I hereby give notice that an ordinary meeting of the Whau Local Board will
be held on:
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Date:
Time:
Meeting Room:
Venue:
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Wednesday, 22
March 2017
6.00pm
Whau Local
Board Office
31 Totara Avenue
New Lynn
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Whau Local Board
OPEN AGENDA
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MEMBERSHIP
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Chairperson
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Tracy Mulholland
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Deputy Chairperson
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Susan Zhu
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Members
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Derek Battersby, QSM, JP
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Catherine Farmer
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Duncan Macdonald, JP
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Te'eva Matafai
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David Whitley
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(Quorum 4 members)
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Glenn Boyd
(Relationship Manager)
Local Board Services (West)
Riya Seth
Democracy Advisor
16 March 2017
Contact Telephone: (09) 826 5193
Email: riya.seth@aucklandcouncil.govt.nz
Website: www.aucklandcouncil.govt.nz
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Whau Local
Board
22 March 2017
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ITEM TABLE OF CONTENTS PAGE
1 Welcome 5
2 Apologies 5
3 Declaration of Interest 5
4 Confirmation
of Minutes 6
5 Leave
of Absence 6
6 Acknowledgements 6
7 Ward Councillor’s Update 6
8 Deputations 6
8.1 Indian Kite Festival 6
9 Public
Forum 6
10 Extraordinary Business 6
11 Notices of Motion 7
12 Auckland Transport Report,
Whau Local Board, March 2017 9
13 Whau Open Space Network
Plan 13
14 Disposals recommendation
report 61
15 Business Improvement
District (BID) Programme Annual Report to Whau Local Board 67
16 Whau Event Partnership
Fund 2016/2017 - Whau Pacific Festival 81
17 Project 17: Auckland
Council Maintenance Contracts 85
18 Panuku Development
Auckland Local Board Six-Monthly Update 1 July to 31 December 2016 169
19 Confirmation of Workshop
Records: 15 Feb 2017 to 8 Mar 2017 177
20 Consideration
of Extraordinary Items
PUBLIC EXCLUDED
21 Procedural
Motion to Exclude the Public 185
17 Project 17: Auckland
Council Maintenance Contracts
e. Supplier Specific
Information (CONFIDENTIAL) 185
h. Contract Information
(CONFIDENTIAL) 185
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.
Specifically
members are asked to identify any new interests they have not previously
disclosed, an interest that might be considered as a conflict of interest with
a matter on the agenda.
The following are declared interests of the Whau Local Board.
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Board Member
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Organisation /
Position
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Tracy Mulholland
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·
New Lynn Business Association – Business
Associate
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Susan Zhu
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·
Chinese Oral History Foundation – Committee
member
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The Chinese Garden Steering Committee of Auckland
– Board Member
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Derek Battersby
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·
Whau Coastal Walkway Environmental Trust –Trustee
·
New Lynn Tennis Club – Patron
·
West Lynn Gardens – Patron
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Tag Out Trust – Chairman
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Catherine Farmer
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·
Avondale-Waterview Historical Society – Member
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Blockhouse Bay Historical Society – Member
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Portage Licensing Trust – Trustee
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Blockhouse Bay Bowls – Patron
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Avondale RSA Associate - Member
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Duncan Macdonald
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·
Avondale Business Association – Chairman
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Avondale Community Society – Chairman
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Avondale RSA – Committee Member
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Historical Society - Member
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Avondale Jockey Club – Member
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Te’eva
Matafai
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·
Pacific Events and Entertainment Trust - Co-Founder
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Miss Samoa NZ - Director
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Miss World Samoa - Director
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Malu Measina Samoan Dance Group - Director/Founder
·
Pasifika Festival ATEED - Samoa Village
Coordinator
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Aspire Events - Director
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David Whitley
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·
Rosebank Business Association - Member
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Pathways to the future - Past trustee
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REINZ - Member
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Don Oliver Youth Sports Foundation - Past trustee
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Chamber of Trade - Mentor
·
Lopdell House - Trustee
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4 Confirmation
of Minutes
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That the Whau Local Board:
a)
confirm the ordinary minutes of its meeting,
held on Wednesday, 22 February 2017, as a true and
correct record.
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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 Ward Councillor’s Update
An opportunity
is provided for the Whau Ward Councillor to update the board on regional issues
he has been involved with since the last meeting.
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 Whau 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.
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8.1 Indian
Kite Festival
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Purpose
1. Manher Patel from the Vaishnav Parivar NZ
Inc will be in attendance to give an update on the
success of Indian Kite Festival 2017 to the Whau Local Board.
2. The Whau Local Board funded festival was held on 15th
January 2017 at Eastdale Reserve, Avondale and was led and managed by the Vaishnav
Parivar NZ Inc.
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Recommendation
That the Whau Local Board:
a) receive
the deputation from Manher Patel from the Vaishnav Parivar NZ Inc on the success of
Indian Kite Festival 2017 and thank him for the presentation.
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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.
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Whau Local
Board
22 March 2017
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Auckland
Transport Report, Whau Local Board, March 2017
File No.: CP2017/03787
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), provide a summary of consultation material sent
to the Board and, provide transport related information on matters of specific
application and interest to the Whau Local Board and its community.
Executive
summary
2. This
report informs the local board on the following matters:
· Consultations
· Local Board Capital
Projects
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Recommendation
That the Whau Local Board:
a) receive the Auckland Transport Report, Whau Local Board, March
2017.
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Comments
Reporting
Back
Consultation
3. The
Whau Local Board’s views are considered during consultation on proposed project
schemes. The following project proposals were consulted and feedback sought
from the Local Board in February 2017:
· Proposed
Bus Stops - Nikau St, New Lynn
· Bus stop upgrade on Hutchinson Avenue and Mead
Street.
Reporting
Back
Local Board Capital Projects
4. The Whau Local Board has approximately $550,000 per annum of
discretionary funding for transport related capital projects.
5. This
money can be used for projects identified by the Local Board, the principal
constraints being that the project:
· Will not compromise transport safety;
· Is transport-related;
· Does not compromise the efficiency of the road network.
6. For
funding projects outside of the road corridor, they must meet the following
criteria:
· Supports connectivity of cycle way and footpaths within the
transport network;
· Footpaths should close a gap in the current walking network to
residential, recreational, public transport or town or local economic areas;
· Footpaths widths should accommodate both walking and cycling when no
alternative route for cycling has been identified.
Local Board Transport
Capital Fund - Financial Update
7. The
Local Board’s current Local Board Transport Capital Fund (LBTCF) projects
are summarised in the table below:
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Whau Local Board Transport Capital Fund Financial
Summary
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Total Funds Available in current political term
(Unspent 2012-13 to 2015-16 balance from previous Local Board, plus 2016-17,
2017-18 and 2018-19)
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$ 3,711,367
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Spent to Date on Completed Projects in current
political term (including money spent on cancelled projects)
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$
-
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Committed to date on projects approved for design
and/or construction
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$ 2,199,369
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0%
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Percentage of these
committments spent to date.
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Total budget left that needs to be allocated to new
projects and spent by the end of the current political term.
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$ 1,511,998
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The total available
budget is not fully committed. More projects need to be approved.
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Total of Projects assessed to a Rough Order of Cost (ROC)
stage but not approved by the LB.
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$
-
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Funds available from the next political term
(2019-20)
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$ 594,411
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This is the full
2019-20 Whau LBTCF budget.
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Project
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Description
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Status
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Projected Cost
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Whau Bridge
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A footbridge that is 3.5m wide and separated from the rail bridge,
as part of the New Lynn to Waterview shared path.
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Whau bridge project is ready to be
constructed. However, other stages of the project are delaying construction.
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$2,000,000 (will be expended from last
terms budget)
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McWhirter Bridge
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A footbridge to link Busby and McWhirter
Streets in New Lynn.
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The connection between McWhirter Place and Busby Street, New Lynn,
was identified in the Whau Greenways Network Plan as a priority.
Local Board resolved to (WH/2016/122):
* identify option 3 as the preferred concept design option and
that a further report be presented for the newly elected board to consider
allocation of $1,191,000 for the detailed design, consenting and construction
phase.
* allocate up to $170,000 from the Whau local board capital
transport fund for further detailed design and resource consents.
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$1,191,000
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Attachments
There are no attachments for this report.
Signatories
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Author
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Felicity Merrington, Elected Member Relationship
Manager, Auckland Transport
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Authorisers
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Jonathan Anyon, Manager, Elected
Member Relationship Unit, Auckland Transport
Glenn Boyd - Relationship Manager Henderson-Massey,
Waitakere Ranges, Whau
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Whau Local
Board
22 March 2017
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Whau Open Space Network Plan
File No.: CP2017/03338
Purpose
1. To present the Whau Open Space Network Plan for adoption.
Executive
summary
2. Auckland Council’s Parks and Open Space Strategic Action Plan
is implemented at local board level through the development of open space
network plans.
3. The purpose of the plan is to set out actions to deliver a sustainable
quality open space network that can respond to, and accommodate, anticipated
population growth. The network
will provide the community with access to a range of recreational, social,
cultural and environmental experiences.
4. The Whau Open Space Network Plan (Attachment A) has been prepared in
consultation with the local board and key stakeholders.
Parks survey data and site visits have provided
quantitative and qualitative information.
5. The open space plan includes:
· current state of the network and the challenges it is facing
· four key moves that provide the framework to deliver a sustainable
quality open space network
· prioritised actions that will deliver the key outcomes.
6. The
key moves are:
· growth –
responding to residential intensification and our changing environment
· informal recreation
– providing a variety of play experiences for all the community
· connections –
developing walking, cycling and green networks that the community value
· healthy environment
– managing our parks so that the biodiversity of our open space and
streams contribute to a sustainable green Auckland.
7. Prioritised
actions include local board advocacy, Whau-wide projects and park specific
projects.
8. The
plan will need to be implemented within existing budgets, however, future
budget allocation could be considered through the Long-term Plan and Annual
Plan processes.
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Recommendations
That the Whau Local Board:
a) adopt the Whau Open Space Network Plan
(Attachment A).
b) delegate
approval of any final amendments to the document resulting from changes
agreed at the meeting to the Chairperson of the Whau Local Board.
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Comments
Background
9. Auckland
Council’s Parks and Open Spaces Strategic Action Plan 2013 sets
out a ten year direction for Auckland’s parks and open spaces and
explains how they contribute to the outcome in the Auckland Plan.
10. The
development of an open space network plans is a key tool to implement the Parks
and Open Spaces Strategic Action Plan at a local level.
Whau Open Space Network Plan
11. The Whau Open Space
Network Plan (Attachment A) was prepared in consultation with the local board,
key stakeholders and is informed by the Whau Local Board Neighbourhood Parks
Research.
12. The
plan analyses the current state of the Whau open space network and sets out
four key moves that provide the framework for actions that inform future
development and management over the next 10 years.
Current
state
13. The
main strengths of the existing open space network include:
· an extensive open space network along waterways and the coastline of
two harbours (Manukau Harbour and Waitematā Harbour)
· a rich cultural heritage
· a community that treasures the environment and is engaged in working
to protect and enhance open spaces and waterways.
14. The
main challenges related to existing open space include:
· gaps in provision when analysed against the Open Space Provision
Policy 2016 provision targets
· issues relating to the layout and function of parks
· improving the environmental quality of the waterways and coastline
· lack of connection within the Whau open space network and to
surrounding parks and open spaces in adjoining areas.
Key moves
15. The
plan identifies four key open space moves in response to the strengths and
challenges facing the existing open space network.
· growth – responding to residential intensification and our
changing environment
· informal recreation – providing a variety of play experiences
for all the community
· connections – developing walking, cycling and green networks
that the community value
· healthy environment – managing our parks so that the
biodiversity of our open space contributes to a sustainable green Auckland.
Prioritised actions
16. The
following principles have been considered when prioritising the actions:
· existing capital works programme and contractual commitments
· areas zoned for high growth (metropolitan centre, town centre, local
centre, mixed use, terrace housing and apartment buildings) where there is a
gap in provision
· area of deficiency and/or poor quality open space are prioritised
over areas of good provision and/or good quality open space
· cost:benefit of individual actions
· planning and funding cycles
· other influences such as land acquisition, large infrastructure
projects, integrated planning with neighbouring local boards and other
stakeholders (for example Healthy Waters and Environmental Services).
17. Prioritised
actions include local board advocacy (seven themes), Whau wide actions (five
projects) and park specific actions (41 parks with high priority actions, 32
parks with medium priority actions and 22 parks with low priority actions).
Project delivery
18. The
extent to which the Local Board will be able to implement the open space
network plan is dependent on existing budgets. Prioritised projects can be
implement as the Local Board identifies and allocates funding. There may also
be opportunities to advocate for additional funding through the Annual and
Long-term Plan processes.
Risk
19. The following
risks are highlighted for the local board’s attention.
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Risk
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Mitigation
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No future budget attached to
the 10-year prioritised programme of work
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· Review
the existing parks operation budget to ensure alignment to the open space
network plan.
· Parks
operations prepares budgets and the local board advocates to the next
Long-term Plan round.
· Develop
relationships with potential partners based on shared outcomes, collaborate and
co-develop a priority action plan, co-resource the plan.
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Community expectation that the
10-year prioritised programme of work will be fully funded
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· Manage
community expectations: work with key stakeholders to refine and reprioritise
the priorities.
· Keep
the community updated about open space achievements and barriers to success.
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Consideration
Local
board views and implications
20. The Whau Local Board has been engaged in the
preparation of the plan through a series of workshops:
· 3 February
2016 – introduction to the open space network plan
· 13 July 2016
– discussion relating to the key moves, actions and prioritisation
criteria
· 14 December
2016 – discussion relating to the prioritised actions.
21. Local Board
members visited a number of parks on 1 February 2017. No changes were requested
to the prioritised actions identified at the 14 December 2016 workshop.
22. The plan is
primarily a tool for the Local Board and parks operations staff to use to
determine work programmes and priorities, and allocate resources accordingly.
Māori
impact statement
23. Six mana
whenua groups were informed of the development of the Whau Open Space Network
Plan in November 2015. Te Rūnanga o Ngāti Whātua and Ngāti
Whātua o Ōrākei registered their interest in the project.
24. A meeting was
held in November 2015 with a representative from Te Rūnanga o Ngāti
Whātua to introduce the plan.
25. Te Kawerau
Iwi Tribal Authority provided information for the Whau Greenways Plan that
outlined the importance of the Whau region for Te Kawerau a Maki. The
description and map of important sites and features have been used to inform
the open space network plan.
26. An action in the network plan is for the local board to advocate for
the promotion of Māori identity in park development to help
celebrate Auckland’s unique cultural heritage.
27. The provision of quality parks and open space in general has
benefits for Māori, including:
· demonstrating
council’s commitment to the Active Protection (Tautuaku Ngangahau)
Principle of the Treaty of Waitangi
· helping facilitate
Māori participation in outdoor recreational activity
· helping make
Auckland a green, resilient and healthy environment consistent with the
Māori world view of their role as kaitiaki of the natural environment.
28. There will be opportunities for mana whenua involvement in the
development of the Whau open space network through the funding consultation
rounds and site specific developments
Implementation
29. Implementation
of the plan will occur over a 10-year timeframe and will be coordinated by the
council’s parks operations staff.
30. It is
anticipated that the delivery of specific projects identified in the plan will
draw on a wide range of potential partners who can contribute advice,
assistance, funding and support.
Attachments
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No.
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Title
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Page
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a⇩
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Whau Open Space Network Plan
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17
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Signatories
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Author
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Wendy Rutherford - Principal Policy Analyst
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Authorisers
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Paul Marriott-Lloyd - Team Leader
Kataraina Maki - GM - Community & Social Policy
Glenn Boyd - Relationship Manager Henderson-Massey,
Waitakere Ranges, Whau
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Whau Local
Board
22 March 2017
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Whau Local Board
22 March 2017
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Disposals recommendation report
File No.: CP2016/25015
Purpose
1. This
report seeks the Whau Local Board’s endorsement for Panuku Development
Auckland (Panuku) to recommend to the Finance and Performance Committee the
divestment of Areas C and D, 3 Memorial Drive, New Lynn.
Executive
summary
2. Panuku
is rationalising two parts of the larger, council-owned site 3 Memorial Drive,
New Lynn. Area C comprises 1,034m2 and Area D comprises 2,350m2.
Areas C and D, 3 Memorial Drive, New Lynn is subject to a joint development
agreement between Auckland Council and Infratil Infrastructure Property Limited
(IIP) which gives IIP first rights to develop the subject site once council
releases it from service. Panuku is undertaking the rationalisation
process for the subject sites to enable the joint development agreement with
IIP to proceed.
3. The
rationalisation process for Areas C and D, 3 Memorial Drive, New Lynn commenced
in December 2016. Consultation with council and its CCOs, iwi authorities
and the Whau Local Board has now taken place. No alternative service uses
have been identified for the subject site through the rationalisation
process. Due to this, Panuku recommends the divestment of the subject
sites.
4. Resolutions
approving the disposal of the sites are required from the Finance and
Performance Committee before the proposed divestments can be progressed.
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Recommendation
That the Whau Local Board:
a) endorse
Panuku Development Auckland’s recommendation that the Finance and
Performance Committee dispose of Areas C and D, 3
Memorial Drive, New Lynn.
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Comments
5. Panuku
and Auckland Council’s Stakeholder and Land Advisory team in Community
Facilities work jointly on a comprehensive review of council’s property
portfolio. One of the outcomes of the review process is to identify
properties in the council portfolio that are potentially surplus to
requirements and may be suitable to sell. The subject site was identified
as potentially saleable through the review process.
6. Once
a property has been identified as potentially surplus, Panuku engages with
council and its CCO’s through an expression of interest process, to
establish whether the property must be retained for a strategic purpose or is
required for a future funded project. Once a property has been internally
cleared of any service requirements, Panuku then consults with local boards,
mana whenua and ward councillors. All sale recommendations must be
approved by Panuku’s Board before it makes a final recommendation to the
Auckland Council governing body.
Property information
7. 3
Memorial Drive, New Lynn, comprises two parts, Area C, Section 1 SO 440190
(1,034m2) and Area D, Section 2 SO 440190 (2,350m2).
The site is currently formed as off street parking and is the balance remaining
of multiple parcels of land acquired by the New Lynn Borough Council between
1913 and 2003. Most of the historic parcels were acquired for the
provision of car parking places before transferring to the former Waitakere
City Council (WCC) in 2004. Land held for the purpose of a carpark is a
public work within the meaning of the Public Works Act 1981.
8. Areas
C and D, 3 Memorial Drive, New Lynn is subject to a 2010 joint development
agreement between the former WCC and IIP which gives IIP first rights to
develop the subject site once it has been released from service. In 2012,
a variation to the joint development agreement was signed to reflect Auckland
Council’s obligations as the successor to the former WCC.
9. The
subject site has a 2014 capital value assessment of $3,800,000 (land value
$2,125,000; improvements value $1,675,000). A valuation which more
accurately reflects value of the subject sites will form part of the
negotiations with the IIP, should the subject site be cleared for
disposal.
10. The
Unitary Plan zoning for Areas C and D, 3 Memorial Drive, New Lynn is business
– metropolitan centre.
Internal consultation
11. The
rationalisation process for the subject sites commenced in December 2016.
No alternative uses were identified for Areas C and D, 3 Memorial Drive, New
Lynn.
Consideration
Local
board views and implications
12. Panuku
attended three workshops with the Whau Local Board during February and March
2017. The Whau Local Board provided informal advice that it supports the
proposed disposal of Areas C and D, 3 Memorial Drive, New Lynn and notes that
the joint development agreement is expected to deliver overall design outcomes
that support the urban regeneration vision outlined in the New Lynn Urban Plan
2010-2030. The board also gave additional site specific feedback for
Areas C and D, 3 Memorial Drive, New Lynn regarding integrated open retail
space and community greens, public art, retail space design, recognition of
heritage designations for existing buildings, separation between residential
and public buildings and off street car parking design elements.
13. This
report provides the Whau Local Board with an opportunity to formalise its views
regarding the subject sites.
Māori
impact statement
14. 14
mana whenua iwi authorities were contacted regarding the potential sale of
Areas C and D, 3 Memorial Drive, New Lynn. The following feedback was
received.
a) Te Runanga o Ngati Whatua
No site specific feedback received for this
site, noting that as per earlier conversations with Te Runanga representatives,
it is understood that any cultural significance considerations will be raised
at hapū level and that all Ngāti Whatua hapū have been contacted
about properties in their rohe.
b) Ngāti
Whatua o Kaipara
No feedback received for
this site.
c) Ngāti
Whatua o Orakei
Ngāti Whatu o
Orakei advised they have no cultural or commercial interest in the subject
property.
d) Te
Kawerau ā Maki
No feedback received for
this site.
e) Ngāi
Tai ki Tāmaki
Ngāi Tai ki Tāmaki has drawn
attention to their recent settlement and signaled an increased interest in
council owned property that may come available for sale in their rohe.
f) Ngāti
Tamaoho
No feedback received for
this site.
g) Te
ākitai - Waiohua
No feedback received for
this site.
h) Ngāti
Te Ata - Waiohua
Ngāti Te Ata has
expressed general cultural interest across Tāmaki Makaurau, and potential
commercial interest in any council owned land that comes available for sale in
their rohe and notes specific association with the south western area of
Auckland, focusing around Manukau and the western coastline.
i) Te
Ahiwaru
No feedback received for
this site.
j) Ngāti
Pāoa
Ngāti Paoa has
reinforced their desire to be kept in the loop for property disposals.
k) Ngāti
Whanaunga
No feedback received for
this site.
l) Ngāti
Maru
No feedback received for
this site.
m) Ngāti Tamaterā
No feedback received for
this site.
n) Waikato-Tainui
Waikato-Tainui signaled
general interest in the acquisition of any property that is being identified
for disposal. In terms of the cultural significance of the subject site,
they recommend any future use/development of the site aligns with their Waikato-Tainui
Environmental Plan and that marae in the vicinity of those sites are consulted
with.
Implementation
15. The
subject site is unlikely to be subject to offer back obligations to the former
owners under section 40 of the Public Works Act 1981 as it comprises the
balance of multiple amalgamated lots and the character of the subject site has
significantly changed for the purpose of, and/or in connection with the public
work for which the land was acquired.
16. Areas
C and D, 3 Memorial Drive, New Lynn is not a council strategic asset to which
the Significance Policy applies.
Attachments
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No.
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Title
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Page
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a⇩
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Images of 3 Memorial drive, New Lynn, Areas C and D
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65
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Signatories
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Author
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Anthony Lewis - Senior Advisor
Portfolio Review, Panuku Development Auckland
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Authorisers
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Letitia McColl - Team Leader
Portfolio Review, Panuku Development Auckland
Glenn Boyd - Relationship Manager Henderson-Massey,
Waitakere Ranges, Whau
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|
Whau Local
Board
22 March 2017
|
|
|
Whau Local Board
22 March 2017
|
|
Business Improvement District (BID) Programme Annual
Report to Whau Local Board
File No.: CP2017/02409
Purpose
1. This
report provides information to Whau Local Board regarding accountability for
Business Improvement District programme targeted rate grant funding for
the four business associations operating BID programmes in the board’s
area.
2. The
report is a requirement of the Auckland Council BID Policy (2016), which came
into effect on 1 July 2016.
Executive
summary
3. The
2016 Auckland Council BID policy was developed to encourage improved governance
of BID committees and management, which will improve financial methods,
programme delivery and transparency to their members.
4. This
report indicates business associations’ compliance with the BID policy.
Information presented is based on documents submitted by BID programmes to
council’s BID team to date. The report recommends that the local
board should recommend to the governing body to strike the targeted rate
for BID programmes in their area in the coming financial year, based on their
compliance with the policy.
|
Recommendations
That the Whau Local Board:
a) recommend to the governing body to strike the targeted rate for
the Avondale BID programme for the 2017/18 financial year and include this
amount in the 2017-2018 Annual Plan.
b) recommend to the governing body to strike the targeted rate for
the Blockhouse Bay BID programme for the 2017/18 financial year and include
this amount in the 2017-2018 Annual Plan.
c) recommend to the governing body to strike the targeted rate for
the New Lynn BID programme for the 2017/18 financial year and include this
amount in the 2017-2018 Annual Plan.
d) recommend to the governing body to strike the targeted rate for
the Rosebank BID programme for the 2017/18 financial year and include this
amount in the 2017-2018 Annual Plan.
|
Comments
5. The
Council Business Improvement District (BID) Policy 2016 outlines the principles
behind the council BID programme and establishes the process for establishing,
expanding, and terminating BIDs, as well prescribing standards and guidelines
for operating BIDs. Accountability requirements are a key part of these
standards. Please see Attachment A for a description of key elements of
the BID programme.
Local board allocated
decision-making
6. Local
boards are allocated a number of governance and decision-making
responsibilities. One of these is annually recommending BID programme
targeted rates to the governing body to allow collection of targeted rate
revenue for business associations that operate BID
programmes.
7. A
number of local boards provide additional funding to local BIDs, but
accountability for that funding is additional to the requirements under the BID
policy. If a local board makes an additional grant to a BID, the
accountability requirements relating to that grant should be agreed as part of
that grant process, and are not included in this report.
Compliance with BID Policy
8. The
Auckland Council BID Policy (2016) is the means for council to ensure
accountability for targeted rate funding by requiring regular reporting.
Specifically, BIDs are required to provide council the following documents as
approved at their annual AGM:
· A
current strategic plan – This shows that the BID has carefully
considered medium to long term opportunities and has allocated resources to
accomplished priorities.
· Signed
audited accounts for the most recently completed fiscal year (required only
every two years for smaller BIDs) - Provide assurance that the BID is managing
its members’ targeted rates funds responsibly.
· A
report on the year just completed. – Evidence that their programmes
address priorities of the strategic plan and benefit ratepayers.
· A
business plan for the coming year – Forward planning, based on the
strategic plan, sets one-year goals.
· An
indicative budget for the following year - The Council Annual Plan
requires targeted rates be identified a year in advance to coincide with the
Annual Plan process which sets all rates.
· Programme
Agreement between each BID and council – This embodies basic parameters
of the council/ BID relationship. It is renewed every three years, or a
term mutually acceptable to council and the BID.
9. The
BIDs covered by this report are operated by:
· The Avondale Business
Association
· The Blockhouse Bay
Business Association
· The New Lynn Business Association
· The Rosebank Business
Association
10. All
of the above BIDs are in compliance with the BID policy for the year 2015-2016
for the purpose of striking the BID targeted rate in the Annual Plan for
2017-2018. The level of compliance by the four Whau
Local Board area businesses associations is indicated by Attachments B - E.
Consideration
Local
board views and implications
11. Recommending that the governing body strike the targeted rate for
BIDs in the Whau local board area means that those BID programmes will continue
to raise funds from targeted rates on ratepayers in their districts, and
provide services in accordance with their members’ priorities as stated
in their Strategic Plans.
Māori
impact statement
12. This decision
will have no adverse effects on, or particular benefits to, the Maori
population.
Implementation
13. If the local board accepts the recommendations of this report, it
will ask the governing body that the targeted rates for each BID be struck as
stated in the 2017-2018 Annual Plan at its meeting to approve the Annual Plan.
Attachments
|
No.
|
Title
|
Page
|
|
a⇩
|
BID Programme Key Points
|
71
|
|
b⇩
|
Avondale BID Compliance Scorecard
|
73
|
|
c⇩
|
Blockhouse Bay BID Compliance Scorecard
|
75
|
|
d⇩
|
New Lynn BID Compliance Scorecard
|
77
|
|
e⇩
|
Rosebank BID Compliance Scorecard
|
79
|
Signatories
|
Author
|
Steven Branca - BID Partnership Advisor
|
|
Authorisers
|
Alastair Cameron - Manager - CCO Governance &
External Partnerships
Glenn Boyd - Relationship Manager Henderson-Massey,
Waitakere Ranges, Whau
|
|
Whau Local
Board
22 March 2017
|
|
Attachment A
Annual Report to Local
Boards on BID Policy Compliance
Business Improvement
Districts: Key Elements
|
What is a BID?
|
|
· A specified commercial
area – town centre, industrial area, or a combination –
designated for a targeted rate with boundaries agreed by the local board and
business association.
|
|
· Commercial property
owners in that area vote in a formal ballot to raise a specified targeted
rate amount from their own properties within the district, after a thorough
consultation process.
|
|
· The targeted rates are
collected by council through regular rates invoicing of ratepayers.
Those rates are then transferred quarterly by council to the business
association which operates the BID programme.
|
|
· 100% of rates are
returned to the association.
|
|
· The business
association uses these funds to provide programmes and services according to
priorities established by its membership (ratepayers and businesses) that
directly benefit the members.
|
|
· These programmes are
guided by a multi-year Strategic Plan and annual Business Plan approved by
the membership at the Annual General Meeting.
|
|
· Services provided by
the BID may not replace normal council services.
|
|
· A BID is not an
extension of council.
|
|
Advantages of a BID
|
|
· Ratepayers decided for
themselves whether to raise a targeted rate from their own property.
|
|
· Funds raised from
targeted rates are returned directly to the business association in the area
they are raised from.
|
|
· The targeted
ratepayers have full control over how their money is used.
|
|
· Targeted rates
provided an assured source of funding for on-going programmes, which allows
hiring of professional staff to alleviate the burden of relying on
volunteers.
|
|
· By speaking with one
unified voice they can have more influence in advocating for the interests of
their community.
|
|
· They can raise
additional funding to augment their targeted rates revenue.
|
|
Council’s
expectations and roles
|
|
· The governing body
strikes the targeted rate for all BIDs as part of the Annual Plan
process.
|
|
· Council sets
accountability requirements through its BID policy, and the BID team monitors
compliance throughout the year.
|
|
· Council does not tell
the association how to use its BID money, nor does it interfere in the
governance or management of the BID.
|
|
· Council staff report
to local boards annually on compliance with the BID policy.
|
|
· In the case of serious
concerns such as indications of poor financial management, violations of the
policy, or ineffectiveness, council may directly intervene in the management
of the organisation as allowed by the BID policy.
|
|
Local Board roles:
|
|
· The local board
approves establishment and expansion of all BIDs.
|
|
· Local boards are
delegated the authority to recommend to the governing body to strike the
targeted rate for BIDs in its area as part of the Annual Plan process.
|
|
· Local boards maintain regular
contact with the BIDs to keep their local economic development and other
interests aligned.
|
|
· The board appoints a
local board representative to the executive committee of each BID/business
association to serve as a conduit of information to and from council.
|
###
|
Whau Local Board
22 March 2017
|
|
Business Improvement District (BID) Programme - Annual
Report to Whau Local Board 2016/17
Attachment A: Avondale Business
Association BID programme
Avondale Business Association has met the requirements
of the BID programme for the 2015/16 financial year for the purpose of striking
the targeted rate.
Reporting status
|
Requirement
FY 2015-2016
|
Status
|
Comments
|
|
A
strategic plan for next 3 – 5 years - reviewed every 3 years.
|
Compliant
|
2017-2020
Strategic Plan in effect.
|
|
Audited financial accounts and audit management letter.
|
Compliant
|
Provided.
|
|
Business
plan including:
· A minimum of three key performance indicators and
budget allocations for programme areas.
|
Compliant
|
Provided.
|
|
Annual review report:
· Achievement of previous year’s objectives against
business plan.
|
Compliant
|
Provided.
|
|
2017-2018 Indicative Budget
|
Compliant
|
Provided
|
|
Annual BID programme reporting between Whau Local Board and
the business association board.
|
Compliant
|
Meeting with Whau Local Board chair 13 December
2016.
|
|
Summary
|
Recommend Targeted Rate
|
Staff
are satisfied that Avondale BID is in substantial compliance with policy
reporting requirements for the purpose of the recommendation of this report.
|
|
Whau Local Board
22 March 2017
|
|
Business Improvement District (BID) Programme - Annual
Report to Whau Local Board 2016/17
Attachment B: Blockhouse Bay
Business Association BID programme
Blockhouse Bay Business Association has met the
requirements of the BID programme for the 2015/16 financial year for the
purpose of striking the targeted rate.
Reporting status
|
Requirement
FY 2015-2016
|
Status
|
Comments
|
|
A
strategic plan for next 3 – 5 years - reviewed every 3 years.
|
Compliant
|
Strategic
Plan is for the period starting June 2015. It is in the process of
being substantially revised for approval at the 2017 AGM.
|
|
Audited financial accounts and audit management letter.
|
Compliant
|
Provided.
Previous member concerns have been addressed.
|
|
Business
plan including:
· A minimum of three key performance indicators and
budget allocations for programme areas.
|
Compliant
|
Provided
|
|
Annual review report:
· Achievement of previous year’s objectives against
business plan.
|
Compliant
|
Provided
|
|
2017-2018 Indicative Budget
|
Compliant
|
Provided
|
|
Annual BID programme reporting between Whau Local Board and
the BID.
|
Pending
|
All BIDs are advised that this meeting must be
scheduled before the end of this fiscal year.
|
|
BID Programme Agreement
|
Compliant
|
Fully
signed agreement provided.
|
|
Summary
|
Recommend Targeted Rate
|
Staff
are satisfied that Blockhouse Bay BID is in substantial compliance with
policy reporting requirements for the purpose of the recommendation of this
report, and pending local board meeting will be scheduled in a timely
manner.
|
|
Whau Local Board
22 March 2017
|
|
Business Improvement District (BID) Programme - Annual
Report to Whau Local Board 2016/17
Attachment C: New Lynn Business Association BID programme
New Lynn Business Association has met the
requirements of the BID programme for the 2015/16 financial year for the
purpose of striking the targeted rate.
Reporting status
|
Requirement
FY 2015-2016
|
Status
|
Comments
|
|
A strategic plan for next 3 –
5 years - reviewed every 3 years.
|
Compliant
|
2016-2019 Strategic Plan in place.
|
|
Audited financial
accounts and audit management letter.
|
Compliant
|
Provided.
|
|
Business plan including:
· A minimum of three key performance
indicators and budget allocations for programme areas.
|
Compliant
|
Business plan with multiple KPIs
presented to 2016 AGM.
|
|
Annual review report:
· Achievement of previous year’s
objectives against business plan.
|
Compliant
|
Annual reports presented at the 2016 AGM
|
|
2017-2018 Indicative
Budget
|
Compliant
|
Provided
|
|
Annual BID programme reporting and alignment
meeting with Whau Local Board and business association board.
|
Compliant
|
Meeting held 8 March 2016
|
|
BID Programme Agreement
|
Compliant
|
Fully signed copy provided.
|
|
Summary
|
Recommend Targeted Rate
|
Staff are satisfied that New Lynn BID is in substantial
compliance with policy reporting requirements for the purposes of striking
the targeted rate.
|
|
Whau Local Board
22 March 2017
|
|
Business Improvement District (BID) Programme - Annual
Report to Whau Local Board 2016/17
Attachment D: Rosebank Business Association BID
programme
Rosebank Business Association has met the
requirements of the BID programme for the 2015/16 financial year, for the
purpose of striking the targeted rate.
Reporting status
|
Requirement
FY 2015-2016
|
Status
|
Comments
|
|
A strategic plan for next 3 – 5 years -
reviewed every 3 years.
|
Compliant
|
2016-2019 Strategic Plan in effect.
|
|
Audited financial accounts and audit
management letter.
|
Compliant
|
Provided.
|
|
Business
plan including:
· A minimum of three key performance indicators and
budget allocations for programme areas.
|
Compliant
|
Provided.
|
|
Annual review report:
· Achievement of previous year’s objectives against
business plan.
|
Compliant
|
Provided.
|
|
2017-2018 Indicative Budget
|
Compliant
|
Provided.
|
|
Annual BID programme reporting and alignment meeting between
Whau Local Board and business association board.
|
Pending
|
Scheduled 23 March 2017
|
|
BID Programme Agreement
|
Compliant
|
Fully
signed agreement provided.
|
|
Summary
|
Recommend Targeted Rate
|
Staff
are satisfied that Rosebank BID is in substantial compliance with policy
reporting requirements for the purpose of the recommendation of this report.
|
|
Whau Local Board
22 March 2017
|
|
Whau Event Partnership Fund 2016/2017 - Whau Pacific
Festival
File No.: CP2017/02679
Purpose
1. To
approve funding for the Whau Pacific Festival 2017 from the Whau Local Board
2016/2017 Event Partnership Fund.
Executive
summary
2. The
Whau Local Board considered how to allocate the Whau Local Board Event
Partnership Fund at a workshop held on 9 August 2016.
3. The
local board deferred allocating $32,000 from the event partnership fund until
the 2016 Whau Pacific Festival had taken place and the festival organiser, The
Creative Souls, had delivered a post-event presentation to the local board in
February 2017.
4. The
Creative Souls Project presented a post-event report to the local board at a
business meeting on 22 February 2017. Following the report members
indicated their support for funding the 2017 festival.
5. This
report has been prepared to confirm the allocation of $32,000 funding to the
2017 Whau Pacific Festival from the 2016/2017 event partnership fund.
|
Recommendation
That the Whau Local Board:
a) approve
the allocation of $32,000 from the event partnership fund to The Creative
Souls Project to deliver the 2017 Whau Pacific Festival.
|
Comments
Allocating
the events partnership fund
6. The
Whau Local Board’s Local Board Plan 2014-2017 outcomes include
‘great local communities across the Whau’ and ‘Whau’s
heritage, local arts and cultures are cherished’.
7. To
give effect to these aspirations and to support local events or programmes, the
local board has committed $111,000 to an event partnership fund from their
locally driven initiatives (LDI) budget for the 2016/2017 year.
8. Staff
met with the board at a workshop on 9 August 2016 to discuss the options for
allocating the event partnership fund. Local board members agreed to fund four
events totalling $79,000.
The 2016
Whau Pacific Festival outcomes
9. The
local board also chose to defer a decision on allocating $32,000 to the Whau
Pacific Festival 2017 until the 2016 festival had been delivered and the event organiser,
The Creative Souls Project, had presented a post-event report to the February
2017 local board business meeting.
10. Dehanne
and Mel Lakatina of The Creative Souls Project, organisers of the Whau Pacific
Festival, presented the 2016 post event report to the local board business
meeting on 22 February 2017 and answered questions raised by members. Local
board members indicated their support for funding of the 2017 Whau Pacific
Festival.
11. The
Creative Souls Project successfully delivered the Whau Pacific Festival in
2016. The festival was delivered on time and within budget with several parts
of the programme either sold out or running additional performances to address
demand. Attendance numbers exceeded initial expectations and generated a
number of requests from community groups and organisations to be part of the
2017 event.
The 2017
Whau Pacific Festival deliverables
12. The
Whau Pacific Festival is a multi-day festival that includes a range of projects
from professional and community-based groups and organisations. The projects
showcase the Pacific Island communities of the Whau through written and spoken
language, dance, music, food, theatre, art and faith-based living which are
important to these communities.
13. The
2017 festival will be an expansion of the 2016 programme and will consist of
the following:
· events with a primary
focus on the Pacific Island cultures in the Whau
· professionally delivered
events with a community spirit and feel
· events held in local
venues
· local entertainers
including youth which will upskill them, and provide local employment
· community-led programmes
that provide opportunities for local youth to participate and lead activities.
14. The
festival will be part of the annual Auckland Council surveying/evaluation
programme. Results from the 2016/2017 survey show that 85% of survey
participants were satisfied with the event.
15. Festival
events will be promoted as a smoke free and delivered as zero waste events.
Reporting
back to the local board
16. The festival
organisers will present to the local board a post activity report on:
i) what
they delivered and where
ii) the value the
activity added to the community
iii) how the activity
achieved building local capacity and opportunities
iv) how the activity supported
the local board plan outcomes
v) what the local
presence/participation was
vi) how the organisers
acknowledged the local board’s contribution.
Alternative
options for allocating the remaining event partnership fund
17. Should
the local board choose not to allocate funding to the Whau Pacific Festival
2017; there are alternative options for allocating the remaining $32,000 of the
event partnership fund budget. They are:
|
Option A
|
Allocate
funds to other events that support local board plan outcomes.
|
|
Option B
|
Allocate to
other local board priorities.
|
|
Option C
|
Offset the
balance and unallocated funds against overspends in other budget areas.
|
|
Option D
|
Leave the
balance unallocated and unspent for the year.
This would represent
a lost opportunity for further local board outcomes.
|
18. No
specific proposals are offered in this report for these alternatives.
Additional work would be required to identify these.
19. If
the local board chooses not to allocate funding to the Whau Pacific Festival,
the local board will not be meeting the expectations it set at the local board
business workshop where elected members indicated support for the festival.
20. Confirmation
is now sought from the local board to allocate and pay the $32,000 funding set
aside in the event partnership budget to The Creative Souls Project for the
Whau Pacific Festival 2017
Consideration
Local
board views and implications
21. Funding
of the Whau Pacific Festival supports local board plan outcomes as noted in
paragraph six.
22. The
local board has indicated its support for funding of the 2017 festival at the
workshop held on 9 August 2016, subject to consideration of the post event
report following the 2016 festival.
Māori
impact statement
23. The
Whau Pacific Festival is an event which focuses on Pacific Island
cultures. Support for the event does not contribute directly to Māori outcomes.
Implementation
24. Once
the local board has approved the allocation of $32,000 to the Whau Pacific
Festival, a funding agreement will be completed with The Creative Souls Project
for the festival. Regular meetings to monitor performance against agreed
outcomes in the funding agreement will be held and updates provided to the
local board through quarterly reporting or as required.
Attachments
There are no attachments for
this report.
Signatories
|
Author
|
Barbara Cade - Team Leader Events North/West
|
|
Authorisers
|
Graham Bodman - General Manager Arts, Community and
Events
Glenn Boyd - Relationship Manager Henderson-Massey,
Waitakere Ranges, Whau
|
|
Whau Local
Board
22 March 2017
|
|
Project 17: Auckland Council Maintenance Contracts
File No.: CP2017/02996
Purpose
1. The
purpose of this report is to seek feedback from local boards on maintenance
contracts for parks, buildings and open space, prior to Finance &
Performance Committee approval on 28 March 2017.
Executive
summary
2. Auckland
Council manages over 5,000 sites across the region including parks, buildings
and open space. Existing Auckland Council maintenance contracts for
these sites expire on 30 June 2017.
3. Project
17 was setup to procure and implement new maintenance contracts due to take
effect 1 July 2017. This includes Full Facilities, Arboriculture and
Ecological services across the Auckland Council region.
4. Over the last twelve months, Community Facilities has engaged with
elected members through both formal and informal processes, to shape up the
direction of this project and seek feedback on maintenance requirements and
service levels. Refer to Attachment One for the Political Engagement
Timeline.
5. Elected
member feedback, including local priorities, informed the Request for Proposal
document which was the basis of negotiation with suppliers. Refer to
Attachment Two for this local board’s resolutions dated September 2016.
6. This
report outlines the following documents which will form part of final
maintenance contracts and standard service levels:
· Attachment Three Standard
and Enhanced Assets
· Attachment Four Full
Facilities Contract Service Specifications
· Attachment Five Supplier
Specific Information (CONFIDENTIAL)
· Attachment Six Contractor
Performance Balanced Scorecard
· Attachment Seven Tupuna
Maunga Values Specifications
· Attachment Eight Contract
Information (CONFIDENTIAL)
7. Community
Facilities seek feedback from local boards on Attachments Three, Four and Five,
prior to Finance and Performance Committee approval on 28 March 2017.
|
Recommendations
That the Whau Local Board:
a) provide
feedback on:
· Standard and Enhanced Assets (Attachment Three)
· Full Facilities Contract Service Specifications
(Attachment Four)
· Supplier Specific Information (Attachment Five) (CONFIDENTIAL)
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 One for the Political Engagement Timeline.
10. An
open, competitive tender process seeking proposals for the supply of full
facilities, arboriculture and ecological maintenance services of council assets
was conducted as follows:
· On 10 August 2016, an Expression of Interest was
published to identify market interest in providing maintenance services for
buildings, parks and open spaces to Auckland Council. 36 Expressions of
Interest were received.
· Formal
feedback from local boards on the project approach and proposed service
specifications was received in September 2016.
· Feedback
was also sought from local boards on the list of assets in their area, used as
the basis of asset data in the Request for Proposal.
· Refer
to Attachment Two for this local board’s resolutions.
· Feedback
was used to inform the Request for Proposal document which was released on 28
October 2016 and submissions closed 9 January 2017.
· Submissions
were assessed and scored by an evaluation team against weighted criteria
including methodology, resources and capability, innovation and SMART
procurement, and price.
· Negotiations
are now underway with shortlisted suppliers, due for completion 10 March.
· Recommended
contracts for five areas across the region, including pricing and baseline
service levels, will be presented to the Finance & Performance Committee on
28 March 2017 for final approval.
11. Community
Facilities seek feedback from local boards on Attachments Three, Four and Five,
prior to Finance and Performance Committee approval on 28 March 2017.
Approach
12. Following
a review last year of management and maintenance processes of council’s
assets, this project has adopted an improved approach to maintenance services,
to:
· focus
on the whole-of-life cycle of assets;
· deliver
more services without compromising quality;
· encourage
and incentivise contractors to be accountable for the assets and develop
ownership at all levels of their service delivery;
· provide
a contractual framework that enables contractors to employ innovate ideas and
methods without compromising on quality delivery; and
· implement
five new contract areas (called Tahi, Rua, Toru, Whā, Rima) to allow for
better economies of scale. The local boards represented within each area
are:
|
Contract Area
|
|
Tahi
|
Rua
|
Toru
|
Whā
|
Rima
|
|
Devonport-Takapuna
Hibiscus & Bays
Kaipātiki
Upper Harbour
|
Albert-Eden
Great Barrier
Puketāpapa
Waiheke
Whau
|
Henderson-Massey
Rodney
Waitākere Ranges
|
Howick
Maungakiekie-Tāmaki
Orākei
Waitematā
|
Franklin
Māngere-Ōtāhuhu
Manurewa
Ōtara-Papatoetoe
Papakura
|
13. A
key change is that contracts will have a more outcome-based focus on service
levels, as opposed to predictive or frequency based maintenance schedules
(unless where necessary). This ensures service standards are consistently
maintained and managed by suppliers.
14. A
standard maintenance service level is applied to every asset to ensure it is
fit for purpose, in good condition and achieves community outcomes.
15. Where
an asset may have specific known demands such as high frequency use, high
reputational risk, requires attendance due to its nature (e.g. old, troublesome
asset) or is a heritage site, an enhanced level of service may be applied to
the asset.
16. An
enhanced service level should not be confused with poor performance from a
supplier to provide the agreed standard service level.
17. Refer
to Attachment Three outlining the updated asset list (including those requiring
an enhanced service level) for this local board area as at March 2017.
Please note that this asset list is continually reviewed to ensure up to date
data in alignment to council decisions and asset assessments.
18. Maintenance
contracts have been negotiated to cover three core functions across the five
areas:
· Full
Facilities
· Specialist
Arboriculture
· Specialist Ecological
19. Council may
immediately terminate (or suspend the supplier’s performance of) the
contract in whole or in part, by written notice to the supplier, if a
persistent performance breach occurs. Please refer
to the Contractor Management section in this report for further details.
20. Refer
to Attachment Eight (confidential) for further information about contract terms
and Attachment Five (confidential) for supplier specific information.
Standard
Service Levels
Full
Facilities Contract (FFC)
21. Service
specifications determine the criteria and outcomes associated with maintaining
an asset or facility, which then sets the foundation of a contract agreement.
22. Refer
to Attachment Four for the Service Specifications expected across the Auckland
region for Full Facilities maintenance work. In summary, these are
service level output statements by category:
|
Full Facilities Category
|
Output Statement
|
|
Open Space
|
Parks,
reserves and roadsides within Auckland are maintained and developed to
provide a sustainable, safe, clean and healthy environment while assets are
maintained and enhanced to meet the amenity and use needs of council,
Auckland residents and visitors.
|
|
Arboriculture
|
Trees (under
three metres in height) are maintained to an aesthetically pleasing state
which promotes healthy growth with the tree adding to the resident or
visitors experience with targeted maintenance activities to achieve healthy
and safe trees.
|
|
Locking
and Unlocking
|
Assets are
actively managed to minimise vandalism and anti-social behavior
|
|
Buildings
- Maintenance
|
All Auckland
Council owned and/or operated facilities require on-going Planned and
Response Maintenance (compliance and non-compliance) to ensure that all
facilities provided for public and Auckland Council staff use are functional,
fit-for-purpose, safe and where possible ensure that the building services
are optimised to reduce disruption to the facilities operation.
|
|
Buildings
–
Cleaning
|
All Auckland
Council owned and/or operated buildings that require planned and response
cleaning shall be cleaned to a standard that allows all buildings users to
utilise a sanitary, hygienic, safe, functional and fit for purpose space for
their operation. All litter and debris shall be removed from site and done so
in a sustainable manner.
|
23. Standard Operating Procedures have been developed to agree
minimal functional requirements such as height of grass mowing, mulching
thickness, goal post painting etc. These procedures have been developed
through expertise knowledge and are operational in nature.
24. Minor
Capital Works (low value, low risk) is included in these contracts to ensure
appropriate mitigation measures are incorporated when maintaining assets.
25. The
baseline service level for specialist sportsfield maintenance ensures sports
playing surfaces are managed to provide surfaces and assets that are ‘fit
for use’ for the type and level of sport being played and which maximise
usage and support organised sporting activities.
26. Specialist
sportsfield renovation work includes:
· Fertilisation,
application, fertilisers
· Winter
Treatment - cambridge rolling, slicing and spiking, solid tine vertidraining,
ground breaking , vibramoling
· Summer
- vertimowing, dethatching, organic matter removal, leaf collection,
scarifying/ dethatching, coring/hollow tine, core harvesting,
undersowing/oversowing, sand topdressing, soil topdressing, vibramoling, mole
plough, verti-draining, ground probe aeration, weed control, weed control
(couch), agrichemical controls on sportsfields, top planing
· Turfing
– turf replacement (minor)
· Artificial
- cleaning, rubber top-ups, grooming, repair, hygiene
· Supply
bulk supply materials - eg sand, soil, seed, agrichemicals, turf (winter and
summer species), fertilizer
· Renovation
works programme development
· Not
that the Full Facilities contract incorporates sports mowing, line marking,
goal posts/furniture, soil and/or tissue sample analysis, grass selection, pest
and disease detection, minor turf repairs, renovation works programme report,
cricket
27. Sportsfield
renovations seasonally renovate surfaces back into condition for subsequent
sporting code use, including renewal of surfaces that have reached their life
span, or reinstating an asset that has been damaged through excessive overuse.
28. Sportsfield
renovations are collaboratively implemented to complement maintenance
activities in the contract.
29. When
asset components are replaced (e.g. turf type), the same style and material
type is supplied, unless otherwise directed by Auckland Council.
Arboriculture
Specialist Contract
30. The scope of the arboriculture contract covers the management of council owned trees i.e.
it’s ‘urban forest and rural surrounds’
31. The
arboriculture contract includes, but is not limited to, the following services:
· General
administration and communication
· Inspections
and programmes
· Pruning
· Reactive
works
· Clean-up
· Tree
removal
· Planting
· Aftercare
maintenance
· Tree asset inventory
32. The
arboriculture contract will be managed as a prescriptive measure and value
contract, but may shift to output basis through the term of the contract. Work
will be managed on both a scheduled and reactive basis.
33. Auckland
Council will retain ownership of all chipped bio-mass (foliage, brushwood and
wood) resulting from Arboriculture Specialist contracts.
34. It
will be expected that the supplier takes a proactive approach in relation to
Council’s assets, including those not directly related to the
contract’s scope. This will involve reporting any faults or issues,
regardless of asset ownership in a timely manner e.g. reporting a vandalised
bus shelter (Auckland Transport) next to a street garden.
35. The
management of Kauri Dieback and weeds are incorporated into Standard Operating
Procedures included in the Arboriculture Specialist contract.
Ecological
Specialist Contract
36. The
ecological contract provides for the maintenance of Auckland Council’s
high value ecology sites, and significant bush and natural areas. The
prioritised targeted removal of animal and plant pests from council’s
open spaces is a core service within this contract. The overarching objective
is to restore and rehabilitate native biodiversity in a sustainable and long
term approach.
37. The
scope of the ecological contract includes:
· preparing
ecological restoration plans that take a long term perspective and provide the
optimum cost effective management to reinstate the ecological processes, so the
site environmental values are conserved and enhanced.
· assessing,
monitoring and controlling pests impacting the ecological processes and or
values at each site. This includes but is not limited to plant, animal and
invertebrate pests.
· restorative planting of sites
38. The
supplier is required to have all vehicles to carry a web based GPS tracking
system. This enables reports to be produced on journey length and stay.
39. The
ecological contract is supplemented by an Ecological and Environmental Pest
Control Standard Operating Procedure which provides guidance to methodologies
and site-specific requirements.
40. The
supplier is required to report any hazardous dumping to Auckland
Council’s Pollution Hot Line immediately
Other Maintenance
Priorities
SMART Procurement
41. The
following SMART procurement outcomes are requirements outlined in maintenance
contracts:
· Increase capability and capacity – suppliers
are required to create sustainable businesses that provide training and
development to ensure continued quality delivery of services over the term of
the contract.
· Youth
employment - contracts should facilitate connecting work-ready youth to
local employment by creating local jobs with training and development
opportunities.
· Diversity
and inclusion - contracts should promote inclusion, reduce discrimination
and remove barriers to opportunity and participation, particularly for
disadvantaged groups who face barriers to employment e.g. long term unemployed,
and people with disabilities.
· Valuing
Māori - suppliers are required to work collaboratively with council to
achieve better outcomes with Māori, by supporting skill development and
labour market participation, and engagement with Māori owned businesses.
· Pacific
Auckland - contracts should support further training, development and
labour market participation for Pacific youth and communities.
· Local
community and economy - contracts should support local business where
reasonable/practical, and should meet
the social needs of the delivery area.
42. Contracts have retained flexibility to
remove assets (by contract variation) to facilitate active participation by the
third sector/volunteers to deliver maintenance outcomes.
43. Suppliers (and subcontractors) are required
to establish, document, implement, maintain and continually improve an
environmental management system. This will capture practices such as an
environmental policy, environmental impacts of significance, legal
requirements, environmental objectives and targets. At a mimimum the
management system will monitor and measure energy conservation, water
conservation, waste management and recycling, chemical use, Scope 1 and Scope 2
Greenhouse gas (GHG) emissions.
44. Suppliers are
proposed to annually reduce the carbon footprint from year two onwards.
45. The environmental management system must be
certified by an accredited third party to the standard of ISO14001,
EcoWarranty, Enviro-Mark or an agreed-upon alternative programme. Where the
supplier has certified to the Enviro-Mark programme they will commit to
attaining the highest level of certification, Enviro-Mark Diamond.
46. Please
refer to Attachment Five for
further supplier specific information.
Weed Management
47. A
memorandum from Barry Potter, Director Infrastructure and Environmental
Services, was circulated to local board members on 15 November 2016 regarding
weed management. A second memorandum was circulated to all elected
members on 16 December 2016 providing an update on the implementation of
Auckland Council’s Weed Management Policy, particularly with regards to
this project.
48. New
maintenance contracts have been designed to reflect the objectives of Auckland
Council’s Weed Management Policy which includes implementing the
following changes:
49. What
will change?
o Minimise agrichemical use
§ The new contracts require a reduction in agrichemical usage and this
will be closely monitored - a 10% penalty of the monthly invoice to the
supplier will be applied if the ‘annual reduction in use of
agrichemicals’ KPI is not met.
§ Chemical usage will be reported monthly by suppliers and tracked on
a local park by local park basis. Please refer to the Contract Management
section in this report for further information on reporting, auditing and
KPI’s.
§ Contracts will standardise which type of glysophate will be used
across the region by all suppliers.
§ Manual and mechanical weed control methods are currently used in and
around children’s playgrounds across the region. Agrichemicals are
not used within these spaces. This will continue under new contracts.
§ Mechanical edging will be applied along paving and other hard
edges.
o Integrated weed management, ensure best practice and value for money
§ The volume of mulch in gardens and garden beds will be increased to
reduce other methods of weed control
§ Change from frequency based maintenance contracts to a focus on
environmental outcomes, to encourage suppliers to be more innovative in their
approach to weed management and edge control
§ Learnings from innovations will be socialized across all suppliers
to promote continuous improvement and best practice methodology
§ Suppliers will be encouraged and rewarded for innovation in weed
management at quarterly supplier forums
§ Development of a weed management manual which is currently being
reviewed by the Best Practice Reference Group.
§ Establishment of the Best Practice Reference Group made up of
external technical experts and community representatives as per the policy
action plan.
§ A No-Spray Register will be used by suppliers to ensure consistency
in practice and process.
o 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:
o 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
o Resolution d) reshapes the weed management political advisory group
Co-Governance
51. As
pre-agreed with co-governance partners, suppliers submitted a detailed report
and costings on how they would manage and provide specific services to the Tūpuna Maunga Authority and / or Parakai
Recreation Reserve in their preferred areas.
52. This
report is being socialised with leaders and representatives from co-governance
entities with the outcome being determined at the end of March 2017 with either
of the following options being the preferred solution:
· Maintain the status
quo
· Offer maintenance
services to the supplier in the specific area
· Offer maintenance
services to only one supplier who would be accountable for all outcomes.
53. Whenua
Rangatira (Bastion Point) – no change proposed to current maintenance
agreements where iwi are responsible for managing this site
Community Empowerment
54. Local
boards expressed strong support to enable community empowerment including
volunteers, through these contracts.
55. Contracts
have the flexibility to accommodate contract variations such as community
empowerment initiatives, however compliance with Health and Safety, legislative
obligations, agreed service levels and operating procedures are critical in these
cases.
56. Local
boards should work with their strategic brokers (within the Arts, Community and
Events team) to identify requirements and opportunities, who will then liaise
with Community Facilities to agree and implement suitable solutions.
Contract
Management
Contractor
performance
57. Key
Performance Indicators (KPI’s) measure how well the Supplier is doing to
meet specifications and outcomes. KPI’s cover five categories:
o quality
o innovation
o management
o Smart procurement and environmental management
o stakeholder, customer and community impact
58. Health
and Safety (H&S) is a contractual obligation.
59. KPI’s
are measured monthly, bi-monthly, quarterly or annually.
60. Suppliers
are required to meet Full Facilities Key Performance Indicators (KPI’s)
and Minor Capital Work KPI’s to have their level of direct award for
Minor Capital Works increased, as an incentive for good performance.
61. For
each category component failed, suppliers must provide an improvement plan to
resolve the performance issue.
62. If
a supplier continues to fail on a category component beyond the performance
resolution improvement plan deadline, council will be entitled to withhold
payment of 10% of each month's invoices (excluding minor capex) until the
supplier starts meeting the category component target.
63. Suppliers
have the right to earn back withheld payments relating to category components
if they start meeting required target levels by a timeframe set by council.
64. Attachment
Six outlines the Contractor Performance Balanced Scorecard that will be
monitored and applied across the region.
Auditing
65. Auditing
of contractor performance was previously conducted by external parties.
However, this function is now being conducted internally by Community Facilities.
A team of auditors conduct spot checks onsite targeting 10% of all maintenance
work conducted by each supplier.
Response maintenance
66. Response
maintenance work will be categorised by urgency and a maximum response time
determined. Criteria is still under negotiation and agreement for some
suppliers.
67. The
supplier will undertake programmed maintenance, responsive maintenance and all
other minor contract works (including emergency works on an as needs basis
only) on Monday to Sunday, restricting noisy and any activities that may cause
a nuisance to between the hours of:
o 7:00am and 6:00pm (52 weeks of the year); and
o 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:
o Local Board Chairs Procurement Working Group;
o Local Board Chairs Forum presentations;
o memorandums;
o cluster workshops;
o individual local board workshops; and
o business meeting reports.
73. Refer to
Attachment One outlining the political engagement timeline.
74. Community
Facilities is now seeking feedback from local boards during the final stage of
this procurement process, prior to Finance and Performance Committee approval
of contracts.
Māori
impact statement
75. Auckland Council is committed to meeting its responsibilities under
Te Tiriti o Waitangi/the Treaty of Waitangi and its broader statutory
obligations to Māori.
76. Māori
responsiveness requires the collective effort of everyone. Under the new
contracts, suppliers will work collaboratively with council to achieve better
outcomes with Māori and for Auckland. This will include:
o Building positive relationships with Māori – effective
communication and engagement with Māori, developing resilient
relationships with mana whenua;
o Significantly lift Māori social and economic well-being; and
o Building Māori capability and capacity.
77. Through
these contracts, opportunities to support local community outcomes and economic
development include (but are not limited to):
o Providing employment opportunities, in particular for local people
and for youth;
o Increasing capability and capacity (apprenticeships, cadetships or
equivalent) in particular for youth;
o Building
on community and volunteer networks.
78. The
Request for Proposal outlined Tūpuna Maunga Value Specifications as
outlined in Attachment Seven, which suppliers are required to support as part
of new maintenance contracts.
Implementation
79. The transition into new contracts will commence once formal
approval is agreed by the Finance & Performance Committee.
80. Local boards
will have the opportunity to meet new suppliers in April and May 2017 to
discuss specific local priorities. Any local service level variations may need
to be reflected in contract variations and implementation timelines agreed with
the supplier.
81. New
maintenance contracts take effect on 1July 2017. Note that there will be
approximately six to twelve months to bed in changes, in
particularly systems and reporting.
Attachments
|
No.
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Title
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Page
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a⇩
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Political Engagement Timeline
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97
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b⇩
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Local Board Resolutions (September 2016)
|
99
|
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c⇩
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Standard and Enhanced Assets
|
103
|
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d⇩
|
FFC Service Specifications
|
109
|
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e⇩
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Supplier Specific Information - Confidential
|
|
|
f⇩
|
Contractor Performance Balanced Scorecard
|
161
|
|
g⇩
|
Tupuna Maunga Values Specifications
|
165
|
|
h⇩
|
Contract Information - Confidential
|
|
Signatories
|
Author
|
Kate Marsh - Principal Business Analyst
|
|
Authorisers
|
Rod Sheridan - General Manager Community Facilities
Karen Lyons - General Manager Local Board Services
Glenn Boyd - Relationship Manager Henderson-Massey,
Waitakere Ranges, Whau
|
|
Whau Local
Board
22 March 2017
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|
|
Whau Local Board
22 March 2017
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Whau Local Board
22 March 2017
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|
Whau Local
Board
22 March 2017
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|
Whau Local
Board
22 March 2017
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|
Whau Local
Board
22 March 2017
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Whau Local
Board
22 March 2017
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Whau Local
Board
22 March 2017
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Whau Local Board
22 March 2017
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Whau Local Board
22 March 2017
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Whau Local
Board
22 March 2017
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Whau Local
Board
22 March 2017
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Whau Local
Board
22 March 2017
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Whau Local Board
22 March 2017
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|
Panuku Development Auckland Local Board Six-Monthly
Update 1 July to 31 December 2016
File No.: CP2016/25239
Purpose
1. To give the
Whau Local Board an overview of Panuku
Development Auckland. The report also
notes any major issues, projects and activities within the Local Board area for
the six months 1 July to 31 December 2016.
Background
2. Panuku
Development Auckland was established in September 2015 as a result of the
merger of two CCOs – Waterfront Auckland and Auckland Council Property
Limited (ACPL).
3. Panuku helps to
rejuvenate parts of Auckland – from small projects that refresh a site or
building, to major transformations of town centres or neighbourhoods.
4. Comprised of
five Directorates, Panuku manages around $1.5 billion of council’s
property portfolio, which we continuously review to find smart ways to generate
income for the region, grow the portfolio or release land or property that can
be better used by others.
5. Panuku works
with government, iwi, not-for-profit and private organisations. We use our
skills, knowledge and connections to bring land and resources together to
create the best outcome for Aucklanders.
|
Recommendation
That the Whau Local Board:
a) receive
the Panuku Development Auckland Local Board Update 1 July to 31 December
2016.
|
Local
Activities
Portfolio
Management
6. Panuku
manages “non-service” property owned by the council and AT that are
not currently needed for service or infrastructure purposes. These are
properties that are not immediately required for delivery of a council service
or infrastructure development but are being held for use in a planned future
project such as road construction, the expansion of parks or development of
future town centres.
7. The
property portfolio comprises 1437 properties containing 1119 leases as at 31
December 2016. The current portfolio includes vacant land, industrial
buildings, warehouses, retail shops, cafes, offices, medical centres and a
large portfolio of residential rental homes.
8. The
return on the property portfolio for the period ending 31 December 2016 was
above budget with a net surplus to the Auckland Council (AC) and Auckland
Transport (AT) shareholders of $3.9m ahead of budget.
9. The
average monthly tenantable occupancy rate for the 6 month period is more than
98% which is above the SOI target of 95%.
Properties
Managed in the Whau Local Board Area
10. Panuku Development
Auckland currently manages 36 commercial and residential properties within the
Whau Local Board area.
|
Commercial
Properties
|
34
|
|
Residential
Properties
|
2
|
|
Total Properties Managed
|
36
|
Business
Interests
11. Panuku also optimises the commercial return from
business interests it manages on council’s behalf. This comprises two
forestry enterprises, two landfills and four quarries.
12. There are currently no managed business interests in
the Whau Local Board area.
Portfolio
Strategy
Optimisation
13. The 2015-2025 Long-Term
Plan reflects a desire of council to materially reduce or slow down
expenditure and unlock value from assets no longer required or which are
sub-optimal for service purposes. In response to this, prior
to the establishment of Panuku, ACPL developed a new method of dealing with
service property, called optimisation.
14. Asset optimisation deals
with “service property”. It is self-funding, it maximises
efficiencies from service assets, and maintains levels of service whilst releasing
property for sale or development. A key element of optimisation is that
the sale proceeds are locally reinvested to advance approved projects and
activities on a cost neutral basis. It does not include the Auckland
Transport portfolio. Panuku continues to advance this programme of work. This
includes the development of a cross-council project to coordinate and execute
asset sales and optimisation.
Portfolio Review
and Rationalisation
Overview
15. Panuku is required to
undertake ongoing rationalisation of the council’s non-service
assets. This includes identifying properties from within council’s
portfolio that may be suitable for potential sale and development if
appropriate. Panuku has a particular focus on achieving housing and urban
regeneration outcomes. Identifying potential sale properties contributes
to the Auckland Plan focus of accommodating the significant growth projected
for the region over the coming decades, by providing the council with an
efficient use of capital and prioritisation of funds to achieve its activities
and projects.
Performance
16. July 2016 to June 2017
Target
|
UNIT
|
TARGET
|
ACHIEVED
|
COMMENTS
|
|
Portfolio Review
|
$75m disposal recommendations
|
$23.5 million as at 31 December 2016
|
These recommendations include $13.25 million of sites that are
identified for development projects.
|
17. Panuku works
closely with the council and AT to identify potentially surplus properties to
help achieve disposal targets.
18. July 2017
to June 2018 Target
|
UNIT
|
TARGET
|
COMMENTS
|
|
Portfolio Review
|
To be determined as part of the statement of intent with
Council.
|
The target will include disposal
recommendations and sales for sites that are identified for housing
development and urban regeneration projects
|
Process
19. Once identified as a
potential sale candidate a property is taken through a multi-stage
Rationalisation Process. The agreed process includes engagement with: the
council, CCOs, local board and Mana Whenua. This is followed by Panuku Board
approval, engagement with local ward and the Independent Māori Statutory
Board and finally a governing body decision.
Under review
20. Properties currently under
review in the Whau Local Board area are listed below. The list includes any
properties that may have recently been approved for sale or development and
sale by the governing body.
|
PROPERTY
|
DETAILS
|
|
3 Memorial Drive,
New Lynn (Areas C&D)
|
Currently used for town centre car parking, the site is subject
to a legacy joint development agreement as part of the New Lynn town centre
regeneration.
The rationalisation process commenced for this site in August
2016.
A workshop is
scheduled in February 2017 to seek an informal view from the Local Board.
|
Acquisitions and
Disposals
21. Panuku manages the
acquisition and disposal of property on behalf of Auckland Council. We buy
property for development, roads, infrastructure projects and other service
needs. We manage the sale of properties that are surplus to Auckland Council
requirements. These properties may be sold with or without contractual
requirements for development.
Acquisitions
22. Nine properties
have had purchase agreements signed this financial year for open space purposes
around the region at a value of $21.3m, and three properties have been
purchased for storm water purposes at a value of $2.89m.
23. No properties
were purchased in the Whau Local Board area during the reporting period.
Disposals
24. For the six months to December 2016 the Panuku
disposals team has achieved $17.94m of unconditional net sales proceeds from
the sale of 10 properties against the 2016/17 disposals target of $20.0m for
the year. The disposals target is agreed with Auckland Council and is reviewed
on an annual basis.
25. The reserve
revocation process has been completed on 42 Bancroft Crescent, and a new title
has been issued for the area that has been cleared for disposal. This
property, zoned for Heavy Industry, will be marketed shortly.
Housing
for Older People
26. Council owns
and operates 1412 units located in 62 villages across Auckland to provide
rental housing to older people in Auckland. The Housing for Older People (HfOP)
Project is a Council initiative that involves procuring a third party provider
to partner with council in delivering the rental housing service.
27. Following the
approval by the Panuku Board on 8 December 2015, the Auckland Development
Committee noted that HfOP would be an Unlock project for Panuku and that Panuku
would prepare a High Level Project Plan (HLPP) that provided the foundation for
Panuku to develop and reposition the portfolio to better the needs of older
people in Auckland.
28. The HLPP was
approved by the Panuku Board in August 2016.
29. On 21 December
2015, Council announced that The Selwyn Foundation will be its preferred joint
venture partner to manage the HfOP portfolio. Panuku has been negotiating
a joint venture agreement with Selwyn. The Joint Venture Company (JVCo)
will deliver the service and improve the housing portfolio.
30. Community
Housing Provider (CHP) Application was submitted to MBIE by the JVCo on 20
December 2016.
31. Auckland
Council has delegated Panuku to lead the development programme. A HLPP is being
prepared by Panuku to cover the multi-year redevelopment of the network of
village sites.
32. The following
HfOP villages are located within the Whau Local Board area:
|
Village
|
Address
|
Number of units
|
|
Karaka Village East
|
10 Karaka Street, New Lynn
|
8
|
|
Godley Court
|
73 Godley Road, Green Bay
|
29
|
|
Karaka Village West
|
19 Karaka Street, New Lynn
|
14
|
|
Harmony Village
|
44 West Coast Road, Glen
Eden
|
40
|
|
Hutchinson Village
|
6 Hutchinson Avenue, New
Lynn
|
16
|
|
Tane Village
|
4 Tane Street, New Lynn
|
6
|
Development
33. Panuku is contributing
commercial input into approximately 50 region wide council-driven renewal and
housing supply initiatives.
34. Panuku works with partners
and stakeholders over the life of projects. It also champions best practise
project delivery to achieve best value outcomes within defined cost, time and
quality parameters.
35. A high level update on
development activities in the Whau Local Board area as below.
36. 24-26 Racecourse
Parade, Avondale - This 3500m2 site is situated next to the Central Reserve
at Avondale. The property was sold in July 2015 to Ockham Developments,
settlement occurred in June 2016. Ockham has obtained resource consent for the
development and building consent for the foundations for the delivery of a
three block apartment complex delivering 72 one to three bedroom units. 10% are
classified as affordable housing. They currently await the issuing of building
consents for the “super structures”. Construction will be phased
with all buildings due to be completed in December 2017.
The adjoining property, 28 Racecourse Parade, has been
reclassified under the Reserves Act as a local purpose (car park) reserve.
The property is programmed to be developed into a car park to provide public
parking for the users of the Avondale Central Reserve. Resource consent
has been lodged with expected issuing of the consent in March 2017. Greenstone
Group has been engaged to provide project management services to deliver the
building consent and construction phase of the project.
37. 1815, 1817 & 1823
Great North Road, Avondale - This combined 3,000sqm (approx.) site has been
identified for potential residential housing. The group of properties was
cleared for sale and development by the Governing Body in April 2014 and was
subject to a Public Works Act (PWA) challenge. The PWA issue has been resolved
in Council’s favour. Currently the site is being assessed for development
potential. Land titles are to be merged.
38. 1 Trent Street,
Avondale - This residential site was designated as a Special Housing Area
(SHA) in October 2013. The outcome sought for the site was to provide good
quality mixed tenure housing. The site was sold unconditionally to the NZ
Housing Foundation. Civil works have been recently completed and housing
construction is underway with two houses being completed and sold and another
two expected to be completed in February. Building consent for the remainder of
the 33 dwellings is currently being processed with construction of the
remainder of the dwellings due to be completed by December 2017.
39. 96 St Georges Road,
Avondale - A disposal of this landlocked site to Housing New Zealand
Corporation has been agreed. A joint submission completed in December 2015 from
Panuku and HNZC to have the site designated as a SHA was approved in March
2016. The Sale and Purchase agreement is now unconditional with settlement by
31 March 2017. AT have proposed a cycle way and HNZC and AT are in negotiations
to accommodate this.
40. 10 Ambrico Place, New
Lynn – The property was cleared for disposal in early February 2016.
Subdivision resource consent was lodged in December 2016 to separate the
kindergarten from the residential lot. Panuku are due to lodge land use
resource consent for 10 dwellings in March 2017 and will take the development
site to the market in the second quarter 2017 to secure a development partner
to complete the ten home development.
41. Totara Avenue, New Lynn
Town Centre (sites C & D) - Infratil and Panuku are working together to
complete feasibility studies on both sites which will also include bulk and
location work on site C. Refinements have been made to the scheme for site C
for 40 units and 25 carparks with ground floor retail. Negotiations continue
with the development partner.
42. Totara Avenue, New Lynn
Town Centre (site B) – Of the 12 retail tenancies only two remain
available. We would expect to see the remaining space leased within the first
quarter of 2017.
43. 81A Godley Road, Green
Bay - Site sits between 83A Godley Road and Godley Court, an existing HfOP
Village. With the site Due Diligence completed we are able to advance the
concept for up to 70 Housing for Older People homes.
44. 83B Godley Road, Green
Bay – The property has been sold to the neighbour to facilitate a
residential subdivision. The purchaser will shortly lodge Resource Consent for
a 14 lot subdivision which will include a 15m setback and esplanade reserve.
The agreement includes a positive requirement to see the subdivision completed
and houses constructed by June 2022.
Highlights
45. The highlights
for the last six months were:
a) Sir John Wells ended his term as Chair in
November. Sir John has had a long association with the Council family,
including being Chair of ACPL prior to its amalgamation into Panuku. Richard
Aitken was appointed Chair to replace Sir John.
b) Roger MacDonald was appointed as the Chief Executive
of Panuku, and he started in the role in November. Roger originates from
the United Kingdom, and has delivered large scale urban redevelopment projects
across the world, in Africa, the Middle East and in the UK.
c) The Panuku Board agreed that Barrowcliffe Place,
Manukau is a “pilot project” to form a consortium comprising a CHP,
with a Mana Whenua partner(s) and other suitable development and funding
partner(s), to develop the site. The aim will be to deliver a mix of market and
affordable housing where sustainable and accessible design components will be
tested.
d) The first tenants have moved into the Mason Brothers
building in the Wynyard Quarter. The building is part of stage one of Precinct
Properties’ programme of developing the commercial sites in the Wynyard
Quarter. The development of 12 Madden Street, which ATEED have taken the
head lease for the establishment of Grid AKL, will be completed in July 2017.
e) Stage Two of the Hobsonville Airfields Development was
tendered, and a preferred tenderer has been selected after a number of
tenderers submitted strong bids. The due diligence process is
underway. The 9.9ha site will see 500 homes of mixed typology
constructed.
f) Lot 1, 187 Flat Bush Road was also tendered and a
development agreement has been signed. 30 homes will be constructed on the 1.9
hectare site, with construction commencing within a year of the sale.
g) The ASB Waterfront Theatre was opened on 22 September
2016. Panuku (on behalf of Council) provided the site, contributed to the
funding and provided design review and oversight for the project. The
theatre is a key component of the activation of the Wynyard Quarter.
h) The Water Edge Symposium was held in November, with
invited waterfront experts attending from the USA, Asia, Europe and the
Pacific. As well as discussing international case studies, the symposium
workshopped ideas about how to develop the Onehunga/Manukau harbour water edge,
and this thinking is feeding into the planning for the Onehunga Transform
project.
i) The Silo Park Summer Programme has seen thousands of
people visit the waterfront over the summer period, to enjoy the night markets,
catch movies at the Silo cinema, and enjoy the various forms of entertainment
on offer, cementing the waterfront as the place to be in Auckland over summer.
j) After an audit of Panuku against ACC’s Workplace
Safety Management Practices external accreditation, Panuku attained Tertiary
standard, reflecting its commitment to continual improvement in health and
safety.
Future
outlook
46. Over the next few months, Panuku
will:
k) Formalise the joint venture between the Council and
The Selwyn Foundation (JVCo) to manage the Housing for Older People portfolio
and tenants with legal agreements being negotiated and Community Housing
Provider registration being prepared. JVCo will take over the management of the
Housing for Older People portfolio in July 2017.
l) The lease of the Panuku office accommodations expires
in mid-2017. Options are being considered, and it is likely that it will be
more cost effective for Panuku to move to a modest-quality building in the CBD
rather than remaining in its current building.
m) Tawera Group is marketing residential apartments to
gather pre-sales for the redevelopment of the Civic Administration Building,
which is part of the Civic Quarter development. This follows on from the
signing of the Development Agreement between Panuku and the Tawera Group.
n) Panuku is working on a refresh of the Waterfront
Strategy, which will frame future development within the CBD waterfront
area. This work will be reported to the Council in March 2017, with draft
Framework Plans reported in May 2017.
o) Panuku has been reviewing how to improve the
transparency of its Board meetings and interactions with the media. Panuku will
hold as many of its monthly board meetings in the open as possible. A
public-excluded session will be held at each meeting to discuss confidential
matters. Agendas for each meeting will continue to be posted on the Panuku
website (panuku.co.nz) prior to the meeting. Board papers (with confidential
information redacted) will also be posted online. Members of the public will be
invited (via the Panuku website) to present to the Board on issues relevant to
Panuku.
All media enquiries will be responded to in a timely fashion and all
information is shared with the media unless it is of a confidential nature.
Major projects are outlined on our website and all key documents (such as our
Annual Report and the project plans for our development locations) are
available online.
Consideration
Local
board views and implications
47. This report
is for the Whau Local Board’s information.
48. Panuku requests that all feedback and/or
queries you have relating to a property in your Local board area be directed in
the first instance to localboard@developmentauckland.co.nz
Māori
impact statement
49. Tāmaki Makaurau has
the highest Māori population in the world with one in four Māori in
Aotearoa living here.
50. Māori make up 12% of
the region’s total population who mainly live in Manurewa,
Henderson-Massey, Papakura, Ōtara-Papatoetoe, Māngere-Ōtahuhu
and Franklin. Māori have a youthful demographic with 50% of Māori in
Tāmaki Makaurau under the age of 25 years. 5% of the Māori population
in the region are currently 65 years and over.
51. There are 19 Mana Whenua
in the region, with 14 having indicated an interest in Panuku lead activities
within the Whau Local Board area.
52. Māori make up 9
percent of the Whau Local Board population, and there are two marae located
within the local board area.
53. Panuku work
collaboratively with Mana Whenua on a range projects including potential
property disposals, development sites in the area and commercial opportunities.
Engagement can be on specific individual properties and projects at an
operational level with kaitiaki representatives, or with the Panuku Mana Whenua
Governance Forum who have a broader mandate.
54. Panuku will continue to
partner with Māori on opportunities which enhance Māori social and
economic wellbeing.
Implementation
55. There are no
implementation issues.
Attachments
There are no attachments for
this report.
Signatories
|
Author
|
Sven Mol - Stakeholder Relations Coordinator - Panuku
Development Auckland
|
|
Authorisers
|
Toni Giacon - Team Leader Stakeholder and Community Engagement
Glenn Boyd - Relationship Manager Henderson-Massey,
Waitakere Ranges, Whau
|
|
Whau Local
Board
22 March 2017
|
|
Confirmation of Workshop Records: 15 Feb 2017 to 8 Mar
2017
File No.:
CP2017/03922
Purpose
1. This
report presents records of workshops held by the Whau Local Board on:
o 15 February 2017
o 1 March 2017
o 8 March 2017
|
Recommendation
That the Whau Local Board:
a) confirm
the records of the workshops in Attachments A - C held on the following
dates:
o 15 February 2017
o 1 March 2017
o 8 March 2017
|
Attachments
|
No.
|
Title
|
Page
|
|
a⇩
|
Record of Workshop 15 February 2017
|
179
|
|
b⇩
|
Record of Workshop 1 March 2017
|
181
|
|
c⇩
|
Record of Workshop 8 March 2017
|
183
|
Signatories
|
Authors
|
Riya Seth - Democracy Advisor
Mark Allen - Senior Local Board
Advisor
|
|
Authoriser
|
Glenn Boyd - Relationship Manager
Henderson-Massey, Waitakere Ranges, Whau
|
|
Whau Local
Board
22 March 2017
|
|
WHAU Local
Board Workshop Record
Workshop record of the Whau Local Board
held in the Whau Local Board boardroom, 31 Totara Avenue, New Lynn, Auckland on
15 February 2017, commencing at 10.05am.
PRESENT
Chairperson: Tracy Mulholland
Members: Derek Battersby, QSM, JP
Catherine
Farmer (until 2.10pm, item 5)
Duncan
Macdonald, JP
Apologies: For
absence - David Whitley,
Susan Zhu, Te’eva Matafai
For
Early departure – Catherine Farmer
Also
present: AC
Officers: Antonina Georgetti, Riya Seth, Glenn Boyd, David Rose
Notes: Meeting
opened by Chair at 10.05am.
|
Workshop Item
|
Governance role
|
Summary of Discussions
|
|
West Auckland Pasifika
Forum
Presenters:
Natia Tucker
Pepe
Sapolu-Reweti
Michael Savelio, Chair-West Auckland Pasifika Forum
Time: 10.10am – 10.48am
|
Engagement
|
Members
received a presentation highlighting the Tula’i Pasifika Leadership
Programme, West Auckland Pacific Providers Network and the Pacific Community
Forum.
Whau
Pacific Festival was a success, the festival was four days of free events
that happened across Whau and included live music, preschool pacific song
sessions, traditional cooking classes, theatre, ukulele jam and Whanau
banquet etc.
All
local board members were invited to this year’s Youth Summit (next
Friday, 24 Feb).
|
|
Waitahurangi Footbridge
Presenters:
Kaitlyn White
Darren Edwards (AT), Felicity
Merrington (AT), Neil Prendiville (AT)
Time:
10.48am – 11.20am
|
Engagement
|
Members
received brief overview of the project and the findings of consultation with
local community regarding Waitahurangi Bridge (Mcwhirter Place to Busby
street bridge) and discuss the planned next steps in the project.
It
was noted that preliminary design will take around 9 months and detailed
design around 6 months.
The
estimated cost is around $1.2 million for this project.
|
|
Ceramic
Trust
Presenters:
Philippa Wilkinson, Finn McCahon-Jones
– Director Te Toi Uku, Dave wright – Trustee Portage Ceramics
Trust
Time:
11.30am – 11.50am
|
Local initiative / preparing
for specific decisions
|
This
was an opportunity for the members to receive an update on the operation of
local ceramic museum.
The
museum gets an average of 300 visitors a month.
There
is a planning meeting coming up (Portage Ceramic Trust) to discuss and
explore possibility and ways to expand the gallery and exhibit more to boost
the museum eg activate the kiln by installing art works etc.
|
|
LGNZ
Rep/alternate
Presenters:
Mark Allen
Glenn Boyd
Time:
12.00pm – 12.20pm
|
Local initiative / preparing
for specific decisions
|
Members
indicated support to have member Zhu and Chair Mulholland as the
board’s LGNZ reps.
|
|
Events work programme
update
Presenters:
Barbara Cade, Cicilia Dwe
Time:
1.00pm – 2.10pm
|
Keeping informed
|
An
update was provided to the board on the events work programme.
Members
raised concerns regarding Chinese Festival (eg. Low public attendance, slow
paperwork to council. Waste management issues etc) and with Whau Arts
Festival (eg. paintings done on private walls without getting approval from
the owners).
Members
discussed possibility of coordinating all Whau Christmas events to maximise
the impact and looking to incorporate them in the partnership events
programme through the annual budget development.
Future
of festival of cultures was discussed that this will need to be looked at
formal board meeting.
|
|
Community
Facilities update (Monthly)
Presenters:
Philippa Geere-Watson, Donna Cooper,
Marcel Morgan
Time:
2.10pm – 2.40pm
|
Keeping informed
|
A
general update was given to members against work programmes, key issues,
good news stories etc. The intent of this session is to promote a
‘no surprises’ approach to what’s being delivered.
|
|
Auckland
Paths update
Presenters:
Bryce Pomfrett, Nick Harris
Time:
12.35pm – 1.00pm
|
Engagement
|
Members
received an update on the Auckland paths programme.
Council
staff is looking to develop new app for to connect and activate paths; this
will be trialled for Whau and Mangere-Otahuhu local boards. The project will
come back to the board in the future workshop with more detail.
|
|
Whau Local Board
22 March 2017
|
|
WHAU Local
Board Workshop Record
Workshop record of the Whau Local Board
held in the Whau Local Board boardroom, 31 Totara Avenue, New Lynn, Auckland on 1
March 2017, commencing at 10.05am.
PRESENT
Chairperson: Tracy Mulholland
Members: Derek Battersby, QSM, JP
Catherine
Farmer
Duncan
Macdonald, JP
David
Whitley
Susan
Zhu
Te’eva
Matafai
Apologies: -
Also
present: AC
Officers: Mark Allen, Riya Seth, Antonina Georgetti
AT Officers: Felicity Merrington (for CPTED
item)
Notes: Meeting
opened by Chair at 10.05am.
|
Workshop Item
|
Governance role
|
Summary of Discussions
|
|
Work Plan for community
operated centres, houses and hubs
Presenters:
Fua Winterstein, Jessica Kelly
Time:
10.05am – 10.30am
|
Engagement
|
Members
received proposed work programme for ACE 17/18. A report will come to board
meeting in April.
Highlights
and current focus for community centres/houses and hubs were discussed with
members.
|
|
Blockhouse Bay Recreation
reserve stormwater pipe
Sites for Mayor Million
Trees project
Presenters:
Antonina Georgetti
Time:
10.35am – 10.45am
|
Engagement
|
Land-owner
approval for proposed stormwater pipe, 31-35 Terry Street, Blockhouse Bay was discussed and a memo will be send to Landuse Advisor approving the request.
Sites
for “Mayor Million Trees” project were also discussed. Members
expressed concerns regarding budget for maintenance of trees we already have
as well as for trees planted under this project. Possibility for planting of
fruit trees under this project was also raised.
|
|
Community
Safety – Crime Prevention Through Environmental Design (CPTED)
Presenters:
Michael Alofa, Mark Allen
Time:
10.50am – 12.00pm
|
Local initiative / preparing
for specific decisions
|
A
report “CPTED review of the Avondale and New Lynn Town Centre
BIDs” was presented to the board (this was funded by the last Whau
board at April 2016 meeting).
The
board agreed for this report to be circulated widely, eg Bids and other
stakeholders.
Formal
report to come back to April/May board meeting.
|
|
Community
Safety - Siren n sounds
Presenters:
Michael Alofa
Time:
12.00pm – 12.10pm
|
Local initiative / preparing
for specific decisions
|
A presentation highlighting the success
of Sirens and Sounds Safety Festival was presented to the board. Potential
for support in future years for this festival was discussed with members
along with possibility of including this programme under Events programme
and establishment of a community Sirens and Sounds Charitable Trust. This
will be finalised through the Annual Plan process.
|
|
Whau Local Board
22 March 2017
|
|
WHAU Local
Board Workshop Record
Record of the Whau Local Board workshop
held 8 March 2017 at Whau Local Board boardroom, 31 Totara Avenue, New Lynn,
Auckland 0600
PRESENT
Chairperson: Tracy Mulholland
Members: Catherine
Farmer
David
Whitley
Derek
Battersby, QSM, JP
Duncan
Macdonald, JP
Susan
Zhu, Deputy Chair
Te’eva
Matafai
Apologies: Riya
Seth, Democracy Advisor; Te eva Matafai left office after lunch
Also present: AC Officers: Antonina Georgetti;
Mark Allen
Notes: Meeting
opened by Chair at 10.15am; Lunch at 12.00 noon;
reconvened 12.35pm pm
|
Workshop Item
|
Governance role
|
Summary of Discussions
|
|
1. NLBA
Dale
Mays
Jordan
Kiro
Warren
Piper
|
Oversight and monitoring
|
Updated
WLB on New Lynn Business Association activities and performance
documentation – audited - presented to the board to honour MoU to work
collaboratively.
Board
accepted the information
Auckland
Council BID programme specialist, Steve Branca attended meeting:
· signalled
that new agreement with Council requires more compliance from local
BIDs.
· Advantage
in local Boards and Business Associations working collaboratively.
|
|
2. Arts
Broker Programme
Philippa Wilkinson
Melissa Laing
|
Oversight
and monitoring
|
Broker:
· updated
the board on programme of delivery.
· not
commissioning but encouraging local to do themselves what they want to do.
· Asked
for board members to help push the message that there is an art broker
service available – through their own social media or other forms of network.
Board:
thanks and acknowledgement of good work being carried out in Whau
communities.
|
|
3. AT
Cycleway Projects
Rekha Jatav (AT)
Hilary Fowler (AT)
Felicity Merrington (AT)
Andria Dsouza (AT)
|
Local
initiative / preparing for specific decisions
|
To
update on the new Lynn, Avondale and surrounding areas cycle linkages
improvements
· 2x
key sections in current programme: Seabrook Avenue and Clark/Rankin/Totara
· going
out for consultation three weeks in early April.
Board
strongly supports project
|
|
4. ATEED/
Economic Development/ Migrant Business support
Jonathan Sudworth
Chris Lock
|
Engagement
|
Purpose
- To introduce the local economic development overviews and highlight the
key economic highlights.
The Local Economic Development Team at ATEED have produced a local economic
development overview of each of the 21 Local Board areas. The purpose of the
overview is to assist local boards and staff they work with to understand a
little more about the nature of their area form an economic perspective and to
help shape thinking for the development of the next local board plan.
Each overview looks at:
· a range of indicators on a Local Board area’s economy
· the drivers, trends and linkages that influence the local economy
· major private and public initiatives that will impact on the
economy in a local board area, opportunities and issues to growing business
and jobs
|
|
5. Panuku
Development
Anthony Lewis
Tim Watts
Michael Bush
Adam Sadgrove
|
Engagement
|
Panuku
came to board seeking board members’ endorsement to dispose of a New
Lynn site in this financial year
· The
local board sought a further meeting with Panuku to address concerns and
develop feedback regarding desire for quality developments that achieve
community outcomes .
· Invited
back to workshop, 15 March [workshop schedule to be extended to accommodate]
|
The
workshop concluded at 3.00 pm
|
Whau Local
Board
22 March 2017
|
|
Exclusion of the Public: Local Government Official
Information and Meetings Act 1987
That the Whau Local Board:
a) exclude
the public from the following part(s) of the proceedings of this meeting.
The general
subject of each matter to be considered while the public is excluded, the
reason for passing this resolution in relation to each matter, and the specific
grounds under section 48(1) of the Local Government Official Information and
Meetings Act 1987 for the passing of this resolution follows.
17 Project 17:
Auckland Council Maintenance Contracts - Attachment e - Supplier Specific Information (CONFIDENTIAL)
|
Reason for passing this resolution in relation to each
matter
|
Particular interest(s) protected (where applicable)
|
Ground(s) under section 48(1) for the passing of this
resolution
|
|
The public conduct of the part of the meeting would be
likely to result in the disclosure of information for which good reason for
withholding exists under section 7.
|
s7(2)(i) - The withholding of the information is necessary
to enable the local authority to carry on, without prejudice or disadvantage,
negotiations (including commercial and industrial negotiations).
In particular, the report contains information regarding
an ongoing tender that is still under negotiation..
|
s48(1)(a)
The public conduct of the part of the meeting would be likely
to result in the disclosure of information for which good reason for
withholding exists under section 7.
|
17 Project 17:
Auckland Council Maintenance Contracts - Attachment h - Contract Information (CONFIDENTIAL)
|
Reason for passing this resolution in relation to each
matter
|
Particular interest(s) protected (where applicable)
|
Ground(s) under section 48(1) for the passing of this
resolution
|
|
The public conduct of the part of the meeting would be
likely to result in the disclosure of information for which good reason for
withholding exists under section 7.
|
s7(2)(i) - The withholding of the information is necessary
to enable the local authority to carry on, without prejudice or disadvantage,
negotiations (including commercial and industrial negotiations).
In particular, the report contains information regarding
an ongoing tender that is still under negotiation..
|
s48(1)(a)
The public conduct of the part of the meeting would be
likely to result in the disclosure of information for which good reason for
withholding exists under section 7.
|
