Agenda of Albert-Eden Local Board

1 Welcome

2 Apologies

At the close of the agenda no apologies had been received.

3 Declaration of Interest

Members are reminded of the need to be vigilant to stand aside from decision making when a conflict arises between their role as a member and any private or other external interest they might have.

4 Confirmation of Minutes

That the Albert-Eden Local Board:

a) confirms the minutes of its ordinary meeting, held on Wednesday, 1 June 2016 and the minutes of its extraordinary meeting, held on Wednesday, 15 June 2016, as a true and correct record.

5 Leave of Absence

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

6 Acknowledgements

6.1 2016 Queens Birthday Honours Recipients

Purpose

1. To acknowledge the local residents who were named in this year’s Queens Birthday Honours.

Recommendation/s

That the Albert-Eden Local Board:

a) Acknowledges Lexie Matheson’s appointment as an Officer of the New Zealand Order of Merit, for services to performing arts, education and LGBTIQ (Lesbian, Gay, Bisexual, Transgender and Queer) rights.

b) Acknowledges Neil Ieremia’s appointment as an Officer of the New Zealand Order of Merit, for services to dance.

c) Acknowledges Dr Tom Miller’s appointment as a Companion of the New Zealand Order of Merit, for services to medical research.

d) Acknowledges Victoria Carter’s appointment as an Officer of the New Zealand Order of Merit, for services to arts, business and community and notes her former role as an Auckland City Councillor from 1998-2004 and chair of the Auckland Arts Festival from 1999-2015.

7 Petitions

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

8 Deputations

Standing Order 3.20 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Albert-Eden Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

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

9 Public Forum

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

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

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Notices of Motion

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

Albert-Eden Local Board

06 July 2016

Auckland Transport Update - July 2016

File No.: CP2016/13071

Purpose

1. This report updates the board on the current status of its Local Board Transport Capital Fund and projects, responds to board resolutions,issues raised by board members andprovides information on matters of specific application and local interest.

Executive summary

2. Project Update - The report provides information on the Board’s current Transport Capital Fund projects.

3. And also provides information on:

a) The financial status of the Albert-Eden Local Board’s Transport Capital Fund

b) Issues raised by Albert-Eden Local Board

c) General information items.

Recommendation/s

That the Albert-Eden Local Board:

a) Receives this report.

b) Requests that the Board allocate up to an additional $100,000 from the Transport Capital Fund for the Mt Albert Pedestrian Bridge project.

Comments

Albert-Eden Local Board Transport Capital Fund (LBTCF)

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

5. The Board’s current Local Board Transport Capital Fund projects are summarised in the table below:

Project	Description	Status	Projected Cost
St Andrews Rd Pedestrian Facility	Facilities to improve pedestrian safety when crossing between 131-137 St Andrews Road.	Project set up, currently awaiting resourcing to become available	$18,000
New North Road LED Streetlighting	Customised light poles and LED lighting upgrade	Completed	$400,000
Sandringham Road LED Streetlighting	Customised light poles and LED lighting upgrade	Under construction	$120,000
Mount Eden Road LED Streetlighting	Customised light poles and LED lighting upgrade	Under construction	$220,000
Owairaka Park Pedestrian Bridge	Pedestrian bridge	Allocated to 2016/17 budget	$138,000
Mt Albert Train Station Pedestrian Bridge/Stairs	Pedestrian bridge better connecting station to Mt Albert Town Centre	Under construction. Due to cost increases an additional allocation of up to $100,000 has been requested from the Boards Capital Fund.	$ 1,100,000 (NZTA Subsidy $550,000)
Cricket Avenue Speed Tables	Traffic calming	Project set up, currently awaiting resourcing to become available	$109,000
Mt Eden/Normanby Intersection Improvements	Road safety improvements to intersection	Proposal out for consultation.	$169,310
Waterbank/Herdman/Daventry Safety Improvements	Traffic calming	Project set up, currently awaiting resourcing to become available	$114,000
Anderson Park Walkway Lighting	Improved walkway lighting	Rough order of cost provided March 2016. With Parks for design.	$188,000
Truro/Lancing Traffic Calming	Traffic calming	Project set up, currently awaiting resourcing to become available	$89,000
Chamberlain Park Greenway and Bridge	Construction of shared path and bridge	ROC for 2 options developed	-

6. See below for a financial update of expenditure against the Local Board Capital Fund as of the 14th of June 2016.

Mount Albert Station Pedestrian Bridge

7. The project to design and construct the link bridge is making progress towards completion later this year. Whilst the project is moving along well, the project budget is looking to be higher than originally anticipated costs because of:

a) More involved strengthening works under the square in the area where the stair will be landing

b) Significant workload across Auckland contributing to higher than anticipated tender pricing.

8. There is now a requirement for up to an extra $100,000 fully funded by the local board from their Transport Capital Fund, noting that there will be no further abatement of this from NZTA budget contributions.

9. A resolution requesting that Auckland Transport be allocated up to $100,000 from the Local Board Transport Capital Fund can be found above.

Response to Resolutions

10. Resolution number AE/2016/70

“(f) Requests Auckland Transport to implement further signage and provide additional publicity, including working with primary schools, for the Dominion Road alternative cycle route in Albert-Eden”.

11. Auckland Transport will be reviewing the signage along the Dominion Road Parallel Routes as part of the Greenways Network development launch later this year. This is a joint project with local boards, Auckland Council and Auckland Transport, which will result on a consistent approach to signage, wayfinding and promotion.

12. With regard to additional publicity, this route is promoted to individual schools through direct engagement as part of the Travelwise programme. Raising awareness of the route will continue through this channel with these schools. Schools in the area will also be offered the Bike Safe school cycle training programme during the next financial year, and students will be made aware of the route as part of this training.

Issues Register

Description

AT Response

Point Chevalier Local Area Traffic Management Maintenance

Cleaning these “gateways” has proven to be not straight forward. Our Maintenance contractors have explored a couple of options to clean them, either chemically or by water blasting, unfortunately these options have proven to have limitations that fall below the standards we are trying to achieve.

We have asked out maintenance contractor to undertake a trial cleaning of one site. This trial clean will happen in late July at a location to be confirmed. The result will determine where we go to from there.

Attachments

There are no attachments for this report.

Signatories

Author

Ben Halliwell – Elected Member Relationship Manager , Auckland Transport

Authorisers

Jonathan Anyon - Manager Elected Member Relationship Unit, Auckland Transport

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

Albert-Eden Local Board

06 July 2016

Albert-Eden Local Board Arts, Community and Events Work Programme 2016/2017

File No.: CP2016/10942

Purpose

1. This report presents the Arts, Community and Events (ACE) 2016/2017 Albert-Eden Local Board work programme for approval.

Executive summary

2. This report provides information to support local boards to make decisions required to approve the ACE 2016/2017 work programme.

3. The proposed ACE work programme aims to provide a defined work programme for the 2016/2017 financial year. The work programme covers the following areas:

· Community Empowerment

· Arts and Culture

· Events

· Community Places.

4. The ACE work programme for the Albert-Eden Local Board aligns with the following 2014-2017 Albert-Eden Local Board Plan priorities:

· proud, connected and secure communities

· thriving town centres and a growing local economy.

5. Local boards are being requested to approve the ACE work programme for FY 2016/2017.

6. This work programme also includes the following funding arrangements for approval:

· funding of $10,000 to the Auckland District Council Of Social Services to coordinate the Albert-Eden Community Network

· approve the Black Grace Dance Company funding agreement, $15,000.

7. Staff also recommend that the local board:

· delegate financial decision making to the Community Development portfolio holder to approve the funding to community groups to implement the 2016/2017 Community Empowerment Unit work programme (except for those matters separately approved).

Recommendation/s

That the Albert-Eden Local Board:

a) approve the 2016/2017 Arts, Community and Events work programme (Attachment A),

b) delegate financial decision making to the Community Development portfolio holder to approve the distribution of funds to community groups to implement the 2016/2017 Community Empowerment Unit work programme (except for those matters separately approved).

Comments

Consideration

8. The ACE work programme for 2016/2017 has been developed using a co-ordinated departmental approach. The programme reflects the community empowerment approach through a number of cross-unit and cross-departmental activities. Over time, the principles of community empowerment will drive the ACE work programme. Future work programmes will demonstrate a more joined-up departmental approach. Each ACE unit has aligned their projects and initiatives to the Auckland Plan directives and the Albert-Eden Local Board plan 2014-2017.

9. The ACE work programme aligns to the following 2014-2017 Albert-Eden Local Board Plan priorities:

· proud, connected and secure communities; through a number of capacity building initiatives targeted at youth, the elderly and a number of community and environmental groups

· thriving town centres and a growing local economy; through an initiative to develop the capacity of local businesses, in partnership with a number of internal and external stakeholders including ATEED, IRD and the Ministry of Business Innovation and Employment.

10. The ACE work programme 2016/2017 for the Albert-Eden Local Board includes the following areas of activity:

· Community Empowerment: These projects and programmes aim to deliver a range of social outcomes for local residents. This includes the central community recycling centre development, a collaboration between the Community Empowerment Unit and Waste Solutions to build the capacity of community groups involvement in the planning for the Resource Recovery Network

· Arts and Culture: This includes the engagement of an arts broker to develop relationships and support local arts and culture programmes and projects, as well as funding for Black Grace Dance Company

· Events: This work programme includes a range of community events such as Movies in Parks, Sandringham Spring Festival 2016 and Albert-Eden Schools Cultural Festival

· Community Places: This includes the provision of community programming in Pt Chevalier and Sandringham community centres, as well as an investigation into ways to improve our service in community centres.

11. The work programme includes scoped initiatives that align with local board priorities, as well as budget allocation and established timelines.

12. The local board considered the draft work programme at a workshop with ACE staff on 18 May 2016. Staff incorporated the local board’s feedback into the work programme.

13. The Community Empowerment Unit is operationalising the Empowered Communities Approach, a new way of working. Community empowerment means communities having a sense of control over what happens at a local level and council fostering the conditions that support this. For 2016/2017 the unit is focused on delivery within four key areas:

· initiatives that are joined up and delivered with other departments of council and the CCOs and that support local board plans

· capacity building programmes and projects for the community and voluntary sector and residents

· initiatives designed to enhance participation and engagement in council decision making

· collaborative Auckland-wide initiatives that respond to complex issues where the advantage of council’s size will have a significant impact on outcomes.

14. The Empowered Communities Approach has been embedded in a number of initiatives in this work programme, such as:

· Empowered Events whereby the Events unit runs workshops to upskills local community groups to deliver events themselves

· the community gardens initiative in which the Community Empowerment Unit establish a network of community members with an interest in community garden and sustainability and helps to build their capacity

· the neighbourhood development initiative, a collaboration between CEU, ATEED, MBIE, The Chamber of Commerce and local banks, to support and develop the capacity of local business in Albert-Eden.

15. This work programme also includes the following funding arrangements for approval:

· funding of $10,000 to the Auckland District Council Of Social Services to coordinate the Albert-Eden Community Network

· approve the Black Grace Dance Company funding agreement, $15,000.

16. Local Boards are requested to approve the ACE work programme for 2016/2017. ACE staff will continue to work with relevant portfolio holders and the local board to ensure these projects are delivered and evaluated.

17. Staff also recommend that the local board:

Local board views and implications

18. The draft 2016/2017 work programme was considered by the local board at a workshop on 18 May 2016. Feedback from the local board was considered and incorporated into the local board work programme (Attachment A).

Māori impact statement

19. Improving Māori outcomes is a priority for the region. One of the Auckland Plan targets is to increase targeted support to Māori community development projects. A key objective of ACE is to deepen and integrate relationships with mana whenua, mataawaka and marae, in our everyday work.

20. ACE is committed to supporting strong Māori communities through engagement, capacity building and contributing to Māori well-being. This can be seen through the funding of community organisations that deliver programmes to assist mana whenua, in order to improve our understanding of and relationships with mana whenua.

Implementation

21. Once the work programme is approved, ACE staff will monitor and evaluate progress throughout 2016/2017. Staff will continue to meet with portfolio holders to provide updates on the work programme and ensure it is progressed in a timely way. The ACE work programme will be implemented within the annual plan 2016/2017 budget and updates on progress will be available at the end of each quarter.

Attachments

No.	Title	Page
a View	Albert-Eden Local Board Arts, Community and Events Work Programme 2016/2017	21

Signatories

Author

Graham Bodman - General Manager Arts, Community and Events

Authorisers

Graham Bodman - General Manager Arts, Community and Events

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

Albert-Eden Local Board

06 July 2016

Albert-Eden 2016/17 Local Economic Development Programme

File No.: CP2016/13065

Purpose

1. To approve the Albert-Eden local economic development programme for the 2016/17 financial year.

Executive summary

2. This report introduces the proposed 2016/17 financial year Local Economic Development Work Programme for the Albert-Eden Local Board.

3. The proposed work programme (Attachment A) comprises, World Masters Games/Lion Tour leverage and Albert-Eden Business Awards.

4. The total value of the Local Economic Development programme is $38,000

5. The board is being asked to approve the 2016/17 local economic development programme.

Recommendation/s

That the Albert-Eden Local Board:

a) Approves the 2016/17 local economic development programme (attachment A) as follows;

i) World Master Games/Lion Tour Leverage ($13,000)

ii) Albert-Eden Business Awards ($25,000).

Comments

Background

6. The 2016/2017 local economic development programme has been developed having regard to the Local Board’s priorities for local economic development set out in the Local Board Plan (2014) and the Albert-Eden Local Economic Development Action Plan.

7. The proposed LED programme comprises the following activities:

World Masters Games/Lion Tour leverage ($13,000)

8. The World Masters Games (WMG) will bring approximately 25,000 competitors to Auckland to compete in 28 sporting disciplines at over 45 venues across Auckland.

9. Mt Eden Bowls Club, University Of Auckland Epsom Campus, Auckland and Auckland Table Tennis Centre are scheduled WMG venues in Albert-Eden Local Board area.

10. The British and Irish Lions will visit New Zealand during June and July 2017. The Lions will play three matches at Eden Park on 7th June (vs Blues), 24th June (vs All Blacks) and 8th July (vs All Blacks).

11. This presents a great opportunity for the Albert-Eden Local Board to work with tourism operators, attractions, town centres and other local businesses to maximise the benefits of the high number of competitors and their families coming to Auckland to participate at the games.

12. It is proposed that the local board allocates $13,000 towards leveraging off of the WMG and Lion Tour to increase the economic benefits of the event to the local board area. Activities that could be undertaken include, the development of promotional offers to encourage competitors and their families to stay and eat in the local board area and to visit local attractions. Activation / entertainment and short term visual improvements / artworks in local centres could be implemented to make the centres more attractive and give competitors and their families a reason to visit, stay longer and spend in the local area.

13. The project will include work with business associations who have been briefed by the WMG/Lion Tour as to what to expect from the event and what the opportunities might be. There has been interest expressed by business associations in getting involved in some leverage activity. Business would be expected to also contribute to the costs of the activity.

Albert-Eden Business Award Programme ($25,000)

14. The business award programme seeks to recognise and celebrate the diversity and quality of businesses in the local area. The 2016 Business Awards attracted a large number of participants with Forage Café winning the supreme award. The award programme fosters a sense of pride around the local business community in Albert – Eden.

15. ATEED recommends the local board run another business award programme in 2017 to keep building the awards profile among local businesses. The local board can then decide what the long- term frequency of the business award programme will be after review the second year’s results.

Consideration

Local board views and implications

16. The proposed LED programme was presented to the Local Board at the 25 May 2016 workshop with agreement on the above proposed projects.

Māori impact statement

17. There are no direct impacts as a result of this report on Maori.

Implementation

18. Following approval by the local board the Local Economic Development team at ATEED will begin to implement the programme as approved by the local board. Where there is a need further scoping of activities will be undertaken and presented back to the local Board as required.

Attachments

No.	Title	Page
a View	Albert-Eden ATEED Work Programme 2016/2017	29

Signatories

Author

Luo Lei - Local Economic Development Advisor - ATEED

Authorisers

Paul Robinson - Manager Local Economic Growth - ATEED

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

Albert-Eden Local Board

06 July 2016

Proposed local environment and local development work programme 2016/2017

File No.: CP2016/10725

Purpose

1. To approve the proposed 2016/2017 local environment ($59,000) and local development work programme ($3,440,000).

Executive summary

2. The Albert-Eden Local Board has identified aspirations in their Local Board Plan 2014-2017 to achieve ‘A community that values its environment’ and ‘thriving town centres and a growing local economy.’

3. To give effect to these aspirations the local board has committed $65,000 in total to local environment projects in their locally driven initiatives (LDI) budget and $3,440,000 in total to local development projects in their asset based services (ABS) budget for 2016/2017.

4. Funding (for previously agreed budgets) was approved by the board at its meeting on 27 April 2016 (Resolution AE/2016/60).

5. To deliver on these budgets a proposed work programme has been prepared and discussed at a workshop with the board on 18 May 2016 (attachment A), where the following projects are to be delivered by the Infrastructure and Environmental Services directorate (I&ES) in 2016/2017:

Local environment work programme

· $24,000 for Eco-Neighbourhoods,

· $8,000 for Almorah Rock Forest protection and restoration.

· $13,000 for Stream group grants

· $14,000 for lower Meola Creek restoration

Local development work programme

· $3,440,000 for Mt Albert town centre upgrade

6. Included in the board’s local development work programme 2016/2017 is the town centre transformation (Pt Chevalier and future Albert-Eden) upgrade budget. Although no indicative budget has been allocated for delivery in 2016/2017, it has been included in the boards work programme (attachment A) to portray indicative budget allocation for this project over the next three financial years. No approval of allocation for this project is required from the board for this financial year.

7. The amount of $6,000 of the board’s LDI budget remains unallocated towards a specific project. The reason for this being that a proposal by I&ES to deliver a healthy rental project, totaling $25,000, was declined by the board. Environmental portfolio holders have requested that there is a discussion with staff, once the new financial year has started, to allocate the remaining budget and consider other initiatives.

8. This report recommends that the board approve this local environment and local development work programme and associated budgets for 2016/2017

Recommendations

That the Albert-Eden Local Board:

a) approve the allocation of $59,000 from its 2016/2017 Local Environmental Development budget line of $65,000 to environment projects to be delivered by the Infrastructure and Environmental Services directorate in 2016/2017 as detailed in this report and summarised in the table below:

Project	Budget
Eco-Neighbourhoods	$24,000
Almorah Rock Forest protection and restoration	$8,000
Stream group grants	$13,000
lower Meola Creek restoration	$14,000
Total budget	$59,000

b) request that once the new financial year has started there is a discussion with environmental portfolio holders and staff to allocate the remaining budget of $6,000 to other environmental projects and initiatives.

c) approve the allocation of $3,440,000 for local development projects to be delivered by the Infrastructure and Environmental Services directorate in 2016/2017 as detailed in this report and summarised in the table below

Project	Budget
Mt Albert town centre upgrade	$3,440,000

Comments

9. To deliver the local board plan outcomes of ‘A community that values its environment,’ and ‘thriving town centres and a growing local economy,’ the board allocated budget of $65,000 to support the delivery of a local environment work programme and $3,440,000 to support the delivery of a local development work programme.

10. Staff met with the board at a workshop on 18 May 2016 to discuss the options for allocation of this local environment and development budget and to develop a work programme for 2016/2017.

11. Based on these discussions, it is proposed that five projects be delivered by the Infrastructure and Environmental Services directorate (I&ES) as part of the board’s local environment and development work programme in 2016/2017. A brief description and key deliverables of each of these projects is provided below.

Eco-Neighbourhoods ($24,000)

12. To achieve the key outcome from the board’s plan ‘our community lives in more sustainable ways and reduces its environmental impact,’ the local board has funded the Eco-Neighbourhoods project in its local board area over the last two financial years. This will be year three of the project.

13. An Eco-Neighbourhood comprises of groups of six or more neighbours from different households within the board area, with an objective to adopt sustainable practices and increase resilience within their homes, lifestyles and neighbourhoods.

14. An Eco-Neighbourhood group decides what sustainable living actions they wish to undertake and a project manager supports these groups to take action. The project manager will organise meetings and training sessions, and captures information in order to monitor, evaluate and report progress of the project.

15. Groups receive up to 20 hours of facilitation support from the project manager and can receive up to $1,000 worth of support. This includes incentives, discounts and training to support behavior change. For example, if a group decides to focus on rain water collection, the project manager will organise a water workshop to teach the group how to install rain water barrels. Each group member that takes part in the workshop receives a free rain diverter when they purchase their rain water harvesting kit.

16. Other activities that groups have or will undertake include:

· food resilience

· waste minimisation

· bee keeping

· organic food growing

· home energy and water efficiency.

17. Key deliverables for the project in 2016/2017 will see the support maintained for the seven active groups that have already been established, with a target of between two and four new groups being established in 2016/2017.

Almorah Rock Forest protection and restoration ($8,000)

18. To achieve the local board plan outcome ‘a community that values its environment’ the board has funded an ongoing project focused on protection and restoration of Almorah Rock Forest, a threatened ecosystem in the Auckland region.

19. This project resulted from the Almorah Forest Ecological Management Plan that the board funded in 2013/2014. The objective of the project is to enable the forest to self-regenerate by removing pest plants and pest animals over a five year period. This will be year four of the project.

20. The key deliverables for this project in 2016/2017 will see three rounds of pest animal control and two rounds of pest plant control. In year four of the project pest animal and plant work will largely be in a maintenance phase, with a focus on controlling pest plant seed bank (removing seedlings and juveniles) and keeping pest animals at low levels.

Stream group grants ($13,000)

21. To achieve the key initiatives from the board’s plan ‘community-led planting and weed control projects in Oakley and Meola creeks,’ and ‘we will continue to acknowledge and support the hard-working volunteer environmental organisations, such as Friends of Oakley Creek and St Lukes Environmental Protection Society (STEPS), which care for our two urban streams’, the local board will provide two grants to the following community groups:

· Friends of Oakley Creek ($6,500)

· St Lukes Environmental Protection Society ($6,500)

22. The support the local board provides to these two groups allows for the management and implementation of riparian vegetation enhancement along Oakley Creek and in Roy Clements Treeway (Meola Creek).

Lower Meola Creek restoration ($14,000)

23. To achieve the local board plan outcome ‘a community that values its environment’ with the key initiative ‘community-led planting and weed control projects in Oakley and Meola creeks’ it is recommended that council’s Wai Care programme works with community groups to undertake restoration of the lower Meola Creek, with an aim to create a functioning riparian environment that reduces bank erosion, creates habitat, provides native green corridor linkages and helps to improve water quality.

24. With the development of the Meola Watercourse Management Plan 2009, various community groups and schools have been involved in the restoration of the creek since 2011, with over 15,000 native trees planted so far. The following groups have committed long-term to the restoration of the Meola Creek within the board’s area and will be involved in the restoration in 2016/2017:

· Rasheed Memorial Trust

· Te Mahurehure Marae (Pt Chevalier School)

· Pasadena Intermediate

· The Bluegreens Community Group

25. It is anticipated that from August 2016 to April 2017, maintenance (weeding, rubbish collection and water quality monitoring) of already planted areas will occur, with new native plantings to occur in May and June 2017. Key deliverables for this project will see:

· Participation of 600 community members (150 people for the four events planned)

· 170m of stream planted

· 1600 native trees planted

Mt Albert Town centre upgrade ($3,440,000)

26. To achieve the local board plan outcome ‘thriving town centres and a growing local economy,’ the board has the key initiative ‘Mt Albert Town Centre upgrade including a plaza development and streetscape.’

27. This project delivers on these aspirations and will revitalise Mt Albert town centre by providing an attractive and safe streetscape that provides a significant increase in pedestrian amenity for the community to enjoy. This project leverages off the recent Mt Albert train station investment and increase in public transport patronage. Public investment in the plaza and wider streetscape improvements through the town centre is expected to provide a catalyst for private investment and generate economic development and urban regeneration, making Mt Albert a destination area.

28. A report was provided to the board on 3 February 2016, where the board approved the concept design for the streetscape upgrade and approved the Mt Albert train station pedestrian bridge (resolution AE/2016/1). Stage one of the project is underway and construction will commence in September 2016.

29. Tenders are being sought for a design and construct contract for the upgrade of the town centre streetscapes with a contract to be awarded in June 2016. Detailed design and consenting will be progressed, with construction to commence in September 2016.

30. Additional funding is available in 2017/2018 of $1,750,000 for completion of construction making a total project budget of $5,128,921.

Assessment of options considered – Healthy rentals project ($25,000)

31. The projects highlighted above are the projects that have been discussed and agreed in principle with the local board at a workshop on 18 May 2016.

32. Staff also presented the board with an option to include a healthy rental project at this workshop. The objective of this project would be to work with landlords and their tenants within the board area to improve rental housing quality by offering property assessments, tenant education, and subsidies to catalyse landlord investment in property improvements.

33. Further allocation of budget was to be required from the local board to have this included in their local environment work programme for 2016/2017.

34. After receiving further feedback from the board on the 26 May 2016, it was decided that this project was not to be included in the 2016/2017 local environmental work programme.

35. This leaves an amount of $6,000 of the board’s LDI budget unallocated towards a specific project. Environmental portfolio holders have requested that there is a discussion with staff, once the new financial year has started, to allocate the remaining budget and consider other initiatives.

Consideration

Local board views and implications

36. The projects noted above align with the local board plan outcome ‘A community that values its environment’ and ‘thriving town centres and a growing local economy.’

37. The proposed environment work programme was discussed with the board at a workshop on 18 May 2016 and feedback received on 26 May 2016 has been incorporated into this report.

Māori impact statement

38. Some of the identified activities are of interest to Māori and, where appropriate, provisions for mana whenua participation, contribution, and consultation will be incorporated. Table one below highlights how each project in the board’s work programme is expected to contribute to Māori outcomes or which requires consultation and engagement.

Table one: local environment and development projects and Māori Outcome Assessment

Project	Māori Outcome Assessment
Eco-Neighbourhoods	This project does not specifically target sustainable living for Māori. However, it is acknowledged that sustainable living practices have integral links with concepts of kaitiakitanga and the Māori world view, where people are closely connected to the land and nature.
Almorah Rock Forest	No direct engagement or consultation has been made with Māori on this project. However, it is recognised that environmental management has integral links with the mauri of the environments and concepts of kaitiakitanga.
Stream group grants	The restoration work carried out by these groups is expected to contribute to Māori outcomes of improving the mauri of local streams. Mauri is a crucial concept for iwi. It is also recognised that Te Auaunga Awa (Oakley Creek) is a site of cultural significance to Māori. The creek runs through a cultural landscape of diverse sites including mahinga kai, pā taua, papakāinga, wāhi nohoanga and wāhi tapu.
Lower Meola Creek restoration	Consultation and engagement with Te Mahurehure Marae is ongoing as the marae includes one of the key long-term restoration sites along the Meola Creek. This site has recently been ‘adopted’ by Pt Chevalier School to establish a relationship with the marae and engage students in stream education and action. The marae also plays an important role as the location for the Meola community meetings, with council, Albert-Eden and Waitemata local board’s and interested community members.
Mt Albert town centre upgrade	The proposed Auckland Unitary Plan shows no areas of significance or value to mana whenua in the town centre. However, given the town centre is in close proximity to the Owairaka - Mt Albert volcanic cone, engagement with mana whenua commenced in December 2015 at a hui held jointly with the project team and the Albert-Eden Local Board at the local board office. At the hui staff obtained support for the proposed tools to integrate the Te Aranga design principles into the design. Consultation and engagement with mana whenua will be ongoing with this project, who have agreed to the appointment of a Māori artist to inform the design team.

Implementation

39. It is recommended that a decision on the unallocated budget of $6,000 is made within the first quarter of the financial year to allow sufficient time for staff to complete procurement of a contract, and for delivery of a project to occur within the financial year. Failure to agree this in the first quarter may mean no project can be delivered in 2016/2017.

40. There are no anticipated implementation issues arising from the remaining projects in the proposed environment work programme as all projects will be delivered within the 2016/2017 financial year. Regular reporting on project delivery will be through the quarterly report from I&ES, or as required.

41. Construction for the Mt Albert town centre upgrade project is anticipated to begin in September 2016 and the local board will receive regular reporting on project delivery.

Attachments

No.	Title	Page
a View	Albert-Eden Local Board local environment and local development work programme 2016/2017	37

Signatories

Author

Matthew Foster - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

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

Albert-Eden Local Board

06 July 2016

Sport and Recreation Investment - Community Access Scheme guidelines and future allocation of residual legacy Hillary Commission Community Sport Fund

File No.: CP2016/11719

Purpose

1. To obtain local board feedback on the draft Sport and Recreation Community Access Scheme guidelines and the future allocation of the residual legacy Hillary Commission Community Sport Fund.

Executive summary

2. Auckland Council inherited 14 operational funding agreements and residual Hillary Commission Community Sport funding that contributed to sport and recreation outcomes. 11 of the funding agreements, and the Hillary Commission funding were deemed out of scope of the Community Grants Policy 2014.

3. At the Parks, Recreation and Sport Committee meeting on 18 November 2015, draft Community Access Scheme guidelines and options for the use of the residual $2.5m Hillary Commission Community Sport Fund were considered. Both were approved for sector and local board consultation.

4. The purpose of the Community Access Scheme is to leverage access to non-council facilities to support increased levels of sport and recreation participation and reduce inequities of access to opportunities.

5. This report provides background and overview of the draft Community Access Scheme guidelines (the Guidelines) (Attachment A), and options for the use of the residual Hillary Commission funding.

6. This report requests local board feedback on the draft Guidelines and the use of the residual Hillary Commission funding.

Recommendation/s

That the Albert-Eden Local Board:

a) provides feedback on the draft Community Access Scheme guidelines for the Governing Body to consider.

b) support the allocation of the residual $2.5m Hillary Commission Community Sport Fund toward the implementation of the Sport and Recreation Community Access Scheme with a priority given to identified need in the legacy Waitakere ($1.1M) and Auckland City ($1.39M) Council areas.

Comments

Draft Community Access Scheme

7. Auckland Council supports sport and recreation in a number of ways including through the provision of facilities and open space, delivering programmes and sector investment.

8. Council’s region-wide investment programme in sport and recreation supports the implementation of the Auckland Sport and Recreation Strategic Action Plan (ASARSAP) to encourage Aucklanders to be more active more often. The investment programme consists of the Regional Sport and Recreation Grants Programme, Region Wide Strategic Partnership Grants and the Community Access Scheme (Attachment B). Additionally many local boards invest in sport and recreation organisations that provide outcomes aligned to their local board outcomes. The 29 July 2015 Parks, Recreation and Sport Committee approved a regional sport and recreation work programme that included the development of strategic region wide guidelines for the allocation of sport and recreation grants outside the scope of the Council Grants Policy including community access/operating grants and the residual Hillary Commission fund.

9. Following an October workshop the draft Guidelines were approved at the 18 November Parks, Recreation and Sport Committee meeting for local board consultation.

10. An update was provided to the 23 November Local Board Chairs Forum and workshops were held with all local boards that have existing funding relationships.

11. The proposed Community Access Scheme provides guidance for the existing 11 legacy arrangements and a framework to address identified gaps and future needs. The draft Community Access Scheme is primarily targeting regional gaps in sport and recreation facility provision and/or improving equity of access through local solutions. For organisations to be eligible they must identify a solution to meet an identified need in the Sport Facility Investment Plan (currently under development) and/or Community Facility Network Plan.

12. The Community Access Scheme will enable council to move investment in response to highest need/demand and invest on a three yearly cycle aligned to the Long-term Plan. Like the Sports Field Capacity Development programme this is a region-wide scheme allocated locally.

13. Investment will be made in facilities to:

· fill a specific sport gap as identified in the Sport Facility Investment Plan

· optimise and increase the use of existing facilities

· support the start-up phase of multisport facilities

Existing community access funding agreements

14. The 11 existing community access funding agreements were reviewed against the draft Guidelines to determine eligibility and strategic alignment. Staff will ensure those that are no longer eligible or do not align with the principles of the draft Guidelines, are supported through other mechanisms.

15. Given the timing of the Guidelines approval and the need to give certainty for the next financial year, on 26 April, the Parks, Recreation and Sport Committee approved the existing community access agreements be continued for the 2016/2017 financial year via the General Manager PSR report with the exception of one reallocation.

16. The following table illustrates current approved investment for the 2016/2017 financial year

Table 1.
Investment Area	Who	Amount
Asset based term grant – community access	Sovereign Stadium Mairangi Bay School/community/council partnership	$58k p.a.
Asset based term grant – community access	Avondale College School/community/council partnership	$17k p.a.
Asset based term grant – community access	Tamaki Recreation Centre School/community/council partnership	$100k p.a.
Asset based term grant – community access	ASB Stadium School/community/council partnership	$80k p.a.
Asset based term grant – community access	Waiheke Recreation Centre School/community/council partnership	$75k p.a.
Asset based term grant – community access	North Harbour Netball (reallocation from Hato Petera College)	$28k p.a.
Asset based term grant – operational support	Te Puru Community Charitable Trust Operational support	$340k p.a.
Asset based term grant – operational support	Papatoetoe Sports Community & Charitable Trust (Kolmar) Operational support	$100k p.a.
Asset based term grant – operational support	Dacre Park Cost-equity – contribution to field maintenance	$17k p.a.
Asset based term grant – operational support	Auckland Netball Sport-equity – contribution to facility maintenance	$150k p.a.
Asset based term grant – operational support	Manukau Tennis Centre Sport-equity – contribution to facility maintenance	$41k p.a.
Total		$1.006m

Future use of Hillary Commission Funding

17. In June 2002, Sport and Recreation New Zealand (SPARC, now Sport NZ) ceased the annual funding through the Community Sport Fund. The fund was administered through territorial local authorities and supported sport and recreation projects and initiatives.

18. The fund was allocated to councils on a population based approach and was distributed to the community through a combination of contestable grants and loans.

19. Following the end of the Community Sport Fund, SPARC advised councils that any remaining Community Sport funding held or returned via loan repayments could be allocated in a manner consistent with the desired outcomes of the fund.

20. Prior to Auckland Council, councils took a varied approach with most using remaining funds for capital projects or allocated in grants to sport and recreation groups.

21. At amalgamation Waitakere ($1.1 million) and Auckland City Council ($1.39 million) had remaining Community Sport Funds due in the most part to their approach of funding low interest loans to sport clubs which have since been repaid.

22. Four options for the future use of the residual Hillary Commission fund were discussed at the Parks Recreation and Sport Committee workshops on 17 June 2015 and 14 October 2015 and subsequently approved for local board consultation at the 18 November 2015 meeting. Further analysis of these four options is outlined in Attachment C.

· Develop a new contestable grants programme either regional or aligned to legacy Waitakere and Auckland City areas. A new contestable grants programme could be established. It could provide a wider criteria for achieving sport and recreation outcomes including facility or capital, and operational and programme related funding. It would need to be considered how this would fit with the regional and local grants programme including the new local discretionary capital fund.

· Allocate as part of the new Community Grants Policy (CGP) Regional Sport & Recreation Grants Programme. The new regional sport and recreation grants programme that has been established as part of the Community Grants Policy (CGP) has a budget of $508K per annum. This funding could be split across the first three years and added to the current budget, for distribution against the criteria in the CGP.

· Allocate towards the implementation of Auckland Sport and Recreation Strategic Action Plan (ASARSAP) priority initiatives with potential to target legacy Waitakere and Auckland City areas. The funding could be used to deliver on some of the focus areas of ASARSAP, for example, addressing inequity in sport and recreation support, sustainability of sport work programme, and the Sport Facility Network Plan implementation. Progress and outcomes would be reported via ASARSAP annual reporting.

· Allocate as part of a proposed Sport and Recreation Community Access Scheme to address inequities across sport and recreation either across Auckland or in the legacy Waitakere and Auckland City areas. This would increase the budget available to support community access to non-council facilities in areas of demand and provide operational support to new or existing sport and recreation facilities, including multisport hubs, for example, supporting netball hubs, and incentivising new multisport/co-location. This is a big gap area for sport and recreation funding support and would support and increase the sustainability of sport and recreation facility provision.

23. Allocating the funds to the Community Access Scheme is identified as the preferred option. It will add to existing funding over say a five year period, and provide support for community access to non-council facilities in areas of high demand, establishment of operational support to new sport and recreation facilities, including multisport hubs and support code specific sports hubs. This is a gap in sport and recreation funding and supports the sustainability of sport and recreation provision.

24. Including the residual Hillary Commission fund in the Community Access Scheme would provide further funding to leverage access to non-council facilities to support increased levels of sport and recreation participation and reduce inequities of access to opportunities. It is proposed that the Hillary Commission funding be allocated over a five year period and priority be given to identified need in the legacy Waitakere and Auckland City Council areas.

Consideration

Local board views and implications

25. Local Boards were consulted during the development of the Auckland Sport and Recreation Strategic Action Plan (ASARSAP) which sets out how the priorities and strategic directions of the Auckland Plan will be put into action. This community access scheme implements these plans.

26. Local boards with facilities that have existing community access agreements have been engaged in on-going dialogue with staff about potential future change in agreements since amalgamation. Workshops have been held with the directly affected local boards on the draft Guidelines and their impact on the existing funding agreements.

27. The three West Local boards have expressed a view that the residual Hillary Commission funds from legacy Waitakere City Council should be retained and distributed for the benefit of the West community.

28. Central Local boards have informally expressed a view that the residual Hillary Commission funds from Auckland City Council should be retained and distributed for the benefit of the legacy Auckland City Council community.

Māori impact statement

29. The ASARSAP includes actions focusing on improving the health and well-being of Māori. Initiative 3.7 – Partner with regional Māori sports organisations to identify opportunities to increase participation by Maori in recreation and sport activities, including programmes in Te Reo, Māori settings and cultural activities.

30. ASARSAP key initiative 15.2 sets out the task for Te Waka Angamua and partners to lead the development of Te Whai Oranga – the Māori Sport and Recreation Plan; this will be reported to the Parks Recreation and Sport Committee in due course. Te Whai Oranga and the ASARSAP will guide delivery of specific programmes that will benefit Māori and improve delivery of against outcomes.

31. The Community Access Scheme will support Auckland Council’s commitment to Māori and support positive outcomes for Māori participation in sport and recreation through investing in eligible organisations that help achieve this objective. Matauranga Māori / Māori knowledge and world views will be respected. We will ensure that we:

· Engage effectively with Māori to identify investment opportunities to increase access

· Provide appropriate capacity building support to those invested in to support increased Maori participation in sport and recreation

Implementation

32. A report will be provided to the Parks, Recreation and Sport Committee in July 2016 seeking approval of the Community Access Scheme guidelines and use of the residual Hillary Commission fund.

33. The existing eligible community access agreements will be reviewed over 2016/2017 to determine appropriate funding amounts and levels of service for 1 July 2017 onwards. Relevant local boards will be involved in this process.

34. Decisions on future community access partnerships will be undertaken through annual plan or long-term plan processes in line with identified gaps in sports network and available budget.

35. Upon resolution from the July Parks, Recreation and Sport Committee staff will work with relevant local boards on the implementation of the residual Hillary Commission funds.

Attachments

No.	Title	Page
a View	Draft Sport and Recreation Community Access Scheme guidelines	45
b View	Sport and Recreation Investment diagram	49
c View	Options Analysis for residual Hillary Commission fund	51

Signatories

Authors

Ken Maplesden - Team Leader Local Partnerships

Emma Morgan - Principal Advisor Investment Programme

Authorisers

Sharon Rimmer - Manager Sport and Recreation

Mace Ward - General Manager Parks, Sports and Recreation

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

Albert-Eden Local Board

06 July 2016

Housing for Older People Partnering Proposal

File No.: CP2016/11805

Purpose

1. This report seeks feedback on Auckland Council’s Housing for Older People (HfOP) Partnering Proposal.

Executive summary

2. The council currently owns 1,412 HfOP units spread across 62 sites in the north, south and west of Auckland covering 26 hectares of land. A list of these sites is included in the HfOP Consultation document (Attachment A).

3. In June 2015 the Auckland Development Committee (ADC) resolved to explore how council could deliver the HfOP service through a partnership approach. In December 2015 the ADC endorsed Panuku Development Auckland (Panuku) to proceed with undertaking feasibility work with a preferred partner on the partnering proposal.

4. The partnering proposal, in summary, is for the council to:

· partner with a third-party social housing provider to create a new legal entity in the form of a new community housing provider (CHP). The CHP will have control over the portfolio assets, including responsibility for maintenance and tenancy services through a long-term lease, and will seek access to government subsidies

· delegate to Panuku the authority to work with the third party community housing provider to redevelop the portfolio under a framework arrangement; and

· adopt a new policy on “Housing for Older People partnering” to apply to all decision-making on the proposal

5. This proposal allows the council to benefit from external expertise to:

· improve the quality of housing - the CHP will be able to access the Income-Related Rent Subsidy (IRRS) from central government to help improve and develop the portfolio

· improve tenant satisfaction – more tenants are dissatisfied with the service the council is currently able to provide. Partnering with a third party social housing provider will bring in new expertise into the operations so we can find new innovative and cost effective ways to lift satisfaction and redevelop the portfolio to improve the quality of housing

6. As the HfOP portfolio is a strategic asset under both the LGA 2002 and the council’s Significance and Engagement Policy, the proposal to transfer control of the portfolio triggers a statutory requirement to publicly consult on the proposal, and to amend the Long-term Plan (LTP) 2015-2025 through a special consultative procedure, before the council can agree to adopt the proposal.

7. The Governing Body approved a consultation document at its meeting on 25^th May 2016 which will form the basis of this consultation during the month of June 2016.

8. Local boards are now invited to submit formal feedback on the partnership proposal (Attachment A) and a proposed new policy on HfOP partnering (Attachment B) through business meetings in June and July 2016.

Recommendation/s

That the Albert-Eden Local Board:

a) provide feedback on

i. the Housing for Older People Partnering Proposal and

ii. the proposed Housing for Older People Partnering Policy

Comments

9. Auckland Council currently owns 1,412 HfOP units spread across 62 sites in the north, south and west of Auckland covering 26 hectares of land. The portfolio is currently operated by Auckland Council’s Arts, Community and Events (ACE) and Community Facilities departments.

10. In 2013 the government changed how social housing would be delivered in New Zealand by making a number of reforms. This included providing third party social housing providers with an IRRS, which was historically only provided to Housing New Zealand. Councils and council-controlled organisations are still unable to access this subsidy.

11. In June 2015, the Auckland Development Committee (ADC) resolved to explore changing how the council would deliver the HfOP service. It agreed to explore a partnership approach, where the council would partner with a third party social housing provider in the management of the portfolio and to establish a new community housing provider (CHP).

12. The council is committed to maintaining 1,412 units within the HfOP portfolio, as a strategic asset, and may seek to increase the number, subject to further council approval on additional funding and any consultation requirements.

13. In December 2015 the ADC endorsed Panuku Development Auckland (Panuku) to proceed with undertaking feasibility work with the preferred partner on a partnering proposal. Panuku, on behalf of Council, issued a request for proposal and the council currently has a non-binding arrangement with The Selwyn Foundation as the potential third party social housing provider that council may enter into partnership arrangement with.

What Auckland Council is proposing:

14. The council is proposing that it partner with a third party social housing provider to enter into a management agreement over the council’s 1,412 units and delegate Panuku Development Auckland (Panuku) to act on council’s behalf to develop the portfolio.

15. Management agreement:

a) Partner with a third party social housing provider to form a new legal entity, in which the council will have a minority interest. This will be a Community Housing Provider (CHP) to manage the council’s Housing for Older People (HfOP) portfolio.

b) The legal structure of this CHP will likely be in the form of a limited partnership (NZ registered) between Auckland Council and the third-party social housing provider under a framework arrangement.

c) The CHP will have control over the portfolio assets, which includes responsibility for maintenance and tenancy services. Legal ownership will remain with the council.

d) It will include a long-term lease which from an accounting perspective requires a write-off of the assets from the council balance sheet.

e) The CHP will be structured to be able to receive the government’s Income Related Rent Subsidy (IRRS). We are not able to quantify how much will be received under this scheme as the subsidy, which is paid to the housing provider, is based on a percentage of a tenants income. It will reflect the difference between the income related rent and the market rent. It will also only be paid out for future tenants not current tenants.

f) The council will provide a $32.5 million capital grant to the CHP, which is equivalent to the current budget for the portfolio renewal maintenance.

16. Development agreement:

a) Delegate to Panuku, a council-controlled organisation, the authority to act on behalf of Auckland Council to work with the third-party social housing provider to redevelop the portfolio.

b) Panuku, as Auckland Council’s development agency, will provide skills and expertise to support the development of HfOP portfolio.

c) This includes, over time, selling some land and buildings to help fund the improvement of the quality of the HfOP portfolio.

d) The council will provide a $20 million development loan facility which will support the development until sales proceeds can be realised. The sales proceeds will cover repayment of the facility and any associated interest.

17. These will be carried out in accordance with the new policy to be adopted. A representation of this is shown in Attachment A.

Why is Auckland Council proposing this?

18. The proposal allows the council to benefit from external expertise to improve tenant satisfaction and the quality of its social housing. There are a few areas of this portfolio that need improvement.

19. To improve the quality of housing:

Currently, the HfOP portfolio has many poor quality units. This is clearly not acceptable for the council or its tenants. By partnering with a third party social housing provider we will be able to ensure over time that:

a) the portfolio can benefit from new external funding from the government, through access to the IRRS

b) the portfolio will be upgraded and new housing developed to reflect modern standards

c) the portfolio will become more connected to public transport and other necessary services.

20. To improve tenant satisfaction:

More and more tenants are dissatisfied with the service the council is currently able to provide, as shown in Graph 1. This is unlikely to improve without some change to how we provide the service. Partnering with a third party social housing provider will improve our tenant satisfaction by:

a) adding new expertise into the operations of the service so we can find new innovative, cost effective ways of lifting satisfaction.

b) redeveloping the portfolio to improve the quality of housing, giving our tenants a better quality of life.

Graph 1: Long-term Plan 2015-2025, Level of Service Measure:
Tenant satisfaction over time

Title: Graph 1: Long-term Plan 2015-25, Level of Service Measure: Tenant satisfaction over time. - Description: This graph shows how this proposal is projected to improve tenant satisfaction over time, as outlined in the council's Long-term Plan.

How does the proposal compare with other options?

21. The council has been developing the HfOP partnership model proposal since April 2015. The options were developed on the basis that the council has opted to continue to provide housing for older people. Three main practical options (including the proposal) are explained in the following table. Other options identified by the council are listed in the Supporting Information but have not been considered as reasonably practical options at this stage.

Option	Service level impact	Rates impact	Debt impact	Achieves the council’s objectives?	Advantages	Disadvantages
Status Quo: Continue to manage and develop the housing without external support.	Actual tenant satisfaction levels are at 64 per cent which is well under the target average of 75 per cent. This means the council will be increasingly unlikely to meet its targets over time.	No impact – however tenant satisfaction levels are unlikely to be met.	No impact – however tenant satisfaction levels are unlikely to be met.	· Does not grow the community housing sector. · Does not improve quality of housing. · Does not access non ratepayer funding.	· The council retains full control over the assets. · No costs associated with change.	· Does not address the falling tenant satisfaction. · Reliant on rates funding.
Sell or gift portfolio to a CHP: Sell or gift the units and land to an existing CHP with conditions to ensure the provision of social housing remains.	Tenant satisfaction will likely decrease, as it will be difficult for the council to control the quality of housing.	Neutral to slightly positive The sales proceeds would depend on the conditions placed on the sale. Depending on the conditions placed this could significantly reduce the proceeds from the sale.	Slightly positive to negative The debt impact would depend on whether the council would still provide the capital grant for improvements to the housing, and any other conditions placed on the sale.	Partly. The council is no longer responsible for providing 1,412 housing for older people units. But, this may grow the wider community housing sector.	· The council no longer has any risk for operating the portfolio. · This may grow the wider community housing sector.	· The council will have no ownership or control over the units. · Long term provision of the service is not guaranteed. · The council would not own land and buildings as assets.
The proposal (partnering with a third-party housing provider under management and development agreements)	Tenant satisfaction will increase, as the council will be able to rely on new expertise from the third party social housing provider, unlock access to government funding and can redevelop the portfolio to improve quality.	Negligible to slightly negative	Negative (Debt increases by $48.4 million for the management agreement and a further potential $20 million for the development loan facility).	Yes. The proposal aims to increase tenant satisfaction to targeted levels.	· Allows for an improvement of the quality of housing. · Unlocks access to government funding.	· The council will lose some control over the units. · Requires monitoring of an external entity. · Development could cause disruption for tenants.

Proposed Housing for Older People Partnering Policy

22. In order to include this change in the current Long-term Plan (LTP) 2015-2025, a new enabling policy will need to be adopted.

23. This policy sets key decision making criteria that are designed to ensure that the council will maintain or improve the quality of housing and tenant satisfaction without overly exposing the council to financial impacts and risk, through:

· general decision making on the council’s HfOP portfolio

· the management of the HfOP portfolio by the new CHP

· the arrangements for the possible redevelopment and/or sale of parts of the HfOP portfolio

A copy of the proposed policy is included in Attachment B.

Requirement to consult

24. The HfOP portfolio is considered a strategic asset under both the Local Government Act (LGA) 2002 and the council’s Significance and Engagement Policy. Any proposal to transfer control or ownership of a strategic asset(s) triggers a statutory requirement to publicly consult and to provide for it in the long-term plan.

25. In order to include this in the current Long-term Plan (LTP) 2015-2025, a new enabling policy will need to be adopted.

26. Public consultation in June and feedback from local boards will inform the Governing Body’s decision on the partnership proposal and the proposed new policy on HfOP partnering.

Public consultation

27. A consultation document (Attachment A) and supporting information has been approved by the Governing Body and will be used to consult with the public regarding the proposal to transfer control of the HfOP portfolio to a CHP and redevelop the current housing units.

28. The consultation document lists the advantages and disadvantages of the proposal as well as the two key alternatives in page 8. The assumptions underlying the proposal, including risks and details on the options analysis, are set out in the supporting information in pages 53, 54 and 56.

29. The consultation document also provides three main options that have been identified for the delivery of the council’s HfOP service, with the preferred option being the partnership proposal.

30. The public consultation period is 1 June 2016 – 1 July 2016.

31. The consultation document was delivered to 1,412 units, local board offices, service centres and libraries before 1 June 2016.

32. The consultation document includes a feedback form which is expected to be the primary mechanism Aucklanders will use to provide their feedback on this consultation. The feedback form is also made available online, in local board offices, service centres and libraries. Feedback forms can be submitted via freepost, email or completed online.

33. There are various Have Your Say (HYS) events planned across the region. The locations were picked so that they are easily accessible for HfOP tenants to attend. These events are listed below for your perusal:

Venue	Date	Time
Takapuna Library	7 June 2016 (Tuesday)	9am – 1pm
Devonport Library	8 June 2016 (Wednesday)	9am – 1pm
Northcote Library	9 June 2016 (Thursday)	11am – 3pm
Glenfield Library	10 June 2016 (Friday)	10am – 11am
New Lynn War Memorial Library	14 June 2016 (Tuesday)	9am – 1pm
Titirangi Library	15 June 2016 (Wednesday)	11am – 3pm
Waitakere Central Library	16 June 2016 (Thursday)	9am – 1pm
Te Atatu Peninsula Community Centre	17 June 2016 (Friday)	2pm – 3pm
Mangere Town Centre Library	21 June 2016 (Tuesday)	9am – 1pm
Sir Edmund Hillary Library, Papakura	22 June 2016 (Wednesday)	9am – 1pm
Pukekohe Library	23 June 2016 (Thursday)	9am – 11am
Waiuku Library	23 June 2016 (Thursday)	12pm – 2pm
Otara Senior Citizens’ Club	24 June 2016 (Friday)	10am – 11am

34. Public feedback will also be collected at HYS events scheduled from 7 to 24 June 2016. The primary purpose of these events is for elected members or delegates to listen to the views of Aucklanders. Staff will ensure public feedback is accurately recorded.

35. The role of elected members (and delegates) at these events is to listen and to provide members of the public with an opportunity to provide their views verbally.

36. Staff recommend that delegations are made to councillors, local board members and staff to hear feedback. This is to ensure there is a sufficient number of people able to have spoken interaction with public.

37. Staff will be in contact with tenants to coordinate logistics to ensure that they have the opportunity to attend the HYS events.

38. The ShapeAuckland website will be the digital hub for the HfOP communications and engagement campaign. There are a variety of ways in which digital and social media channels will be used to support the communications campaign.

Consideration

Local board views and implications

39. Local board members have received updates through quarterly performance reports, on the region-wide initiative led by Panuku to investigate options to partner with community housing providers to manage and develop the HfOP portfolio.

40. A briefing for local board members was held on this initiative on 30 November 2015.

41. Local board members were updated in May 2016 through a memo outlining the consultation process as well as invitations to attend Have Your Say events to hear public feedback.

42. Local boards are now invited to submit formal feedback through business meetings in June and July 2016.

43. The report to be presented to the Governing Body at its meeting on 28 July 2016 will include all feedback received from local boards. Feedback from the local boards will inform the Governing Body decision on this matter.

Māori impact statement

44. The new CHP will have a role in giving effect to outcomes directed by the council’s Māori Responsiveness Framework. This includes recognition and protection of Māori rights and interests within Tāmaki Makaurau and addressing and contributing to the needs and aspirations of Māori. In order to do this, throughout the development of this proposal various Māori groups have been consulted with. To progress this engagement Panuku has established a Mana Whenua Governance Group comprising four senior representatives of Mana Whenua, plus senior representatives of Panuku and the preferred partner.

Implementation

45. A report containing consultation feedback and advice on adopting the HfOP Partnering Policy to amend the LTP 2015-2025 and a delegation to Panuku to carry out the partnering arrangement will be presented to the Governing Body at the meeting on 28 July 2016.

Attachments

No.	Title	Page
a View	Consultation document	61
b View	Housing for Older People Partnering Policy	89

Signatories

Author

Kat Teirney - Team Leader – Community Facilities, South

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Karen Lyons – Manager, Local Boards Services

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

Albert-Eden Local Board

06 July 2016

Draft 2016 Elected Members’ Expenses Policy

File No.: CP2016/11959

Purpose

1. To seek the views of the Albert-Eden Local Board on the draft 2016 Auckland Council Elected Members’ Expenses Policy.

Executive summary

2. Each electoral term, the Remuneration Authority requires all councils to adopt an expenses policy and forward the adopted policy to the Remuneration Authority for its approval.

3. The expense policy provides the rules for elected members’ reimbursement for expenses they incur whilst performing their duties.

4. The governing body last adopted an expenses policy in July 2014. The Remuneration Authority has requested the council’s policy for July 2016 – June 2019. The governing body will be asked to adopt the 2016 policy at their 21July Finance and Performance Committee meeting.

5. Staff have reviewed the operation of the current policy and have updated the policy to:

· have clear principles of what is considered appropriate elected member expenditure

· remove the duplication of Remuneration Authority allowance tables

· replace complicated travel, development and conference attendance approvals with a ‘one up’ approach that requires senior elected member or senior staff approval.

6. The amended policy is attached. In addition to the substantive changes, the language and presentation of the policy have been updated to make it more accessible.

Recommendation/s

That the Albert-Eden Local Board:

a) provides comments on the draft 2016 Elected Members’ Expense Policy to the governing body.

Comments

7. The Remuneration Authority (the Authority) sets remuneration for elected positions in local government annually. It also sets the rules for reimbursement of costs met by members in undertaking their duties.

8. In its determination, the Authority details some work-related expenses for elected members:

· the maximum allowances payable by councils to elected members for certain activities, such as transport and communications

· The criteria for and amounts payable to, elected members sitting on resource consent hearings.

9. Additionally, the Authority determines the nature of reimbursements made to elected members for costs undertaken on council business.

10. The Authority requires each council to adopt an expenses policy. The current policy was last approved in July 2014. It is necessary to review and update the policy prior to sending it to the Authority for approval.

11. The Auckland Council Elected Members’ Expenses Policy (the policy) sets out the council’s rules under which elected members may be reimbursed or paid allowances for personal costs that arise in the course of council business.

12. In the draft policy, general travel, accommodation and insurance claim rules have been retained. The continued requirement for a business case for international travel and the publication of all elected member expenditure will ensure transparency. Staff will continue to support the elected members with the required paperwork. The proposed changes relate to the authorisation of expenditure and the introduction of the council’s Elected Member Development Programme.

Substantive changes

Professional development and attendance at conferences

13. The new policy includes provisions related to the 2016-2019 Elected Member Development Programme. Professional development included in the core professional development programme will be pre-authorised. This means that elected members will not be required to provide a business case for development or attendance at conferences that are covered by the Elected Member Development Programme.

14. Pre-authorisation is subject to the principles of the policy. The funds must be budgeted for and authorised by the appropriate senior manager.

15. If elected members want to undertake Elected Member Development activities outside the elected members’ core Elected Member Development Programme, a written request must be made to the Manager Democracy Service or the Manager Local Board Services.

Domestic travel approval

16. Changes have been made to approvals. The draft policy reflects a ‘one up’ approach that requires senior elected member or senior staff approval.

17. Currently elected members are required to seek authorisation from a senior staff member and either the Mayor, the Deputy Mayor, the chair of a committee of the whole or the chair of their local board.

18. To make authorisations more efficient the draft policy has been amended to allow the Governance Director or the Manager Democracy Services to authorise travel and sundry expense claims for governing body members.

19. For local board members, the draft policy has been amended with the Governance Director proposed as the approver for local board members and chairpersons.

International travel approval

20. For international travel for the Mayor and the Deputy Mayor, in addition to the Chief Executive, the Chair of the Finance and Performance Committee has been added as an approver. This gives additional flexibility for approval if the Chair of the Audit and Risk Committee is not available at that time.

21. For all other elected members the draft policy proposes that the Mayor or Deputy Mayor or the Chair of the Risk and Audit Committee or the Chair of the Finance and Performance Committee and the Chief Executive or the Governance Director are the approvers.

22. For sundry expense claims following international travel, the draft policy has been amended to allow the Chief Executive or the Governance Director to authorise the Mayor and the Deputy Mayor claims; the Governance Director or Manager Democracy Services to authorise governing body member claims; and the Governance Director or the Manager Local Board Services to authorise local board member claims.

23. The probity check to this approach is threefold:

· the trip must meet the principles of the policy

· it must be authorised by a senior elected member or senior staff member (a ‘one up’ authorisation) and

· all expenditure incurred by elected members on council business continues to be published.

24. The new approvals are in the table below. Changes are underlined.

Table 1. Changes to approvals

Item	Proposed	Previous term
Approvals for domestic travel outside of Auckland – Mayor	No change	· The Chair of the Audit and Risk Committee · or the Chair of the Finance and Performance Committee
Approvals for domestic travel outside of Auckland – Deputy Mayor	· The Mayor or · The Chair of the Audit and Risk Committee or the Chair of the Finance and Performance	· The Mayor · or the Chair of a Committee of the Whole
Approvals for domestic travel outside of Auckland – councillors	The Governance Director or the Manager Democracy Services	· The Deputy Mayor · or the Chair of a Committee of the Whole
Approvals for domestic travel outside of Auckland – local board Chair	The Governance Director or the Manager Local Board Services	· Governance Director · and report to business meeting
Approvals for domestic travel outside of Auckland – local board members	The Governance Director or the Manager Local Board Services	· The Local Board Chair · and report to business meeting
Approvals for international travel - Mayor	· A business case and both: · The Chair of the Audit and Risk Committee or the Chair of the Finance and Performance Committee · And the Chief Executive	A business case and both: · the Chair of the Audit and Risk Committee · and the Chief Executive
Approvals for international travel– Deputy Mayor	· A business case and both: · The Chair of the Audit and Risk Committee or the Chair of the Finance and Performance Committee · And the Chief Executive	A business case and Both: · the Mayor or the Chair of a Committee of the Whole · and the Chief Executive
Approvals for international travel – Governing Body members	· A business case and both: · The Mayor or the Deputy Mayor or the Chair of the Audit and Risk Committee or the Chair of the Finance and Performance Committee · And the Chief Executive or Governance Director	A business case and Both: · the Mayor or the Deputy Mayor · and the Chief Executive or the Director Governance
Approvals for international travel – local board members	· A business case and both: · The Mayor or the Deputy Mayor or the Chair of the Audit and Risk Committee or the Chair of the Finance and Performance Committee · And the Chief Executive or Governance Director	A business case and Both: · Endorsement by the Local Board · then approval by the Chief Executive or the Director Governance If urgent approval is needed: · Endorsement by the Chair · then approval by the Chief Executive or the Director Governance · then retrospective endorsement by the Local Board
Development programmes and conferences	Pre-approved, subject to the cost falling within the annual professional development budget	Various authorisation depending on the role of the requester
Hosting official visitors	If necessary, budget holder approval	Personal expenditure can be reimbursed

25. Other changes have been made throughout the policy to update, clarify or align the policy with current good practice. In addition the language and presentation of the policy have been updated to make it more accessible.

Consideration

Local board views and implications

26. This report is seeking local board views.

Māori impact statement

27. This policy is a requirement of the Remuneration Authority. It is for internal use and does not have specific implications for Māori.

Implementation

28. The Elected Members’ Expenses Policy will come into force once approved by the Remuneration Authority. This is expected to be in July 2016.

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