Advisor

Authorisers

Alastair Cameron – Manager CCO/External Partnerships Team

Karen Lyons – Manager Local Board Services

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

Albert-Eden Local Board

02 March 2016

Albert-Eden Local Board

02 March 2016

Feedback on the Draft Civil Defence and Emergency Management Group Plan

File No.: CP2016/02501

Purpose

1. To seek local board feedback on the draft Civil Defence and Emergency Management (CDEM) Group Plan 2016 -2021, noting that the draft CDEM Group Plan advocates for each local board to develop local emergency management plans.

Executive Summary

2. Auckland Council is required under the Civil Defence and Emergency Management Act (2002) to develop and review the direction for civil defence and emergency activities within Auckland through a five yearly review of the Civil Defence and Emergency Management (CDEM) Group Plan. The current CDEM Group Plan for Auckland is due to expire in June 2016.

3. A draft Auckland Civil Defence and Emergency Management (CDEM) Group Plan 2016-2021 (draft Group Plan) has been developed for consultation (a copy is appended as Attachment A). The draft Group Plan is primarily centred on community empowerment and resilience across all environments (social, economic, environmental and infrastructure).

4. This report asks the board to provide feedback on the draft Group Plan, with particular reference to the proposal for local boards to champion development of local emergency management plans, and the role of elected members in a civil defence emergency.

Recommendation/s

That the Albert-Eden Local Board:

a) Provides feedback on the draft Civil Defence and Emergency Management Group Plan 2016-2021, with particular reference to local priorities for emergency management.

Comments

5. The Auckland CDEM Group is a statutory committee of Auckland Council as required under section 12 of the CDEM Act. The CDEM Group has overall responsibility for the provision of CDEM within Auckland. It comprises five elected members of the Auckland Council and a number of co-opted observers from CDEM agencies invited by the committee to attend.

6. The CDEM Group has delegated authority to develop, approve, implement, and monitor the CDEM Group Plan. The purpose of the Group Plan is to enable the effective, efficient and coordinated delivery of CDEM across Auckland while building a resilient Auckland with our communities. All CDEM groups are required every five years to consult on the development of group plans under the CDEM Act (2002). The current Group Plan for Auckland expires at the end of 2016.

7. The draft Group Plan has been developed as a framework for action which will form the basis for more detailed business planning and development of civil defence and emergency management work programmes. The key framework areas for consultation are:

· Knowledge through education

· Volunteer participation

· Emergency Management planning

· Business and organisational resilience

· Strong partnerships

· Response capability and capacity

· Information and communications technologies

· Build Back better

· A safe city

· Research

· Building resilient communities

8. Local boards are well placed to help with leadership, championing resilience and local engagement in their respective communities. The draft Group Plan proposes that this role be formalised through the development of local CDEM plans. It is anticipated that the development of local CDEM plans will provide further opportunity for local boards to determine their role in a civil defence emergency.

9. Actions described in further detail on page 37 of the attached draft Group Plan respond to feedback received from local board workshops that local boards wanted a more formalised, simple mechanism to support their communities in planning and responding to emergencies.

10. Public consultation timelines on the draft Group Plan is from 15 February to 18 April 2016 with significant consultation as part of the Have your Say annual plan events. The final Group Plan is due to be formally adopted by the CDEM Committee in August 2016.

Consideration

Local Board views and implications

11. Local board portfolio holders have been briefed on issues relevant to the draft Group Plan and, on their recommendation, workshops were held with 20 of the local boards in October 2015. The results of these workshops helped formulate relevant sections of the draft Group Plan.

12. Local board views on the draft Group Plan are being sought in this report. Subject to consultation, the Group Plan indicates a wider role for local boards in emergency management.

Māori impact statement

13. Māori will have the opportunity to submit on the draft Group Plan during the statutory consultation phase.

14. In addition, the CDEM department are developing a Māori Responsiveness Plan to support a more proactive approach to engaging iwi and mataawaka in emergency management planning.

Implementation

15. The draft Group Plan is to be adopted by the CDEM Committee in August 2016. The Group Plan is also provided to the Ministry of Civil Defence and Emergency Management for review. The flow chart appended as Attachment B to this report provides further information on the process for developing and implementing the Group Plan.

Attachments

No.	Title	Page
a View	Draft Auckland Civil Defence and Emergency Management Group Plan 2016-2021	159
b View	Process for developing the draft Group Plan	223

Signatories

Author

Janice Miller – Manager Logistics, Civil Defence and Emergency Management

Authorisers

John Dragicevich – Civil Defence and Emergency Management Manager

Relationship Manager

Karen Lyons – Manager Local Board Services

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

Albert-Eden Local Board

02 March 2016

Auckland Transport Update - March 2016

File No.: CP2016/02829

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 Albert-Eden Local Board and its community; matters of general interest relating to Auckland Transport activities or the transport sector; and Auckland Transport media releases for the information of the Board and community.

Recommendation/s

That the Albert-Eden Local Board:

a) Receives this report.

b) Notes the Rough Order of Cost for Anderson Park is $188,000.

c) Requests Auckland Transport proceeds to detailed design and provides a Firm Estimate of Cost for the walkway lighting in Anderson Park.

Comments

Albert-Eden Local Board Transport Capital Fund (LBTCF)

3. The Albert - Eden Local Board has $664,933 per annum of discretionary funding for transport-related capital projects.

4. It may allocate funding for the whole electoral term (i.e. $1,994,799) at any stage during its term. The uncommitted $ 119,016 from the previous electoral term was rolled over giving the Albert - Eden Local Board a total pool of approximately $2,113,815 available in this electoral term to spend on transport projects.

5. Attachment A provides a financial update of expenditure against the Local Board Capital Fund as of the 19^th of February 2016. The Board is on track to expend this terms full allocation of funding.

Anderson Park – walkway lighting

6. As requested Auckland Transport has assessed the walkway lighting in Anderson Park and advises that the Rough Order of Cost as of February 2016 is $188,000.

7. This allows for:

· 14 LED lights mounted on 5 to 6 metre poles

· all underground ducting

· cabling and jointing

· a new controller

· Vector connection charges

· removal of 3 redundant lights

· consent preparation and costs

· design and supervision costs

8. The price does not allow for any existing services relocation costs.

9. A resolution requesting a Firm Estimate of Costs can be found in the recommendations above.

Response to resolutions

Resolution number AE/2015/23

10. “requests a Rough Order of Costs for a new road access from the northern end of Phyllis Street into Phyllis Reserve, consistent with the Phyllis Reserve management Plan.”

The Local Board Transport Capital Fund Steering Group considered this project but felt it did not meet the criteria for use of the LBTCF funds in parks. The issues were firstly, that the proposal would need to close a gap in the current walking network to residential, recreational, public transport or town or local economic centres. As there is already an existing path, this project would not be closing any gap. Secondly if the existing path is removed by the new field development then it should be considered to be part of the capital cost for the new field and incorporated into that project.

Resolution number AE/2015/152

11. “iii) the work required to improve lighting in Nicholson Park between Poronui Road and Disraeli Street, which is a significant pedestrian thoroughfare.”

The Local Board Projects Steering Group considered this project and decided that it did not meet the required criteria for use of the LBTCF funds. The proposal is essentially a renewal project which does not meet the criteria for use of the fund.

General Information Items

Cycling to the City from the West is Increasing

12. Auckland Transport has a number of counters across the city to gauge the change in the number of journeys taken by bike. These counters are showing an increasing number of people are cycling from the west into Auckland’s city centre for work or study.

13. The number of cycle journeys through Kingsland on the Northwestern Cycleway has gone up by more than 16% in 2015 compared with 2014. This has contributed to a growth of 7.4% of cycle journeys throughout Auckland in the same period.

14. The number of people cycling on this route is expected to increase further with a major upgrade to be completed this year and a city centre cycle network which continues to expand.

15. The NZ Transport Agency is upgrading the Northwestern Cycleway from Westgate to Waterview as part of the Western Ring Route. The cycleway currently joins the Nelson Street Cycleway and the Grafton Gully Cycleway.

16. There are still diversions at Western Springs and Patiki Rd at the Causeway which will be in place until late February. In early February the section from McCormack Green (just west of the Te Atatu underpass) to Henderson Creek will be open with the completion of the Te Atatu Interchange Project scheduled for March and the Causeway Project scheduled for August.

17. The Northwestern Cycleway is one of the busiest cycle routes in Auckland and soon other routes will connect with them to further develop the cycle network.

18. Construction will begin early this year on the Quay St Cycleway and by the middle of the year the Nelson St Cycleway will be completed all the way to Quay St.

19. By mid-2018 Auckland will have an inner city cycle network with great connections to the inner east and west suburbs. Auckland Transport are already working on plans for projects beyond 2018 which will further develop the city’s growing network of cycleways.

Waterview Cycling and Walking Connection Begins

20. Construction has begun on one of Auckland’s biggest cycling and walking projects which will improve connections for people moving through the suburbs of Waterview and Mt Albert. The Waterview Shared Path is part of the Waterview Connection tunnel and interchange project and will join up with other shared paths that are part of the Government’s Urban Cycleway Programme.

21. The 3.5 metre shared cycling and walking path follows Te Auaunga (Oakley Creek) between the Alan Wood Reserve in Mt Albert and Great North Road in Waterview and will be a convenient way to access local parks, sports grounds, and the Unitec campus. Walkers and cyclists of all ages and abilities will easily be able to access the shared path as it includes low gradients on hills to assist people with prams and elderly people to use it.

22. The scenic route travels through an area of Mahoe forest and includes three bridges. The bridge crossing Oakley Creek, connecting Great North Road and Unitec will be 90 metres long, a similar length to Grafton Bridge.

23. At its southern (Mt Albert) end, the Waterview Shared Path will connect with an existing route that runs along SH20 and with a shared path to the west that will run next to the rail line to New Lynn. At its northern end (Waterview), it connects with the Northwestern Cycleway.

24. The Government, through the New Zealand Transport Agency, together with Auckland Transport and the Albert-Eden Local Board, have contributed the funding for the project, which will be built by the Well Connected Alliance, which is delivering the Waterview Connection project. It is expected to be completed by early 2017.

Issues Register

Description

AT Response

Speed bump on Alberton Avenue – Issue with part of the road around the speed bump having “collapsed” causing issues for vehicles entering and exiting the bump.

Auckland Transports Maintenance team is aware of the problem now and is organising a repair.

Weed infestation at Kingsland – weeds infesting the carpark at Nixon Park and the berm along 4^th Avenue.

The car park at Nixon park is Auckland Council Parks Department responsibility and this issue has been raised to the appropriate person in this department.

In the berm along 4^th Avenue Auckland Transport will be topping up and de-weeding the berm.

Attachments

No.	Title	Page
a View	Financial update of expenditure against the Local Board Capital Fund	229

Signatories

Author

Ben Halliwell – Elected Member Relationship Manager , Auckland Transport

Authorisers

Jonathan Anyon - Elected Member Relationship Team Manager, Auckland Transport

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

Albert-Eden Local Board

02 March 2016

Community-led Small Build Programme

File No.: CP2016/02930

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 Albert-Eden 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 Albert-Eden 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 Albert-Eden 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 Albert-Eden 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 Albert-Eden 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 Albert-Eden 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 Albert-Eden 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 Albert-Eden 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 Albert-Eden Local Board of 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 the Albert-Eden 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

Author

Karen Titulaer – Senior Advisor Strategic Partnerships

Authorisers

Dean Kimpton – Chief Operating Officer

Karen Lyons – Manager Local Board Services

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

Albert-Eden Local Board

02 March 2016

Performance Report for the Albert-Eden Local Board for the quarter ending December 2015

File No.: CP2016/01415

Purpose

1. To update the Albert-Eden 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 Albert-Eden Local Board:

a) Receive the Performance Report for the Albert-Eden Local Board for the financial quarter ended 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

Local Board views and implications

7. This report informs the Albert-Eden Local Board of the performance to date for the period ending December 2015.

Māori impact statement

8. 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	Albert-Eden Local Board Performance Report to December 2015	243
b View	Auckland Tourism, Events and Economic Development – Six monthly report to the Albert-Eden Local Board 1 July to 31 December 2015	283

Signatories

Author

Audrey Gan – Lead Financial Advisor

Authorisers

Christine Watson - Manager Financial Advisory Services - Local Boards

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

Albert-Eden Local Board

02 March 2016

Governance Forward Work Calendar

File No.: CP2016/01702

Purpose

1. To present to the board with a 12 month governance forward work calendar.

Executive Summary

2. This report introduces the governance forward work calendar: a schedule of items that will come before the board at business meetings and workshops over the next 12 months. The governance forward work calendar for your board is included in Attachment A.

3. The calendar aims to support local boards’ governance role by:

· ensuring advice on agendas and workshop material is driven by local board priorities

· clarifying what advice is required and when

· clarifying the rationale for reports.

4. The calendar will be updated every month. Each update will be reported back to business meetings and distributed to relevant Council staff. It is recognised that at times items will arise that are not programmed. Board members are welcome to discuss changes to the calendar.

Recommendation/s

That the Albert-Eden Local Board:

a) Notes the attached Governance Forward Work Calendar.

Comments

5. Council’s Quality Advice Programme aims to improve the focus, analysis, presentation and timeliness of staff advice to elected representatives. An initiative under this is to develop forward work calendars for governing body committees and local boards. These provide elected members with better visibility of the types of governance tasks they are being asked to undertake and when they are scheduled.

6. Although the document is new, there are no new projects in the governance forward work calendar. The calendar brings together in one schedule reporting on all of the board’s projects and activities previously approved in the local board plan, long-term plan, departmental work programmes and through other board decisions. It includes governing body policies and initiatives that call for a local board response.

7. This initiative is intended to support the boards’ governance role. It will also help staff to support local boards, as an additional tool to manage workloads and track activities across council departments, and it will allow greater transparency for the public.

8. The calendar is arranged in three columns, “Topic”, “Purpose” and “Governance Role”:

· Topic describes the items and may indicate how they fit in with broader processes such as the annual plan

· Purpose indicates the aim of the item, such as formally approving plans or projects, hearing submissions or receiving progress updates

· Governance role is a higher-level categorisation of the work local boards do. Examples of the seven governance categories are tabled on the following page.

Governance role	Examples
Setting direction/ priorities /budget	Capex projects, work programmes, annual plan
Local initiatives/ specific decisions	Grants, road names, alcohol bans
Input into regional decision-making	Comments on regional bylaws, policies, plans
Oversight and monitoring	Local board agreement, quarterly performance reports, review projects
Accountability to the public	Annual report
Engagement	Community hui, submissions processes
Keeping informed	Briefings, cluster workshops

9. Board members are welcome to discuss changes to the calendar. The calendar will be updated and reported back every month to business meetings. Updates will also be distributed to relevant Council staff.

Consideration

Local Board views and implications

10. All local boards are being presented with governance forward work calendars for their consideration.

Māori impact statement

11. The projects and processes referred to in the governance forward work calendar will have a range of implications for Māori which will be considered when the work is reported.

Implementation

12. Staff will review the calendar each month in consultation with board members and will report an updated calendar to the Board.

Attachments

No.	Title	Page
a View	Governance Forward Work Calendar for the Albert-Eden Local Board	297

Signatories

Author

Kris Munday – Senior Advisor Improvement Team

Authorisers

Karen Lyons – Manager Local Board Services

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

Chairperson	Peter Haynes
Deputy Chairperson	Glenda Fryer
Members	Helga Arlington
	Lee Corrick
	Graeme Easte
	Rachel Langton
	Margi Watson
	Tim Woolfield

Author	Michael Mendoza - Democracy Advisor
Authoriser	Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards