Agenda of Papakura Local Board

Papakura Local Board

22 March 2017

Auckland Transport Update March 2017 - Papakura Local Board

File No.: CP2017/03827

Purpose

1. The purpose of this report is to; respond to resolutions and requests on transport-related matters, provide an update on the current status of Local Board Transport Capital Fund (LBTCF), request approval for new LBTCF projects, provide a summary of consultation material sent to the Board and, provide transport related information on matters of specific application and interest to the Papakura Local Board and its community.

Executive summary

2. In particular, this report covers:

· Responses to resolutions made by the Board on 22 February 2017 meeting

· Auckland Transport’s strategic alignment

· A Local Board Transport Capital Fund update

· Auckland Transport projects that are being delivered in Papakura

Recommendation/s

That the Papakura Local Board:

a) Receive the report entitled “Auckland Transport Update March 2017 – Papakura Local Board.”

Comments

Responses to Papakura Local Board Resolutions

3. The resolution is recorded below in italics. Auckland Transport’s response is in normal font below the resolution.

4. Resolution number PPK/2017/22

b) Auckland Transport undertake urgent discussions with the local bus company concerning the frequent breakage on Railway Street West of the covered walkway panels and mitigation measures to prevent further incidents.

c) Requests Auckland Transport urgently organise for the cleanup of the glass from the covered walkway on Railway Street West, noting that the incident occurred last week.

d) Requests Auckland Transport to investigate the potential hazard with the buses stopping on Railway Street West blocking the views of cars coming out of the car park next to the railway station as members are concerned that an accident will occur.

e) Expresses their deep concerns to Auckland Transport around the cycleway on Great South Road and advocates to Auckland Transport to provide off road cycle facilities connecting Papakura and Takanini.

f) Request that Auckland Transport inform the local board prior to significant works being undertaken in the Papakura area. This information should include the expected impact on residents so that the board can answer constituent enquiries effectively.

5. With regard to b) The issue of damage to the covered walkway has been raised by Auckland Transport staff with the relevant bus companies. Within a week of this request ‘Hit sticks’ had been installed as an interim measure along the eastern side of Railway Street West on the week of 27 February 2017. A ‘hit stick’ provides a visual reference for drivers and is designed to be easily replaced.

6. This measure should stop the immediate issue and Auckland Transport is investigating cause of the damage to the covered walkway. A workshop with the board to share the results will be organised in late April or early May 2017.

7. With regard to c) The debris from the broken section of the covered walkway was removed on the 21-22 February 2017.

8. The slow response for debris removal on Railway Street West has been noted and further investigation is being undertaken. The findings will be shared with the local board once the investigation finishes.

9. With regard to d) This has been logged and an investigation into this potential hazard on Railway Street West is currently underway. The results from that investigation will be shared with the board once it has concluded.

10. With regard to e) Auckland Transport notes the local board’s concern and advocacy regarding the Great South Road cycleway and will continue to update the local board on future progress on this advocacy item.

11. With regard to f) the information about significant projects is generally shared in the following ways with Local Boards:

· All projects that require a ‘resolution’ report at the Traffic Control Committee are circulated to Local Boards and will not be ratified if this has not happened.

· Significant projects are reported in monthly reports.

· Often with large and significant projects the project team will brief the Local Board about the project.

· The community is informed via the media and media releases are forwarded to Local Board Members.

12. In recent months, the closure of the left turn from Beach Road into Elliot Street was not properly notified. This matter has been investigated and the relevant parties made aware of their responsibilities.

Strategic alignment

13. In the local area, the roll out of the Southern New Network has been the most recent major project delivered in the local area. This project aligns with the local board plan priority to be ‘Well-connected and easy to move around, and specifically from the local board plan – links to the initiative for “better and more joined up bus services, travel information and low bus floors”. These align with the high level Auckland Plan priority to prioritise the development of ‘a transformational improvement in the speed, capacity, reliability and connectivity of the public transport system’ (chap. 13).

14. The roll-out of the Southern New Network was preceded by a number of major regional projects across Auckland which all contributed to improving the connectivity of the public transport system and included:

· AT HOP: Introduction of the AT HOP card provided an efficient and simple system for transferring from bus to train or vice-versa. The system simplifies transfers to a card swipe to ‘tag-on / tag-off’.

· Development of new transport ‘hubs’ better connect buses to trains: The ‘New Network’ is based on the capacity of trains, as the backbone of the network, to efficiently move higher numbers of people around the city. Buses have more localised routes and connect to transport hubs where they can meet trains. A number of stations have been built or upgraded to create these ‘hubs’ and include:

o Panmure Bus and Train Station

o Manukau Bus Station located next to the existing train station.

o Ōtāhuhu Bus Station, opened in October 2016 to improve connections between buses and trains.

· Simpler Fares: In August 2016 Auckland Transport introduced ‘Simpler Fares’ that were based on ‘zones’ rather than ‘stages’ (map can be found at the following link - https://at.govt.nz/bus-train-ferry/fares-discounts/how-simpler-fares-work/#wherezones ). The Auckland Transport HOP card allows for multiple separate bus or train transfers on a single journey to be charged as one fare.

· More AT HOP retailers: The number of retailers selling AT HOP cards has been significantly increased. This includes the recent move to stock AT HOP cards in supermarkets. The full list of retailers can be viewed at the following link - https://at.govt.nz/bus-train-ferry/at-hop-card/at-hop-retailers/#south

Auckland Transport’s actions against advocacy plans

15. This section provides a report about how Auckland Transport is supporting the Papakura local boards ‘Advocacy initiatives’ from the 2014-17 Local Board Plan. The table below notes the local boards key transport related ‘advocacy initiatives’

16. Table 1: Advocacy Initiative Status

Advocacy Initiative	Key Initiative	Status
A safe cycling and walking network across the south	Links in cycling and walking network and coastal routes	The Great South Road cycle lane – Takanini was completed in December 2015. This provides current and future residents in the fast growing areas of Papakura travel options The Great South Road is a critical part of Auckland’s Regional Cycle Network as set out in the Auckland Plan.
A safe cycling and walking network across the south	Clear links between town centre and rail station	The covered walkway from the rail station to the main street, was a project delivered by Auckland Transport through the boards Local Board Transport Capital Funding. This project highlights the role of the local board in ‘place shaping’ within a town centre.
Better and safer connections by road and rail	Better and more joined up bus services, travel information and low bus floors	The Southern New Network was launched in October 2016 and is a complete transformation of Auckland’s public transport system. This provides improved connections between bus and rail, greater frequency and new infrastructure.

Transport capital fund update

Updates

17. The Local Board Transport Capital Fund is a capital budget provided to all local boards and delivered by Auckland Transport. Local Boards can use this fund to deliver projects that they deem important but are not part of Auckland Transport’s work programme. The limitations being that the project must:

· Be safe.

· Not impede network efficiency.

· Be in the road corridor. Although projects running through parks can be considered if there is a transport outcome.

18. Papakura local board annual funding is approx.

· $315,491 carried over from 2016/17 financial year

· $331,660 for the 17/18 financial year

· $346,396 for the 18/19 financial year

· $351,517 for the 19/20 financial year (although the election is in 2019 the 19/20 Financial Year starts before the election so this money can be spent by this term’s local board).

· The annual increase is because the fund will now be adjusted for inflation each year.

19. Local Boards can consolidate up to three years of the funding available to them in an electoral term to allocate to projects. For the Papakura local board this means a total of approx. $1.34 million could be spent on transport projects in this electoral term.

20. Auckland Transport encourages all local boards to identify potential projects early in their electoral term to ensure that project planning, procurement and delivery can be undertaken within the current electoral term

Projects

21. Currently the Papakura Local Board is currently undertaking work to identify possible projects through planning workshops held on the 22 February 2017. A follow up workshop will be held to prioritise potential projects to be further investigated.

22. These will be formally reported to the local board to resolve those projects to be progressed.

23. The table below details the current projects being progressed on behalf of the local board.

Table 2: LBTCF – Current projects

Projects

Current Status

Problem or Opportunity Being Addressed

Current Status

Connection of Railway Station and Town Centre

Improving physical linkage from the town centre with the railway station via a covered walkway.

‘Rough Order of Cost’ requested by the local board in May 2015.

‘Detailed Design’ authorised by the local board in December 2015 on a Rough Order of Cost of $760,000.

‘Construction’ started in June 2016. Physical works completed. Only image reinstallation is to be completed.

Notes:

A ‘traffic light’ code is used to summarise the status of projects. The colours are used as follows:

Green – Project progressing ‘on time’ and on budget.

Orange – An issue has been identified that may need to be resolved.

Red - An major issue has been identified that needs to be resolved

Black – The project has been investigated and the Papakura local board has decided not to pursue it at this time.

Papakura Park & Ride

24. As noted in previous reports to the local board, Auckland Transport is investigating a trial for Papakura Park and ride facility to cope with 19 percent public transport passenger growth for the past six months.

25. An engineering study (including assessment of geotech) was completed before Christmas and feasibility of this project is being progressed. The results of the current work should be completed by April 2017.

26. Results of the feasibility study will be workshopped with the local board in April/ May 2017.

Upcoming projects and activities

Consultations

27. Auckland Transport provides the Papakura local board with the opportunity to comment on transport projects being delivered in this local board area.

28. In this reporting period for February, four projects were put forward for comment by the local board. See attachment A for further details.

29. Traffic Control Committee (TCC) decisions are reported on a monthly basis. In January and February there were no TCC decision in the local board area.

Regional and sub-regional projects

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

30. Auckland Transport is reviewing the Auckland Transport Code of Practice (ATCOP) with the resulting outcome is its replacement with:

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

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

31. The aim is to make guidelines for road corridor infrastructure more flexible and responsive to local needs but still maintain high technical standards.

The sub-regional workshops are currently being scheduled for 20/ 27 March 2017. Details will be confirmed shortly and local board invites sent out promptly.

Consideration

Local board views and implications

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

Māori impact statement

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

Implementation

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

Attachments

There are no attachments for this report.

Signatories

Authors

Kenneth Tuai – Elected Member Relationship Manager

Authorisers

Jonathan Anyon – Manager Elected Member Relationship Unit

Rex Hewitt - Relationship Manager

Papakura Local Board

22 March 2017

Papakura Art Gallery Business Plan 2017-2020

File No.: CP2017/01817

Purpose

1. To approve the Papakura Art Gallery business plan.

Executive summary

2. Papakura Art Gallery is funded by the Papakura Local Board and managed by council staff.

3. As part of improving business processes, staff are developing business plans for all Auckland Council owned-and-operated arts and culture facilities, including Papakura Art Gallery.

4. The Papakura Art Gallery Business Plan 2017-2020 sets out the strategic context in which the facility operates, and communicates the facility’s vision, mission, objectives and the actions that will be taken to achieve them over the next three years (2017-2020). The plan also states the facility’s priorities for 2017 and its organisational values.

5. Staff developed the business plan based on feedback received from the local community. Community consultation included stakeholder and staff workshops, and a targeted survey, which received more than 100 responses.

6. Mana whenua groups who registered interest in the Papakura Local Board area were invited to provide feedback on the draft business plan as well as other documents. Representatives from Ngāti Tamaterā and Ngāti Te Ata participated in the stakeholder workshop.

7. Points of note in the business plan are:

· staff will develop a Community Engagement and Outreach Plan as well as a Marketing and Communications Plan in 2017/2018

· proposed priorities for 2017 include the investigation and/or development of a Māori name for the facility in consultation with mana whenua, the investigation of options to create project-based workspaces and the development of partnerships with key community organisations

· priorities and actions will be reviewed and updated each year.

8. Staff will report annually to the Papakura Local Board with progress against key performance measures and on delivery of priorities and actions.

Recommendation/s

That the Papakura Local Board:

a) approve the Papakura Art Gallery Business Plan 2017-2020.

Comments

Background

9. Papakura Art Gallery first opened at its current location in 1995 and was managed by the Papakura Community Arts Council until 2006, when the organisation dissolved and management of the gallery was transferred to the Papakura District Council.

10. Since Auckland Council formed in November 2010, the facility has been owned and operated by Auckland Council, funded by the Papakura Local Board and managed by council staff.

11. Staff are developing business plans for all Auckland Council owned and operated arts and culture facilities, including Papakura Art Gallery, to improve business processes.

12. The Papakura Art Gallery Business Plan 2017-2020 (Attachment A) defines the strategic context in which the facility operates, and sets out the facility’s vision, mission, objectives and the actions that will be taken to achieve them. It also establishes the facility’s priorities for 2017 and its organisational values.

13. The Papakura Art Gallery Business Plan 2017-2020 aligns to the Papakura Local Board Plan 2014, where appropriate, and notes the vision along with outcomes, objectives and key initiatives that are considered of high relevance to the business plan.

Scope of the Plan

14. The business plan covers the three-year period from 2017 to 2020. Priorities and actions are to be reviewed and updated annually.

15. The scope of the business plan is set out in Table 1 below:

Table 1: Scope of Papakura Art Gallery Business Plan 2017-2020
In scope	Out of scope
All public spaces within the gallery	Auckland Council arts and culture facilities other than Papakura Art Gallery
All programming activities within the gallery	Auckland Council community facilities
All community outreach activities by staff
All relationship management activities between the gallery and stakeholders
All expenditure

Information and feedback used to develop the business plan

16. A facilitated strategic workshop was held in July 2017 to invite feedback on what could be done to improve the facility’s engagement with local communities. Representatives of the Papakura Business Association, local schools, local artists, artist organisations and mana whenua participated in the workshop.

17. The Papakura Local Board invited all mana whenua groups who have registered interest in the Papakura Local Board area to engage in the business planning process. Ngāti Tamaterā and Ngāti Te Ata Waiohua participated in the stakeholder workshop and were sent draft documents for review and feedback, including the business plan.

18. Staff delivered a targeted survey in July 2016 to gather feedback from local residents. The survey looked at whether the facility was achieving its purpose and how to improve the facility’s reach to the community.

19. More than 100 survey responses were received from a wide range of community members. This included a high response rate from people who identify as Māori (28 per cent), matching the local board demographic profile.

20. Local board members have been closely involved in the business planning project, including attendance at the stakeholder workshop. These discussions have informed the business plan.

21. Staff also reviewed and analysed the following:

· annual visitor satisfaction survey data

· all visitor and attendee statistics

· demographic profile information for the Papakura Local Board area

· feedback and information from a staff operational planning workshop with representatives from Local Board Services; Arts, Community Events; and Community and Social Policy departments.

Papakura Art Gallery priorities for 2017

22. Priorities identified in the business plan for 2017 include:

· develop and implement a Papakura Art Gallery Community Engagement and Outreach Plan

· develop and implement a Papakura Art Gallery Marketing and Communications Plan

· develop MOUs/partnerships with key community organisations to broaden community engagement activities and increase off-peak utilisation of spaces

· investigate options to create project-based workspaces for creative individuals and groups to work on projects with a focus on Papakura

· investigate and/or develop a Māori name for the facility in consultation with mana whenua.

23. The implementation of one of the proposed priorities, ‘to investigate options to create project-based workspaces’, may require additional budget and resources. Staff will present further information to the Papakura Local Board in quarter one, 2017/2018, for consideration.

Consideration

Local board views and implications

24. The Papakura Art Gallery Business Planning Project was formally presented to the Papakura Local Board at the business meeting on 18 May 2016, where the local board approved the scope of the project.

25. Local board members were invited to the 28 July 2016 strategic workshop where future priorities for Papakura Art Gallery were discussed.

26. The vision, mission, objectives, organisational values and key performance measures were circulated to members for review in January 2017, followed by discussion at a workshop on 1 February 2017. Feedback gathered from the workshop has informed this report.

27. The draft business plan was circulated to members in February 2017.

Māori impact statement

28. The Papakura Local Board invited all mana whenua groups that registered interest in the Papakura Local Board area to participate in the business planning process. The mana whenua groups are Ngāi Tai Ki Tāmaki, Te Ahiwaru Waiohua, Ngāti Tamaoho, Te Akitai Waiohua, Ngāti Te Ata Waiohua, Ngāti Paoa, Ngāti Maru, Ngāti Whanaunga, Ngāti Tamaterā and Waikato-Tainui.

29. Representatives of Ngāti Tamaterā and Ngāti Te Ata Waiohua participated in the stakeholder workshop on 28 July 2016. Staff provided draft documents for review and feedback to both groups, including the business plan.

30. The ethnic composition of the Papakura Local Board area is 28 per cent Māori, which is greater than the Auckland-wide average of 11 per cent.

Implementation

31. The Business Plan includes a set of key performance measures and annual targets. Performance against these targets will be reported annually to the local board along with progress on delivering priorities and actions identified in the business plan.

32. A high-level update on Papakura Art Gallery and implementation progress on the business plan will be provided to the local board through quarterly reporting.

Attachments

No.	Title	Page
a ⇩	Papakura Art Gallery Business Plan 2017-2020	19

Signatories

Authors

Catalina Vercelli - Arts and Culture Project Lead

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Rex Hewitt - Relationship Manager

Papakura Local Board

22 March 2017

Papakura Quick Response Round Three 2016/2017

File No.: CP2017/03312

Purpose

1. The purpose of this report is to present applications received for Papakura Quick Response, Round Three 2016/2017. The local board is required to fund, part-fund or decline these applications.

Executive summary

2. The Papakura Local Board adopted the Papakura Local Grants Programme 2016/2017 on 18 May 2016. The document sets application guidelines for community contestable grants.

3. The local board is required to allocate grants to groups and organisations delivering projects, activities and services that benefit Aucklanders and contribute to the vision of becoming the world’s most liveable city.

4. The Papakura Local Board has set a total community grants budget of $127,000 for the 2016/2017 financial year. On the 22 February 2017 meeting, the Papakura Local Board reallocated $22,500 to the community grants budget.

5. To date, the Papakura Local Board has already allocated $46,041 through the Local Grant Round One and Quick Response Round One and Two. A total of $103,459 remains to be allocated across the 2016/2017 grant rounds.

6. Sixteen applications were received for the Quick Response Round Three requesting a total of $25,042, see Attachment B.

Recommendation/s

That the Papakura Local Board:

a) agree to fund, part-fund or decline each application in this round, listed in Table One.

Table One: Papakura Quick Response Round Two Applications:

Application No.	Organisation Name	Project	Total Requested	Eligible/ ineligible
QR1714-319	Age Concern Counties Manukau Inc.	Towards the purchase of three whiteboards.	$950	Eligible
QR1714-318	Genesis Youth Trust	Towards the running the "Mana Wahine" programme for around 30 young women at-risk; specifically the cost of hall hire, koha for guest speakers, materials and gifts of participants.	$2,000	Eligible
QR1714-310	Takanini School	Towards bus hire for a return trip for 200 to 300 people from Takanini school to the Mangere Mountain Education Centre.	$2,000	Eligible
QR1714-309	Papakura Playcentre	Towards the cost of leasing a printer and purchasing stationary.	$1,214	Eligible
QR1714-316	Papakura Toy Library Incorporated	Towards the cost of stationary and replacing toys.	$614	Eligible
QR1714-306	Parent to Parent Auckland	Towards the cost of delivering the” Sib Shop” workshop, for people with their disabilities and their siblings.	$2,000	Eligible
QR1714-305	Papakura Business Association	Towards the installation and taking down of the World Masters Games bunting in Papakura Town Centre.	$2,000	Eligible
QR1714-304	YMCA of Auckland	Towards the delivery of the "SPACE for you and your baby" for 35 to 40 weeks, including costs of facilitator training and essential resources such as cleaning consumables and morning teas for participants.	$2,000	Eligible
QR1714-314	Papakura West Kindergarten	A contribution towards Papakura West Kindergarten for cost of hard landscaping, planting, water tank and composting.	$2,000	Eligible
QR1714-307	The Rainbow Corner Early Learning Centre	Towards the Rainbow Corner Early Learning Centre for set-up cost of a vegetable garden and worm farm.	$1,000	Eligible
QR1714-313	Papakura Croquet Club	Towards putting on a celebratory afternoon tea at the Elizabeth Campbell centre, specifically the hall hire and the printing cost of booklets and invites.	$774	Eligible
QR1714-301	Gateway Community Trust	Towards the purchase of a sound system for the Hopewalk 2018 event.	$1,990	Eligible
QR1714-312	Manukau Orchestral Society Incorporated	Towards the technical costs associated to putting on the orchestral programme "Romance" on 24 June, at Vodafone Events Centre.	$1,500	Eligible
QR1714-302	Papakura & Districts Historical Society Incorporated	Towards the hire and advertising expenses for the touring exhibition "Balls, Bullets and Boots", to be displayed for eight weeks in the Papakura Museum's Military Gallery.	$2,000	Eligible
QR1714-303	Papakura Rugby Football Club Inc.	Towards holding two luncheon events and community rugby matches as part of the Lions Rugby Tour, specifically the cost of engaging local schools to perform and for the Maori Wardens to act as security.	$1,500	Eligible
QR1714-317	Papakura City Football Club	Towards the purchase of physio supplies.	$1,500	Eligible
		Total Requested	$25,042

Comments

7. The Auckland Council Community Grants Policy supports each local board to adopt a grants programme (see Attachment A).

8. The local board grants programme sets out:

· Local board priorities

· Lower priorities for funding

· Exclusions

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

· Any additional accountability requirements.

9. The Papakura Local Board will operate four quick response and two local grants rounds for this financial year.

10. The community grant programmes have been extensively advertised through the council grants webpage, local board webpages, local board e-newsletters, Facebook pages, council publications, radio, and community networks.

11. For the 2016/2017 financial year, the Papakura Local Board set a total community grants budget of $127,000 for the 2016/2017 financial year. On the 22 February 2017 meeting, the Papakura Local Board reallocated $22,500 to the community grants budget from the Event Partnership Fund.

12. It is recommended that the board consider allocating up to $25,865 for this grant round.

13. To date, the Papakura Local Board has already allocated $46,041 through the Local Grant Round One and Quick Response Round One and Two. A total of $103,459 remains to be allocated across the 2016/2017 grant rounds.

14. Sixteen applications were received for the Quick Response Round Three requesting a total of $25,042, see Attachment B.

Consideration

Local board views and implications

15. Local boards are responsible for the decision-making and allocation of local board community grants. The Papakura Local Board is required to fund, part-fund or deadline these grant applications against the local board priorities identified in the local board grant programme.

16. The board is requested to note that section 50 of the Community Grants Policy states “We will also provide feedback to unsuccessful grant applicants about why they have been declined, so they will know what they can do to increase their chances of success next time.”

17. A summary of each application is attached, see Attachment B.

Māori impact statement

18. Community grants provides opportunities for all Aucklanders to undertake projects, programmes, activities that benefit a wider range of individuals and groups, including Maori. As a guide for decision-making, in the allocation of community grants, the new community grants policy supports the principle of delivering positive outcomes for Maori.

Implementation

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

20. Following the Papakura Local Board allocating funding for quick response round three, commercial and finance staff will notify the applicants of the local board’s decision.

Attachments

No.	Title	Page
a ⇩	Papakura Local Grants Programme 2016/2017	39
b ⇩	Papakura Quick Response Round Three 2016/2017 Application Summaries	43

Signatories

Authors

Sara Chin - Community Grants Advisor

Authorisers

Marion Davies - Community Grants Operations Manager

Jennifer Rose - Operations Support Manager

Rex Hewitt - Relationship Manager

Papakura Local Board

22 March 2017

New Road Name Approval for the Residential Subdivision by Carhart Investments Limited and Darley Investments Limited at 889 Papakura-Clevedon Road, Ardmore

File No.: CP2017/03084

Purpose

1. The purpose of this report is to seek approval from the Papakura Local Board, for four new road names for roads created by way of a joint subdivision and land use consent at 899 Papakura Clevedon Road, Ardmore.

Executive summary

2. Auckland Council has road naming guidelines that set out the requirements and criteria of the Council for proposed road names. These requirements and criteria have been applied in this situation to ensure consistency of road naming for the Auckland Council.

3. Following assessment against the road naming criteria, the road names Nola Dawn Avenue, Charles Henry Way, Te Aramanu Crescent and Huahua Crescent (applicant’s preferred road names), and alternative names ‘Amelia Howe Crescent, Koiora Way, Tarapuke Ave and Kauarangi Way’ were determined to meet the road naming guideline criteria.

4. Local iwi groups were consulted and some commented that they are supportive of the Maori road names.

5. The road names ‘Nola Dawn Avenue, Charles Henry Way, Te Aramanu Crescent and Huahua Crescent’, proposed by the Applicant and the names ‘Amelia Howe Crescent, Koiora Way, Tarapuke Ave and Kauarangi Way’ are considered for approval by the Local Board.

Recommendation/s

That the Papakura Local Board, pursuant to section 319(1)(j) of the Local Government Act 1974, considers for approval, the road names ‘Nola Dawn Avenue, Charles Henry Way, Te Aramanu Crescent and Huahua Crescent’, proposed by the Applicant, for the new roads created by way of joint subdivision and land use consent at 889 Papakura Clevedon Road, Ardmore while noting that ‘Amelia Howe Crescent, Koiora Way, Tarapuke Ave and Kauarangi Way’ also meet the road naming criteria.

Comments

6. The Auckland Council Road Naming Guidelines allowed that where a new road needs to be named as a result of a subdivision or development, the subdivider/developer shall be given the opportunity of suggesting their preferred new road name for the Local Board’s approval.

Four new roads are to be created to serve a residential subdivision of 83 lots. Joint Subdivision and Land use consent R/JSL/2013/4216 has been granted by Council.

Figure One: Location and Layout of new Road

The Applicant has proposed the following names for consideration for the roads created as part of the development at 899 Papakura Clevedon Road.

Preference

Proposed New Road Name

Meaning

Preferred Names

Road 1 – Nola Dawn Avenue

Road 2 – Charles Henry Way

Road 3 – Te Aramanu Crescent

Road 4 – Huahua Crescent

Road 1: Nola Dawn lived on the property for over 40 years and according to the applicant was very active in the community. Nola died in 2012.

Road 2: Charles Henry is the name of the Grandfather who provided help and support to the family whilst operating the dairy farm. Charles Henry is deceased.

Road 3: This name relates to the Te Reo word meaning ‘the pathway of birds’. According to Ngati Tamaoho, numerous birds inhabited the indigenous forest that once covered the area and may have flown over this area

Road 4: This name relates to ancient form of preserving foods from ngahere

First Alternative

Road 1 – Amelia Howe Crescent

Road 2 – Koiora Way

Road 3 – Tarapuke Ave

Road 4 – Kapuarangi Way

Road 1: Amelia Howe is the name of the Grandmother who provided help and support to the family whist operating the dairy farm. Amelia Howe is deceased.

Road 2: This name relates to the word life. The Wairoa River was the source of life for the tribes that depended on its waters for cropping, fish and plant life for food and also able to navigate and traverse its waters from the base of the ranges to the harbour.

Road 3: This name relates to the word tara-peak/point, puke-hill. This name describes the silhouetted hills and ranges with their sharp and pointy peaks.

Road 4: This name relates to the word kapua-cloud, rangi – sky. This name describes being amongst the clouds in the sky when you are standing atop of the lofty peaks of Pukekiwiriki and the other peaks in the area.

Decision Making

7. The Auckland Council, by way of the Auckland Council Long Term Plan (2012 - 2022), allocated the responsibility for the naming of new roads, pursuant to section 319(1)(j) of the Local Government Act 1974, to Local Boards.

Assessment

8. The Applicant’s proposed road names have been assessed against the criteria set out in the Auckland Council road naming guidelines;

9. All of the road names proposed meet the criteria of the road naming guidelines.

10. As the Applicant’s preferred names Nola Dawn Avenue, Charles Henry Way, Te Aramanu Crescent and Huahua Crescent meet the criteria, it is recommended for consideration for approval while noting that the alternate names are also appropriate as they comply with all the criteria of the road naming guidelines.

Consideration

Significance of Decision

11. The decision sought from the Papakura Local Board for this report does not trigger any significant policy and is not considered to have any immediate impact on the community.

Maori impact statement

12. The decision sought from the Papakura Local Board on this report is linked to the Auckland Plan Outcome, “A Maori identity that is Auckland’s point of difference in the world”. The use of Maori names for roads, buildings and other public places is an opportunity to publicly demonstrate Maori identity.

Consultation

13. Consultation has been undertaken by the developer with local iwi and only Ngati Tamaoho responded. The local iwi commented that they considered that the following names would be appropriate for the area, Te Aramanu, Koiora, Tarapuke, Huahua and Kapurangi. The applicant has included many of these names as either a preferred option or an alternative.

14. Consultation has been undertaken with NZ Post who have not identified any issues with the proposed names.

Financial and Resourcing Implications

15. The cost of processing the approval of the proposed new road name and any installation of road name signage is recoverable in accordance with Council’s Administrative Charges.

Legal and Legislative Implications

16. The decision sought from the Papakura Local Board for this report is not considered to have any legal or legislative implications.

Implementation

17. The Resource Consenting Team is involved in ensuring that appropriate road name signage will be installed accordingly once an approval is obtained for the new road name.

Attachments

There are no attachments for this report.

Signatories

Authors

Virginia Loh - Resource Consents Administrator

Authorisers

Ian Smallburn - General Manager Resource Consents

Rex Hewitt - Relationship Manager

Papakura Local Board

22 March 2017

Project 17: Auckland Council Maintenance Contracts

File No.: CP2017/03818

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 and 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 Papakura 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 and 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 minimum 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 particular systems and reporting.

Attachments

No.	Title	Page
a ⇩	Political Engagement Timeline	119
b ⇩	Local Board Resolutions (September 2016)	121
c ⇩	Standard and Enhanced Assets (Under Separate Cover)
d ⇩	FFC Service Specifications	125
e ⇩	Supplier Specific Information - Rima Group (Under Separate Cover) - Confidential
f ⇩	Contractor Performance Balanced Scorecard	177
g ⇩	Tupuna Maunga Values Specifications	181
h ⇩	Contract Information (Under Separate Cover) - Confidential

Signatories

Authors

Kate Marsh – Principal Business Analyst

Authorisers

Matthew Walker - GM Financial Strategy and Planning

Rex Hewitt - Relationship Manager

Papakura Local Board

22 March 2017

2016 Elections - Highlights and Issues

File No.: CP2017/03640

Purpose

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

Executive summary

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

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

4. This report:

(i) describes initiatives taken in the areas of focus

(ii) evaluates the achievement of the outcomes

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

(iv) summarises the budget and forecast expenditure

(v) identifies issues for the council to follow up

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

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

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

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

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

(iii) increased participation in Kids Voting

(iv) personal assistance provided to the visually impaired

(v) increased turnout over 2013

(vi) the elections came within budget.

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

Recommendation/s

That the Papakura Local Board:

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

Comments

Strategic approach

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

· communications and community engagement

· candidate awareness

· on-line voting

· optimum use of council resources.

Those areas of focus were to deliver the following outcomes:

· an excellent experience for candidates and voters

· a voter turnout of at least 40 per cent

· a candidate-to-member ratio of three

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

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

Actions taken in areas of focus

Communications and community engagement

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

10. Initiatives included:

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

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

· heart ballot boxes

· digital bus shelter voting tallies

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

· “Our Auckland” council’s news channel

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

· the Love Bus and community presentations

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

· Kids Voting programme in schools.

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

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

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

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

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

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

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

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

· all advisory panels contributed to the elections programme

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

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

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

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

16. Awareness and likelihood of voting:

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

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

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

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

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

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

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

o forgot to vote (18 per cent)

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

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

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

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

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

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

17. Effectiveness of messaging:

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

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

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

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

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

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

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

· an introduction to Auckland Council

· an introduction to elections and voting

· a real world on-line referendum case study

· Local boards, wards and local issues

· researching candidates.

Candidate awareness of election information

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

· candidate information handbook

· candidate audio booklet

· FAQs

· research material

· how to be nominated

· election timetable

· video explaining Auckland Council

· posters on all Auckland Council channels

· ads in newspapers

· radio

· digital ads.

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

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

On-line voting

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

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

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

Optimum use of council resources

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

· Democracy Services and Communications and Engagement

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

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

· bylaws compliance staff enforced the Auckland Transport Elections Signs Bylaw

· Legal Services provided legal advice when required

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

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

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

Achievement of outcomes

31. The desired outcomes were:

· an excellent experience for candidates and voters

· a voter turnout of at least 40 per cent

· a candidate-to-member ratio of three

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

Candidate experience

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

33. Key findings were:

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

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

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

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

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

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

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

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

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

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

Voter experience

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

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

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

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

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

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

Voter turnout

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

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

	2010	2013	2016	Change (%)
National voter turnout %	49.0	41.3	42.0	+0.7

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

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

Candidate to member ratio

41. The target was three candidates per position.

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

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

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

User-centric, innovative and transparent local body elections

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

· candidates got the information they needed

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

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

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

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

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

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

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

Other activities relating to the elections

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

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

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

(i) induction sessions for members

(ii) refreshing the technology provided to members

(iii) powhiri for all members

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

Cost of the election

55. Summary of budget and expenditure:

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

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

Issues to progress further

Howick by-election

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

“That the Finance and Performance Committee:

…

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

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

(Resolution number FIN/2016/1)

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

On-line voting

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

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

Voter participation

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

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

Research on order of names

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

Review of Auckland Transport Election Signs Bylaw

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

Submission to Justice and Electoral Select Committee on legislative change

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

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

(i) Matai names

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

(ii) Vacancies occurring within six months of an election

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

(iii) Legal requirement for candidate to state whether residing in area

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

(iv) Timing of school holidays

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

(v) Electronic transmission of voting documents to and from voters overseas

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

(vi) Electoral Officer to have access to the supplementary roll

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

(vii) Access to data associated with electoral roll

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

(viii) Electronic nominations and candidate profile statements

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

(ix) Legislative confirmation that local authorities may promote elections

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

(x) Time period for printing electoral rolls

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

(xi) Electronic access to electoral rolls for election staff

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

(xii) Close of voting time

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

(xiii) Discourage inappropriate use of elections

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

(xiv) Separation of DHB elections

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

(xv) Candidate information in different languages

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

(xvi) Consistency between Electoral Regulations and Local Electoral Regulations

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

· Telephone dictation for voters with disabilities

· Receipt of special votes electronically.

(xvii) Relationship with Electoral Commission

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

Timetable for 2019 elections

Electoral system

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

Māori wards

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

Review of representation arrangements

69. The council is required to review:

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

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

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

· the names of wards, subdivisions and local boards.

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

71. The statutory timetable for the review is:

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

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

Consideration

Local board views and implications

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

Māori impact statement

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

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

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

Implementation

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

Attachments

There are no attachments for this report.

Signatories

Authors

Warwick McNaughton - Principal Advisor - Democracy Services

Authorisers

Marguerite Delbet - General Manager Democracy Services

Rex Hewitt - Relationship Manager

Papakura Local Board

22 March 2017

Papakura Local Board Workshop Record

Workshop record of the Papakura Local Board held in the Papakura Local Board Chambers, Papakura Service Centre, 35 Coles Crescent on Wednesday, 8 March 2017 , commencing at 1.00 pm.

PRESENT

Chairperson: Brent Catchpole

Members: Felicity Auva’a

Bill McEntee

Katrina Winn

Apologies: George Hawkins and Michael Turner

Also present: Madelon De Jongh (Senior Local Board Advisor)

Trish Wayper (Democracy Advisor)

Faithe Smith (Lead Financial Advisor, Financial Advisory - Local Boards Corporate Finance and Property)

Workshop Item

Governance role

Summary of Discussions

1. Bruce Pulman Park

Bruce Pulman

(Bruce Pulman Park Trust)

Matthew Newman

(Ardmore Marist Rugby Club)

Paul Dabbs

Senior Sports Parks Advisor

Park Services

Parks, Sports and Recreation

Setting direction/priorities/

budget

Powerpoint presentation was made (Attachment 1A)

Bruce Pulman and Matthew Newman made a presentation to the board requesting funds to install lighting for playing fields 3 and 4 at Bruce Pulman Park.

The Ardmore Marist Rugby Club representative submitted the following:

- Club was losing members due to inadequate lighting on the practise fields. A lot of training held at night because of parents working etc.

- Rugby Club has very little funding as is situated in a lower socio economic area of Papakura.

- The Rugby Club made a lot of investment into developing their members, so was an investment into raising standards not just about rugby.

- The amount of growth in the area needed to be catered for. Housing developments increasing rapidly.

The following discussion was had with the board members:

- Suggested the Trust apply to the Regional Sports Fund. Board had suggested Bruce Pulman Park to staff for this funding.

- Bruce Pulman Park has just hired an employee to pursue funding streams and applications.

- Health and Safety issues with rugby players training in the dark eg collisions

- Foundation North applications – board had been informed that proportionally this fund was not dispersed in the south compared to other areas of Auckland.

- Board would certainly advocate to the Governing Body for funding for the park.

- Bruce Pulman requested to address the board on the values and vision behind the park in the future.

Workshop Item

Governance role

Summary of Discussions

2. Community Empowerment Unit Work Programme

Sarah Bramston

Strategic Broker

Tracey Hainsworth-Fa’aofo

Youth Connections Specialist Broker Community Empowerment

Kiri McCutcheon

Advisor

Setting direction/

priorities/

budget

Powerpoint presentation was made (Attachment 2C).

Tracey the Youth Connection Specialist Broker outlined the following to the Board:

- Displayed the YouthFull website (http://youthfull.co.nz/)

- Displayed the YouthFull ad being played in the local libraries.

- Library staff had been very helpful encouraging people to sign on to the YouthFull website.

- Board suggested a cohesive approach with TSI including looking at working with young prisoners to help with reintegration.

- Jobfest – To be held on the 3^rd May 2017 at the Vodafone Events Centre in Manukau. Approximately 70 businesses to be involved. Transport options being planned at the moment.

- The board supported the “Additional Work Read Toolbox Requirements which included $15,000 for youth to obtain a drivers licence and $10,000 youth having greater accessibility to pathways to employment.

Sarah the Strategic Broker outlined the following to the board:

- Ongoing engagement with community members around the IAP at key summer events.

- Successful scholarship recipients advised.

- Strategic Broker has been working to building relationships with various groups across the Local Board area.

- Attended community meeting hosted by Ministry of Social Development for Not for Profit Organisations to hear about the community investment strategy and the new vulnerable children’s entity.

- Meeting held with Youth Voice and Youth Led Initiatives on 6 March 2017.

- Civil Defence and Emergency Management – Workshop to be held on 15 March with the board.

- Smith’s Avenue – workshop to be scheduled

Kiri the CEU Advisor outlined ideas for the innovation hub and requested members feedback:

Workshop Item

Governance role

Summary of Discussions

Setting direction/priorities/

budget

i) Career, upskilling drop in

ii) Free wifi enabled touch down work stations managed by a local community champion

iii) Vacant shop activation

iv) Scoping what is actually needed in the area.

The board felt quite strongly that there needed to be a body of work undertaken to determine exactly what an innovation hub was, what it needed to deliver and the best way forward.

Workshop Item	Governance role	Summary of Discussions
3. ATEED/Economic Development Work Programme John Norman Strategic Planner Local Economic Development Paul Robinson Local Economic Growth Manager Local Economic Growth Business & Enterprise Business Innovation & Skills ATEED CEO Office	Setting direction/priorities/budget	Powerpoint presentation was made (Attachment 3A) Three key issues for Papakura: i. Papakura has fewer residents educated to a degree level and a greater proportion of adults with no qualifications compared to the average for Auckland, and one in three 15-24 year olds were unemployed according to the 2013 census. ii. Average annual GDP growth and employment has been lower than the Auckland average. iii. Papakura has a good representation of internationally competitive industry segments for Auckland with construction and engineering and food and beverage contributing a greater share of the Papakura economy than they do regionally. The following discussion was had with the board: - Food and beverage could be an area of growth for Papakura - Questioned the accuracy of the tourism statistics. - Had there been any research done in the area on what skill sets were required for the jobs available. - Board wanted accurate data on the commercial land available in Papakura. - Accurate, up-to-date business database was needed for Papakura. This had been requested by the board for some time.
Workshop Item	Governance role	Summary of Discussions
4. Community Facilities Work Programme Gwyn De-Arth, Area Manager Operational Management and Maintenance Greg Lowe Parks & Places Specialist Park Services Parks, Sports and Recreation Jessica Morris Stakeholder Advisor Stakeholder & Land Advisory Community Facilities Jenny Young Community Lease Advisor Stakeholder & Land Advisory Community Facilities	Setting direction/priorities/budget	Greg Lowe requested direction from the board on public donations such as seats in parks etc. The board said that they generally supported this but that each incident would have to be considered on an individual basis. Work Programme Updates: Community Leases: - Papakura Sea Scouts - Papakura Contract Bridge Club - Papakura City Brass Band Operational Maintenance: - Hawkins Theatre refurbishment - Papakura Croquet Club fence - Papakura Art Gallery leak - Prince Edward Park renovations - Massey Park renovation and staggered opening - Sports field renovations - Takanini Hall Good News Stories - Hawkins Theatre internal painting What has not gone well – critical issues with delivery or contractor performance - Storm damage – cleanup - Gatland Road Cemetery – double bookings - Mini flush – grass growing quickly because of weather. The board requested the following be investigated: - Ray Small Skate Park Project – non delivery - Takanini Hall – needs cleaning and some weather boards replaced. - Pahurehure Inlet Boardwalk – muddy on either side of walkway, some work needs finishing. - Elsie Morton site – Council owned land needs to be tidied up. Jessica Morris outlined the new “Snapshot” issue which was to be published to keep boards up to date.

The workshop concluded at 4.30 pm.

Chairperson	Brent Catchpole
Deputy Chairperson	Felicity Auva'a
Members	Hon George Hawkins, QSO
	Bill McEntee
	Michael Turner
	Katrina Winn

Date	ACHIEVEMENT
10 March 2017	Papakura Local Board “Have Your Say” Event – Papakura Library
25 February 2017	Papakura Town Centre Cleanup
22 February 2017	Papakura Local Board Business Meeting - Agreed to fund the cost of $5,063 from the Community Response Locally Driven Initiatives Fund to the Papakura Business Association Incorporated to support the relocation of Closed Circuit Television from the PBA premises to the Papakura Police Station to improve the monitoring by the CrimeWatch volunteers. - Agreed that the Chair and Deputy Chair liaise with the Papakura Business Association Inc to assess suitable sites for installation of new cameras. - Approved a new community ground lease for Counties Manukau Kindergarten Association Incorporated (Nina Busing Kindergarten) for 13A Clevedon Road, Papakura. - Approved a new road name for the residential subdivision by Karaka Brookview Limited at 241 Park Estate Road, Hingaia. - Approved new road name for three private ways within the residential subdivision by Addison Development at 250 Porchester Road, Takanini. - Reallocated unspent events partnership funding of $22,500 to the three remaining 2016/2017 contestable funding rounds as follows: i) $5,625 towards the Quick Response Round Three ii) $5,625 towards the Quick Response Round Four iii) $11,250 towards the Local Grants Round Two - Approved the scope of the Hawkins Theatre Business Planning Project with the following additions: i) To include a strong focus on improved promotion of the venue ii) To include income and options for increased revenue iii) To include community consultation with stakeholders, and user groups. - Agree that the Papakura Local Board Chair will initiate engagement with mana whenua groups who have registered interest in the Papakura Local Board area, to inform the Hawkins Theatre Business Plan. - Endorsed the Manurewa and Papakura Local Board joint submission on the Point England Development Enabling Bill – January 2017. - Adopted the work stream allocations for the Board and appointed Member Auva’a to the Aircraft Noise Community Consultative Group. - Received the Auckland Council’s Quarterly Performance Report for the Papakura Local Board: Quarter Two, 1 October – 31 December 2016.
6 February 2017	Waitangi Day Celebrations
27 January 2017	Art in the Park
25 January 2017	Papakura Business Meeting: - Approved various road names for the residential subdivision by Housing New Zealand at 75 Walters Road, Takanini - Approved 19 Papakura Local Board Scholarship grants.
24 January 2017	Keri Downs Park - Out and About Programme
20 January 2017	Blessing of Pahurehure Boardwalk and esplanade
13 January 2017	Papakura Kite Day
16 December 2016	Papakura Local Board Christmas Community Morning Tea
12 December 2016	Drury Mile Post Ceremony
10 December 2016	Papakura Christmas Market
9 December 2016	Papakura Carols in the Park
4 December 2016	Papakura Christmas Parade
27 November 2016	Attended Counties Manukau Sport Excellence Awards
24 November 2016	Papakura Citizenship Ceremony
18 November 2016	Attended Vector Pacific Music Awards
13 November 2016	Attended Armistice Day Service
3 November 2016	Inaugural Meeting - Election of Chair, Brent Catchpole - Deputy Chair, Felicity Auva’a

Authors	Trish Wayper - Local Board Democracy Advisor
Authorisers	Rex Hewitt - Relationship Manager

Authors	Madelon De Jongh - Senior Local Board Advisor
Authorisers	Rex Hewitt - Relationship Manager