Agenda of Devonport-Takapuna Local Board

Devonport-Takapuna Local Board

21 March 2017

1 Welcome

2 Apologies

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

3 Declaration of Interest

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

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

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

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

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

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

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

4 Confirmation of Minutes

That the Devonport-Takapuna Local Board:

a) confirm the ordinary minutes of its meeting, held on Tuesday, 21 February 2017, including the confidential section, as a true and correct record.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

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

8 Deputations

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

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

9 Public Forum

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

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

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Notices of Motion

11.1 Notice of Motion - Governance Framework Review

In accordance with Standing Order 3.11.1, the following Notice of Motion has been received from Member M Cohen for inclusion on the agenda for the Devonport-Takapuna Local Board meeting being held on Tuesday, 21 March 2017:

Recommendation/s

That the Devonport-Takapuna Local Board:

a) expresses no confidence in the currently constituted political working party established to oversee the implementation of the Governance Framework Review, in that:

i) the selection of the seven local board members to it was made by the Chairs’ Forum in the absence of a specific delegated power from the individual local boards; and

ii) it could be perceived that that the interests of ‘rank and file’ local board members who have no aspirations to be a local board chairperson or want to become a councillor in the future are underrepresented.

Background

1. Auckland Council is made up of a Governing Body and 21 local boards that theoretically hold shared governance responsibility. This model has been in operation for just over 6 years.

2. The “principle of subsidiarity” holds that decision-making should be made as close as possible to the people wherever possible, as intended in the legislation that set up Auckland Council has it work in practice. In the memo sent to all local board members by the Governance Director on the 26^th January 2017, he identified an area of improvement that currently “local boards are not sufficiently empowered”.

3. It was agreed in the last term that the Chairs’ Forum could not make decisions, especially those that locked in the local boards to a particular direction. This was agreed on the basis that the local board chairpersons, unless supported by a local board resolution, had no mandate to decide anything other than to express a personal view at the Chairs’ Forum.

4. The legislation intended local board chairpersons could be considered as “mini mayors” in their ceremonial role, but they were not given (aside from a casting vote) the power to speak for or lock their local board into a position, unless that power was given by way of a resolution at a local board business meeting.

5. Key consideration needs to be how ‘rank and file’ local board members and their boards can be more effective in acting in the best interests of their local board area and its people.

MikeCohen

Project 17: Auckland Council Maintenance Contracts

File No.: CP2017/03665

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 A 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 B 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 C Standard and Enhanced Assets;

· Attachment D Full Facilities Contract Service Specifications;

· Attachment E Supplier Specific Information (CONFIDENTIAL);

· Attachment F Contractor Performance Balanced Scorecard;

· Attachment G Tupuna Maunga Values Specifications; and

· Attachment H Contract Information (CONFIDENTIAL).

7. Community Facilities seek feedback from local boards on Attachments C, D and E, prior to Finance and Performance Committee approval on 28 March 2017.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) provide feedback on:

i. Standard and Enhanced Assets (Attachment C);

ii. Full Facilities Contract Service Specifications (Attachment D); and

iii. Supplier Specific Information (Attachment E).

b) note 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. Refer to Attachment A for the Political Engagement Timeline.

9. 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 B 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.

10. Community Facilities seek feedback from local boards on Attachments C, D and E, prior to Finance and Performance Committee approval on 28 March 2017.

Approach

11. 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

12. 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.

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

14. 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.

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

16. Refer to Attachment C 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.

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

· Full Facilities;

· Specialist Arboriculture; and

· Specialist Ecological.

18. 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.

19. Refer to Attachment H (confidential) for further information about contract terms and Attachment E (confidential) for supplier specific information.

Standard Service Levels

Full Facilities Contract (FFC)

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

21. Refer to Attachment D 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.

22. 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.

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

24. 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.

25. 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 planning;

· 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; and

· 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.

26. 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.

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

28. 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

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

30. 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; and

· tree asset inventory.

31. 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.

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

33. 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.

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

Ecological Specialist Contract

35. 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.

36. 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; and

· restorative planting of sites.

37. 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.

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

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

Other Maintenance Priorities

SMART Procurement

40. 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; and

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

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

42. 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.

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

44. 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.

45. Please refer to Attachment E for further supplier specific information.

Weed Management

46. 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.

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

48. 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; and

§ 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; and

§ 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; and

§ improved information on council’s website outlining how and why council controls weeds.

49. 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

50. 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.

51. 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; or

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

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

Community Empowerment

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

54. 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.

55. 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

56. 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; and

· stakeholder, customer and community impact.

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

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

59. 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.

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

61. 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.

62. 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.

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

Auditing

64. 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

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

66. 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).

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

68. 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.

69. 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.

70. 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

71. 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.

72. Refer to Attachment A outlining the political engagement timeline.

73. 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

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

75. 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.

76. 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.

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

Implementation

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

79. 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.

80. 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 A - Political Engagement Timeline	21
b ⇩	Attachment B - Devonport-Takapuna Local Board Resolutions	23
c ⇩	Attachment C - Standard and Enhanced Assets	27
d ⇨	Attachment D - Full Facilities Contract Service Specifications (Under Separate Cover)
e ⇩	Attachment E - Supplier Specific Information (Under Separate Cover) - Confidential
f ⇩	Attachment F - Contractor Performance Balanced Scorecard	31
g ⇨	Attachment G - Tupuna Maunga Values Specifications (Under Separate Cover)
h ⇩	Attachment H - Contract Information (Under Separate Cover) - Confidential

Signatories

Authors

Kate Marsh – Principal Business Analyst

Authorisers

Rod Sheridan - General Manager Community Facilities

Karen Lyons – General Manager Local Board Services

Devonport-Takapuna Local Board

21 March 2017

Advice on the effectiveness of the Lake Pupuke - Pupukemoana Reserve Management Plan

File No.: CP2017/02650

Purpose

1. To report on the effectiveness of the Lake Pupuke – Pupukemoana Reserve Management Plan, in relation to the management of water quality, stormwater runoff and lake weed.

Executive summary

2. The Devonport-Takapuna Local Board requested that a report be prepared on the adequacy of the Lake Pupuke – Pupukemoana Reserve Management Plan (Pupukemoana RMP) to manage water quality, stormwater runoff and lake weed. The Pupukemoana RMP covers both parks and open space abutting Lake Pupuke and Quarry Lake, as well as water based uses, water quality and other management issues.

3. An initial review of the Pupukemoana Reserve Management Plan indicates that the plan is adequate to manage water quality, stormwater runoff and lake weed issues. There have been jurisdictional changes since Auckland Council was formed, which means that references to departments in the former North Shore City Council and Auckland Regional Council are no longer relevant. However, the intent of the policies within the plan remains clear.

4. In July this year, council’s Healthy Waters department will be taking on the responsibility for lake water quality matters including the management of lake weed as well as stormwater related infrastructure, which it is they are currently responsible for.

5. It is considered that while some of the policies within the plan need updating, this could be undertaken as part of a wider review of the local board’s reserve management plans. This should be programmed within the upcoming local board work programme.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) note that the Lake Pupuke – Pupukemoana Reserve Management Plan is adequate to deal with the management of water quality, stormwater runoff and lake weed.

b) note that the Lake Pupuke – Pupukemoana Reserve Management Plan does not require immediate review, but could be programmed as part of a wider review of reserve management plans in the local board area.

c) request that staff develop a programme for reviewing and preparing combined park and reserve management plans for inclusion within the upcoming local board work programme.

Comments

Introduction

6. The Devonport-Takapuna Local Board has requested advice on the adequacy of the Lake Pupuke – Pupukemoana Reserve Management Plan (which includes Kitchener, Sylvan, Henderson and Killarney Parks and Quarry Lake Reserve) to manage water quality, stormwater runoff and lake weed.

7. The function of a reserve management plan is to create a set of objectives and policies to provide for the use, enjoyment, development and maintenance of a reserve for the purpose which it has been classified for. Through the life of the management plan, design proposals and use of park space can be critically and effectively assessed, ensuring good open space management practices. The Pupukemoana RMP contains a number of objectives and policies that direct the use, management and future redevelopment of the park spaces abutting onto Lake Pupuke and Quarry Lake. The plan also provides guidance on managing water-based uses, water quality and lake weed issues.

Strategic context and legislation

8. The Auckland Unitary Plan combines eight legacy district plans and the regional level plans into one comprehensive document. Any review of the Pupukemoana RMP will need to take into consideration of the objectives and policies within this plan to ensure consistency with Auckland Council’s regulatory direction particularly in relation to the lake weed, stormwater runoff and water quality.

9. Other relevant local board plans and documents include:

· Milford Centre Plan;

· Takapuna Centre Plan;

· Greenways Plan; and

· Devonport Takapuna Local Board Plan

10. Each of these documents contains outcomes that are aligned with the policies within the Pupukemoana RMP - for example, the development of lake side walkways.

Assessment of Reserve Management Plan

11. An assessment has been undertaken of the objectives and policies that are relevant to the management of water quality, stormwater runoff and lake weed. A number of other policies were also identified as being indirectly relevant to the improvement of water quality and stormwater runoff through riparian planting, management of litter on adjoining park spaces and reducing pollution from direct runoff areas (e.g. car park areas adjacent to both lakes). The relevant objectives and policies are listed in the table - Attachment A.

12. It is noted that since the RMP was adopted there has been a number of jurisdictional changes with the amalgamation of a number of territorial authorities to create Auckland Council including:

· management responsibilities previously split between North Shore City Council and the Auckland Regional Council are now merged under Auckland Council;

· the Auckland Council Unitary Plan amalgamates the legacy regional and district council plans into one comprehensive document, eliminating the need to get separate consents from different authorities and simplifying the number of standards and rules to comply with. For example, the legacy Regional Air Land Water Plan provisions are now incorporated into the Auckland Unitary Plan (made operative in part in November 2016) (AUP); and

· new departments and council-controlled organisations (CCOs) have been created and tasked with management of their speciality. For example, Healthy Waters manage stormwater related infrastructure and water quality; Auckland Transport manage roads; and Community Facilities manage community group leases, as well as the maintenance, renewal and construction of park assets and community buildings.

13. As part of the assessment of the objectives and policies, the adequacy of the plan to manage water quality, stormwater runoff and lake weed was specifically reviewed. Note that the Healthy Waters department (originally the Stormwater unit) will assume responsibility on behalf of council for the water body of Lake Pupuke and Quarry Lake from 1st July 2017. Prior to amalgamation, this was an Auckland Regional Council responsibility. Responsibility for all stormwater-related assets, water quality, stormwater runoff and lake weed will be allocated to them on this date.

14. Council’s Healthy Waters department is currently working on action plans and management strategies for both lakes to address issues related to lake weed and water quality management (including stormwater runoff, which contributes to this). It is anticipated that the Healthy Waters department, along with other CCOs, will use the objectives and policies as guidance for future work plans.

15. The following summarises the actions that have been undertaken since 2010 with respect to water quality, stormwater runoff and lake weed issues.

16. Water quality:

· ‘Safeswim’ is a water monitoring program that tests several areas throughout Auckland to determine whether they are safe for swimming. There is one test site at Lake Pupuke where testing for E. coli (the bacterial indicator for freshwater) is undertaken.

· Avian botulism is seen as another indicator of poor water quality. The main method of disease transfer is via the ingestion of infected maggots. Management of avian botulism has previously been disjointed; however, the Healthy Waters department is currently working with Auckland Zoo, Community Facilities and others within council to address the issue at Western Springs. It is anticipated that the learnings from that project will be able to be applied to the Lake Pupuke area as well.

· Algal blooms have also been an issue, and a working party led by the Healthy Waters department will be investigating preventative measures in the upcoming work programme.

17. Stormwater runoff:

· Management of stormwater runoff is reliant on an outdated catchment management plan which was adopted in 2002. To date approximately half of the identified actions in that plan have been completed.

· There has also been a shift away from constructing ponds and wetlands to manage stormwater, towards other tools and techniques for managing stormwater runoff issues, e.g. rain gardens and swales.

· Following discussions with the Healthy Waters department, the majority of the stormwater pipes discharging road runoff to both Quarry and Pupuke Lakes incorporate some form of water treatment device.

18. Lake weed:

· Historically, the lake weed issue has never been satisfactorily addressed, due to the lake bed and water column being managed by separate bodies and uncertainty within council as to which department would be responsible for leading this issue. Both Quarry Lake and Lake Pupuke are affected by the lake weed issue with council’s operations team managing any lake weed or algal bloom issues as budgets permit.

· A report on lake weed management strategies for Quarry Lake was recently completed by the National Institute of Water and Atmospheric Research (NIWA), and a similar report for Lake Pupuke is proposed to be finalised by mid-2017. Due to the unique nature of the lake weed issue, management could potentially be undertaken as a separate lake weed management plan, or a combined plan covering both lakes.

Conclusion

19. An assessment of the Pupukemoana RMP indicates that:

· The objectives have been drafted at an appropriate level of detail to provide achievable outcomes for managing stormwater runoff, water quality and lake weed issues.

· The policies are generally very detailed and read more as implementation actions. This prescriptive approach means that they can quickly become redundant should internal policy change. For example the approach to stormwater management and water quality outcomes.

· Reference to legacy departments within the document can make it difficult for both staff and external customers to interpret who is responsible for particular actions, but this in itself does not lessen the clarity of the policies and objectives in the plan.

20. The Service and Asset Planning team is in the early stages of investigating a programme to review existing plans and prepare new reserve management plans. The intention of future reserve management plans (RMPs) will be to cluster parks by local board, geographic area or function into combined RMPs. The programme will determine what level of management guidance is required in RMPs as opposed to other planning tools. It is suggested that the local board identify the updating of the Pupukemoana RMP within the upcoming local board work programme.

21. An assessment of the remaining objectives and policies has been undertaken and they do not pose any encumbrance to the effective management of parks covered by the plan. A review of the Pupukemoana RMP will provide opportunity to work with the Healthy Waters department to strengthen the objectives and policies in the Pupukemoana RMP to advocate more strongly for good land management practices, with the aim of improving the quality of the water and lake weed management.

Maori impact statement

22. Mana whenua were not consulted with in during the preparation of this report, however would have been consulted with during the drafting phase of the Pupukemoana RMP. Any review of the Pupukemoana RMP will need to ensure that mana whanua have an opportunity to contribute to issues of importance and to the development of objectives and policies for the parks and lakes.

Implementation

23. To provide a thorough review of the existing reserve management plans and to identify other open space areas within the local board’s portfolio that require a reserve management plan, with the local board’s agreement, a report will be prepared outlining the methodology, timeframe and cost estimates for this work.

Attachments

No.	Title	Page
a ⇩	Attachment - Policies relating to water quality	39

Signatories

Authors

Sarah Hodder - Service and Asset Planner

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

21 March 2017

Disposals recommendation report

File No.: CP2016/24929

Purpose

1. This report seeks the Devonport-Takapuna Local Board’s endorsement for Panuku Development Auckland (Panuku) to recommend to the governing body the divestment of 4 Blomfield Spa, Takapuna.

Executive summary

2. The council owned site at 4 Blomfield Spa, Takapuna has been identified as potentially surplus to council requirements through a review process. The rationalisation process for this site commenced in August 2015. Consultation with council and its CCOs, iwi authorities and the Devonport-Takapuna Local Board has now taken place. No alternative service uses have been identified for the subject site through the rationalisation process. Due to this, Panuku recommends the divestment of the subject site.

3. A resolution approving the divestment of the site is required from the governing body before the proposed divestment can be progressed.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) endorses Panuku Development Auckland’s recommendation the Finance and Performance Committee to dispose of 4 Blomfield Spa, Takapuna.

Comments

4. Panuku and Auckland Council’s Stakeholder and Land Advisory team in Community Facilities work jointly on a comprehensive review of council’s property portfolio. One of the outcomes of the review process is to identify properties in the council portfolio that are potentially surplus to requirements and may be suitable to sell. The subject site was identified as potentially saleable through the review process.

5. Once a property has been identified as potentially surplus, Panuku engages with council and its CCO’s through an expression of interest process, to establish whether the property must be retained for a strategic purpose or is required for a future funded project. Once a property has been internally cleared of any service requirements, Panuku then consults with local boards, mana whenua and ward councillors. All sale recommendations must be approved by the Panuku Board before it makes a final recommendation to the Auckland Council governing body.

Property information

6. 4 Blomfield Spa, Takapuna is a vacant parcel of land used as an informal green space that comprises 496m². It is the residue of the land that was acquired pursuant to the Public Works Act 1981 by the former Takapuna City Council from Her Majesty the Queen (the Crown) in 1969 for the purpose of a service lane (now Club Lane, Takapuna).

7. In 2015, Auckland Transport transferred 4 Blomfield Spa, Takapuna to Auckland Council following the Auckland Transport Board declaring that this property had no current or future transport function.

8. The Auckland Unitary Plan zoning of 4 Blomfield Spa, Takapuna is Business - Metropolitan Centre Zone. It has a 2014 capital value of $1,025,000. The property is subject to airspace restriction designations for protection of approach and departure paths (Whenuapai Air Base). An electricity easement exists in favour of Vector Limited (EI 8433260.1).

9. The rationalisation process for this property commenced in August 2015. No alternative uses were identified for 4 Blomfield Spa, Takapuna.

10. 4 Blomfield Spa, Takapuna was acquired and held for a public work, being for the purpose of a service lane. If it is no longer required to be held for a public work, it must be offered back to the former owners or their immediate successors in accordance with section 40 of the Public Works Act 1981.

Consideration

Local board views and implications

11. Panuku attended a workshop with the Devonport-Takapuna Local Board regarding 4 Blomfield Spa, Takapuna in October 2015. The board requested Pānuku transfer 4 Blomfield Spa, Takapuna to Local Sport Parks for use as a local park or a community garden given that it is a popular park for local workers. The board also sought clarification on the current zoning and what development controls can be put in place should the site be sold.

12. Panuku has liaised with the Parks and Recreation Policy team during the rationlisation process. The Parks and Recreation Policy team advised that 4 Blomfield Spa, Takapuna has limited function as a neighbourhood park for people living in the area. There is no neighbourhood park service gap in this area and there are other civic spaces nearby, both privately and publically owned that have a similar function. The size of the section makes it limited for uses other than passive recreation. There are no open space connection attributes or treasure values evident.

13. The Auckland Unitary Plan shows 4 Blomfield Spa, Takapuna as Metropolitan Centre Zone and land use for the surrounding properties is unchanged. There were no Auckland Unitary Plan zoning changes as part of any appeal to the Environment Court, as such there will limited increased demand for civic spaces in the area.

14. Given no planned and funded alternative service uses have been identified for the subject site, this report provides the Devonport-Takapuna Local Board with an opportunity to formalise its viewsabout the site.

Māori impact statement

15. 13 mana whenua iwi authorities were contacted regarding the potential divestment of 4 Blomfield Spa, Takapuna. The following feedback was received; noting that some feedback received is commercially sensitive and cannot be included in this report.

a) Te Runanga o Ngāti Whatua

No site specific feedback received for this site, noting that as per earlier conversations with Te Runanga representatives, it is understood that any cultural significance considerations will be raised at hapū level and that all Ngāti Whatua hapū have been contacted about properties in their rohe.

b) Ngāti Whatua o Kaipara