Agenda of Great Barrier Local Board

Great Barrier Local Board

18 April 2017

Great Barrier Local Board applications for Local Grants Round Two 2016/2017

File No.: CP2017/05700

Purpose

1. To approve funding or part funding or to decline applications submitted to Great Barrier local grants round two, for 2016/2017.

2. In addition, the local board has requested to rescind a capital grant made to Tryphena Community Hall Society Incorporated in round one of this financial year.

Executive summary

3. The Great Barrier Local Board has set a capital grants budget of $252,000 and a community grants budget of $115,000 for the 2016/2017 financial year.

4. A total of $126,881.00 remains in the capital budget and a total of $53,873.45 remains in the community grants budget to be allocated for local grant round two, 2016/2017.

5. Six capital applications were received in this round, requesting a total of $175,688. Fourteen community grant applications were received in this round, requesting a total of $102,934.

6. In addition, a capital grant in round one of this financial year was awarded to Tryphena Community Hall Society’s project to re-roof Tryphena Community Hall (GBI/2016/147). However, this project will not be proceeding and the local board is requested to rescind this resolution.

Recommendations

That the Great Barrier Local Board:

a) rescind the capital grant awarded in round one, 2016/2017 to Tryphena Community Hall Society for $50,000.

b) agree to fund, part-fund or decline each capital application received in local grant round two listed in table one.

Table one: Great Barrier capital grant round two applications

ID	Applicant	Project	Requested
LG1704-205	Te Kura O Okiwi	Towards the creation of a Puna Matauranga located at Te Kura O Okiwi.	$50,000
LG1704-213	Destination Great Barrier Island	Towards the purchase domain name and build website.	$9,000
LG1704-215	North Barrier Residents and Ratepayers Association Incorporated	Towards the Port FitzRoy Boat Club generator upgrade.	$12,400
LG1704-217	Barrier Social Club Incorporated	Towards building improvements including replacement of the doors and windows.	$35,806
LG1704-220	Great Barrier Island Sports and Social Club Incorporated	Towards the reroof of Club rooms.	$51,722
LG1704-224	North Barrier Playgroup	Towards the Okiwi Community Room Upgrade.	$16,760
Total			$175,688

c) agree to fund, part-fund or decline each community grants application received in local grant round two listed in table two.

Table two: Great Barrier local grant round two applications

ID and focus	Applicant	Project	Requested
LG1704-206 Arts and culture	Island Screens Incorporated	Towards weekly screening fees and the purchase of new DVDs for Island Screens 2017.	$5,347
LG1704-210 Arts and culture	Great Barrier Island Community Heritage and Arts Village Trust	Towards bringing a tutor to the island, tutor fees and materials for the ‘Design Your Own Board - Skateboard design workshops’.	$2,200
LG1704-201 Community	Blue Light Ventures	Towards 2017 Great Barrier Island (GBI)” Kids Hunter National Training Scheme” expenses.	$1,883
LG1704-212 Community	Great Barrier Island Sports and Social Club Incorporated	Towards two events; santa parade prize money to contestants and gifts for the participating children and Guy Fawkes night fireworks and freight. Also towards the cost of rates for the club building.	$5,700
LG1704-214 Community	Destination Great Barrier Island	Towards design and printing of “Dark Sky” collateral.	$9,123
LG1704-218 Community	North Barrier Residents and Ratepayers Association	Towards a fuel supply business scoping plan.	$15,220
LG1704-219 Community	Angela Wright	Towards the purchase and manufacture of the basic equipment required to run a workshop for Aotea Glass Association.	$6,078
LG1704-202 Events	The Marion Barleyman Memorial Cottage Rural Women New Zealand Awana Branch Incorporated	Towards audio visual equipment, airfares and on island expenses for four panellists, a moderator, the outreach programme and costs for media to attend ‘No Barriers - small Island, big ideas panel discussion Intelligence - man or machine?”	$6,000
LG1704-207 Events	Kaitoke School	Towards general event expenses for Great Barrier Island Barry Mouat Memorial Wharf to Wharf.	$5,000
LG1704-216 Events	Ngati Rehua Ngatiwai ki Aotea Trust board	Towards event costs for ‘Aotea Great Barrier Island Walking Festival 2017’.	$20,000
LG1704-204 Environment	Rohan MacMahon	Towards set up and operating costs for three years for rat eradication.	$7,337
LG1704-222 Environment	Murray Staples	Towards the purchase of rat toxin and associated freight and dispensing equipment costs for Okiwi Stream monitored rat traps.	$15,543
LG1704-208 Sports and recreation	Michelle Thompson	Towards balls, bibs a first aid box, bags, whistles and an echo cleaner.	$2,503
LG1704-223 Sports and recreation	Louise Bibby	Towards costs for providing swimming lessons to primary aged school children.	$1,000
Total			$102,934

Comments

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

8. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

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

· any additional accountability requirements.

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

10. The Great Barrier Local Board has operated two local grant rounds for this financial year. Capital applications have been received for consideration in each round.

11. The Great Barrier Local Board has set a capital grants budget of $252,000 and a community grants budget of $115,000 for the 2016/2017 financial year.

12. A total of $126,881.00 remains in the capital budget and a total of $53,873.45 remains in the community grants budget to be allocated for local grant round two 2016/2017.

13. Six capital applications were received in this round, requesting a total of $175,688. Fourteen community grant applications were received in this round, requesting a total of $102,934.

14. In addition, Tryphena Community Hall Society’s project to re-roof Tryphena Community Hall was awarded a capital grant in round one of this financial year (application: LG1704-104), “Towards the re-roof project for the Tryphena Community Hall
*Subject to a full assessment by the council asbestos expert and other funding being secured for the balance of the project total by March 2017. Please note $50,000 is the capital grants limit for funding per project. (GBI/2016/147).

15. This project will not be proceeding at this time and the local board is requested to rescind this resolution. If the grant is rescinded, the remaining capital grants budget for this financial year will increase to $176,881.00.

Consideration

Local board views and implications

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

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

18. A one-page summary of each application is attached (see Attachment B).

Māori impact statement

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

Implementation

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

21. Following the Great Barrier Local Board allocating funding for round two of the capital and local grants for 2016/2017, staff will notify the applicants of the local board decision on receipt of the official minutes being released.

Attachments

No.	Title	Page
a ⇩	Great Barrier local grants programme 2016/2017	9
b ⇩	Great Barrier capital grants and local grants round two application summaries	9

Signatories

Authors

Jaimee Wieland - Community Grants Coordinator

Jacqueline Fyers – Local Board Advisor

Authorisers

Marion Davies - Community Grants Operations Manager

Jennifer Rose - Operations Support Manager

John Nash - Relationship Manager Great Barrier & Waiheke

Great Barrier Local Board

18 April 2017

Cover page

Te Rohe ā-Poari o Aotea

Great Barrier Local Board area

Aotea Great Barrier Island is a remote and beautiful island with a diverse, resilient and independent community characterised by heart and grit. It is made up of Ngāti Rehua Ngatiwai ki Aotea people, Māori, pioneer families, hippy settlers, new residents, summer bach owners and descendants of all these groups. We have 939 permanent residents plus part-time residents with second homes.

We have no reticulated water, power or public transport, running our own power, water, septic and drainage systems. We value and protect our way of life. We face unique challenges and are proud of our can do attitude and innovative approach to living on our island paradise.

Our median age is 54 years; 70 per cent of us own our houses and 44 per cent of us live alone. We are bicultural with 90 per cent identifying as European and 18 per cent as Māori. The median full time household income is $31,100 per annum, considerably lower than the regional median of $76,500, and lowest across all Auckland’s local boards.

We have three primary schools with children of secondary school age moving to the city for boarding school or enrolling in Te Kura (correspondence school). Our top industries are accommodation, food and construction.

The island sits near the edge of the Hauraki Gulf with its east coast facing out to the Pacific and its west coast facing inwards. Ngāti Rehua Ngatiwai ki Aotea are tangata whenua of Aotea, Hauturu (Little Barrier Island), the Pokohinu Islands (Mokohinau Islands), and other outlying islands and rocky outcrops.

The landscape is mountainous with an abundance of flora and fauna and spectacular coastlines. The Department of Conservation (DoC) has established an Aotea Conservation Park covering nearly 60 per cent of the island and there are other sanctuaries including Glenfern, Windy Hill and Motu Kaikoura.

Contents

Great Barrier Local Board area	2
Contents	4
From the Chair	5
About local boards	6
About local board plans	6
Developing our plan	7
Carrying out our plan	8
Outcomes
Our people thrive and life is good	10
Our environment is protected and enhanced	12
Our infrastructure is future-proofed	14
Our economy is sustainable and prosperous	16
Financial information	18
Your Great Barrier Local Board members	23

Statement of proposal for the 2017 Aotea Great Barrier Local Board Plan

He kōrero mai i te Heamana

From the Chair

Welcome to our draft Aotea Great Barrier Local Board Plan.

In the past, we asked you what you would like to see in the plan before presenting a draft. This time, we created our draft using comments you have provided over the years, and we now want your feedback.

Our plan has four outcome areas focused on future-proofing, sustainability and resilience. We aspire for our island to be economically and environmentally self-sufficient as much as possible.

The outcomes, objectives and initiatives outlined in this plan are not ranked in any order of priority; we consider everything to be of equal importance. The four outcome areas are linked and interwoven. For example for our people to thrive, our environment, economy and infrastructure must be right. And for our environment to be protected and enhanced, our people must want to value it and it must have economic benefits and be managed sustainably.

We will continue supporting the aspirations of our community, Ngāti Rehua Ngatiwai ki Aotea and our community groups, maintain our infrastructure and care for our ecology.

This term we have some new initiatives, including Aotea Learning Hub, Dark Sky Sanctuary, an emergency water supply, visitor strategy, and encouraging a buy local campaign.

We will be pursuing ideas and actions from the recently completed Ecology Vision, the abattoir and affordable housing feasibility studies, along with the Sea Change-Tai Timu Tai Pari Marine Spatial plan.

We are looking forward to Ngāti Rehua Ngatiwai ki Aotea completing their Treaty Settlement and the opportunities this will bring. The Auckland Plan refresh is due in 2018 which gives us a chance to understand what has changed since it was adopted in 2012. Completion and full staffing of the new DoC office will strengthen our relationships and support development of cross agency projects.

We look forward to hearing your thoughts and working together to create a plan for our island.

Izzy Fordham

Chairperson, Great Barrier Local Board

He kōrero mō ngā poari ā-rohe

About local boards

Auckland Council has a unique model of local government in New Zealand, made up of the governing body (the mayor and 20 ward councillors) and 21 local boards. The governing body focuses on Auckland-wide issues while local boards are responsible for decision-making on local issues, activities and services and provide input into regional strategies, policies and plans.

These local issues, activities and services include:

· supporting local arts, culture, events and sport and recreation

· providing grants and partnering with local organisations to deliver community services

· maintaining and upgrading town centres and facilities including parks, libraries and halls

· caring for the environment and preserving heritage.

Local boards also have a role in representing the view of their communities on issues of local importance.

About local board plans

Local board plans are strategic documents that are adopted every three years. Their purpose is to set a direction for the local area that reflects community priorities and preferences. They guide local board activity, funding and investment decisions. They also influence local board input into regional strategies and plans, including the Auckland Plan^..

Auckland Plan
				Local board plans




Auckland Council's financial plans Includes the council's 10-year budget and annual budget (which includes local board agreements)

Each local board develops annual work programmes following confirmation of the budget available to them via the annual budget setting process.

Te whakawhanake i tā mātou mahere

Developing our plan

Our plan is comprised of aspirational outcomes, objectives we want to achieve and some key initiatives to carry out. To make this happen will take the efforts of many working together.

We have identified these by considering what we know about our community, what you have told us is important, and where we think we can make the biggest difference.

This draft has been based on our extensive collective knowledge of Aotea Great Barrier Island, your feedback and thoughts provided since the last plan was written three years ago, official consultations, local board public forum attendances, and direct conversations with us.

We also considered strategies and aspirations for our island contained in the following key plans and policies:

· Ngāti Rehua Ngatiwai ki Aotea: Hapu Management Plan and Strategic Plan 2013-2018

· Auckland Council: Auckland Plan, Waste Management and Minimisation Plan 2012, Regional Pest Management Strategy 2007-2012, Low Carbon Auckland 2014, Auckland Growing Greener 2016

· Sea Change-Tai Timu Tai Pari 2016

· Great Barrier Island community’s Ecology Vision 2016

· A Micro-Abattoir on Great Barrier Island feasibility study 2015

· Affordable Housing feasibility study 2015.

While drafting our plan, certain recurrent themes emerged. We have developed them into guiding principles that will apply across all our initiatives, as we believe they are the key to making a real difference for our community:

· Infrastructure that fits with our environment and is future-proofed e.g. alternative energy sources, zero waste solutions and low carbon systems.

· Island economic sustainability i.e. projects/businesses becoming self-funded over time and growth of local employment opportunities.

· Support for mana whenua aspirations.

Te whakatutuki i tā mātou mahere

Carrying out our plan

Resourcing

We want to do what we can to improve our local board area while being realistic that we cannot do everything with finite resources. This means making the most of what we already have, working with others and acknowledging when we do not have the necessary resources to carry something out.

We believe we can carry out all our proposed key initiatives within our existing resources, or there is provision for them in future years of the 2015-2025 10-year budget. By existing resources we mean:

· finances we receive through our revenue sources such as rates and user charges, and Auckland Transport local board budget

· our assets such as our community centres and parks

· council staff who are responsible for delivering our annual work programme

· our time and energy to represent your views on matters of local importance.

Some of our proposed key initiatives involve investigations or developing plans. It is important to note that this doesn’t mean funding for physical works is a foregone conclusion. Following investigations or plan development, we will consider our next steps which could include seeking funding we don’t currently have or deciding not to progress further.

In some instances, our role is limited to representing your views on matters of local importance because we do not have the decision-making authority and/or funding to carry it out. When this is the case, we will use our time and energy to influence the relevant decision-maker, ensuring they are aware of your views and our support for them.

Empowering communities

We seek to empower and enable our communities. This means listening to what you want to achieve, directing council resources towards community aspirations and supporting diverse communities to have an input into the things they care about and which matter uniquely to them.

We will prioritise activities that are led by the community, encourage and support people from all walks of life to actively participate in their community, and fully use the talents, insights and contributions of our diverse community. We will work with others to enable our communities to achieve their goals.

Working with Māori

Delivering on Auckland Council’s commitment to Māori at a local level is a priority for local boards. The council is committed to meeting its responsibilities under Te Tiriti o Waitangi/the Treaty of Waitangi and its broader statutory obligations to Māori.

We are committed to building a strong relationship with Ngāti Rehua Ngatiwai ki Aotea which will outline how we work together to improve the lives of all on the island.

We have allocated funding to support resourcing for Ngāti Rehua Ngatiwai ki Aotea to engage in mutual issues such as waste recovery and marine protection. We will take an inclusive approach to supporting the aspirations of tangata whenua because we believe that what is good for tangata whenua is generally good for our whole community.

We have considered the Ngāti Rehua Ngatiwai ki Aotea Trust Board’s Hapu Management Plan and Strategic Plan 2013-2018 in the development of this draft plan and seek to develop common outcomes for Aotea Great Barrier Island.

With its Treaty Settlement in the process of being confirmed, we look forward to working with Ngāti Rehua Ngatiwai ki Aotea to support its aspirations for a healthy, well and thriving community.

Whakaotinga: Ka piki te ora ka hua te pai ki tō tātou iwi

Outcome: Our people thrive and life is good

He aha te mea nui o te motu Aotea. He moana, he whenua, he tangata.

What is the essence of Aotea Great Barrier Island? It is the sea, it is the land, and it is the people.

This is how we see our future.

Our community groups are strong and independent. Our health services are locally-led and meet our unique needs. Our elderly can stay here comfortably and our youth can return after finishing their education. All our people live well and thrive. Our natural and cultural heritage is restored and protected. Our community groups achieve their aspirations and our public open spaces are beautiful, functional and designed by locals. There are cemeteries in the north, centre and south of the island. Our children get a good education and there are learning opportunities for all ages.

Opportunities:

· Our successful capital grant fund has assisted community groups to own, maintain and enhance their facilities without the need for council facilities to be developed.

· Our financial support to kick-start the Aotea Learning Hub, in collaboration with Te Aho o Te Kura Pounamu and the Interim Aotea Learning Hub Steering group, will give our secondary students the education they need for the future.

· We are currently completing a heritage survey and the findings will provide a great basis for developing a heritage plan.

· We are working on an Aotea Great Barrier Island Life-Long Learning strategy to help strengthen on-island education opportunities for our pre-schoolers, correspondence students and adults.

· The governing body has delegated authority to us to manage and plan for new cemeteries, allowing us to find a potential site at Claris. We will continue seeking a northern site.

Challenges:

· Our small population and remoteness has hampered the provision of the nationally available early childhood education entitlement.

· Keeping our new learning hub going and supported will require significant commitment from the community and agencies alike.

· We feel well supported by our health and family support trusts but it’s always a struggle to fund the services our community needs. We need to look at all options to make sure our people get the care they need.

Outcome: Our people thrive and life is good
Objective	Key initiatives
We support our community groups to do their good work.	Continue to provide grants to our health, welfare, arts and tourism trusts - provided they can demonstrate this funding is used effectively.
We support our community groups to do their good work.	Continue to provide local and capital grants for our community groups targeted at self-sufficiency, resilience and sustainability.
We celebrate and look after our island’s culture and heritage.	Agree collaborative projects with Ngāti Rehua Ngatiwai ki Aotea and deliver as funding allows.
	Develop a heritage plan with Ngāti Rehua Ngatiwai ki Aotea and support the delivery of key projects from that plan.
We recognise and celebrate the uniqueness of our local communities.	With our community, co-create a community spaces and reserves plan to inform design and development of community areas highlighting ecological features, local history and narrative artwork, and implement as funding allows.
	Investigate the establishment of cemeteries in Okiwi and Claris in consultation with the community.
We support life-long learning.	Develop a life-long learning strategy that coordinates learning opportunities for all ages and attracts investment.

Whakaotinga: Ka tiakina, ka whakapaitia ake tō tātou taiao

Outcome: Our environment is protected and enhanced

‘Aotea Great Barrier Island: A World of its own, Where People and Place are Woven in a Tapestry of Ecological Richness’

Aotea Great Barrier Island Ecology Vision statement 2016

This is how we see our future.

We lead the way in the Auckland region as a place where the environment is at its best. Pests are so few that our native wildlife and forests flourish. We remain off the grid with an increasing percentage of our energy coming from affordable, renewable and secure sources. Our island is a showcase of the very best in environmental practice with reduced reliance on fossil fuel. We dump only what cannot be reused recycled or composted and lead the region on the path to zero waste and low carbon. Our water and food supply is safe and secure. Our coastal waters are full of life and our streams run clean and free.

Opportunities:

· Aotea Conservation Park has increased the profile of our island’s ecology, and with Glenfern Sanctuary secured in public ownership and run by a local trust, we have a fantastic base to advance our ideas for environmental research and education.

· The successful trial of the Claris Tip Stop Shop shows we can reduce what goes to landfill while simultaneously providing things our community needs.

· AoteaOra Trust’s Off the Grid event is a showcase event for the island and a springboard for ideas that we are uniquely placed to lead on.

· Sea Change-Tai Timu Tai Pari was launched in 2016 and along with the new Marine Protected Areas Act, provides a framework we can use to advance marine protection initiatives.

Challenges:

· The ecology vision project provided some great recommendations but no clear consensus on how best to deal to the island’s pests. To make a real difference, we need to harness the government’s ‘Predator Free 2050’ proposal and our own considerable experience, skills and energy.

· The May 2015 sustainability stocktake survey highlighted issues such as our continued reliance on diesel generators and the age of our septic tanks. Tackling these will require a coordinated effort with Auckland Council, other agencies and private individuals.

· The 2014 storm exposed our households’ vulnerability to water supplies. Rainwater harvesting has since been included in the Retrofit Your Home programme and we are investigating an emergency water supply.

Outcome: Our environment is protected and enhanced
Objective	Key initiatives
We lead our region in ecological health.	Pursue initiatives from the Ecology Vision document including investigating: · the proposed keystone initiative – The Oases of Aotea · ways to leverage central government and other funding to address our island’s ecological and biosecurity challenges.
We lead our region in ecological health.	Fund an island-based biodiversity position, initially for three years, to advance agreed community programmes, in conjunction with DoC as appropriate.
We will continue to support the island to achieve off the grid self-sufficiency and invest in infrastructure that safeguards us.	Develop, and commence implementing, a sustainability and renewable energy strategy for the Island.
	Investigate the supply of clean drinking water.
	Investigate smart energy systems that allow island communities to have their own power systems and pave the way for electric vehicles.
	Work with the governing body on making Auckland Council owned facilities and vehicles run on alternative energy.
We continue to reduce, reuse and recycle on our pathway to zero waste.	Work with island-based groups to help develop a waste recovery centre and reduce what goes to landfill.
We will work towards marine protection around our coastline.	Deliver marine protection and enhancement in collaboration with mana whenua, the community and the Hauraki Gulf Forum, using Sea Change Tai Timu Tai Pari as a guide.
Our freshwater streams will all be healthy.	Continue with targeted freshwater quality monitoring to identify pollution sources and agree actions to resolve them.

Whakaotinga: Ka āraitia ā tātou tikanga whakahaere eke noa

Outcome: Our infrastructure is future-proofed

This is how we see our future.

Our roads are safe, usable all year round and well maintained. Walkers, cyclists, drivers and truckers share our roads with ease and enjoy breath taking views along the way. All our villages have a park and community building that we love and look after, connected by walkways and cycle trails. We have minimal signage and it fits with our environment. Our locals and visitors can get from place to place by some form of public transport. We have waterways that are fish friendly. Our wharves and airfields meet the needs of locals, visitors and businesses. We have modern efficient communications but our ridgelines are not dotted with cell phone towers. Our houses are warm, sustainable and affordable.

Opportunities:

· There is a limited range of housing options across the island for long-term accommodation, or enabling our increasingly elderly population to stay at home. We need to look at smarter housing options and will investigate recommendations from the Affordable Housing feasibility study

· A substantial investment in broadband infrastructure in recent years has seen significant areas of our island gaining 3G wireless cellphone and internet services. We are looking at ways to address the gaps that still exist in the network.

Challenges:

· Many of our roads are narrow, windy, unsealed, and unmarked, making them a difficult space to share safely. We will focus on improving certain parts of the existing road network combined with off-road connections, such as walkways and cycleways.

· We have bus shelters but no public transport. Our small population makes a bus service uneconomic so we need to look at different, non-standard models.

· The November 2015 Sandhills Road dust suppressant trial failed to deliver any clear results, but we are supporting a further investigation of products and systems on the market.

Outcome: Our infrastructure is future-proofed
Objective	Key initiative
We can get around our island in a safe and enjoyable way.	We seek a transport network which is safe, fits with our environment and meets our shared use values by: · Advocating to Auckland Transport · Improving and completing existing walkways and cycleways and investigate further opportunities to fill gaps in the network.
We can get around our island in a safe and enjoyable way.	Identify key coastal infrastructure needing protection from erosion and develop environmentally sensitive ways to address this.
Our island infrastructure meets our community and visitor needs.	Investigate the development of a 10-year infrastructure investment plan with central government, the governing body and our community that focuses on priorities our community has identified and takes into account environmental sensitivities.
	Undertake a strategic review on airport and wharf entry points.
We will work to improve freight and transport affordability and efficiency.	Advocate to central government and Auckland Transport for our main transport services to be brought within the subsidised public transport network.
Our communities will have cellphone and internet coverage.	Advocate to central government and work with telcos to extend coverage, achieving connectivity for 95 per cent of the island by 2024.
Smarter housing opportunities will be explored.	Investigate opportunities arising from the affordable housing feasibility study.

Whakaotinga: Ka hua tonu tō tātou ōhanga, ka tōnui tonu ia

Outcome: Our economy is sustainable and prosperous

This is how we see our future.

We have more people, more jobs and more opportunities. Our businesses can make a buck and new ones spring up to meet demand. Our employees earn a living wage. We have thriving social enterprises and can buy locally produced meat and locally caught fish on island. We encourage locals and visitors to buy locally both for sustainability and to support local producers. Our people are supported to upskill, our businesses can find the skills they need and jobs stay on island. We are great hosts to visitors and their experience makes them want to come back with their friends. We engage our many part-time residents to help make the island a great place to live and visit. Our night sky is internationally acclaimed and protected.

Opportunities:

· The development of a visitor strategy is needed to ensure visitor growth is beneficial and doesn’t negatively impact on our resident community, infrastructure and environment.

· We see Glenfern Sanctuary making a significant contribution to our island’s economy by showcasing our environmental, educational, tourism and sustainability future. We are also keen to explore education as an economic opportunity more generally.

· Dark Sky Sanctuary status has the potential to be a game changer for our island. We must encourage the right level of tourism and ensure any on-island development meets Dark Sky Sanctuary lighting restrictions.

· With broadband connectivity improving, there is an opportunity to use technology to increase information sharing, interpretation and education for locals and visitors.

Challenges:

· The hopes we had from the 2016 abattoir feasibility study have yet to be realised due to challenges such as high compliance costs and fattening cattle on-island. We will continue to look at the study’s recommendations as well as further investigating local fish sale restrictions. These support our desire to buy local, reduce packaging and reduce freight of fresh products to the island.

· There is a twofold employment challenge - limited job opportunities within a small market, and a struggle to find people with the right skills for the available jobs. We will be looking at ways to help upskill our people to fill some of these gaps.

Outcome: Our economy is sustainable and prosperous
Objective	Key initiative
We will continue to work for local jobs for local people.	Ensure contracts are locally procured, and contractors are supported, supervised, and upskilled.
We will continue to work for local jobs for local people.	Advocate to Auckland Transport to follow Auckland Council’s new procurement approach.
Our beautiful island is a desired destination.	Work with our community, Ngāti Rehua Ngatiwai ki Aotea, DoC and our island based service providers to develop a Visitor Strategy.
	Support Destination Great Barrier Island and our local businesses to improve visitor experience, explore new tourism opportunities and build local enterprise including eco-tourism and, alongside mana whenua, cultural tourism.
	Support achievement of Dark Sky Sanctuary status.
More goods and services are promoted and supplied locally.	Implement a buy local campaign.
	Investigate opportunities arising from the abattoir feasibility study including the option of a mobile meat-processing facility.
	Investigate opportunities for the local sale of island-caught fish.
Local employment and business opportunities will be increased.	Promote local business/tradespeople through an online skills and services directory that locals and tourists can both access.
	Complete an economic survey of home-based businesses to better inform economic planning.

He kōrero take pūtea

Financial information

This purpose of this section is to provide a financial overview of the Great Barrier Local Board.

Based on our existing budgets, we believe we can deliver the key initiatives in our draft plan without reducing our existing levels of service or increasing our local revenue sources (such as local targeted rates and fees and charges).

The governing body will be adopting council’s 2018 – 2028 10-year budget in June 2018. It is important to note that this could change the funding for local boards, including projects that are currently provided for in the 2015-2025 10-year budget.

Local activities and levels of service

Local board responsibilities, provided for directly in legislation or allocated to boards, are summarised into local activities. These are described in the table below, along with levels of service statements.

More information regarding of levels of services, including performance measures and performance targets, can be found in the Great Barrier Local Board Agreement 2016/2017. This is available on the Auckland Council website.

Local activities

Levels of service statements

Local parks, sport and recreation

This group of activities covers the management and provision of local parks and open space and recreation activities for both passive and active recreation. It includes swimming pools and leisure centres servicing communities in the local area.

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beaches.

Local community services

This group of activities contribute to improved community outcomes by providing places and spaces for community to learn and recreate, and by integrating arts and culture into the everyday lives of Aucklanders. Key activities include locally delivered Libraries & Information (Libraries) and Community Development, Arts and Culture services.

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communities.

Enable Aucklanders and communities to express themselves and improve their wellbeing through customer centric advice, funding, facilitation and permitting.

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communities.

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities.

Local planning and development

This group of activities covers local business area planning, local street environment and town centres and local environment and heritage protection. These activities include economic, environmental, heritage and spatial projects, and enable, plan for and deliver great local places.

There are no measures.

Local environmental management

This group of activities covers working in partnership with locally based communities and iwi to deliver enhanced environmental outcomes (with a focus in indigenous biodiversity, healthy waterways and sustainable living) that contribute to Māori, community wellbeing and economy.

Provide leadership & support to protect and conserve the region’s natural environment, historic heritage and Māori cultural heritage.

Local governance

· This group of activities covers support to local boards such as strategic advice, preparation of local board plans, development of local board agreements, community engagement including relationships with mana whenua and Māori communities, democracy and administration support, and professional development for elected members.

The measures for this group of activities are covered under the Regional Governance group of activities in the Long-term Plan 2015-2025 where the survey measures determine participation with Auckland Council decision-making in general. This includes local decision-making. There are no significant changes to the measures or targets for 2016/2017.

Financial overview

Income, expenditure and capital investment by local activities for the period 2015 to 2018

Annual Plan Financials	2015/16 ($000s)	2016/17 ($000s)	2017/18 ($000s)
Operating revenue
Local community services	2	2	2
Local parks, sport and recreation
Local planning and development
Local environment services
Total operating revenue	2	2	2
Operating expenditure
Local community services	418	770	776
Local governance	842	842	885
Local parks, sport and recreation	840	637	654
Local planning and development	97	25	63
Local environment services	207	267	179
Total operating expenditure	2,404	2,541	2,557
Net operating expenditure	2,402	2,538	2,555
Capital expenditure
Local community services	4	6
Local governance
Local parks, sport and recreation	627	280	963
Local planning and development
Local environment services
Total capital expenditure	631	286	963

Funding Impact Statement

Financial year ending 30 June	2016/17 ($000s)
Sources of operating funding
General rates, UAGCs, rates penalties	2,950
Targeted rates	-
Subsidies and grants for operating purposes	-
Fees and charges	-
Local authorities fuel tax, fines, infringement fees and other receipts	2
Total operating funding	2,952

Applications of operating funding
Payment to staff and suppliers	2,453
Finance costs	87
Internal charges and overheads applied	412
Other operating funding applications	-
Total applications of operating funding	2,952

Surplus (deficit) of operating funding	-

Sources of capital funding
Subsidies and grants for capital expenditure	-
Development and financial contributions	-
Increase (decrease) in debt	286
Gross proceeds from sale of assets	-
Lump sum contributions	-
Other dedicated capital funding	-
Total sources of capital funding	286

Application of capital funding
Capital expenditure
- to meet additional demand	191
- to improve the level of service	-
- to replace existing assets	95
Increase (decrease) in reserves	-
Increase (decrease) in investments	-
Total applications of capital funding	286

Surplus (deficit) of capital funding	0

Funding balance	0

Ngā Mema o tō Poari ā-Rohe o Aotea

Your Great Barrier Local Board members

	Members’ details
	Izzy Fordham - Chairperson Phone: 021 286 7555 izzy.fordham@aucklandcouncil.govt.nz
	Luke Coles - Deputy Chairperson Phone: 022 041 7891 luke.coles@aucklandcouncil.govt.nz
	Jeff Cleave Phone: 021 816 047 jeff.cleave@aucklandcouncil.govt.nz
	Sue Daly Phone: 021 286 8811 susan.daly@aucklandcouncil.govt.nz
	Shirley Johnson Phone: 021 729 684 shirley.johnson@aucklandcouncil.govt.nz

Great Barrier Local Board

18 April 2017

PAGE 1: COVER PAGE –

Help Shape Aotea Great Barrier Island’s future

PAGE 2: FROM THE CHAIR –

Our draft Aotea Great Barrier Local Board Plan looks at four outcomes based on future-proofing, sustainability and resilience.

· Our people thrive and life is good.

· Our environment is protected and enhanced.

· Our infrastructure is future-proofed.

· Our economy is sustainable and prosperous.

To achieve this we will continue to support the aspirations of our community and its groups, including Ngāti Rehua Ngatiwai ki Aotea. We want to hear your thoughts on our new initiatives, including the Aotea Learning Hub, emergency water supply, visitor strategy, and a buy local campaign.

Our draft plan has taken into consideration ideas and actions from past consultations, our recently completed Ecology Vision, and the abattoir and affordable housing feasibility studies, along with the Sea Change-Tai Timu Tai Pari Marine Spatial plan.

Your input will help us prioritise activities and budgets over the next three years. We encourage you to come along to the Have Your Say events so that we can discuss the options open to us. If you cannot attend, you can provide feedback online or fill in a form found at our office, the service centre and on request.

We look forward to working with you to help create the best plan for our island’s future.

Izzy Fordham

Chair, Great Barrier Local Board

38-219987

(ADD IMAGE IN SPACE)

(INSERT PULL-OUT BOX AT BOTTOM OF PAGE) – generic

This is an overview of our draft local board plan. We encourage you to read the full plan and tell us what you think by Friday 30 June, 2017. Copies of the full plan are available online at shapeauckland.co.nz, and at public libraries, council service centres and local board offices. Or tell us what you think in person – see page XX for details.

PAGE 3: OUTCOMES (INSERT IMAGE SOMEWHERE ON PAGE 3 OR 4)

Headline: What we propose to focus on

We propose to focus on four outcomes and initiatives. Our plan is based on our ideas as well as the feedback you have given to us.

Our people thrive and life is good

Our community is strong and independent and we will continue to support our locally-led health services, community groups and Ngāti Rehua Ngatiwai ki Aotea to achieve their aspirations. We will:

• support our community groups to do their good work by continuing to provide funding grants

• develop a heritage plan with Ngāti Rehua Ngatiwai ki Aotea

• co-create and deliver a community spaces and reserves plan to inform development of our community areas

• develop an Aotea Great Barrier Island Life-long Learning Strategy to coordinate learning opportunities for all ages

• investigate and establish cemeteries in Claris and Okiwi.

Our environment is protected and enhanced

We want to lead the Auckland region in showing that the environment is at its best. We will:

· protect and enhance our island’s unique ecology by pursuing key initiatives from the Ecology Vision and funding a biodiversity position

• support off-grid sustainability initiatives and investments including developing an island sustainability strategy and investigating smart energy systems for our buildings and vehicles

• investigate an emergency water supply

• continue to reduce and recycle and help island-based groups develop a waste recovery centre

• deliver marine protection around our coastline

• continue freshwater stream monitoring.

Our infrastructure is future-proofed

We want our island’s infrastructure to be safe, fit with the environment and meet the ongoing needs of the community. We will:

• seek to improve existing roads, walkways and cycleways and investigate further opportunities to fill gaps in the network

• investigate the development of a 10-year infrastructure plan with central government and the community

• advocate for transport services to be subsidised

• advocate to central government and work with telcos to extend broadband coverage to achieve 95 per cent connectivity

• investigate smarter housing opportunities.

PAGE 4: OUTCOMES CONTINUED

Our economy is sustainable and prosperous

We want to have more jobs, more opportunities to be upskilled and for locals to be able to buy more local produce. We will:

• continue to support local jobs for local people by ensuring contracts are locally procured and contractors are supported and upskilled

• co-develop a visitor strategy with Ngāti Rehua Ngatiwai ki Aotea, DoC and island based service providers to develop a more cohesive approach to tourism

• further investigate the local sale of island-caught fish and abattoir opportunities

• implement a buy local campaign

• support local employment and business opportunities.

Delivering our local board plan - generic

To deliver a successful plan, we need to focus our limited resources

on what matters most to our community and what we can influence. Find out more in our draft Local Board Plan, available online at shapeauckland.co.nz or at public libraries, council service centres or local board offices.

PAGE x: HAVE YOUR SAY ON GREAT BARRIER LOCAL BOARD’S DRAFT LOCAL BOARD PLAN – generic

Feedback must be received by 4pm on Friday 30 June 2017.

Your feedback will go directly to elected members of Great Barrier Local Board to help inform their decisions.

We encourage you to read a full copy of our draft plan before providing your feedback. Copies of the full plan and submission form are available:

· online at shapeauckland.co.nz

· at public libraries council service centres and local board offices

· or phone us on 09 301 0101 and we will send a copy to you.

Or you can fill out this form and return it to us:

· email - simply scan your completed form and email to localboardplans@aucklandcouncil.govt.nz

· on person - drop it off at your local library, service centre or local board office

· by post - place your completed form in an envelope and send to this freepost address:

Local Board Plans

Auckland Council

Freepost Authority 232621

Private Bag 92 300, Auckland 1142

Social media

Comments made through Facebook will be considered written feedback.

Social media

Comments made through the following channels will be considered written feedback:

· Write something on the Great Barrier Local Board Facebook page - facebook.com/greatbarrierLB - and include “Local Board Plan feedback” in your message

Sent a private message using Facebook messenger to GreatBarrierLocalBoard@aucklandcouncil.govt.nz and include “Local Board Plan feedback” in your message

In person

Come and talk to us at one of the events below. This is an opportunity for you to give your feedback in person to Great Barrier Local Board members.

· Have Your Say, Claris Conference Centre, Saturday 10 June, 10am-12pm

· Have Your Say, Auckland Town Hall, Tuesday 20 June, 5pm-7pm

Your name and feedback will be considered public documents. All other personal details will remain private.

First name:

Last name:

Email or postal address:

Local board/s you are providing feedback on:

If you want to give us feedback on more than one draft local board plan you can:

· Complete a separate form for each draft plan. Additional forms are available by calling 09 3010101 or online at shape.auckland.co.nz

· Complete one submission form and attach your comments, making it clear which draft local board plan they apply to.

The following information is optional.

Are you?

Female Male Gender diverse

What age group do you belong to?

<15 15-24 25-34

35-44 45-54 55-64

65-74 75+

Which of the following describes your ethnicity? (Please select as many as apply)

NZ European Māori

Samoan Tongan

Chinese Indian

Other (please specify)

Is your feedback on behalf of an organisation?

· No, these are my personal views

· Yes, I am the official spokesperson for my organisation

If yes, what is the name of your organisation?

Q1. On a scale of one to five, are we on the right track with our proposed local board plan?

[ ] 5 = I strongly agree that the local board is on the right track

[ ] 4 = I agree that the local board is on the right track

[ ] 3 = I neither agree or disagree that the local board is on the right track

[ ] 2 = I disagree that the local board is on the right track

[ ] 1 = I strongly disagree that the local board is on the right track

Q2. Tell us what you like most about our proposed local board plan?

Q3. Do you have any other comments about our proposed local board plan?

Q4. Last term we engaged widely with our community to develop an ecological vision for the island. Do you believe that this draft plan outlines the next steps for that vision?

Y/N/DK/Comment

Where would you like our future ecology focus to be?

Comment:

Q5. Our plan sets out our approach to being more sustainable, off the grid and locally self-sufficient. To what degree do you believe that this is the right approach for our island?

Completely agree ----- Totally disagree

If you do not believe we should focus on sustainability what would you like to see the plan focus on?

Comment

Need more room? You can attach extra pages, but please make sure they are A4 and include your name and contact details.

All personal information that you provide in this submission will be held and protected by Auckland Council in accordance with our privacy policy (available at aucklandcouncil.govt.nz/privacy and at our libraries and service centres) and with the Privacy Act 1993. Our privacy policy explains how we may use and share your personal information in relation to any interaction you have with the council, and how you can access and correct that information. We recommend you familiarise yourself with this policy.

___________________________________________________________________

□ Yes, I want to be added to your mailing list to be kept informed about news and events in the Great Barrier Local Board area

Great Barrier Local Board

18 April 2017

Reallocation of unspent locally driven initiatives budget

File No.: CP2017/05761

Purpose

1. To approve the reallocation of unspent opex from the board’s locally driven initiatives budget to projects without adequate budget which can be delivered in the 2016/17 financial year.

Executive summary

2. There are a number of projects on the 2016/17 work programme which will either not be delivered this financial year or where delivery will result in an underspend of the budget.

3. In some cases this budget can be carried forward as officers have confirmed the project is sufficiently advanced to enable this and the board has indicated an interest for the project continuing.

4. There are also a number of projects that the board has indicated an interest to progress this financial year which are either unfunded or underfunded. Officers propose to reallocate available budget to these projects and have confirmed these can be delivered before the end of the financial year.

Recommendations

That the Great Barrier Local Board:

a) approve the reallocation of the $4,800 of remaining opex in the Skills Development locally driven initiatives budget line to support Aotea Learning Hub costs for terms 2-4.

b) approve the reallocation of the $14,400 of remaining opex in the Community Response Fund locally driven initiatives budget line to support Aotea Learning Hub costs for terms 2-4.

c) approve the reallocation of remaining opex in the Visitor Maps locally driven initiatives budget line to the Mulberry Grove stone wall budget line for weed removal.

d) approve the reallocation of the $10,000 of remaining opex in the FitzRoy Landing reserve locally driven initiatives budget line to support the Motairehe Coastal Erosion project.

e) approve the reallocation of the $15,000 of remaining opex in the Moorings consent locally driven initiatives budget line to Great Barrier Island Community Heritage and Arts Village Trust to offset grant paid incorrectly from LDI Capex.

Comments

2016/2017 Work Programme projects with unspent opex

5. There are 11 projects on the board’s 2016/17 work programme which may not be delivered by the end of this financial year or have a budget underspend. These projects are listed below:

6. Support engagement with Ngati Rehua Ngatiwai ki Aotea - Local Board Services
This project consists of $5,000 to support engagement with Ngati Rehua Ngatiwai ki Aotea which is going to be match funded by Te Waka Angamua. The project has been on hold awaiting further discussions with Ngati Rehua Ngatiwai ki Aotea and officers have recommended carrying this budget forward into financial year 2017/18.

7. Skills Development - Arts, Community and Events
This project consists of carrying out a survey of local businesses to identify any skills gaps in the market. The Strategic Broker led this survey and it did not require any funding to deliver. At the 21 February 2017 business meeting the board resolved to allocate $15,200 to cover the Term 1 set-up costs for the Aotea Learning Hub. There is $4,800 remaining in this budget to be reallocated.

8. Community Response Fund - Arts, Community and Events
This budget line consisted of $15,000 unallocated funds. At the 21 February 2017 business meeting the board resolved to allocate $600 to fund the Educarents Ltd representative’s return flights from Christchurch to Great Barrier with one night on island accommodation. There is $14,400 remaining in this budget to be reallocated.

9. Visitor Maps - Parks, Sport and Recreation
This project consists of $5,000 to print an annual supply of the visitor maps. This year’s print order has been placed for the reprint of the drivers map only which leaves approximately $2,000 remaining in this budget to be reallocated.

10. FitzRoy Landing Reserve - Parks, Sport and Recreation
This project has been awaiting Treaty of Waitangi settlement decisions as the reserve is crown owned and is now unlikely to be progressed this financial year. Therefore the project is cancelled and budget needs to be reallocated.

11. Ecology Conversations - Infrastructure and Environmental Services
The final ecology conversations report was endorsed at the December 2016 business meeting. The next step in this project will develop from the recently completed biodiversity technical review and consultation on the 2017 local board plan in which the Ecology Vision has been incorporated. There is $33,000 remaining in this budget to be reallocated.

12. Great Barrier Marine Project - Infrastructure and Environmental Services
This project has not yet been scoped as it is dependent on further discussions with Ngāti Rehua Ngatiwai ki Aotea and is now unlikely to be progressed this financial year . This budget line was for $25,000 and at the 15 November 2016 business meeting the board resolved to allocate $5,500 to fund the Kaitoke Beach Restoration Final Report. There is $19,500 remaining in this budget to be reallocated.

13. Biodiversity/Biosecurity Officer - Infrastructure and Environmental Services
This project consists of $45,000 to fund a fixed term, part time biodiversity/biosecurity role for the island. The job description was developed and agreed by November 2016 and recruitment process completed in April 2017. Due to the delay in recruitment of a suitable person for this role, the full funds will not be spent by the end of the financial year.

14. Rural Broadband Initiative 2 - Auckland Plan Strategy & Research
The board was advised not to invest the budget of $10,000 in this initiative round. Therefore the project is cancelled and budget needs to be reallocated.

15. Moorings Consent - Plans & Places
This project consisted of $40,000 to investigate the impacts of the Unitary Plan Mooring Zones on existing mooring holders and what if anything the board might do to support locals who needed moorings which were affected by the plan moorings consent. It was on hold awaiting an assessment of the effects of the Auckland Unitary Plan and work has recently begun at a quoted cost of $5,000. At the 15 November 2016 business meeting the board resolved to allocate $10,000 to fund the Dark Sky Accreditation project and at the 21 February 2017 business meeting to allocate $5,000 to remove and dispose of the dilapidated houseboat in Puriri Bay. There is $20,000 remaining in this budget to be reallocated.

16. Heritage Plan - Plans & Places
This project consists of $10,000 to complete a heritage survey. Project funds allocated to the Maori Cultural Heritage Team is currently on hold awaiting negotiations with Ngati Rehua Ngatiwai ki Aotea. Officers recommend to carrying any unspent budget forward into financial year 2017/18.

Proposed projects for unspent opex

17. A couple of urgent projects have been proposed for the current year’s unspent opex and the details are outlined below:

18. Aotea Learning Hub Term 2-4 proposal
At the 21 February business meeting, the board approved funding of $15,200 for the Aotea Learning Hub to cover Term 1 set-up costs. The Ministry of Education has since confirmed funding to cover the costs of the full time hub coordinator. A proposal (Attachment A) has been presented to the board by the Education Steering Committee for running costs totaling $20,190 for term 2-4 of the Learning Hub. These running costs include venue hire, cleaning, broadband, student and staff transportation and teaching consumables.

19. Motairehe Coastal Erosion
Council’s coastal management services team provided advice to the board on approaches to managing coastal erosion at five sites on Aotea Great Barrier. The advice highlighted the potential impact of erosion on the urupā at Motairehe. The board and community agreed that revetment would be the best option at this site. This option would trigger a resource consent/coastal permit requirement. Staff have suggested that the board may wish to contribute funding towards the resource consent preparation and fees for this project.

20. Plaque Skink Eradication Programme
Auckland Council and the Department of Conservation (DOC) have prioritised the redirection of funds to support an eradication programme. The costs of a full eradication programme are estimated at $240,000 for the remainder of the 2016/2017 financial year. A contribution of $43,000 is being sought from the board to this eradication programme. Additional contributions are being provided from regional budgets and DOC. Further information is provided in a separate report on this agenda.

21. Dark Sky Sanctuary Accreditation project
At its 15 November business meeting the board resolved to allocate $10,000 towards the Dark Sky Sanctuary Accreditation project. The project was for the development of the accreditation application and included costs associated with astronomy testing. The application was submitted on 27 March 2017. Should the application be successful, there will be a number of costs associated with preparing the island for Dark Sky Sanctuary status including a launch, signage, communications and marketing. Planning and preparation of this may need to begin before the end of the financial year.

22. Mulberry Grove weed removal budget
Biosecurity have declined to fund the weed removal that is required as part of the Mulberry Grove stone wall renewal. The estimated cost for the weed removal including the vine that is intertwined in the wall itself is $2,725.00 as per the quote from Envirokiwi.

23. Table 1: Eleven projects with unspent opex and the recommended action

Projects with unspent opex	Recommended action
Iwi Responsiveness – (Local Board Services)	Carry project forward into 2017/18 financial year
Skills Development – (Arts, Community and Events)	Reallocate remaining $4,800 towards Aotea Learning Hub costs for terms 2-4
Community Response Fund – (Arts, Community and Events)	Reallocate remaining $14,400 towards Aotea Learning Hub costs for terms 2-4
Visitor Maps – (Parks, Sport and Recreation)	Reallocate remaining budget towards the Mulberry Grove stone wall project for weeding work.
FitzRoy Landing Reserve – (Parks, Sport and Recreation)	Reallocate remaining $10,000 towards assisting the consenting for the Motairehe Coastal Erosion project
Ecology Vision – (Infrastructure and Environmental Services)	Reallocate remaining $33,000 towards the plague skink eradication programme as outlined in a separate report on this agenda
Great Barrier Marine Project – (Infrastructure and Environmental Services)	For further discussion
Biodiversity/Biosecurity officer – (Infrastructure and Environmental Services)	Reallocate $10,000 towards the plague skink eradication programme as outlined in a separate report on this agenda and carry any unspent funds forward into 2017/18 financial year
Rural Broadband Initiative 2 – (Auckland Plan Strategy & Research)	For further discussion
Moorings Consent – (Local Board Services)	Reallocate $15,000 to offset Great Barrier Island Community Heritage and Arts Village Trust grant paid incorrectly from LDI Capex
Heritage Plan – (Plans & Places)	Carry project forward into 2017/18 financial year

Consideration

Local board views and implications

24. The board received the quarterly two performance report at its 21 February business meeting which highlighted a number of these projects

25. Officers held a workshop on 4 April to discuss options for some of these 11 projects.

Māori impact statement

26. Four of the 11 projects with unspent opex are linked to Māori engagement. These are as follows:

· Iwi Responsiveness - Local Board Services

· FitzRoy Landing Reserve - Parks, Sport and Recreation

· Great Barrier Marine Project - Infrastructure and Environmental Services

· Heritage Plan - Plans & Places

27. The Iwi Responsiveness and Heritage Plan projects are being recommended to carry forward to next financial year. The FitzRoy Landing Reserve and Marine projects may need to be re-scoped going forward. Officers will work with Mana Whenua as needed to advance these.

28. Any plans to address coastal erosion at Motairehe will require engagement with the marae. Remedial action will address the potential impact of erosion on the urupā.

Implementation

29. The Lead Financial Advisor for Great Barrier Local Board will work with the departments to make any necessary changes to the 2016/17 work programme and the departments will ensure any reallocated funds are spent by the end of the financial year

30. The Advisor for Great Barrier Local Board will continue to facilitate performance updates for the local board.

Attachments

No.	Title	Page
a ⇩	Proposal for Aotea Learning Hub stage two	9

Signatories

Author	Jacqueline Fyers – Local Board Advisor
Authorisers	John Nash - Relationship Manager Great Barrier & Waiheke

Great Barrier Local Board

18 April 2017

Approval to reallocate unspent locally driven initiatives budget to support plague skink eradication

File No.: CP2017/04481

Purpose

1. To approve the reallocation of unspent opex from the board’s locally driven initiatives budget lines for ecology conversations and biodiversity officer to support plague skink eradication.

Executive summary

2. Aotea Great Barrier has one of the most intact native lizard populations in the country. Plague skinks have the potential to significantly impact on these populations. Since the discovery of plague skinks at Shoal Bay in 2013, council has led a programme to develop tools to control skinks, such as insect sticky traps and containment fencing. The development of these tools makes eradication of plague skinks possible on Aotea Great Barrier.

3. Auckland Council and the Department of Conservation (DOC) have prioritised the redirection of funds to support an eradication programme on Aotea Great Barrier in recognition that it is of high local and national benefit. A one year intensive operation will be undertaken to confirm the feasibility of a full eradication. The costs of a full eradication programme are estimated at $240,000 for the remainder of the 2016/2017 financial year, with another $200,000 required next financial year to complete the feasibility assessment. If the eradication continues after that, the anticipated costs are around $500,000 per year for a minimum of another four years.

4. This report recommends the reallocation of $43,000 of unspent 2016/2017 Great Barrier locally driven initiatives budget (LDI) as a contribution to this eradication programme. This figure is made up of $33,000 of unspent opex in the board’s 2016/2017 ecology conversations budget line, and $10,000 from the biodiversity officer budget. Additional contributions are being provided from regional budgets and DOC.

Recommendations

That the Great Barrier Local Board:

a) approve the reallocation of the $33,000 of remaining opex in the ecology conversations locally driven initiatives budget line to support plague skink eradication.

b) approve the reallocation of a portion not exceeding $10,000 of opex in the biodiversity officer locally driven initiatives budget line to support plague skink eradication.

Comments

Background

5. The plague skink population discovered at Shoal Bay in 2013 remains the only known population on Aotea Great Barrier. Since that discovery, council’s focus has been on developing the tools to contain and control plague skinks as there were no such tools in 2013. Surveillance for plague skinks at other sites on the island has been funded by the local board, by DOC, and through regional staff time. However, long-term containment of plague skinks at this one site without them ever spreading is impractical. As such, eradication from the island remains the best option for preventing their impact on the native reptile populations present on Aotea Great Barrier.

6. The development of effective control tools (sticky mats and containment fencing) by council and DOC enabled investigation into the feasibility of moving from a control and containment programme to an eradication programme. Table one below provides further information on the development of the proposed eradication programme.

Date	Action
December 2016	The completion of a revised operational plan for plague skinks concluded that eradication of plague skinks from Aotea Great Barrier was feasible. The eradication programme was costed at $500,000 with funding shared between council, DOC, and the Ministry for Primary Industries (MPI).
February 2017	A panel of experts reviewed three options for plague skink management on Aotea Great Barrier; · Fully commit to eradication (option 1) · Discontinue eradication but continue research (option 2); and · Discontinue all control. (option 3) Option one is the preferred option. While eradication is likely to be very difficult to achieve (having not been attempted anywhere before), it is still possible on Aotea Great Barrier subject to meeting resourcing requirements. It would also help council and DOC to refine techniques, develop new ones and then pass those learnings to any future incursion responses on Aotea Great Barrier and other sites like Hauturu (Little Barrier) or the Kermadecs. The methods could also have application for any other reptile species that may make it into New Zealand. Option two was not supported because the experts felt there was still a chance of fully eradicating plague skinks from Aotea Great Barrier, but would not be possible without immediate funding commitments. Option three was not supported both because of the above and the need to develop tools to prevent the species from establishing elsewhere.
March 2017	At a joint meeting between council and DOC, it was agreed to commit funding to an eradication programme. This funding commitment recognises the local and national value of eradicating plague skinks, and the knowledge that can be applied to prevent or control incursions elsewhere. Funding for further research will also be sought from MPI.

Table 1: Development of proposed eradication programme

Costs of eradication programme

7. The costs of an eradication programme for the remainder of this financial year are estimated at $240,000. A breakdown of costs is noted in table one below;

Project	Cost
Containment fencing	$50,000
Insect sticky traps, covers and labour to install and check them daily	$130,000
Tracking cards, other equipment and supplies	$20,000
Increased surveillance elsewhere on the island	$20,000
Project manager	$20,000
Estimated additional opex required to 30 June 2017	$240,000

Table 2: Estimated costs of proposed eradication programme to end of current financial year.

8. The first 12 months of the eradication programme will more rigorously test methods to confirm the feasibility of eradication. While council and DOC have some confidence in the effectiveness of existing tools, plague skinks have not been eradicated from anywhere in the world. Work will focus on further development of eradication methods and refining the likely costs of the longer term eradication programme.

9. Current funding will only support control over part of the 11 hectare site per year due to the intense resourcing requirements of eradication. For example, the thousands of traps required to capture the skinks alive must be checked daily to euthanise the plague skinks, and to release any native skinks. The containment fence will also need to be checked after every heavy rain event and after strong winds to make sure branches have not fallen across it and allowed skinks to climb out. This means that the eradication is likely to take five years or more.

10. Initially $100,000 council funding has been committed to this programme through a reprioritisation of regional funding from other projects (such as delaying work programmed for late in the financial year into the new year and cancelling small projects that were not being completed due to staff vacancies). DOC will make a similar contribution, bringing the total available to $200,000. Both organisations have committed to find the funding for next financial year and out years as required.

Options for local funding

11. If the Great Barrier Local Board can contribute around $40,000 from unspent opex in this financial year, the project will be able to undertake the whole programme as proposed in table two above. If the board does not contribute this financial year, council and DOC would continue with the lower budget, but it may mean that the skinks cannot be controlled at the rate required to contain them within the site. The further the plague skinks spread, the less feasible eradication becomes.

12. The 2016/2017 funding will support the following immediate actions;

· Installation of a containment fence right around the known distribution of the skinks in Shoal Bay (with permission from the landowners – initial discussions of those affected have been encouraging);

· Placement of hundreds of insect sticky traps at one metre spacings at the ends of the fence;

· Creation of some internal ‘cells’ within the control area and intensively trap them to test our ability to eliminate the skinks from these smaller areas;

· Intensification of the surveillance programme elsewhere on the island; and

· Start working with the MPI to develop some new traps and tools.

13. A total of $33,000 of opex budget in the ecology conversations is currently not tagged to a specific project. The full budget ($45,000) allocated to the biodiversity role position will not be required due to the late recruitment of a person into this role. As such, it is recommended that these budgets be reallocated towards the plague skink eradication programme. Both budgets are intended to support the environment outcomes, and biosecurity initiatives, outlined within the Aotea Great Barrier Local Board Plan. The proposed reallocation similarly supports those outcomes and initiatives.

Consideration

Local board views and implications

14. Biosecurity is highlighted in the Aotea Great Barrier Local Board Plan. Funding of $24,000 in the board’s 2016/2017 LDI supports surveillance of settlement areas for the presence or absence of plague skinks and Argentine ants. The board has also funded a Treasure Islands Ambassador role to undertake inspections of freight heading to the island, and to educate ferry passengers on biosecurity precautions. No local funding has been used for control work to date.

15. A workshop with the board to discuss the proposed reallocation will be held on 11 April 2017 (after this report has been finalised). Feedback from that workshop will be noted at the board meeting. An addendum memo can be prepared if necessary.

Māori impact statement

16. No consultation with Māori has been undertaken for the purposes of this report. Staff will explore options to enable mana whenua participation in the eradication programme. The proposed eradication programme aligns with the pest eradication objective included in the Ngāti Rehua Ngātiwai ki Aotea Hapū Management Plan.

Implementation

17. If the ecology conversations budget is not reallocated to this project, there is a risk of this budget being unspent. No other options for expending that budget in the current financial year have been developed and it is unlikely projects could be developed and delivered prior to the end of June 2017. The board may apply to carry forward this budget with the agreement of the governing body.

18. A demonstrated commitment to expending budgets (for example, contracts, evidence of physical works commencement) is required to approve carry forward of opex. For the biodiversity officer role, a carry forward could be approved on the basis that a person will have started in the position. There is currently no contract tied to the ecology conversations budget line. Although an ecological review of the ecology vision has been completed, this requires further decision making and input from the board. It is unlikely any projects from that review could be scoped and delivered before the end of June 2017.

19. As the level of control anticipated as part of this eradication programme has not yet been attempted, there may be unforeseen problems that result in not all budget allocated to this project being expended before the end of June 2017.

20. The proposed eradication programme recognises the need to significantly increase efforts to reduce the risk of further plague skink (and other pest) incursions onto Aotea Great Barrier. This would require regular inspections of barges, engagement with major suppliers and increased advocacy work, among other things. A vector pathway management programme is currently being prepared with feedback being sought from the board in May 2017.

21. Reporting on project delivery will be through the board’s quarterly performance report, or as required.

Attachments

There are no attachments for this report.

Signatories

Authors

Emma Joyce - Relationship Advisor

Phil Brown – Biosecurity Team Leader (North / West)

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

John Nash - Relationship Manager Great Barrier & Waiheke

Great Barrier Local Board

18 April 2017

Panuku Development Auckland Local Board Six-Monthly Update 1 September 2016 to 28 February 2017

File No.: CP2016/25245

Purpose

1. To give the Great Barrier 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 September 2016 to 28 February 2017.

Background

2. Panuku Development Auckland was established in September 2015 as a result of the merger of two council-controlled organisations (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 six 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 Great Barrier Local Board:

a) receive the Panuku Development Auckland Local Board Update - 1 September 2016 to 28 February 2017.

Local Activities

Portfolio Management

6. Panuku manages “non-service” property owned by Auckland Council (AC) and Auckland Transport (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 28 February 2017. 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 council and AT shareholders of $3.9 million ahead of budget.

9. The average monthly tenantable occupancy rate for the six month period is more than 98 per cent which is above the statement of intent (SOI) target of 95 per cent.

Properties Managed in the Great Barrier Local Board Area

10. Panuku currently manages the following three commercial leases within the Great Barrier Local Board area.

Name	Address	Activity	Type
Fly My Sky	70 Hector Sanderson Road, Claris (Claris Airport)	Airline	Commercial
Great Barrier Airlines	70 Hector Sanderson Road, Claris (Claris Airport)	Airline	Commercial
Blackwells Quarry	25 Hector Sanderson Road	Fulton Hogan Quarry operation	Commercial

11. Ongoing management of the airport leases is best managed by AT. Council staff have been working with AT to achieve this outcome and transfer of Claris Airport leases.

Business Interests

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

13. There is currently one managed business interest in the Great Barrier Local Board area:

14. Blackwell’s Quarry – Blackwell’s quarry is located on Hector Sanderson Road, Great Barrier Island, and is leased from the Blackwells.

15. Fulton Hogan operates this quarry on behalf of Auckland Council. Fulton Hogan have been granted an extension of the term of the Operating Agreement for five years to January 2021.

Portfolio Strategy

Optimisation

16. 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.

17. 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

18. Panuku is required to undertake ongoing rationalisation of 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

19. July 2016 to June 2017 Target

UNIT	TARGET	ACHIEVED	COMMENTS
Portfolio Review	$75 million disposal recommendations	$35.5 million as at 28 February 2017	These recommendations include $13.25 million of sites that are identified for development projects.

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

21. 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

22. 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 councillors and the Independent Māori Statutory Board and finally a governing body decision.

Under review

23. There are currently no properties under review in the Great Barrier Local Board area.

Acquisitions and Disposals

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

Acquisitions

25. 12 properties have had purchase agreements signed this financial year for open space purposes around the region at a value of $19.1 million, and three properties have been purchased for storm water purposes at a value of $16.2 million.

26. No properties were purchased in the Great Barrier Local Board area during the reporting period.

Disposals

27. For the eight months to February 2017 the Panuku disposals team has achieved $17.94 million of unconditional net sales proceeds from the sale of 10 properties against the 2016/17 disposals target of $20.0 million for the year. The disposals target is agreed with the council is reviewed on an annual basis.

28. No properties were sold in the Great Barrier Local Board area.

Housing for Older People

29. 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.

30. 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.

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

32. 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.

33. Community Housing Provider (CHP) application was submitted to the Ministry of Business, Innovation and Employment (MBIE) by JVCo on 20 December 2016.

34. 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.

35. There are currently no HfOP villages located in the Great Barrier Local Board area.

Regional Activities

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

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

Highlights

38. The highlights for the last six months were:

a) Sir John Wells ended his term as Chair in November 2016. 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 2016. 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 United Kingdom.

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 Auckland Tourism, Events & Economic Development (ATEED) has 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 9.9 hectare 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 2016, with invited waterfront experts attending from the United States of America, 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 Accident Compensation Corporation’s (ACC) Workplace Safety Management Practices external accreditation, Panuku attained Tertiary standard, reflecting its commitment to continual improvement in health and safety.

Future outlook

39. 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 central business district (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

40. This report is for the Great Barrier Local Board’s information.

41. 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

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

43. Māori make up 12 per cent 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 per cent of Māori in Tāmaki Makaurau under the age of 25 years. Five per cent of the Māori population in the region are currently 65 years and over.

44. There are 19 Mana Whenua in the region, with seven having indicated an interest in Panuku lead activities within the Great Barrier Local Board area.

45. Māori make up 18 per cent of the Great Barrier Local Board population, and there are two marae located within the local board area.

46. 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.

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

Implementation

48. 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

John Nash - Relationship Manager Great Barrier & Waiheke