Agenda of Maungakiekie-Tāmaki 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 Maungakiekie-Tāmaki Local Board:

a) confirm the ordinary minutes of its meeting, held on Thursday, 21 July 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 Maungakiekie-Tāmaki Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

8.1 Deputation : Auckland Cricket

Purpose

1. Providing Auckland Cricket the opportunity to present to the Maungakiekie-Tāmaki Local Board regarding the Waikaraka Concept Plan.

Executive summary

2. As per standing orders the Chairman has approved the request from Auckland Cricket to provide a deputation regarding the Waikaraka Concept Plan.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) thanks Auckland Cricket for their attendance.

Attachments

a Auckland Cricket presentation............................................................. 213

8.2 Deputation : Onehunga Cricket Association

Purpose

1. Providing Onehunga Cricket Association the opportunity to present to the Maungakiekie-Tāmaki Local Board regarding the Waikaraka Concept Plan.

Executive summary

2. As per standing orders the Chairman has approved the request from Onehunga Cricket Association to provide a deputation regarding the Waikaraka Concept Plan.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) thanks Onehunga Cricket Association for their attendance.

8.3 Deputation: Cornwall Cricket

Purpose

1. Providing Cornwall Cricket the opportunity to present to the Maungakiekie-Tāmaki Local Board regarding the Waikaraka Concept Plan.

Executive Summary

2. As per standing orders the Chairman has approved the request from Cornwall Cricket to provide a deputation regarding the Waikaraka Concept Plan.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) thanks Cornwall Cricket for their attendance.

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.

9.1 Public Forum : Danielle Bergin

Purpose

1. To provide Danielle Bergin the opportunity to present to the board concerning a community program managed by Island Child Charitable Trust.

Executive summary

2. Providing Danielle Bergin with the opportunity to present regarding the Equine Assisted Learning programme managed by Island Child Charitable Trust based in Fernwood Horse Grazing Reserve.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board

a) thanks Danielle Bergin for their attendance.

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.

Maungakiekie-Tāmaki Local Board

18 August 2016

Waikaraka Park Draft Concept Plan

File No.: CP2016/16730

Purpose

1. The purpose of this report is to outline the steps taken in the development of a concept plan for Waikaraka Park and recommends that the Maungakiekie-Tāmaki Local Board defer adoption of the draft concept plan to the development of a wider Master plan for Waikaraka Park.

Executive summary

2. The draft Waikaraka Park Concept Plan (concept plan) was developed in response to a proposed greenway link from Captains Springs Road. A concept plan would also help guide all future renewal and development projects in a streamlined manner as and when funding became available.

3. Existing stakeholders (except the Auckland Stock and Saloon Car Club) within Waikaraka Park were consulted and provided feedback into the concept plan. A summary of feedback received on the concept plan is included in section 8 to this report.

4. During the development of the concept plan a number of issues and large infrastructure projects with the potential to impact on Waikaraka Park in the short and long term were initiated and have since progressed. These however were not included as part of the wider scope of the concept plan.

5. The board has been updated on the progress of the plan at numerous workshops and of the wider issues outside the scope of the concept plan. The board has requested officers bring a report on progress on the concept plan and a recommendation for next steps for the board’s consideration.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) acknowledge feedback received from stakeholders during consultation on the draft Waikaraka Concept Plan and request that work completed and feedback received is incorporated into a wider masterplan for Waikaraka Park;

b) request staff develop scope and explore funding options for the development of a wider masterplan that considers the impacts of projects being planned for the wider Waikaraka Park area.

Background

6. Waikaraka Park is classed as recreation reserve under the Reserves Act. A small part of the southern boundary is leased to the Onehunga Combined Sports Trust, who own the building used by the Onehunga Cricket Association and Onehunga Sports Football Club. The remainder of the park is managed by Auckland Council.

7. In July 2014 funding was allocated by the Maungakiekie-Tāmaki Local Board to develop a draft concept plan for Waikaraka Park. This was developed to ensure that the proposed greenway connection from Captain Springs Reserve was captured in The Maungakiekie- Tāmaki Greenways plan.

8. The scope for the development of this plan was to have one concept plan that would guide all future renewal and development projects in a streamlined manner as and when funding became available.

Stakeholder Engagement

9. Consultation with existing stakeholders raised issues which were included in the concept plan. The concept plan was presented to stakeholders in December 2015 and feedback following this led to a range of additional requests for changes to the plan. These suggestions have not been incorporated in the attached plan but are outlined below.

10. It should be noted that the Auckland Stock and Saloon Car Club Inc. (ASSCC) was excluded as a stakeholder for this consultation primarily as they operate in an area of the park not currently included in the Waikaraka Park draft concept plan.

11. Key stakeholders at Waikaraka Park that were consulted on the draft plan are:

· Auckland Canine Agility club

· Auckland Cricket

· Auckland Airlines Brass Band Inc.

· Auckland Studio Potters Inc.

· Onehunga Combined Sports Trust - club rooms (Football and Cricket).

Other feedback centered on facilities, function and amenity which are summarised in the table below.

Key themes from stakeholder consultation

Issues	Feedback
Amenities:	· Comments about specific facilities or amenities to improve general content of the concept plan · Clarity sought around existing individual amenities and facilities e.g. · Mobile shelters, · Improved Lighting · Building improvements
Better Utilisation of Space	· Comments that the draft plan does not go far enough in offering opportunities for better utilisation. · Night time training and use, improved rotation and more intensive use were proposed by stakeholders. · Number and extent of paths, Path safety, width, Stakeholders asked for a reduction in paths within the walls to prevent injury, and allow for “better field fit.” · Current sports field configuration & conflicts with cricket requirements · Improved parking and security/safety required
Wider Strategic Plan	· The isolated context of the draft plan in light of uncertainties and nearby proposals in and around Waikaraka Park was highlighted. · The sports fields are one only one of four elements of Waikaraka Park . · Numerous suggestions were received to consider all elements of Waikaraka Park into one strategic plan for future development to meet the opportunities and challenges provided by proposed developments around Waikaraka Park.

Issues

Feedback

Cricket Wickets

· Not proposed within the draft plan but have been consistently called for by some stakeholders, in addition to grass blocks rather than in place of them.

· Artificial wickets have been suggested throughout the process although there were varying views as to the need, efficacy and merits of artificial wickets.

· Differing views of football and cricket stakeholders.
Cricket stakeholders have argued that artificial wickets improve field utility particularly for junior grades and when weather conditions are poor. Opposition to artificial wickets from the Onehunga Cricket Association who advocate for the retention of natural blocks.

· Football stakeholders would prefer the placement of any artificial wickets outside the football pitches.

Mana Whenua

· Kaitiaki can provide suggestions to develop a sense of origin and continuity for the field users by storytelling signs which combine Mana Whenua perspectives and the development of the fields historically through to present day.

Projects out of scope for the concept plan

12. The initial scope and primary aim of the concept plan was to have one concept plan that acknowledged the immediate surrounds of the playing areas, access point’s, walkways, landscaping and existing assets. It was anticipated this would help guide all future renewal and development projects in a streamlined manner as and when funding became available.

13. During this time other issues and large infrastructure projects with potential to impact on Waikaraka Park in the short and long term were identified, namely:

· The closure of the Auckland Stock and Saloon Car Club Inc. (ASSCC) grandstand on the western side at of the park;

· The impact on operational activities and leasing implications for ASSCC post demolition of the Grandstand;

· The impact the NZTA East - West Link Project may have on the southern edge of the park;

· Lack of robust information around timelines, level of contamination and leachate issues on the south eastern boundary of the closed landfill and whether this is a factor to limit the future development of this area.

· The transition of the soon to be closed Waikaraka Cemetery on the southern boundary to recreation reserve;

· The Auckland Transport Neilson Street upgrade;

· The Captains Springs Road Stormwater Renewal and upgrade.

14. A summary of projects and decisions which were not foreseen and therefore were out of the scope of the original the draft concept plan, but should now be considered for inclusion in the scope for a wider masterplan for Waikaraka Park are detailed below.

Auckland Stock Car and Saloon Club (ASSCC) and the Waikaraka Park Grandstand

15. A report to the local board in June 2016 resolved to demolish the grandstand and negotiate a variation of the current lease with the club. This was to offset loss of revenue resulting from decreased attendance due to the closure and consequent demolition of the grandstand.

16. The current lease expires in 2019; consequently a wider master plan would be able to envisage how this area of the park currently functions with ASSCC or could function without ASSCC as lease holder.

17. Concurrently, Regional Facilities Auckland is considering the feasibility of a motor sport precinct at Colin Dale Park which would include speedway. Further talks and with RFA and the ASSCC are recommended as part of any future plans regarding a regional approach to speedway.

NZTA East - West Link

18. The East West Link will provide a new transport link on the north side of the Mangere Inlet between State Highway 20 at Onehunga, connecting to State Highway 1 at Mt Wellington. It includes improvements on SH1 through to Princes Street. The key feature is a new four lane road along the foreshore with connections to key local roads.

19. This proposed connection may impact on the southern boundary of Waikaraka Park, an area earmarked for future development of sport fields. This area also borders the Manukau Foreshore East Walkway an important Greenway connection. Any expansion of the proposed motorway corridor would need to be acknowledged in a master plan detailing the potential impacts or opportunities the East West Link project would have on the Park.

Auckland Transport Neilson Street Upgrade

20. This connection runs along the northern boundary of Waikaraka Park. Neilson Street, (between Church Street and Gloucester Park Road) and is a major freight route between the port, airport, motorways and adjacent arterial roads. This project also includes a strong focus on improving pedestrian safety at key intersections and improving accessibility, something a wider master plan for the park could capitalise on.

Captains Springs Road Storm Water Upgrade

21. The current draft concept plan identifies the Captain Springs Road area of Waikaraka Park as an area for expansion to facilitate future sports fields. During planning investigations, Auckland Council Parks Department discovered a collapsed 1800mm diameter concrete storm water pipe. Subsequent CCTV inspections by Council have confirmed that the pipes along Captain Springs Road have multiple defects that would seriously compromise their structural integrity and allow infiltration of groundwater.

22. The CCTV inspection has identified three pipes to have a condition grade of 4 and 5 and is in urgent need of rehabilitation and or replacement namely:

a) Rehabilitation of 89 metres of 1 050mm diameter spun concrete storm water pipe.

b) Rehabilitation of 186 metres of 1800mm diameter spun concrete storm water pipe.

c) Replacement of 100 metres of 1800mm diameter spun concrete storm water pipe.

d) Inspection and repair or renewal/ rehabilitation of manholes as required.

23. All of these assets are of high criticality and have been identified as having a high likelihood of failure and are located in a closed landfill area at Waikaraka Park. A wider master plan should acknowledge this project with regards potential impact on any future planning for sports fields.

A wider master plan for Waikaraka Park

24. During consultation with stakeholders a wider range of issues were also highlighted namely:

· The concept plan is not to scale, not prescriptive and consequently is unable to accurately depict how proposed elements could work together.

· The concept plan does not address current capacity issues for the different sporting codes within the park

· The concept plan does not offer solutions as how to address these issues.

25. A wider master plan for the whole park would envisage entire usage of the park and would provide possible solutions relating to scale and configuration of assets and current capacity issues.

26. The Master plan would also incorporate:

· Information and feedback gleaned from stakeholder engagement for input to a wider master plan for Waikaraka Park;

· Wider stakeholder engagement to include all current lessees and stakeholders at Waikaraka Park;

· All infrastructural projects that directly and indirectly impact on any future development of the Waikaraka Park.

27. The original draft concept plan and brief options analysis summarising the above are attached to this report for the board’s consideration.

Consideration

Local Board views and implications

28. Since November 2015 numerous workshops have been held with the local board detailing various changes and levels of information. At a final workshop held on 10 May 2016; it was agreed that information was sufficient supplied to the board and that officers should bring a report to the Board to consider the proposed options.

Māori impact statement

29. Mana Whenua were not engaged during the initial scoping of the concept plan. However, future land use and planning or a long term vision for the park would trigger extensive engagement as part of the implementation of the concept plan or wider master plan process.

Implementation

30. Any implementation of the concept plan or a wider master plan for Waikaraka Park is subject to the appropriate funding and budget being allocated. Officers will identify potential sources of funding, investigate timelines for a master plan process and report back to the board with options and recommendations.

Attachments

No.	Title	Page
a View	Waikaraka Park Draft Concept Plan	17
b View	Concept Plan Options Analysis	27

Signatories

Authors

Tony Hart - Acting Parks Advisor - Maungakiekie Tāmaki

Pippa Sommerville - Parks Advisor - Orakei

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

18 August 2016

Maungakiekie-Tāmaki Local Board Local Grants: Round One 2016/2017

File No.: CP2016/16183

Purpose

1. The purpose of this report is to present applications received for round one of the Maungakiekie-Tāmaki Local Board Local Grants 2016/2017. The local board is requested to fund, part-fund or decline these applications.

Executive summary

2. The Maungakiekie-Tāmaki Local Board has set a total community grants budget of $80,000 for the 2016/2017 financial year.

3. Fifteen applications were received in this round requesting a total of $60,526.00.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

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

App ID	Focus	Applicant	Project	Requesting	Ineligible/ Eligible
LG1711-104	Community	Maungarei Scout Group	Towards the fees and transport courts of a ten day camping trip	$5,000.00	Eligible
LG1711-105	Community	Panmure Lagoon Sailing Club	Towards the printing and procurement of presentation brochures for the fortieth anniversary regatta	$1,000.00	Eligible
LG1711-106	Community	The Spiritualist Alliance (Auckland) Incorporated	Towards the purchase of a defibrillator	$2,294.00	Eligible
LG1711-107	Community	Communicare Civilian Maimed Association (Auckland) Inc.	Towards the cost of venue rental	$1,565.00	Eligible
LG1711-108	Sport and recreation	Parnell Swim Club Incorporated	Towards the wages for the junior coach	$5,000.00	Eligible
LG1711-110	Community	Onehunga Toy Library	Towards the purchase of new toys for the toy service	$1,000.00	Eligible
LG1711-115	Community	Seasons Onehunga	Towards the cost of facilitation in schools for grieving children.	$7,940.00	Eligible
LG1711-116	Events	OKE Charity	Towards event costs such as insurance, promotion, event management and traffic management for the 2016 Hubbards Head2Head Walk	$2,000.00	Eligible
LG1711-121	Sport and recreation	Onehunga Playcentre	Towards the cost to purchase outdoor wet weather clothing for outdoor sessions	$989.00	Eligible
LG1711-122	Community	Royal Oak Intermediate School	Towards the cost to install an audio visual system in the school hall	$1,000.00	Ineligible application as per section 78 of the community grant policy
LG1711-123	Community	East Auckland Home & Budget Service Charitable Trust trading as Tāmaki Budgeting	Towards wages and travel cost assistance	$5,000.00	Eligible
LG1711-124	Arts and culture	Pacific Islands Dance Fono (trading as Pacific Dance New Zealand)	Towards the instructors fees, music fees, materials for costumes, marketing and administration costs.	$7,020.00	Eligible
LG1711-126	Sport and recreation	Totara Seed Trust	Towards the purchase and installation of the outdoor curtains.	$5,000.00	Eligible
LG1711-127	Community	Maungarei Community Christian Trust	Towards the cost of craft, science and sign writing materials, bus hires and van running costs, admission cost to Auckland attractions and a sports camp admission fee, including overnight accommodation for the Kidz@One Holiday programme	$5,000.00	Eligible
LG1711-128	Community	Children's Autism Foundation	Towards venue costs	$4,875.00
Total				$60,526.00

Comments

4. The Auckland Council Community Grants Policy supports each local board to adopt a grants programme. The Maungakiekie-Tāmaki Local Board adopted their 2016/2017 grants programme in May 2016 (see Attachment A).

5. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

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

· any additional accountability requirements.

6. The Maungakiekie-Tāmaki Local Board will operate two local grant rounds for this financial year.

7. For the 2016/2017 financial year, the Maungakiekie-Tāmaki Local Board set a total community grants budget of $80,000.

8. Fifteen applications were received in this round requesting a total of $60,526.00.

Consideration

Local board views and implications

9. Local boards are responsible for the decision-making and allocation of local board community grants. The Maungakiekie-Tāmaki 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.

10. The board is requested to note that section 50 of the Community Grants Policy states “We 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.”

11. A summary of each application, including the applicants funding history is attached (see Attachment B).

Māori impact statement

12. 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.

Implementation

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

14. Following the Maungakiekie-Tāmaki Grant Committee allocating funding for round one local grants, Commercial and Finance staff will notify the applicants of the local board decision.

Attachments

No.	Title	Page
a View	Maungakiekie-Tāmaki Local Board Grant Programme 2016/2017	85
b View	Application Summaries	89

Signatories

Authors

Danielle Hibson - Community Grants Advisor

Authorisers

Fran Hayton - Environmental Funding Advisor

Jennifer Rose - Operations Support Manager

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

18 August 2016

Community lease with Auckland Citizens Advice Bureaux Incorporated

File No.: CP2016/14824

Purpose

1. To seek approval to grant a community lease for multi-premises to Auckland Citizens Advice Bureaux Incorporated. Premises are located in nineteen local board areas as follows:

· Albert-Eden

· Devonport-Takapuna

· Henderson-Massey

· Hibiscus and Bays

· Howick

· Kaipātiki

· Māngere-Ōtāhuhu

· Manurewa

· Maungakiekie-Tāmaki

· Orākei

· Ōtara-Papatoetoe

· Papakura

· Puketāpapa

· Rodney

· Upper Harbour

· Waiheke

· Waitākere Ranges

· Waitematā

· Whau

Executive summary

2. Auckland Council and Auckland Citizen Advice Bureaux Incorporated (the Bureaux) have negotiated a revised Strategic Relationship Agreement (Attachment A) and a new Funding Agreement which was approved by the Regional Strategy and Policy Committee 7 April 2016.

3. This provides an opportunity for the existing thirty two occupation agreements, inherited from legacy councils, to be surrendered and replaced with a multi-premises lease. The initial term of the lease would be for two years with two rights of renewal each being for a three year period.

4. The change to a multi-premises lease has been discussed with the Bureaux who have welcomed the initiative as it would simplify their administration and enhance budgeting.

5. There have been meetings with most local boards with Bureaux premises who were overall supportive of the multi-premises lease.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) approve the surrender of all leases and accommodation agreements to Auckland Citizens Advice Bureaux Incorporated and other associated societies of the Bureaux, within the respective local board area as specified in the Schedule of Bureaux Sites (Attachment B);

b) approve a new multi-premises lease to Auckland Citizens Advice Bureaux Incorporated for the premises within the respective local board area specified in the Bureaux Sites (Attachment B) subject to the following terms and conditions:

i) The lease term will be two (2) years commencing 1 July 2016 with two (2) three (3) year rights of renewal, with a final expiry of 30 June 2024, if all rights of renewal are exercised.

ii) Rent will be $1.00 plus GST per annum.

iii) Auckland Citizens Advice Bureaux Incorporated will be responsible for all operational charges for each site throughout the term of the lease, as set out in the Schedule of Bureaux Sites (Attachment B) and Regional Bureaux Sites-(Attachment C).

iv) That operational charges for any sites added during the term of the lease be at the rate prescribed by the community occupancy guidelines in effect at the time of addition, currently $25/m² of space occupied.

v) Provision is provided to allow for the addition and removal of premises during the term of the lease.

vi) Provision to allow Libraries, where the space occupied by the Bureaux is required for library purposes, to relocate the Bureaux to another area within the same building upon six months’ notice.

vii) The community outcomes plan provision be amended to refer to the revised strategic relationship agreement objectives to develop specific community outcomes between the Bureaux and each local board.

viii) All other terms and conditions in accordance with the Auckland Council Community Occupancy Guidelines July 2012.

Comments

The Bureaux Background

6. On 20 September 2012 the Bureaux was incorporated under the Incorporated Societies Act 1908. The aim of the Bureaux is to:

· Ensure that individuals do not suffer through ignorance of their rights and responsibilities;

· Assist those who are unable to express their needs effectively;

· To exert a responsible influence on the development of social policies and services, both locally and nationally.

7. Currently, the Bureaux and its associated societies occupy 32 premises provided by council throughout Auckland. All these have varying agreements in respect of the terms and conditions:

· Thirty are council-owned premises with various occupation arrangements in place;

· Two are commercially owned and leased to council.

8. A review of the occupation agreements with the Bureaux identified benefits that would accrue if these agreements were brought together as one lease with consistent terms and conditions, aligned with the Strategic Relationship Agreement (SRA) and Funding Agreement (FA) and Long-term Plan funding rounds.

9. Under the SRA, the Bureaux have agreed to meet local community objectives by providing communities with high quality information, advice, referral and client advocacy services that:

· Are accessible and responsive to the needs of our diverse communities;

· Inform and empower people;

· Encourage people to be actively involved in shaping their communities and the city;

· Contribute to the development of regional social policy;

· Collaborate with Auckland Council on the development of the strategic direction for the provision of the Citizens Advice Bureau services.

10. Relationships between local boards and local Bureaux are at different stages of development. The SRA supports development of successful long-term local board-Bureaux relationships by increasing information sharing between the board and Bureaux through quarterly and annual reports on service usage and emerging local issues.

Premises Background

11. The Bureaux and its associated societies have agreed to surrender existing occupation contracts and to enter into a regional multi-premises lease identifying the separate sites occupied by the Bureaux.

12. Attachment B lists the Bureaux premise(s) for inclusion in this local board area. Attachment C Regional Bureaux Sites shows all the Bureaux locations across the region.

13. Two sites listed below are owned by the Crown and held in trust by council as noted in the table below, these leases will require a clause to recognise that the properties may in the future be required for Treaty of Waitangi settlement purposes. These sites are:

Local Board Area	Building Name	Location
Maungakiekie-Tāmaki	CAB Office	100 Line Rd Glen Innes
Kaipātiki	Library building	5 Ernie Mays St Northcote

14. Three sites are unclassified local purpose reserves. These sites can be leased pursuant to section 61 (2A) of the Reserves Act without the need to classify or advertise. The details of each will be placed on a schedule of sites to be classified subsequently. The sites are:

Local Board Area	Building Name	Location
Maungakiekie-Tāmaki	CAB Office Plunket Rooms	100 Line Rd Glen Innes
Waiheke	CAB office building	141 Ocean View Rd Oneroa
Whau	New Lynn Library Building	3 Memorial Drive

Options

15. This report proposes that all council managed premises for the Bureaux be granted under a multi-premises community lease providing the thirty two sites with a common lease document with standard terms and conditions. A multi-premises lease will enable more efficient, consistent and streamlined lease management. Importantly it will provide the Bureaux with the following:

· Accommodation with a defined lease period;

· Known costs to further assist their budget planning and financial controls;

· Reduce both the Bureaux and council’s administrative costs thereby assisting the former to focus on their primary outcomes.

16. The regional premises meet the current service delivery needs of the Bureaux. No asset delivery study has been undertaken, but will be as part of the work programme in the SRA between council and the Bureaux. The proposed lease accommodates this future asset study by allowing for more streamlined addition and removal of premises to meet both the changing accommodation and business needs of the Bureaux.

17. Some sites are currently under consideration by local boards regarding configuration of current space or relocation to other premises. These are Panmure, Sylvia Park, Glen Innes, (Maungakiekie-Tāmaki Local Board) and Glen Eden (Waitākere Ranges Local Board).

18. The proposed multi-premises lease will allow for a more flexible optimisation of the network while retaining local boards delegated authority.

19. This proposal was developed in consultation with the Arts Community and Events Department, Legal Services, and Corporate Finance and Property and in close working relationship with the Bureaux.

20. The local board can alternatively choose not to adopt the proposed recommendation, where its respective Bureaux will be omitted from the multi-premises agreement and managed as individual leases. The multi-premises agreement can still be entered into by supporting local boards and progressed without the participation of all, though this would significantly reduce the efficiencies to be gained by the approach.

Consideration

Local board views and implications

21. The recommendations within this report fall within the local board’s allocated authority relating to local, recreation, sport and community facilities.

22. Local Board budgets will be affected by the proposed change to rental and operational fees. However, the change is related to asset-based service budgets and does not need to be topped up by individual LDI funding for local boards showing a negative effect. Conversely, Local Boards receiving more revenue will not have ability to spend the additional funds showing in their accounts. Budgets will be adjusted at the first review in August to manage this.

23. A portfolio meeting has been held with most local boards and they were presented with the proposal for a multi-premises community lease. General acceptance of the approach for a multi-premises lease was indicated and no concerns were raised.

24. There are no local board risks identified for the proposal as it allows for a more networked and flexible management of the premises while retaining local boards delegated authority.

25. The SRA supports the achievement of the following 2014-2017 Local Board Plan priorities:

· Strong and thriving communities that are enabled to participate, celebrate and contribute.

Māori impact statement

26. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations to Māori. The council recognises these responsibilities are distinct from the Crown’s Treaty obligations and fall within a local government Tāmaki Makaurau context. These commitments are articulated in the council’s key strategic planning documents the Auckland Plan, the Long-term Plan 2012-2022, the Unitary Plan and Local Board Plans.

27. Support for Maori initiatives and outcomes is detailed in Te Toa Takitini, Auckland Council’s Maori Responsiveness Framework. An aim of community leasing is to increase targeted support for Maori community development projects. Additionally it seeks to improve access to facilities for Maori living in the local board area.

Implementation

28. The multi-premises community lease will outline consistent terms and conditions for each of the Bureaux

29. There are no significant cost implications for Auckland Council.

Attachments

No.	Title	Page
a View	Strategic Relationship Agreement.	137
b View	Bureaux Sites – Maungakiekie-Tāmaki	155
c View	Regional Bureaux Sites	157

Signatories

Authors

Ron Johnson - Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

18 August 2016

Strategic Relationship Agreement

Serving Our Communities Together

Auckland Council and Auckland Citizens Advice Bureaux

A. Background and Purpose

Auckland Council and Auckland Citizens Advice Bureaux Inc. (ACABx) have a robust relationship, based on the long-standing relationship between local Bureaux and the legacy councils. Both organisations wish to reflect this existing goodwill in a framework to guide their relationship and the achievement of their shared vision, and further manifest this trust and mutual respect through development of a formal partnership and shared work programme. This agreement also provides for council funding for Citizens Advice Bureaux (CABx) services through ACABx and related accountabilities.

B. Shared Vision

Auckland Council and ACABx have agreed that they will work together to provide local communities with high quality information, advice, referral and client advocacy services that:

§ are accessible and responsive to the needs of our diverse communities

§ inform and empower people

§ encourage people to be actively involved in shaping their communities and the city

§ contribute to the development of regional social policy.

C. Roles and Responsibilities

Both organisations play roles in delivering on the shared vision:

Auckland Citizens Advice Bureaux (ACAB) Inc.

The aims of ACABx are:

To ensure that individuals do not suffer through ignorance of their rights and responsibilities, or of the services available; or through an inability to express their needs effectively.

Me noho matāra kia kaua te tangata e mate i tāna kore mōhio ki ngā āhuatanga e āhei atu ana ia, ki ngā mahi rānei e tika ana kia mahia e ia, ki ngā ratonga rānei e āhei atu ana ia; i te kore rānei āna e āhei ki te whaputu i āna hiahia kia mārama mai ai te tangata.

To exert a responsible influence on the development of social policies and Services, both locally and nationally.

Kia tino whawāhi atu ki te auahatanga o ngā kaupapa-ā-iwi me ngā ratonga-ā-rohe, puta noa hoki i te motu.

ACABx:

An Incorporated Society, established in June 2012 with the following purposes:

§ to provide an organisational framework and support structure which enables a co-ordinated service to members related to funding from, and other support arrangements with, Auckland Council and other bodies.

§ to work with Auckland Council on the development of the strategic direction for the provision of the Citizens Advice Bureau services within the Auckland Council area.

Auckland’s Citizens Advice Bureaux (CABx) are members of ACABx and democratically elect a board to fulfil the above purposes. In turn, ACABx and all Auckland CABx are members of Citizens Advice Bureau New Zealand (CABNZ). CABNZ supports bureaux to meet membership standards which underpin their service and influences development of social policies and services at a national level.

CABx provide information, advice, referral and client advocacy services via face-to-face, telephone and online contact. Currently, there are 12 Bureaux comprising 31 Auckland service sites, with over 900 trained volunteers fielding close to 302,000 enquiries per annum, 75 percent of this service is delivered face-to-face.

Auckland Council:

A unitary authority with purposes, functions, powers and duties as set out in the Local Government Act 2002 and amendments, and other Acts including the Local Government (Auckland Council) Act 2009.

Support for CABx strongly aligns with the vision and strategic direction of the Auckland Plan and the Empowered Communities Approach endorsed by the Regional Strategy and Policy Committee on 4 June 2015.

Key roles in this relationship include, but are not limited to:

§ brokering and facilitation

§ co-ordination and planning

§ networking and access to information, knowledge and other key decision makers

§ advocacy

§ Kaitiakitanga/guardianship role (in terms of both the City and its people)

§ engagement with local communities.

In terms of this agreement Auckland Council also takes on the role of a funder.

Both organisations agree to support each other where possible, including reasonable acknowledgement of each other’s logos where appropriate.

Guiding Principles of working together

Both organisations acknowledge a commitment to the concept of partnering and agree to:

§ work in such a way that promotes goodwill, good faith and trust, recognising and respecting each other’s ways of working and obligations to their organisation and wider stakeholders

§ commit to continuously seek to improve what we do in partnership through sharing good practice

§ support the achievement of each other’s outcomes where possible and work constructively and collaboratively to achieve shared outcomes

§ acknowledge and celebrate success and the achievement of mutually shared outcomes

§ work together to actively support the Treaty of Waitangi/Te Tiriti o Waitangi

§ actively promote social inclusion and embrace Auckland community diversity

§ share information to improve understanding of local communities and inform council social policy development.

D. Managing the Relationship

Both organisations agree to:

§ meet a minimum of four times a year to progress their shared outcomes

§ develop a shared work programme including a range of initiatives at both strategic and operational levels that is reviewed on an annual basis

§ ensure the maintenance and ongoing development of a strong and healthy MASTER CW LOGO relationship.

E. Resourcing MASTER CW LOGO

The financial and non-financial resources of each organisation will be used to support the achievement of individual and shared outcomes, including resourcing and capacity to invest in relationships and partnering processes.

Key non-financial resources include:

§ staff, elected member and volunteer time

§ knowledge, information, advice and networks.

Auckland Council has agreed to fund ACABx for the provision of Auckland CABx services for the two year period 2016-2018 because CABx are:

§ well established and have recognised expertise

§ critical to fulfilling council goals

§ involved in activities in which council has a key interest

§ healthy, viable and sustainable organisations.

F. Review

Both organisations are mutually accountable for delivering on this agreement, and reporting progress to each other and to third parties. This strategic relationship agreement will be reviewed at the end of one year from the date of signing.

G. Signatories

The common seal of Auckland Citizens Advice Bureaux Inc. was affixed in the presence of the Chairperson /Representative (***) and a Board Member (***) on …………………….2016.

ACABx Chairperson/Representative Auckland Council

ACABx Board Member Auckland Council officer with delegated authority

SCHEDULES

1. Shared vision

2. Protocols and Processes to Support the Relationship

3. Biennial Work Priority Areas

· Shared Outcomes and Key Work Priority Areas

4. CAB Services in 2016/2018

Schedule 1. Shared Vision

Auckland Council and ACABx have agreed they will work together to provide local communities with high quality information, advice, referral and client advocacy services that:

§ are accessible and responsive to the needs of our diverse communities

§ inform and empower people

§ encourage people to be actively involved in shaping their communities and the city

§ contribute to the development of regional social policy.

Schedule 2. Protocols and Processes to Support the Relationship

The scope of this relationship

This Agreement is not intended to extend to the day-to-day operation of local bureaux. In relation to the local boards – local CABx relationship, the focus is on local services.

Table one: Identified activities within this agreement

In scope	Out of scope
Regional funding relationship including monitoring and reporting	Local, supplementary funding to CABx through local boards
Overview of CABx accommodation and multi-site lease arrangements	Property issues associated with local CABx
Co-ordinating cross-council relationships with ACABx (e.g. Libraries)	The operational relationships between council departments and local CABx
Research using aggregated data and information to inform policy development that address issues facing CAB clients	Access to or sharing of data that may compromise client privacy, or other confidential matters (etc.)
Support for ACABx and CABx to develop capacity and services to effectively respond to the changing face of Auckland	Specific funding arrangements outside of the ACABx grant

Auckland Council Governing Body – ACABx Relationship

This strategic relationship is between ACABx and Council’s Governing Body, with a focus on ensuring both Council and ACABx have an Auckland wide focus and best practice principles to achieve the most effective and responsive service for the people of Auckland.

The Governing Body (which consists of an elected mayor and 20 councillors) focuses on big picture, region-wide strategic decisions, and it is the Governing Body who holds the decision-making role in relationship to the regional ACABx relationship.

Strategic Relationship Management

Both organisations recognise that many people, at both political, governance and operational levels, will be involved in achieving the goals and priorities that form the basis of this agreement. For clarity, and to facilitate and strengthen the strategic relationship between both organisations, the Community Empowerment Manager for Auckland Council and the Board Chair ACABx are identified as the key people with oversight responsibilities for the successful implementation of this agreement.

Funding

Auckland Council Governing Body has agreed to provide funding through the Long-term Plan 2015-2025. Funding has been agreed for 2016-2018 to support the operation of CABx across Auckland and the agreed work programme.

Funding will be in accordance with the terms and conditions of the Funding Agreement attached as Appendix One. The term of this agreement is for two years. A negotiated right of renewal at the completion of this agreement for a period of three years followed by a further three years is conditional on delivery of the agreed biennial work programme for 2016-2018 and approval by the Auckland Council Regional Strategy and Policy Committee.

Relationship between local boards and local CABx

Local boards are a key part of Auckland's governance, enabling local representation and decision making on behalf of local communities. There are 21 local boards throughout the Auckland region from Rodney to Franklin.

Local boards have a significant and wide-ranging role that spans most council services and activities. Local boards represent their communities, make decisions on local matters including local facilities, provide local leadership and support strong local communities. Local boards provide important local input into region-wide strategies and plans including those of the council-controlled organisations (CCOs).

Relationships between local boards and local CABx are at different stages of development, which reflect their specific local situation. Some local boards have more than one CABx in their area, and some local boards are serviced from their neighbouring local board area. However, the local board is a primary stakeholder in any local CABx. The local board’s role includes decision-making in relation to locations and leasing of community facilities, many of which accommodate local CABx. The local CABx role is to provide local information, advice, referral and client advocacy services to meet the needs of the local community. The intention of this Agreement is to support development of successful long-term local board-local CABx relationships for mutual benefit. There will continue to be different relationships in different local board areas, reflect their specific local context, preferences and priorities.

The process for successful collaboration between local boards and local CABx

To fulfil the intent of this strategic relationship agreement the following actions will be undertaken:

· To promote information sharing, local CABx will report to their relevant local board on a quarterly basis on service usage and other matters of interest (emerging trends and local issues). This may be done as a cluster in a local board area. The expectation is that as part of this reporting process local bureau will give an annual presentation at a local board meeting at least once a year.

· To develop and maintain the relationship between local boards and local CABx, regular meetings will be set up for the purpose of sharing emerging trends. The frequency and format of those meetings should be agreed with the local board Chair and/or the local board portfolio lead.

· Regular meetings will provide for CABx to contribute to empowering and enabling communities and improve service delivery.

· Each local board – local CABx will focus on relationship development and implementation will be designed to build on local strengths and successes and respond to the specific needs of the local area and its community.

The key outputs of successful collaboration between local boards and local CABx

The key outputs of a successful collaboration include:

§ Reporting to local boards e.g. on service usage and other matters of interest

§ Informal updates and check-ins

§ Opportunities to provide input into future local community development and CABx service development

§ Opportunities for co-location or location in Auckland Council-owned facilities.

Each local board – local CABx relationship development and implementation will be designed to build on local strengths and successes and respond to the specific needs of the local area and its community.

Auckland Libraries’ Relationship with ACABx

Local libraries and local CABx have good established relationships. Libraries provide access to information, CABx provide facilitated access to information and unique advice tailored to the situation of the client. The intention of this agreement is to strengthen and develop relationships between Auckland Libraries and ACABx in order to strengthen areas for working together.

This will include:

Twice-yearly meetings, incorporated into the general meeting schedule, will include a senior manager in Libraries and an ACABx representative to share information, build relationships, and develop effective mechanisms for addressing matters over which the services need to co-operate, particularly within co-located facilities. It is expected that local libraries via the Community Library Manager will also be in relationship with their local CABx.

Reporting

As part of each organisation’s annual planning process, elected/board members and staff of both organisations will come together for a workshop each year. This workshop will be an opportunity to discuss shared issues and projects related to the setting of forthcoming work programmes.

Regular meetings (four to six annually) will be held to support the joint relationship and achievement of the shared work programme. These meetings will focus on:

§ Reviewing progress against the work programme, including timeframes, outcomes and resourcing

§ Sharing information, issues and opportunities and ensuring delivery of the shared work programme

§ General relationship strengthening

§ Celebrating successes

Conflict Management

Both organisations are committed to address any issues that may arise by communicating honestly and openly and at an early stage.

However, if necessary, the Chief Executive of Auckland Council and the ACABx Board Chair, or their delegates, agree to meet and work through any serious issue or conflict in a sensible and practical manner.

If a resolution is not reached via this process, both parties will participate in mediation with a mutually acceptable mediator appointed if necessary by the Chairperson of LEADR NZ Inc. (Lawyers Engaged in Alternative Dispute Resolution).

Evaluation

Both organisations are committed to evaluate and review performance, not only in terms of shared work programmes (via achievement of key milestones and outcomes noted in the shared work programme), but also the effectiveness of this relationship agreement. The latter evaluation will be built into the annual workshop between both organisations and a broader biennial relationship review undertaken as part of the development process of any further agreement between the parties.

Schedule 3. Biennial Work Priority Areas

· Shared Outcomes and Key Work Priority Areas

As noted in this strategic relationship agreement, the Auckland CABx and local councils have worked together for many years and both organisations acknowledge the contribution that each has made.

This agreement reflects a partnering way of working, which is also reflected in the biennial work priority areas with key resourcing to support shared projects over the two-year period identified in Auckland Council’s Long-term Plan 2015-2025 and ACABx Strategic Plan.

Work Priority Areas for the 2016-2018 period include:

§ Partnering –clarifying the Council-ACABx relationship framework in practice

§ Annual work programme development–refining the annual joint programme of work that will progress our shared outcomes

§ Policy development–enabling a process for ACABx to contribute to council’s social policy development

Additional priorities can be incorporated to the biennial work programme, providing there is shared agreement and careful consideration of resourcing implications.

BIENNIAL WORK PROGRAMME FOR 2016/2017 – 2017/18

Objectives	Parties Involved	Outputs
1. Partnering Support development of the collaborative relationship and partnering as a fundamental way of working. Define approach and language to build upon this agreement and to be built into ongoing agreements.	ACABx representatives and Community Empowerment Unit (CEU), Auckland Council staff	Partnering language and approach developed collaboratively and clearly articulated and documented by ACABx and council by June 2017.
2. Annual work programme development Acknowledging both parties are working toward outcomes to contribute to positive social change at a local and regional level – refine the joint programme of work. Year one – Work collaboratively to define approach and tools that ensure the value and outcomes of ACABx work is communicated and measured working towards a better articulation of the value that CABx provide to Auckland communities. Build capability to address network provision, including development of tools to ensure ACABx and CABx responsiveness to : · growth in service need or provision particularly relating to vulnerable communities · demographic change · information exchange needs · digital service provision Year two – Test and apply approach to be completed and reviewed at the end of year two.	ACABx representatives and CEU staff	Co-develop via regular meetings a model of gathering and analysing, information and communicating the impact of CABx in the community. Co-develop model that will capture both quantitative (how much did we do), and qualitative (how well did we do it?) and impact (what changed as a result) data. Agree model by June 2017 for application in 2017-18 year by ACABx. Co-develop and agree approach and tools for responding to the changing needs of Auckland’s communities to be tested in 2017-18 year by ACABx. From June 2017 apply model of capturing, reporting and communicating impact and responsive network provision. March-June 2018 collaboratively review application of the model.
3. Policy development – analyse and interpret statistics, case studies, anecdotal evidence, knowledge and experience to share to support policy development enabling positive social change within Auckland’s communities.	ACABx and CABx representatives, CEU, RIMU, Community and Social Policy staff	Co-develop an approach to ensuring information is shared effectively and communicated in a way that is valuable for all parties. AC will work with ACABx so that relevant ACABx information is received and distributed across Council and informs Council policies and practice. Approach to be developed and confirmed by June 2017 and applied in the financial year 2017-18.

Maungakiekie-Tāmaki Local Board

18 August 2016

Notice of Requirement - Glendowie branch sewer upgrade

File No.: CP2016/16455

Purpose

1. To inform the Maungakiekie-Tāmaki Local Board of the notice of requirement lodged by Watercare Services Limited (Watercare) in relation to designation E15-09 of the Auckland District Plan (Operative Auckland City Isthmus Section 1999). The designation is for wastewater services purpose.

Executive summary

2. Council has received a notice of requirement from Watercare, for an alteration to an existing wastewater pump station designation at Maybury Reserve, Point England.

3. The existing pump station is located behind 74 Maybury Street adjacent to the Adult Literacy Centre. The alteration will require an extension of the designation boundary to the west to accommodate a proposed new pump station.

4. There will be a resultant reduction to the eastern side where land will no longer be required. Overall the designation area will require approximately an additional 70m² of land and as such requires land owner approval for the additional amount.

5. The local board considered this matter under a separate report on 21 July 2016 Agenda Item 14. There are a number of works that are related to the designation including the excavation and construction of a new pump station and the decommissioning of the existing station.

6. This will require associated traffic movements, noise and closures to part of the Maybury Reserve for site compounds for the storing of materials and equipment.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) receives the report and application;

b) provides any comments for council staff to take into consideration when reporting on the notice of requirement application.

Comments

Background

7. The Council received a notice of requirement in June 2016 from Watercare, a Council-Controlled Organisation, for an alteration to an existing designation at Maybury Reserve, Point England. The designation is numbered E15-09 in the Auckland District Plan (Operative Auckland City Isthmus Section 1999). Its purpose is for wastewater services and is located behind 74 Maybury Street adjacent to the Adult Literacy Centre. In regards to the notice of requirement Watercare is the requiring authority and council is the territorial authority. Auckland Council is also the owner of land directly affected by the existing and proposed alteration to the designation.

8. Watercare propose to upgrade the Glen Innes wastewater network by constructing a new wastewater pipeline and replacing an existing pump station located in Maybury Reserve. The project is known as the “Glendowie Branch Sewer Upgrade”. The proposed upgrade will enable sufficient capacity to accommodate the growth of the area.

9. This notice of requirement is being processed concurrently with regional and district plan applications for earthworks and land use resource consents to upgrade wastewater pipelines and construction activities. This report however, refers only to the matters related to the notice of requirement. Watercare seeks that the lapse period for the proposed alteration is 10 years.

Location of designation

10. Watercare require land at 40 Maybury Street, legally described as being Part Lot 64 DP 44298, Lot 193 DP 43833, Recreation Reserve Gazetted 1982 P2578 to accommodate the new pump station. The subject land is currently used as a reserve and is owned by Auckland Council.

Proposed development works

11. As part of the project, an alteration to the designation is required to allow construction and operation of a new pump station in Maybury Reserve. The alteration involves an extension of the designation boundary to the west by approximately 15m to accommodate the proposed new pump station and the reduction of the designation area on the eastern side by approximately 12.5m where it will be no longer required. The designation area will increase by approximately 70m². However, the width of the designation area will remain the same at approximately 28m.

12. In terms of building works the proposal includes the provision of a new pumping station located to the west of the existing station. This new pump station will predominately be located underground (15m deep) with a single storey building structure above ground. The above ground building will be on a smaller footprint than the existing station and is proposed to be constructed from precast concrete. The existing station will be decommissioned and removed once the new station is operational. Part of the works will include the replacement and enlargement of the existing odour treatment biofilter bed. Other works include a new electrical transformer, new hardstanding area (less than 1000m²), site drainage, parking and landscaping. The existing 3.5m wide vehicular access to the site from Maybury Street will be retained and will continue to be shared with the adjoining Adult Literacy Centre.

Proposed construction works

13. Construction works will include extensive excavation (3,700m³) to facilitate the new pump station.

Construction traffic

14. The majority of construction traffic will be via a temporary access track through Maybury Reserve from Elstree Avenue and to a lesser extent at Rowena. There will also be access into the works area from Maybury Street which will be primarily for the construction of the new pump station. Access and parking for the Literacy Centre will be maintained.

Compounds

15. The proposal involves two site compounds; one to the north of Omaru Creek which will be occupied for up to 24 months and one to the south of Omaru Creek that will be occupied for approximately 60 weeks. These compounds are required for the upgrade but do not form part of the designation and are therefore considered as part of the resource consents.

Construction works

16. Overall is anticipated that the project will take up to 24 months on a continuous basis to complete and is proposed to commence in May 2017. The construction of the proposed new pump station is predicted to take 60 weeks with demolition of the existing pump station taking an additional 8-12 weeks.

17. Construction (general activities & truck movements) is anticipated to occur between 0630 – 1800 hours. It is proposed to have limited night-time works but this is in relation to the tunnelling, which is being considered under the resource consents and not in relation to the works on the designation/pump station.

Noise and vibration

18. Watercare has set out the noise and vibration effects and any resultant mitigation. The council reporting team has requested further information on these matters in relation to both the construction and operation of the new pump station.

Consideration

Local board views and implications

19. Local Board members will already be aware of the project as landowner approvals and a licence to occupy land within the reserve have been sought.

20. A report on these matters was brought before the board by Council’s parks team on 21 July 2016. Agenda Item reference 14, Resolution number MT/2016/128.

21. The local board views expressed in response to this report will be considered by council staff when reporting on the notice of requirement,

Māori impact statement

22. Iwi groups have been consulted both by Watercare and also through the resource consents process.

23. Ngāi Tai Ki Tāmaki has formally responded to Watercare and acknowledges the requirement of the Glendowie Branch Sewer. Ngai Tai has also confirmed in this instance that they are satisfied with the proposed offered conditions for the resource consents and look forward to firming up the monitoring requirements. Ngāi Tai also reconfirm in this instance that there will be no requirement for a Cultural Impact Assessment.

Implementation

Decision Making

24. Once sufficient information is received by council, a decision on notification will be made. If it is decided that the notice of requirement is to be non-notified, council will complete its recommendation to the requiring authority (Watercare Services Limited) pursuant to section 171 of the Resource Management Act 1991. Following receipt of the recommendation, the requiring authority is required to advise council within 30 working days whether they accept or reject the recommendation in whole or in part.

Significance of Decision

25. The recommendations in this report do not trigger the Council’s significance policy.

Consultation

26. Watercare are seeking affected party approvals from Tāmaki Redevelopment Company and the Adult Literacy Centre.

Financial and Resourcing Implications

27. There are no financial and resourcing implications for the local board arising from this application.

Legal and Legislative Implications

28. There are no significant legal implications arising from the local board providing their views on the proposed alteration to the designation.

Implementation Issues

29. There are no known implementation issues. The proposed works associated with the construction of the pump station are the responsibility of Watercare, the requiring authority.

Attachments

There are no attachments for this report.

Signatories

Authors

Marie Stainwright - Planner - Central/Islands

Authorisers

John Duguid - General Manager - Plans and Places

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

18 August 2016

Auckland Transport monthly report - August 2016

File No.: CP2016/16914

Purpose

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

Executive summary

2. This report covers the following topics for consideration of the Maungakiekie-Tāmaki Local Board:

· The status of Maungakiekie-Tāmaki Local Board’s Local Board Transport Capital Fund and associated projects.

· Quarterly reporting

· New Network

· Zone based simplified fare

· Issues raised by Board members

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) receive the Auckland Transport monthly report for August 2016.

Comments

Monthly overview

3. A portfolio meeting was held on 20 July and the following matters were discussed.

· Security improvements around the rail station in Glen Innes

· The local board bike parking project in Onehunga

· Park and ride in Glen Innes and Panmure

· General transport matters.

4. An update on AMETI is scheduled for July.

Local board capital projects

5. The Maungakiekie-Tāmaki Local Board has access to the Local Board Transport Capital Fund (LBTCF) for the construction of transport related projects in its area. This fund is administered by Auckland Transport (AT). Each year, Local Board’s transport capital fund allocation is $494,757, and this amount can be accumulated within each electoral term.

6. AT is currently completing the tetra trap programme as requested by the local board.

7. The Arthur Street bike parking project

8. As the electoral term extends beyond the financial year, it is also possible to anticipate the allocation from the first year of the new electoral term.

9. Auckland Council Parks are currently waiting for funding decisions from an external organisation regarding Jubilee Bridge. The outcome of this decision will trigger a decision to pursue the Transport Capital Fund for the remaining amount required to complete the bridge upgrade.

10. Financial summary

Updates on Current Local Board Projects

Onehunga Mall Upgrade

11. This is now completed.

Tetra Trap Project (Onehunga Bay and Onehunga Mall catchments) update

12. The final 19 Special Tetratraps in the Onehunga Bay reserve catchment were installed at the end of July. The total number of tetra traps to be in the Onehunga Bay catchment is about 191.

13. A variation to the contract was approved by AT for inspecting and installing approximately 59 tetra traps in the Onehunga Mall area. In the next two weeks AT will undertake catch pit measurements. Site inspections will be undertaken at night to avoid parked cars in the Onehunga CBD area. AT will then calculate the final amount and type of Tetratraps that need to be installed.

14. It is expected installation of tetra traps in the Mall catchment area could be completed by the end of September 2016.

Bike corral in Arthur Street investigation

15. Internal consultation has been completed with no opposition.

16. External consultation will commence first week of August 2016 including all local businesses/residents within the nearby vicinity.

17. Detailed design is currently being finalised.

18. Once consultation has been completed AT will engage a contractor to undertake construction.

19. Completion is expected to be September 2016

Quarterly reporting

20. Local Boards have been telling us that the quarterly reports are too long and contain too much regional material. Therefore AT has decided to trial supplying the material from the quarterly report in a different way. Instead of a separate report, the relevant material will be incorporated as an attachment to each local board’s monthly report.

21. Therefore information about the works different AT groups have carried out in the local board areas will be available as an attachment to the monthly reports. Going forward, AT will be able to supply the Transport Control Committee (TCC) resolutions on a monthly basis as this will make this material much more timely and relevant.

22. The local board advocacy initiatives will be reported on in October and March each year. These changes should help to smooth out the information flow to local boards and ensure the material being reported on, is as timely as possible.

23. In addition to this material, AT will circulate the quarterly report that is prepared for the Governing body by email to local board chairs and transport portfolio leads. (This report can go on local board agendas if requested and, covers major regional projects, public transport patronage figures, road maintenance activity and financial performance.)

· Attachment A – Report from Auckland Transport departments on what they have done in each local board area over the past quarter.

· Attachment B – Report on Travelwise Schools activities.

· Attachment C – The Transport Controls Committee report (From henceforth this will be a regular monthly attachment).

Reporting Back

Consultations

24. No consultations were forwarded to the local board for comment in the last reporting period.

New Network

25. AT will launch the new southern bus network on 30 October 2016. This programme of work has been extensively consulted upon and 26 of the original proposed bus routes were changed based on public feedback. Frequent bus services on key arterial routes will be delivered by the implementation of this network.

26. In the lead up to the launch of the network AT is working hard to ensure that the public are aware and ready for the changes. Brochures will be translated in to Tongan, Samoan and Chinese (these have been based on the uptake of consultation brochures) AT will also have staff available at events to help the public with additional translations and journey planning.

27. AT will update its website four weeks prior to launch so that the public can begin journey planning, the public will also need to check their bus stop as there are 65 new bus stops to be built before September 2016. The Otahuhu Bus Train interchange will be opened in time for 30 October and the Manukau Bus Station is on track to be open in August 2017. The new network will be able to operate without the Manukau Bus Station being open.

New bus and train zone-based fares

28. AT is introducing a new zone-based public transport system to make fares simpler. The new, Simpler Fares system for all bus and train services, excluding SkyBus, begins on 14 August 2016 and will be a significant change to bus and train fares in Auckland, making it much easier for passengers to work out their fares before travelling.

29. The new zone map has 13 zones and fares will be calculated according to the number of zones travelled through for the entire journey. Colour coded zones together with a new fare table make it simpler to work out cash or AT HOP fares no matter which buses or trains people travel on, by adding up the number of zones being travelled through and using the fare table to work out the fare.

30. With an AT HOP card it will be even simpler for bus and train journeys, with a single fare being charged for each journey, even if passengers take several buses or trains to reach their destination. This will become increasingly important as AT rolls out the New Network for public transport over the next two years, beginning with south Auckland later this year. The New Network will be much easier to understand and use, with better and more frequent connections, and the new fare system will help customers make the most of it.

31. An AT HOP card will facilitate payment for one entire journey from A to B, instead of passengers paying for each bus or train separately. They will tag on and off each bus and train as they do now, but will be charged a single fare at the end of the journey. During a journey passengers can use up to five buses or trains within four hours, with up to 30 minutes transfer time between each trip.

32. A new AT HOP child weekend fare is also being introduced, to make weekend family outings by public transport more affordable, along with changes to the AT HOP day pass and three new ferry monthly passes. A child paying with an AT HOP card that has a child concession applied will be able to travel anywhere in Auckland, making up to five bus or train trips over a four hour period, with up to 30 minutes transfer time between each trip allowed, and pay a one-zone fare regardless of how many zones they cross.

33. A new AT HOP day pass costing $18 will also provide unlimited travel until midnight on the day it is first used on all buses and trains plus inner harbour ferry services (except SkyBus services). The inner-harbour ferries are Devonport, Stanley Bay, Bayswater, Northcote Pt and Birkenhead services.

34. The following fare table for buses and trains will apply:

	Adult ATHOP Fare	Child and Accessible AT Hop fare*	Tertiary AT HOP Fare*
CityLink	$0.50	$0.30	$0.40
1 Zone	$1.80	$0.99	$1.28
2 Zone	$3.10	$1.73	$2.31
3 Zone	$4.90	$2.72	$3.59
4 Zone	$6.00	$3.46	$4.52
5 Zone	$7.50	$4.45	$5.80
6 Zone	$8.80	$5.10	$6.70
7 Zone	$10.10	$5.60	$7.50
8 Zone	$11.20	$6.00	$8.20

*Child, Accessible and Tertiary AT HOP fares only apply when paying with an AT HOP card with the relevant concession applied.

35. Visit AT’s website for more information on Simpler Fares, including a map showing the new fare zones:

https://at.govt.nz/bus-train-ferry/service-announcements/simpler-fares-from-sunday-14-august/

https://at.govt.nz/media/1911567/fare-zones-map.pdf.

Issues raised by local board members

Location or Name of Issue

Description

AT Response

Parking on the footpath Waitangi Road

Cars are using the footpath to park vehicles while using the local shops. This is occurring beside Oranga Primary School.

Parking enforcement will enforce.

Attachments

No.	Title	Page
a View	Auckland Transport activities over the April – June 2016 Quarter	171
b View	Report on Travelwise Schools activities	187
c View	Transport Control Committee report	189
d View	Report on advocacy initiatives	191

Signatories

Authors

Melanie Dale - Elected Member Relationship Manager – Auckland Transport

Authorisers

Jonathan Anyon - Manager, Elected Member Relationship Unit – Auckland Transport

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

18 August 2016

Governance Forward Work Calendar

File No.: CP2016/16726

Purpose

1. To present the board with the governance forward work calendar.

Executive Summary

2. This report provides a schedule of items that will come before the board at business meetings over the next 12 months or until end of electoral term. The governance forward work calendar for Maungakiekie-Tāmaki Local Board is included in Attachment A.

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

· ensuring advice on agendas is driven by local board priorities

· clarifying what advice is required and when

· clarifying the rationale for reports.

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

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) notes the attached Governance Forward Work Calendar.

Comments

5. Council’s Quality Advice Programme aims to improve the focus, analysis, presentation and timeliness of staff advice to elected representatives. The forward work calendar provides elected members with better visibility of the types of governance tasks they are being asked to undertake and when they are scheduled.

6. The calendar brings together one schedule reporting on all of the board’s projects and activities previously approved in the local board plan, long-term plan, departmental work programmes and through other board decisions. It includes governing body policies and initiatives that call for a local board response.

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

8. The board in its governance role carries out decision making in accordance with its obligations under the Health and Safety at Work Act 2015.

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

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

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

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

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

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

Consideration

Local Board views and implications

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

Māori impact statement

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

Implementation

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

Attachments

No.	Title	Page
a View	Governance Forward Work Calendar	201

Signatories

Authors	Philippa Hillman - Democracy Advisor, Maungakiekie-Tāmaki Local Board
Authorisers	Victoria Villaraza - Relationship Manager

Chairperson	Simon Randall
Deputy Chairperson	Chris Makoare
Members	Josephine Bartley
	Brett Clark
	Bridget Graham, QSM
	Obed Unasa
	Alan Verrall

Bureaux Sites – Maungakiekie-Tāmaki
Maungakiekie - Tāmaki	Glen Innes	Plunket Rooms 100 Line Rd Glen Innes	$500	$1	$1,143	$644
Maungakiekie - Tāmaki	Onehunga	Onehunga Library And Community Centre 85 Church St Onehunga	$3,843	$1	$2,758	-$1,085
Maungakiekie - Tāmaki	Panmure Ellerslie	Panmure Community Centre 7-13 Pilkington Rd Panmure	$500	$1	$1,453	$954
Maungakiekie - Tāmaki	Sylvia Park	Shop N 230 Level1 Sylvia Park Mall 286 Mt Wellington Highway Sylvia Park	$500	$1	$5,155	$4,656

1.0	Elections update
	To provide the board with information concerning the election year.
	Officers present: Victoria Villaraza

2.0	East West Link
	To discuss the East West Link
	Officers present: Paulina Wythes

3.0	Discretionary Grants accountability
	To discuss the discretionary grants accountability
	Officers present: Danielle Hibson