Agenda of Upper Harbour Local Board

Upper Harbour Local Board

15 June 2017

ITEM TABLE OF CONTENTS PAGE

1 Welcome 5

2 Apologies 5

3 Declaration of Interest 5

4 Confirmation of Minutes 5

5 Leave of Absence 5

6 Acknowledgements 5

7 Petitions 5

8 Deputations 6

8.1 Kieran Bingham 6

9 Public Forum 6

9.1 Malcolm Wassung 6

10 Extraordinary Business 6

11 Notices of Motion 7

12 Minutes of the Upper Harbour Local Board meeting held, Thursday 18 May 2017 9

13 Approval of fees for Albany Community Hub 69

14 Project 17: Auckland Council maintenance contracts 75

15 Auckland Transport monthly update - June 2017 131

16 Relationship agreement with mana whenua template 137

17 Upper Harbour Local Board 2017/2018 Community Facilities work programme 155

18 Upper Harbour Local Board 2017/18 Local Economic Development work programme 169

19 Upper Harbour Local Board Libraries 2017/2018 work programme 175

20 Adoption of Local Board Agreement 2017/2018 179

21 Road name approval for private accessways create by a way of residential subdivision in Hobsonville 197

22 New road name approval for the commercial unit development by Candor Engineering at 3 Workspace Drive, Hobsonville 207

23 Governance forward work calendar 211

24 Record of the Upper Harbour Local Board workshops held on Thursday 11 and 25 May 2017, and Thursday 1 June 2017. 215

25 Board Members' Reports 223

26 Consideration of Extraordinary Items

1 Welcome

2 Apologies

Apologies from Member J McLean and Deputy Chairperson M Miles have been received.

3 Declaration of Interest

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

The Auckland Council Code of Conduct for Elected Members (the Code) requires elected members to fully acquaint themselves with, and strictly adhere to, the provisions of Auckland Council’s Conflicts of Interest Policy. The policy covers two classes of conflict of interest:

i) A financial conflict of interest, which is one where a decision or act of the local board could reasonably give rise to an expectation of financial gain or loss to an elected member; and

ii) A non-financial conflict interest, which does not have a direct personal financial component. It may arise, for example, from a personal relationship, or involvement with a non-profit organisation, or from conduct that indicates prejudice or predetermination.

The Office of the Auditor General has produced guidelines to help elected members understand the requirements of the Local Authority (Member’s Interest) Act 1968. The guidelines discuss both types of conflicts in more detail, and provide elected members with practical examples and advice around when they may (or may not) have a conflict of interest.

Copies of both the Auckland Council Code of Conduct for Elected Members and the Office of the Auditor General guidelines are available for inspection by members upon request.

Any questions relating to the Code or the guidelines may be directed to the Relationship Manager in the first instance.

4 Confirmation of Minutes

That the Upper Harbour Local Board:

a) confirm the ordinary minutes of its meeting, held on Thursday, 18 May 2017, as a true and correct record.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

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

8 Deputations

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

8.1 Kieran Bingham

Purpose

1. The purpose of this deputation is for Kieran Bingham to address the Upper Harbour Local Board with a request to install a basketball hoop for the youth in his local community.

Executive summary

2. Kieran Bingham, of Hobsonville Point Secondary School, will be in attendance to present to the Upper Harbour Local Board and request assistance to install a basketball hoop on the tennis court at Malcolm Hahn Memorial Reserve in Whenuapai village.

Recommendation/s

That the Upper Harbour Local Board:

a) receive the deputation from Kieran Bingham and thank him for his attendance and presentation.

9 Public Forum

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

9.1 Malcolm Wassung

Purpose

1. The purpose of this public forum is to address the Upper Harbour Local Board about dog control issues in his neighbourhood.

Executive summary

2. Mr Malcolm Wassung will be in attendance to discuss matters of concern relating to his neighbour’s dog.

Recommendation/s

That the Upper Harbour Local Board:

a) receive the public forum item from Mr Wassung and thank him for his attendance.

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Notices of Motion

There were no notices of motion.

Upper Harbour Local Board

15 June 2017

Approval of fees for Albany Community Hub

File No.: CP2017/10520

Purpose

1. To seek approval from the Upper Harbour Local Board of venue hire fees for the Albany Community Hub, to be applied in the 2017/2018 financial year.

Executive summary

2. The Upper Harbour Local Board Plan 2014-2017 sets out a priority to establish an Albany Community Hub – ‘a local, multi-functional community facility’. Albany Community Hub (the Hub) will be operational from 1 July 2017.

3. At a business meeting in October 2015, the Upper Harbour Local Board opted for a community-led governance and management model for the Hub, with the community group to be chosen through an expression of interest (EOI) process (resolution number UH/2015/16).

4. In February 2017, the Upper Harbour Local Board resolved that the Hub be managed by council and governed by the local board for an initial establishment period of 12 months, with a transition to a community-led model within 18 months from opening (resolution number UH/2017/4).

5. Local boards are responsible for setting local fees and charges, including those that relate to asset-based services such as community centres and venues for hire.

6. Fees are informed by the performance of three factors:

· the condition of the facility;

· the level of amenity provided; and

· the presence of staff on site.

7. The Hire Fee Framework also includes financial incentives to enable community outcomes, making more use of off-peak capacity, and encouraging regular use of the facilities.

8. Staff recommend that the local board applies the Hire Fee Framework during the establishment phase for the Hub, where council will manage the service and adopt hire fees that are consistent with the framework. The recommended fees are included in Attachment A, which also provides a comparison to other local fees.

Recommendation/s

That the Upper Harbour Local Board:

a) agree the 2017/2018 community centre and venue for hire fees for the Albany Community Hub, as per the table below:

		Hourly rate as of 1 July 2017
Facility name	Room	Peak standard	Off-peak standard	Local board priority
Albany Community Hub	Hall (120 capacity)	$39.00 per hour	$31.20 per hour	$15.60 per hour
	Meeting rooms (20 capacity)	$24.00 per hour	$19.20 per hour	$9.60 per hour
	Consultation room (12 capacity)	$17.00 per hour	$13.60 per hour	$6.80 per hour

Comments

Background

9. The Albany Community Hub (the Hub) is a multi-functional community facility, which is due to open to the public on 1 July 2017.

10. In February 2017, the Upper Harbour Local Board resolved that the Hub be managed by council and governed by the Upper Harbour Local Board for an initial establishment period of 12 months, with a transition to a community-led model within 18 months from opening (resolution number UH/2017/4).

11. Staff discussed the fees to be applied in 2017/2018 at a local board workshop in May 2017. The Upper Harbour Local Board expressed support for the fees schedule, and requested the fees schedules of Albany Community House and Meadowood Community House to be comparable.

12. During the establishment phase, council’s internal systems and resources (including staffing) will be used to support and develop processes for the Hub to be successful. As part of the establishment, staff recommend the board apply the Hire Fee Framework for the Hub.

13. The following table details recommended fees for the Hub:

			Hourly rate as of 1 July 2017
Facility category	Facility name	Room	Peak standard	Off-peak standard	Local board priority
Community centre	Albany Community Hub	Hall (120 capacity)	$39.00 per hour	$31.20 per hour	$15.60 per hour
		Meeting rooms (20 capacity)	$24.00 per hour	$19.20 per hour	$9.60 per hour
		Consultation room (12 capacity)	$17.00 per hour	$13.60 per hour	$6.80 per hour

14. The following table illustrates how the fees schedule for the Hub compares to the fees schedules for Albany Community House and Meadowood Community House. This information is also in Attachment A.

Facility	Largest space	Medium space	Smaller space	Community rate
Albany Community Hub	$39-31.20 per hour (120 capacity)	$24-$19.20 per hour (20 capacity)	$17-$13.60 per hour (12 capacity)	50% discount
Albany Community House	$30 per hour (60 capacity)			$20 per hour
Meadowood Community House	$38 per hour (80 capacity)	$25 per hour (20 capacity)	$12 per hour (10 capacity)	$25 / $15 / $8 per hour

15. The Hub will be staffed by a programme coordinator who will activate the facility and conduct capacity building work with a number of local community groups. One aim of this work is to strengthen community groups to take on the Hub management.

Consideration

Local board views and implications

16. The Upper Harbour Local Board Plan 2014-2017 outlines the board’s commitment to:

Create well-developed neighbourhoods that are connected to education facilities, transport networks, business parks and quality community and sports amenities.

17. To give effect to this commitment, the Upper Harbour Local Board Plan 2014-2017 sets out a priority to establish the Albany Community Hub - a local, multi-functional community facility.

Māori impact statement

18. Staff have planned engagement with Te Kawerau a Maki and Ngāti Whātua Orākei Whai Maia regarding both the availability of the Hub as a venue for programmes and activities for the community and the expression of interest process for future management.

Implementation

19. The fees will come into effect once the Hub is opened, which is planned for 1 July 2017. Fees are typically reviewed and agreed on an annual basis as part of finalising the local board annual agreement. These fees will not be binding on any future community operator.

Attachments

No.	Title	Page
a ⇩	Recommended fees schedule for Albany Community Hub, 2017-2018	73

Signatories

Authors

Marilyn Kelly – Programmes and Partnerships Advisor

Authorisers

Eric Perry - Relationship Manager

Graham Bodman - General Manager Arts, Community and Events

Upper Harbour Local Board

15 June 2017

Project 17: Auckland Council maintenance contracts

File No.: CP2017/11488

Purpose

1. The purpose of this report is to seek agreement from the local board on:

· community and workforce priorities for this local board area (smart procurement); and

· site specific issues (if any) that are unique to the local board and may require particular attention over and above standard maintenance service specifications.

Executive summary

2. Auckland Council’s maintenance contracts for parks, buildings and open space expire on 30 June 2017. This has presented a unique opportunity to reconsider and reshape how council approaches the maintenance of Auckland Council’s assets and open spaces in the future.

3. At the end of March 2017, a new contract structure was approved by the Strategic Procurement Committee and Finance and Performance Committee, with contracts due to commence 1 July 2017.

4. One of the key performance indicators for each supplier is a Community Outcomes and Workforce Development Plan, which includes smart procurement measures and targets.

5. This report seeks formal feedback from the local board on community and workforce measures (smart procurement) that are a priority to this local board, noting that targets may be developed over the next six to twelve months as a baseline is established.

6. This report seeks formal feedback from the local board on site specific issues (if any) that are unique to the local board area and may require particular attention for 2017/2018, and is over and above standard service specifications.

Recommendation/s

That the Upper Harbour Local Board:

a) agree the following local priorities for year one (2017/2018) of new maintenance contracts:

· community and workforce priorities for this local board area (smart procurement) (refer Attachment A to this agenda report).

· site specific issues (if any) that are unique to the local board and may require particular attention over and above standard maintenance service specifications

b) note that community and workforce (smart procurement) targets may be developed over the next six to 12 months to establish a baseline.

c) note that Auckland Council will continue to encourage, support and work with volunteer and community groups across the region in alignment to the new maintenance contracts.

Comments

Background

7. Auckland Council’s maintenance contracts for parks, buildings and open space expire on
30 June 2017. This presented a unique opportunity to reconsider and reshape how we approach maintenance of Auckland Council’s assets and open spaces in the future.

8. Over the last 12 months, Community Facilities has engaged with local boards and the governing body to provide direction and shape up the procurement of a new contract structure. This included receiving formal feedback from all local boards in March 2017, prior to a decision being made.

9. At the end of March 2017, the new contract structure was approved by the Strategic Procurement Committee and Finance and Performance Committee, with contracts due to commence on 1 July 2017.

10. The new maintenance contracts incorporate three main service types for the Auckland region:

· Full Facilities – maintenance of parks, open spaces, sports fields, buildings, public toilets, cleaning (including toilets in town centres), locking and unlocking services of park gates and public toilets, rubbish bin emptying, weed control, mowing and maintenance of streetscape gardens;

· Arboriculture - street tree pruning, park tree pruning, street tree and powerline clearance, species specific pruning, tree inspections and removals and planting/aftercare maintenance; and

· Ecological - pest animal and pest plant monitoring and control, ecological restoration, revegetation and enrichment planting and reactive pest control/monitoring.

11. A key change to maintenance contracts is that the majority of service levels will now be outcome-based (e.g. ‘rubbish bins shall not exceed the bin’s capacity and items shall not overflow’), as opposed to services that were previously prescriptive or frequency based (e.g. ‘rubbish bins are emptied once a day’).

12. Refer to Attachment B for the final version of the Full Facilities Service Specifications, which outline agreed outcome statements that will apply across the Auckland region from
1 July 2017.

13. Arboriculture and ecological services are specialist contracts, largely based on compliance with legislation and policies. Specifications are detailed, technical and more prescriptive in nature.

Smart Procurement

14. Key performance indicators measure how well the supplier is doing to meet their contractual agreement with Auckland Council.

15. One of the key performance indicators for each supplier is a Community Outcomes and Workforce Development Plan. This outlines community and workforce measures and targets to be agreed with each supplier.

Community and Workforce

16. These key performance indicators include setting smart procurement targets that reflect the local character of each area, of which local boards play a key role in identifying.

17. Attachment A outlines a minimum set of community and workforce measures (smart procurement), noting that specific targets will be determined over the next six to 12 months as a baseline is established.

18. This report seeks agreement from the local board on identifying key community and workforce measures (smart procurement) to focus on for year one (2017/2018).

Environmental

19. Each supplier is also required to develop an environmental management system that monitors, measures and sets goals. At a minimum the following will be measured – local boards will have the opportunity to identify (at a later date) what measures they seek regular reporting on:

· energy conservation;

· water conservation;

· waste management and recycling;

· chemical use; and

· Scope 1 and Scope 2 greenhouse gas (GHG) emissions.

20. Environmental key performance indicators will track progress of these goals, noting that this specifically includes targets for suppliers to annually reduce their carbon footprint and annually reduce use of agri-chemicals (as outlined in Auckland Council’s Weed Management Policy).

Local Service Level Variations

21. Feedback received from local boards indicates the following most common and typical maintenance issues experienced in their area, which is largely due to the prescriptive nature of the previous contract model:

· toilets not being clean;

· rubbish bins overflowing; and

· grass in parks getting too long.

22. New maintenance contracts intend to address these common issues through an outcome-based model, as outlined in the background section above.

23. In some cases, there may be some site specific issues, or a common maintenance problem, that is unique to the local board area and requires particular attention. For example, a 100 per cent spray free reserve, overflowing bins near tourist beaches, litter caused from freedom campers in a particular location.

24. This report seeks agreement from the local board on site specific issues (if any) that are unique to the local board area and may require particular attention for 2017/2018, and is over and above standard service specifications.

Asset Data

25. Over the last six months, Auckland Council’s asset data team conducted a full system review of asset information to support the development of new maintenance contracts.

26. Attachment C outlines an updated asset list for this local board area as at 2 June 2017.

27. Note that asset data is continually updated to reflect council decisions and asset assessments, and that new maintenance contracts have flexibility to accommodate changes.

Volunteers and Community Groups

28. Auckland Council values the huge number of volunteer and community groups across the region, who undertake a significant amount of work over many years to shape and maintain the beauty of Auckland.

29. Council will continue to encourage and support volunteers, community empowerment initiatives and local community groups where they align to council’s objectives and enhance our community.

30. Under the new maintenance contract model, council does not expect volunteers to have to undertake work to address poor performance in contract delivery, such as cleaning up litter where the supplier has a responsibility to do so.

31. It is acknowledged that many volunteer and community groups achieve a sense of pride, value and enjoyment in supporting maintenance work, such as restoration, garden maintenance and pest control. Council will continue to work with these groups and with suppliers to support them as best as possible in these activities.

32. Over the next few months, council staff will be in contact with key volunteer and community groups where maintenance related work is undertaken, to ensure alignment of objectives and determine how council and suppliers can best support this work.

Consideration

Local board views and implications

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

· Local Board Chairs Procurement Working Group;

· Local Board Chairs Forum presentations;

· memorandums;

· cluster workshops;

· individual local board workshops; and

· business meeting reports.

34. Community Facilities is now seeking agreement from local boards on smart procurement priorities and local service level variations (if any) for 2017/2018, prior to new contracts commencing on 1 July.

35. This information will be provided to suppliers and Community Facilities before new contracts commence.

Māori impact statement

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

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

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

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

· building Māori capability and capacity.

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

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

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

· building on community and volunteer networks;

· focusing on smart procurement initiatives that support Māori outcomes.

Implementation

39. Mobilisation is currently underway with suppliers to prepare for 1 July 2017 (day one). This includes finalising processes, implementing systems, recruiting staff, purchasing equipment, creating health and safety plans and developing work schedules.

40. Local boards are meeting new suppliers in June 2017 and will have the opportunity to present and discuss local priorities with the supplier.

41. Reporting requirements for local boards on local service levels and contractor performance is currently underway.

42. New maintenance contracts take effect on 1July 2017, noting that there may be up to 12 months to bed in changes, particularly with regards to systems and reporting.

Attachments

No.	Title	Page
a ⇩	Community and Workforce measures	81
b ⇩	Full facilities specifications	83
c ⇩	Upper Harbour asset list	125

Signatories

Authors

Kate Marsh - Financial Planning Manager - Local Boards

Authorisers

Rod Sheridan - General Manager Community Facilities

Karen Lyons - General Manager Local Board Services

Eric Perry - Relationship Manager

Upper Harbour Local Board

15 June 2017

Auckland Transport monthly update - June 2017

File No.: CP2017/10007

Purpose

1. The purpose of this report is to:

· respond to resolutions and requests from the Upper Harbour Local Board on transport-related matters;

· provide an update on the current status of the Local Board Transport Capital Fund (LBTCF);

· request approval for new LBTCF projects;

· provide a summary of consultation material sent to the local board; and

· provide transport-related information on matters of specific application and interest to the Upper Harbour Local Board and its community.

Executive summary

2. In particular, this report covers:

· progress on the board’s advocacy initiatives;

· progress on the board’s transport capital fund projects;

· consultation documents on proposed safety improvements; and

· Upper Harbour Local Board requests on transport-related matters.

Recommendation/s

That the Upper Harbour Local Board:

a) receive the Auckland Transport update for June 2017.

Comments

Strategic alignment

3. The Upper Harbour Local Board has outlined through its Upper Harbour Local Board Plan 2014-17 that it has a strong interest in the role of transport, and how it helps to create well‑connected and easily accessible public transport networks, improve the road network, access to walkways and cycleways and, connects Westgate to the North Shore.

4. The Upper Harbour Local Board Plan 2014-17 (pages 34-35) has a specific transport outcome ‘A well-connected and accessible Upper Harbour’, in which Auckland Transport (AT) has a key role:

We, the Upper Harbour Local Board, have a well-designed road network with connected bus services, walkways and cycleways across the North Shore. We are well-connected to Westgate in the west and our central city, giving us choices as to where we work, study and play.

5. AT is supporting the board’s initiatives and delivering on its Statement of Intent strategic themes. Five strategic themes guide AT’s decisions and actions and are aimed at providing an accessible, integrated, efficient and innovative transport system. They are also critical to the realisation of Auckland Council’s vision for transport, as expressed in chapter 13 of the Auckland Plan.

6. The five strategic themes endorsed by the AT Board are to:

· prioritise rapid, high-frequency public transport;

· continually transform and elevate customer experience;

· build network optimisation and resilience for travel times;

· enable quality urban growth to meet demand; and

· fast-track creative, innovative and efficient transport services.

7. Over the last six weeks, public transport improvements have seen construction continue on the Hibiscus Coast busway station and the Manukau bus station.

8. The New Network for West Auckland, including Helensville, Huapai and Kumeu, will be launched on 11 June 2017.

9. Otahuhu Station has been recognised at the 2017 New Zealand Institute of Landscape Architects Awards.

10. AT has been recognised for its procurement success at the New Zealand Procurement Excellence Awards. The City Rail Link won the Sustainability Project of the Year, and AT’s Procurement Manager for Infrastructure was a finalist in the Procurement Professional of the Year award.

11. On 4 May 2017, AT launched a new phone application which makes catching a bus, train or ferry more intuitive and easier to use. The AT mobile application has introduced new features and has been designed from the customer’s point of view.

12. AT is improving public transport with the implementation of the Public Transport New Network, which has a revised bus service proposed for the area. This will increase bus service provision in the area and offer an enhanced public transport system.

13. AT will be looking to deliver enhanced timetables by operators on both the Hobsonville and Beach Haven routes.

14. AT has improved the road network and access to walkways and cycleways through the completion of the upgrade of the Albany Highway and its associated footpaths and cycleways.

15. AT will work with the Upper Harbour Local Board when considering public requests for footpath improvements through AT’s footpath renewals and new footpath programmes. If there are any safety issues in relation to existing footpaths, AT will assess them on an individual basis and repair as required.

Local Board Transport Capital Fund (LBTCF) update

16. At workshops on 11 and 16 May 2017, the Upper Harbour Local Board considered a number of potential LBTCF projects to proceed with in the current political term. The Upper Harbour Local Board will discuss these projects in greater detail at a subsequent workshop.

17. The Upper Harbour Local Board’s funding allocation under the LBTCF is currently $355,167 per annum, and will have an adjustment for inflation added in future years. The following table notes previous decisions, progress since the last update, budgets and financial commitments:

Project

Description

Current status

Gills Road pedestrian bridge

To construct a gravel footpath with a structural timber boardwalk in locations where the berm is too narrow to construct a footpath and a footbridge adjacent to the road bridge.

The physical works tender for the gravel footpath and refuge islands at the Living Stream intersection is to be published early June. The work is planned to be completed by early August, weather permitting.

The detailed design for the footbridge is underway, with construction planned to start in October 2017.

Upper Harbour Local Board Transport Capital Fund Financial Summary
Total Funds Available in current political term	$1,835,080
Amount committed to date on projects approved for design and/or construction	$297,222
Remaining Budget left	$1,537,858

Upcoming projects and activities

Draft Roads and Streets Framework

18. The Roads and Streets Framework is based on best practice approaches overseas. It is a decision-making process that helps describe, balance, and integrate the intended strategic and local place and movement functions of roads and streets, as well as the levels of service for all modes.

19. The aim of the draft Roads and Streets Framework is to:

· assist in achieving the outcomes of the Auckland Plan; and

· inform local boards about the issues and opportunities the framework is responding to, its aims, and how these can be used.

20. Next steps are to:

· inform all local boards between March and June 2017 and receive feedback on the framework’s methodology;

· inform external stakeholders between June and July 2017. These stakeholders will include professional institutes, consultants, action groups, the Property Council, the haulage industry, the Automobile Association, Bike Auckland, and Walk Auckland;

· finalise the framework following feedback in August 2017; and

· request the board of AT formally adopt the framework in September 2017.

21. The Roads and Streets Framework is aimed at everyone who plays a part in managing, designing, improving, delivering or determining the quality of roads and streets in Auckland. The framework is currently in draft form and will be finalised by August 2017.

Bushlands Park Drive Exit/Entry Safety Issues

22. The Upper Harbour Local Board has received concerns regarding the safe entry and exit from Bushlands Park Drive onto Bush Road (particularly heading from out from Bushlands to the east).

Update

23. AT has requested further time to investigate this request.

Capri Place, Unsworth Heights, safety concerns

24. The Upper Harbour Local Board has received safety concerns regarding the cul de sac end of Capri Place in Unsworth Heights.

Update

25. AT has investigated the area concerned and assessed the feasibility of installing broken yellow lines.

26. AT’s initial assessment has concluded that a parking restriction would be beneficial at this location and have proposed installation of a ‘no stopping at all times’ (NSAAT) restriction, marked by a broken yellow line.

27. AT will undertake consultation shortly to seek feedback from the most affected parties on the proposal. Please note that implementation of the proposed parking restriction will be subject to a number of considerations, including feedback during consultation.

Traffic Control Committee (TCC) report

28. Decisions of the TCC over the month of June 2017 affecting the Upper Harbour Local Board area are shown below:

Carol Lee Place / Quail Drive	Albany Heights	No stopping at all times (NSAAT)
Hobsonville Point Road / De Havilland Road / Baffin Street / Harakeke Road	Hobsonville	NSAAT, parking place, time restricted parking, bus stop, bus shelter, lane restriction, special vehicle lane (SVL) , cycle lane, give-way control, traffic signal control, flush median
Marina View Drive / Wisely Road / Javelin Place / Mistral Place	West Harbour	NSAAT, bus stop, bus shelter, flush median, traffic islands, edge line, give-way control, no passing restriction
Felicity Place / Devonshire Place	Unsworth Heights	NSAAT, give-way control

Upper Harbour Drive Congestion Issues

29. AT has been monitoring traffic flows and delays at the intersection with Albany Highway following concerns raised with regard to congestion on Upper Harbour Drive.

30. Data assessment to assess congestion caused by the cycle lane at the Upper Harbour intersection showed minimal effect. The cycle count data illustrated this route is used mostly at weekends, with a daily minimum of 160 cyclists in July 2016, to 360 in February 2017. Average weekday cyclist numbers ranged from 76 in June 2016, to 167 in January 2017.

31. Further traffic counts at the intersection showed between 2000-2500 cars in both directions on Albany Highway, and fewer than 1200 cars exiting Upper Harbour Drive in the morning peak period. Analysis of the impact on the intersection indicates small windows in the morning peak where there are queues and delays. For around 10 minutes in the morning, there were queues of around 40 cars, taking four minutes to clear the traffic lights. This dropped to a two minute delay within the next 10 minutes.

32. The Upper Harbour Local Board also requested that AT consider increasing vehicle capacity on Upper Harbour Drive. An initial feasibility showed the road corridor would need to be widened to enable left turning traffic to bypass the queue caused by right turning traffic. This option is high-cost with significant construction risks, so would not be pursued by AT.

Updates on major capital works in the Upper Harbour area

33. Gills to Oteha Valley connection (estimated value, $30 million):

· currently finalising the business case for design; and

· next step is to seek Regional Growth Fund (RGF) funding and if approved, progress to design.

34. SH17 / The Avenue project (estimated value $12 million):

· re-initiate the project; and

· next step is to seek Regional Growth Fund (RGF) funding and, if approved, progress to business case for design.

35. Medallion Drive Link (estimated value $9 million):

· currently undertaking production of business case for design;

· production of tender documents for procurement of design professional services contract; and

· estimated design completion by December 2017.

36. New busway station at Rosedale (estimated value $30 million):

· this project is led by the New Zealand Transport Agency (NZTA) as part of their Northern Corridor project. AT is currently negotiating a legal agreement with NZTA to confirm cost share, roles and responsibilities.

Longer term major projects in the Upper Harbour area

37. Longer term major projects affecting the Upper Harbour Local Board area are shown in the table below:

Major arterial (10 year indicative programme)	Cost	Indicative completion
Albany Highway	$38 million	2017
Northern busway additional stations	$6 million	2020/2021
Brigham Creek Road	$11 million	2022/2023
NorthWest Transformation PC14	$23 million	2023/2024
NorthWest Transformation PC15	$45 million	2018/2019
Penihana North	$400,000	2021/2022

Albany park and ride extension

38. AT is working with NZTA to confirm overall site planning. AT hoped to begin construction mid-year, but this may be delayed until towards the end of the year. AT will update the local board once further progress is made.

Consultation documents on proposed safety improvements

39. Consultation documents for the following proposals have been sent to the Upper Harbour Local Board for feedback. The material below is included for general information purposes only:

· NSAAT restriction and priority control on Hugh Green Drive and Killybegs Drive, Pinehill;

· proposed bus stop installation programme outside 23 Aberley Road, Schnapper Rock;

· roundabout signal metering on Rosedale Road/Apollo Drive, Rosedale;

· proposed bus stop installation programme opposite 18 and 32 Rising Parade – outside 46 Rising Parade, opposite 46 Rising Parade, and outside 63 and 74 Rising Parade, Fairview Heights;

· NSAAT restriction on Fairview Avenue and Travis View Drive, Fairview Heights;

· NSAAT restriction and priority control on Hugh Green Drive and Killybegs Drive, Pinehill; and

· NSAAT restriction on Capri Drive and Calypso Way, Unsworth Heights.

Consideration

Local board views and implications

40. The views of the Upper Harbour Local Board views will be incorporated during consultation on any proposed schemes.

Māori impact statement

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

Implementation

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

Attachments

There are no attachments for this report.

Signatories

Authors

Owena Schuster – Elected Member Relationship Manager, Auckland Transport

Authorisers

Jonathan Anyon – Manager Elected Member Relationship Unit, Auckland Transport

Eric Perry - Relationship Manager

Upper Harbour Local Board

15 June 2017

Relationship agreement with mana whenua template

File No.: CP2017/07427

Purpose

1. To obtain the Upper Harbour Local Board’s approval to enter into formal governance relationship agreements with mana whenua groups in the greater Auckland area.

Executive summary

1. This report recommends that the Upper Harbour Local Board approve a relationship agreement template as the basis for discussions with mana whenua.

2. It further recommends that where the agreement remains substantively the same as the template (albeit with the inclusion of information describing the mana whenua party) that it proceed to a formal signing without a further approval process.

3. The governing body is also being asked to approve the relationship template to support the expeditious completion of relationship agreements with mana whenua.

4. Auckland Council has an existing range of instruments and mechanisms to recognise and provide for its relationships with mana whenua. There is a strong desire from all parties to formalise the foundational governance relationships through the development of relationship agreements and, in some cases, acknowledge and build from legacy agreements held with former councils.

5. The mana whenua groups with interests in the Upper Harbour Local Board area are:

Iwi / Hapū	Mana whenua representative organisation
Ngāti Manuhiri	Ngāti Manuhiri Settlement Trust
Te Rūnanga o Ngāti Whātua	Te Rūnanga o Ngāti Whātua
Ngāti Whātua o Kaipara	Nga Maunga Whakahii o Kaipara Development Trust
Ngāti Whātua o Ōrākei	Ngāti Whātua Ōrākei Whai Maia Ltd
Te Kawerau a Maki	Te Kawerau Iwi Tribal Authority
Ngāi Tai ki Tāmaki	Ngāi Tai ki Tāmaki Trust
Ngāti Te Ata Waiohua	Te Ara Rangatu o Te Iwi o Ngāti Te Ata Waiohua
Te Akitai Waiohua	Te Akitai Waiohua Iwi Authority
Ngāti Paoa	Ngāti Paoa Trust
Ngāti Whanaunga	Ngāti Whanaunga Incorporated
Ngāti Maru	Ngāti Maru Rūnanga Incorporated
Ngāti Tamaterā	Ngāti Tamaterā Settlement Trust

6. The final draft agreement for consideration (refer Attachment A) recognises the two parties, sets out the purpose, aspirations and shared principles, and in particular, acknowledges the governance context of Auckland Council through the governing body and the relevant local board(s).

7. The following are appendices to the agreement, which are intended to be added to over time without alteration to the main agreement:

· the administrative provisions;

· existing and future projects or arrangements; and

· specific local board arrangements.

8. Discussions have begun with some mana whenua groups who have indicated they are ready to enter into this process.

Recommendation/s

That the Upper Harbour Local Board:

a) approve the relationship agreement template attached to the agenda report at Attachment A as the basis for discussions with mana whenua.

b) approve a process of reaching these agreements, whereby the agreement may proceed to signing without further approval so long as any inclusions are either descriptive or in the nature of minor drafting changes. For the avoidance of doubt, any changes of substance will be re-presented to the Upper Harbour Local Board, other local boards and the governing body, as relevant, for final approval.

c) authorise the Chairperson to sign the agreement on behalf of the Upper Harbour Local Board at signing ceremonies arranged between the parties to each agreement.

Comments

9. Since Auckland Council was established, relationships with mana whenua have been sustained in a variety of ways. The demands for information and engagement that the council family places on mana whenua has led to a range of different approaches and mechanisms to make this efficient and effective for all.

10. A foundation for the interactions is the negotiation of contracts with each mana whenua group, to support their capacity to engage with council. These contracts specify deliverables which include participation in governance activities with Auckland Council. Additionally, some of the high contact parts of the council family have set up separate fora to provide for project level engagement.

11. In 2013, the governing body, local board chairpersons and the Independent Māori Statutory Board (IMSB), considered a discussion document about Auckland Council entering into relationship agreements with the 19 iwi and hapū recognised as mana whenua for Tāmaki Makaurau. As a result, a political working party of governing body and local board members was established that was expected to work on the development of the relationship agreements.

12. Subsequent discussions with mana whenua indicated that they preferred to advance some form of collective body prior to dealing with relationship agreements, negating the need for the working party. This collective body, the Regional Mana Whenua Kaitiaki Forum, has been recently established and is developing a forward work programme at present.

13. At a governance level, opportunities to establish relationships between mana whenua and elected members have included:

· mana whenua leading pōwhiri and the inauguration ceremonies for each new council and local board;

· kanohi ki te kanohi / face-to-face discussions between elected members and mana whenua within major regional planning processes – most notably the Auckland Plan, the Long-term Plan 2015-2025 and the Unitary Plan; and

· at a local level, specific engagement with mana whenua who relate to the local board areas.

14. Since the establishment of Auckland Council, a strong desire has been expressed from many mana whenua groups and the IMSB to formalise the governance relationships through the development of relationship agreements and, in some cases, to acknowledge and build on legacy agreements held with former councils.

15. Relationship agreements support elements of the Auckland Plan strategic direction to ‘enable Māori aspirations through recognition of Te Tiriti o Waitangi / The Treaty of Waitangi and customary rights, through formal acknowledgement of the mutual interests of council and mana whenua.’

16. They are a means of documenting each party’s intention to work together respectfully and positively, and the development of the agreement itself may assist in mutual understanding. Nevertheless, relationship agreements may not be considered necessary by all mana whenua groups or be a current priority for some. Should that be the case, the current arrangements with each group will continue to support the relationship.

Structure and details of the agreement

17. Te Waka Anga Mua, with the support of Legal Services, has developed a governance relationship agreement template (refer Attachment A).

18. This agreement has been drafted so as not to be over-prescriptive, but to contain the essential elements for agreements of this nature.

19. The agreement recognises the two parties to the agreement and, in particular, acknowledges the governance context of Auckland Council by including the governing body and the relevant local boards as the Auckland Council party.

20. The first part of the agreement outlines the purpose, aspirations and shared principles. Any specific commitments, projects and arrangements, engagement and meeting protocols can also be contained, or referred to, within the body of the agreement.

21. The agreement has the following appendices as standard inclusions:

· the administrative provisions;

· existing and future projects or arrangements; and

· specific local board arrangements.

22. Any other relevant departmental and operational documents will be added as schedules to the agreement, with the intention that these can be amended as needed without requiring alteration of the main agreement.

Next steps

23. All mana whenua have been approached regarding a potential relationship agreement. A number of groups have indicated they are ready to progress discussions, which have commenced in some cases.

24. As the agreement is intended to record a mutual intention to form a close working relationship with mana whenua (which is already committed to in a range of council’s strategic documents), the Upper Harbour Local Board is not being asked to approve entering into these relationship agreements. Rather, it is being asked to approve a template agreement which sets out the areas expected to be covered in this relationship agreement which, in general, describes matters of relevance to each of the parties to the agreement.

25. While the details about mana whenua and the arrangements or projects underway will be particular to each agreement, it is expected that, in most cases, the agreements will not include any additional detail that requires governing body or local board approval.

26. It is proposed that, where the agreement remains substantively the same as the template, albeit with the inclusion of information describing the mana whenua party, it proceeds to a formal signing without a further approval process.

27. Should any of the mana whenua parties seek inclusion of matters which require new commitment by the council parties, the agreement will be referred back to the governing body and/or the local board(s) for approval on these matters.

Consideration

Local board views and implications

28. Local boards were presented with the broad approach proposed to relationship agreements in workshops in 2015, and there was general approval of the approach.

29. To expedite the process of negotiating relationship agreements, this report is also being made to each local board for approval, tailored to recognise the iwi / hapū relevant to the local board area.

30. As relationship agreements are developed and signed, arrangements will be made for initial formal meetings with mana whenua representatives to begin new or continue current relationships.

31. The mana whenua groups with interests in the Upper Harbour Local Board area are:

Iwi / Hapū	Mana whenua representative organisation
Ngāti Manuhiri	Ngāti Manuhiri Settlement Trust
Te Rūnanga o Ngāti Whātua	Te Rūnanga o Ngāti Whātua
Ngāti Whātua o Kaipara	Nga Maunga Whakahii o Kaipara Development Trust
Ngāti Whātua o Ōrākei	Ngāti Whātua Ōrākei Whai Maia Ltd
Te Kawerau a Maki	Te Kawerau Iwi Tribal Authority
Ngāi Tai ki Tāmaki	Ngāi Tai ki Tāmaki Trust
Ngāti Te Ata Waiohua	Te Ara Rangatu o Te Iwi o Ngāti Te Ata Waiohua
Te Akitai Waiohua	Te Akitai Waiohua Iwi Authority
Ngāti Paoa	Ngāti Paoa Trust
Ngāti Whanaunga	Ngāti Whanaunga Incorporated
Ngāti Maru	Ngāti Maru Rūnanga Incorporated
Ngāti Tamaterā	Ngāti Tamaterā Settlement Trust

32. Initial discussions have begun with Ngāti Manuhiri and Ngāi Tai ki Tāmaki. Once the mana whenua interest in entering into discussions about relationship agreements is more certain, staff will update the local board with an indicative timetable.

Māori impact statement

33. Although Auckland Council engages with mana whenua across a wide range of activities currently and has relationships with mana whenua at both governance and operational levels, the establishment of governance level relationship agreements are a further step towards cementing an enduring positive relationship with treaty partners. Entering into relationship agreements will also complete one of the recommendations made in the Independent Māori Statutory Board’s 2015 Treaty Audit.

Implementation

34. In order to finalise the relationship agreements, a formal signing ceremony including the mana whenua group, governing body and the relevant local boards will be arranged at times to suit all parties. Te Waka Anga Mua staff will administer the agreements and maintain oversight of any commitments made within the agreements.

Attachments

No.	Title	Page
a ⇩	Relationship agreement with mana whenua template	143

Signatories

Authors

Dean Martin - Principle Advisor Maori Relations & Governance

Authorisers

Graham Pryor - GM Maori Responsiveness & Relationships

Eric Perry - Relationship Manager

Upper Harbour Local Board

15 June 2017

Upper Harbour Local Board 2017/2018 Community Facilities work programme

File No.: CP2017/09154

Purpose

1. To approve the Upper Harbour Community Facilities work programme for the 2017/18 financial year, including all capital works, leasing and operational maintenance projects delivered by Community Facilities.

2. To approve, in principle, the Upper Harbour Local Board Community Facilities capital works programme for 2017-2020.

Executive summary

3. Community Facilities is responsible for building, maintaining and renewing all open spaces and community buildings. This includes the community leasing and licensing of council-owned premises.

4. The 2017/2018 Community Facilities work programme was developed using a combination of local board feedback, staff assessment of assets, and key stakeholder input. Once this programme of work is approved, it will efficiently manage the creation and renewal of all Community Facilities assets and community leases.

5. A budget of $4,866,834 of asset based services (ABS) capital funding has been identified in the Upper Harbour Local Board 2017/2018 Community Facilities work programme:

6. The 2017-2020 Community Facilities capital works programme was developed to enable greater visibility, an improved level of project planning, and the ability to integrate projects within a strategically aligned programme. Once this programme is approved in principle, staff will continue to seek local board feedback through regular engagement, which will be adopted into the future years’ programmes.

7. The Upper Harbour Local Board discussed the draft work programme for capital works, leasing and operational maintenance at a workshop on 6 April 2017. Following this feedback, an updated work programme was developed by staff as provided in Attachment A. This report recommends that the local board approve the 2017/2018 Community Facilities work programme and associated budget, as well as approval for the 2017-2020 Community Facilities capital works programme as provided in Attachment B.

8. Once approved by the Upper Harbour Local Board, new work will commence from July 2017. Regular updates on the line items will be provided by the Community Facilities stakeholder advisors.

Recommendation/s

That the Upper Harbour Local Board:

a) approve the Upper Harbour Local Board 2017/2018 Community Facilities work programme as detailed in Attachment A to the agenda.

b) approve in principle the Upper Harbour Local Board 2017-2020 Community Facilities capital works programme as detailed in Attachment B to the agenda.

c) delegate approval to the Chairperson for any variances in the scope of the projects identified within the 2017/2018 Community Facilities work programme.

d) note that the 2017/2018 asset-based services capital works funding envelope identified for the work programme, is indicative to deliver the work, and any budget variances will be managed within the total region-wide asset-based services funding envelope.

Comments

9. Community facilities and open spaces provide important community services to the people of Auckland. They contribute to building strong, healthy, and vibrant communities by providing spaces where Aucklanders can participate in a wide range of social, cultural, art, and recreational activities. These activities improve lifestyles and a sense of belonging and pride amongst residents.

10. The 2017/2018 Community Facilities work programme detailed in Attachment A contains information on all proposed projects to be delivered by Community Facilities, including capital works projects, leasing, and operational maintenance. The 2017-2020 Community Facilities capital works programme detailed in Attachment B contains the three year proposed capital works programme for renewals and growth projects.

Community Facilities

11. The purpose of council’s Community Facilities department is to build, renew, and maintain community assets, including but not limited to:

· buildings;

· furniture and fit-out;

· structures;

· land;

· trees; and

· green space.

12. Community Facilities is responsible for maintaining and renewing local and sports parks, regional and specialist parks, cemeteries, pools and leisure centres, libraries, community centres, venues for hire, arts facilities, public toilets, holiday parks and council-owned community lease assets.

Capital works programme

13. Investment in the capital programme will ensure that council facilities and parks open spaces in the Upper Harbour Local Board area remain valuable and well-maintained community assets that continue to meet agreed levels of service. Asset-based services capital works includes both growth and renewals projects.

14. The renewals programme is prioritised against the following three main drivers:

· asset condition;

· level of provision; and

· identified risk.

15. Not undertaking timely renewals will have a negative impact on the customer experience and put asset performance at risk, and may ultimately increase the cost to maintain the facility.

16. Growth projects are prioritised to align with parks strategies, community benefit, and the proportion of population growth in the area.

17. At a workshop on 6 April 2017, Community Facilities staff presented a draft three-year forward work programme to the Upper Harbour Local Board for elected member feedback. A three-year rolling programme promotes well-developed planning and optimal use of resources. By building a programme that is strategically focused, staff can ensure funding allocation for scoped projects, and therefore maximise chances of project delivery on time and on budget. The work included in each year will be comprised of a sustainable balance between the three delivery components of planning, design, and construction.

18. The three-year rolling programme will be a live agreement between the local board and Community Facilities, and will be aligned with strategic goals. A three-year rolling work programme also ensures that the highest priority works are implemented without delay, should a delivery opening emerge within the current year’s programme.

19. The 2017/2018 Community Facilities work programme contains the first year of the three year rolling programme, and was updated following the workshop on 6 April 2017. The programme contains 32 projects at an estimated cost of $4,866,834.

20. The Upper Harbour Local Board 2017-2020 Community Facilities capital works programme contains 40 projects.

Leasing work programme

21. Community leases are a valuable way in which council provides support to local community organisations in order to provide the activities and services aligned with recognised local priorities.

22. Attachment A provides a detailed list of the community leases and licences that will expire or are due for renewal over the 2017/2018 financial year. This is in addition to those from previous years’ work programmes that have yet to be completed.

23. Once the Upper Harbour Local Board 2017/2018 Community Facilities work programme is approved, staff will be able to bundle reporting on routine or non-controversial matters, while focusing attention on the community leases that are more complex.

Operational maintenance work programme

24. The regular maintenance of all council-owned built and open space assets plays an important part in:

· increasing the long-term durability of Community Facilities assets;

· improving the safety of Community Facilities assets; and

· ensuring the enjoyment of Community Facilities assets by the users.

25. Community Facilities will launch Project 17 in July 2017, which creates new bundled maintenance contracts across the Auckland region providing full facility, ecological restoration and arboriculture maintenance contracts. The Finance and Performance Committee approved these contracts on 30 March 2017.

26. In the Upper Harbour Local Board 2017/2018 Community Facilities work programme, there is one line item dedicated to all maintenance in the local board area. This includes all buildings, parks and open space assets, sports fields, tree management and maintenance, ecological restoration, pest management, riparian planting, coastal management and storm damage. Staff will be able to provide regular reporting on maintenance through monthly updates to local boards and through quarterly reporting.

Consideration

Local board views and implications

27. The Community Facilities work programme has been created through a combination of local board feedback, asset condition assessments and agreed levels of service.

28. The draft Upper Harbour Local Board 2017/2018 Community Facilities work programme and the 2017-2020 Community Facilities capital works programme were considered by the local board at a workshop on 6 April 2017. The views expressed by local board members during the workshop have been addressed in Attachment C and adopted in Attachment A and Attachment B.

29. The Upper Harbour Local Board 2017/2018 Community Facilities work programme supports the achievement of the following Upper Harbour Local Board Plan 2014-2017 priorities:

· a healthy, active community that values its sport and recreation facilities;

· an expansive business environment; and

· an attractive built environment.

Māori impact statement

30. The Upper Harbour Local Board 2017/2018 Community Facilities work programme ensures that all facilities and open space assets continue to be well-maintained assets that benefit the local community, including Māori. All community assets contribute significantly to Māori well-being, values, culture and traditions. Where any aspects of the proposed work programme are anticipated to have a significant impact on sites of importance to mana whenua, appropriate engagement will be undertaken.

31. Staff are also attending mana whenua fora on a monthly basis to receive feedback on the 2017/2018 Community Facilities work programme.

Implementation

32. This work programme will be implemented as part of Community Facilities’ usual business practice.

33. Work programme implementation will be reported regularly by stakeholder advisors and quarterly through the performance report to the local board.

Attachments

No.	Title	Page
a ⇩	Upper Harbour Community Facilities work programme	159
b ⇩	Upper Harbour 2017-2020 physical works programme	163
c ⇩	Feedback from 6 April 2017	167

Signatories

Authors

Chantelle Subritzky - Manager, Stakeholder Advisory

Hannah Alleyne - Senior Programme Planner

Authorisers

Rod Sheridan - General Manager Community Facilities

Eric Perry - Relationship Manager

Upper Harbour Local Board

15 June 2017

Upper Harbour Local Board 2017/18 Local Economic Development work programme

File No.: CP2017/10465

Purpose

1. To approve the Upper Harbour Local Economic Development work programme for the 2017/18 financial year.

Executive summary

2. This report introduces the proposed Local Economic Development work programme for the Upper Harbour Local Board for the 2017/18 financial year.

3. The proposed work programme (refer Attachment A) comprises support for international education providers and the Young Enterprise Scheme (YES).

4. The total value of the Local Economic Development work programme is $12,000.

5. The local board is being asked to approve the 2017/18 Local Economic Development work programme.

Recommendation/s

That the Upper Harbour Local Board:

a) approve the 2017/18 Local Economic Development work programme as follows:

i. support for international education providers ($10,000); and

ii. Young Enterprise Scheme ($2,000).

Comments

Background

6. The 2017/18 Local Economic Development work programme has been developed with regard to the Upper Harbour Local Board’s priorities for local economic development, as set out in the draft Local Board Plan 2017-20 and the Upper Harbour Local Economic Development Action Plan.

7. The proposed Local Economic Development work programme comprises the following activities:

· international education support; and

· Young Enterprise Scheme (YES).

8. The draft Upper Harbour Local Board Plan 2017-20 aims to build upon strong recent economic performance through investment and support for high growth potential sectors. Specific areas of opportunity include international education, sports science and niche technology. The plan also includes a focus on youth development and employment, and supporting Massey University’s evolution into an innovation and research hub for the area.

9. Related actions within the Upper Harbour Local Economic Development Action Plan include the following:

2.4 Promote the Young Enterprise Scheme (YES) to Upper Harbour secondary schools to encourage their participation in the YES programme in 2016 and future years; and

3.2 Support for international education providers in Upper Harbour, including primary (state and private funded), secondary (state funded and private), tertiary (Massey University and AUT Millennium), including:

a) encouraging Upper Harbour based providers of international education services to become members of collaborative international education ‘clusters’, to help grow the international education sector in Auckland.

International education support ($10,000)

10. There are currently about 2,500 international students studying in the Upper Harbour Local Board area.

11. About 2,000 of those are at Massey University’s Albany campus, and a further 300 at Rangitoto College. The others are spread across the school system, including Kristin School, Albany Junior High and Albany Senior High. Hobsonville Point Secondary School is a new school with an innovative curriculum that is starting to work with international students.

12. The proliferation of broad-spectrum education institutions across the Upper Harbour Local Board area presents a sizeable and multi-dimensional economic opportunity. The first such opportunity is to increase international student numbers through collaborative market development, potentially promoting and packaging education ‘pathways’ from primary to tertiary education. Initial conversations with Study Auckland indicate strong support for focused market development.

13. A second potential pillar to the proposed international education programme is to leverage the area’s diverse and expanding sports and recreation offering. In its simplest form, this may be done by promoting the area’s sports facilities and programmes, in terms of the student ‘experience’. A more advanced leveraging initiative may be to extend and deepen student linkages with a rapidly emerging sports science sector. The concept may seek to develop new or enhanced academic opportunities, in addition to establishing stronger student-industry linkages, and prospects for entrepreneurship and employment.

14. These concepts will be developed in collaboration with education and sector partners and presented back to the Upper Harbour Local Board for consideration prior to taking the initiative forward.

Young Enterprise Scheme ($2,000)

15. Auckland Tourism, Events and Economic Development (ATEED), on behalf of the Young Enterprise Trust, delivers the Young Enterprise Scheme (YES) in Auckland. YES is a practical, year-long programme for year 12 and 13 students. Through this programme, students develop creative ideas into actual businesses, complete with real products and services, and experiencing real profit and loss.

16. The funding from the local board will support the delivery of the Young Enterprise Scheme Enterprise Days in February 2018. The enterprise days are held in sub-regions (north, south, east, central/west) and provide a first opportunity for students to meet the Young Enterprise team and familiarise themselves with the programme.

Consideration

Local board views and implications

17. The draft Upper Harbour Local Board Plan 2017-20 has a focus on sector development, with particular emphasis on international education, sports science and niche technology sectors, and business support initiatives and youth development and employment.

18. The Upper Harbour Local Economic Development Action Plan includes a number of actions specifically related to these areas of focus, including:

2.4 Promote the Young Enterprise Scheme (YES) to Upper Harbour secondary schools to encourage their participation in the YES programme in 2016 and future years; and

a encouraging Upper Harbour based providers of international education services to become members of collaborative international education ‘clusters’, to help grow the international education sector in Auckland.

19. The proposed Local Economic Development work programme was presented to the Upper Harbour Local Board at a workshop on 6 April 2017 with agreement to provide further detail on the above proposed projects.

Māori impact statement

20. The Local Economic Development work programme is expected to provide broad-based support for Māori economic development and employment, for example, through YES. Other initiatives planned for the area will remain cognisant of opportunities for targeted support for Māori, if and when they arise.

Implementation

21. Should the proposed Local Economic Development work programme outlined be approved by the Upper Harbour Local Board, the Local Economic Development team at ATEED will commence implementation. Where there is a need for further scoping work, this will be undertaken and presented back to the local board as required.

Attachments

No.	Title	Page
a ⇩	Upper Harbour Economic Development work programme	173

Signatories

Authors

Anthony Gibbons – Principal Advisor, Innovation and Local Economic Development

Authorisers

John Norman - Strategic Planner Local Economic Development

Eric Perry - Relationship Manager

Upper Harbour Local Board

15 June 2017

Upper Harbour Local Board Libraries 2017/2018 work programme

File No.: CP2017/09648

Purpose

1. To approve the Upper Harbour Local Board Libraries 2017/2018 work programme.

Executive summary

2. This report provides information to support the Upper Harbour Local Board to make decisions required to approve the Upper Harbour Local Board Libraries 2017/2018 work programme.

3. The proposed Libraries work programme aims to provide a defined work programme for the 2017/2018 financial year.

4. The proposed Libraries work programme aligns with the Upper Harbour Local Board Plan 2014-2017 priority ‘An attractive built environment’.

5. The Upper Harbour Local Board is being requested to approve the Libraries work programme for the 2017/2018 financial year.

Recommendation/s

That the Upper Harbour Local Board:

a) approve the Upper Harbour Local Board Libraries 2017/2018 work programme as presented in Attachment A to the agenda report.

Comments

6. The Libraries work programme for 2017/2018 aligns to the Upper Harbour Local Board Plan 2014-2017 and Te Kauroa – Auckland Libraries Future Directions 2013-2023.

7. The Libraries work programme aligns to the Upper Harbour Local Board Plan 2014-2017 priority ‘An attractive built environment’.

8. The work programme includes library activities that align with local board priorities and meet the needs of the Upper Harbour community. The cost of running the local libraries largely appears in one activity line entitled ‘library hours of service’. Activities that respond to local community priorities have been included in the work programme. However, they do not have specific asset based services (ABS) operational budget attached, as the cost is included in running the local libraries.

9. A workshop was held with the Upper Harbour Local Board and Libraries staff on 6 April 2017 where the draft work programme was considered.

10. The Upper Harbour Local Board is requested to approve the Libraries work programme for 2017/2018. Libraries staff will continue to work with the local board to ensure activities align with the local board priorities and meet the needs of the Upper Harbour community.

Consideration

Local board views and implications

11. The draft Libraries work programme for 2017/2018 was considered by the local board at a workshop on 6 April 2017.

Māori impact statement

12. Improving Māori outcomes is core to library services and is defined in te kauhanganui (Māori Responsiveness Plan). The Libraries work programme supports Māori initiatives in both programme and service delivery at local libraries.

Implementation

13. Libraries staff will continue to meet with the Upper Harbour Local Board to provide updates on the work programme and ensure it is progressed. The Libraries work programme will be implemented within the Annual Plan 2017/2018 budget and reported on through the quarterly reporting process.

Attachments

No.	Title	Page
a ⇩	Upper Harbour Libraries work programme 2017/2018	177

Signatories

Authors

Darryl Soljan - Manager Customer Experience - North & West Libraries

Authorisers

Mirla Edmundson - General Manager Libraries & Information

Eric Perry - Relationship Manager

Upper Harbour Local Board

15 June 2017

Adoption of Local Board Agreement 2017/2018

File No.: CP2017/11002

Purpose

1. This report, together with adoption of a local fees and charges schedule, seeks adoption of local content for the Annual Budget 2017/2018, including:

· a Local Board Agreement 2017/2018;

· a message from the chair;

· local board advocacy;

· local activity budgets; and

· local performance targets.

Executive Summary

2. For each financial year, Auckland Council must have a local board agreement between the governing body and the local board, for each local board area.

3. Every three years, a local board plan is developed to inform the long-term plan (and associated local board agreements), which outlines priorities, budgets and intended levels of service over a 10 year period.

4. In February and March this year, council consulted on proposed changes for the Annual Budget 2017/2018. Local boards then held discussions with the Finance and Performance Committee on regional policy issues, community feedback, and key initiatives that local boards are advocating for.

5. Local boards are now considering local content for the Annual Budget 2017/2018, which includes a local board agreement, a message from the chair, local board advocacy, local activity budgets, and local performance targets, together with a local fees and charges schedule for 2017/2018.

6. Local board agreements will include the allocation of locally driven initiative (LDI) funding to projects and services.

7. On 29 June 2017, the governing body will meet to adopt Auckland Council’s Annual Budget 2017/2018, including 21 local board agreements and associated performance targets and budgets.

Recommendation/s

That the Upper Harbour Local Board:

a) adopt local content for the Annual Budget 2017/2018 (as per Attachment A to the agenda), including:

i. a Local Board Agreement 2017/2018;

ii. a message from the chair;

iii. local board advocacy;

iv. local activity budgets; and

v. local performance targets.

b) adopt local fees and charges schedules for 2017/2018 (as per Attachment B to the agenda).

c) note that:

i. the local activity budgets have been updated to reflect final budget decisions made by the governing body on 1 June 2017;

ii. if there are outstanding (not yet agreed) matters in the local board agreement, the local board should include an explanation of these matters in the chair’s message at the front of the local board agreement; and

iii. the resolutions of this meeting will be reported back to the governing body when it meets to adopt the Annual Budget 2017/2018 on 29 June 2017.

d) agree that the chair be delegated authority to make any final minor changes to the local content for the Local Board Agreement 2017/2018.

Comments

8. For each financial year, Auckland Council must have a local board agreement between the governing body and the local board, for each local board area.

9. Every three years, a local board plan is developed to inform the long-term plan (and associated local board agreements), which outlines priorities, budgets and intended levels of service over a 10 year period.

10. In February and March this year, council consulted on proposed content for the Annual Budget 2017/2018. Local boards then held discussions with the Finance and Performance Committee on regional policy issues, community feedback, and key initiatives that local boards are advocating for.

11. Local boards are now considering local content for the Annual Budget 2017/2018 (Attachment A).

12. Local boards are also considering the adoption of a local fees and charges schedule for 2017/2018 (Attachment B).

Consideration

Local Board views and implications

13. This report seeks adoption from the local board on its content for the Annual Budget 2017/2018 and other associated material. Engagement with the community, including consultation and a number of workshops and meetings, have been held by the local board and with the governing body to finalise their local board agreement.

Māori impact statement

14. Many local board decisions are of importance to, and impact on, Māori. Local board agreements and the annual budget are important tools that enable and can demonstrate council’s responsiveness to Māori. The local board agreement is based on the local board plan and the Annual Budget 2017/2018, which have both been developed through engagement with the community, including Māori. There is a need to continue to build relationships between local boards and iwi and, where relevant, the wider Māori community. Ongoing conversations will assist local boards and Māori to understand each other’s priorities and issues. This in turn, can influence and encourage Māori participation in council’s decision-making processes.

Implementation

15. The resolutions of this meeting will be reported to the governing body on 29 June 2017, when it meets to adopt the Annual Budget 2017/2018, including 21 local board agreements and associated performance targets and budgets.

16. Decisions on the local board agreement, a message from the chair, local board advocacy, local activity budgets, and local performance targets are required in order for staff to finalise local content for the Annual Budget 2017/2018.

17. It is possible that minor changes may need to be made to the attachments before the annual budget is adopted, such as correction of any errors identified and minor wording changes. Staff therefore recommend that the local board delegates authority to the Local Board Chair to make final changes if necessary.

Attachments

No.	Title	Page
a ⇩	Local content to support the Annual Budget 2017/2018	183
b ⇩	Upper Harbour local fees and charges schedule 2017/2018	195

Signatories

Authors

Michele Going - Lead Financial Advisor

Authorisers

Christine Watson - Manager Financial Advisory Services - Local Boards

Karen Lyons - General Manager Local Board Services

Eric Perry - Relationship Manager

Upper Harbour Local Board

15 June 2017

Road name approval for private accessways create by a way of residential subdivision in Hobsonville

File No.: CP2017/10747

Purpose

1. The purpose of this report is to seek approval from the Upper Harbour Local Board for new road names for seven private accessways created by a way of residential subdivision in Hobsonville.

Executive summary

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

3. Following assessment against the road naming criteria, the following road names were determined to meet the road naming policy criteria:

· Te Okoriki Lane;

· Warrant Officer Lane;

· Minister Lane;

· Waraki Lane;

· Āhuru Lane;

· Pūrimu Lane; and

· Kota Lane.

4. Consultation with the Hobsonville Point Placemaking Advisory Group for the proposed names has been carried out, and no objections were received from the group. The group is made up of representatives of Te Kawerau a Maki, Ngati Whatua o Kaipara, Hobsonville Point Residents Society and the Upper Harbour Local Board.

5. The names ‘Te Okoriki Lane’, ‘Warrant Officer Lane’, ‘Minister Lane’, ‘Waraki Lane’, ‘Āhuru Lane’, ‘Pūrimu Lane’ and ‘Kota Lane’ are recommended for approval to the Upper Harbour Local Board.

Recommendation/s

That the Upper Harbour Local Board:

a) approve the following road names for seven private accessways created by way of subdivision at 96-146 Buckley Avenue, 44-56 Onekiritea Road, 1-19 Chaffinch Road, 2 and 36-52 Rangihina Road Hobsonville, pursuant to Section 319(1)(j) of the Local Government Act 1974:

i. Te Okoriki Lane;

ii. Warrant Officer Lane;

iii. Minister Lane;

iv. Waraki Lane;

v. Āhuru Lane;

vi. Pūrimu Lane; and

vii. Kota Lane.

Comments

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

7. Homes, Land and Community (HLC and formerly Hobsonville Land Company) obtained resource consent approvals for the sites 1-19 Chaffinch Road and 36-52 Rangihina Road Hobsonville. Two resource consents are currently being processed by Auckland Council for the development at 96-146 Buckley Avenue and 44-56 Onekiritea Road, Hobsonville. The developments will create private accessways serving more than five dwellings per lot. HLC has submitted preferred names and alternative names for each private accessway.

8. A resource consent is currently being processed for the construction of 79 residential dwellings and a subdivision around the proposed dwellings at 96-146 Buckley Avenue. The development will create three private accessways.

9. The site at 44-56 Onekiritea Road obtained a resource consent for the construction of 22 residential dwellings and a subdivision around the dwellings. A private accessway is created as part of the development.

10. 1-19 Chaffinch Road has granted a resource consent for the establishment of 22 residential dwellings and subdivision around the proposed dwellings. A shared accessway is proposed to service some dwellings on the site.

11. A resource consent was granted for the residential development at 2 Rangihina Road to construct 22 dwellings and a subdivision around the proposed dwellings. A shared accessway has been constructed to service the development.

12. A resource consent is currently being processed for the construction of 58 residential dwellings and a subdivision around the proposed dwellings at 36-52 Rangihina Road. The development will create one private accessway.

13. The plans (refer Attachment A) confirm the location of the private accessways to be named. The following names, in order of preference, are proposed for consideration:

Location	Proposed names	Meaning	Criteria
Laneway 1 96-146 Buckley Avenue	Te Okoriki Lane	Named after the nearby inlet	Meets the criteria
	Minister Lane	References Airforce, as in nearby roads	Meets the criteria
	Warrant Officer Lane	References Airforce, as in nearby roads	Meets the criteria
Laneway 2 96-146 Buckley Avenue	Warrant Officer Lane	References Airforce, as in nearby roads	Meets the criteria
	Te Okoriki Lane	Named after the nearby inlet	Meets the criteria
	Minister Lane	References Airforce, as in nearby roads	Meets the criteria
Laneway 3 96-146 Buckley Avenue	Minister Lane	References Airforce, as in nearby roads	Meets the criteria
	Warrant Officer Lane	References Airforce, as in nearby roads	Meets the criteria
	Te Okoriki Lane	Named after the nearby inlet	Meets the criteria
36-52 Rangihina Road	Waraki Lane	Morning song/dawn chorus	Meets the criteria
	Kata Lane	Chirp, bird sounds	Meets the criteria
	Kōkō Lane	Tūī, parson bird	Meets the criteria
1-19 Chaffinch Road	Āhuru Lane	Warm/cosy, as in a nest	Meets the criteria
	Pūrimu Lane	Purple cockle	Meets the criteria
	Kota Lane	Shells	Meets the criteria
2 Rangihina Road	Pūrimu Lane	Purple cockle	Meets the criteria
	Kata Lane	Chirp, bird sounds	Meets the criteria
	Āhuru Lane	Warm/cosy, as in a nest	Meets the criteria
44-56 Onekiritea Road	Kota Lane	Shells	Meets the criteria
	Pūrimu Lane	Purple cockle	Meets the criteria
	Āhuru Lane	Warm/cosy, as in a nest	Meets the criteria

14. As the proposed preferred names for the new accessways meet the criteria, it is recommended these be approved by the Upper Harbour Local Board.

Consideration

Local board views and implications

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

Māori impact statement

16. The decision sought from the Upper Harbour Local Board on this report is linked to the Auckland Plan outcome ‘A Māori identity that is Auckland’s point of difference in the world’. The use of Māori names for roads, buildings and other public places is an opportunity to publicly demonstrate Māori identity.

17. The applicant has put forward the proposed names to the Hobsonville Point Placemaking Advisory Group. No objections were raised or alternative names suggested by the group.

Implementation

18. The cost of processing the approval of the proposed new road names and any installation of road name signage is recoverable in accordance with council’s administrative charging policies.

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

20. The Resource Consent Project Management team is involved in ensuring that appropriate road name signage will be installed accordingly, once an approval is obtained for the new road name.

Attachments

No.	Title	Page
a ⇩	Location of accessways	201

Signatories

Authors

Jian Chen - Senior Subdivison Advisor

Authorisers

Ian Smallburn - General Manager Resource Consents

Eric Perry - Relationship Manager

Upper Harbour Local Board

15 June 2017

New road name approval for the commercial unit development by Candor Engineering at 3 Workspace Drive, Hobsonville

File No.: CP2017/10659

Purpose

1. The purpose of this report is to seek approval from the Upper Harbour Local Board for a new road name for a private way, that provides access to a legal road, created by way of unit development at 3 Workspace Drive, Hobsonville.

Executive summary

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

3. Candor Engineering (the applicant), has submitted the following road names in order of preference:

· Creation Lane (preferred);

· Founder Lane; and

· Guardian Place.

4. Auckland Council’s road naming criteria typically requires that road names reflect:

· a historical or ancestral linkage to an area;

· a particular landscape, environmental or biodiversity feature; or

· an existing (or introduced) thematic identity in the area.

5. The criteria also encourages the use of Māori names. Names also need to be easily identifiable and intuitively clear, thus minimising confusion.

6. All proposed road names are deemed to meet the criteria and are acceptable to New Zealand Post and Land Information New Zealand (LINZ).

7. The road naming criteria suggests that the road type could be referred to as Loop, Lane, Place or Way. The applicant’s preferred road type for the private way is Lane or Place, depending on the name selected.

8. Therefore, the following road names are proposed for consideration by the Upper Harbour Local Board:

· Creation Lane (preferred);

· Founder Lane; and

· Guardian Place.

Recommendation/s

That the Upper Harbour Local Board:

a) approve the name ‘Creation Lane’ for the new private way constructed within the unit development being undertaken by Candor Engineering at 3 Workspace Drive, Hobsonville, pursuant to Section 319(1)(j) of the Local Government Act 1974.

Comments

9. According to the Auckland Council Road Naming Guidelines, where a new public or private road needs to be named as a result of a subdivision or development, the subdivider/developer shall be given the opportunity of suggesting their preferred new road name for the local board’s approval.

10. Local iwi were consulted and one response was received from Te Runanga o Ngati Whatua who deferred comment to Ngati Whatua o Kaipara. No other replies were received.

11. The applicant has proposed the road names listed in the table below, in order of preference.

Proposed new road name	Meaning	Criteria
Creation Lane (preferred)	Type of business that will use the commercial buildings within the development	Meets criteria – (thematic identity)
Founder Lane	Type of business that will use the commercial buildings within the development	Meets criteria – (thematic identity)
Guardian Place	Type of business that will use the commercial buildings within the development.	Meets criteria – (thematic identity)

12. A map showing the location of the private way is shown below.

Assessment

13. Auckland Council’s road naming criteria typically require that road names reflect a historical or ancestral linkage to an area or a particular landscape, environmental or biodiversity feature, or reflect an existing (or introduced) thematic identity in an area. The criteria also encourage the use of Māori names. Names also need to be easily identifiable and intuitively clear, thus minimising confusion.

14. The applicant’s proposed road names have been assessed against the criteria set out in the Auckland Council Road Naming Guidelines.

15. Following assessment against the road naming criteria, the road names are deemed to meet the assessment criteria.

16. All of the proposed names are acceptable to New Zealand Post and LINZ.

17. The road naming criteria suggests that the road type could be referred to as to as Loop, Lane, Place or Way. The applicant’s preferred road type for the private way is Lane or Place, depending on the name selected.

18. Therefore, the following road names are put forward for consideration of the Upper Harbour Local Board:

· Creation Lane (preferred);

· Founder Lane; and

· Guardian Place.

Consideration

Local board views and implications

19. Auckland Council, by way of the Auckland Council Long-term Plan 2012-2022, allocated responsibility for the naming of new roads to local boards, pursuant to Section 319(1) (j) of the Local Government Act 1974. A decision is sought from the Upper Harbour Local Board in this report.

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

Māori impact statement

21. The decision sought from the Upper Harbour Local Board in this report is linked to the outcome, ‘A Māori identity that is Auckland’s point of difference in the world’. The use of Māori names for roads, buildings and other public places is an opportunity to publicly demonstrate Māori identity.

22. Local iwi were consulted and one response was received from Te Runanga o Whatua who deferred comment to Ngati Whatua o Kaipara. No other replies were received.

Implementation

23. The Western Consenting Subdivision Team will ensure that the appropriate road name signage will be installed by the applicant at their full cost, once an approval is obtained for the new road name and prior to the completion of the subdivision.

Attachments

There are no attachments for this report.

Signatories

Authors

Dale Rewa - Subdivision Advisor

Authorisers

Ian Smallburn - General Manager Resource Consents

Eric Perry - Relationship Manager

Chairperson	Lisa Whyte
Deputy Chairperson	Margaret Miles, JP
Members	Uzra Casuri Balouch, JP
	Nicholas Mayne
	John McLean
	Brian Neeson, JP

Authors	Cindy Lynch - Democracy Advisor
Authorisers	Eric Perry - Relationship Manager