Agenda of Devonport-Takapuna Local Board

Portfolio	Responsibilities	Primary	Associate
Governance	Board leadership Board-to-Council and Board to Board relationships Board to CCO relationships (strategic governance matters) Civic duties Advocacy (local, regional and central government) Community partnerships Relationships with Māoridom Relationships with youth Relationships with government Unitary Plan Policy and planning: - local board plan - local board agreement - local area plan	Chairperson	Deputy Chairperson
Economic development and town centres Finance	Key relationships with ATEED Business Improvement Districts Establish and promote local priorities in relation to economic development and tourism Town centre renewal, design and maintenance Town centre marketing and community safety	Member Bergin	Member Hale
Events	Coordinating the Board events calendar Liaising with event organisers and applicants Local event sponsorship Filming applications, feedback on behalf of the Board and production company liaison	Member Roe	Member Cohen
Community development and resilience	Community development Neighbourhood relationships Community advocacy Community safety (excluding town centres) Graffiti removal Relationships with Civil Defence Emergency Management Group Community preparedness disaster response relief and recovery Artistic and cultural service levels Promoting artistic endeavour	Member Cohen	Member Roe
Parks and natural environment	Neighbourhood parks and reserves (including esplanade reserves and the coastline) Design and maintenance Plantings, playgrounds, tracks and bollards Local priorities in relation to regional environmental management Coastal management including mangrove encroachment and erosion mitigation Restoration of wetlands, streams and waterways	Member Cohen	Member Gillon
Transport and infrastructure	Transport projects and policy matters including roading, footpaths and public transpory. Infrastructure projects and policy matters (e.g. water, stormwater)	Member O’Connor	Member Hale
Regulatory and heritage	Oversight of regulatory activities including: - bylaws - consent processes (including input in to decisions on notifications for resource consent applications) - licensing and compliance Liquor licensing and enforcement Historic, built and Natural Heritage issues	Member Hale	Member Gillon
Recreational and community facilities	Stewardship of recreation centres and community facilities Libraries (including events and services relating to libraries and recreation centres) Local arts facilities and amenities	Member Gillon	Member O’Connor
Greenways	Transportation and recreation projects and policy relating to walking, cycling and greenways	Member Roe	Member Cohen

Devonport-Takapuna Local Board

15 March 2016

ITEM TABLE OF CONTENTS PAGE

1 Welcome 7

2 Apologies 7

3 Declaration of Interest 7

4 Confirmation of Minutes 7

5 Leave of Absence 7

6 Acknowledgements 7

7 Petitions 7

8 Deputations 8

8.1 Devonport-Takapuna Youth Board 8

9 Public Forum 8

10 Extraordinary Business 8

11 Notices of Motion 9

12 Proposed Youth Centre in Devonport Takapuna Local Board Area 11

13 Lake Road Draft Corridor Management Plan 21

14 Auckland Transport Update March 2016 to the Devonport-Takapuna Local Board 23

15 Devonport/Takapuna Local Board Quick Response Grants: Round Three 2015-2016 35

16 Monthly Local Board Services report - February 2016 39

17 Draft Business Improvement District Policy 2016 – local board feedback 55

18 Feedback on the draft Civil Defence and Emergency Management Group Plan 61

19 Community Led Small Build programme 65

20 Local government elections - order of names on voting documents 71

21 LGNZ conference and AGM 2016 83

22 Record of Briefing/Community Forum - 23 February and 1 March 2016 91

23 Governance Forward Work Calendar 93

24 Ward Councillors Update 97

25 Board Members' reports 99

26 Chairperson's reports 101

27 Consideration of Extraordinary Items

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.

The Auckland Council Code of Conduct for Elected Members (the Code) requires elected members to fully acquaint themselves with, and strictly adhere to, the provisions of Auckland Council’s Conflicts of Interest Policy. The policy covers two classes of conflict of interest:

i) A financial conflict of interest, which is one where a decision or act of the local board could reasonably give rise to an expectation of financial gain or loss to an elected member; and

ii) A non-financial conflict interest, which does not have a direct personal financial component. It may arise, for example, from a personal relationship, or involvement with a non-profit organisation, or from conduct that indicates prejudice or predetermination.

The Office of the Auditor General has produced guidelines to help elected members understand the requirements of the Local Authority (Member’s Interest) Act 1968. The guidelines discuss both types of conflicts in more detail, and provide elected members with practical examples and advice around when they may (or may not) have a conflict of interest.

Copies of both the Auckland Council Code of Conduct for Elected Members and the Office of the Auditor General guidelines are available for inspection by members upon request.

Any questions relating to the Code or the guidelines may be directed to the Relationship Manager in the first instance.

4 Confirmation of Minutes

That the Devonport-Takapuna Local Board:

a) confirm the ordinary minutes of its meeting, held on Tuesday, 16 February 2016, including the confidential section, 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 Devonport-Takapuna Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

8.1 Devonport-Takapuna Youth Board

Purpose

1. Ian Lim on behalf of the Devonport-Takapuna Youth Board, will address the board regarding the proposed Youth Centre in the Devonport-Takapuna Local Board area.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) receive the deputation from the Devonport-Takapuna Youth Board.

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.

Devonport-Takapuna Local Board

15 March 2016

Proposed Youth Centre in Devonport Takapuna Local Board Area

File No.: CP2016/03860

Purpose

1. The purpose of this report is to:

· advise the Devonport Takapuna Local Board on the results of investigations into youth needs in the area, including the requirement for a dedicated youth centre;

· seek Local Board endorsement for the former Takapuna RSA building at 2 Mary Poynton Crescent to be used as the site for a new centre, with a focus on youth innovation activities; and

· seek approval from the Devonport Takapuna Local Board to proceed with a Request for Expressions of Interest (REOI) process inviting parties interested in developing and managing the building to meet identified youth needs and to enter into a lease with council.

Executive Summary

2. In 2014,^{^[1]} Council staff produced a high-level study into youth needs across Devonport-Takapuna, Kaipatiki and Upper Harbour Local Boards. The study gives an overview of youth needs and indicates that there are opportunities for local boards to further explore investment in dedicated indoor youth facilities in each local board area. The study also provides baseline information against which the enquiries from youth providers looking to expand their services could be assessed.

3. The study revealed that whilst there were approximately 80 organisations across the sub-region delivering a variety of community programmes and services, there was a need for further planning and coordination to ensure minimal duplication and service provision that filled the identified gaps.

4. In 2015,^{^[2]} a further study was commissioned on youth needs specific to the Devonport-Takapuna Local Board area. A Youth Development Coordinator was employed to lead this process and establish whether the needs identified in 2014 were still relevant. The Coordinator was also tasked with determining whether there was a requirement for a dedicated youth centre and to carry out preliminary investigations of potential sites. The Coordinator’s final report, “Our Youth – Our Future” was informed by consultation with youth and service providers in the Devonport-Takapuna board area.

5. This report confirms a need for a dedicated venue that could accommodate hang-out space, arts and performance space, a venue for affordable events and a place where young people can connect. It could also accommodate service providers offering a range of services including budget, health and legal advice. Further, the report raised the idea of a business or youth innovation centre that could assist youth in accessing opportunities to volunteer, take advantage of training, and provide somewhere that they could share ideas with their peers and local business mentors.

6. The former RSA building at 2 Mary Poynton Crescent in Takapuna reverted to council ownership following the demise of the RSA in 2015. The building has been identified as a potential venue for a youth centre. It offers a location that not only has the space to meet many different needs, but is ideally located with easy access for pupils from all five of the secondary schools in the local board area. It has good connections to public transport and sits in an area with no residential neighbours.

7. To progress this initiative, it is recommended that the Local Board proceed with an Expression of Interest (EOI) process inviting parties with a proven track record in the development, governance and management of the type of centre required to meet the outstanding needs of youth in the area.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) confirm the use of the former RSA building at 2 Mary Poynton Crescent as the site of a new youth centre.

b) approve an expression of interest process inviting applications from interested parties wishing to enter into a lease for the former RSA building with a view to refurbishing the property to accommodate a number of youth services with a specific focus on youth innovation, training and employment.

c) approve in principal a new lease to the successful applicant on the following terms:

i) term – five years from a date to be agreed with one five year right of renewal;

ii) rent - $1.00 plus GST per annum if requested;

iii) the successful applicant will be required to negotiate a community outcomes plan approved by the Local Board. This will form part of the lease document and will be reviewed annually to ensure that agreed outcomes are being met and that any changes are reported back to the local board for consideration as soon as reasonably practicable;

iv) all other lease terms and conditions will be in accordance with the Auckland Council Community Occupancy Guidelines July 2012.

Comments

8. For several years, there has been ongoing discussion regarding the provision of youth services and facilities on the North Shore.

9. The Kaipatiki Local Board has funded the development of a youth-focused facility at Marlborough Park Hall. This youth-focused facility will target three specific outcomes: well-being (mental, physical and emotional), employment readiness and community connectedness. The proposed facility at the RSA in Devonport-Takapuna may have some overlapping services; however, the focus will be on youth innovation and employment opportunities.

10. A number of reports and studies have been commissioned in the last five years, each finding that there needs to be better coordination and provision of youth services, and that there is an opportunity to dedicate a building from which services and programmes of interest to youth can be delivered. The previously commissioned reports share similar findings about the provision for youth in the local board area, including the request for hang-out and drop-in spaces, arts and performance opportunities, affordable activities, recreation opportunities, cheap public transport and opportunities to make a difference to their community.

11. The 2014 report “High-level youth needs research for Devonport-Takapuna, Kaipatiki and Upper Harbour Local Boards,” recommended that:

· the three local boards explore more dedicated indoor youth facility spaces in the area; and

· if this approach is endorsed, that the next step would be a more detailed needs assessment analysis to test further existing levels of youth provision. The needs assessment should also consider potential sites, partners, financial and operational models and youth outcomes to target. This work could be done in partnership with external providers and would inform any business cases that evolve out of the needs assessment process to seek new funding.

12. A steering group was formed in February 2015 to assist the Local Board in preparation of possible options with reference to the needs outlined in previous reports prepared by Community Policy and Planning.

13. In April 2015, the Devonport-Takapuna Local Board allocated $33,000 to Auckland North Community and Development (ANCAD) Trust to contract a youth coordinator to engage with young people and youth organisations to identify youth needs, determine whether a dedicated youth facility was required in order to meet these needs, and investigate possible locations for a youth facility (resolution number DT/2015/51).

14. The Youth Development Coordinator’s report, “Our Youth – Our Future” was informed by consultation with youth organisations and representatives in the Devonport-Takapuna board area including: focus groups with 115 people from the ages of 12-23, an online survey with over 125 people, and a youth worker survey of over 25 people. The report confirmed the identified needs of young people and recommended that the RSA building be investigated as a potential venue.

Former RSA building

15. The former Returned Services Association (RSA) building at 2 Mary Poynton Crescent reverted to council ownership following the demise of the organisation in 2015. The two-storey building was erected in 1989 and comprises approximately 800 square metres of usable space over two floors. The ground floor accommodation includes offices, kitchen, toilet, bar, storage space and meeting rooms, while the upper level is an open plan lounge with a bar and ancillary storage.

16. Generally, the building is in good condition, although some deferred maintenance works are required. Work is also required to ensure the space is a more attractive proposition for community groups to consider as part of the EOI process, and also remove barriers that the legacy RSA fixtures and fittings currently create in the space.

17. There is an allocated budget of $130,000 in the Devonport-Takapuna Local Board FY16 community facilities renewals budget for the 2015/16 financial year. Of this budget, it is estimated that approximately $89,000 will be required to carry out basic remedial works including the removal of the chillers and remaining kitchen fixtures. It is likely that some contingency funds will be required given the age of the building. Any changes to the budget allocation will be communicated with the Local Board as the project progresses.

18. The work proposed will initially include:

Ground Floor

· removal of stainless steel exhaust fan hood from kitchen area, remove of hood from outside the building;

· make good exposed pipe work; make good electrical cables and conduits;

· stop and paint walls that require repair after removal of items;

· replace floor vinyl in kitchen area where removal of items has created health and safety risk;

· remove and dispose of chillers, make good the space, removal of all electrical cables and conduits, pipework; and

· removal of rubbish, posters, TAB booths and any other items affixed to the walls left behind by the RSA.

Level 1

· remove and dispose of the chiller units including making good exposed pipework, electrical conduits and cables; and

· tidy-up bar area including stopping and painting. Replacement of vinyl in this area where it is a health and safety risk.

The site

19. The site at 2 Mary Poynton Crescent is vested in Auckland Council. It is held in fee simple and not subject to the Reserves Act 1977.

20. The area is zoned Recreation 4 in the North Shore City District Plan and will be zoned for community purposes in the Proposed Auckland Unitary Plan. The zoning allows for buildings which support indoor recreation and community activities. It also allows for commercial recreation activities. Many of the activities are discretionary and will need to meet explicit requirements in the plan.

21. It is conceivable that some activities in a youth centre will require resource consent. The Expressions of Interest document places the onus on obtaining both building ad resource consents on the applicant.

22. The Takapuna Services and Social Bowling Club Incorporated (the Club) has a lease of the site immediately adjacent to the RSA building (refer Attachment A). The Club was impacted by the closure of the RSA as its members lost access to the restaurant bar and meeting space in the building. The club has no liquor license and membership is low in comparison to other bowling clubs in the area. It is not known how the two facilities will affect each other; however, both parties will be expected to accommodate and respect each other in the short term whilst the youth centre is being developed.

23. The lease will expire 31 December 2017 but provides for one right of renewal for a further ten years. The Devonport-Takapuna Local Board will be asked to formally consider the renewal of the lease as part of the 2017 community lease work plan unless an application is made earlier by the bowling club.

Request for Expressions of Interest

24. To progress the use of the RSA building and given the need to ensure a transparent process for the allocation of the resource, it is recommended that the Board proceed with an Expression of Interest process.

25. As there will be the need for significant capital redevelopment of the existing structure and brokerage of relationships with support agencies, the Expressions of Interest process will invite applications from parties which fulfil the following high-level criteria:

· appropriate linkages and commitments to youth and youth innovation in the Devonport-Takapuna area;

· the skills and capability to broker alternative sources of funding, project manage the redevelopment of the site and establish appropriate governance and management systems; and

· a shared vision for the site with the Local Board.

Consideration

Local Board views and implications

26. The matter was considered by the Local Board at a workshop on 23 February 2016. There was general support for the proposal to utilise the former RSA building at 2 Mary Poynton Crescent as a youth centre.

Māori impact statement

27. There are no specific impacts on Māori arising from this report.

Implementation

In the event the board wishes to go out for an Expression of Interest for use of the former RSA building as a youth centre, the process will commence with the approximate timeline shown below:

REOI issue date	22 March 2016
Last date for questions	4 April 2016
REOI closing date	18 April 2016
Evaluation period commences	19 April 2016
Clarification and confirmation of EOIs	19-25 April 2016
Identify shortlist to be work shopped with the Local Board	June 2016
Formal report to Local Board business meeting seeking approval of preferred candidate and lease terms	July 2016
Subsequent clarification and due-diligence by the chosen candidate	July/August 2016
Commencement of lease	September 2016

Attachments

No.	Title	Page
a View	Site Plan	17
b View	Evaluation Criteria	19

Signatories

Authors	Haley Scovell - Local board Advisor
Authorisers	Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

15 March 2016

Lake Road Draft Corridor Management Plan

File No.: CP2016/03441

Purpose

1. This report presents the Lake Road Corridor Management Plan to the Devonport-Takapuna Local Board for information, and outlines the upcoming actions to improve transport within the peninsula (refer Attachment A).

Executive Summary

2. This report presents to the board for information the Lake Road Corridor Management Plan (CMP). The document, which assessed the strategic transport issues for travel within the peninsula, was completed in December 2014 but was not brought to the board at that time as extra travel information was sought. This data was compiled and presented to the board in workshops in the middle of 2015, and since then Auckland Transport has been scoping an indicative business case (IBC) to undertake the detailed investigations to deliver improvements within the peninsula.

3. Corridor management plans are Auckland Transport documents used for forward work programming. The Auckland Transport board is the decision-maker responsible for adopting corridor management plans. Corridor management plans:

a. process gains consensus from range of technical (internal) stakeholders on what design of corridor should be in future (20-30 years);

b. design sensitive to both movement function and adjoining land uses e.g. recognising the place-based role of streets in a city;

c. result in possible projects for achieving corridor design over short-, medium- and long-term for further investigation;

d. assist with budgeting and prioritization;

e. may result in recommended policy changes.

4. Although the focus is now on detailed investigations, for completeness the CMP is being formally brought to the board for information. Although the CMP contains a range of topics considered at the time it was originally prepared, only those matters listed for the IBC below will be within scope for future corridor design.

5. The IBC process is part of the New Zealand Transport Authority’s business case approach and is a necessary next step in securing any future capital funding. The IBC will reconfirm the problems identified in the CMP, develop feasible design solutions and recommend preferred options to go to detailed design (subsequently becoming a live capex project). Importantly this process includes economic analysis to justify the staging and scale of transport investment (required for RLTP/LTP processes). It will also assess innovative methods, as well as low-intervention, quicker options versus more expensive, longer term options.

6. Broadly the IBC will cover a multi-approach package to improving travel for the peninsula, including assessing:

· potential transit lanes to improve people-carrying capacity of Lake Rd (support New Network buses and access to ferries);

· better pedestrian and cycle facilities within the peninsula to encourage more short trips by foot or bike;

· intersection improvements to optimise traffic flows; and

· travel planning with sports clubs, the NZ Navy, event organisers, etc. to better manage bulk movements.

7. Auckland Transport intend to provide a report to the board’s April meeting outlining the proposed scope and tasks of the IBC, and further explaining the processes involved. This will allow the board to raise issues of relevance to the board for inclusion in the core scope of the future IBC.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) receive the Lake Road Corridor Management Plan for information.

b) note the commencement of the Lake Road Improvements indicative business case, for which the board will be a key stakeholder.

c) note that a further report will be presented to the board’s April meeting, allowing it to provide feedback on the scope of the indicative business case.

Comments

8. This report is for the local board’s information.

Consideration

Local board views and implications

9. The Devonport-Takapuna Local Board has received a number of briefings from Auckland Transport about the CMP during its development. The CMP was most recently brought to a public briefing of the board on 23 February 2016, following the collection of further data on peninsula travel patterns during 2015.

10. Auckland Transport will report back to the board at its April 2016 meeting to enable the board to resolve its position on the scope of the IBC. The activities detailed in this report do not trigger the Significance Policy, all programmes and activities are within budget/in line with the Auckland Transport’s budget and the Auckland Transport Regional Long Term Plan documents and there are no legal or legislative implications arising from the activities detailed in this report.

Māori impact statement

11. There are no specific impacts on Maori arising from this report.

Implementation

12. There are no implementation issues.

Attachments

No.	Title	Page
a View	Lake Rd CMP (Under Separate Cover)

Signatories

Authors

Daniel Newcombe, City Centre and RTN Initiatives Manager, Auckland Transport

Authorisers

Jonathan Anyon, Elected Member Relationship Team Manager, Auckland Transport

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

15 March 2016

Auckland Transport Update March 2016 to the Devonport-Takapuna Local Board

File No.: CP2016/03563

Purpose

1. This report provides an update on transport related issues raised by local board members during February 2016. It also includes general information about matters of interest to the Devonport-Takapuna Local Board and the schedule of issues (refer Attachment A).

Executive Summary

2. This report covers matters of interest to the Devonport-Takapuna Local Board relating to Auckland Transport activities or the transport sector, as well as and issues raised by members during the month of February 2016.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) receive the Auckland Transport March 2016 Issues Update to the Devonport-Takapuna Local Board.

Local News

Sunset Road Boardwalk Repairs/Upgrade

3. The Sunset Road Boardwalk was repaired over the Christmas holiday period. The existng 75 metre long structure was widened to 2 metres and handrails were added for extra pedestrain safety. Images of the completed works can be seen in Attachment B.

News

Walking Access Commission Enhanced Access Fund

4. The Walking Access Act came into effect in 2008 to “provide the New Zealand public with free, certain, enduring, and practical walking access to the outdoors (including around the coast and lakes, along rivers, and to public resources) so that the public can enjoy the outdoors”.

5. The Act enabled the establishment of the New Zealand Walking Access Commission (the Commission) as a Crown entity with a range of functions. One function gives the Commission responsibility for “administering a fund to finance the activities of the Commission, or any other person, in obtaining, developing, improving, maintaining, administering, and signposting walking access over any land”.

6. The Commission established the Enhanced Access Fund to facilitate the involvement of individuals and organisations in access projects across New Zealand.

7. Funding will be prioritised towards contributing to projects that help to secure certain and enduring access to the outdoors for future generations. For example, the cost of negotiation to secure access agreements, the legal or survey costs of obtaining access, and the cost of obtaining Resource Management Act consents.

8. Other priorities, in descending order, include:

· information including signs;

· developing and improving walking opportunities through installing gates, stiles and fences and the cost of obtaining professional reports such as engineering reports; and

· supporting community walking access projects, including infrastructure and administration.

9. Funding infrastructure including bridges and boardwalks is low priority.

10. As well as individuals the following groups and organisations are eligible to apply to the Enhanced Access Fund:

· community organisations;

· territorial authorities in combination with community organisations;

· umbrella/lead organisations applying on behalf of local groups;

· iwi/hapu;

· administering authorities of walkways; and

· access-related groups or organisation.

11. The Commission is keen to attract applications that show individuals, community groups and/or organisations working together to enhance outdoor access in their localities. In some situations the local authority may be best placed to coordinate the project and assist with completing an application.

12. Territorial authorities themselves are not eligible unless combined with a community organisation.

13. To achieve maximum impact from funding allocations the Commission prefers to see evidence of partnerships, including contributions from the applicant and other interested parties. Where other parties are involved applicants should provide letters of support showing how each individual, group or organisation will contribute to the project. This might involve financial assistance, non-cash support or both. Non-cash support could include materials, sponsored business services and/or volunteer labour.

Quay Street City Cycleway

14. The final design for the Quay St Cycleway has been announced with the cycleway opening in late May. The two-way separated cycleway, which will go from Lower Hobson St by Princes Wharf to Plumer St, will make it even easier to cycle into the city centre.

15. This cycleway is being fast-tracked so it will be constructed prior to works beginning on the City Rail Link in the downtown area. As these important works begin and the network of cycle routes in the city expands, the growth in the number of people cycling into the city centre is expected to continue.

16. People are choosing to cycle into the city because there is a certainty of travel time, it is cost effective and, for some people, it is quicker than driving or using public transport.

17. The pink Lightpath, Northwestern Cycleway, Grafton Gully Cycleway and Tamaki Drive are already popular routes for people cycling. Over the next three years Auckland Transport will add to these existing routes creating a network of cycle improvements that will give people better travel options.

18. Construction on the Quay St Cycleway will begin in early March. A short section of the cycleway from Queen St to Commerce St has yet to be finalised.

19. The cycleway will join with the existing Beach Rd Cycleway at Britomart Place. Future connections to the cycleway include Tamaki Drive Cycleway in the east and Nelson St Cycleway and Westhaven to City Cycleway at Lower Hobson St.

20. Central government is currently investing significantly in the Urban Cycleways Programme with the aim of growing the number of cycling trips by more than 30% over the next three years.

21. In recent years, there has been consistent growth in the number of people cycling in Auckland with a 7.4% increase over the past year.

Transport for future housing areas

22. The public are being given a unique opportunity to help plan transport for about 110,000 new houses planned for land which is currently greenfields.

23. Feedback will be used to help identify the transport networks needed during the next 30 years to support future urban areas in the northwest and southern Auckland, Warkworth and Silverdale.

24. Auckland Council, Auckland Transport and the New Zealand Transport Agency are working together to identify the range of projects needed to support the new communities and business areas. It will build upon transport plans already in place to support growth in existing urban areas.

25. Six weeks of public consultation is getting underway, with two weeks of initial feedback on proposals in each future urban area. This commenced in southern Auckland on 18 February 2016.

26. Four weeks of further public consultation will start in April:

· Warkworth and Silverdale/Dairy Flat consultation - 25 February to 10 March; and

· Northwest Auckland consultation – 3 to 17 March.

27. Significant new transport infrastructure will be needed to support about 110,000 new houses and 50,000 new jobs in future urban areas which in sum will be a similar size to urban Hamilton.

28. Public feedback will be used to develop recommended transport networks that will help inform discussions between central government and Auckland Council on agreeing an approach to develop the city’s transport system - the Auckland Transport Alignment Project.

Consideration

Local board views and implications

29. This report is for the Devonport-Takapuna Local Board’s information.

Māori impact statement

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

General

31. The activities detailed in this report do not trigger the Significance Policy, all programmes and activities are within budget/in line with the Auckland Transport’s budget and Regional Land Transport Plan (RLTP) documents and there are no legal or legislative implications arising from the activities detailed in this report.

Implementation

32. There are no implementation issues.

Attachments

No.	Title	Page
a View	Devonport Takapuna Issues Raised by Board Members During February 2016	27
b View	Sunset Road Boardwalk	31

Signatories

Authors

Marilyn Nicholls, Elected Member Relationship Manager, Auckland Transport

Authorisers

Jonathan Anyon, Elected Member Relationship Team Manager, Auckland Transport

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

15 March 2016

Devonport/Takapuna Local Board Quick Response Grants: Round Three 2015-2016

File No.: CP2016/02831

Purpose

1. The purpose of this report is to present applications received for round two of the Devonport/Takapuna Local Board Quick Response Grants 2015/2016. The local board is required to fund, part-fund or decline these applications.

Executive Summary

2. The Devonport/Takapuna Local Board has set a total combined community grants and local events budget of $256,500 for the 2015/2016 financial year. A total of $89,665 was allocated under the round one events fund, and $12,500 was allocated for Movies in Parks.

3. A total of $12,765 was allocated under quick response round one, $11,417 was allocated under quick response round two and $62,350 was allocated under local grants round one, leaving a total unallocated budget of $67,803.

4. Seventeen applications were received in this quick response round, with a total requested of $29,232.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) consider the applications listed in the table below and agree to fund, part-fund or decline each application:

Application ID	Applicant	Main focus	Funding for	Amount requested
QR1602-317	Show Me Shorts Film Festival Trust	Arts and culture	Towards the costs of design, printing, advertising and administration wages in November 2016	$1,999
QR1602-320	Depot Art and Music Space	Arts and culture	Towards the costs of gallery hire of the Depot Artspace and framing of artwork for the 'my name is artist' project between July 2016 to August 2016	$2,000
QR1602-329	Wellington Museums Trust (Capital E)	Arts and culture	Towards ticket subsidies for Shu's Songs and Hinepau productions between June 2016 to September 2016	$2,000
QR1602-310	Youthline Auckland Charitable Trust	Community	Towards the purchase of a portable projector, public announcement system, folding table, folding chairs and promotional material for community events in the Devonport-Takapuna Local Board area between April 2016 to October 2016	$1,300
QR1602-312	Sunnynook Community Centre Incorporated	Community	Towards the costs of entertainment, prizes, face-paint, juice, tea and coffee for participants at the Sunnynook Community Centre Family Fun Day event in March 2016	$2,000
QR1602-314	First Devonport Scout Group	Community	Towards the purchase of a new sign for the scout den, door mat and two wind wands between March 2016 to April 2016	$1,452
QR1602-315	UpsideDowns Education Trust	Community	Towards the costs for two families in the Devonport-Takapuna Local Board area to be reimbursed for attendance for the speech therapy programme in March 2016	$1,860
QR1602-326	Children's Autism Foundation	Community	Towards the printing of programme booklets, therapist wages and volunteer costs for the 'Hands On' Autism workshops at Wilson Home Trust between May 2016 to December 2016	$2,000
QR1602-327	Devonport Community House Creche	Community	Towards the purchase of two easels, a workbench and an outdoor mat in March 2016	$1,500
QR1602-328	SeniorNet Bayswater Incorporated	Community	Towards the purchase of a printer in March 2016	$1,299
QR1602-316	Westlake Boys' High School Environmental Council	Environment	Towards the costs of purchasing bokashi tubs, worm farms, bokashi mix bags, eco tubes, biobags and tumbling composter bins between March 2016 to December 2016	$1,922
QR1602-323	David Hare	Environment	Towards the cost of remedial work at 17 Glenn Road, Stanley Point in March 2016	$2,000
QR1602-302	Maria Oakey	Sport and recreation	Towards venue hire of the YMCA North Shore Recreation Centre for the ‘YMCA Thursday Soccer’ between April 2016 to December 2017	$1,900
QR1602-307	Mairangi Bay Badminton Club	Sport and recreation	Towards the venue hire of Badminton North Harbour, coaching costs and the purchase of shuttle cocks for the Mairangi Bay Junior programme between May 2016 to December 2016	$1,500
QR1602-308	Badminton North Harbour	Sport and recreation	Towards the purchase of shuttle cocks for the ladder competitions between April 2016 to June 2016	$2,000
QR1602-321	Gymnastics Community Trust	Sport and recreation	Towards the purchase of foam gymnastics equipment for the Gymnastics Community Trust between April 2016 to July 2016	$2,000
QR1602-322	North Harbour BMX Club Incorporated	Sport and recreation	Towards the purchase and delivery of lime for the resurfacing of the BMX track at 169 Bush Road, Albany between April 2016 to July 2016	$500
			Total:	$29,232

Comments

5. The implementation of the new Community Grants Policy commenced on 1 July 2015. The policy supports each local board to adopt a grants programme for 2015/2016, and the Devonport-Takapuna Local Board adopted its grants programme on 4 May 2015 (see Attachment A).

6. The local board grants programmes sets out:

· local board priorities;

· lower priorities for funding;

· exclusions;

· grant types, the number of grant rounds and when these will open and close; and

· any additional accountability requirements.

7. The Devonport-Takapuna Local Board will operate five quick response grants rounds for this financial year. The third quick response grants round closed on 19 February 2016.

8. The Devonport-Takapuna Local Board has set a total combined community grants and local events budget of $256,500 for the 2015/2016 financial year.

9. The budget will be allocated to successful applications. A total of $89,665 was allocated under the round one events fund, and $12,500 was allocated for movies in parks. A total of $12,765 was allocated under quick response round one, $11,417 was allocated under quick response round two and $62,350 was allocated under local grants round one, leaving a total unallocated budget of $67,803.

10. Seventeen applications were received in this quick response round, with a total requested of $29,232.

Consideration

Local board views and implications

11. Local boards are responsible for the decision-making and allocation of local board community grants. The Devonport-Takapuna Local Board is required to fund, part-fund or decline these grant applications against the local board priorities identified in the local board grant programme.

12. The local board is requested to note that section 48 of the Community Grants Policy states “(Council) will also provide feedback to unsuccessful grant applicants about why they have been declined, so they will know what they can do to increase their chances of success next time.”

Māori impact statement

13. The provision of community grants provides opportunities for all Aucklanders to undertake projects, programmes, activities that benefit a wider range of individuals and groups, including Maori. As a guide for decision-making, in the allocation of community grants, the new community grants policy supports the principle of delivering positive outcomes for Maori. There are three applicants applying in this round that have identified as Maori, and six applicants have indicated their project targets Maori or Maori outcomes.

Implementation

14. The allocation of grants to community groups is within the adopted Long-term Plan 2015-2025 and local board agreements.

15. Following the Devonport-Takapuna Local Board allocating funding for round three quick response, Commercial and Finance staff will notify the applicants of the local board decision.

Attachments

No.	Title	Page
a	Devonport/Takapuna Local Community Grants Programme 2015-2016 (Under Separate Cover)
b	Devonport Takapuna Quick Response Round Three application summaries (Under Separate Cover)

Signatories

Authors

Kim Hammond - Community Grants Advisor

Authorisers

Marion Davies - Community Grants Operations Manager

Jennifer Rose - Operations Support Manager

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

15 March 2016

Monthly Local Board Services report - February 2016

File No.: CP2016/01700

Purpose

1. The purpose of this report is to keep track of progress against the outcomes identified in the Devonport-Takapuna Local Board Plan, and to provide members with an overview of recent local board activity.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) receive the report.

b) schedule two additional briefings for the purposes of the Annual Plan 2016/17 requirements on:

i. Tuesday, 19 April from 3.30pm to 5.00pm

ii. Tuesday, 17 May from 3.00pm to 5.00pm

c) reschedule the business meeting on Tuesday, 21 June 2016 to Tuesday, 14 June 2016 at 6.00pm.

d) cancel the briefing/community forum on Tuesday, 6 September 2016 3.30pm and schedule a business meeting on Tuesday, 6 September 2016 at 6.00pm.

e) provide a total of $9,000 from its planning and development budget to the Milford, Takapuna Beach and Devonport business associations to enable them to purchase additional Marketview data that will assist the business associations to drive local economic development and employment growth in the Devonport-Takapuna local Board area

f) request the Parks Portfolio holders arrange a meeting involving themselves, a council arborist, an Auckland Transport representative and the Cowper Street residents to identify any options to mitigate the adverse effects created by the Liquidambar trees in Cowper Street.

g) endorse the Devonport-Takapuna Local Board Feedback to Auckland Development Committee on the Resource Legislation Amendment Bill, noting that it was submitted for consideration to the 10 March meeting of the Auckland Development Committee.

h) repurpose $38,095 originally allocated towards the Depot Artspace Lighting and Ceiling Upgrade for 2015/2016 to Takapuna Pumphouse to undertake a specialised investigation to determine the source of the various water ingress and dampness problems in the coal bunker of the Pumphouse.

Board briefings

2. The following regional and sub-regional briefings with the Devonport-Takapuna Local Board took place in February 2016:

· Northern Busway Meeting (11 February 2016)

· Community Empowerment Open Day ( 29 February); and

· Mahi Takitini – Oranga Taiao: Working together for a sustainable environment hui (7 March)

3. A Devonport-Takapuna Local Board briefing occurred on 23 February and 1 March 2016, the record of which is attached to a separate report on this agenda.

4. The board briefing on 22 March 2016 is scheduled to cover the following:

· Sports Facilities Investment Plan (SFIP);

· Golf Facilities Investment Plan (GFIP);

· Potters Park play design; and

· Revision of the Community Grants Programme.

Portfolio Matters

Governance

Proposed amendments to business meetings and briefings schedule

5. As the current business meetings and briefings schedule is not aligned with the Annual Plan 2016/17 timelines and requirements, it is proposed that the local board schedule two additional briefings on:

i. Tuesday, 19 April from 3.30pm to 5.00pm and

ii. Tuesday, 17 May from 3.00pm to 5.00pm.

6. In order for the board to meet signoff deadlines for its 2016/17 local board agreement, it is recommended that the scheduled business meeting on Tuesday, 21 June 2016 be moved one week forward to Tuesday, 14 June 2016.

7. It is also recommended that the briefing/community forum scheduled on Tuesday, 6 September 2016 at 3.30pm be replaced with a business meeting with 6.00pm start. The earlier date is recommended as the scheduled meeting in September falls after the close of council business for the triennium.

Local Board Feedback

8. At the meeting held on 16 February 2016, the local board considered the Better Urban Planning Issues Paper and Resource Legislation Amendment Bill report and resolved to (DT/2016/1):

“a) establish a working party consisting of the Chairperson, the regulatory portfolio lead and the regulatory portfolio associate to formulate the board’s feedback on both the Productivity Commission’s ‘Better Urban Planning Issues Paper’ and the Resource Legislation Amendment Bill, noting that:

i. all members may attend working party meetings if available.

ii. board feedback must be submitted no later than 8 March 2016;

iii. the Auckland Development Committee will be preparing formal responses on behalf of Auckland Council on both matters at its 10 March 2016 business meeting that will include the views of local boards; and

iv. the board’s final position on both topics will be presented for retrospective endorsement to the next available business meeting.”

9. The working party provided the initial feedback at a working party meeting on 23 February 2016 which was subsequently discussed and finalised at the board’s briefing held on 1 March 2016.

10. The final Devonport-Takapuna Local Board feedback to Auckland Development Committee (ADC) on the Resource Legislation Amendment Bill (the Bill) is attached as Attachment A to this report for the board’s retrospective endorsement. The board’s feedback was considered at the 10 March ADC meeting as part of council’s submission on the Bill.

Local Development Initiatives budget update

11. At the end of February 2016, $180,090 of the board’s original local development initiatives (LDI) budget of $1,345,000 remained unspent. The key areas of under-expenditure are as follows:

a) Youth programmes budget: the youth programmes budget is $20,000. None of this budget has been allocated.

b) Youth coordinator budget: at its meeting of 21 April 2015 the board allocated $33,000 for a youth coordinator (resolution number DT/2015/51). This money has not yet been spent, and it is unclear if it is still required.

c) Community grants and community events budget: $67,803 remains unallocated. The board will consider further grants at the March business meeting and may wish to consider increasing the grants budget from other unallocated parts of its LDI budget.

d) Local Parks volunteers budget: $24,000 of this budget remains unallocated; however the Parks Advisor is confident the remaining budget will be required before the end of the financial year. It should also be noted that in addition to the volunteers budget, less than $19,000 of the total Local Parks Sport and Recreation LDI budget, remains unspent.

e) Planning and Development budget: $50,000 of this budget remains unallocated. A budget provision of $10,000 was provided for further support to develop the Devonport Heritage Trail, but to date there has been no call for that money. This report also recommends a grant of $9,000 to the Milford, Takapuna Beach and Devonport business associations to enable them to purchase additional Marketview data. Further funds may be needed to action some of the initiatives identified in the board’s Economic Development Action Plan, but otherwise no further call on this budget is anticipated. Therefore the board may wish to use some of this budget to support its grants programme.

12. Attachment B provides a detailed breakdown of the allocations made to the board’s LDI budget, and the amounts remaining.

Additional Marketview support for the three Devonport-Takapuna business associations

13. The Milford, Takapuna Beach and Devonport business associations each receive annual and quarterly Marketview reports providing information about retail spend within its area. Each also receives annually a market opportunity report, an event report, and an individual business report.

14. The reports the three business associations receive from Marketview provide useful and valuable information, helping the business associations tune and develop the economic health of each area.

15. However, to better understand the market and identify future opportunities that will help drive the local economy and create employment growth, more detailed information is required.

16. The three business associations suggest that the Devonport-Takapuna Local Board can make a significant contribution to local economic growth by paying for a series of reports from Marketview that will provide the information each of the business associations require to make their contribution to growing the local economy. The total cost of the reports would be $9,000, and would subsequently provide each business association with a tailored set of reports.

17. The proposal is consistent with the Devonport-Takapuna Local Board Economic Development Action Plan, and the Local Board Plan. Further detail is included in the combined BID proposal included as Attachment C

Parks and the Environment

Cowper Street beautification proposal

18. At its briefing of 23 February 2016, the board was approached by residents of Cowper Street who proposed the following:

· replacement of the two Liquidambar trees with a line of equi-spaced trees along the berm; with the number and species of the trees to be confirmed by council’s arborist in consultation with the proposers;

· removal of the Liquidambar trees by a reputable local arborist. Tree removal would include stump grinding and reinstatement of the berm grass, to the satisfaction of the council arborist; and

· possible removal of the redundant 70m long storm water drain and reinstatement of the grassed berm, if desired, by council.

19. The residents were primarily concerned about the potential for the tree roots to damage their properties. The residents were prepared to bear the cost of removal of existing trees and any replanting with new trees.

20. Council’s arborist has confirmed that should the board request the removal of the existing trees it would be subject to a resource consent being granted. He has also commented that the trees are healthy and that he could not support their removal.

21. Because the berm is part of a road reserve, any work occurring in the berm would be subject to Auckland Transport’s approval. Auckland Transport is close to adopting a berm planting policy but in a memo to local board chairs and transport portfolio holders in December 2015 it notified the following conditions up for consideration for inclusion in the berm planting policy:

· any planting must ensure that there is visibility of pedestrians and vehicles leaving and entering private properties and adjoining roads;

· people must have unobstructed entry and exit to parked vehicles from the berm;

· planting should not obstruct pedestrians and other footpath users; and

· planting must not damage utility services running under the berm.

22. Auckland Transport staff have indicated that the organisation would be unlikely to approve any replanting with anything that could, now or in the future, breach any of the restrictions, but would assess individual proposals on their merits if the proposals breached their policy.

23. They have also indicated that a street beautification proposal would require careful preparation, including identification of any services that could be affected along with a comprehensive assessment of effects, and mitigation measures. It is unlikely that Auckland Transport would approve replanting of any trees in Cowper Street, let alone trees as significant as Liquidambar trees.

24. The board can request that council staff apply for a resource consent to have the existing trees removed, but if it does, it should be noted that the trees would be unlikely to be replaced with others, and that the resource consent application may be unsuccessful. Staff cannot, therefore, recommend that the board proceed with requesting that the Cowper Street residents’ initiative be actioned. The board may wish to consider instead that members meet with residents and a council arborist to see what may be able to be done to the existing trees to mitigate the concerns of the residents.

Community Facilities

Pumphouse Theatre

25. The Takapuna Pumphouse has been experiencing various water ingress and dampness problems over the past few years. In the past 12 to 18 months, measures have been undertaken to improve the situation and to find the source. A geo-tech report was completed in late 2015, which proved inconclusive.

26. At present the Takapuna Pumphouse is suffering from two areas of water ingress:

· adjacent to the staircase of the coal bunker

· behind and underneath the coal bunker.

Details

27. The following measures have been undertaken so far:

· in 2014, the back wall of the coal bunker was sealed. The seal is fine but did not resolve the water ingress to stairs and under concrete as the source of the water is from a different area.

· the gutter, downpipe and flashings have been upgraded, resulting in less water on the staircase. The repair work improved the situation but did not resolve it.

28. The geo-tech report showed no excess ground water, but was overall inconclusive in determining the exact source of water.

29. The constant water ingress into the area resulted in continuously wet carpet and the need for a dehumidifier to run constantly in order to reduce the risk of mould and to dry the carpets.

30. Community Facilities are proposing to reallocate funding originally allocated towards the Depot Artspace Lighting and Ceiling Upgrade for 2015/2016 to instead undertake a specialised investigation to determine the source of the problem at the Pumphouse.

31. The Depot Artspace has advised that the Lighting and Ceiling Upgrade is not a priority and can therefore be pushed out into the following financial year. The project can be added to the renewals programme 2016/2017. The current lighting is still serving its purpose and does not cause any problems to their exhibitions at present. The allocated budget for Depot Artspace is $38,095.00.

32. The allocated budgets would be used at Takapuna Pumphouse for:

· carpet to be stripped back to access concrete slab in coal bunker;

· experimental bore testing in coal bunker, neutralising possible water pressure under concrete slab;

· inspection/repair regarding porosity and cracks in concrete slab;

· structural assessment of the coal bunker, concentrating on the affected area adjacent to the top of the stairs;

· carpet replacement after above measures have taken place;

· survey on current retainer wall supporting roadway; and

· survey on bank in contact with building and possible excavation measures.

33. The funds of $38,095 are to be used for the investigation only and will not be used for repair work. The findings will help determine the remedial work required to ensure the integrity of Takapuna Pumphouse and repair the water ingress problems. A project line has been added to the renewal programme for 2016/2017 for the remedial works.

Discussion and Officers Comments

34. A meeting has been called with Auckland Transport to discuss possible AT involvement of the retainer wall supporting road way and the proximity to the building below. Community Facilities are hoping to obtain AT budget support and technical support as the retainer wall and bank in contact with the Takapuna Pumphouse is also part of the road structure.

Recommendation/Action

35. Community Facilities are proposing to reallocate funding originally allocated towards the Depot Artspace Lighting and Ceiling Upgrade for 2015/2016 to instead undertake a specialised investigation to determine the source of the problem at the Pumphouse.

36. The investigation and various measures are required to determine the extent of causes and the work required to resolve the water ingress problem to the building. A remedial project is included in the Capex Renewals Programme for 2016/2017 and 2017/2018.

Next Steps

37. Operation Management and Maintenance Team North can raise the required purchase orders to start investigation process.

38. The Local Board and James Bell, Manager of the Pumphouse would be part of the communication process and receive regular updates.

Consideration

Local board views and implications

39. Local board views are sought via this report.

Māori impact statement

40. The appropriate Maori stakeholders have been consulted in the writing of this report.

Implementation

41. There are no implementation issues identified in this report.

Attachments

No.	Title	Page
a View	Devonport-Takapuna Local Board Feedback to Auckland Development Committee on the Resource Legislation Amendment Bill	45
b View	LDI budget 29 February	49
c View	Additional Market Data Funding Proposal	51

Signatories

Authors

Chris Dee - Senior Local Board Advisor

Haley Scovell - Local board Advisor

Authorisers

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

15 March 2016

Draft Business Improvement District Policy 2016 – local board feedback

File No.: CP2016/03548

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. In May 2015, the 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.

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. The 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, which is collected using the 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. In December 2015, the Regional Strategy and Policy Committee approved the draft policy for consultation.

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

· Part 1 – Policy : sets the rules, “the what to do”; and

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

7. Local boards, stakeholders and business associations that operate existing BID programmes have all had opportunities to input into the development of the BID Policy 2016.

8. Local boards are now being invited to provide formal feedback on the revised draft policy (refer to Attachment A and B of this report).

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

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

· Should BID programmes below the $100,000 income per annum target rate normally have audited financial accounts every two financial years to reduce costs for smaller BID programmes?

· Are the processes outlined to handle problems, issues and serious concerns 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 Devonport-Takapuna Local Board:

a) provide feedback on the draft Business Improvement District Policy 2016; or

b) delegate the chairperson and member(s) to provide feedback on the draft Business Improvement District Policy (2016) before the deadline on 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 of 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 the Auckland Council, in which both parties agree to operate within the BID Policy.

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

· 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; and

· as governors – local boards have significant decision-making responsibly for BID programmes. This includes recommending to the governing body to strike a BID programme target rate, and recommending BID programme establishments, expansions, amalgamations and disputes.

BID Policy 2016

14. In May 2015, the 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. The 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”; and

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

18. In December 2015, the Regional Strategy and Policy Committee approved the draft BID policy for consultation. 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 that are operating BID programmes were invited to attend a number of workshops during September and November to discuss the key themes for the BID Policy change and the draft BID 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 BID 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 BID 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 business associations operating BID programmes, local boards and key stakeholders. The table below provides details of the key themes for change between the 2011 and 2016 BID policies, feedback received and the draft policy response to this feedback.

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 are concerned about the stated local board delegations. Draft policy response: Added wording to clarify the overall intent of the local board 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: · Local boards and Local Board Services staff expressed concern that some of the draft responsibilities of local board representatives on BID programme boards were not appropriate. Draft policy response: Draft roles were 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. There was mixed feedback from local boards - a majority were keen to keep audits but others requested a financial review or proportional requirement to BID programme size. Draft policy response: keep audits but: · BID programmes with a target rate income of $100,000 per annum or greater would have audits every financial year; and · BID programmes with a target rate income under $100,000 per annum would have 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: · A number of business associations are concerned 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. There was 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 has been changed to $120,000 but there will still be an 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. During September to October 2015, local boards had provided feedback at the 19 workshops 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 BID policy (Attachment A and B of this report).

26. Feedback from local boards will help shape the further development of the 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. Should BID programmes below the $100,000 income per annum target rate normally have audited financial accounts every two financial years to reduce costs for smaller BID programmes?

iii. Are the processes outlined to handle problems, issues and serious concerns 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 officer. A second joint workshop with the Regional Strategy and Policy Committee members, local board chairs and/or economic development portfolio holders will be held in mid-April, before seeking approval of the final 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 that was sent to local board members and councillors on 16 September 2015, outlining the purpose and proposed process for developing the policy;

· a briefing to the Local Board Chair’s Forum on 28 September 2015;

· officer attendance at 19 local board workshops during September and October 2015 to seek feedback on the proposed key themes for policy change;

· the draft BID Policy 2016 was workshopped 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; and

· a second memo sent to local board members on 1 December 2015, which provided an update on the policy development process, a copy of the draft BID Policy 2016 and a summary of local board and business association feedback received 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 service delivery model are intended to become operational on 1 July 2016.

Attachments

No.	Title	Page
a	Draft Business Improvement District (BID) Policy 2016 - Part 1 - Policy (Under Separate Cover)
b	Draft Business Improvement District (BID) Policy 2016 - Part 2 - Policy Operating Standards (Under Separate Cover)

Signatories

Authors

Stephen Cavanagh - Local Economic Development Adviser

Authorisers

Alastair Cameron - Principal Advisor CCO Governance and External Partnerships

Karen Lyons - Manager Local Board Services

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

15 March 2016

Feedback on the draft Civil Defence and Emergency Management Group Plan

File No.: CP2016/03550

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. The public consultation timelines on the draft CDEM Group Plan is from 15 February to 18 April 2016.

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 CDEM Group Plan. The current CDEM Group Plan for Auckland is due to expire on 31 August 2016.

3. A draft CDEM Group Plan 2016-2021 has been developed for consultation (refer to Attachment A). The draft CDEM Group Plan is primarily centered on community empowerment and resilience across all social, economic, environmental and infrastructure environments.

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

Recommendation/s

That the Devonport-Takapuna Local Board:

a) provide 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 the community. 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 on 31 August 2016.

7. The draft CDEM Group Plan has been developed as a framework for action which will form the basis for more detailed business planning and development of CDEM 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; and

· building resilient communities.

8. Local boards are well placed to help with leadership, championing resilience and local engagement in their respective communities. The draft CDEM 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 a further opportunity for local boards to determine their role in a civil defence emergency.

9. The actions described (in further detail on page 37 of Attachment A) 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. The public consultation timelines on the draft CDEM 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 CDEM Group Plan is due to be formally adopted by the CDEM Committee in August 2016.

Consideration

Local board views and implications

11. Local board CDEM portfolio holders have been briefed on issues relevant to the draft CDEM 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 CDEM Group Plan.

12. Local board views on the draft CDEM Group Plan are being sought in this report. Subject to consultation, the 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 CDEM Group Plan during the statutory consultation phase.

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

Implementation

15. The final CDEM Group Plan is to be adopted by the CDEM Committee in August 2016. The 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 CDEM Group Plan.

Attachments

No.	Title	Page
a	Draft Auckland Civil Defence and Emergency Management Group Plan 2016-2021 (Under Separate Cover)
b	Process for developing the draft Group Plan (Under Separate Cover)

Signatories

Authors

Janice Miller - Manager Logistics

Authorisers

John Dragicevich - Director Civil Defence and Emergency Management

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

15 March 2016

Community Led Small Build programme

File No.: CP2016/03549

Purpose

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

2. This report also requests that Devonport-Takapuna Local Board delegate 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 Devonport-Takapuna Local Board will have a decision-making role in relation to funding of projects, 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 Community Led Small Build 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. 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 board locally driven initiative (LDI) capex or business improvement district levies.

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 Devonport-Takapuna 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 Devonport-Takapuna 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 $250,000 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); and

· 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 Devonport-Takapuna Local Board:

a) receive the update on the Community Led Small Build programme.

b) delegate to [X] to provide the local board’s views on new applications for the programme in the Devonport-Takapuna Local Board area.

Comments

13. The Community Led Small Build 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 Auckland 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 provides 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 therefore 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 $250,000 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); and

· 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 $250,000 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; and

· ongoing maintenance of assets vesting with council.

19. Projects will go through a simplified project management process with four 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.

21. 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.

22. 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.

23. The Community Facilities department, established through the Services reshape, will be responsible for the 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.

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

25. 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; and

· launch activities and supporting ongoing use of the asset.

26. Local board input is important to ensure that the right community initiatives are supported. In particular, the Devonport-Takapuna 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 Devonport-Takapuna 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.

27. A delegation is requested from the Devonport-Takapuna 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.

28. If the Devonport-Takapuna Local Board decide to support a community led initiative with funding, this needs to be managed through a separate process and needs to be formally approved by the local board. However, to reduce the demand on the community group, the accountability report (on final delivery of project) could be used for both for the local board funding requirements and the Community Led Small Build programme.

29. 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

30. 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.

31. 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 the 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

32. 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.

33. 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

34. 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.

35. 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.

36. 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 Project Manager

Authorisers

Roger King - GM - Commercial Services

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

15 March 2016

Local government elections - order of names on voting documents

File No.: CP2016/03531

Purpose

1. To provide feedback to the governing body on how names should be arranged on the voting documents for the Auckland Council 2016 election.

Executive Summary

2. The Local Electoral Regulations 2001 provide a local authority the opportunity to decide by resolution whether the names on voting documents are arranged in:

· alphabetical order of surname;

· pseudo-random order; or

· random order.

3. Pseudo-random order means an arrangement whereby names are listed in a random order and the same random order is used on every voting document.

4. Random order means an arrangement whereby names are listed in a random order and a different random order is used on every voting document.

5. In 2013 the council resolved for names to be arranged in alphabetical order of surname. A key consideration was the extra cost of using one of the random order options. The electoral officer has advised that it is now possible to use a true random arrangement with minimal additional cost.

6. Staff recommend that the current approach of alphabetical printing is retained for the 2016 council elections, as the benefits to the voter outweigh any perception of a name order bias problem that analysis of the 2013 results show does not exist.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) recommends to the governing body that candidate names on voting documents should be arranged in alphabetical order of surname

Comments

Background

7. Clause 31 of The Local Electoral Regulations 2001:

(1) The names under which each candidate is seeking election may be arranged on the voting document in alphabetical order of surname, pseudo-random order, or random order.

(2) Before the electoral officer gives further public notice under section 65(1) of the Act, a local authority may determine, by a resolution, which order, as set out in subclause (1), the candidates' names are to be arranged on the voting document.

(3) If there is no applicable resolution, the candidates' names must be arranged in alphabetical order of surname.

(4) If a local authority has determined that pseudo-random order is to be used, the electoral officer must state, in the notice given under section 65(1) of the Act, the date, time, and place at which the order of the candidates' names will be arranged and any person is entitled to attend.

(5) In this regulation,—

pseudo-random order means an arrangement where—

(a) the order of the names of the candidates is determined randomly; and

(b) all voting documents use that order

random order means an arrangement where the order of the names of the candidates is determined randomly or nearly randomly for each voting document by, for example, the process used to print each voting document.

2013 elections

8. In 2013 the council resolved to use the alphabetical order. A key consideration was that there would be an additional cost of $100,000 if council chose the random order. The electoral officer has advised that due to changes in printing technology, it is now possible to use the random order with minimal additional cost.

9. All the metropolitan councils apart from Auckland Council used random order printing for their 2013 local authority elections..

10. Of the District Health Boards that were elected in conjunction with the 2013 council elections, the Counties Manukau District Health Board chose the random order. Auckland and Waitemata District Health Boards chose alphabetical.

11. Of the Licensing Trusts that were elected in conjunction with the 2013 council elections, all chose alphabetical except for the Wiri Licensing Trust which chose pseudo-random order.

Options for 2016

Pseudo-random order and random order printing

12. The advantage of random order printing is it removes the perception of name order bias, but the pseudo-random order of names simply substitutes a different order for an alphabetical order. Any perceived first-name bias will transfer to the name at the top of the pseudo randomised list. The only effective alternative to alphabetical order is random order.

13. A disadvantage to both the random printing options is it may be confusing for the voter as it is not possible for the supporting documents such as the directory of candidate profile statements to follow the order of a random voting paper.

Alphabetical order

14. The advantage of the alphabetical order printing is that it is familiar; easier to use and to understand. When there are a large number of candidates competing for a position it is easier for a voter to find the candidate the voter wishes to support if names are listed alphabetically.

15. It is also easier for a voter if the order of names on the voting documents follows the order of names in the directory of candidate profile statements accompanying the voting document. The directory is listed in alphabetical order. It is not possible to print it in such a way that each copy aligns with the random order of names on the accompanying voting documents.

16. The disadvantage of alphabetical printing is that there is some documented evidence, mainly from overseas, of voter bias to those at the top of a voting list.

17. An analysis of the council’s 2013 election results is contained in Attachment A. It shows that any bias to those at the top of the voting lists is very small. The analysis looked at:

· impact on vote share. (Did the candidate at the top of the list receive more votes than might be expected)?

· impact on election outcome (did being at the top of list result in the candidate being elected more often than might be expected?).

18. The analysis showed that, for local boards, being listed first increased a candidate’s vote share by approximately 1 percentage point above that which would be expected statistically if voting was random. There was no detectable impact of being listed first on the share of votes received in ward elections.

19. Therefore for the 2013 council election results, there was no detectable impact of being listed first on whether a candidate was elected or not. In fact there were slightly fewer candidates at the top of lists elected to positions (29) than might be expected statistically if voting was random (31). Similarly, there was no meaningful impact of having a surname earlier in the alphabet on election outcomes.

20. Given there is no compelling evidence of first name bias for the council’s own 2013 results, staff recommend that the current approach of alphabetical printing is retained for the 2016 council elections, as the noted benefits to the voter outweigh any perception of a name order bias problem that analysis of the 2013 results show does not exist.

Consideration

Local board views and implications

21. Feedback from local boards will be reported to the governing body when the governing body is asked to determine the matter by resolution.

Maori impact statement

22. The order of names on voting documents does not specifically impact on the Māori community. It is noted that candidates are able to provide their profile statements both in English and Māori.

Implementation

23. There are no implementation issues as a result of this report.

Attachments

No.	Title	Page
a View	Order of candidate names on voting documents	75

Signatories

Authors

Warwick McNaughton - Principal Advisor - Democracy Services

Authorisers

Marguerite Delbet - Manager Democracy Services

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

15 March 2016

LGNZ conference and AGM 2016

File No.: CP2016/04078

Purpose

1. To inform local boards about the Local Government New Zealand (LGNZ) Annual General Meeting (AGM) and conference in Dunedin from Sunday 24 July 2016 to Tuesday 26 July 2016 and to invite local boards to nominate a representative to attend as relevant.

Executive Summary

2. The Local Government New Zealand annual conference and AGM takes place at The Dunedin Centre from Sunday 24 to Tuesday 26 July 2016.

3. The AGM takes place on the first day of the conference. Auckland Council is entitled to four official delegates at the AGM, one of whom is the presiding (or voting) delegate. The Governing Body will consider this at their meeting on 31 March 2016. The four official delegates are likely to be the Mayor as a member of the LGNZ National Council (or his nominee), the Deputy Mayor as the Mayor’s alternate for this position, Cr Webster as Chair LGNZ Zone One and a member of LGNZ National Council, and the Chief Executive.

4. In addition to the official delegates, local board members are invited to attend. Local boards should consider the relevance of the conference programme when deciding on attendance, with the expectation that no board will approve more than one member to attend the conference.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) nominates a representative to attend the Local Government New Zealand 2016 Annual General Meeting and Conference from Sunday 24 July 2016 to Tuesday 26 July 2016 on the basis that the conference programme is relevant to the Local Board’s work programme.

b) confirms that conference attendance including travel and accommodation will be paid for in accordance with the current Auckland Council Elected Member Expense Policy.

Comments

5. The 2016 LGNZ Conference and AGM are being held in Dunedin. The conference commences with the AGM at 1pm on Sunday 24 July 2016 and concludes at 12.45 pm on Tuesday 26 July 2016.

6. The theme of this year’s conference is “Creating places where people love to live, work and play”. The programme includes:

· Greg Doone, Director at PwC will provide a future vision on New Zealand's communities, taking a look at demographic, social, technological, economic and environmental trends.

· Troy Pickard, President of the Australian Local Government Association and Mayor of Joondalup, Perth will cover a broad perspective on key global issues for future generations in Australia and beyond.

· Vaughan Payne, CEO, Waikato Regional Council; Brian Hanna, Mayor, Waitomo District Council; Damon Odey, Mayor, Timaru District Council; Dame Margaret Bazley, Commissioner, Environment Canterbury and Jim Palmer, Chair of the Canterbury Chief Executives Forum will describe their stories of collaboration and how their approaches are aiding "place-making" for their regions and providing a platform for regional economic development.

· Jason Krupp, Research Fellow, The New Zealand Initiative will focus on the example of Manchester City Council and how it combined with its neighbouring authorities to strengthen its leadership, governance and capacity to partner with central government. This session will involve video interviews with leaders of Manchester City Council.

· Peter Kageyama, an Author and international thought leader will offer a fresh and innovative perspective around what engagement is going to look like in the future and how we can better engage with our communities, and tell our stories to build a sense of place.

· Andrew Little, Leader of the Opposition Leader of the Opposition, will discuss the importance of regional New Zealand and local government to the wider economy, and the challenges we will face as the future of work changes.

· Lawrence Yule, President of LGNZ and Jonathan Salter, Partner at Simpson Grierson will provide a fresh approach on resource management

· Lieutenant General Tim Keating, Chief of Defence Force will offer a personal perspective of what he believes makes for a successful leader.

· Jeb Brugmann, Founder of ICLEI, Local Governments for Sustainability and Managing Partner of The Next Practice will take an over-arching look at resilience and how we can build strong towns, cities and regions of the future.

· Sir Mark Solomon, Kaiwhakahaere of Ngai Tahu will discuss the value achieved when councils build strong local partnerships within their towns, cities and regions. In particular, Sir Mark will discuss his view on the significance of relationships between iwi and local government.

7. The programme also includes six Master Class sessions:

· Customer-centric services and innovative engagement - how community leaders can be intentional about creating a more emotionally engaging place.

· Special economic zones – what are they and can they help regional New Zealand?

· Collaborative processes and decision-making

· Resilient towns, cities and regions – creating places for the future

· Risk management and infrastructure.

8. Local boards should consider the relevance of the programme when deciding on conference attendance, with the expectation that no local board will approve more than one member to attend the conference.

Annual General Meeting

9. The AGM takes place on the first day of the conference. Auckland Council is entitled to have four delegates to the AGM, one of whom is the presiding (or voting) delegate. The four official delegates are likely to be the Mayor (or his nominee), the Deputy Mayor, Councillor Penny Webster (as Chair of Zone 1) and the Chief Executive (or his nominee).

10. The Mayor is a member of the LGNZ National Council, the Deputy Mayor is the Mayor’s alternate for this position, Cr Webster is the Chair of LGNZ Zone One and a member of LGNZ National Council. The Governing Body will consider an item on AGM attendance at their meeting on 31 March 2016.

11. LGNZ request that local board members who wish to attend the AGM, register their intention prior to the AGM.

Costs

12. The Local Board Services Department budget will cover the costs of one member per local board to attend the conference.

13. Registration fees are $1410.00 incl GST before 1 June 2016 and $1510.00 incl GST after that. Full conference registration includes:

· Attendance at conference business sessions (Sunday-Tuesday)

· Satchel and contents

· Daily catering

· Simpson Grierson welcome cocktail function

· Fulton Hogan conference dinner and EXCELLENCE Awards function

· Closing lunch and refreshments.

14. The council hosted tours on Sunday 24 July 2016 are not included in the conference price. Local board members are welcome to attend these at their own cost.

15. Additional costs are approximately $155 per night accommodation, plus travel. Local Board Services will be co-ordinating and booking all registrations and accommodation and investigating cost effective travel.

Consideration

Local Board views and implications

16. This is a report to the 21 local boards.

Māori impact statement

17. The Local Government NZ conference will better inform local boards and thereby support their decision making for their communities including Maori.

Implementation

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

Attachments

No.	Title	Page
a View	LGNZ 2016 conference and master class programme	87

Signatories

Authors

Polly Kenrick - Business Process Manager

Authorisers

Anna Bray - Policy and Planning Manager - Local Boards

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

15 March 2016

Governance Forward Work Calendar

File No.: CP2016/03221

Purpose

1. To present to the board with a 3 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 over the next 3 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 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 Devonport-Takapuna 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	95

Signatories

Authors	Sonja Tomovska - Local Board Democracy Advisor
Authorisers	Eric Perry - Relationship Manager

[1] High-level youth needs research for Devonport-Takapuna, Kaipatiki and Upper Harbour Local Boards. June 2014. Community Policy and Planning North & Community Development Arts and Culture North-West.

[2] Our Youth, Our Future. November 2015. Sophie Barclay, Auckland North Community and Development.

Chairperson	Joseph Bergin
Deputy Chairperson	Dr Grant Gillon
Members	Mike Cohen, QSM, JP
	Dianne Hale, QSO, JP
	Jan O'Connor
	Allison Roe, MBE