Agenda of Albert-Eden Local Board

Albert-Eden Local Board

22 March 2017

Project 17: Auckland Council Maintenance Contracts

File No.: CP2017/03430

Purpose

1. The purpose of this report is to seek feedback from local boards on maintenance contracts for parks, buildings and open space, prior to Finance & Performance Committee approval on 28 March 2017.

Executive summary

2. Auckland Council manages over 5,000 sites across the region including parks, buildings and open space. Existing Auckland Council maintenance contracts for these sites expire on 30 June 2017.

3. Project 17 was setup to procure and implement new maintenance contracts due to take effect 1 July 2017. This includes Full Facilities, Arboriculture and Ecological services across the Auckland Council region.

4. Over the last twelve months, Community Facilities has engaged with elected members through both formal and informal processes, to shape up the direction of this project and seek feedback on maintenance requirements and service levels. Refer to Attachment One for the Political Engagement Timeline.

5. Elected member feedback, including local priorities, informed the Request for Proposal document which was the basis of negotiation with suppliers. Refer to Attachment Two for this local board’s resolutions dated September 2016.

6. This report outlines the following documents which will form part of final maintenance contracts and standard service levels:

· Attachment Three; Standard and Enhanced Assets

· Attachment Four; Full Facilities Contract Service Specifications

· Attachment Five; Supplier Specific Information (CONFIDENTIAL)

· Attachment Six; Contractor Performance Balanced Scorecard

· Attachment Seven; Tupuna Maunga Values Specifications

· Attachment Eight; Contract Information (CONFIDENTIAL)

7. Community Facilities seek feedback from local boards on Attachments Three, Four and Five, prior to Finance and Performance Committee approval on 28 March 2017.

Recommendation/s

That the Albert-Eden Local Board:

a) Provides feedback on:

· Standard and Enhanced Assets (Attachment Three)

· Full Facilities Contract Service Specifications (Attachment Four)

· Supplier Specific Information (Attachment Five) (CONFIDENTIAL).

b) Notes that the local board will have the opportunity to meet successful suppliers in April and May to discuss and refine local service level variations.

Comments

Process

8. Over the last twelve months, Community Facilities has engaged with elected members through both formal and informal processes, to shape up the direction of this project and seek feedback on maintenance requirements and service levels.

9. Refer to Attachment One for the Political Engagement Timeline.

10. An open, competitive tender process seeking proposals for the supply of full facilities, arboriculture and ecological maintenance services of council assets was conducted as follows:

· On 10 August 2016, an Expression of Interest was published to identify market interest in providing maintenance services for buildings, parks and open spaces to Auckland Council. 36 Expressions of Interest were received.

· Formal feedback from local boards on the project approach and proposed service specifications was received in September 2016.

· Feedback was also sought from local boards on the list of assets in their area, used as the basis of asset data in the Request for Proposal.

· Refer to Attachment Two for this local board’s resolutions.

· Feedback was used to inform the Request for Proposal document which was released on 28 October 2016 and submissions closed 9 January 2017.

· Submissions were assessed and scored by an evaluation team against weighted criteria including methodology, resources and capability, innovation and SMART procurement, and price.

· Negotiations are now underway with shortlisted suppliers, due for completion 10 March.

· Recommended contracts for five areas across the region, including pricing and baseline service levels, will be presented to the Finance & Performance Committee on 28 March 2017 for final approval.

11. Community Facilities seek feedback from local boards on Attachments Three, Four and Five, prior to Finance and Performance Committee approval on 28 March 2017.

Approach

12. Following a review last year of management and maintenance processes of council’s assets, this project has adopted an improved approach to maintenance services, to:

· focus on the whole-of-life cycle of assets;

· deliver more services without compromising quality;

· encourage and incentivise contractors to be accountable for the assets and develop ownership at all levels of their service delivery;

· provide a contractual framework that enables contractors to employ innovate ideas and methods without compromising on quality delivery; and

· implement five new contract areas (called Tahi, Rua, Toru, Whā, Rima) to allow for better economies of scale. The local boards represented within each area are:

Contract Area

Tahi

Rua

Toru

Whā

Rima

Devonport-Takapuna

Hibiscus & Bays

Kaipātiki

Upper Harbour

Albert-Eden

Great Barrier

Puketāpapa

Waiheke

Whau

Henderson-Massey

Rodney

Waitākere Ranges

Howick

Maungakiekie-Tāmaki

Orākei

Waitematā

Franklin

Māngere-Ōtāhuhu

Manurewa

Ōtara-Papatoetoe

Papakura

13. A key change is that contracts will have a more outcome-based focus on service levels, as opposed to predictive or frequency based maintenance schedules (unless where necessary). This ensures service standards are consistently maintained and managed by suppliers.

14. A standard maintenance service level is applied to every asset to ensure it is fit for purpose, in good condition and achieves community outcomes.

15. Where an asset may have specific known demands such as high frequency use, high reputational risk, requires attendance due to its nature (e.g. old, troublesome asset) or is a heritage site, an enhanced level of service may be applied to the asset.

16. An enhanced service level should not be confused with poor performance from a supplier to provide the agreed standard service level.

17. Refer to Attachment Three outlining the updated asset list (including those requiring an enhanced service level) for this local board area as at March 2017. Please note that this asset list is continually reviewed to ensure up to date data in alignment to council decisions and asset assessments.

18. Maintenance contracts have been negotiated to cover three core functions across the five areas:

· Full Facilities

· Specialist Arboriculture

· Specialist Ecological.

19. Council may immediately terminate (or suspend the supplier’s performance of) the contract in whole or in part, by written notice to the supplier, if a persistent performance breach occurs. Please refer to the Contractor Management section in this report for further details.

20. Refer to Attachment Eight (confidential) for further information about contract terms and Attachment Five (confidential) for supplier specific information.

Standard Service Levels

Full Facilities Contract (FFC)

21. Service specifications determine the criteria and outcomes associated with maintaining an asset or facility, which then sets the foundation of a contract agreement.

22. Refer to Attachment Four for the Service Specifications expected across the Auckland region for Full Facilities maintenance work. In summary, these are service level output statements by category:

Full Facilities Category	Output Statement
Open Space	Parks, reserves and roadsides within Auckland are maintained and developed to provide a sustainable, safe, clean and healthy environment while assets are maintained and enhanced to meet the amenity and use needs of council, Auckland residents and visitors.
Arboriculture	Trees (under three metres in height) are maintained to an aesthetically pleasing state which promotes healthy growth with the tree adding to the resident or visitors experience with targeted maintenance activities to achieve healthy and safe trees.
Locking and Unlocking	Assets are actively managed to minimise vandalism and anti-social behavior
Buildings - Maintenance	All Auckland Council owned and/or operated facilities require on-going Planned and Response Maintenance (compliance and non-compliance) to ensure that all facilities provided for public and Auckland Council staff use are functional, fit-for-purpose, safe and where possible ensure that the building services are optimised to reduce disruption to the facilities operation.
Buildings – Cleaning	All Auckland Council owned and/or operated buildings that require planned and response cleaning shall be cleaned to a standard that allows all buildings users to utilise a sanitary, hygienic, safe, functional and fit for purpose space for their operation. All litter and debris shall be removed from site and done so in a sustainable manner.

23. Standard Operating Procedures have been developed to agree minimal functional requirements such as height of grass mowing, mulching thickness, goal post painting etc. These procedures have been developed through expertise knowledge and are operational in nature.

24. Minor Capital Works (low value, low risk) is included in these contracts to ensure appropriate mitigation measures are incorporated when maintaining assets.

25. The baseline service level for specialist sportsfield maintenance ensures sports playing surfaces are managed to provide surfaces and assets that are ‘fit for use’ for the type and level of sport being played and which maximise usage and support organised sporting activities.

26. Specialist sportsfield renovation work includes:

· Fertilisation, application, fertilisers

· Winter Treatment - cambridge rolling, slicing and spiking, solid tine vertidraining, ground breaking , vibramoling

· Summer - vertimowing, dethatching, organic matter removal, leaf collection, scarifying/ dethatching, coring/hollow tine, core harvesting, undersowing/oversowing, sand topdressing, soil topdressing, vibramoling, mole plough, verti-draining, ground probe aeration, weed control, weed control (couch), agrichemical controls on sportsfields, top planing

· Turfing – turf replacement (minor)

· Artificial - cleaning, rubber top-ups, grooming, repair, hygiene

· Supply bulk supply materials - eg sand, soil, seed, agrichemicals, turf (winter and summer species), fertilizer

· Renovation works programme development

· Not that the Full Facilities contract incorporates sports mowing, line marking, goal posts/furniture, soil and/or tissue sample analysis, grass selection, pest and disease detection, minor turf repairs, renovation works programme report, cricket.

27. Sportsfield renovations seasonally renovate surfaces back into condition for subsequent sporting code use, including renewal of surfaces that have reached their life span, or reinstating an asset that has been damaged through excessive overuse.

28. Sportsfield renovations are collaboratively implemented to complement maintenance activities in the contract.

29. When asset components are replaced (e.g. turf type), the same style and material type is supplied, unless otherwise directed by Auckland Council.

Arboriculture Specialist Contract

30. The scope of the arboriculture contract covers the management of council owned trees i.e. it’s ‘urban forest and rural surrounds’

31. The arboriculture contract includes, but is not limited to, the following services:

· General administration and communication

· Inspections and programmes

· Pruning

· Reactive works

· Clean-up

· Tree removal

· Planting

· Aftercare maintenance

· Tree asset inventory.

32. The arboriculture contract will be managed as a prescriptive measure and value contract, but may shift to output basis through the term of the contract. Work will be managed on both a scheduled and reactive basis.

33. Auckland Council will retain ownership of all chipped bio-mass (foliage, brushwood and wood) resulting from Arboriculture Specialist contracts.

34. It will be expected that the supplier takes a proactive approach in relation to Council’s assets, including those not directly related to the contract’s scope. This will involve reporting any faults or issues, regardless of asset ownership in a timely manner e.g. reporting a vandalised bus shelter (Auckland Transport) next to a street garden.

35. The management of Kauri Dieback and weeds are incorporated into Standard Operating Procedures included in the Arboriculture Specialist contract.

Ecological Specialist Contract

36. The ecological contract provides for the maintenance of Auckland Council’s high value ecology sites, and significant bush and natural areas. The prioritised targeted removal of animal and plant pests from council’s open spaces is a core service within this contract. The overarching objective is to restore and rehabilitate native biodiversity in a sustainable and long term approach.

37. The scope of the ecological contract includes:

· preparing ecological restoration plans that take a long term perspective and provide the optimum cost effective management to reinstate the ecological processes, so the site environmental values are conserved and enhanced.

· assessing, monitoring and controlling pests impacting the ecological processes and or values at each site. This includes but is not limited to plant, animal and invertebrate pests.

· restorative planting of sites.

38. The supplier is required to have all vehicles to carry a web based GPS tracking system. This enables reports to be produced on journey length and stay.

39. The ecological contract is supplemented by an Ecological and Environmental Pest Control Standard Operating Procedure which provides guidance to methodologies and site-specific requirements.

40. The supplier is required to report any hazardous dumping to Auckland Council’s Pollution Hot Line immediately.

Other Maintenance Priorities

SMART Procurement

41. The following SMART procurement outcomes are requirements outlined in maintenance contracts:

· Increase capability and capacity – suppliers are required to create sustainable businesses that provide training and development to ensure continued quality delivery of services over the term of the contract.

· Youth employment - contracts should facilitate connecting work-ready youth to local employment by creating local jobs with training and development opportunities.

· Diversity and inclusion - contracts should promote inclusion, reduce discrimination and remove barriers to opportunity and participation, particularly for disadvantaged groups who face barriers to employment e.g. long term unemployed, and people with disabilities.

· Valuing Māori - suppliers are required to work collaboratively with council to achieve better outcomes with Māori, by supporting skill development and labour market participation, and engagement with Māori owned businesses.

· Pacific Auckland - contracts should support further training, development and labour market participation for Pacific youth and communities.

· Local community and economy - contracts should support local business where reasonable/practical, and should meet the social needs of the delivery area.

42. Contracts have retained flexibility to remove assets (by contract variation) to facilitate active participation by the third sector/volunteers to deliver maintenance outcomes.

43. Suppliers (and subcontractors) are required to establish, document, implement, maintain and continually improve an environmental management system. This will capture practices such as an environmental policy, environmental impacts of significance, legal requirements, environmental objectives and targets. At a mimimum the management system will monitor and measure energy conservation, water conservation, waste management and recycling, chemical use, Scope 1 and Scope 2 Greenhouse gas (GHG) emissions.

44. Suppliers are proposed to annually reduce the carbon footprint from year two onwards.

45. The environmental management system must be certified by an accredited third party to the standard of ISO14001, EcoWarranty, Enviro-Mark or an agreed-upon alternative programme. Where the supplier has certified to the Enviro-Mark programme they will commit to attaining the highest level of certification, Enviro-Mark Diamond.

46. Please refer to Attachment Five for further supplier specific information.

Weed Management

47. A memorandum from Barry Potter, Director Infrastructure and Environmental Services, was circulated to local board members on 15 November 2016 regarding weed management. A second memorandum was circulated to all elected members on 16 December 2016 providing an update on the implementation of Auckland Council’s Weed Management Policy, particularly with regards to this project.

48. New maintenance contracts have been designed to reflect the objectives of Auckland Council’s Weed Management Policy which includes implementing the following changes:

49. What will change?

· Minimise agrichemical use

- The new contracts require a reduction in agrichemical usage and this will be closely monitored - a 10% penalty of the monthly invoice to the supplier will be applied if the ‘annual reduction in use of agrichemicals’ KPI is not met.

- Chemical usage will be reported monthly by suppliers and tracked on a local park by local park basis. Please refer to the Contract Management section in this report for further information on reporting, auditing and KPI’s.

- Contracts will standardise which type of glysophate will be used across the region by all suppliers.

- Manual and mechanical weed control methods are currently used in and around children’s playgrounds across the region. Agrichemicals are not used within these spaces. This will continue under new contracts.

- Mechanical edging will be applied along paving and other hard edges.

· Integrated weed management, ensure best practice and value for money

- The volume of mulch in gardens and garden beds will be increased to reduce other methods of weed control

- Change from frequency based maintenance contracts to a focus on environmental outcomes, to encourage suppliers to be more innovative in their approach to weed management and edge control

- Learnings from innovations will be socialized across all suppliers to promote continuous improvement and best practice methodology

- Suppliers will be encouraged and rewarded for innovation in weed management at quarterly supplier forums

- Development of a weed management manual which is currently being reviewed by the Best Practice Reference Group.

- Establishment of the Best Practice Reference Group made up of external technical experts and community representatives as per the policy action plan.

- A No-Spray Register will be used by suppliers to ensure consistency in practice and process.

· Empower the community to manage weeds in accordance with the policy

- Weed control programmes in ecological restoration contracts will be planned and agreed in advance of the works.

- Targeted weed control, including the use of volunteers, will be enabled to ensure that agrichemical usage is minimized and integrated with other sustainable practices such as replanting with eco-sourced species to prevent weed re-infestation.

- Contracts include supplier inductions and training on public awareness of vegetation controls, including herbicides and the importance of public education, including signage when spraying.

- Improved information on council’s website outlining how and why council controls weeds.

50. At the 13 December 2016 Finance and Performance Committee meeting, the following resolutions relating to weed management were approved:

· An addition to recommend to the Environment and Community Committee as follows:

a) Note that significant funding reallocations are not within the scope of the Annual Plan process

b) Endorse glysophate reduction targets within the current budget

c) Express support for the continued implementation of the Weed Management Policy

d) Agree that a political group be appointed by the Mayor, monitors and reviews the implementation of Auckland Council’s Weed Management Policy and practice

e) Recommend that a review and consultation of allocated funding take place through the upcoming Long-term Plan process.

· Resolution d) reshapes the weed management political advisory group.

Co-Governance

51. As pre-agreed with co-governance partners, suppliers submitted a detailed report and costings on how they would manage and provide specific services to the Tūpuna Maunga Authority and / or Parakai Recreation Reserve in their preferred areas.

52. This report is being socialised with leaders and representatives from co-governance entities with the outcome being determined at the end of March 2017 with either of the following options being the preferred solution:

· Maintain the status quo

· Offer maintenance services to the supplier in the specific area

· Offer maintenance services to only one supplier who would be accountable for all outcomes.

53. Whenua Rangatira (Bastion Point) – no change proposed to current maintenance agreements where iwi are responsible for managing this site.

Community Empowerment

54. Local boards expressed strong support to enable community empowerment including volunteers, through these contracts.

55. Contracts have the flexibility to accommodate contract variations such as community empowerment initiatives, however compliance with Health and Safety, legislative obligations, agreed service levels and operating procedures are critical in these cases.

56. Local boards should work with their strategic brokers (within the Arts, Community and Events team) to identify requirements and opportunities, who will then liaise with Community Facilities to agree and implement suitable solutions.

Contract Management

Contractor performance

57. Key Performance Indicators (KPI’s) measure how well the Supplier is doing to meet specifications and outcomes. KPI’s cover five categories:

· quality

· innovation

· management

· Smart procurement and environmental management

· stakeholder, customer and community impact.

58. Health and Safety (H&S) is a contractual obligation.

59. KPI’s are measured monthly, bi-monthly, quarterly or annually.

60. Suppliers are required to meet Full Facilities Key Performance Indicators (KPI’s) and Minor Capital Work KPI’s to have their level of direct award for Minor Capital Works increased, as an incentive for good performance.

61. For each category component failed, suppliers must provide an improvement plan to resolve the performance issue.

62. If a supplier continues to fail on a category component beyond the performance resolution improvement plan deadline, council will be entitled to withhold payment of 10% of each month's invoices (excluding minor capex) until the supplier starts meeting the category component target.

63. Suppliers have the right to earn back withheld payments relating to category components if they start meeting required target levels by a timeframe set by council.

64. Attachment Six outlines the Contractor Performance Balanced Scorecard that will be monitored and applied across the region.

Auditing

65. Auditing of contractor performance was previously conducted by external parties. However, this function is now being conducted internally by Community Facilities. A team of auditors conduct spot checks onsite targeting 10% of all maintenance work conducted by each supplier.

Response maintenance

66. Response maintenance work will be categorised by urgency and a maximum response time determined. Criteria is still under negotiation and agreement for some suppliers.

67. The supplier will undertake programmed maintenance, responsive maintenance and all other minor contract works (including emergency works on an as needs basis only) on Monday to Sunday, restricting noisy and any activities that may cause a nuisance to between the hours of:

· 7:00am and 6:00pm (52 weeks of the year); and

· 10:00am and 6:00pm (Saturdays and Sundays and statutory holidays).

68. The supplier will provide a call out service 24 hours, 7 days a week, carried out as part of normal duties.

69. Following completion of response maintenance work, the supplier will call the customer (between 8:00am and 6:00pm unless otherwise stated), to inform them that works have been undertaken and check that the customer is satisfied.

70. It is expected that suppliers assist with ‘whole of life’ asset management which requires the supplier to assess and make recommendations on the optimal most cost effective balance of programmed maintenance, responsive maintenance, and renewal of assets across their whole life.

71. Suppliers are required to update a condition assessment grading once a maintenance service has been undertaken, to be included in council’s asset management system, and to notify council of any significant degradation.

Consideration

Local board views and implications

72. Project 17 has engaged with local boards through various channels including:

· Local Board Chairs Procurement Working Group;

· Local Board Chairs Forum presentations;

· memorandums;

· cluster workshops;

· individual local board workshops; and

· business meeting reports.

73. Refer to Attachment One outlining the political engagement timeline.

74. Community Facilities is now seeking feedback from local boards during the final stage of this procurement process, prior to Finance and Performance Committee approval of contracts.

Māori impact statement

75. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi/the Treaty of Waitangi and its broader statutory obligations to Māori.

76. Māori responsiveness requires the collective effort of everyone. Under the new contracts, suppliers will work collaboratively with council to achieve better outcomes with Māori and for Auckland. This will include:

· Building positive relationships with Māori – effective communication and engagement with Māori, developing resilient relationships with mana whenua;

· Significantly lift Māori social and economic well-being; and

· Building Māori capability and capacity.

77. Through these contracts, opportunities to support local community outcomes and economic development include (but are not limited to):

· Providing employment opportunities, in particular for local people and for youth;

· Increasing capability and capacity (apprenticeships, cadetships or equivalent) in particular for youth;

· Building on community and volunteer networks.

78. The Request for Proposal outlined Tūpuna Maunga Value Specifications as outlined in Attachment Seven, which suppliers are required to support as part of new maintenance contracts.

Implementation

79. The transition into new contracts will commence once formal approval is agreed by the Finance & Performance Committee.

80. Local boards will have the opportunity to meet new suppliers in April and May 2017 to discuss specific local priorities. Any local service level variations may need to be reflected in contract variations and implementation timelines agreed with the supplier.

81. New maintenance contracts take effect on 1July 2017. Note that there will be approximately six to twelve months to bed in changes, in particularly systems and reporting.

Attachments

No.	Title	Page
a ⇩	Attachment One - Political Engagement Timeline	19
b ⇩	Attachment Two - Local Board Resolutions (September 2016)	21
c ⇩	Attachment Three - Standard and Enhanced Assets	27
d ⇩	Attachment Four - FFC Service Specifications	29
e ⇩	Attachment Five - Supplier Specific Information - Confidential
f ⇩	Attachment Six - Contractor Performance Balanced Scorecard	81
g ⇩	Attachment Seven - Tupuna Maunga Values Specifications	85
h ⇩	Attachment Eight - Contract Information - Confidential

Signatories

Author

Kate Marsh – Principal Business Analyst

Authorisers

Rod Sheridan - General Manager Community Facilities

Karen Lyons – General Manager Local Board Services

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

Albert-Eden Local Board

22 March 2017

Western Springs community recycling centre site design

File No.: CP2017/02031

Purpose

1. To approve the high-level site design for the Western Springs community recycling centre at 956-990 Great North Road.

Executive summary

2. On 2 December 2015, the Albert-Eden Local Board approved in principle that the site at 956-990 Great North Road, Western Springs would be used for a local resource recovery facility (resolution number AE/2015/154).

3. The central community recycling centre at 956-990 Great North Road will be part of a community-operated resource recovery network being established across the Auckland region. The Great North Road facility will be one of two drop-off centres feeding into a processing site in Onehunga. Auckland Council’s waste solutions team are in the process of sourcing a second drop-off site within the central isthmus area. A map of existing site at 956-990 Great North Road has been included as Attachment A.

4. An inclusive design process is being used to develop the site, which involves three local boards, mana whenua, community and other external stakeholders, as well as design and field specialists who are working with council staff to co-develop the community recycling centre.

5. Four high-level site designs have been developed by the project team as options for incorporating a community recycling centre into the site. Each of the site design options are in alignment with the project purpose and principles.

6. At a workshop on 16 February 2017, the Albert-Eden, Puketāpapa and Waitematā Local Boards were presented with the four site design options for consideration (see Attachments B C, D and E). The local board members in attendance showed a preference for site design 3B - west (Attachment E). This design option was considered the best approach to integrating the community recycling centre into the site, without significantly impacting on the ability of other site users, such as hall hirers, to undertake their daily activities. It was also agreed that due to the minimal degree of construction work associated with site design option 2 (Attachment C) it should be investigated as a temporary measure should there be delays in implementing 3B - west.

7. In order for site design 3B - west to be implemented, the Auckland Horticultural Council will be required to vacate their existing building. Whilst representatives from the Auckland Horticultural Council have indicated their preference for site design option 2, they have indicated that they could move if required. The option of relocating to the community hall building (either building 10 or 11 in Attachment A) has been discussed with the Auckland Horticultural Council. A move to this building would be conditional on modifications to accommodate the Auckland Horticultural Council’s needs in terms of parking, storage, and a variety of workshop, meeting and display spaces Staff will ensure that the building is fit for purpose for the Auckland Horticultural Council prior to their move.

8. It is recommended that the Albert-Eden Local Board approve site design 3B - west as the high-level design approach for the Great North Road community recycling centre.

Recommendation

That the Albert-Eden Local Board:

a) approve the site design 3B - west (Attachment E of the agenda report) as the high-level design for the Western Springs community recycling centre at 956-990 Great North Road.

Comments

9. Auckland Council has an aspirational goal of achieving zero waste to landfill by 2040 as outlined in the Auckland Waste Management and Minimisation Plan 2012. One of the key strategies outlined in this plan is the development of a resource recovery network across the Auckland region. The Long-term Strategy for the Resource Recovery Network 2014 endorses the establishment of twelve community recycling centres over a ten year period to give effect to the zero waste goal. The centres will be operated and managed by community enterprises to divert household items (such as furniture and household appliances) from landfill. These recycling centres will also support local job creation, community engagement and behavioural change.

10. There are two existing buildings on the Great North Road site. The community hall building, indicated as numbers 10 and 11 in Attachment A, includes two halls that are currently available for hire, and an additional space to the rear of the building that is currently unused (number 12 in Attachment A). The hiring of the community hall building is overseen by Auckland Council. The second building, indicated as number 9 in Attachment A, is occupied by the Auckland Horticultural Council under a lease arrangement with Auckland Council that expires in 2019.

11. The Great North Road facility will be one of two centrally located drop-off centres feeding into a processing site in Onehunga. Staff are currently investigating potential sites for the second drop-off centre within the central isthmus area. The Great North Road site is intended to become the face of the resource recovery network. The centre will allow for:

· the drop-off of household (inorganic) items

· the repairing, refurbishing and upcycling of items

· a shop to sell recycled or upcycled goods

· a repair shed and café

· a focus on environmental education

· a sustainability and recycled art demonstration area

12. The site will not accept household or business waste, bulky construction and demolition materials, or general rubbish. No processing involving loud machinery will occur at this site.

13. The project is currently in phase one (the discovery phase) which runs from October 2016 to April 2017. The purpose of this phase is to align the project around the shared purpose, principles, and goals (outlined in Attachment F) for the Great North Road site, while ensuring that the design and development process is well-integrated and efficient. The project purpose, “Whakahokia mai ki te waiora o Waiorea; Return back to the source of life, Waiorea”, outlines the end goal for the development and operation of the site, whilst the six core principles, Whakapapa, Tohu ariki, Hōnōnga, E tipu, e rea, kakano, Maanaki and Mahi toi, represent objectives towards achieving this goal. The purpose and principles were initially drafted by mana whenua representatives, before being reviewed and refined by the project team at an integration workshop held in December 2016.

14. Phase one will conclude with a resource consent application, which staff intend to submit in April 2017. However this is dependent on the complexity of the approved site design option and the alignment of the project timelines with the needs of key site users such as hall hirers and the Auckland Horticultural Council. Phase two will address the detailed design and construction of the facility.

Options analysis

15. After investigating the opportunities and constraints of the site, three designs were presented at a workshop with the Albert-Eden, Puketāpapa and Waitematā Local Boards on 5 December 2016. Following a suggestion from Albert-Eden Local Board members, a further option was developed (see option 3B, Attachment E). This design option involved the use of the building currently leased by the Auckland Horticultural Council (building 9 in Attachment A).

16. The design approach for each of the four options is presented Table One below:

Table One: Overview of option design approach

Option	Design approach
Option 1 – Central	Develop all recycling centre activities in the central green area of the site. Use the existing garden hall as the shop, the second hall for community hire, and the historic building to continue as a leased building.
Option 2 – East	Develop drop-off area in the existing paved area of the eastern carpark. Utilise the existing hall for a shop and education space with the back office area used as workshops. The garden hall to continue as a hall for hire and the historic building to continue as a leased building.
Option 3A – West	Develop recycling centre activities in the western area of the site. New build for use as a shop and workshops. Both community halls to continue as halls for hire and the Auckland Horticultural Society to continue occupying the historic building under their existing lease arrangement.
Option 3B – West Relocation of Auckland Horticultural Council Preferred option	Develop recycling centre activities in the western area of the site. Utilise the historic building for a shop and education space with the basement area used as workshops. The garden hall to continue as a hall for hire and the Auckland Horticultural Council to occupy the second hall under a new lease arrangement.

17. The four designs were presented to the Albert-Eden, Puketāpapa and Waitematā Local Boards to consider at a workshop on 16 February 2017. At this workshop the advantages and disadvantages of each design option were presented and discussed. The analysis of options has been summarised below in Table Two below and further detail can be found in Attachment G.

Options

Advantages

Disadvantages

Option 1 – Central

• Low impact on hall for hire users

• Signalised junction which would allow for controlled access

• Controlled pedestrian crossing near the entrance and exit

• Concentrated activity around the central area of the site having some impact on all site users

• Access changes may impact site heritage features

• Potential for contaminated land in the excavated areas

• Reduced permeable area so a high level of stormwater treatment will be required

• Loss of green space

• Significant construction required which will impact delivery time of project

• Significant site and earthworks required

• Limited space on site for queuing – traffic likely to back up onto Great North Road at peak times

Option 2 – East

• No immediate impact to site heritage features

• Maximise use of existing buildings and unused space

• Low impact on western neighbours

• Limited earthworks and excavation required

• Control of onsite traffic - one way vehicle flow through the site

• Space to manage queuing on site

• Retain green space with limited additional impermeable areas created

• Low direct impact on the receiving environment (Waititiko - Meola Creek)

• Concentrated activity to the east of the site (vehicle, pedestrian and drop-off activity all in one area)

• High impact on hall for hire users

• Requires managed control of access way – potential impact to pedestrian crossing of entrance and exit

• Proposed future busway may affect the recycling centre activity

Option 3A – West

• Signalised junction would allow for a controlled access way – control of traffic and pedestrian crossing of entrance and exit

• Retain most green space

• Opportunity to make the heritage aspects a feature of the site

• Easy linear drop-off

• Low impact to hall for hire users

• Limited impact from proposed future busway

• Maximise hall for hire space (two halls would be available)

• Concentrated activity to the west of the site

• High impact on lease building users

• High impact to site heritage features

• No use of existing building for community recycling centre purpose

• Significant construction required which will impact project delivery time and budget

• Medium-high impact on western neighbours

• High direct impact on the receiving environment (Waititiko - Meola Creek) to be effectively managed

• High level of earthworks and excavation required so potential for contaminated land discovery

• Limited space on site for queuing – likely to back up onto Great North Road at peak times

Option 3B – West Relocation of Auckland Horticultural Council

Preferred option

• Activity spread across entire site

• Signalised junction would allow for a controlled access way – control of traffic and pedestrian crossing of entrance and exit

• Better long-term configuration of the site, allowing for growth and movement from all on site activities

• Retain green space

• Immediate vicinity to Waititiko (Meola Creek) environment may allow better community access to this space

• Opportunity to make the heritage aspects a feature of the site

• Low impact to hall for hire users

• Limited impact from proposed future busway

• Maximise use of existing building and unused space

• High immediate impact on lease building users (Potential impact to site heritage features due to proximity of activity

• Unknown risks and time delays of working with a historic building

• High direct impact on the receiving environment (Waititiko - Meola Creek) to be effectively manage

• Start time highly dependent on Auckland Horticultural Council’s relocation time

• Medium-high impact on western neighbours

18. The advantages and disadvantages of each of the design options have been analysed by staff. Due to the high level of earthworks and occupation of green space required under option 1 – central this is not considered to be the best approach for the site. Option 3A - west is also not considered a preferred option due to its reliance on new buildings and the high costs associated with this option.

19. Option 2 – east, and option 3B - west present similar possibilities in regards to indicative costs and maximising the use of the existing buildings. However option 2 – east may have a higher impact on current site users, due to the high concentration of activities in the eastern site.

20. Option 3B – west is considered the best long-term site design option, as it presents opportunities to develop a flagship recycling centre that will also enhance the existing heritage and environmental features alongside the community recycling outcomes.

Financial implications

21. The establishment of a community recycling centre in the central isthmus area is budgeted at a cost of $1million and factored into regional waste solutions budgets. Waste Solutions are also in the process of applying for funding from the Ministry for the Environment to allocate towards the resource recovery network including the development of this site. The quantum and scope of the refurbishment costs of the community hall need to be determined and budgeted for.

22. While option 3B – west is the recommended long-term approach for the site, it is contingent on funding an agreement to progress the refurbishment of the existing community hall building, and the capacity within internal teams to deliver this. Staff will continue discussions with all internal council stakeholders and interested parties to ensure efficient and effective delivery and outcomes for all areas.

Heritage

23. Site design options 3 and 3B, focus activity in the western area of the site, where there are features identified through the Auckland Unitary Plan as having historic heritage significance. A member of Auckland Council’s Heritage Unit was present at the 16 February 2017 local board workshop to discuss the detail and significance of this space.

24. The site has connections to the mid-19^th century Old Stone Jug public house with the 1930s archway and base of the current Auckland Horticultural Council building having been constructed with stones from the original public house. Research has indicated that the foundations of the original public house are located somewhere within the original Chamberlain Park footprint and may be located at the Great North Road site. The discovery of these foundations may require a reconfiguration of the site design; however it would also be a significant heritage find for preservation and display.

25. The Historic Heritage Overlay area in the west of the site which includes the gateway is subject to specific rules under the Auckland Unitary Plan. The main objective of these rules is to protect features from inappropriate use, modification or development.

26. At the 16 February 2017 workshop, the implications and opportunities of all four site design options were discussed in regards to the heritage significance of the site features.

27. During the discussion local board members indicated that the heritage features at the site were currently undervalued and under-utilised. Some local board members indicated that they would like to see more focus on these features, which will be investigated and addressed during the detailed design phase of the project.

28. The local board members acknowledged that there are currently issues with the access at the western end of the site and that some of the design options may have a greater impact on the features, such as access around the gateway. Any impacts would need to be mitigated and managed through the detailed design process.

29. Following the approval of a high-level site design, the project team will engage a heritage consultant to undertake a detailed heritage and archaeological assessment of the site and the proposed design. The scope of this work will be discussed and refined with Auckland Council’s Heritage team.

Auckland Horticultural Council

30. Council staff met with representatives from the Auckland Horticultural Council on 7 February 2017 to discuss the site design options. The representatives had a preference for option 2- east. However, they would consider moving to the community hall (either building 10 or 11 in Attachment A) should the Albert-Eden Local Board choose to endorse option 3B- west, as long as they are in no way disadvantaged by the move.

31. The outcome of this meeting with the Auckland Horticultural Council was also discussed at the 16 February 2017 local board workshop.

32. The Auckland Horticultural Council’s requirements in regards to a potential move were discussed at a meeting on 27 February 2017. The representatives noted some concerns around storage space, flexible meeting spaces and safe and secure access, which would need to be provided as part of a building move.

33. A walk-through of the community halls and the back office area was undertaken with Auckland Horticultural Council representatives on 6 March 2017. The project team is currently in discussions with the relevant council staff to confirm the reconfiguration and refurbishment of the community hall building to incorporate these requirements.

Freedom camping

34. On 22 February 2017, the Albert-Eden Local Board agreed to the use of the eastern carpark at 956 Great North Road for a freedom camping trial.

35. The community recycling centre project team are currently in discussions with the Auckland Council Social Policy and Bylaws team regarding the timeframes of this trial. Whilst the use of this carpark for freedom camping is unlikely to have a direct impact of the design and construction of site design 3B, any freedom camping impacts on the site as a whole will need to be mitigated.

Outcome of 16 February 2017 local board workshop

36. At the conclusion of the 16 February 2017 workshop, local board members showed a preference for site design option 3B (Attachment E). It was also agreed that site design 2 (Attachment C) should be investigated as a temporary option, should there be significant delays in implementing option 3B. Delays may be caused by the refurbishment of the community hall for use by the Auckland Horticultural Council as well as the time required to ensure the site design will enhance and support the heritage features of the site. The Albert-Eden Local Board will receive a further decision report, should site design option 2 be required as either a temporary measure or an alternate approach.

Consideration

Local board views and implications

37. Although the Albert-Eden Local Board has the decision-making delegation over the final design of the 956-990 Great North Road community recycling centre site, the Waitematā and Puketāpapa Local Boards are primary stakeholders in the central community recycling centre site. All three local boards contributed funding towards the project and were actively involved in a scoping study and business case for a central community recycling centre. All three local boards have provided input into the direction of the project, as well as the site design and function.

38. At the conclusion of the 16 February 2017 workshop, local board members showed a preference for site design option 3B – west (Attachment E). It was also agreed that site design option 2- east (Attachment C) should be investigated as a temporary option, should there be significant delays in implementing option 3B - west. Delays may be caused by the refurbishment of the community hall for use by the Auckland Horticultural Council as well as the time required to ensure the site design will enhance and support the heritage features of the site. The Albert-Eden Local Board will receive a further decision report, should site design option 2 - east be required as a temporary measure.

39. The Albert-Eden Local Board have indicated a preference for option 3B – west, due to the long-term benefits of the overall site design for the existing users. The local board members have noted that further work is required to better understand the access, heritage and building use implications of option 3B - west, however they have indicated support for the direction that this option offers for the site. This report requests their approval for the site design 3B - west as the high-level design for the Western Springs community recycling centre at 956-990 Great North Road.

40. The Puketāpapa Local Board have advised that they are supportive of the proposal to create a resource recycling facility on the Western Springs site. The local board recognise the site as an important component of the regional waste management system and in particular as a facility that a satellite centre(s) that the Puketāpapa area could feed into. Based on briefings to date, the Puketāpapa Local Board is comfortable with the direction that the site design is heading in. The local board consider option 3B - west to be the ideal site design option, and are open to the use of option 2 - east as a temporary arrangement in the short-term.

41. The Waitematā Local Board have also advised that they are supportive of the proposal to create a community-led recycling centre at the Great North Road site, and see it as an important component of the regional waste management network. The Waitematā Local Board acknowledges the integrative process that has been followed in developing the four site options to achieve the best outcome for all stakeholders. Based on the information provided at the local board workshop on 16 February 2016, the Waitematā Local Board supports option 3B – west as the preferred design option. They also recognise that there might be a need for a transitional arrangement before option 3B - west can be fully implemented.

Māori impact statement

42. Mana whenua have been involved in the project from the initial phase development of the site. The project team includes a mana whenua working group on which there is representation from Ngāti Whātua Ōrākei, Ngāi Tai ki Tāmaki, Te Ākitai Waiohua and Te Ahiwaru Waiohua. There have been three mana whenua workshops since October 2016. Mana whenua representatives have also been involved in two project integration workshops and fortnightly project meetings with the purpose of enabling mauri to be embedded into the design process.

43. The mana whenua working group has had a key role in developing the project purpose and principles as well as contributing to the essential story of the site. Feedback to date has recognised the potential for this project to enhance and revive the natural features, such as Waititiko (Meola Creek), and the historic assets that exist on the site.

44. While the mana whenua working group have reviewed the four potential options there has been limited opportunity to respond with a common preference. The group has expressed a need for the final design to have minimal earthwork requirements, retain the green space and enhance the natural environment including Waititiko and its surroundings.

45. Ngāti Whātua Ōrākei representatives have indicated a preference for site design option 2 - east, due to its use of the existing buildings and the minimal earthworks that will be required to establish the recycling centre.

46. A representative of Te Ahiwaru Waiohua has also expressed a preference for minimal earthworks, and acknowledges the physical flow of the activities through the site that option 3B - west provides. Representatives of Te Ākitai Waiohua have expressed a preference for option 3B - west.

47. Mana whenua will continue to be involved in the project throughout the next phase and are an integral part of the project team.

Implementation

48. Once the high-level site design has been approved by the Albert-Eden Local Board, staff will work towards lodging a resource consent application for design option 3B - west in April 2017. This timeline is subject to the necessary community hall design work. The project team will continue to engage with and support the Auckland Horticultural Council through the design process, so that their needs can be sufficiently incorporated into the development of the site.

49. The establishment of the central resource recovery centre at this site will be financed from within existing regional waste solutions budgets at a cost of $1million.

50. Auckland Council’s Community Services team will establish a timeline and budget around the design and construction of the community halls in preparation for a reconfiguration of the site users. The outcomes of this will determine the timeline for the rest of the project including, consent application, community recycling centre construction and operation.

51. The project team will engage a heritage and architectural specialist to assist in the development of the design to ensure that the heritage value of the site is protected where appropriate and enhanced.

52. A workshop with all project stakeholders (including mana whenua, Auckland Horticultural Council, local community groups and consultants) will be scheduled at a later date, and an invite will be sent to Albert-Eden, Puketāpapa and Waitematā Local Board members. The project team will continue to engage with key stakeholders and working groups throughout the design phase of the project.

Attachments

No.	Title	Page
a ⇩	956-990 Great North Road - Existing site map	99
b ⇩	Site design option 1 - Central	101
c ⇩	Site design option 2 - East	103
d ⇩	Site design option 3A - West	105
e ⇩	Site design option 3B - West	107
f ⇩	Community recycling centre project purpose and core principles	109
g ⇩	Community recycling centre design options comparison	111

Signatories

Authors

Sophien Brockbank – Senior Waste Planning Advisor

Parul Sood – Waste Planning Manager

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

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

Albert-Eden Local Board

22 March 2017

Auckland Transport Report, Albert-Eden Local Board, March 2017

File No.: CP2017/03633

Purpose

1. To update the Board on local transport issues for March 2017 and to seek Board endorsement for consultation on the proposed pedestrian refuge at 373 New North Road project.

Executive summary

2. This report is presented to:

· respond to resolutions and requests on transport-related matters

· provide an update on the current status of the Local Board Transport Capital Fund (LBTCF);

· request approval for new LBTCF projects

· request the Board nominate a member to assist Auckland Transport (AT) with consultation

· provide a summary of consultation material sent to the Board

· provide transport related information on matters of specific application and interest to the Albert-Eden Local Board and its community, such the Dominion Road bus lane improvement project.

Recommendation/s

That the Albert-Eden Local Board:

a) Receive the Auckland Transport Report, Albert-Eden Local Board, March 2017.

b) Approve the proposed pedestrian refuge island at 373 New North Road to go forward to consultation with the community, and if successful, construction to a budget of $38,000.

c) Appoint a Board member to assist Auckland Transport with consultation with the community in regard to the proposed New North Road pedestrian refuge project.

Comments

Resolutions

3. AE/2017/5 – February 2017

Requests Auckland Transport to progress the Urban Cycleway Fund application to design and construct the Chamberlain Park greenway and bridge.

4. The Urban Cycleway Programme (UCP) comprises of funding from the Government’s Urban Cycle Fund, the National Land Transport Fund and local share funding.

5. The programme, which will be jointly delivered by Auckland Council, the NZ Transport Agency and Auckland Transport, will be used to accelerate key projects over the next three years and help establish cycling as an integral part of Auckland’s transport network in line with the long-term vision set out in the Auckland Plan.

6. The focus for the next three years will be improving cycling facilities in the city and to the city, along east and west corridors. AT will also improve key public transport hubs in Glen Innes and New Lynn, with the objective is to get as many people as possible cycling for the investment, which is why the emphasis is on these projects. Auckland Transport is also planning on-going education and promotional programmes to support this new infrastructure.

7. Although much of the funding in the next three years is concentrated in the central suburbs, the proposed Pt Chevalier to Herne Bay cycleway will provide benefits in the Albert-Eden Local Board area and is funded from this budget.

8. The UCP is fully subscribed until 2018 but planning for the next round of funding is expected to begin soon. AT has noted the Board’s request for the Chamberlain Park cycle pathway to be part of the programme for the 2018-21 funding round and looks forward to understanding the proposed orientation of the cycleway once the feasibility study is completed in April 2017.

9. AE/2017/5 – February 2017

Requests Auckland Transport to investigate the possibility of progressing the signalising at the Pt Chevalier Road / Meola Road intersection.

10. This resolution has been noted and forwarded to both the Traffic Design Manager and the project team who are progressing the Pt Chevalier to Herne Bay cycle project. Auckland Transport is pleased with support the Board has shown for this proposed initiative and advises that the intention is to integrate signalisation of this intersection into the design and implementation of the cycleway project to get the best result.

Strategic Alignment

11. The following projects which are detailed in this report contribute in the following ways to the strategic outcomes sought by the Board and Auckland Transport.

Project	Local Board Aspiration	AT Strategic Themes
St Andrews Road Pedestrian Facility	Cycling and walking options that make it easy to get around and through our area	Transform and elevate the customer experience
Cricket Avenue Speed Tables	Well-designed safe streets
Mt Eden/Normanby Intersection Improvements	Well-designed safe streets	Transform and elevate the customer experience
Waterbank/Herdman/Daventry Safety Improvements	Well-designed safe streets
Lancing Road Traffic Calming	Well-designed safe streets
Pedestrian Refuge New North Road	Cycling and walking options that make it easy to get around and through our area	Transform and elevate the customer experience
Point Chevalier to Herne Bay Cycleway	Cycling and walking options that make it easy to get around and through our streets	Fast-track creative, innovative and efficient transport services
Dominion Road Bus Lane Improvement Project	More people in Albert-Eden choose to use public transport	Prioritise rapid, high frequency public transport Transform and elevate the customer experience
Bus Lane Improvements	More people in Albert-Eden choose to use public transport	Prioritise rapid, high frequency public transport Transform and elevate the customer experience

February Workshop

12. Auckland Transport attended a workshop in February 2017. Officers from Auckland Transport and Auckland Council briefed Board members on the following:

· Dominion Road Bus Lane Improvement Project

· Double Decker route clearance for Great North Road

· North West Rapid Transport Corridor

· Mt Albert Town Centre Upgrade.

13. Updates on other transport matters were also covered in brief.

Local Board Capital Projects

14. The Albert-Eden Local Board receives over $700,000 per annum of discretionary funding for transport related capital projects. The Board is expected to identify new projects through their work programme.

15. The budget that the Board currently has available for transport capita projects in this political term is $1,547,380. The Board can also use the first year of transport funding from the next political term (2019-2020) of $763,381.

16. This money can be used for projects identified by the Board, the principal constraints being that the project:

· Will not compromise transport safety;

· Is transport-related;

· Does not compromise the efficiency of the road network.

17. For funding projects outside of the road corridor, they must meet the following criteria:

· Supports connectivity of cycle way and footpaths within the transport network;

· Footpaths should close a gap in the current walking network to residential, recreational, public transport or town or local economic areas;

· Footpaths widths should accommodate both walking and cycling when no alternative route for cycling has been identified.

Financials update

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

Current Transport Capital Projects

Project	Description	Status	Funds Allocated
St Andrews Road Pedestrian Facility	Facilities to improve pedestrian safety when crossing between 131-137 St Andrews Road.	Design completed, consultation completed. This project will now move to construction.	$26,000
Owairaka Park Pedestrian Bridge	Pedestrian bridge	Allocated to 2016/2017 budget. Parks project, they report that it is expected to be in construction before June 2017.	$138,000
Mt Albert Train Station Pedestrian Bridge/Stairs	Pedestrian bridge better connecting station to Mt Albert Town Centre	Completed, awaiting final claims from contractor.	$1,200,000 (NZTA Subsidy $550,000)
Cricket Avenue Speed Tables	Traffic calming	The tender process has been completed and the successful tenderer has identified construction time (in conjunction with events at Eden Park) for 18 March through to the end of March.	$109,000
Mt Eden/Normanby Intersection Improvements	Road safety improvements to intersection	Tender process has been finalised and construction is due to start on site on 6 March 2016. It is expected that construction will be complete around 14 April 2017, weather permitting.	$169,310
Waterbank/Herdman/Daventry Safety Improvements	Traffic calming	Approved by the Board for construction. The project will now move to tender and construction in early 2017.	$114,000
Anderson Park Walkway Lighting	Improved walkway lighting	AC Parks project, combining with carpark works, construction likely mid-2017. (Approved by LB for construction).	$197,250
Lancing Traffic Calming	Traffic calming	Tender process complete. Construction work is to start on 6 March 2017 and be completed by 17 March 2017, weather permitting.	$89,000
Pedestrian Refuge New North Road	Provision of a new pedestrian refuge at 373 New North Rd, Kingsland	Detailed design process is completed. Project is now ready to move to consultation, if Board approves.	$38,000 ROC
Carrington Road Traffic Calming	Investigation of traffic calming devices in this general area	Board has allocated funds for further analysis of the results of the traffic survey carried out by the Board in the Carrington Road area. The evaluation is underway and any recommendations come back to the Board for further discussion.	$20,000
Chamberlain Park Greenway and Bridge	Construction of shared path and bridge	AC Parks are further developing feasibility using their budget. This will be discussed at an AC Parks/Board workshop on 8 March 2017.	-

Approvals

Pedestrian Refuge 373 New North Road

19. In December 2016, the Board requested Auckland Transport to move to detailed design for a pedestrian refuge at 373 New North Road, Kingsland. This has now been completed and a location drawing is attached to this report, showing the position of the refuge island.

20. An extension of No Stopping At All Times lines is required to provide sight lines and this will result in the loss of two car parks.

21. Auckland Transport is now seeking approval from the Board to go forward to consultation with the attached design. As pedestrian facilities proposed in this vicinity in the past have proved difficult deliver, it would be helpful if the Board could nominate a member to assist AT officers with discussions with the Kingsland Business Association.

Upcoming Projects and Activities

Point Chevalier to Herne Bay Cycleway

22. Public consultation is now expected to begin on 20 March 2017. It will run for four weeks.

Dominion Road Bus Lane Improvement Project

23. Auckland Transport is working on a project to improve bus efficiency on Dominion Road. The project is more limited in scope than the previous Dominion Road scheme as investigations continue into a mass transit solution for Dominion Road. AT recognises the need to provide more amenity in the corridor as soon as possible and facilitate bus efficiency but aims to avoid any rework when a mass transit solution for Dominion Road is determined.

24. The project consists of five stages:

· Phase 1 –adjust canopies and kerbs for double decker buses

· Phase 2 – rationalise bus stop numbers and locations (400m spacing)

· Phase 3 – continuous peak hour bus lanes full corridor (7-10 am, 4-7pm)

· Phase 4 – implementation of Neighbourhood Bus Interchanges and parking investigations

· Phase 5 – town centre improvements to old sidewalks, pedestrian crossings and complete the cycle links.

25. Auckland Transport is establishing a community liaison group to work through issues and discuss the town centre improvements. Board members from both Puketapapa Local Board and Albert-Eden Local Board have been invited to attend.

Mt Albert Town Centre Renewal

26. The Board was briefed on the project at its February workshop by Auckland Council and Auckland Transport officers. The main construction works for the renewal have been deferred from early January 2017 to allow adequate time to analyse and respond to feedback from the December consultation and to conduct further utility and road structure assessments.

27. A decision about the proposed right-hand turn ban is expected from Auckland Transport in mid-March and will be conveyed to the Board. A new construction timeline will then be advised but project leads are still hopeful to complete the project by December 2017.

Speeding on Point Chevalier Road

28. Speeding between Coyle Park and Meola Road was raised as a significant concern by local residents who forwarded a submission to Auckland Transport asking for some measures to curb speeds.

29. In February, it was reported to the Board that the speed data AT has for this section of Point Chevalier Rd shows that most people are travelling at an appropriate speed and the minority of drivers are driving inconsiderately.

30. The Board asked to be provided with the speed count information for Pt Chevalier Road and requested AT to consider other speed calming measures. The speed data was provided and showed that the 85th percentile speed (the speed at which 85 percent of vehicles were travelling at or below) was 52.5 km/hr. This is not normally enough to trigger any traffic calming measures.

31. In addition, this stretch of Pt Chevalier Road is also a bus route and not suitable for speed control devices. However as a response to the Board and community concerns, AT is proposing to install “SLOW down” red patch road markings as a trial. These are expected to be installed before the end of May 2017.

Update on Proposed Bus Lanes

32. Bus priority lanes are an important measure to improve customer experience and move people efficiently through road corridors. These initiatives also support Albert-Eden’s aspirations to get more people in Albert-Eden onto public transport.

Sandringham Road Proposed Bus Lane

33. The resolution report missed the Traffic Control Committee in February and will now be considered in March 2017. Procurement and construction is now likely in April or May 2017.

Great South Road Proposed Bus Lane

34. Nearly one hundred submissions were received for this project. Most of the issues raised were around loss of parking particularly from Dilworth School who cited loss of easily available staff parking for the school and for the staff of surrounding businesses as a significant concern.

35. AT responded to the school that with the increasing demand for transport in Auckland and limited opportunities for increasing road capacity in urban areas, it is important to make effective use of the available road space. This has an impact on parking on arterial roads, but it is important that this valuable space is prioritised for improving the efficiency of key bus routes on these important roads to ensure that people can get about the city efficiently and reliably.

36. Given the impact this project would have on parking, AT surveyed parking occupancy rates in the surrounding area. The findings indicated that there is sufficient available parking in surrounding side roads to accommodate this reduction on Great South Road, but it will mean a longer walk for staff between the car and offices.

37. AT did review the amount of broken yellow lines proposed as part of the project and decided to cut these back by 32 metres, which will retain an addition six car parking spaces when the bus lanes are not in operation.

38. To enable better and faster Public Transport services now and in the future, this bus lane project and its operating hours will go forward to AT’s Traffic Control Committee for final consideration.

Mt Eden Road Proposed Bus Lane

39. This project will now be delivered in two stages. The first stage will include the bus lanes south of Roskill Way, plus modifications to the bus lane hours and some of the bus stops north of Batger Road.

40. The second stage is likely to involve changes to bus lane hours, clearway hours and bus stops in Mt Eden Village. The work in Mt Eden Village is being delayed to coordinate with the outcome of the Mt Eden Town Centre Parking Survey. Unfortunately, this will result in a discrepancy of bus lane hours in the short term, but it means that parking changes in the village will be able to be implemented in one go.

Great North Road Bus Lane

41. The proposed bus lane between Herdman Street and Oakley Creek will be constructed by the Well-Connected Alliance. They plan to complete this work in June or July this year.

Double Deckers on Great North Road

42. AT is clearing Great North Road in preparation for the roll out of double deckers on the western routes. This will require pruning of trees.

43. AT needs to enable road traffic and maintain road clearance along the stretch of Great North Rd between Motions and St Lukes Roads, Western Springs. There are twenty-eight pohutukawa trees along this part of Great North Road and twenty-seven of them are currently overhanging the road, posing a safety risk to large vehicles, including buses.

44. Resource Consent is required for pruning thirteen of the generally protected trees, and the lodgement of this is pending. None of the trees are scheduled under the Unitary Plan.

45. AT has been in close liaison with the AC arborists and it has formally applied for access to the Western Springs carpark site from the Auckland Council ‘Permissions’ team. This area is zoned as open space.

46. The Permissions team will ensure that our request to prune some of the trees is processed to the appropriate level of delegation.

47. Pruning is currently planned for April/May and is likely to occur at night to minimise traffic disruption. The trees will be pruned by council approved arborists in a manner consistent with industry best practice, so that the trees are not adversely affected. This work will also enable AT to roll out double decker buses along the route later in the year.

Consultation

48. The following consultations were forwarded to the Board in February 2017 for feedback. Further details are contained in Attachment A.

· Stokes Road, Epsom Avenue and Campbell Road.

Traffic Control Committee

49. The decisions of Auckland Transport’s Traffic Control Committee for February 2017 in the Albert-Eden area are appended as Attachment C.

Issues Raised by Local Board Members

Location or Name of Issue

Description

AT Response

Burnley Terrace

Request for planting in a side island near to Burnley Tce intersection with Sandringham Road.

AT responds that garden plantings are undertaken by AC Parks. As Burnley Terrace is a heritage street, AT would be very reluctant to take any action to fill in this garden space with permanent material.

Bright Street

Request for a ramped 'right of way' and yellow dashed lines to be added to the entrance/exit of the tunnel at the top of Bright St, Kingsland. (photos provided)

Logged for evaluation and a response will be prepared.

Regional and sub-regional projects

Roads and Streets Framework (RASF) and Transport Design Manual (TDM)

50. Auckland Transport is reviewing the Auckland Transport Code of Practice (ATCOP). The plan is that it will be replaced by the following:

· A ‘Roads and Streets Framework’ – That will guide decision-making in the road corridor to provide a better balance between local place-making and transport movement functions and priorities.

· A ‘Transport Design Manual’ – That provides technical direction about design standards.

51. The aim of this work is to make guidelines for road corridor infra-structure more flexible and responsive to local needs yet still maintain high technical standards.

The sub-regional workshops are currently being scheduled for 20 / 27 March 2017. Details will be confirmed and invitations sent to Board Members.

Rail Improvements and Changes to Timetables

52. Train timetables are changing on 12 March 2017 for the opening of Parnell Station and closure of Westfield Station. All departure times have changed due to the shared nature of much of the rail network. Some departure times will be earlier.

53. Key Points to note are:

· Parnell Station will open for limited services (all Southern Line trains and off-peak Western Line trains).

· Westfield Station will close permanently.

· Quicker, limited stop services are being introduced on the Onehunga Line Monday to Friday until 7.30pm.

· Shortened journey times for the Onehunga, Western and Southern Lines.

· Shorter transfer times at Papakura Station.

· Additional trains running as six car units, using the units freed up by reduced journey times.

· Some additional services around peak times, a later Friday night service to Onehunga, and a later Saturday night service to Swanson.

· Changes to allocated departure platforms at Britomart.

Auckland Transport News

March Madness

54. Auckland Transport is putting on more services to meet passenger demand during March.

55. In the morning peak there will be 56 more city bound bus trips each morning compared to March last year. That’s 5 per cent more capacity overall for bus services and an increase of up to 34 per cent on some corridors. Last March some peak time trips were crowded and these are the services being targeted with extra buses this year.

56. Bus capacity has increased by close to 5,400 spaces and timetable changes for trains from 12 March 2017 will mean an additional 1,200 spaces are available in the morning peak.

57. For more on public transport services: https://at.govt.nz/bus-train-ferry/.

Tamaki Drive and Ngapipi Drive Intersection

58. An independent hearings panel has given the go-ahead for safety improvements at one of Auckland’s most dangerous intersections. Twenty-one crashes have been recorded at the intersection of Tamaki Drive and Ngapipi Road in the past five years, with thirteen resulting in injury. Tamaki-Ngapipi is ranked number ten on the national top 100 list of crash risk intersections.

59. Work on the $7 million upgrade is scheduled to start in April 2017.

60. For more: https://at.govt.nz/projects-roadworks/tamaki-dr-and-ngapipi-rd-intersection/

Sandringham Road Cycleway

61. A $1 million project is being delivered by Auckland Transport and the Puketāpapa Local Board, to make walking and cycling safer and easier in Sandringham and Wesley.

62. The new 550-metre cycle lane will be constructed on the eastern side of Sandringham Road Extension, while the footpaths on the western side of the road between Sheppard Avenue and Stoddard Road will be upgraded and widened to accommodate a shared walking and cycling path.

63. The first phase of the project began in March and involves the installation of speed tables at a number of intersections along Sandringham Road Extension to slow traffic and improve safety for cyclists and pedestrians. To allow for these works, several bus stops will be temporarily relocated over the next few weeks.

64. The new cycleway will connect to the State Highway 20 cycleway at Ernie Pinches Street, as well as walking and cycling paths in War Memorial Park and parallel to Dominion Road. In keeping with Auckland Transport’s commitment to environmental sustainability best practice, a design that minimises tree removal has been used.

65. For more information, visit https://at.govt.nz/projects-roadworks/sandringham-road-extension-cycle-link/.

Consideration

Local board views and implications

66. The Board’s views will be incorporated during consultation on any proposed schemes.

Māori impact statement

67. No specific issues with regard to impacts on Maori are triggered by this report and any engagement with Maori will be carried out on an individual project basis.

Implementation

68. All proposed schemes are subject to prioritisation, funding and consultation.

Attachments

No.	Title	Page
a ⇩	Attachment A – Drawing Pedestrian Refuge New North Road	125
b ⇩	Attachment B - Consultations	127
c ⇩	Attachment C – Traffic Control Committee Decisions	129

Signatories

Author

Lorna Stewart, 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

22 March 2017

2016 Elections - Highlights and Issues

File No.: CP2017/03989

Purpose

1. To provide local board input into submissions to the Justice and Electoral Select Committee’s “Inquiry into the 2016 local authority elections”.

Executive summary

2. This report has been presented to the Governing Body which has agreed that the report will be presented to all local boards for their feedback on submissions to the Justice and Electoral Select Committee’s “Inquiry into the 2016 local authority elections”. The issues on which submissions might be based are outlined under the heading later in the report “Submission to Justice and Electoral Select Committee on legislative change”. Local board comments will be reported back to the Governing Body, to decide the final form of the submission.

3. Planning for the 2016 elections commenced at the end of 2014. Staff presented a report to the Governing Body in March 2015, which set out the areas of focus for achieving outcomes in terms of voter and candidate experiences and turnout.

4. This report:

i. describes initiatives taken in the areas of focus

ii. evaluates the achievement of the outcomes

iii. notes other activities associated with the election, such as inaugural meetings

iv. summarises the budget and forecast expenditure

v. identifies issues for the council to follow up

vi. proposes submissions to make to Parliament’s Justice and Electoral Select Committee’s “Inquiry into the 2016 local authority elections”

vii. outlines the timetable for the review of representation arrangements leading up to the 2019 elections.

5. The 2016 elections were successful. Particular highlights were:

i. a successful marketing campaign based on the ‘showyourlove’ brand

ii. innovative approaches to engaging with the community, including through social media, websites and the Love Bus

iii. increased participation in Kids Voting

iv. personal assistance provided to the visually impaired

v. increased turnout over 2013

vi. the elections came within budget.

6. This report is presented to local boards to provide input to a submission to the Select Committee, with the final submission presented back to the Governing Body in May 2017. The submission needs to be lodged by December 2017.

Recommendation/s

That the Albert-Eden Local Board:

a) agree its comments to be reported back to the Governing Body for inclusion in the Auckland Council’s submission to the Justice and Electoral Select Committee’s “Inquiry into the 2016 local authority elections”.

Comments

7. A report to the Governing Body in March 2015 set out the strategic approach to the 2016 elections. It identified the following areas of focus:

· communications and community engagement

· candidate awareness

· on-line voting

· optimum use of council resources.

Those areas of focus were to deliver the following outcomes:

· an excellent experience for candidates and voters

· a voter turnout of at least 40 per cent

· a candidate-to-member ratio of three

· user-centric, innovative and transparent local body elections.

8. The following sections describe initiatives taken in these areas of focus and the achievement of the outcomes.

Actions taken in areas of focus

Communications and community engagement

9. Voter participation statistics showed that previous participation rates were low among 18 - 39 year olds and this age group was a key focus for the Election Planning Team.

10. Initiatives included:

· a comprehensive marketing campaign based on the “showyourlove” brand

· advertising – billboards, adshells, bus backs, press, magazine, radio, digital, ethnic radio and newspapers

· heart ballot boxes

· digital bus shelter voting tallies

· targeted social media: videos and articles via VoteAkl social media sites, Facebook, Instagram, Twitter, YouTube

· “Our Auckland” council’s news channel

· Auckland Council channels for posters, such as libraries and service centres

· the Love Bus and community presentations

· showyourlove.co.nz web pages for information about candidates

· Kids Voting programme in schools.

11. The Election Team tested the “showyourlove” brand with audiences. Feedback, particularly from young people, has been very positive. Wellington City Council also developed its own brand, using our ‘love’ concept. Auckland Council and Wellington City Council experienced greater increases over 2013 turnouts than other metropolitan councils.

12. The Love Bus provided a visual reminder of the elections. It stopped at various locations where people gathered, such as at malls, and staff engaged with passers-by.

13. An engagement programme included making presentations to community groups:

· 80 events including: 22 Love Bus events, 11 English for Speakers of Other Languages (ESOL) events, 22 community presentations (total attendance at these presentations was approximately 800), three meetings or informal chats, five5 information stalls

· 10 of these events were run in conjunction with the Electoral Commission

· sessions were facilitated by the deaf community, Disability Network NZ, Tongan and Samoan churches and Korean Youth Leadership Institute independent of council support

· 24 engagement sessions included an interpreter for at least one language; interpreters for eight different languages, including New Zealand sign language, were used

· groups reached included faith communities (Jewish, Muslim), Rainbow communities, Youth, Korean, Chinese, African, Indian, Tongan, Samoan, Sri Lankan, Somalian, Ethiopian, Rwandan, Filipino, West Indian, Burmese, Cambodian and Japanese

· all advisory panels contributed to the elections programme

· engagement activities and events were run in 15 of the 21 local board areas

· approximately 24,000 Aucklanders were reached by engagement activities.

14. The showyourlove.co.nz website provided information about candidates for voters. People often state, when asked in surveys, the reason they do not vote is they lack information about candidates. This website was planned very carefully to ensure that council did not provide any candidate with an electoral advantage. All candidates were given the same opportunity to provide information in addition to the information in their candidate profile statements.

15. A survey conducted after the 2016 elections gauged the effectiveness of these initiatives. The sample size was 1,259 people.

16. Awareness and likelihood of voting:

· awareness of the elections rose from 83 per cent before the campaign to 93 per cent following the campaign

· before the election, 75 per cent intended to vote but after the election only 63 per cent (of the survey sample) actually voted

· of the 35 per cent who did not vote, 56 per cent intended to vote but did not

· reasons given for not voting by the 35 per cent who did not vote include:

- don’t know anything about the candidates (25 per cent)

- don't know enough about the policies (22 per cent)

- did not know when voting finished, missed deadline (18 per cent)

- forgot to vote (18 per cent)

- can't work out who to vote for (16 per cent)

- not interested in politics or politicians (14 per cent)

- didn’t think vote would make a difference (11 per cent)

- couldn’t be bothered voting (11 per cent)

- too much effort to select the candidate (10 per cent)

- had other commitments during that time (10 per cent).

17. Effectiveness of messaging:

· 53 per cent said the ads made them think of their community

· 44 per cent said the ads reminded them of what they love about their city

· 46 per cent said the ads made them more likely to vote.

18. 21 per cent used the web and social media for information about the elections – mostly the Auckland Council website.

19. Of those who intended to vote but did not vote, 25 per cent said on-line or app based voting would encourage them to vote.

20. 74 per cent said they would prefer on-line voting over postal voting with 18 per cent preferring postal voting; those who preferred on-line voting were spread amongst all age groups but were mainly in the younger age groups.

21. The Kids Voting programme was an on-line voting experience for students. Students cannot legally take part in the actual election, but Kids Voting creates awareness of the elections which often flows from the participating students to their families. The Election Team prepared teaching kits class teachers could use to explain how council works. There was a hypothetical referendum question that students voted on using the STV voting system. 11,730 students and 56 schools registered to take part, compared with 8,319 students and 44 schools in 2013. 4,748 students from 41 schools actually voted. The lessons provided to the schools by the Election Team were:

· an introduction to Auckland Council

· an introduction to elections and voting

· a real world on-line referendum case study

· Local boards, wards and local issues

· researching candidates.

Candidate awareness of election information

22. The council’s website provided information for candidates. This included:

· candidate information handbook

· candidate audio booklet

· FAQs

· research material

· how to be nominated

· election timetable

· video explaining Auckland Council

· posters on all Auckland Council channels

· ads in newspapers

· radio

· digital ads.

23. The Election Team focused on on-line content over hard copy booklets. It did not hold candidate information evenings following the experience in 2013 of twenty-eight information evenings gathering only small attendance.

24. Wellington City Council publicised community-based candidate meetings on its website which people apparently found useful. The council could consider this for 2019.

On-line voting

25. Prior to the elections, the Associate Minister of Local Government announced that trials for on-line voting would not take place for the 2016 elections.

26. The community expects to have an on-line option, provided concerns about the security of on-line voting are addressed. In the post-election awareness survey, 74 per cent said they would prefer on-line voting over postal voting.

27. The Finance and Performance Committee resolved in December 2016 to request the Minister of Local Government to explore a pilot trial of an electronic voting system including for by-elections.

Optimum use of council resources

28. Key areas of the council involved in the elections were:

· Democracy Services and Communications and Engagement

· libraries and service centres held election information, received nominations and issued special votes

· communications staff undertook advertising, branding, web content, social media with assistance from the design studio

· bylaws compliance staff enforced the Auckland Transport Elections Signs Bylaw

· Legal Services provided legal advice when required

· Research and Evaluation (RIMU) staff provided advice on demographic data and undertook research for the report on the order of names.

29. Elections planning staff worked closely with the Electoral Commission, Local Government New Zealand (LGNZ) and the Society of Local Government Managers (SOLGM).

30. Council’s election services provider (Independent Election Services Ltd) was based in the central business area, in Anzac Avenue, and was the main central city office. Staff later provided limited services at the Bledisloe service centre in response to demand.

Achievement of outcomes

31. The desired outcomes were:

· an excellent experience for candidates and voters

· a voter turnout of at least 40 per cent

· a candidate-to-member ratio of three

· user-centric, innovative and transparent local body elections.

Candidate experience

32. For the first time, the council conducted an on-line survey of candidates. 150 candidates took part. This feedback shows a positive candidate experience.

33. Key findings were:

· 76 per cent said it was easy, or very easy, to find information

· 88 per cent said that overall they could access the information they needed

· 87 per cent said they used resources on the Auckland Council website

· 83 per cent were aware of the “Love your Auckland – stand for council” campaign

· 80 per cent contributed to their information on the showyourlove.co.nz website

· 50 per cent said this was their first time standing for elected office with Auckland Council and 50 per cent said it was not their first time.

34. The Election Team has noted some candidate issues for following up or improvement:

i. a couple of candidates were nominated for positions for which they did not intend to stand. In one case a number of candidates on the one ticket arrived at a service centre together, creating increased demand on staff at the last minute. In the future, the Election Team will co-ordinate with ticket campaign managers to help manage the processing of nominations and will provide additional briefings to staff helping at service centres. Legislative change to allow electronic submission of nominations to improve these processes will be sought.

ii. there was a question whether a Samoan matai title could be used on the nomination form. The legislation prohibits “titles” but does not define “title”. The Electoral Officer, after receiving legal and cultural advice, allowed matai “titles” on the basis they were used more like names than titles. It would be helpful to have legislative guidance on this.

iii. some candidates expressed concern about the requirement to state in the profile statement whether they lived in the area for which they were standing. The council previously submitted in opposition to this requirement.

Voter experience

35. The awareness survey showed that voters used on-line tools to find out about voting and about candidates.

36. Issues which negatively affected the experience of voters (some outside the control of council):

i. a small number of voters in one area did not receive voting documents. The Electoral Officer received about 90 applications for special votes from voters in that area.

ii. voters outside the area during the voting period either could not vote or had to apply for a special vote. An example was a voter who was overseas and who had arranged for a special vote to be posted to them but who could not meet the deadline for posting it back from overseas. An ability to supply the voting documents electronically would assist

iii. an issue which continues to affect the voter experience is the mixture of different voting systems on the one voting document and different orders of candidate names.

37. Ten staff volunteered to assist blind people with their voting. This was arranged in partnership with the Blind Foundation and the volunteers were trained and made declarations as electoral officials. The volunteers visited voters at their residences and help them mark their voting documents. The Auckland Branch of Blind Citizens NZ wrote an appreciative letter to the mayor and chief executive.

Voter turnout

38. The council aimed for a 40 per cent turnout. The turnout was 38.5 per cent, an increase of 3.7 per cent over the 2013 turnout.

39. Across all of New Zealand, there was a slight increase over 2013:

2010

2013

2016

Change

National voter turnout %

49.0

41.3

42.0

+0.7

40. Across metropolitan councils, Auckland and Wellington achieved the two highest increases:

Voter turnout % - Metro	2010	2013	2016	Change %
Auckland	51.0	34.9	38.5	+3.7
Christchurch City	52.2	42.9	38.3	-4.6
Dunedin City	53.0	43.1	45.2	+2.1
Hamilton City	37.8	38.3	33.6	-4.7
Hutt City Council	40.4	36.6	37.8	+1.2
Nelson City	52.2	52.2	52.1	-0.1
Palmerston North City	43.2	38.7	39.1	0.4
Porirua City	39.1	36.6	38.0	+1.5
Tauranga City	43.8	37.8	38.0	+0.2
Upper Hutt City	44.3	40.8	41.0	+0.2
Wellington City	40.0	41.5	45.6	+4.1
Total	45.0	38.0	39.3	+1.3

Candidate to member ratio

41. The target was three candidates per position.

42. There were 19 candidates for mayor. In 10 out of 13 electoral ward issues for councillors, the ratio of candidates to positions was 3 to 1, or greater.

43. There were 32 local board electoral issues (there are 21 local boards but elections in some local board areas are on a subdivision basis). In 9, the ratio of candidates to positions was 3 to 1 or greater. For a local board that is not divided into subdivisions, it is harder to achieve the ratio because the number of positions is greater.

44. Overall, there were 468 candidates for 170 positions, which is a ratio of 2.8 to 1.

User-centric, innovative and transparent local body elections

45. The key ‘users’ in an election are the candidates and the voters. Feedback shows:

· candidates got the information they needed

· compared to previous elections voters could find out more about candidates, through the “showyourlove” website.

46. Assistance was provided to voters who were blind. Blind Citizens NZ communicated its appreciation back to the council.

47. The report details above a number of innovative activities such as the Love Bus and Heart Ballot Boxes.

48. Aspirations to have on-line voting were not met. There is a need to provide a user-friendly option for voters who do not use postal services. Voters who are not in the area during the voting period also have issues. If a voter is overseas, by the time voting documents have been posted to them (if they have a reliable postal address) there is not sufficient time to post them back. The ability to download blank forms, and to scan and email completed forms, should be investigated.

49. For candidates, there is only the one option of paper-based nomination forms. Submitting nominations electronically needs to be investigated.

50. The communications and community awareness programmes were innovative and received positive feedback, as noted above under “Communications and Community Engagement”.

51. Ensuring candidates and voters had sufficient information assisted the transparency of the elections.

Other activities relating to the elections

52. The Executive Leadership Team adopted a staff policy around political neutrality and involvement in the election process outside of work hours. The Governing Body adopted an elected members’ policy dealing with issues such as the use of council resources by incumbent members. The policy required close management of council communications during the sensitive period and a panel met weekly to monitor this.

53. Council staff enforce the Auckland Transport Election Sign Bylaw and dealt with 162 complaints. Earlier in the year there was media coverage about the use of commercial billboards. This will be addressed in a review of the Auckland Transport bylaw.

54. Following each election there are a number of activities arranged for elected members:

i. induction sessions for members

ii. refreshing the technology provided to members

iii. powhiri for all members

iv. inaugural meetings of the governing body and the local boards at which members make their statutory declarations.

Cost of the election

55. Summary of budget and expenditure:

Budget	Planned	Actual (at 31/01/17)	Forecast	Comments
Election Services - IES	$4,893,000	$4,515,500	$4,653,490	Amount payable to IES as per contract plus a 10 per cent buffer for variable costs to be determined at wash-up in Feb ’17, Whilst costs are currently forecast to arrive over contract amount, these are expected to be within budget (including buffer).
Communications & Engagement (internal charge)	$1,221,000	$1,160,960	$1,221,498	Expected to meet budget once final costs are confirmed.
Staff	$620,000	$659,637	$669,637	Slight over-spend in staff due to increased programme scope and staff turnover.
Kids Voting	$50,000	$49,424	$49,424	Steering Group approved exceeding budget for increased number of participating schools and students. This includes $30,000 for IES for on-line voting capability.
Community Engagement	$40,000	$27,441	$27,441	Initial Elections budget had no allocation for Community Engagement hence in 2016 $40k was reallocated from other items. Under-spend here due to final budget being confirmed after a lower cost engagement schedule was already planned. $10k for translations and accessibility was covered by C&E budget.
Governing Body Inaugural Meeting	$57,000	$49,661	$52,697	Initial budget had allocated $81,000 for post-election costs of which specifics were not known to Elections team. This was reduced to cover Inaugural Meeting only and then further to fund Community Engagement. In 2013, Inaugural Meeting cost was $57,000.
Local board inaugural meetings	$129,300	$97,921	$129,300	The budgets for travel and equipment hireage were not fully utilised.
Research	$20,000	$6,404	$8,700	This amount was reduced from $30,000 to fund Community Engagement.
Pre-election IES, DDB & Buzz	$0	$48,980	$48,980	Unplanned costs for development of elections strategy were funded by Democracy Services in 2015.
Miscellaneous	$0	$9,244	$9,244	Includes judicial recount, costs associated with services at libraries and service centres, other programme-wide costs and office expenses.
Recoveries - DHBs & LTs	-$1,500,000	-$622,500	-$1,517,964	Full recoverable amount will be determined at wash-up in February 2017. Current estimates expect to meet planned amount.
Total	$5,530,300	$6,002,672	$5,352,447	Overall budget under-spend expected once wash-up is confirmed in February 2017.

56. The costs of the Howick by-election ($104,000) will be absorbed in the budget if possible.

Issues to progress further

Howick by-election

57. A member of the Howick Local Board resigned at the inaugural meeting of the board. The council held a by-election at a cost of $104,000, which the Finance and Performance Committee has approved as unbudgeted expenditure. The committee considered the council should have the option of appointing to a vacancy that occurs within six months of an election and that the council should have the option of conducting a by-election on-line. The committee resolved:

“That the Finance and Performance Committee:

…

c) agree that the Mayor will write to the Minister of Local Government requesting, among other amendments to the Local Electoral Act 2001 necessary to improve the conduct of local elections, an amendment to section 117 to allow a local authority using the first past the post electoral system to determine by resolution whether to fill an extraordinary vacancy which occurs up to six months after the previous triennial local government election either by appointing the highest polling unsuccessful candidate from the previous triennial local government election, or by holding a by-election.

d) request the Minister of Local Government to explore a pilot-trial of an electronic voting system including by-elections.”

(Resolution number FIN/2016/1)

58. Both of these issues are discussed further in this report.

On-line voting

59. Survey results show the community prefers on-line voting. The government previously established a working party which made recommendations for a staged approach with trials in 2016. The government supported this and set out the requirements to be met for a council to establish a trial. Auckland Council was considered to be too large for a trial and was not eligible. In April 2016 the Associate Minister of Local Government announced the trial would not proceed as requirements had not been met.

60. The government wants local government to lead on-line voting, subject to its requirements being met. LGNZ should co-ordinate the local government sector’s development of on-line voting and Mayor Goff and Councillor Hulse will be pursuing this with the Local Government New Zealand National Council.

Voter participation

61. In order to prepare for the 2019 elections a voter participation project has been established. The main aims of the project are to reduce barriers to participation, encourage diversity and increase awareness and understanding of council and local elections.

62. The planning team for the 2016 elections has now completed its task and has been disbanded, however a position of Senior Advisor, Voter Participation, has been established within Democracy Services to provide continuity between the work that was carried out for the 2016 elections and the engagement that needs to occur for the 2019 elections.

Research on order of names

63. An analysis of the 2010 and 2013 election results was undertaken so that the council could decide whether the order of names on voting documents should be alphabetical or random. Further research will be undertaken and provided to the council when it next makes a decision on the order of names.

Review of Auckland Transport Election Signs Bylaw

64. Auckland Transport has undertaken to review the bylaw. The review will take place in time for implementation for the 2017 parliamentary election.

Submission to Justice and Electoral Select Committee on legislative change

65. The Justice and Electoral Select Committee conduct an enquiry following each election. Submissions on the inquiry into the 2016 elections will close in December 2017.

66. This report seeks input from local boards for the submission, particularly on the following issues. A proposed submission will be reported to the governing body later in 2017.

i. Matai names

The Local Electoral Act 2001 prohibits the use of official titles when listing candidate names on the voting document. Names that can be used include a registered name or a name by which the candidate has been commonly known for the six months prior to an election. Although sometimes referred to as ‘matai titles’, legal advice provided to staff is that these are more in the nature of names than of a title denoting the holding of some sort of office. To avoid doubt, the legislation should give guidance.

ii. Vacancies occurring within six months of an election

Since the 2016 elections were held, three vacancies have occurred – Auckland (resignation of local board member), Bay of Plenty Regional Council (death) and Waikato Regional Council (death). When considering the budget for the Howick by-election, the governing body resolved to seek a law change allowing a local authority using the first past the post electoral system to appoint the highest polling unsuccessful candidate to a vacancy occurring within six months of an election.

iii. Legal requirement for candidate to state whether residing in area

Some candidates complained about this requirement. The council has previously submitted in opposition to it and may consider doing so again. Following the 2013 elections, the select committee recommended that the requirement be removed and noted that candidates for parliamentary elections did not have to make a similar statement. However, it has not yet been removed.

iv. Timing of school holidays

The school holidays overlap with the postal voting period. Many people go out of the area during school holidays and do not vote. Currently local government elections are on the second Saturday in October. Moving election day to the first Saturday in October would provide one week before election day that would not overlap with school holidays. This still gives time to adopt the annual report and it provides an additional week between the elections and the end of the year for the new council to attend to business, such as a draft annual plan.

v. Electronic transmission of voting documents to and from voters overseas

Voters who are overseas during the postal voting period often do not have enough time to post back voting documents prior to election day, after receiving their voting documents in the post. The select committee has previously recommended electronic transmission. The government has supported sending blank voting documents electronically but has opposed the return of completed votes electronically. On-line voting would also solve this issue.

vi. Electoral Officer to have access to the supplementary roll

The processing of special votes relies on the Electoral Commission checking that voters are on the electoral roll. If the EO had access to the supplementary roll, the EO could do this, with the potential to speed up the counting of special votes. This has previously been supported by the select committee and the government.

vii. Access to data associated with electoral roll

It is a concern that local government election turnouts are low. Having access to statistical data associated with the electoral roll, such as age groups of electors, would be helpful when planning election awareness campaigns. Currently the Electoral Act only allows this information to be supplied for research into scientific or health matters.

viii. Electronic nominations and candidate profile statements.

The option to submit nominations electronically would benefit the candidate experience and it would lead to more accurate representation of candidate profile statements. Currently there are over 600 profile statements to be typed, from copy supplied by candidates, and then proof-read. Occasionally this leads to mistakes.

ix. Legislative confirmation that local authorities may promote elections

Legislation should give a clear mandate to local authorities to promote elections. This is to avoid any uncertainty about public funds being used for election promotion purposes.

x. Time period for printing electoral rolls

Electoral rolls were not printed in time for the start of candidate nominations because the legislated time period is too short. Extend time period for printing. This corrects a previous change to timeframes which shortened the time for printing the rolls.

xi. Electronic access to electoral rolls for election staff

When processing candidate nominations, staff at service centres need to check whether nominators are on the electoral roll for the specified area. They may only have one hard-copy version to share between staff processing nominations for different candidates. It would be more efficient to access the current roll electronically.

xii. Close of voting time

Extend voting later into the last day and create one full 'voting day'. The Electoral Officer received 18,000 votes on the Saturday morning via our ballot boxes. Extra time on the final Saturday would give voters more time to vote and could help turn the final Saturday into a voting day celebration.

xiii. Discourage inappropriate use of elections

There were 19 candidates for mayor. Clearly some of these had no chance of being elected but presumably used the opportunity to promote their cause. Consideration could be given as whether this is an issue that needs to be addressed.

xiv. Separation of DHB elections.

A variety of election issues on the one voting document together with different voting systems and ordering of names confuses voters. It would be better to hold DHB elections on a separate time, for example a separate year, or with the parliamentary elections. However, this would increase the cost of an election to Auckland Council, which currently receives $1.5 million in recoveries from DHBs and Licensing Trusts.

xv. Candidate information in different languages

Candidate profile statements are limited to 150 words. If a candidate profile statement is provided in English and Māori, then each version may have 150 words as Māori is an official language. If a candidate profile statement includes English and a language other than Māori it is limited to 150 words in total. Consideration could be given to other options for candidates to provide information in languages relevant to their constituents.

xvi. Consistency between Electoral Regulations and Local Electoral Regulations

The Electoral Regulations include provisions that would be helpful to local elections such as:

· Telephone dictation for voters with disabilities

· Receipt of special votes electronically.

xvii. Relationship with Electoral Commission

Some voters, confused about who was responsible for running the council elections, contacted the Electoral Commission. The Electoral Commission typically referred callers to the council and enquirers ended up calling the council call centre only to be referred on to Independent Election Services. There should be consideration to jointly promoting awareness about who enquirers should contact with queries about local elections. This does not require a legislative change but could be implemented through Local Government New Zealand.

Timetable for 2019 elections

Electoral system

67. If the council wishes to change the electoral system from First Past the Post to Single Transferable Vote, a resolution is required by 12 September 2017. Such a resolution might then be subject to a petition for a poll. Alternatively the council could conduct a poll.

Māori wards

68. If the council wishes to establish Māori wards, a resolution is required by 23 November 2017. Such a resolution might then be subject to a petition for a poll. Alternatively the council could conduct a poll.

Review of representation arrangements

69. The council is required to review:

· whether the election of councillors is on a ward basis or at large and, for each local board, whether election of board members is on a subdivision basis or at large

· the number of members in each local board within a minimum of five and a maximum of twelve

· if there are wards or subdivisions, what the boundaries are and how many members there are in each

· the names of wards, subdivisions and local boards.

70. Unlike other councils, the council cannot review the number of members of the Governing Body because the legislation sets this at 20 members.

71. The statutory timetable for the review is:

Due dates	Requirement
No earlier than 1 March 2018	A council resolution setting out the council’s initial proposal
Within 14 days of resolution but no later than 8 September 2018	Public notice of the resolution, providing at least one month for submissions
Within 6 weeks of close of submissions	The initial proposal may be amended after considering submissions. Public notice of the final proposal
20 December 2018	Appeals from those who submitted on the initial proposal and fresh objections to any amendments are received
15 January 2019	Appeals and objections are forwarded to the Local Government Commission
11 April 2019	Appeals and objections are determined by the Local Government Commission, which may conduct hearings in order to do this

72. The review will be conducted as one component of the wider governance framework review reported to the Governing Body last December. The Governing Body established a political working party comprising 7 governing body members and 7 local board members.

Consideration

Local board views and implications

73. The report is being presented to all local boards for their views, before being presented back to the Governing Body to finalise a submission to the select committee.

Māori impact statement

74. Initiatives that encourage the community to engage with elections will have a positive impact on Māori. There are activities associated with elections that are particularly significant to mana whenua, such as the pōwhiri to welcome all elected members following the elections.

75. The survey of candidates asked candidates to identify their ethnicities. Ten per cent of candidates were Māori, compared to 9 per cent of the total Auckland population. As a result of the election, 7 per cent of elected members are Māori (115 of 170 elected members replied to the survey).

76. There will be an opportunity to consider the establishment of Māori wards for the 2019 elections.

Implementation

77. This report will be presented to local boards for their comments, to be included in a report back to the Governing Body so that the Governing Body can finalise its submission to the select committee.

Attachments

There are no attachments for this report.

Signatories

Author

Warwick McNaughton - Principal Advisor - Democracy Services

Authorisers

Marguerite Delbet - General Manager Democracy Services

Phil Wilson - Governance Director

Stephen Town - Chief Executive

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