Agenda of Waiheke Local Board

Waiheke Local Board

22 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 5

9 Public Forum 5

9.1 Waiheke Community Radio Trust - Chris Walker 5

10 Extraordinary Business 6

11 Notices of Motion 6

12 Notice of Motion - Paul Walden, Esslin Road, Picnic Bay, Esplanade Reserve Sea Wall 7

13 Notice of Motion - Paul Walden, Latin American and Spanish Film Festival 11

14 Councillor's Update 17

15 Auckland Transport Waiheke Local Board Update - June 2017 19

16 Report on the feasibility of the Waiheke Island becoming a UNESCO Biosphere Reserve and the associated establishment process. 29

17 Waiheke Local Grants: Round Two 2016/2017 grant applications 33

18 Waiheke Backpackers Hostel Continued Operations and Locally Driven Initiatives Funding Support 41

19 Project 17: Auckland Council maintenance contracts 47

20 Panuku Development Auckland Local Board Six-Monthly Update 1 November 2016 to 30 April 2017 101

21 Endorsement of Waiheke and Rakino Subsection of the Hauraki Gulf Islands Waste Plan 109

22 Auckland Plan refresh 2018: early feedback to inform draft plan 145

23 Local Board recommendations on Easter Sunday trading 161

24 Board Member's Report 179

25 Chairperson's Report 185

26 List of resource consents 187

27 Waiheke Local Board Workshop Record of Proceedings 197

28 Governance Forward Work Programme 211

29 Consideration of Extraordinary Items

1 Welcome

Kua uru mai a hau kaha, a hau maia, a hau ora, a hau nui,

Ki runga, ki raro, ki roto, ki waho

Rire, rire hau…pai marire

Translation (non-literal) - Rama Ormsby

Let the winds bring us inspiration from beyond,

Invigorate us with determination and courage to achieve our aspirations for abundance and sustainability

Bring the calm, bring all things good, bring peace….good peace.

2 Apologies

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

3 Declaration of Interest

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

4 Confirmation of Minutes

That the Waiheke Local Board:

a) confirm the ordinary minutes of its meeting, held on Thursday, 25 May 2017 and the extraordinary minutes of its meeting, held on Thursday, 1 June 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 Waiheke 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.

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

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 Waiheke Community Radio Trust - Chris Walker

Purpose

1. Chris Walker, from the Waiheke Community Radio Trust, will be in attendance to talk to the Waiheke Community Radio Trust funding application.

Recommendation

That the Waiheke Local Board:

a) thank Chris Walker for his attendance and presentation.

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

Under Standing Order 3.11.1 Notices of Motion have been received from Chairperson Paul Walden for consideration under items 12 and 13 respectively.

Waiheke Local Board

22 June 2017

Auckland Transport Waiheke Local Board Update - June 2017

File No.: CP2017/09886

Purpose

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

Executive summary

1. This report covers matters of specific relevance for the Waiheke Local Board and its community; matters of general interest relating to Auckland Transport activities or the transport sector.

2. In particular, this report covers:

· Stormwater issues

· Belgium Street plans

· Matiatia keyhole changes

Recommendation

That the Waiheke Local Board:

a) note the Auckland Transport Waiheke Local Board Update - June 2017

Comments

3. The bus patronage figure for May is below but this figure comes with the following limitations:

· Fullers monthly pass holders get bus travel included.

· There are a number of tourist passes that include bus travel.

Recorded bus patronage for Waiheke Bus Company – May 2017 = 60,074

Stormwater issues

4. During May, Auckland Transport and Healthy Waters met with residents of Blackpool, to discuss issues related to Stormwater and flooding in this area.

5. Three key issues were identified:

a) Communication – residents have felt that they have not had enough communication from Auckland Transport in the past, when they have raised concerns – Healthy Waters will be taking over this from July. An interim solution will be to utilise the local board services team, who will monitor and respond to queries.

b) Maintenance – There is an expectation from residents that there is proactive maintenance, however there is only budget for reactive maintenance.

c) Infrastructure – Concerns that the existing infrastructure is not adequate for the requirements of this community – This is still being investigated and will be reported back to the board in August 2017. Currently work on Moa Ave, from Manuka Road to the sea has been put on hold. This is to allow Healthy Waters to investigate improvements to the current design.

Transport capital fund update

Shared Path Projects

6. At the May meeting, the board asked Auckland Transport to investigate a cheaper option for a 2.5 meter shared path on Ostend Road from Tahi Road to Calais Street and a 2.5 meter shared path on Causeway road from Shelly Beach Road to the Boat Club.

7. This work is currently underway, however, Auckland Transport needs to ensure that any project that is presented to the board meets Auckland Transport’s criteria for safe walking and cycling projects.

Belgium Street Plan

8. In 2016 Countdown and other retail outlets opened in Belgium Street, Ostend. This prompted a number of concerns by members of the public and the local board.

9. In December 2016, a proposal to investigate and design options to improve pedestrian and cycling facilities in the area while also providing a safer way of negotiating vehicle movements through Belgium Street. Auckland Transport also investigated options for Wharf Road and Putiki Road to ensure there was connection to each other.

10. Auckland Transport met with the board and proposed the following options:

a) Narrow the intersection of Wharf Road and provide footpaths on Wharf Road between Belgium Street and Putiki Road

b) On Belgium Street Widen footpaths to 2m,

c) Install a raised speed table at each end of Belgium Street

d) Reduce median strip to allow more road access

e) Replace existing pedestrian crossing with a raised pedestrian crossing

f) Install three speed tables on Putiki Road. Provide a footpath on the business side of the road, with formalised parking bays.

Financials update

Matiatia update

11. Improving Matiatia is the board’s top priority for this electoral term.

12. Auckland Transport is continuing to work with the board and other key stakeholders to clearly identify the problems at Matiatia. This will allow Auckland Transport to apply for funding from The Transport Agency to design the solutions.

13. Auckland Transport has spent 18 months looking at design changes for the keyhole at Matiatia Wharf. Auckland Transport is now ready to progress with the attached changes:

a) AT Metro Bus stop. To provide space for two buses.

b) No Stopping At All Times. To avoid large vehicles from needing to reverse at the top of the key hole.

c) Installing pedestrian crossing.

d) Moving and improving mobility access.

e) Reduce P2 parking to allow for better mobility access.

14. There are other changes outlined in the attachment that Auckland Transport expects will create better flow. Whilst the proposals are final and not for further change, there will be ongoing monitoring once the changes are implemented.

Consideration

Local board views and implications

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

Māori impact statement

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

Implementation

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

Attachments

No.	Title	Page
a ⇩	Attachment A - Matiatia Parking Development	23

Signatories

Author	Melanie Dale, Elected Member Relationship Manager, Auckland Transport
Authoriser	Jonathan Anyon, Manager Elected Member Relationship Unit, Auckland Transport

Waiheke Local Board

22 June 2017

Report on the feasibility of the Waiheke Island becoming a UNESCO Biosphere Reserve and the associated establishment process.

File No.: CP2017/11685

Purpose

1. The purpose of this report is to consider the feasibility of Waiheke Island becoming a UN Biosphere Reserve, to describe the establishment process and to provide information to enable a Board decision on support for a Biosphere Steering Group.

Executive summary

2. At its business meeting on 28 April, 2017, the Waiheke Local Board resolved the following:

Essentially Waiheke / UNESCO Biosphere Reserve - Colin Beardon

Resolution number WHK/2017/39

MOVED by Chairperson P Walden, seconded by Member J Meeuwsen:

That the Waiheke Local Board:

a) note the tabled document and attach it to the minutes.

b) thank Colin Beardon for his attendance and presentation.

c) request Officers to provide a report on the process to enable Waiheke to become a UNESCO Biosphere Reserve and the feasibility thereof.

CARRIED

3. The purpose of UN Biosphere Reserves is to promote the conservation of ecosystems, to undertake related scientific research and monitoring and to support sustainable development in the communities of the surrounding region.

4. It is considered likely that Waiheke could satisfy sufficient of the criteria to be considered for designation. A 2010 legal opinion by Dr Ben Gussen, now Lecturer in Law, University of Southern Queensland recommended that there are direct arguments in favour of establishing a Waiheke Biosphere Reserve (see Attachment 1). A feasibility study is required to assess the merits or barriers to preparing an application

5. The process for becoming a UN Biosphere Reserve begins with local community support, and follows with a feasibility study and nomination application. It involves endorsement by local authorities and central government. At UN level, both the Advisory Committee for Biosphere Reserves and the International Co-ordinating Council (ICC) of the Man in Biosphere Programme need to support the nomination. The process takes 2-3 years and involves official and political support from senior officials and elected representatives.

Recommendation

That the Waiheke Local Board:

a) support the establishment of a Steering Group to assess the feasibility of establishing a UN Biosphere Reserve on Waiheke Island.

Comments

5. UN Biosphere Reserves have three established functions (Biosphere Nomination Form Jan 2013):

· Conservation – contribute to the conservation of landscapes, ecosystems, species and genetic variation.

· Development – foster economic and human development which is socio-culturally and ecologically sustainable.

· Logistic support – support for demonstration projects, environmental education and training, research and monitoring related to local, regional, national and global issues of conservation and sustainable development. (See attachment B).

6. The criteria for the establishment of Biosphere Reserves are as follows:

[Article 4 of the Statutory Framework presents 7 general criteria for an area to be qualified for designation as a biosphere reserve which are given in order below - see p. 4 of the nomination form.]

· Encompass a mosaic of ecological systems representative of major biogeographic region(s), including a gradation of human interventions.

· Be of significance for biological diversity conservation.

· Provide an opportunity to explore and demonstrate approaches to sustainable development on a regional scale.

· Have an appropriate size to serve the three functions of biosphere reserves.

· Through appropriate zonation:

o a legally constituted core area or areas devoted to long term protection, according to the conservation objectives of the biosphere reserve, and of sufficient size to meet these objectives.

o a buffer zone or zones clearly identified and surrounding or contiguous to the core area or areas, where only activities compatible with the conservation objectives can take place.

o an outer transition area where sustainable resource management practices are promoted and developed.

· Organisational arrangements should be provided for the involvement and participation of a suitable range of inter alia public authorities, local communities and private interests in the design and the carrying out of the functions of a biosphere reserve.

· The following mechanisms for implementation are required:

o mechanisms to manage human use and activities in the buffer zone or zones.

o a management policy or plan for the area as a biosphere reserve.

o a designated authority or mechanism to implement this policy or plan.

o programmes for research, monitoring, education and training.

7. Given the island’s history of successful environmental projects and initiatives, it would be feasible for Waiheke to make a case based on these functions and criteria. However a full assessment would need to be undertaken by the proposed Steering Group. For Waiheke a “legally constituted core area or areas devoted to long term protection” would need to be identified and approved.

8. The process for approval of a UN Biosphere Reserve is summarised below and further detailed in attachments 3 and 4 “Designation of Biosphere Reserves” (UNESCO, 2017) and “Developing sustainability strategy for Waiheke Island - A Biosphere Reserve application feasibility study” (P. Oliver and C. Beardon, 2017).

· firstly the proposal would require the support of the Local Board and Waiheke community .If this were forthcoming, a Steering Group would be established of key stakeholders which would undertake a feasibility study. The support and involvement of tangata whenua would be critical.

· subject to the feasibility study supporting progression of the process, a formal application would be drawn up taking into account the criteria in Article 4 of the official nomination form. Key decisions would have been on the core, buffer and transitional zones.

· the application would require endorsements, by way of support letter, from the authorities with statutory control of the core, buffer and transition zones, the national organisation in charge of core and buffer zones, the elected representative/s of the transition zone and the approval of the Man and Biosphere National Committee. A Department of Conservation representative confirmed that there is no current committee in place and will advise the process in due course.

· the approval of the Department of Conservation and Minister of Conservation would probably be required as per the process for approval of New Zealand’s three World Natural Heritage sites.

· applications are forwarded to the UNESCO Secretarial where content is verified and the forwarded to the Advisory Committee for Biosphere Reserves.

· if supported, the nomination is then submitted to the International Co-ordinating Council (ICC) of the MAB Programme which makes a decision on designation.

· the Director General of UNESCO notifies the State of the decision of the ICC.

9. The process is a lengthy and complex one, which requires both official and political support. It is noted that in 2013 Dr Nick Smith, the Minister for the Environment when asked by the NZ Centre for Environmental Law “rejected a Biosphere Reserve status for Waiheke”. (Letter to the Editor, Gulf News, 2013).

Consideration

Local Board Views and Implications

10. The draft Local Board Plan 2017 has as one of its 6 key outcomes to “Protect, maintain and enhance our precious islands, land, coastline, wetland and marine environments for future generations”. The development of a UN Biosphere is consistent with this outcome.

11. The board also states in its draft plan that it will ensure that the principles of Essentially Waiheke are acknowledged and incorporated in the council’s plans, strategies and policies. The concept of implementing a UN Biosphere was mooted in Essentially Waiheke.

Maori Impact Statement

12. The Board understands that as part of the process for the establishment of a UN Biosphere Reserve, there would be meaningful engagement with Mana Whenua and Piritahi Marae.

Attachments

No.	Title	Page
a ⇨	Legal Opinion re Designating Waiheke Island as a UNESCO Biopshere Reserve (Under Separate Cover)
b ⇨	Biosphere Reserve Nomination Form (Under Separate Cover)
c ⇨	Designation of Biosphere Reserves (Under Separate Cover)
d ⇨	Developing sustainability strategy for Waiheke Island - A Biosphere Reserve application feasibility study (Under Separate Cover)

Signatories

Author

Mark Inglis - Local Board Advisor

Authorisers

Karen Lyons - General Manager Local Board Services

John Nash - Relationship Manager Great Barrier & Waiheke

Waiheke Local Board

22 June 2017

Waiheke Local Grants: Round Two 2016/2017 grant applications

File No.: CP2017/04587

Purpose

1. The purpose of this report is to present applications received for Waiheke Local Grants Round two 2016/2017. The local board is required to fund, part-fund or decline these applications

Executive summary

2. The Waiheke Local Board has set a total community grants budget of $40,000 for the 2016/2017 financial year.

3. A total of $40,000 was allocated under local grants round one and quick response rounds one, two and three in the 2016/2017 financial year.

4. It is recommended that the local board allocates $100,000 from the community response budget for allocation to this round of grant applications.

5. The Waiheke Local Board received 25 applications for local grants round two, with a total requested of $343,371.00. Two multi-board applications have been received requesting a further $4,000.00.

6. There are no further grant rounds in the 2016/2017 financial year.

Recommendations

That the Waiheke Local Board:

a) allocates $100,000 from the community response budget for allocation to Local Grants Round Two 2016/2017

b) consider the applications listed in Table One and agree to fund, part-fund or decline each application in this round.

Table one: Local Grants, Round Two 2016/2017 applications

Application	Organisation Name	Project	Total requested
LG1718-212	Connected Media Charitable Trust	Towards workshop costs	$ 5,262.00
LG1718-220	Waiheke Community Art Gallery	Towards the purchase and installation of 18 beam spotlights.	$ 6,300.00
LG1718-223	Ethno New Zealand	Towards accommodation and catering for the “Ethno New Zealand” camp at Piritahi Marae	$ 4,000.00
LG1718-224	The Artworks Theatre Incorporated	Towards wages for an education administrator position for 20 weeks	$ 10,000.00
LG1718-202	Onetangi Residents Association Incorporated	To purchase 30 chairs for the community hall	$ 2,100.00
LG1718-214	Piritahi Marae Trust	Towards the repair of the dining hall roof	$ 14,000.00
LG1718-215	Living Without Violence (Waiheke Network) Inc	Towards rental costs for the agency operation and activities between July and November 2017.	$ 9,030.00
LG1718-222	Piritahi Marae Trust	Towards the costs of a feasibility report for the community education building.	$ 4,000.00
LG1718-228	Rotary Club of Waiheke Island	Towards purchase of two defibrillators and signage	$ 8,957.00
LG1718-232	Waiheke Community Radio Trust	Towards a professional website builder to undertake an upgrade of the radio website	$ 10,000.00
LG1718-233	Waiheke High School	Towards the adventure expedition component for The Duke of Edinburgh Hillary Award	$ 5,000.00
LG1718-234	Waiheke Venturers (The Scout Association of New Zealand)	Towards the dayskipper course fees and mountaineering course fees for the venturers.	$ 11,544.00
LG1718-201	Project Litefoot Trust	Towards Project Litefoot Trust for the cost of salaries, materials installed at the club, administration costs, travel costs and promotion.	$ 7,089.00
LG1718-209	Waiheke Go Moth Plant Group (WaiGOMP)	Towards the cost of employing contractors (through Waiheke Resources Trust) to undertake practical moth plant control	$ 6,060.00
LG1718-211	Waiheke Golf Club Incorporated	Towards upgrading the middle section of the access road.	$ 10,000.00
LG1718-216	Royal Forest and Bird Protection Society - Hauraki Island Branch	To replace the current stations at each of the five entrances to Onetangi Reserve with best practise phyto sanitary stations.	$ 15,385.00
LG1718-217	Hauraki Gulf Conservation Trust	Towards mustelid trapping in the pilot area and extending to cover the rest of Western Waiheke.	$ 81,265.00
LG1718-229	Royal Forest & Bird Protection Society - Hauraki Island Branch	Towards replacement of one walking bridge and repair three washouts on the Te Ara Hura Walkway	$ 11,700.00
LG1718-227	Trevor Dance (Waiheke Aero Club)	Towards costs for “Waiheke Flying Day”	$ 5,500.00
LG1718-213	Waiheke Working Sail Charitable Trust	To purchase a new engine, propeller, shaft and stern tube and install them.	$ 25,513.00
LG1718-203	Waiheke Junior Cricket	Towards replacement uniforms and equipment	$ 4,000.00
LG1718-207	Waiheke Waka Ama Club	Towards one six-person outrigger canoe, one three-person outrigger canoe and two single canoes.	$ 36,800.00
LG1718-208	Waiheke Community Pool Incorporated	Towards geotech and environmental research of two preferred sites for an indoor community swimming facility.	$ 41,590.00
LG1718-230	Tukaha Brazilian Jiujitsu Club	Towards first aid training for three tutors, equipment and lease costs for Waiheke Recreation Centre	$ 4,070.00
LG1718-237	Waiheke Mountain Bike Club	Towards materials for bridges and signage at the Onetangi Sports Park	$ 4,206.00
			$343,371.00

c) consider the applications listed in Table Two and agree to fund, part-fund or decline each multiboard application in this round.

Table two: Multiboard applications - additional

Application	Organisation Name	Funding requested	Total requested
LG1721-215	Entrust Foundation	Towards the “Cash for containers” campaign	$1,000.00
QR1702-518	Sir Peter Blake Trust	Towards marketing and technical costs for “The Tara Project”.	$3,000.00
			$4,000.00

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 Waiheke Local Board will operate two local grants rounds for this financial year. The second local grant round closed on 26 May 2017.

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

11. For the 2016/2017 financial year, the Waiheke Local Board set a total community grants budget of $40,000.

12. A total of $40,000 was allocated under local grants round one and quick response rounds one, two and three in the 2016/2017 financial year.

13. It is recommended that the local board allocates $100,000 from the community response budget for allocation to this round of grant applications.

14. The Waiheke Local Board received 25 applications for local grants round two, with a total requested of $343,371.00. Two multi-board applications have been received requesting a further $4,000.00.

Consideration

Local board views and implications

15. Local boards are responsible for the decision-making and allocation of local board community grants. The Waiheke 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.

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

17. A summary of each application for local grants round one is attached (see Attachment B).

Māori impact statement

18. 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 Maori. As a guide for decision-making in the allocation of community grants, the new Community Grants Policy supports the principle of delivering positive outcomes for Maori.

Implementation

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

20. Following decisions made by the Waiheke Local Board regarding round two local grants, Commercial and Finance staff will notify the applicants of the local board’s decision.

Attachments

No.	Title	Page
a ⇩	Waiheke Local Grants Programme 2016/2017	37
b ⇨	Waiheke Local Grants Round Two 2016/2017 grant applications (Under Separate Cover)

Signatories

Author

Erin McVeigh - Community Grants Coordinator

Authorisers

Marion Davies - Community Grants Operations Manager

Jennifer Rose - Operations Support Manager

John Nash - Relationship Manager Great Barrier & Waiheke

Waiheke Local Board

22 June 2017

Waiheke Backpackers Hostel Continued Operations and Locally Driven Initiatives Funding Support

File No.: CP2017/11710

Purpose

1. To seek local board approval of the decision to extend the council run operation of the Waiheke Backpackers Hostel to a full year round facility. Also to confirm the amount of Locally Driven Initiative funding required for the operation to continue.

Executive summary

2. The Waiheke Backpackers Hostel opened on 23 December 2016 and has been operated by the Holiday Parks & Accommodation unit within Commercial Leases & Businesses, Community Facilities, Auckland Council. Staff resourcing consisted of a fixed term, full time manager and a number of part time and casual guest services staff.

3. The priority for the Waiheke Local Board was to have the Waiheke Backpackers Hostel open for the summer season when visitor accommodation is at the most demand.

4. In April 2017 the board received operating figures for the summer season and requested that the Waiheke Backpackers Hostel remain open and to continue to operate during the winter low season. This request has an operational cost that is not funded. New staff have been engaged to continue operating the facility if required through the winter/low season.

5. Council staff have undertaken an assessment of operating throughout the low winter season. The recommendation is for the council to continue full year round operations of the Waiheke Backpackers Hostel.

6. Locally Driven Initiative funding support of $53,987 to 30 June 2017 is required for the budget shortfall in Financial Year 2017.

Recommendations

That the Waiheke Local Board:

a) approve the decision for the council to continue to run the Waiheke Backpackers Hostel so that it is a full year round facility.

b) provide Locally Driven Initiative funding support to 30 June 2017 of $53,987.

Comments

7. Council staff have undertaken an assessment of operating throughout the low winter season for continued operations.

Three options for the future operation of the Waiheke Backpackers Hostel have been identified (refer Attachment 1, Table 1):

· Option A: Council full operation for continued year round operations

· Option B: Council run summer seasonal operations with partial continuation for group or organisational bookings during the low winter season.

· Option C: Council summer season operations only with closure during low winter season.

8. All options require the same financial Locally Driven Initiative finding support to 30 June 2017 of $53,987.

9. There are ongoing fixed costs for the facility. These include compliance, services, security, building and plant and grounds maintenance. These costs will still be incurred if the facility is closed over the winter season.

Options

10. Option A - council full operation for continued year round operations - provides council the greatest:

· operating data and information knowledge year round including busy and low seasons. This will assist future growth, development options and potential model recommendations

· control over the nature, type and level of visitor/guest experience

· control over reputation as a result of a consistent marketing approach which can operate year round

· flexibility to change the nature of the provision in the future

· projected forecast revenue income

· ability to develop the council brand of holiday accommodation.

11. Option B - council summer seasonal operations with partial continuation for group or organisational bookings during the low winter season.

· Proposed low winter season June/July-September/October facility hire by groups/organisations.

· Dependable on being able to secure casual staff as and when required.

· This would be an enquiry based booking system which would not be able to be forecast.

· Additional marketing, resourcing and investment would be required in the lead up to opening each season.

12. Option C - council summer season operations only with closure during low winter season.

· The facility would be open during the summer season from October to the end of April and close from May to September. Seasonal resourcing requires additional marketing, staff recruitment and selection process each season prior to opening.

· This option has the lowest revenue forecast, and will still require Locally Driven Initiative funding.

13. In all of the options, council is required to accept the associated risks of operating the facility. Potential risks could include things such as reduced income during the low winter season or reputational risks that could come from opening and closing the facility.

14. The preferred option is Option A - council full continued operations year round including the maintenance and operation of the facility.

Assumptions

15. The following assumptions have been made as part of the assessment of options:

· Further capital investment will be required to enhance the rain water tank collection and to upgrade and repair the adjoining cottage dwelling.

· Financial projections for the options are indicative only based on:

o the experience of operating to date

o industry and local knowledge of visitor flow

o operational usage and accommodation rates at comparative holiday places under Auckland Council control as well as other local providers.

o the forecasted revenue for Financial Year 2018 is a conservative approach.

o the assumption that a good summer season along with the new council electronic booking system and website development projects should result in the backpackers becoming profitable.

Consideration

Local board views and implications

16. The options have been workshopped twice with the Waiheke Local Board. On 18 May 2017 and 1 June 2017. At the 1 June 2017 workshop the local board favoured Option A.

Māori impact statement

17. The Waiheke Backpackers Hostel is open to people of all ethnicities including Maori.

Implementation

18. Initial assessment indicates that Option A- council full continued operations year round, is the preferred approach.

19. This option requires both the council and the Waiheke Local Board to invest in operational expenditure in order to continue to operate year round (refer Attachment 1, Table 1):

· Modelling undertaken by the Commercial Leases and Businesses Unit indicates that the business would run at a loss in Financial Year 2017 due to the interest on upgrade project works and fixtures, fittings and equipment fit out investment required to be operational and open.

· It should be noted that there may be opportunities to enhance revenue return and accommodation offerings in the future. This would contribute to increasing the non-rates revenue of the council.

20. Locally Driven Initiative funding support of $53,987 to 30 June 2017 is required for all options for the un-funded operation to cover the shortfall.

Attachments

No.	Title	Page
a ⇩	Options for the future operation of Waiheke Backpackers Hostel	45

Signatories

Author

Thomas Patterson – Manager Holiday Parks

Authorisers

Kim O’Neill - General Manager Community Facilities

John Nash - Relationship Manager Great Barrier & Waiheke

Waiheke Local Board

22 June 2017

Project 17: Auckland Council maintenance contracts

File No.: CP2017/11572

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.

Recommendations

That the Waiheke 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	53
b ⇩	Full facilities specifications	55
c ⇩	Waiheke asset list	97

Signatories

Author

Kate Marsh - Financial Planning Manager - Local Boards

Authorisers

Rod Sheridan - General Manager Community Facilities

John Nash - Relationship Manager Great Barrier & Waiheke

Waiheke Local Board

22 June 2017

Panuku Development Auckland Local Board Six-Monthly Update 1 November 2016 to 30 April 2017

File No.: CP2016/25270

Purpose

1. To give the Waiheke 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 November 2016 to 30 April 2017.

Background

2. Panuku Development Auckland was established in September 2015 as a result of the merger of two Council Controlled Organisations – Waterfront Auckland and Auckland Council Property Limited.

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 Waiheke Local Board:

a) note the Panuku Development Auckland Local Board Update 1 November 2016 to 30 April 2017

Local Activities

Portfolio Management

6. Panuku manages “non-service” property owned by the council 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 30 April 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 the Auckland Council (AC) and AT shareholders of $3.9m ahead of budget.

9. The average monthly tenantable occupancy rate for the 6 month period is more than 98% which is above the SOI target of 95%.

Properties Managed in the Waiheke Local Board Area

10. Panuku Development Auckland currently manages 9 commercial and residential properties within the Waiheke Local Board area.

Commercial Properties	1. 9
Residential Properties	2. 0
Total Properties Managed	9

Business Interests

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

12. There is one managed business interest in the Waiheke Local Board area – the Hoporata Quarry in Ostend.

13. Hoporata Quarry has been in operation on this site since the 1950s. Origin Quarries Limited is the operator, paying a royalty to the Council based on sales on a monthly basis.

14. The quarry operator has requested an extension to the operating agreement which expires in 2020 to reflect the term of the resource consent which expires 2032. Panuku are considering its options in relation to this extension.

15. Weed control and planting is managed by Panuku in accordance with the resource consent conditions.

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, Auckland Council Property Limited (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 the council’s non-service assets. This includes identifying properties from within council’s portfolio that may be suitable for potential sale and development if appropriate. Panuku has a particular focus on achieving housing and urban regeneration outcomes. Identifying potential sale properties contributes to the Auckland Plan focus of accommodating the significant growth projected for the region over the coming decades, by providing the council with an efficient use of capital and prioritisation of funds to achieve its activities and projects.

Performance

19. July 2016 to June 2017 Target

UNIT	TARGET	ACHIEVED	COMMENTS
Portfolio Review	$75m disposal recommendations	$47.74 million as at 30 April 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, Council Controlled Organisations (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. Properties currently under review in the Waiheke Local Board area are listed below. The list includes any properties that may have recently been approved for sale or development and sale by the governing body.

PROPERTY

DETAILS

4 – 6 Belgium Street (Unit 1), Waiheke

Commercial site. Acquired by the former Auckland City Council for use as a service centre which was to include a library. However the library was located elsewhere. Community & Social Policy requested this site progress through the rationalisation process to enable full review of future use options. Rationalisation process commenced in August 2015. No alternative service uses were identified.

The Waiheke Local Board did not support a disposal and requested that the site be retained for housing purposes.

Auckland Council currently does not have a policy to provide council owned land at low or no cost for housing purposes.

Following Panuku’s advice, the board commissioned a business case to inform a sustainable social housing development that would use the site.

Further engagement with the board occurred in March 2017. Panuku and council’s Community and Social Policy department will report to the board’s July business meeting in response to the business case and to allow the board to confirm their formal position.

7 Waitai Road, Waiheke

Commercial site. Originally acquired in the 1950s and used as a works depot. Community & Social Policyrequested this site progress through the rationalisation process to enable full review of future use options. Rationalisation process commenced in August 2015. No alternative service uses were identified.

The Waiheke Local Board did not support a disposal and requested that the site be retained for housing purposes.

Auckland Council currently does not have a policy to provide council owned land at low or no cost for housing purposes.

Following Panuku’s advice, the board commissioned a business case to inform a sustainable social housing development that would use the site.

Acquisitions and Disposals

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

Acquisitions

25. 15 properties have been purchased this financial year for open space purposes around the region at a value of $27.8m, and 4 properties have been purchased for storm water purposes at a value of $16.9m.

26. No properties were purchased in the Waiheke Local Board area.

Disposals

27. For the ten months to April 2017 the Panuku disposals team has achieved $21.5m of unconditional net sales proceeds from the sale of 13 properties against the 2016/17 disposals target of $20.0m for the year. The disposals target is agreed with council and is reviewed on an annual basis.

28. No properties were sold in the Waiheke 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 Ministry Business Innovation Employment (MBIE) by the 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 no HfOP villages located within the Waiheke Local Board area.

Regional Activities

Highlights

36. Significant progress has been made planning in Transform and Unlock locations around Auckland:

a) Transform Wynyard Quarter: a refresh of the Waterfront Plan is being done in conjunction with the City Centre masterplan update. This will set down the development pathway moving forward, including residential and commercial development, public space development, and public transport integration. In March, the Pakenham Street section of the Madden and Pakenham Streets upgrade was completed.

b) Transform Onehunga: The Onehunga HLPP was presented to Council’s Planning Committee in March.

c) Transform Tamaki: AT will transfer surplus sites for Panuku / Tamaki Regeneration Company to develop after undertaking a town centre plan.

d) Unlock Henderson: the HLPP was approved by the Planning Committee in May, outlining a regeneration plan that will make Henderson an eco-precinct.

e) Unlock Northcote: a Framework Plan for Northcote has been developed, which outlines significant regeneration of the town centre and supports the redevelopment of Housing New Zealand properties alongside Council-owned properties.

f) Unlock Old Papatoetoe: Supporting the redevelopment of the Papatoetoe Mall, a HLPP has been developed that will regenerate the town centre to provide mixed use development and a more vibrant retail environment. Stage one of the refurbishment of Old Papatoetoe Mall is due for completion in September 2017.

g) Unlock Takapuna: Panuku has been working closely with AT and the Devonport Takapuna Local Board on community engagement regarding plans for the centre and particularly AT’s plans to upgrade Hurstmere Road. An iterative stakeholder engagement process was started late 2016 to seek balanced views to help shape initial planning and design thinking.

37. Support projects, where Panuku supports intensification by enabling development of council-owned land, have contributed over $20 million to the asset disposal target in the year to date. A number of sites in Support areas have been targeted for acquisition using the Strategic Development Fund with particular success in Avondale which has recently been nominated as an Unlock location. The following are some of the key projects within Support areas:

a) The recent sale of 28 residential units at 150 Mt Wellington Highway, Mount Wellington that the purchaser intends to refurbish either to sell or lease.

b) Earlier this year a 5000 sqm vacant site at 96 St Georges Road, Avondale was sold to Housing New Zealand which they combined with their own properties to enable the development of 103 residential dwellings. Construction will start before the end of this year.

c) 24-26 Racecourse Parade, Avondale is a site sold to Ockham Development last year and they are well into the construction of three apartment blocks delivering 72 units with a targeted completion at the end of this year.

d) The New Zealand Housing Corporation is well into the construction of 33 dwellings at a site at 1 Trent Street, Avondale.

e) Lot 1, 187 Flat Bush School Road, Flat Bush is a 2 hectare site that was sold in December to Neil Construction to deliver a 30 lot residential sub-division and associated housing.

38. A development agreement has been signed with Avanda Group to develop a 9.9ha site at the Hobsonville Airfields, which will see 500 homes of mixed typology constructed.

39. The joint venture business between Council and the Selwyn Foundation to manage the Housing for Older People (HfOP) portfolio has been established and named Haumaru Housing. Haumaru Housing was successful in becoming a Class 1 Registered Landlord with the Community Housing Regulatory Authority. Panuku has submitted a resource consent application to begin the first development of the HfOP portfolio at Wilsher Village in Henderson.

40. Marketing and pre-sales of apartments for the CAB residential building by Tawera Group is going well, following the signing of the development agreement with Panuku in December 2016.

41. The Muriwai Campground was reopened in February 2017 following a complete redevelopment of the office, communal kitchen, shower and toilet blocks and laundry.

42. The waterfront summer programme was a hit, with over 115,000 people attending Auckland Anniversary events organised by the Council family.

43. A nine year lease for Panuku’s new offices at 82 Wyndham Street was signed, and Panuku will move into the offices later this year. The decision to move was assessed against Panuku remaining in its current offices. Moving is cost effective, allows for more fit-for-purpose accommodation, and will be more centrally located.

Consideration

Local board views and implications

44. This report is for the Waiheke Local Board’s information.

45. This report was workshopped with the Waiheke Local Board on 1 June 2017.

46. 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

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

48. Māori make up 12% of the region’s total population who mainly live in Manurewa, Henderson-Massey, Papakura, Ōtara-Papatoetoe, Māngere-Ōtahuhu and Franklin. Māori have a youthful demographic with 50% of Māori in Tāmaki Makaurau under the age of 25 years. 5% of the Māori population in the region are currently 65 years and over.

49. There are 19 Mana Whenua in the region, with 8 having indicated an interest in Panuku lead activities within the Waiheke Local Board area.

50. Māori make up 11 percent of the Waiheke Local Board population, and there is one marae located within the local board area.

51. 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.

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

Implementation

53. There are no implementation issues.

Attachments

There are no attachments for this report.

Signatories

Author

Sven Mol - Corporate Affairs Advisor Panuku Development Auckland

Authorisers

Toni Giacon - Team Leader Stakeholder and Community Engagement

John Nash - Relationship Manager Great Barrier & Waiheke

Waiheke Local Board

22 June 2017

Endorsement of Waiheke and Rakino Subsection of the Hauraki Gulf Islands Waste Plan

File No.: CP2017/06510

Purpose

1. To endorse the Waiheke and Rakino Subsections of the Hauraki Gulf Islands Waste Plan.

Executive summary

2. The goal of the 2012 Waste Management and Minimisation Plan is ‘zero waste by 2040’. In recognition of the unique nature of the Hauraki Gulf Islands, an action in the Waste Management and Minimisation Plan is to create a specific waste plan for the Hauraki Gulf Islands (Waiheke, Rakino, Great Barrier and Kawau).

3. The plan outlines a practical approach on how waste management of the Hauraki Gulf Islands can support the goal of zero waste. This report requests that the board endorse the Waiheke and Rakino subsections of the Hauraki Gulf Islands Waste Plan (attachment A and B).

Recommendation

That the Waiheke Local Board:

a) The Board endorse the Waiheke and Rakino Sections of HGI Waste Plan with the addition of objectives and actions on the reduction and reuse of clean-fill and road construction waste on Waiheke.

Comments

4. The 2012 Waste Management and Minimisation Plan is Auckland’s road map to achieving zero waste by 2040. It focuses on turning ‘waste into resources’, alongside disposer pays for refuse, changes to the service provision of inorganic waste, developing a resource recovery network, implementing the Waste Minimisation and Innovation Fund and increasing community knowledge and leadership around waste.

5. The Waste Management and Minimisation Plan acknowledges the unique nature of the Hauraki Gulf Islands through an action to develop a specific plan for the Hauraki Gulf that reflects the aspirations of the local community, and mana whenua. The Hauraki Gulf Islands Waste Plan (the plan) outlines the management of the following waste streams:

· household and business refuse and recycling;

· food waste and green waste (organic waste);

· inorganic material such as building demolition material and household items; and

· marine and boat user refuse.

6. The Plan guides the strategic direction of refuse transfer stations, landfills, and resource recovery centres. It also has strong focus on encouraging behavior change, supporting waste minimisation education, and fostering innovative solutions.

Waiheke Subsection

7. The plan includes a specific subsection relating to Waiheke – the draft is appended as attachment A to this report. The Waiheke section of the plan outlines key waste statistics for the island, sets the context for community engagement and identifies community priorities and key waste goals for the island.

8. A key focus of the Waiheke subsection is supporting community-driven on-island solutions towards zero waste, which will also reduce the high cost of providing waste services. To meet this objective, the plan includes the following as key waste goals for the island;

· community engagement and behaviour change to reduce waste to landfill

· increase recycling and reuse of materials on Waiheke;

· establish a community recycling centre by 2020;

· all of Waiheke’s green and food waste is composted, using on-island solutions and maximising local economic development opportunities;

· reduce waste coming on to the island;

· reduce commercial and construction and demolition waste; and

· reduce visitor and boatie waste.

9. Further enabling actions towards a zero waste Waiheke identified by the Waiheke community participants are:

· to agree a process and methodology for presenting waste costs transparently, including the split between household, commercial and visitor tonnage or volume;

· investigate applying a local waste levy for refuse drop-off at the transfer stations to incentivise waste reduction and fund waste reduction activities; and

· ensure ongoing community involvement and participation in waste planning and delivery on Waiheke.

10. Waste service changes signaled over the next three years are:

· a review of the two ‘Throw and Go’ bins at both ferry points and promotion of a ‘pack in pack out’ approach to visitor waste;

· disposer pays for domestic rubbish is proposed to be introduced from 2018/2019 in alignment with the Waste Management and Minimisation Plan;

· a move to fortnightly recycling collection in 2019/2020;

· investigate the feasibility of a comingled public recycling drop-off service at the Transfer Station; and

· a new approach to on-island inorganic material is being trailed, with the intent to establish a community recycling centre by 2020.

11. Current waste collection contracts are in place until 30 June 2019. No substantial changes to refuse and recycling will occur before then.

Rakino Subsection

12. The plan includes a specific subsection relating to Rakino – the draft is appended as attachment B to this report. The Rakino section of the plan outlines key waste statistics, community interests and priorities, and key waste goals for the island.

13. A key focus for the Rakino subsection is to foster on-island solutions and effective handling of waste to ensure it remains free of animal pests such as rats. To meet these objectives, the plan includes the following as key waste goals for the island:

· investigate options for disposer pays for rubbish on Rakino;

· everybody composting their food and green waste;

· divert recyclables from landfill and reduce cross contamination of recyclables;

· develop local uses for cardboard;

· work together to divert reusable inorganic materials from landfill; and

· tailored community education and ongoing support for community action and solutions.

14. The key waste change being signaled for Rakino is to investigate the potential for the introduction of disposer pays from 2018/2019. All other services will be unchanged.

Consideration

15. Engagement with mana whenua, local communities and local boards has informed the objectives and development of the plan.

16. The waste goals and actions for the Waiheke subsection was led by a small group of Waiheke residents involved in community-led waste initiatives on this island. Resourcing was provided by council to help develop this content. A new partnership called the Island Waste Collective was created to manage this process and engage the community. A steering group was established consisting of local organisations, people involved in developing Essentially Waiheke, Local Board elected members and council staff. A number of workshops were held with key stakeholders representing diverse views and expertise.

17. Information to inform the development of the Rakino subsection was drawn from a meeting with representatives from the Rakino Ratepayers Association and contractor information.

Local board views and implications

18. An initial briefing was given to the Waiheke Local Board prior to the development of the Hauraki Islands Waste Plan. Local Board representatives were also involved in attending steering group meetings in the development of the Waiheke subsection led by Waiheke Resources Trust, a member of the Island Waste Collective. In addition the board has discussed approaches to waste management and minimisation, particularly in regards to the removal of the waste subsidy and options for reducing the cost of waste services on the island.

19. The board has been a strong advocate and supporter of community-led on-island waste minimisation initiatives. The board has also supported a number of waste minimisation initiatives through its discretionary budget.

20. The Hauraki Gulf Islands Waste Plan aligns with the Waiheke Local Board plan outcome: Treasured Islands, Coastlines, Wetlands and Marine Areas. It serves to address the board’s commitment to support local waste minimisation initiatives.

Māori impact statement

21. There are a number of iwi with mana whenua connections to the Hauraki Gulf and who have a role and responsibility to exercise kaitiakitanga, in accordance with their kawa and protocols. This role is to sustain the mauri of the natural environment for current and future generations. A key to enabling kaitiakitanga is to ensure mana whenua representation at decision-making tables. The following bodies have tangata whenua or mana whenua representation to the Hauraki Gulf Islands in Auckland: the Hauraki Gulf Forum, Sea Change – Hauraki Gulf Marine Spatial Plan and Council’s Infrastructure and Environmental Services Mana Whenua Forum.

22. In the development of the Hauraki Gulf Islands Waste Plan there were presentations and discussion with members at the Hauraki Gulf Forum and also Council’s Infrastructure and Environmental Services Mana Whenua Forum.

23. On Waiheke members of Piritahi Marae were consulted via the community engagement process led by the Island Waste Collective. It has been reported that they support community waste management and minimisations solutions for Waiheke.

Implementation

24. When completed in December 2016, the final plan will form part of the Waste Management and Minimisation Plan. It will be reviewed in 2018 part of the review of the Waste Management and Minimisation Plan.

25. As the plan is a subsection of the Waste Management and Minimisation Plan, budgets for all implementation are available in the Long-term Plan 2015-2025. Funding for waste minimisation projects is also available through the Waste Minimisation and Innovation Fund.

Attachments

No.	Title	Page
a ⇩	Rakino Section of the HGI Waste Plan	113
b ⇩	Waiheke Section of the HGI Waste Plan	121
c ⇩	Waiheke Local Board Additions to the HGI Waste Plan	143

Signatories

Author	Jenny Chilcott – Senior Waste Planning Specialist
Authoriser	Ian Stupple – General Manager Waste Solutions

Waiheke Local Board

22 June 2017

Auckland Plan refresh 2018: early feedback to inform draft plan

File No.: CP2017/11855

Purpose

1. This report invites formal feedback from local boards on high-level, strategic themes and focus areas to guide development of the draft refreshed Auckland Plan.

Executive summary

2. The Auckland Plan sets out a bold and ambitious 30-year vision to guide the growth and development of Auckland. The plan is our key strategic document that informs regional priorities that will be funded through the Long Term Plan (LTP) 2018-28. The current Auckland Plan was adopted in 2012 and provided strategic direction in a number of significant areas. The refresh provides an opportunity to revisit Auckland’s most challenging issues in light of changes since the plan was adopted to ensure it continues to be a useful guiding document for Auckland.

3. The refreshed plan will be more focused on a small number of inter-linked strategic themes that address Auckland’s biggest challenges. These themes are:

· Access and Connectivity

· Protect and Enhance

· Homes and Places

· Belonging

· Skills and Jobs

4. The plan is also intended to have a greater focus on the development strategy, which must achieve the social, economic, environmental and cultural objectives of the plan.

5. Over the last five months, local boards have been involved in Planning Committee workshops and local board cluster briefings on the Auckland Plan refresh as part of their shared governance role.

6. Local boards are now invited to consider their formal position on the themes and focus areas and provide further feedback. The formal feedback will be considered by the Planning Committee at its meeting on 1 August 2017.

Recommendations

That the Waiheke Local Board:

a) provide feedback, including any specific feedback on the challenges, opportunities, strategic themes and focus areas.

b) note that the resolutions of this meeting will be reported back to the Planning Committee when it meets to decide on direction to inform the draft Auckland Plan on 1 August 2017.

c) note that there will be further opportunities to provide feedback on the draft plan as council continues through the refresh process during 2017.

Comments

7. Auckland Council is required under the Local Government (Auckland Council) Act 2009 to develop and review a spatial plan for Auckland. The Auckland Plan sets out a bold and ambitious 30-year vision to guide the growth and development of Auckland. The plan is our key strategic document that informs regional priorities that will be funded through the LTP 2018-28. The current Auckland Plan was adopted in 2012 and provided strategic direction in a number of significant areas. The refresh provides an opportunity to revisit Auckland’s most challenging issues in light of changes since the plan was adopted to ensure it continues to be a useful guiding document for Auckland.

8. On 28 March 2017, the Planning Committee endorsed a streamlined spatial approach for the refresh of the Auckland Plan. The refreshed plan will be more focused and structured around a small number of inter-linked strategic themes that address Auckland’s biggest challenges. The key challenges for Auckland are identified as:

· scale and rate of population growth

· greater environmental pressures resulting from that growth

· uneven distribution of growth benefits.

9. The plan is also intended to have a greater focus on the development strategy, which must achieve the social, economic, environmental and cultural objectives of the plan.

10. Over the last five months, local boards have been involved in Planning Committee workshops and local board cluster briefings on the Auckland Plan refresh as part of their shared governance role. All local board chairs were invited to the February, March and April Planning Committee workshops on the Auckland Plan. In the March workshops, local board chairs generally indicated support for a refresh of the plan. Chairs (or their representatives) provided theme by theme feedback, noting that this expresses the views of local board chair(s) only.

11. Local board cluster briefings for local board members were held in February and April. The February briefing provided an initial introduction to the refresh. In April, a high-level summary of the Planning Committee workshop content was presented. Early information and feedback from local boards was used to refine the scope of strategic themes and focus areas. Key themes emerging from local board feedback are included in Attachment B. The results of these workshop discussions fed into an information report distributed to elected members on 1 May.

12. Local boards are invited to consider the strategic themes and focus areas and provide further, formal feedback, including any specific feedback on the challenges and opportunities.

Strategic themes and focus areas

13. The high-level, strategic themes and focus areas are outlined in Table 1. These provide the basis for early. The key strategic themes include:

· Skills and Jobs: recognizing the importance of skills and jobs in enabling prosperity and individual and community well-being.

· Belonging: Enabling participation in society to underpin a sense of belonging. Aucklanders’ willingness to live and work together and invest in Auckland’s future is based on trust, tolerance and mutual respect.

· Homes and places: Enabling successful urban environments. Homes and places influence Aucklanders’ health, safety and well-being, living standards and financial position.

· Protect and enhance: Acknowledging the impacts of growth and development on Auckland’s natural environment, cultural and built heritage, and their contribution to broader outcomes for Auckland.

· Access and connectivity: Enabling Aucklanders to get to where they want to go through connections between Auckland, other parts of New Zealand and the world, both in the physical sense and by digital means.

14. These strategic themes are intended to provide direction to the high-level development strategy, which guides how Auckland will grow and develop and our investment priorities. Further supporting material is provided in Attachment A.

Table 1: Strategic framework

Strategic themes	Focus areas
Skills and jobs	Enterprise and innovation
	Education pathways and life-long learning
	Retain and attract talent and investment
Belonging	The importance of Māori and Māori values
	Equitable opportunities for all to achieve their full potential
	Inclusive, resilient and thriving communities
	Value and celebrate Auckland’s diversity
Homes and Places	More homes (supply, choice and infrastructure)
	Affordable, safe, stable homes
	Urban areas that work
Protect and Enhance	Sustainability and resilience embedded in how we grow and develop
	Environment and cultural heritage are critical to broader outcomes
	Recognise and provide for role of Māori
Access and Connectivity	Easy to get to where you want to go
	Enabling and supporting growth
	Implement Auckland Transport Alignment Project
	Minimise harm (road accidents and deaths, environmental and cultural impacts)

15. The following questions may be useful in structuring feedback:

· What are the key challenges and opportunities facing Auckland in the future?

· What are the regional priorities for Auckland over the next 30 years from your local communities’ perspectives?

· Do the strategic themes and focus areas capture your communities’ regional priorities?

· Are we focusing on the right things?

· Are there any gaps?

Relationship to local board plans

16. In April/May 2017, local boards adopted their draft local board plans. Many local boards used direction provided by the Auckland Plan when preparing their draft local board plans to support better alignment between local and regional investment and activities. It is anticipated that the draft plans and ongoing discussion with communities will continue to inform local boards’ input to the Auckland Plan.

17. Local board plans will help inform the draft LTP 2018-28 budget decisions. This includes the identification of locally driven initiatives and advocacy initiatives, which will deliver on local board outcomes. Based on an analysis of the draft local board plans 2017, there is strong alignment between draft local board plan and the Auckland Plan outcomes.

Next steps

18. Local boards are well-placed to provide input on regional priorities following public engagement on their draft local board plans.

19. Further engagement with local boards on development of the draft plan will take place as part of the local board cluster workshops in July 2017.

20. On 1 August 2017, the Planning Committee will meet to agree direction to guide the draft Auckland Plan. Local boards’ formal feedback will be considered by the Planning Committee at its meeting on 1 August 2017.

21. There will be further opportunities to provide feedback on the draft plan as council continues through the refresh process.

Consideration

Local board views and implications

22. Local board feedback is being sought in this report.

23. A summary of feedback received from local board members to date is provided in Attachment B.

24. Local boards play an important role in relation to the content of the Auckland Plan through communicating local views to the governing body and providing input to regional strategies, policies and plans.

25. The refreshed plan will inform regional priorities that will be funded through the LTP 2018-28.

Māori impact statement

26. The council is required to provide opportunities for Māori engagement and to support Māori capacity to participate in decision-making. When making significant decisions in relation to land or a body of water, the council must take into account the relationship of Māori and their culture and traditions with their ancestral land, water, sites, waahi tapu, valued flora and fauna and other taonga.

27. Staff from the Independent Māori Statutory Board (IMSB) provided guidance on the strategic themes. The IMSB’s Māori Plan for Tāmaki Makaurau was a guiding document underpinning the development of the strategic themes and focus areas.

28. The strategic themes acknowledge and celebrate Māori culture as Auckland’s point of difference, and mana whenua as Treaty partners in a multicultural Auckland.

29. An additional Māori theme is in development following a request from the Planning Committee. Further engagement with mana whenua and mataawaka is planned in developing the draft plan.

Implementation

30. Feedback from the local boards will be summarised and provided in full to the Planning Committee for consideration in decision-making to guide development of the draft plan.

Attachments

No.	Title	Page
a ⇩	Auckland Plan Refresh: Theme Summary	151
b ⇩	Auckland Plan Refresh: key themes emerging from local board feedback	159

Signatories

Authors

Karryn Kirk - Principal Strategic Adviser Auckland Plan Implementation

Denise O’Shaughnessy - Manager Strategic Advice

Authorisers

Jacques Victor - GM Auckland Plan Strategy and Research

Karen Lyons - General Manager Local Board Services

John Nash - Relationship Manager Great Barrier & Waiheke

Waiheke Local Board

22 June 2017

Local Board recommendations on Easter Sunday trading

File No.: CP2017/10895

Purpose

1. To seek a local board recommendation to the Governing Body on whether or not to expand Easter Sunday trading in Auckland.

Executive summary

2. Councils were given the power to adopt a policy to expand Easter Sunday trading through a law change in August 2016.

3. In August 2017, the Governing Body will decide whether or not to propose a policy to expand Easter Sunday trading in all or parts of Auckland for public consultation.

4. Any decision on Easter Sunday trading will impact on Auckland Council’s economic, social, recreational and cultural objectives, for example through increased wages and revenue, or the ability to retain an additional day’s holiday for family, leisure time or religious observance.

5. This report enables the local board to advocate a position to the governing body on whether or not to expand Easter Sunday trading in Auckland. This is consistent with the local board’s community advocacy role under the Local Government (Auckland Council) Act 2009.

6. In February 2017, the Governing Body approved community engagement to inform its August 2017 decision on whether to retain the status quo or to expand Easter Sunday trading (Resolution GB/2017/22). A copy of the Governing Body report is contained in Attachment A.

7. The Governing Body report (Attachment A) provides information to assist to make a recommendation on Easter Sunday trading, including:

· background on the Easter Sunday trading legislative change, rationale, current regulations

· options for responding to the legislative change, including:

o issues and options analysis

o pros and cons.

8. Planned engagement initiatives in May and June 2017, include:

· a survey of a representative group of 1600 Aucklanders

· an online feedback form promoted through online, media and external networks

· engagement with key stakeholders.

9. Staff will circulate preliminary findings of overall engagement to local board members in an information memo in mid-June 2017.These preliminary findings will show regional views as well key views of Māori, Pacific, diverse and hard to reach Aucklanders with whom engagement will be prioritised.

10. The local board can either:

· make its recommendation at a business meeting before 30 June 2017 with or without the preliminary findings of engagement

· delegate this responsibility to the Chair, or appropriate board member, if it wishes to delay its recommendation until after members have received the preliminary findings of engagement in mid-June, and the local board is unable to meet before 30 June 2017.

11. Local boards’ recommendations are required by 30 June 2017 in order for them to be included in the report to the Governing Body in August.

12. Local boards’ views will be summarised within the report to the Governing Body and the resolutions attached verbatim.

13. In making its August 2017 decision, the Governing Body will consider the findings of engagement as well as local boards’ recommendations.

14. If the Governing Body decides to adopt a policy to expand Easter Sunday trading, it must use the special consultative procedure. This allows for public consultation prior to a final decision being made by Easter 2018.

Recommendations

That the Waiheke Local Board:

a) note the attached Governing Body report (Attachment A) provides information to assist to make a recommendation on Easter Sunday trading, including:

i. background on the Easter Sunday trading legislative change, rationale, current regulations

ii. options for responding to the legislative change, including:

iii. issues and options analysis

iv. pros and cons.

AND EITHER

b) recommend that the Governing Body retain the status quo, so that only shops that can currently open for trade on Easter Sunday can continue to do so.

c) recommend that the Governing Body adopt a policy to allow shops in all of Auckland to trade on Easter Sunday.

d) recommend the Governing Body adopt a policy to allow shops in the following parts of Auckland to trade on Easter Sunday: [local board to insert parts in list format]

e) delegates the Local Board Chair to recommend to the Governing Body by email via the Manager Social Policy and Bylaws by 30 June on whether to retain the status quo, or to allow shops in all or parts of Auckland to trade on Easter Sunday.

Attachments

No.	Title	Page
a ⇩	Attachement A: Report to Governing Body_Response to Easter Sunday trading legislation	163

Signatories

Author

Pania Elliot - Principal Policy Analyst

Authorisers

Michael Sinclair - Manager Social Policy and Bylaws

John Nash - Relationship Manager Great Barrier & Waiheke

Chairperson	Paul Walden
Deputy Chairperson	Cath Handley
Members	Shirin Brown
	John Meeuwsen
	Bob Upchurch

No.	Title	Page
a ⇩	Resource Consent Applications Received 6 - 12 May 2017	189
b ⇩	Resource Consent Applications Received 13 - 20 May 2017	191
c ⇩	Resource Consent Applications Received 21 - 26 May 2017	193
d ⇩	Resource Consent Applications Received 27 May - 2 June 2017	195