Agenda of Howick Local Board

3 Declaration of Interest

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

4 Confirmation of Minutes

That the Howick Local Board:

a) confirm the ordinary minutes of its meeting, held on Monday, 20 February 2017, 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 Howick Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

8.1 Deputation - Uxbridge Arts and Culture

Purpose

1. Vickie Bowers, Centre Director, Uxbridge Arts and Culture would like to present to the board on behalf of Uxbridge Arts and Culture.

Recommendation/s

That the Howick Local Board thanks Vickie Bowers for her attendance and presentation.

8.2 Deputation - Otara Waterways & Lake Project Trust

Purpose

1. Richard Myhre, Chair of the Otara Waterways & Lake Project Trust would like to speak to the board.

Recommendation/s

That the Howick Local Board thanks Richard Myhre for his attendance and presentation.

8.3 Deputation - Stockade Hill

Purpose

1. Gaylene Mackereth and the Howick Residents and Ratepayers Association would like to present the board with their Stockade Hill petition previously presented to the Mayor and Councillors.

Recommendation/s

That the Howick Local Board thanks Gaylene Mackereth and the Howick Residents and Ratepayers Association for their attendance and presentation.

8.4 Deputation - Mangemangeroa Reserves funding and delivery issues

Purpose

1. Allan Riley, Chair of Friends of Mangemangeroa would like to present to the board on public accessibility, park infrastructure and maintenance and invasive weed species in planted areas and lack of adequate control at the Mangemangeroa Reserve.

Recommendation/s

That the Howick Local Board thanks Allan Riley for his attendance and presentation.

9 Public Forum

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

9.1 Public Forum - Old Police Station in Moore Street, Howick

Purpose

1. Gary Carr and Dale Bradley, Chair of Crossnet would like the opportunity to speak to the board on behalf of Crossnet about the old Police Station in Moore Street, Howick to be kept and transferred to being a council community facility and developed into a community hub.

Recommendation/s

That the Howick Local Board thanks Gary Carr and Dale Bradley for their attendance.

9.2 Public Forum - Marist Eastern Junior Rugby - Barry Curtis Park

Purpose

1. Ross Blenkinsopp, President and Choppa Casey, Club Captain from the Marist Eastern Junior Rugby Club would like the opportunity to speak to the board about the need for toilets and lighting at Barry Curtis Park.

Recommendation/s

That the Howick Local Board thanks Ross Blenkinsopp and Choppa Casey for their attendance.

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Notices of Motion

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

Howick Local Board

20 March 2017

Howick Village Centre Plan

File No.: CP2017/02521

Purpose

1. To seek approval to consult on the draft Howick Village Centre Plan from 27 March 2017 to 5 May 2017.

Executive summary

2. The purpose of this report is to gain approval to consult on the draft Howick Village Centre Plan. The draft plan is based around four concepts which were presented at a Howick Local Board workshop on 22 February 2017.

3. Public engagement was undertaken on the four draft concepts. The feedback from the engagement has further shaped the concepts and been used to inform the development of the draft document.

4. An engagement strategy for consultation on the draft plan has been prepared and is summarized in this report. Board members will be invited along to all engagement events.

Recommendation/s

That the Howick Local Board:

a) Endorses the draft Howick Village Centre Plan as set out in Attachment A for community engagement commencing on 27 March 2017.

b) Delegates the authority to officers to make any minor amendments to the draft Howick Village Centre Plan prior to commencement of community engagement.

Comments

Background

5. The Howick Local Board has previously commissioned work on a centre plan for the village. The Plans and Places project team used this work as a base to consult with key internal and external stakeholders. Four draft concepts were then developed and approved for consultation at the local board workshop on 24 November 2016. The four concepts are:

i. A character village

ii. A community village

iii. An accessible village

iv. A green village.

6. Feedback was received in January and early February 2017 in relation to the draft concepts and more generally about the future of the Howick area. These draft concepts and the feedback received to date have formed the basis for the preparation of the draft Howick Village Centre Plan. This draft plan is the next step in developing the final Howick Village Centre Plan.

Engagement Strategy

7. It is proposed that engagement on the draft Howick Village Centre Plan run from Monday 27 March 2017 until Wednesday 5 May 2017. The period makes allowance for Easter, Anzac Day and school holidays which fall within that period.

8. A series of engagement events are planned including:

i. two Saturday market events on 1 April and 29 April

ii. two day time library events, one during school holidays and one outside school holidays

iii. two late night library events, one during school holidays and one outside school holidays.

iv. two – three visits to schools

v. working with Youth Council

vi. working with Plunket

9. Local Board members will be invited along to each of the engagement events.

10. In addition there will be display boards and a feedback box at the library and information centre, an email sent out to everyone on the board’s stakeholder database, a story in the hard copy and electronic versions of Our Auckland, ebulletin, Facebook, media briefing and workshops with key stakeholders. Where possible alignment will be made with engagement on the Local Board Plan.

11. Feedback received from this engagement will be reviewed and officer recommendations for amendments to the draft Howick Village Centre Plan will be workshopped with the Board in advance of a final Howick Village Centre Plan being reported for adoption in June 2017.

Consideration

Local board views and implications

12. The Howick Local Board is sponsoring the development of the Howick Village Centre Plan. A number of workshops have been held with the Board during the preparation of the draft Howick Village Centre Plan.

13. On 22 February 2017 a workshop with the Board was held to present an overview of the draft plan, its concepts and actions and a summary of the feedback to date which has shaped the draft document. Comments received at that workshop have been taking on board in shaping the draft document. The board also confirmed the approach for communications and engagement of the draft plan.

Māori impact statement

14. All iwi groups with interest in the area were contacted at the beginning of the project. An initial hui was held with representatives from Ngāti Maru in November 2016 as the only iwi group that expressed interest in the plan. Mana whenua were contacted again in December 2016 and Nga Tai expressed an interest in the plan, we are currently in the process of arranging a hui with Nga Tai. Their input will be taken on board as part of the final plans development.

Implementation

15. The preparation of the draft Howick Village Centre Plan has required input from across the Council family and beyond. By having a collaborative and inclusive process to the development of the plan will ensure that there is a commitment to deliver on the aspirations and actions upon adoption. The delivery of this Centre Plan will require agreements with the local board, mana whenua, key stakeholders and the community to successfully achieve the intended outcomes.

Attachments

No.	Title	Page
a ⇩	Draft Howick Village Centre Plan	19

Signatories

Authors

Anne Bradbury - Planner

Authorisers

Trevor Watson - Team Leader Planning - South

Sue O'Gorman - Relationship Manager

Howick Local Board

20 March 2017

Locally Driven Initiatives [LDI] updates for Burswood Park, Howick Domain and Fencible Walk

File No.: CP2017/02783

Purpose

1. To approve $53,000 Locally Driven Initiative (LDI) capex funding for the installation of exercise equipment and bollards at Burswood Park, exercise equipment at Howick Domain and a chess table at Fencible Walk. Approval is also being sought for the installation of a memorial bench at Cockle Bay Reserve.

Executive summary

2. The Howick Local Board has approx. $2.4m over 3 years for CAPEX projects in the Locally Driver Initiatives [LDI] budget for 2015/18. The board support half of the 3 years budget to be spent on projects, the other half to be accumulated over the next 3 years. Therefore there is approx. $400,000 per annum to be spent.

3. This report recommends that $53,000 is allocated to four projects which fall within community parks.

4. Approval is also sought for the installation of a memorial bench at Cockle Bay Reserve

Recommendation/s

That the Howick Local Board:

a) Approves $53,000 Locally Driven Initiatives [LDI] CAPEX funding for the following projects:

I. Burswood Park Exercise Equipment - $25,000

II. Burswood Park Bollard Installation - $17,000

III. Howick Domain Fitness Equipment - $6,000

IV. Fencible Walk Chess Table - $5,000

b) Approves the installation of a memorial bench at Cockle Bay Reserve.

Comments

5. The listed development projects have been brought to the attention of the Howick Local Board through requests from residents.

6. The appropriateness of the projects have been assessed by community parks staff at individual park level and in the context of the wider park network against the following criteria:

· Meeting local board planning aspirations and objectives

· Meeting current community need and in anticipation of future demand

· Delivering on the council wide aspiration of getting residents ‘more active more often’

· Complementing existing park uses, layouts and landscapes

· Improving the quality and range of facilities in community parks.

7. All the projects presented in this report came out positively when measured against the above criteria. Not only will they provide increased access to play and fitness equipment but also increase safety at our parks through higher levels of passive surveillance. Additionally at Burswood Park, there will be improved security and user safety as a result of the installation of bollards that will prevent cars from driving onto the reserve and damaging park assets.

8. Community Parks staff have provided their assessment findings to the Howick Local Board at workshops held on 1st December 2016 and 8^th February 2017.

Burswood Park Exercise Equipment - $25,000

9. It is recommended that four pieces of exercise equipment (recumbent bike, flexibility swing, combination press and eliptical cross-trainer) are installed at Burswood Park. This is considered to be a good mix of equipment that will provide strength training and cardiovascular exercise.

10. The equipment will be installed in close proximity to the playground to enable parents and caregivers to exercise while supervising children that are using the playground. This location does not impact the event space at the Burswood Drive frontage (attachment A, figure 1).

Burswood Park Bollard Installation - $17,000

11. It is recommended that bollards are installed along the Burswood Drive frontage to prevent vehicles accessing the park and damaging the grass and event space. Removable bollards will be installed at each entrance point to facilitate annual events and for maintenance purposes (attachment A, figure 2). In total there will be approx. 29 bollards, some of which are removable.

Howick Domain Fitness Equipment - $6,000

12. The installation of one additional piece of fitness equipment to complement and add additional capacity plus variety to the existing exercise equipment at the park is recommended for this site.

Fencible Walk Chess Table - $5,000

13. The installation of a two-seater chess table to the rear of the site is recommended in this instance. The concrete table will be colour coded to match surrounding assets. It will provide additional recreational opportunity in the park and provide increased surveillance. The location will be considered as part of the draft Howick Village Plan, to be approved in June 2017

14. It is recommended that the Board allocate funding towards the four projects as outlined above.

Cockle Bay Reserve Memorial Seat

15. Community Parks have received a request for the installation of a memorial bench with a plaque in Cockle Bay Reserve. This is in memory of a local resident.

16. The delegation for approving plaques and memorials on Auckland Council community parks sits with the Local Board.

17. Personal remembrance structures and plaques are not necessarily conducive to the general public’s use and enjoyment of reserves and can create a feeling of exclusive ownership. Approvals are therefore generally only given in recognition of:

· an important historical figure or important person associated with the area

· an important cultural location

· an organisation or community group involved in the development of the area

· a significant event.

18. While the application in this instance does not strictly adhere to the ‘Plaques and Memorials Policy Guidelines’ an expectation was set with the customer back in 2016 that the application would be successful and it is therefore recommended that the board in this instance approve the application on the basis that:

· an existing bench that is in need of renewal will be replaced by a new bench with memorial plaque

· that this will not result in an additional asset going into the reserve and therefore have no impact on landscape or asset maintenance in the future

· that the renewal cost of the existing bench will be funded by the applicant and therefore be a saving to council.

Consideration

Local board views and implications

19. The projects in this report were discussed at local board workshops on 1^st December 2016 and 8^th February 2017 and the board were in support of the proposals.

20. Approving the development projects outlined in this report is a step towards the delivery of the Local Board Plan aspiration of developing an ‘active and healthy community’ and improves the range and quality of facilities at the relevant community parks.

Māori impact statement

21. Parks and heritage is of fundamental importance to Tangata Whenua, their culture and traditions. The activities identified in the report will benefit Maori and the wider community through increased access to recreation opportunities. Iwi will be consulted where appropriate prior to the commencement of project delivery.

Implementation

22. The LDI capex funded projects are expected to be delivered within the next twelve months. The local board will be updated through quarterly reports during the development phase.

23. The memorial bench will be installed in the 2017/18 financial year and on approval of the parks renewal programme.

Attachments

No.	Title	Page
a ⇩	Burswood Park Exercise Equipment and Bollard Location Plan	39

Signatories

Authors

Steve Owens - Parks Advisor - Papakura

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Sue O'Gorman - Relationship Manager

Howick Local Board

20 March 2017

Project 17: Auckland Council Maintenance Contracts

File No.: CP2017/03437

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 Howick 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 ⇩	Political Engagement Timeline	53
b ⇩	Local Board Resolutions (September 2016)	55
c ⇩	Standard and Enhanced Assets	57
d ⇩	FFC Service Specifications	61
e ⇩	Supplier Specific Information - Confidential
f ⇩	Contractor Performance Balanced Scorecard	113
g ⇩	Tupuna Maunga Values Specifications	117
h ⇩	Contract Information - Confidential

Signatories

Authors

Kate Marsh – Principal Business Analyst

Authorisers

Rod Sheridan - General Manager Community Facilities

Karen Lyons – General Manager Local Board Services

Sue O'Gorman - Relationship Manager

Howick Local Board

20 March 2017

Panuku Development Auckland Local Board Six-Monthly Update 1 July to 31 December 2016

File No.: CP2016/25315

Purpose

1. To give the Howick Local Board an overview of Panuku Development Auckland. The report also notes any major issues, projects and activities within the Local Board area for the six months 1 July to 31 December 2016.

Background

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

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

4. Comprised of five Directorates, Panuku manages around $1.5 billion of council’s property portfolio, which we continuously review to find smart ways to generate income for the region, grow the portfolio or release land or property that can be better used by others.

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

Recommendation/s

That the Howick Local Board:

a) Receive the Panuku Development Auckland Local Board Update 1 July to 31 December 2016

Local Activities

Portfolio Management

6. Panuku manages “non-service” property owned by the council and AT that are not currently needed for service or infrastructure purposes. These are properties that are not immediately required for delivery of a council service or infrastructure development but are being held for use in a planned future project such as road construction, the expansion of parks or development of future town centres.

7. The property portfolio comprises 1437 properties containing 1119 leases as at 31 December 2016. The current portfolio includes vacant land, industrial buildings, warehouses, retail shops, cafes, offices, medical centres and a large portfolio of residential rental homes.

8. The return on the property portfolio for the period ending 31 December 2016 was above budget with a net surplus to the Auckland Council (AC) and Auckland Transport (AT) shareholders of $3.9m ahead of budget.

9. The average monthly tenantable occupancy rate for the 6 month period is more than 98% which is above the SOI target of 95%.

Properties Managed in the Howick Local Board Area

10. Panuku Development Auckland currently manages 158 commercial and residential properties within the Howick Local Board area.

Commercial Properties	34
Residential Properties	124
Total Properties Managed	158

Business Interests

11. Panuku also optimises the commercial return from business interests it manages on council’s behalf. This comprises two forestry enterprises, two landfills and four quarries.

12. There are currently no managed business interests in the Howick Local Board area. The Greenmount Landfill ceased operating in December 2016 and closure activities are in progress.

Portfolio Strategy

Optimisation

13. The 2015-2025 Long-term Plan reflects a desire of council to materially reduce or slow down expenditure and unlock value from assets no longer required or which are sub-optimal for service purposes. In response to this, prior to the establishment of Panuku, ACPL developed a new method of dealing with service property, called optimisation.

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

Portfolio Review and Rationalisation

Overview

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

Performance

16. July 2016 to June 2017 Target

UNIT	TARGET	ACHIEVED	COMMENTS
Portfolio Review	$75m disposal recommendations	$23.5 million as at 31 December 2016	These recommendations include $13.25 million of sites that are identified for development projects.

17. Panuku works closely with the council and AT to identify potentially surplus properties to help achieve disposal targets.

18. July 2017 to June 2018 Target

UNIT	TARGET	COMMENTS
Portfolio Review	To be determined as part of the statement of intent with Council.	The target will include disposal recommendations and sales for sites that are identified for housing development and urban regeneration projects

Process

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

Under review

20. Properties currently under review in the Howick Local Board area are listed below. The list includes any properties that may have recently been approved for sale or development and sale by the governing body.

PROPERTY	DETAILS
80 Vincent Street, Howick	Transferred from Auckland Transport to Panuku as it is no longer required for Auckland Transport infrastructure requirements. A workshop with the local board seeking their informal view is scheduled for 22 February 2017.
16 Fencible Drive, Howick	Under review for future uses - potential to explore idea of developing hybrid commercial/community space including residential housing outcomes. Panuku is continuing engagement with Auckland Transport in respect of their requirements before progressing review of options. The Howick Local Board was updated on progress at a workshop in December 2016. Decision deferred pending completion of Howick Village Plan due for completion in June 2017.
1 Ara Tai - Half Moon Bay Marina	Ground lease only. Panuku commenced the rationalisation process to evaluate future use options. The internal organisation-wide Expression of Interest phase commenced in June 2014. The Howick Local Board was updated on progress at a workshop in December 2016. Panuku is awaiting updated a valuation provided by the lessee before progressing further.
34 Moore Street, Howick	Under review for potential disposal. Business case presented by local board for retention. Presented to Finance and Performance Committee in 2014. The Howick Local Board was updated on progress at a workshop in December 2016. Decision deferred pending completion of Howick Village Plan due for completion in June 2017. Panuku’s Commercial Property Manager is liaising directly with potential commercial tenants.

Acquisitions and Disposals

21. Panuku manages the acquisition and disposal of property on behalf of Auckland Council. We buy property for development, roads, infrastructure projects and other service needs. We manage the sale of properties that are surplus to Auckland Council requirements. These properties may be sold with or without contractual requirements for development.

Acquisitions

22. Nine properties have had purchase agreements signed this financial year for open space purposes around the region at a value of $21.3m, and three properties have been purchased for storm water purposes at a value of $2.89m.

23. No properties were purchased in the Howick Local Board area during the reporting period.

Disposals

24. For the six months to December 2016 the Panuku disposals team has achieved $17.94m of unconditional net sales proceeds from the sale of 10 properties against the 2016/17 disposals target of $20.0m for the year. The disposals target is agreed with Auckland Council and is reviewed on an annual basis.

25. 201 Murphys Road is currently being marketed by Bayleys (Manukau office) and tenders are invited by 2 March 2017.

Housing for Older People

26. Council owns and operates 1412 units located in 62 villages across Auckland to provide rental housing to older people in Auckland. The Housing for Older People (HfOP) Project is a Council initiative that involves procuring a third party provider to partner with council in delivering the rental housing service.

27. Following the approval by the Panuku Board on 8 December 2015, the Auckland Development Committee noted that HfOP would be an Unlock project for Panuku and that Panuku would prepare a High Level Project Plan (HLPP) that provided the foundation for Panuku to develop and reposition the portfolio to better the needs of older people in Auckland.

28. The HLPP was approved by the Panuku Board in August 2016.

29. On 21 December 2015, Council announced that The Selwyn Foundation will be its preferred joint venture partner to manage the HfOP portfolio. Panuku has been negotiating a joint venture agreement with Selwyn. The Joint Venture Company (JVCo) will deliver the service and improve the housing portfolio.

30. Community Housing Provider (CHP) Application was submitted to MBIE by the JVCo on 20 December 2016.

31. Auckland Council has delegated Panuku to lead the development programme. A HLPP is being prepared by Panuku to cover the multi-year redevelopment of the network of village sites.

32. The following HfOP villages are located within the Howick Local Board area:

Village	Address	Number of units
Dale Court	33 Dale Crescent, Pakuranga	26
Marriott Court	3R Marriott Road, Pakuranga Hts	8
Mattson Court	22 Mattson Road, Pakuranga	10
Minerva Court	3 Gibraltar Street, Howick	27

Development

33. Panuku is contributing commercial input into approximately 50 region wide council-driven renewal and housing supply initiatives.

34. Panuku works with partners and stakeholders over the life of projects. It also champion’s best practise project delivery to achieve best value outcomes within defined cost, time and quality parameters.

35. A high level update on development activities in the Howick Local Board area as below.

36. 2R Ti Rakau Drive, Pakuranga Plaza - This project relates to the possible redevelopment of Pakuranga Town Centre, with Council (acting in its capacity as Landowner) working in partnership with the shopping mall owner (GYP). GYP are currently assessing its options after having their resource consent for Stage 1A rejected by the Council (acting in its capacity as Regulator). GYP is looking to resubmit resource consent for a residential tower development in the northeast corner of the town centre and review their redevelopment options of the Mall within the existing building footprint. Auckland Transport continue to investigate the construction of a bus station on part of the site along Ti Rakau Drive.

37. Ormiston Town Centre – A 20 hectare site with a Development Agreement with Todd Property Group. Construction of residential Blocks A & B are near completion. Todd’s are looking to progress on the residential component on Block E and are making significant progress on leasing to a Medical Centre. Leasing continues for blocks F & J with a potential construction contract to being in August 2017.

38. Flat Bush School Road (Lot 1-5)

a) Lot 1: Has been sold to Neil developments.

b) Lot 2: This land has been purchased by the Ministry of Education for a primary school and the final settlement payment was made on 15 February 2016.

c) Lot 3: The structure plan provides for this land to be subdivided into 10 residential lots and a subdivisional consent application is to be lodged on this basis. The intent is to sell the undeveloped land with the consent in place to the adjoining land owner who will incorporate the subject land into his larger residential subdivision. Negotiations for the sale are expected to be concluded by the end of June 2016.

d) Lot 4: This landlocked 8693m² site is intended to be sold to the adjoining owner. Negotiations are proceeding with valuations to be obtained by both parties to assist in the agreement on price.

e) Lot 5: The sale of this landlocked site cannot proceed until a North-South link road is constructed by Parks or Auckland Transport which is not planned to happen until closer to 2020 as no funding is currently in place.

39. 66 Flat Bush School Road (Ormiston Residential Finger) - This is a 6.5ha Special Housing Area under the Unlock category. The Development Agreement between Panuku and Todd Property Group is now complete and Todd’s have lodged a RC for stage 1 development for approx. 85 homes

Regional Activities

40. Good progress has been made in our priority development areas, with HLPPs being worked on for Onehunga, Papatoetoe, Avondale and Henderson. In Manukau and Northcote, leading on from the Council’s approval of the HLPP, Framework Plans (which are more detailed plans on the development of the locations, including reference plans for each development site) have been developed.

41. Often it is the smaller projects that can make a huge difference in a community over a relatively short period – the placemaking activities, the development of public space, or the optimisation of Council properties. Panuku is identifying these projects, and a key focus will be on delivering more of these projects within the locations that we work.

Highlights

42. The highlights for the last six months were:

f) Sir John Wells ended his term as Chair in November. Sir John has had a long association with the Council family, including being Chair of ACPL prior to its amalgamation into Panuku. Richard Aitken was appointed Chair to replace Sir John.

g) Roger MacDonald was appointed as the Chief Executive of Panuku, and he started in the role in November. Roger originates from the United Kingdom, and has delivered large scale urban redevelopment projects across the world, in Africa, the Middle East and in the UK.

h) The Panuku Board agreed that Barrowcliffe Place, Manukau is a “pilot project” to form a consortium comprising a CHP, with a Mana Whenua partner(s) and other suitable development and funding partner(s), to develop the site. The aim will be to deliver a mix of market and affordable housing where sustainable and accessible design components will be tested.

i) The first tenants have moved into the Mason Brothers building in the Wynyard Quarter. The building is part of stage one of Precinct Properties’ programme of developing the commercial sites in the Wynyard Quarter. The development of 12 Madden Street, which ATEED have taken the head lease for the establishment of Grid AKL, will be completed in July 2017.

j) Stage Two of the Hobsonville Airfields Development was tendered, and a preferred tenderer has been selected after a number of tenderers submitted strong bids. The due diligence process is underway. The 9.9ha site will see 500 homes of mixed typology constructed.

k) Lot 1, 187 Flat Bush Road was also tendered and a development agreement has been signed. 30 homes will be constructed on the 1.9 hectare site, with construction commencing within a year of the sale.

l) The ASB Waterfront Theatre was opened on 22 September 2016. Panuku (on behalf of Council) provided the site, contributed to the funding and provided design review and oversight for the project. The theatre is a key component of the activation of the Wynyard Quarter.

m) The Water Edge Symposium was held in November, with invited waterfront experts attending from the USA, Asia, Europe and the Pacific. As well as discussing international case studies, the symposium workshopped ideas about how to develop the Onehunga/Manukau harbour water edge, and this thinking is feeding into the planning for the Onehunga Transform project.

n) The Silo Park Summer Programme has seen thousands of people visit the waterfront over the summer period, to enjoy the night markets, catch movies at the Silo cinema, and enjoy the various forms of entertainment on offer, cementing the waterfront as the place to be in Auckland over summer.

o) After an audit of Panuku against ACC’s Workplace Safety Management Practices external accreditation, Panuku attained Tertiary standard, reflecting its commitment to continual improvement in health and safety.

Future outlook

43. Over the next few months, Panuku will:

p) Formalise the joint venture between the Council and The Selwyn Foundation (JVCo) to manage the Housing for Older People portfolio and tenants with legal agreements being negotiated and Community Housing Provider registration being prepared. JVCo will take over the management of the Housing for Older People portfolio in July 2017.

q) The lease of the Panuku office accommodations expires in mid-2017. Options are being considered, and it is likely that it will be more cost effective for Panuku to move to a modest-quality building in the CBD rather than remaining in its current building.

r) Tawera Group is marketing residential apartments to gather pre-sales for the redevelopment of the Civic Administration Building, which is part of the Civic Quarter development. This follows on from the signing of the Development Agreement between Panuku and the Tawera Group.

s) Panuku is working on a refresh of the Waterfront Strategy, which will frame future development within the CBD waterfront area. This work will be reported to the Council in March 2017, with draft Framework Plans reported in May 2017.

t) Panuku has been reviewing how to improve the transparency of its Board meetings and interactions with the media. Panuku will hold as many of its monthly board meetings in the open as possible. A public-excluded session will be held at each meeting to discuss confidential matters. Agendas for each meeting will continue to be posted on the Panuku website (panuku.co.nz) prior to the meeting. Board papers (with confidential information redacted) will also be posted online. Members of the public will be invited (via the Panuku website) to present to the Board on issues relevant to Panuku.

All media enquiries will be responded to in a timely fashion and all information is shared with the media unless it is of a confidential nature. Major projects are outlined on our website and all key documents (such as our Annual Report and the project plans for our development locations) are available online.

Consideration

Local board views and implications

44. This report is for the Howick Local Board’s information.

45. Panuku requests that all feedback and/or queries you have relating to a property in your Local board area be directed in the first instance to localboard@developmentauckland.co.nz

Māori impact statement

46. Tāmaki Makaurau has the highest Māori population in the world with one in four Māori in Aotearoa living here.

47. Māori make up 12% of the region’s total population who mainly live in Manurewa, Henderson-Massey, Papakura, Ōtara-Papatoetoe, Māngere-Ōtahuhu and Franklin. Māori have a youthful demographic with 50% of Māori in Tāmaki Makaurau under the age of 25 years. 5% of the Māori population in the region are currently 65 years and over.

48. There are 19 Mana Whenua in the region, with 11 having indicated an interest in Panuku lead activities within the Howick Local Board area.

49. Māori make up 5 percent of the Howick Local Board population, and there are two marae located within the local board area.

50. Panuku work collaboratively with Mana Whenua on a range projects including potential property disposals, development sites in the area and commercial opportunities. Engagement can be on specific individual properties and projects at an operational level with kaitiaki representatives, or with the Panuku Mana Whenua Governance Forum who have a broader mandate.

51. Panuku will continue to partner with Māori on opportunities which enhance Māori social and economic wellbeing.

Implementation

52. There are no implementation issues.

Attachments

There are no attachments for this report.

Signatories

Authors

Sven Mol - Stakeholder Relations Coordinator - Panuku Development Auckland

Authorisers

Toni Giacon - Team Leader Stakeholder and Community Engagement

Sue O'Gorman - Relationship Manager

Howick Local Board

20 March 2017

Disposals recommendation report

File No.: CP2016/24930

Purpose

1. This report seeks the Howick Local Board’s endorsement for Panuku Development Auckland (Panuku) to recommend to the Finance and Performance Committee the divestment of 80 Vincent Street, Howick.

Executive summary

2. The council-owned site at 80 Vincent Street, Howick has been identified as potentially surplus to council requirements through a review process. The rationalisation process for 80 Vincent Street, Howick commenced in December 2016. Consultation with council and its CCOs, Iwi authorities and the Howick Local Board has now taken place. No alternative service uses have been identified for this property through the rationalisation process. Due to this, Panuku recommends disposal of the site.

3. Resolutions approving the disposal of the subject sites are required from the governing body before the proposed divestments can be progressed.

Recommendation/s

That the Howick Local Board:

a) endorse Panuku Development Auckland’s recommendation to the Finance and Performance Committee to dispose of 80 Vincent Street, Howick.

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 Panuku’s Board before it makes a final recommendation to the Auckland Council governing body.

Property information – 80 Vincent Street, Howick

6. 80 Vincent Street, Howick is a 362m² council owned site that was acquired by the former Borough of Howick in 1965, although the purpose was not specified, it would appear to have been for parking purposes. Parking area is a public work within the meaning of the Public Works Act 1981.

7. 80 Vincent Street, Howick was managed by the Auckland Transport (AT) as part of their car parking network. In October 2015, the AT Board resolved that it was no longer required for AT’s infrastructure purposes. 80 Vincent Street, Howick was subsequently transferred from AT to Panuku for rationalisation purposes.

8. The Unitary Plan zoning of 80 Vincent Street, Howick is neighbourhood centre. It has a 2014 capital value of $235,000.

9. The rationalisation process commenced in December 2016. No alternative service uses were identified through the rationalisation process.

10. There is no requirement for 80 Vincent Street, Howick to be offered back to the former owners under section 40 of the Public Works Act 1981.

Consideration

Local board views and implications

11. Local Boards are informed of the commencement of the rationalisation process for specific properties. Following the close of the expression of interest period, relevant Local Boards are engaged with.

12. Panuku attended a workshop with the Howick Local Board regarding 80 Vincent Street, Howick in February 2017. The Howick Local Board provided informal advice that it did not oppose the proposed disposal of 80 Vincent Street, Howick. The Board did request that Panuku seek further information on historical funding used to acquire the subject site and the impacts of a disposal on access to the service lane at 186Z Wellington Street, Howick.

13. There are no records dating from the original purchase to indicate that the former Howick Borough Council used a parking fund with contributions from developers/businesses to acquire 80 Vincent Street, Howick. In the event the carpark was purchased from a parking fund, previous legal advice obtained from Simpson Grierson is that council is not obliged to refund contributors to historic funds, as they do not have any special rights in respect of the carpark.

14. Should 80 Vincent Street, Howick be approved for disposal, the service lane at 186Z Wellington Street, Howick will still have direct legal access from Wellington Street, Howick.

15. This report provides the Howick Local Board with an opportunity to formalise its view regarding the subject property.

Māori impact statement

16. 12 iwi authorities were contacted regarding the potential sale of 80 Vincent Street, Howick. The following feedback was received:

a) Te Kawerau a Maki

No feedback received for this site.

b) Ngāi Tai ki Tāmaki

Ngāi Tai ki Tāmaki has drawn attention to their recent settlement and signaled an increased interest in council owned property that may come available for sale in their rohe.

c) Ngāti Tamaoho

No feedback received for this site.

d) Te ākitai - Waiohua

No feedback received for this site.

e) Ngāti Te Ata - Waiohua

No site specific feedback received for this site; however Ngāti Te Ata has expressed general cultural interest across Tāmaki Makaurau, has potential commercial interest in any council owned land that comes available for sale in their rohe and notes specific association with the south western area of Auckland, focusing around Manukau and the western coastline.

f) Te Ahiwaru

No feedback received for this site

g) Ngāti Paoa

Ngāti Paoa has reinforced their desire to be kept in the loop for property disposals.

h) Ngaati Whanaunga

No feedback received for this site.

i) Ngāti Maru

No feedback received for this site.

j) Ngāti Tamatera

No feedback received for this site.

k) Patukirikiri

No feedback received for this site.

l) Waikato Tanui

Waikato-Tainui signaled both cultural and commercial interest in the site and recommended any development align with the Waikato-Tainui Environmental Plan including consultation with marae.

Implementation

17. A resolution approving the divestment of the subject site is required from the Finance and Performance Committee before the proposed disposal can be progressed.

18. Following receipt of the Howick Local Board resolution, the subject site will be presented to the Finance and Performance Committee with a recommendation to divest. If the Finance and Performance Committee approves the proposed disposal of the subject site, Panuku will seek to divest of the site in a manner which provides an optimal outcome and return to council.

19. The terms and conditions of any disposal would be approved under appropriate financial delegation.

Attachments

No.	Title	Page
a ⇩	Images of 80 Vincent Street, Howick	203

Signatories

Authors

Anthony Lewis - Senior Advisor Portfolio Review, Panuku Development Auckland

Authorisers

Letitia McColl - Team Leader Portfolio Review, Panuku Development Auckland

Sue O'Gorman - Relationship Manager

Chairperson	David Collings
Deputy Chairperson	Katrina Bungard
Members	Garry Boles
	Jim Donald
	John Spiller
	Mike Turinsky
	Adele White
	Bob Wichman
	Peter Young, JP

No.	Title	Page
a ⇩	8 February 2017 Workshop Record	223
b ⇩	15 February 2017 Workshop Record	225
c ⇩	16 February 2017 Workshop Record	227
d ⇩	22 February 2017 Workshop Record	229
e ⇩	23 February 2017 Workshop Record	231
f ⇩	2 March 2017 Workshop Record	233

Authors	Carol McGarry - Democracy Advisor
Authorisers	Sue O'Gorman - Relationship Manager