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

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, 19 April 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.

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

9 Public Forum

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

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

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Notices of Motion

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

Devonport-Takapuna Local Board

17 May 2016

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

File No.: CP2016/07572

Purpose

1. The purpose of this report is to present applications received for round four of the Devonport-Takapuna Local Board Quick Response Grants 2015/2016. The 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 $304,000 for the 2015/2016 financial year.

3. A total of $89,665 was allocated under the round one events fund, and $12,500 was allocated for Movies in Parks.

4. A total of $12,765 was allocated under quick response round one, $11,417 was allocated under quick response round two, $14,501 was allocated under quick response round three and $62,350 was allocated under local grants round one. This leaves a total of $45,764 to be allocated.

5. Five applications were received in this quick response round, with a total requested of $19,573.

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
QR1602-403	Auckland Chinese Students and Scholar Association	Arts and culture	Towards the rental of the Bruce Mason Centre, technical equipment rent, labour costs, advertising and promotion for the 2016 Auckland Mid-autumn Festival Gala between April to September 2016	$12,000
QR1602-405	The Operating Theatre Trust, trading as Tim Bray Productions	Arts and culture	Towards two months rental and insurance for three storage containers. Venue hire of “The Pump House Theatre”, wages for production staff, marketing and promotional costs for the “Celebrating 25 Years - 2016 Season of Theatre for Children” between July to December 2016	$2,000
QR1602-402	Sunnynook Scout Group – Scout Association of New Zealand	Community	Towards the removal of the old roof guttering and replacement at 90 Sunnynook Road, Sunnynook in May 2015	$1,962
QR1602-407	PHAB Social Clubs	Community	Towards the wages for a specialist support staff member between May to July 2016	$2,000
QR1602-406	Global Action Plan Oceania	Environment	Towards the purchase of materials for the workshop and hireage of a van in June 2016	$1,611
			Total:	$19,573

Comments

6. 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).

7. 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.

8. The Devonport-Takapuna Local Board will operate five quick response grants rounds for this financial year. The fourth quick response grants round closed on 8 April 2016.

9. The Devonport-Takapuna Local Board has set a total combined community grants and local events budget of $304,000 for the 2015/2016 financial year.

10. 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, $14,501 was allocated under quick response round three and $62,350 was allocated under local grants round one, leaving a total unallocated budget of $45,764.

11. Five applications were received in this quick response round, with a total requested of $19,573.

Consideration

Local Board views and implications

12. 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.

13. 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

14. 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 no applicants applying in this round that have identified as Maori, and one applicant has indicated their project targets Maori or Maori outcomes.

Implementation

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

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

Attachments

No.	Title	Page
a View	Devonport-Takapuna Local Community Grants Programme 2015-2016	13
b View	Devonport-Takapuna Local Board Quick Response Round Four application summaries	17

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

17 May 2016

Devonport-Takapuna Local Board Community Grants Programme 2016/2017

File No.: CP2016/07135

Purpose

1. To present the Devonport-Takapuna Local Board Community Grants Programme 2016/2017 for adoption.

Executive Summary

2. The new Auckland Council Community Grants Policy was implemented on 1 July 2015. The policy guides the allocation of local, multi-board and regional grant programmes to groups and organisations delivering projects, activities and services that benefit Aucklanders.

3. The Community Grants Policy supports each local board to review and adopt their own local grants programme for the next financial year.

4. This report presents the Devonport-Takapuna Local Board Community Grants Programme 2016/2017 for adoption (see Attachment A).

Recommendation/s

That the Devonport-Takapuna Local Board:

a) adopt the Devonport-Takapuna Local Board Community Grants Programme 2016/2017.

Comments

5. The new Auckland Council Community Grants Policy was implemented on 1 July 2015. The policy guides the allocation of local, multi-board and regional grant programmes to groups and organisations delivering projects, activities and services that benefit Aucklanders.

6. The Devonport-Takapuna Local Board adopted their specific grants programme in 2015. The Community Grants Policy supports each local board to review and adopt their own local grants programme for the next financial year. The annual review of the local board grants programme enables the board to set new grant round dates and make any other changes to priorities and exclusions to reflect any new local priorities. The local board grants programme will guide community groups and individuals when making applications to the local board.

7. The local board community grants programme includes:

· outcomes as identified in the local board plan;

· specific local board grant priorities;

· which grant types will operate, the number of grant rounds and opening and closing dates;

· any additional criteria or exclusions that will apply; and

· other factors the local board consider to be significant to their decision-making.

8. The Devonport-Takapuna Local Board workshopped their grant programme on 22 March 2016 and requested the following changes:

· add community matchfunding as a higher priority;

· include the following as lower priorities rather than exclusions;

o event management costs or wages for event organisers;

o catering;

o commercial events or events that promote a brand or company; and

o events that raise money for a third party fundraising

· setting new dates for grant rounds for the 2016/2017 financial year.

9. Once the local board community grants programme for the 2016/2017 financial year has been adopted the types of grants, grant rounds, criteria and eligibility will be advertised through an integrated communication and marketing approach that includes utilising the local board channels.

Consideration

Local Board views and implications

10. The Community Grants Programme has been developed by the local board to set the direction of their grants programme. This programme is reviewed on an annual basis.

Māori impact statement

11. All grant programmes should respond to Auckland Council’s commitment to improving Maori wellbeing by providing grants to organisations delivering positive outcomes for Maori. Applicants are asked how their project may increase Maori outcomes in the application form.

Implementation

12. An implementation plan is underway, and the local board grants programme will be locally advertised through the local board and council channels. These channels include the local board webpage, e-newsletter, community networks and stakeholder databases. Past recipients will also be sent publicity on the new grant rounds. Targeted advertising and promotion will be developed for targeted populations, including migrant and refugee groups, disability groups, Maori and iwi organisations.

Attachments

No.	Title	Page
a View	Devonport-Takapuna Local Board Grant Programme 2016/2017	35

Signatories

Authors

Marion Davies - Community Grants Operations Manager

Authorisers

Jennifer Rose - Operations Support Manager

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

17 May 2016

Contributions Policy Variation A

File No.: CP2016/08430

Purpose

1. The purpose of this report is to brief the Devonport-Takapuna Local Board on proposed variations to the Contributions Policy 2015. Feedback is sought from local boards on the proposed changes.

Executive Summary

2. At its meeting on 17 March 2016, the Finance and Performance Committee adopted for consultation, a proposal to amend the Contributions Policy 2015 to refine the parks (reserve acquisition, reserve development and community infrastructure activities) and stormwater funding areas, along with some minor definition changes.

3. Consultation with the public was undertaken between 1 April 2016 and 21 April 2016. A consultation document, including the proposed policy variation was available on Shape Auckland. An event was held on 19 April to provide an opportunity for interested parties to present their views in person.

4. Staff will report the results of consultation and local board feedback to the Finance and Performance Committee in June. Any amendments to the policy will take effect from 1 July 2016.

Proposed changes

5. The variations to the policy propose increasing the number of funding areas for stormwater from 22 to 36, and parks from 4 to 26. These changes reflect:

· geographic characteristics of stormwater and parks (reserve acquisition, reserve development and community infrastructure activities) usage;

· growth priority areas;

· desire for a stronger connection between where development contributions are collected and spent; and

· retention of the flexibility to amend plans to accommodate changes in the pattern of planned growth.

6. The proposed funding areas retain the flexibility to accommodate special housing areas and spatial priority areas, and to respond to changes in the forecast patterns of growth.

7. The proposed changes do not affect the capital projects in the Long-term Plan 2015-2025.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) provide any views it may have on proposed variations to the Contributions Policy 2015 for the governing body to consider.

Consideration

Significance of Decision

8. Adoption of a variation of the contributions policy is not a significant decision.

Local board views and implications

9. Local boards provided feedback through the Long-term Plan 2015-2025 consultation process seeking a stronger connection between where development contributions were collected and where they were spent

10. A number of local boards suggested that funding areas should be more locally focused. The proposal to increase the number of funding areas is consistent with this view.

Māori impact statement

11. Auckland Council does not hold information on the ethnicity of developers. The impact on Māori will be similar to the impact on other residents and ratepayers.

Legal and Legislative Implications

12. The options presented in this report comply with the requirements of the Local Government Act 2002.

Attachments

No.	Title	Page
a View	Contributions Policy 2015 Variation A	81
b View	Contributions Policy – report to 17 March Finance and Performance Committee	91

Signatories

Authors

Felipe Panteli - Senior Policy Advisor

Andrew Duncan - Manager Financial Policy

Authorisers

Matthew Walker - GM Financial Strategy and Planning

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

17 May 2016

Panuku Development Auckland Local Board Six-Monthly Update 1 July to 31 December 2015

File No.: CP2016/00179

Purpose

1. To give the Devonport-Takapuna Local Board an overview of Panuku Development Auckland. The report also notes any major issues, projects and activities within the Local Board area for the six months 1 July to 31 December 2015.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) receive the Panuku Development Auckland Local Board Six-Monthly update 1 July to 31 December 2015.

Background

2. Panuku Development Auckland was established in September 2015 as a result of the merger of two CCOs – Waterfront Auckland and Auckland Council Property Limited (ACPL).

3. Panuku helps to rejuvenate parts of Auckland – from small projects that refresh a site or building, to major transformations of town centres or neighbourhoods.

4. Comprised of five Directorates, Panuku manages around $1 billion of council’s property portfolio, which we continuously review to find smart ways to generate income for the region, grow the portfolio or release land or property that can be better used by others.

5. Panuku works with government, iwi, not-for-profit and private organisations. We use our skills, knowledge and connections to bring land and resources together to create the best outcome for Aucklanders.

Directorate Comments

Strategy and Engagement Directorate

6. This Directorate helps the organisation articulate vision through a strategic framework and performance monitoring to help Panuku achieve progress on its purpose and objectives. This Directorate identifies opportunities for Panuku to add value through the use of council’s considerable property assets. With shareholder approval, we shape opportunities into mandates to act and help bring everyone on the journey with best practise communication and marketing. This Directorate is comprised of four teams:

Governance Relationships

7. Establishing, developing and augmenting relationships with key stakeholders is an important part of Panuku’s role. Based on the belief that effective collaboration will regularly out-perform individual or siloed approaches Panuku has invested resource, time and people to developing genuine relationships.

8. Sitting within the Strategy and Engagement Directorate, the Governance Relationships Team leads and guides engagement across the organization, focusing significantly on developing an effective relationship with Central Government. There is also a team within this Directorate dedicated exclusively to Stakeholder and Community Engagement work.

9. This Directorate guides the way Panuku engages with individuals, communities and groups of interest (see Attachment A).

10. Panuku is committed to engaging regularly with key stakeholders to ensure that urban renewal in Auckland takes place in a collaborative way. The key stakeholders we have been working with since transition include:

11. Councillors – A key priority for Panuku was to engage early and be proactive in our involvement with Councillors. Collaboration on a broad range of issues is essential to ensure a sense of shared outcomes.

12. Local boards – Panuku is developing collaborative partnerships with all Local Boards. The nature of our baseline engagement is outlined in the Panuku Board approved Local Board Engagement Plan (see Attachment B). We will also develop detailed protocols with the various Local Boards where Panuku will initially focus its long term urban renewal role.

13. Iwi – Panuku is a steward and developer of land on behalf of the Auckland Council and the population of Tāmaki Makaurau. Tāmaki Makaurau mana whenua are the indigenous Māori population and acknowledged kaitiaki of the land. Panuku acknowledges through the principles of Te Tiriti o Waitangi and the importance of land to Māori, that our particular relationship with these 19 iwi is therefore one of partnership in management and development of this essential element.

14. Central Government – Whilst existing relationships are strong, there is still a need to ensure more cohesive coordination with Central Government across the wider council family. We will amongst other things, identify key priorities for Panuku and the relevant government agencies with whom relationships need to be developed and maintained to enable those priorities to be successfully progressed.

Strategic Planning

15. The Strategic Planning Team is responsible for setting the strategic vision and direction, preparing Panuku strategies, policies and standards and ensuring integration with and inputting to Council policy processes.

16. Preparation of High Level Project Plans (HLPPs) for the locations that Panuku is responsible is led by this team. HLPPs have input from across Panuku including Placeshaping, Development, and Engagement. They set out the vision and outcomes, urban design opportunities and issues, the key sites and how they might be redeveloped to support transformation, as well as the project timeline, milestones, resources and budget. HLPPs have been completed for Takapuna and Northcote and have commenced for Manukau and Onehunga.

17. There are a number of other locations within the overall Panuku work programme that will also require a HLPP. A rolling programme of locations has now been approved by the Panuku Board. The extent and content of each HLPP will be calibrated having regard to the complexity, stage and respective needs of each location. In some areas HLPPs will be simple term sheets detailing the what, why and how of the project plan, in others large comprehensive framework documents requiring additional external resourcing to complete.

18. The Team also provides research and business information that informs decision making and provides a robust framework for assessing wider opportunities and analysing the implications of strategic/non-financial objectives.

Portfolio Strategy

Optimisation

19. The 2015 LTP process reflects a desire of Council to materially reduce or slow down expenditure and unlock value from assets no longer required or which are sub-optimal for service purposes. In response to this, prior to the establishment of Panuku, ACPL developed a new method of dealing with service property, called optimisation.

20. Asset optimisation deals with service property. It is self-funding, it maximises efficiencies from service assets, and maintains levels of service whilst releasing property for sale or development. A key element of optimisation is that the sale proceeds are locally reinvested to advance approved projects and activities on a cost neutral basis. It does not include the Auckland Transport (AT) portfolio. Panuku continues to advance this programme of work. This includes the development of a cross-council project to coordinate and execute asset sales and optimisation.

21. Work also continues on the progression and investigation of a number of optimisation pilots.

Portfolio Review and Rationalisation

Overview

22. Panuku is required to undertake ongoing rationalisation of the council’s non-service assets. This includes identifying properties from within council’s portfolio that may be suitable for potential sale and development if appropriate. Panuku has a particular focus on achieving housing and urban renewal outcomes. Identifying potential sale properties contributes to the Auckland Plan focus of accommodating the significant growth projected for the region over the coming decades, by providing the council with an efficient use of capital and prioritisation of funds to achieve its activities and projects.

Performance

23. July 2015 to June 2016 Target

UNIT	TARGET	ACHIEVED	COMMENTS
Portfolio Review	$40m disposal recommendations	$25,100,000 as at 31 December 2015	These recommendations include $24,000,000 of sites that are identified for development projects.

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

25. 2016/2017 Target

UNIT	TARGET	COMMENTS
Portfolio Review	$45m gross value recommended for sale	This target includes disposal recommendations and sales for sites that are identified for housing development and urban renewal projects

Process

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

Under review

27. Properties currently under review for future use opportunities via the Rationalisation Process in the Devonport-Takapuna Local Board area are listed below. The list includes any properties that may have recently been approved for sale or development and sale by the governing body.

PROPERTY	DETAILS
24R Linwood Avenue, Forrest Hill	Non-utilised access way that leads to Linwood Reserve. Progressed following a purchaser enquiry from an adjoining landowner. No alternative service uses were identified during the internal consultation process and iwi feedback was supportive of the proposed reserve revocation and disposal. The Devonport-Takapuna did not support the proposed reserve revocation and disposal. Property was presented to the Regional Policy and Strategy Committee in December 2015, which voted against the proposed reserve revocation and disposal.
4 Blomfield Spa, Takapuna	Residual land that was acquired by the Takapuna City Council in 1969 from the Crown for the purpose of a service lane Property transferred from AT to ACPL in April 2015 as surplus to AT’s requirements. The rationalisation process commenced in August 2015. No alternative service uses were identified during the internal consultation. The site was also reviewed by the Parks, Sports and Recreation department also reviewed the site and found that there is no gap in the provision of neighbourhood parks or civic spaces nearby and property has a limited function as a neighbourhood park for people living in the area. Local board engagement commenced in 2015. Further local board engagement and iwi engagement to be undertaken in 2016.
2 Forrest Hill Road, Forrest Hill	Acquired by the North Shore City Council in 2005 for the Wairau-Taharoto Corridor Upgrade and road widening. Transferred from AT to ACPL in April 2015 as surplus to AT’s requirements. The rationalisation process commenced in December 2015. No alternative service uses were identified during the internal consultation. Local board and iwi engagement to be undertaken in 2016.
1/328 Lake Road, Hauraki	Acquired by North Shore City Council in 2010 for the purpose of Lake Road widening and Esmonde Interchange Project. Transferred from AT to ACPL in April 2015 as surplus to AT’s requirements. The rationalisation process commenced in December 2015. No alternative service uses were identified during the internal consultation. Local board and iwi engagement to be undertaken in 2016.

Place Shaping Directorate

28. The Place Shaping Directorate includes Project Design, Planning and Consents, Place Making and Sustainability teams. This Directorate translates the vision and objectives of HLPPs into integrated and implementable Framework Plans that ensure the achievement of high quality redevelopment design outcomes and optimise commercial opportunities whilst balancing economic, social, cultural and environment considerations.

29. High Level Project Plan – Takapuna - the Place Shaping team provided initial input into the High Level Project Plan (HLPP), including gathering background information relative to Takapuna and legacy Council plans, strategies and documents and providing a summary of the planning provisions relevant to each potential development site. Further information on development taking place in Takapuna, refer to paragraph 36.

Development Directorate

30. This Directorate is responsible for the successful delivery of redevelopment projects. It works across the organisation, with partners and stakeholders over the life of projects. It also champion’s best practice project delivery, to achieve best value outcomes, within defined cost, time and quality parameters.

31. Panuku is contributing commercial input into approximately 54 region wide council-driven renewal and housing supply initiatives. Involvement extends from provision of initial feasibility advice through to implementation, with projects ranging in size from $415k to in excess of $100million.

32. Panuku is extending on this work to play a much stronger role in urban development through greater scale, enhanced capability and the ability to partner with others. We have a key role in helping deliver the council priority of quality urban living and have the mandate to deal with the challenge of Auckland’s rapid growth through renewal and investment.

33. The roles and responsibilities of Panuku are customised to each specific project initiative and location. A few are of a high custodial nature associated with urban renewal and are known as Transform projects. Some have a more facilitative role where investment or use of existing council assets aids development in the short to medium term and these are known as Unlock and Support projects.

34. Panuku already works closely with the local boards on Panuku-led developments to ensure we give effect to the local boards’ place-shaping role. Engagement undertaken by Panuku will in some areas be of a much broader scope, with the potential for involvement in master-planning activities for significant land areas.

35. A high level update on development activities in the Devonport-Takapuna area as below.

36. Central Takapuna - Takapuna is a Metropolitan Centre and has been agreed by the Auckland Development Committee (ADC) as an urban centre that fits the ‘Unlock’ category for action by Panuku. A High Level Project Plan was adopted by the Panuku Development Auckland Board on 25^th November 2015.This report has been provided to the local board for comment and will be presented to the ADC in February. Next steps include investigation of strategic property acquisitions and undertaking the necessary master / development planning to guide the Takapuna redevelopment. Close liaison with AT will be required to agree parking requirements helping to inform the brief for then identifying potential development solutions. The Local Board is establishing a stakeholder reference group to create a forum to receive broad stakeholder views.

Portfolio Management Directorate

37. The Portfolio Management Directorate is responsible for the management and performance of the property portfolio including land, buildings, marina and place assets. This Directorate also provides a range of property services and advice including asset development and renewal, statutory processes, acquisitions and disposals. There are five teams sitting within this Directorate.

Property Portfolio

38. Effective from the 1 September 2015 the property management portfolios previously managed by Auckland Council Property Portfolio and Waterfront Auckland merged and became the Panuku Development Auckland portfolio.

39. Panuku Development Auckland manages property owned by the council and AT that are not currently needed for service or infrastructure purposes. These are properties that are not immediately required for delivery of a council service or infrastructure development but are being held for use in a planned future project such as road construction, the expansion of parks or development of future town centres. In addition the property also manages land and buildings within the former Waterfront Auckland portfolio. These properties are held pending further development within the Waterfront area.

40. The property portfolio comprises 1341 properties containing 961 leases as at the 31 December 2015. The current portfolio includes vacant land, industrial buildings, warehouses, retail shops, cafes, offices, medical centres and a large portfolio of residential rental homes.

41. Within the former Waterfront Auckland portfolio are a further 43 properties containing 94 leases.

42. The return on the property portfolio for the period ending 31 December 2015 was above budget with a net surplus to the AC and AT shareholders $3.6m ahead of budget. The return on ex Waterfront Auckland properties for the period ending 31 December was $500K below budget.

43. The average monthly tenantable occupancy rate for the 6 month period is more than 97% which is above the SOI target of 95%.

44. Panuku Development Auckland currently manages 25 commercial and residential properties within the Devonport-Takapuna Local Board area.

45. During the period 1 July 2015 to 31 December 2015 we consulted with the Board on:

· Takapuna Holiday Park - future plans (ongoing)

· Takapuna Grammar School Rowing Club - relocation

· Barrys Point Reserve, Fred Thomas Drive - new lease to Golf Warehouse

Business Interests

46. Panuku also optimises the commercial return from assets it manages on council’s behalf. This comprises two forestry enterprises, two landfills and four quarries. There are currently no managed business interests in the Devonport-Takapuna Local Board area.

Acquisitions and Disposals

Acquisitions

47. Eight properties were purchased for open space purposes around the region at a value of $23.6m, and 11 properties have been purchased for storm water purposes at a value of $1.2m.

Disposals

48. To the end of December 2015 the Disposals Team has achieved $6.57m of unconditional net sales against the 2015/16 disposals target of $30.0m for the year. A further $31m of net unconditional sales could be achieved by the end of the financial year from the sale of 15 properties, with 2 properties accounting for $27.0m of the $31.0m forecast.

Māori Impact Statement

49. Whatungarongaro te tangata, toitū te whenua. Through our collaborative partnership approach, Panuku works with Māori towards:

· joint strategic outcomes;

· enabling commercial investment, including partnership in commercial and housing opportunities;

· contribution the urban fabric through recognition of Māori cultural footprint in design, respect for the environment and broader social outcomes;

· guiding the nature of our working practice when we embed Māori values in our business at a strategic and operational level.

A Goals and Actions plan outline for this work is published on the Panuku Website as part of our Māori Engagement Framework 28 October 2015.

Local context

50. There are 13 iwi with registered interests in the Devonport-Takapuna Local Board area. Panuku has been engaging with these groups in respect of potential disposals and development sites in the Devonport-Takapuna Local Board area over the past three years.

51. Panuku will work in collaboration with kaitiaki officers from these tribes towards best care for land and people within our area of influence. This work is understood to enable protection of waahi tapu and the optimum health of the mauri (life force) of the natural environment.

52. We have begun our engagement work programme with mana whenua in respect of planning for Takapuna Unlock including site tour and briefing sessions. The next phase of work will be around incorporating interests and aspirations into the scope of future development.

53. Panuku is also currently making connections with the broader local stakeholder base and will engage with the local Māori population within the scope of our collaborative community engagement processes.

54. We additionally seek opportunities to partner with mana whenua iwi and hapū and other Maori organisations on developments.

Consideration

Local Board Views and Implications

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

56. Panuku requests that all feedback and/or queries you have relating to a property in your Local board area be directed in the first instance to localboard@developmentauckland.co.nz. Alternatively please contact Toni Giacon, Team Leader Stakeholder and Community Engagement on 021 227 9463.

Implementation

57. There are no implementation issues.

Attachments

No.	Title	Page
a View	Framework of Strategic Documents	105
b View	Local Board Engagement Plan	107

Signatories

Authors

Sven Mol - Engagement Coordinator

Authorisers

Toni Giacon - Team Leader Stakeholder and Community Engagement

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

17 May 2016

Special Exemption (Section 6) Fencing of Swimming Pools Act 1987

File No.: CP2016/08584

Purpose

1. This report seeks a decision for special exemption from some of the requirements of the Fencing of Swimming Pools Act 1987 (the Act).

Executive Summary

2. An application for an exemption for swimming or spa pools have been received from the owners of:

· 4 Waterview Road, Stanley Point

3. The local board must now resolve to grant, grant subject to conditions or decline the exemptions sought.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) determine the application, by way of resolution, to grant the application for special exemption as sought for the property at 4 Waterview Road, Stanley Point with the condition that NZS 8500-2006 Clause (a-k) is met at all times and the spa remain in the same location.

Comments

Background

5. Auckland Council pool inspectors have inspected each property for which an application for special exemption from the Act has been received. In each case, the swimming pool fencing does not comply with the Act. The details of the non-compliance are specified in the attachments to this report.

6. The council’s pool inspectors have consulted with the applicants in each case. The applicants have been made aware of the council’s requirements to ensure fencing is compliant with the Act, and they have chosen to seek a special exemption from those requirements.

Legislative implications

7. Compliance with the Act is a mandatory requirement for all pool owners, unless exemptions are granted by the local board.

8. The Act requires pool owners to fence their pool, or all or some of the immediate pool area including the pool itself. Specific detail on this is contained in the schedule to the Act. If a pool does not have a complying fence it is an offence under the Act, unless exempt.

9. An exemption can only be granted by the local board after consideration of the particular characteristics of the property and the pool, other relevant circumstances and taking into account any conditions it may impose. Then, only if “satisfied that an exemption would not significantly increase the danger to young children”, can an exemption be granted.

10. The definition of the immediate pool area, which is “the land in or on which the pool is situated and as much of the surrounding area that is used for activities or purposes related to the use of the pool”, is a key consideration for granting an exemption.

11. Where a building forms part of the pool fence and there are doors opening into the pool area, the local board may grant an exemption from compliance with clauses 8 and 10 of the schedule to the Act. It may exempt, if it is satisfied that compliance with the Act is impossible, unreasonable or in breach of any other Act, regulation or bylaw; and the door is fitted with a locking device, that when properly operated, prevents the door from being readily opened by children under the age of six years.

12. When granting a special exemption the local board may impose reasonable conditions relating to the property or the pool or reflecting other relevant circumstances. These may include:

a) making the exemption personal to the applicant so that on a sale of the property a new owner will need to apply for a new exemption; and/or

b) granting the exemption for a fixed term irrespective of changes of ownership.

13. Any exemption granted or condition imposed may be amended or revoked by the local board by resolution. The rules of natural justice would, however, dictate that this action should not be taken without informing the pool owner and giving them the opportunity to be heard.

Consideration

Local board views and implications

14. Local boards have delegated authority to approve exemptions to the Fencing of Swimming Pools Act.

15. Before making an exemption, the local board must consider:

· the particular characteristics of the property and the pool;

· any other relevant circumstances; and

· conditions it may be necessary to impose.

16. The local board must also be satisfied that the exemption would not significantly increase the danger to young children.

17. The local board may resolve to grant, grant subject to conditions, or decline the application for special exemption.

18. If the application is declined the applicant will be required to fence the pool in accordance with the Act.

Maori impact statement

19. There are no particular impacts on Maori that are different from those of other pool owners.

Implementation

20. The decision must be made by resolution.

Attachments

No.	Title	Page
a View	4 Waterview Road, Stanley Point (Under Separate Cover) - Confidential

Signatories

Authors

Phillip Curtis - Senior Swimming Pool Specialist

Authorisers

Sally Grey - Manager Weather Tightness & Compliance

Eric Perry - Relationship Manager

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

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