Agenda of Rodney Local Board

1 Welcome

2 Apologies

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

3 Declaration of Interest

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

4 Confirmation of Minutes

That the Rodney Local Board:

a) confirm the ordinary minutes of its meeting, held on Thursday, 16 February 2017, including the confidential section, as a true and correct record.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

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

8 Deputations

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

8.1 Vision Wellsford

Purpose

1. Representatives from Vision Wellsford will be in attendance to outline a proposal for a structure plan for Wellsford and Te Hana.

Recommendation/s

That the Rodney Local Board:

a) thank the representatives from Vision Wellsford for their presentation on a proposal for a structure plan for Wellsford and Te Hana.

Attachments

a Vision Wellsford presentation on structure plan for Wellsford and Te Hana..................................................................................................... 159

8.2 Environmental effects of glyphosate

Purpose

1. Julian Bartrom and Michael Parker have requested a deputation with the Rodney Local Board to discuss the effects of glyphosate in the environment.

Recommendation/s

That the Rodney Local Board:

a) thank Julian Bartrom and Michael Parker for their deputation on the environmental effects of glyphosate.

8.3 Riverhead Playgroup community lease

Purpose

1. Representatives from Riverhead Playgroup will be in attendance to speak to the local board about a community lease for the Riverhead Memorial Pavilion. A report is on the Rodney Local Board agenda regarding this matter.

Recommendation/s

That the Rodney Local Board:

a) thank the representatives from Riverhead Playgroup on their deputation regarding a community lease for the Riverhead Memorial Pavilion.

8.4 Kumeu Huapai Residents and Ratepayers Association

Purpose

1. Representatives from Kumeu-Huapai Residents and Ratepayers Association will be in attendance to address the local board on structure planning, planning administration (particularly cleanfills) and transport issues.

Recommendation/s

That the Rodney Local Board:

a) thank the representatives from Kumeu-Huapai Residents and Ratepayers Association for the presentation on issues in the area including structure planning, planning administration (particularly cleanfills) and transport issues.

8.5 Motutara Waimauku Scout Group

Purpose

1. Representatives from the Motutara Waimauku Scout Group will be in attendance to present supporting information regarding their application for a lease at Blomfield Reserve, Waimauku to site a relocatable scout hall, construct a formed driveway and ancillary carpark space.

Recommendation/s

That the Rodney Local Board:

a) thank the representatives from Motutara Waimauku Scout Group for their presentation regarding an application for a lease at Blomfield Reserve, Waimauku to site a relocatable scout hall and construct a formed driveway and ancillary car parking space.

9 Public Forum

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

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

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Notices of Motion

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

Rodney Local Board

16 March 2017

Disposals recommendation report

File No.: CP2017/00840

Purpose

1. To seek local board endorsement for Panuku Development Auckland (Panuku) to recommend to the Finance and Performance Committee the divestment of Section 1 SO 375381, adjacent to 493 State Highway 16, Kumeu and Allotments 136, 137, 138, 139, 140 and 141 Ahuroa Parish and 147 Kourawhero Parish, Woodcocks Road, Woodcocks.

Executive summary

2. The council-owned sites at Section 1 SO 375381, adjacent to 493 State Highway 16, Kumeu and Allotments 136, 137, 138, 139, 140 and 141 Ahuroa Parish and 147 Kourawhero Parish, Woodcocks Road, Woodcocks have been identified as potentially surplus to council requirements through a review process.

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

Recommendation/s

That the Rodney Local Board:

a) endorse Panuku Development Auckland’s recommendation to the Finance and Performance Committee to dispose of Section 1 SO 375381, adjacent to 493 State Highway 16, Kumeu

b) endorse Panuku Development Auckland’s recommendation to the Finance and Performance Committee to dispose of:

i) Allotment 136 Ahuroa Parish, Woodcocks Road;

ii) Allotment 137 Ahuroa Parish, Woodcocks Road;

iii) Allotment 138 Ahuroa Parish, Woodcocks Road;

iv) Allotment 139 Ahuroa Parish, Woodcocks Road;

v) Allotment 140 Ahuroa Parish, Woodcocks Road;

vi) Allotment 141 Ahuroa Parish, Woodcocks Road; and

vii) Allotment 147 Kourawhero Parish, Woodcocks Road.

Comments

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

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

6. The rationalisation process for Section 1 SO 375381, adjacent to 493 State Highway 16, Kumeu commenced in 2012. Consultation with council and its CCOs, Iwi authorities and the Rodney Local Board has now taken place. No alternative service uses have been identified for this property through the rationalisation process.

7. The rationalisation process for Allotments 136, 137, 138, 139, 140 and 141 Ahuroa Parish and 147 Kourawhero Parish, Woodcocks Road, Woodcocks commenced in June 2016. Consultation with council and its CCOs, iwi authorities and the local board has now taken place. No alternative service uses have been identified for this property through the rationalisation process.

8. Site specific property information is contained in the property attachments to this report.

Consideration

Local board views and implications

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

10. Property specific feedback received is included in the Local Board Engagement section of the property attachments to this report.

Māori impact statement

11. Consultation with mana whenua groups has now been completed. Property specific feedback received is included in the Mana Whenua Engagement section of the property attachments to this report.

Implementation

12. Resolutions approving the divestment of the subject sites are required from the Finance and Performance Committee before the proposed disposals can be progressed.

13. Following receipt of the local board resolutions, these sites will be presented to the Finance and Performance Committee with a recommendation to divest of them. If the disposal of these sites is approved, Panuku will seek to divest of these sites in a manner which provides an optimal outcome and return to council.

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

Attachments

No.	Title	Page
a ⇩	Section 1 SO 375381, adjacent to 493 State Highway 16, Kumeu property information	11
b ⇩	Allotments 136, 137, 138, 139, 140 and 141 Ahuroa Parish and 147 Kourawhero Parish, Woodcocks Road, Woodcocks property information	15

Signatories

Authors

Anthony Lewis - Senior Advisor Portfolio Review

Authorisers

Letitia McColl - Team Leader Portfolio Review, Panuku Development Auckland

Lesley Jenkins - Relationship Manager

Rodney Local Board

16 March 2017

Project 17 Auckland Council Maintenance Contracts

File No.: CP2017/03445

Purpose

1. 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

· Attachment F Contractor Performance Balanced Scorecard

· Attachment G Tupuna Maunga Values Specifications

· Attachment H Contract Information

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 Rodney Local Board:

a) provide feedback on:

· Standard and Enhanced Assets (Attachment C)

· Full Facilities Contract Service Specifications (Attachment D)

· 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.

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

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

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

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

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

· Refer to Attachment 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.

11. 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

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

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

· deliver more services without compromising quality;

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

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

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

Contract Area

Tahi

Rua

Toru

Whā

Rima

Devonport-Takapuna

Hibiscus & Bays

Kaipātiki

Upper Harbour

Albert-Eden

Great Barrier

Puketāpapa

Waiheke

Whau

Henderson-Massey

Rodney

Waitākere Ranges

Howick

Maungakiekie-Tāmaki

Orākei

Waitematā

Franklin

Māngere-Ōtāhuhu

Manurewa

Ōtara-Papatoetoe

Papakura

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

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

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

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

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

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

· Full Facilities

· Specialist Arboriculture

· Specialist Ecological

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

20. Refer to Attachment H for further information about contract terms and Attachment E for supplier specific information.

Standard Service Levels

Full Facilities Contract (FFC)

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

22. Refer to Attachment 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.

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

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

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

26. Specialist sportsfield renovation work includes:

· Fertilisation, application, fertilisers

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

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

· Turfing – turf replacement (minor)

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

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

· Renovation works programme development

· Note that the Full Facilities contract incorporates sports mowing, line marking, goal posts/furniture, soil and/or tissue sample analysis, grass selection, pest and disease detection, minor turf repairs, renovation works programme report, cricket

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

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

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

Arboriculture Specialist Contract

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

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

· General administration and communication

· Inspections and programmes

· Pruning

· Reactive works

· Clean-up

· Tree removal

· Planting

· Aftercare maintenance

· Tree asset inventory

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

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

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

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

Ecological Specialist Contract

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

37. The scope of the ecological contract includes:

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

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

· restorative planting of sites.

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

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

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

Other Maintenance Priorities

SMART Procurement

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

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

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

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

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

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

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

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

43. Suppliers (and subcontractors) are required to establish, document, implement, maintain and continually improve an environmental management system. This will capture practices such as an environmental policy, environmental impacts of significance, legal requirements, environmental objectives and targets. At a 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.

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

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

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

Weed Management

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

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

49. What will change?

· Minimise agrichemical use

§ The new contracts require a reduction in agrichemical usage and this will be closely monitored - a 10% penalty of the monthly invoice to the supplier will be applied if the ‘annual reduction in use of agrichemicals’ Key Performance Indicator (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 childrens’ playgrounds across the region. Agrichemicals are not used within these spaces. This will continue under new contracts.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

b) Endorse glysophate reduction targets within the current budget

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

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

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

· Resolution d) reshapes the weed management political advisory group

Co-Governance

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

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

· Maintain the status quo

· Offer maintenance services to the supplier in the specific area

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

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

Community Empowerment

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

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

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

Contract Management

Contractor performance

57. KPI’s measure how well the supplier is doing to meet specifications and outcomes. KPI’s cover five categories:

· quality

· innovation

· management

· Smart procurement and environmental management

· stakeholder, customer and community impact

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

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

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

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

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

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

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

Auditing

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

Response maintenance

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

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

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

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

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

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

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

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

Consideration

Local board views and implications

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

· Local Board Chairs Procurement Working Group;

· Local Board Chairs Forum presentations;

· memorandums;

· cluster workshops;

· individual local board workshops; and

· business meeting reports.

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

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

Māori impact statement

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

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

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

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

· Building Māori capability and capacity.

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

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

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

· Building on community and volunteer networks.

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

Implementation

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

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

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

Attachments

No.	Title	Page
a ⇩	Political Engagement Timeline	49
b ⇩	Local Board Resolution (September 2016)	51
c ⇩	Standard and Enhanced Assets	57
d ⇩	FFC Service Specifications	69
e ⇩	Supplier Specific Information (Under Separate Cover) - Confidential
f ⇩	Contractor Performance Balanced Scorecard	121
g ⇩	Tupuna Maunga Values Specifications	125
h ⇩	Contract Information (Under Separate Cover) - Confidential

Signatories

Authors

Kate Marsh – Principal Business Analyst

Authorisers

Rod Sheridan - General Manager Community Facilities

Karen Lyons – General Manager Local Board Services

Rodney Local Board

16 March 2017

Attachment B - Local Board Resolutions

September 2016

The following are resolutions and/or feedback provided by this local board to inform the Request for Proposal document.

Rodney

RD/2016/124	Community Facilities Maintenance Contracts 2017
FILE REF	CP2016/17898
AGENDA ITEM NO.	18

Community Facilities Maintenance Contracts 2017

Resolution number RD/2016/124

MOVED by Chairperson BM Steele, seconded by Member WW Flaunty:

That the Rodney Local Board:

Overall approach

a) acknowledge the need for the proposed approach for the 2017 Parks and Building Maintenance Contracts however given the geographical size of Rodney, being 46% of the Auckland area, suggest that it should be one contract service area .

b) request that the proposed outcomes reflect local character, not one generic outcome across the region.

c) request that the changes must enhance, not reduce, the amount of support available to the local board from staff and their reporting on issues related to Parks and Building Maintenance.

d) support the move to more outcomes focussed Parks and Building Maintenance Contracts, noting that some prescriptive requirements will remain to ensure that the transition to the new approach is successful over time.

e) request that as part of the 2017 Parks and Building Maintenance Contracts an independent auditing function be set-up to assess the success of the ‘outcomes’ so local boards do not need to rely solely on the community or the contractor themselves to monitor performance.

f) support an approach that achieves quicker response maintenance times

Geographical clusters and term of contracts

g) is not satisfied that the size and makeup of the Toru geographic cluster (which Rodney has been placed into) is fit for purpose for the following reasons:

i) there are notable differences between the expectations of communities in a rural local board area (such as Rodney) and in an urban local board area (such as Henderson-Massey) regarding maintenance levels and locally based delivery; the eventual service contracts will need to be carefully framed in order to give due regard to those differences

ii) even with a focus on locally based delivery, the sheer size of the Toru cluster will invariably require contractors to travel great distances and what is considered “locally based” will be quite broad given the geographic area being covered; while this may be an improvement on the current structure, bundling local boards the size of Rodney, Waitakere Ranges and Henderson-Massey together is still too much for a single service contract

iii) the Toru cluster makes up the majority of the city by land mass and expecting one “relationship manager” to have knowledge of this area and to be able to provide regular updates on all parks and community facilities issues to the three local boards in the cluster as and when required is unreasonable and risks being less responsive than the status quo, with dedicated experts.

h) request the assessment of options to redistribute the proposed clusters into smaller groups or with Rodney as a stand-alone geographic area.

i) request that the length of the 2017 Parks and Building Maintenance Contracts be a maximum of five years and that any rights of renewal are made at the end of each term and are based on pre-determined performance criteria and Key Performance Indicators which should be agreed by local boards.

j) request that any breaches of contract are immediately responsed to and that the relevant local board is advised at the quarterly update of the breach and any actions that are taken as a result.

Proposed service specifications

k) request that the proposed service specifications outcomes for the 2017 Parks and Building Maintenance Contracts are reviewed to remove all subjective statements (such as high-quality, visually pleasing and quick response) and replaced with definitive, objective statements.

l) request that the service specification for “Sports Park” remove the references to “typically at a higher maintenance standard than local neighbourhood parks” and replace these with actual and meaningful metrics with which to judge the outcomes for Sports Parks.

m) note that some boat ramps, jetties and wharves are the responsibility of Auckland Transport will not be part of the proposed maintenance contracts and requests that council work with Auckland Transport to align Auckland Transport’s outcomes with the service specifications for “Esplanades, Beaches and Coastal Areas” to avoid differing service levels for the same type of assets.

n) Request that the service specification for “Esplanades, Beaches and Coastal Areas” include:

i) a full definition “major urban beaches” or that a definitive list of the “major urban beaches” is provided for the local board’s review, noting that the list provided is indicative only

ii) a definitive list of the “number of beaches” which require sand replenishment/repositioning, noting that the list provided is indicative only

iii) an explanation on the proposed cleaning of all toilet/changing rooms in esplanades, beaches and coastal areas, noting that the service specification only provides an outcome for “toilet/changing room cleaning for major urban beaches and adjacent reserves.”

o) request confirmation of the council’s service standard in relation to the maintenance and up-keep of council owned cemeteries prior to ANZAC and other commemorative events and activities as this has been a recurring annual issue.

p) request more information on the service specification “Co-governed sites – Tupuna Maunga” and whether this extends to all co-governance arrangements, not just Tupuna Maunga.

q) request more information on the support available to co-governance entities and what the process will be for those entities to run their own procurement processes and set their own levels of service if they wish.

r) note that staff have confirmed that the existing 2015/2016 service levels will become the ‘standard’ levels of service in the 2017 Parks and Building Maintenance Contracts and any specific current or future enhancements beyond this standard will be identified in the contracts to ensure that service levels do not reduce.

Smart Procurement principles

Local delivery and Community Empowerment

s) consider that providing more opportunities for local suppliers for the 2017 Parks and Building Maintenance Contracts will allow for:

i) greater economic opportunities for these local providers

ii) greater pride and ownership in the work and consequently better standards

iii) economic development in local areas, including jobs closer to where people live

iv) sensible outcomes allowing local people to deliver a service quickly and efficiently rather than waiting for a contractor to travel vast distances for a small job.

t) suggest that the Smart Procurement Principle “local community” be strengthened further with an amendment stating that service delivery should be delivered locally wherever that is practicable.

u) request a definition of what would be considered local providers and suppliers under the Smart Procurement Principles.

v) support staff incorporating creative solutions and opportunities to build community empowerment into the 2017 Parks and Building Maintenance Contracts e.g. a local community group could undertake all the maintenance of a local park.

w) request that the 2017 Parks and Building Maintenance Contracts be designed to allow for enough flexibility to allow community empowerment opportunities to be increased on an annual basis as more local groups and small business build capacity to deliver locally (this will ensure that the tight timeframes for the new contracts will not lock these groups out for five or more years).

x) request that staff, when considering the tenders for the 2017 Parks and Building Maintenance Contracts, give greater weight to tenderers who have included a majority of local suppliers from across the Rodney Local Board area in their tenders, noting that suppliers based in Waitakere Ranges or Henderson-Massey may be “local” from the Toru cluster’s perspective but those suppliers would fail to address the needs of Rodney’s communities and their desire to use Rodney based suppliers.

y) request that staff, as per the Auckland Council’s procurement policy, ensure that local suppliers are provided advice and support so they have a full and fair opportunity to compete for the 2017 Parks and Building Maintenance Contracts, including ensuring that the process as to how the new approach is conveyed to local suppliers and community groups allows for a single integrated approach to procurement, service delivery and community empowerment.

z) request that as part of the new 2017 Parks and Building Maintenance Contracts successful tenders are required to ensure local sub-contractors (community groups and small businesses) are paid a fair and reasonable rate.

aa) requests that the 2017 Parks and Building Maintenance Contracts have a “local impact assessment” as part of the procurement process as per the Auckland Council’s procurement policy and requests that local boards have input at the strategic level on the development of the “local impact assessment”.

Sustainability

bb) request that staff ensure that the 2017 Parks and Building Maintenance Contracts provide a sustainable procurement approach as per the Council’s procurement policy which includes ”increased local spend and enhanced local capability where appropriate”.

cc) request that the sustainable procurement approach also requires the where practical the use of environmentally friendly products e.g. cleaning products.

Service level changes

dd) request that the 2017 Parks and Building Maintenance Contracts be designed to allow for enough flexibility for local boards to make minor changes to levels of service without the need for locally driven initiative funding.

ee) request that the 2017 Parks and Building Maintenance Contracts be designed to enable local boards to use locally driven initiative funding for increases to levels of service on an annual basis.

ff) request that staff ensure that increases to levels of service resulting from the planned growth for Auckland are built into the 2018-2028 Long-term Plan to ensure that local boards’ locally driven initiative funding is not required to cover a potential shortfall in asset-based services funding.

Performance Measures

gg) request that simple and measurable Key Performance Indicators and penalties for non-performance are included in the 2017 Parks and Building Maintenance Contracts.

hh) requests that the simple and measurable Key Performance Indicators developed for the 2017 Parks and Building Maintenance Contracts are used to inform the measures for the 2018-2028 Long-term Plan as this will enable local boards to have better governance oversight of contract delivery and performance.

ii) seek confirmation that the Auckland Council will adopt an internal audit approach rather than a contractor self-audit process.

jj) propose that there is a built in review period at six months with feedback and advice to the local boards on how those first six months have gone and any issues that have arisen at that time.

Reporting, advice and ongoing support

kk) seek confirmation that there is no intention to reduce the existing 2015/2016 service levels as part of the 2017 Parks and Building Maintenance Contracts and requests staff to provide options to address any proposed reductions to the affected local boards for consideration within existing asset-based services budgets.

ll) Request that staff provide local boards with timely, relevant and high-quality advice during the annual planning process which will enable local boards to make informed level of service decisions following consultation with the community as part of the annual planning process.

mm) request information on the performance of contractors against the 2017 Parks and Building Maintenance Contracts and information on customer queries and requests for service that relate to these contracts as part of the regular local board quarterly reports.

nn) request confirmation as to how the new contracts will be managed by Community Facilities and how the local boards will be supported by the council, including confirmation that resourcing will be sufficient to provide timely service and advice to local boards and how the model will enhance the local board’s current level of support, - i.e. which staff will work with locals boards at relevant portfolio, workshop and business meetings.

oo) request that Community Facilities work closely with the council-controlled organisations and the rest of the council family to ensure that service delivery is collaborative and integrated.

pp) request that maintenance (such as lawn mowing) for community-owned assets that provide valuable community services, e.g. community halls, be included in the 2017 Parks and Building Maintenance Contracts.

CARRIED

Chairperson	Beth Houlbrooke
Deputy Chairperson	Phelan Pirrie
Members	Brent Bailey
	Tessa Berger
	Cameron Brewer
	Louise Johnston
	Allison Roe, MBE
	Colin Smith
	Brenda Steele

Authors	Raewyn Morrison - Local Board Democracy Advisor
Authorisers	Lesley Jenkins - Relationship Manager

Authors	Beth Houlbrooke – Rodney Local Board Chairperson
Authorisers	Lesley Jenkins - Relationship Manager

Authors	Jonathan Hope - Local Board Advisor - Rodney
Authorisers	Lesley Jenkins - Relationship Manager