Agenda of Kaipātiki Local Board

I hereby give notice that an ordinary meeting of the Kaipātiki Local Board will be held on:

Date:

Time:

Meeting Room:

Venue:

Wednesday, 19 July 2017

4.00pm

Kaipātiki Local Board Office
90 Bentley Avenue
Glenfield

Kaipātiki Local Board

OPEN AGENDA

MEMBERSHIP

Chairperson	Danielle Grant
Deputy Chairperson	John Gillon
Members	Paula Gillon
	Ann Hartley, JP
	Kay McIntyre, QSM
	Anne-Elise Smithson
	Adrian Tyler
	Lindsay Waugh

(Quorum 4 members)

Blair Doherty

Kaipatiki Local Board Democracy Advisor

11 July 2017

Contact Telephone: (09) 484 8856

Email: Blair.Doherty@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

Kaipātiki Local Board

19 July 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 6

7 Petitions 6

8 Deputations 6

9 Public Forum 6

10 Extraordinary Business 6

11 Notices of Motion 7

12 Kaipātiki Local Board Community Facilities work programme 2017/2018 9

13 Kaipātiki Local Board Arts, Community and Events Work Programme 2017/2018 29

14 Kaipātiki Local Board Local Economic Development work programme 2017/2018 41

15 Approval Of New Road Names For The Subdivision At 20, 32 & 34 Park Avenue, Northcote 53

16 Auckland Transport Monthly Update - July 2017 59

17 Auckland Plan refresh 2018: early feedback to inform draft plan 73

18 Local board involvement in regional strategic priority workshops on the Long-term Plan 2018-2028 89

19 Governing Body and Independent Maori Statutory Board Members' Update 93

20 Members' Reports 95

21 Governance Forward Work Calendar 101

22 Workshop Records - Kaipātiki Local Board Workshops - Wednesday 7 June 2017 and Wednesday 14 June 2017 105

23 Consideration of Extraordinary Items

1 Welcome

2 Apologies

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

3 Declaration of Interest

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

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 Kaipātiki Local Board:

a) confirm the minutes of its extraordinary meeting, held on Wednesday, 7 June 2017, as a true and correct record.

b) confirm the minutes of its ordinary meeting, held on Wednesday, 21 June 2017, as a true and correct record, subject to the following correction to item 22, New community lease to Birkenhead Tennis Club Incorporated at John G Kay Park, corner Verran Road and Waipa Street, Birkdale, resolution a), clause ii, as follows:

a) ii. rent - $1.00 plus ~~Gods~~ Goods and Services Tax per annum if requested

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 Kaipātiki 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.

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

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Notices of Motion

There were no notices of motion.

Kaipātiki Local Board

19 July 2017

Kaipātiki Local Board Community Facilities work programme 2017/2018

File No.: CP2017/09123

Purpose

1. To approve the draft Community Facilities work programme for the Kaipātiki Local Board for the 2017/2018 financial year, including all capital works, leasing and operational maintenance projects delivered by Community Facilities.

2. To approve in principle the 2017-2020 Community Facilities physical works programme for the Kaipātiki Local Board.

Executive summary

3. The Council’s Community Facilities department is responsible for the building, maintenance and renewal of all council’s open spaces and community buildings. This includes the community leasing and licensing of council-owned premises.

4. The draft Kaipātiki Local Board 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. In the 2017/2018 Community Facilities work programme, the following budgets have been identified:

· $40,000 of locally driven initiatives (LDI) capital discretionary funding, and

· $4,764,860 of asset-based services (ABS) capital funding

6. The 2017-2020 Community Facilities physical 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 future years’ programmes.

7. The local board was given the opportunity to discuss the draft work programmes for capital works, leasing and operational maintenance at a workshop with Community Facilities staff on 12 April 2017. Following this feedback, an updated work programme was developed by staff and is presented in Attachment A. This report recommends that the local board approve the 2017/2018 Community Facilities work programme and associated budget. This report also seeks approval for the 2017-2020 Community Facilities physical works programme.

8. Once approved by the Kaipātiki Local Board, new work will commence from July 2017. Regular updates on the line items will be provided to the local board by the Community Facilities Stakeholder Advisors, and as part of regular quarterly reporting.

Recommendation/s

That the Kaipātiki Local Board:

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

b) approve in principle the Kaipātiki Local Board 2017-2020 Community Facilities physical works programme as detailed in Attachment B to the agenda report.

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 council’s Community Facilities department, including capital works projects, leasing and operational maintenance. The 2017-2020 Community Facilities physical works programme detailed in Attachment B contains the three year proposed capital works programme for renewals and growth projects.

Community Facilities department

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.

Physical Works Programme

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

14. The renewals programme is prioritised against three main drivers: asset condition, level of provision and identified risk. Not undertaking timely renewals will have a negative impact on the customer experience and put asset performance at risk, and ultimately increase the cost to maintain the facility.

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

16. At a workshop on 12 April 2017, Community Facilities staff presented a draft three year forward work programme 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. The three-year rolling programme will be a live agreement between local boards 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.

17. The 2017/2018 Community Facilities work programme contains the first year of the three year rolling programme and was updated following the workshop on 12 April 2017:

· Number of projects: 92; and

· Estimated cost for proposed projects: $4,924,860.

18. The 2017-2020 Community Facilities Physical Works Programme contains the follow projects:

· Number of projects: 94.

Leasing work programme

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

20. 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, in addition to those from previous years’ work programmes which have yet to be completed.

21. Once the 2017/2018 Community Facilities work programme is approved, staff will be able to bundle reporting on routine or non-controversial matters whilst focusing attention on those community leases that are more complex.

Operational maintenance work programme

22. 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 users.

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

24. In the 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 the local board and through the quarterly report.

Consideration

Local board views and implications

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

26. The draft 2017/2018 Community Facilities work wrogramme and the 2017-2020 Community Facilities physical works programme were considered by the local board at a workshop on 12 April 2017. The views expressed by local board members during the workshop have been adopted in Attachment A and Attachment B.

27. The Community Facilities work programme supports the achievement of the following 2014-2017 Kaipātiki Local Board Plan priorities:

· Green open spaces and environments that enable active and healthy lifestyles and protect our natural heritage; and

· Community facilities, assets and services that are high quality, well managed and meet our communities' needs.

Māori impact statement

28. The 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 then appropriate engagement will be undertaken.

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

Implementation

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

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

Attachments

No.	Title	Page
a ⇩	Kaipatiki Community Facilities 2017/2018 Work Programme	11
b ⇩	Kaipatiki Community Facilities 2017-2020 Physical Works Programme	19

Signatories

Authors

Chantelle Subritzky - Manager, Stakeholder Advisory

Hannah Alleyne - Senior Programme Planner

Authorisers

Rod Sheridan - General Manager Community Facilities

Eric Perry - Relationship Manager

Kaipātiki Local Board

19 July 2017

Kaipātiki Local Board Arts, Community and Events Work Programme 2017/2018

File No.: CP2017/13320

Purpose

1. To approve the Arts, Community and Events (ACE) 2017/2018 Kaipātiki Local Board work programme.

Executive summary

2. This report provides information to support local boards to make decisions required to approve the Arts, Community and Events 2017/2018 work programme.

3. The proposed ACE work programme provides a defined work programme for the 2017/2018 financial year. The work programme covers the following areas:

· Community Empowerment;

· Arts and Culture;

· Events; and

· Community Places.

4. The ACE work programme for the Kaipātiki Local Board aligns with the following 2014-2017 Kaipātiki Local Board Plan priorities:

· community facilities, assets and services that are high quality, well managed and meet our communities’ needs;

· proud, positive communities that embrace the diversity of Kaipātiki; and

· vibrant town and village centres and a thriving local economy.

Recommendation/s

That the Kaipātiki Local Board:

a) approve the 2017/2018 Arts, Community and Events work programme as outlined in Attachment A to the agenda report.

Comments

5. The ACE work programme for 2017/2018 aligns to the following 2014-2017 Kaipātiki Local Board Plan priorities:

· Community facilities, assets and services that are high quality, well managed and meet our communities’ needs - this priority is met through administering funding agreements to community centres to run programmes and activities that meet community needs.

· Proud, positive communities that embrace the diversity of Kaipātiki - the ACE work programme partners with and funds community organisations to deliver programmes for migrants, and to design and deliver youth-led projects. The work programme also delivers several events, and arts and culture initiatives across the local board area that target a cross-section of the community.

· Vibrant town and village centres and a thriving local economy - this is met through supporting and/or delivering community events across the local board area.

6. The ACE work programme 2017/2018 for the Kaipātiki Local Board includes the following areas of activity:

· Community Empowerment - these projects and programmes aim to deliver a range of social outcomes for local residents. This includes funding organisations to support youth in becoming job-ready, and funding the Kaipātiki Community Facilities Trust.

· Arts and Culture - this includes community arts programmes delivered across the local board area and administering a funding agreement with NorthArt Society Incorporated.

· Events - the ACE work programme includes a range of community events such as the Community Volunteer Awards and funding to support events including Tartan Day and Matariki.

· Community Places - the ACE work programme includes the provision of community facilities through three-year term agreements with Bayview Community Centre Incorporated, Glenfield Community Centre Incorporated, Highbury Community House Incorporated and Birkdale Beach Haven Community Project.

7. The work programme includes scoped initiatives that align with local board priorities, as well as budget allocation and established timelines.

8. The local board considered the draft work programme at a workshop with ACE staff on Wednesday 5 April 2017. Staff incorporated the local board’s feedback into the work programme.

9. The local board is requested to approve the ACE work programme for 2017/2018. ACE staff will continue to work with the local board to ensure these projects are delivered.

Consideration

Local board views and implications

10. The local board considered the draft 2017/2018 work programme a workshop on Wednesday 5 April 2017. Staff considered the local board’s feedback and incorporated it into the local board work programme (refer Attachment A).

Māori impact statement

11. The 2017/2018 work programme includes a new line entitled ‘Māori Responsiveness Action Plan’. This item emerged from a review of local board work programmes, which found that overall, local board plans make strong commitments to Māori. However these commitments are not often carried through to detailed action in work programmes. For example benefits to Māori may be included as a by-product of general outcomes, or categorised with ethnic and diverse communities.

12. The benefits of this activity are expected to include:

· collaborating with Māori and forming stronger relationships, decision-making and partnerships;

· moving from high level commitments to outcomes;

· eliminating the transactional approach to working with Māori; and

· setting up monitoring through quarterly reporting.

13. Improving Māori outcomes is a priority across the Auckland region. One of the Auckland Plan targets is to increase targeted support to Māori community development projects. A key objective of ACE is to deepen and integrate relationships with mana whenua, mataawaka and marae, in the everyday work of council.

14. The proposed ACE work programme strives to achieve stronger relationships by working with mana whenua and matawaaka to create a local responsiveness action plan that includes key aspirations and priorities for Māori, opportunities to work together and a plan for building strong relationships and sharing information in the Kaipātiki Local Board area. It also aims to improve well-being among Māori living in Kaipātiki.

15. ACE is committed to supporting strong Māori communities through engagement, capacity building and contributing to Māori well-being. This can be seen through activities such as professional development and training opportunities identified through the board’s Beach Haven marae initiative.

Implementation

16. Once the work programme is approved, ACE staff will monitor and evaluate progress throughout the 2017/2018 financial year. The ACE work programme will be implemented within the Annual Plan 2017/2018 budget and updates on progress will be available at the end of each quarter, as part of regular quarterly reporting.

Attachments

No.	Title	Page
a ⇩	Kaipatiki ACE Work Programme 2017/18	31

Signatories

Authors

Suzanne Shaw-Lentini - Business Coordinator

Chinwe Akomah - Advisor - ACE

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Eric Perry - Relationship Manager

Kaipātiki Local Board

19 July 2017

Kaipātiki Local Board Local Economic Development work programme 2017/2018

File No.: CP2017/13458

Purpose

1. To approve the Kaipātiki Local Board local economic development programme for the 2017/18 financial year.

Executive summary

2. This report requests approval of the proposed 2017/18 local economic development (LED) work programme for the Kaipātiki Local Board.

3. The proposed work programme (refer Attachment A) comprises research to support future development opportunities for the Glenfield town centre and support for the Young Enterprise Scheme (YES).

4. The total value of the local economic development programme is $21,000.

5. The local board is being asked to approve the proposed 2017/18 local economic development programme.

Recommendation/s

That the Kaipātiki Local Board:

a) approve the local economic development work programme for the 2017/2018 financial year, which includes the following initiatives:

i. Research to support future development of the Glenfield town centre ($20,000); and

ii. Young Enterprise Scheme ($1,000).

Comments

Background

6. The proposed 2017/2018 Kaipātiki Local Board local economic development (LED) programme has been developed having regard to the local board priorities in relation to local economic development as set out in the draft Kaipātiki Local Board Plan 2017 and the Kaipātiki Local Economic Development Action Plan.

7. The proposed LED programme comprises the following activities:

· Research to support future development of the Glenfield town centre; and

· Supporting the Young Enterprise Scheme E-Days.

Research to support future development of the Glenfield town centre ($20,000)

8. The local board has indicated a desire to see its town centres succeed. The draft Kaipātiki Local Board Plan 2017 includes as a key outcome ‘our urban centres are vibrant’ and provides objectives for each of the area’s centres.

9. Within the LED Action Plan action 1.12 b seeks to develop and implement actions within each business improvement association (BID)/ business association area around business attraction and retention, which could include contracting specialist service providers to implement actions.

10. Change is already underway within Kaipatiki’s town centres. For example, Highbury town centre has seen significant public realm investment over the last two years. Glenfield has also seen significant work to the mall undertaken by its new owners, while Northcote is about to begin a period of extensive regeneration led by Panuku Development Auckland.

11. The proposed project will focus specifically on the Glenfield town centre. The research, when combined with the findings of an economic assessment of recent infrastructure investments in Highbury, will establish an evidence base to inform future development options for the Glenfield town centre and possibly others. A key aim of the project is that the research findings will inform work by Auckland Council’s Plans and Places Department to develop a centre plan for the Glenfield town centre, tentatively scheduled to commence in 2018/19. Accordingly, the research brief will be prepared in consultation with Plans and Places to ensure alignment of information requirements.

12. An external contractor would be selected to do the work.

13. Depending on cost, the research may comprise two elements. The first will seek to glean the views of local residents and shoppers about the town centre, including any existing shortcomings and ideas for improvement. The second element may involve an assessment of the town centre’s attributes and performance, a health-check. The research will draw on the commercial property assessment undertaken for the local board in 2015/16.

14. Affecting change in town centres requires a medium to long-term, coordinated approach. This project could continue beyond the current 2017/2018 financial year to identify where existing Auckland Council department and council controlled organisation (CCO) budgets can be used to support the development of the town centre’s offer, particularly through the 2018 Long-term Plan (LTP) round.

Support the Young Enterprise Scheme E-Days ($1,000)

15. 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 the programme, students develop creative ideas into actual businesses, complete with real products and services and experience real profit and loss.

16. Funding from the local board will support the delivery of the Young Enterprise Scheme (YES) Enterprise-Days (e-days) in February 2018. E-days are held in sub-regions (north, south, east, central/west) and are the first opportunity students get to meet the Young Enterprise team and learn more about YES and what is in store for them. All schools in the local board area that have shown an interest in YES are invited. Schools not currently involved in YES are also invited to attend e-days aimed at increasing participation in the programme.

17. Ultimately the goal is for all schools to participate. At present, just one Kaipātiki school (Northcote College) is actively participating in the programme.

18. Three further schools are being actively supported to implement YES in 2018. These are being supported by provision of a roaming teacher to assist with resources and encourage the schools this year to send students along to get a feel for the YES programme. It is expected that at least two of these schools will run YES in 2018.

19. As this programme grows the need to provide sub-regional events closer to the schools will become more important.

Consideration

Local board views and implications

20. The draft Kaipātiki Local Board Plan 2017 has a focus on vibrant urban centres and outlines objectives for each of the area’s town centres and its local centres.

21. The work programme for 2017/18 will commence a focus on this area of activity by commissioning research related to the Glenfield town centre. It should be noted that affecting change in town centres will require an ongoing commitment from the local board and partners.

22. A proposed LED programme was discussed by the local board at its 5 April 2017 workshop and presented to the board for approval at its 21 June business meeting. At this meeting the board deferred any decision on the programme, pending further investigation of the available options. A memo (refer Attachment B) outlining these options and a rationale for the recommended activity was considered by the local board at a subsequent workshop on 5 July, resulting in the programme outlined in Attachment A to this report.

Māori impact statement

23. There are no specific impacts for Māori resulting from the proposed work programme.

Implementation

24. Following the local board’s approval of the economic development programme, as outlined, the Local Economic Development team at Auckland Tourism, Events and Economic Development (ATEED) will commence implementation of the agreed actions. Where there is a need further scoping of activities will be undertaken and presented back to the local board as required.

Attachments

No.	Title	Page
a ⇩	Kaipātiki 2017/18 Local Economic Development work programme	43
b ⇩	Memo regarding local economic development work programme 2017/2018 options	45

Signatories

Authors

Anthony Gibbons - Local Economic Development Advisor - ATEED

Authorisers

Paul Robinson - Manager Local Economic Growth – ATEED

Eric Perry - Relationship Manager

Kaipātiki Local Board

19 July 2017

Approval Of New Road Names For The Subdivision At 20, 32 & 34 Park Avenue, Northcote

File No.: CP2017/12877

Purpose

1. The purpose of this report is to seek approval from the Kaipatiki Local Board for road names for the new public and private roads constructed to serve the subdivision comprising twenty eight lots being undertaken by Birkenhead Properties Limited, (the applicant), at 20, 32 & 34 Park Avenue, Northcote.

Executive summary

2. The applicant has submitted in their order of preference the names ‘Scenic Claire Place/Road’, ‘Scenic Place/Road’, ‘William Satchell Drive’, ‘Satchell Grove’ or ‘Grand Kauri Place/Road’, for the new public road and ‘Rangimarie Lane’, ‘Maika Lane’, ‘Whakaaio Lane’, ‘Ngahere Lane’ or ‘Wao Lane’ for the new private road for board approval.

3. The applicant has consulted with all local iwi, receiving one response from Ngati Te Ata who suggested Kauri Tupuna Tane Place as an alternative name for the public road.

4. The names have been assessed against Auckland Council’s road naming guidelines and against New Zealand Post and Land Information New Zealand (LINZ) criteria for the avoidance of duplication of existing or similar names within the wider Auckland region. The names ‘Scenic Place’, ‘Grand Kauri Place’, ‘Kauri Tupuna Tane Place’, ‘Rangimarie Lane’ and ‘Ngahere Lane’ do not meet the assessment criteria due to duplications with existing names or confusion that could occur with similar names already within the immediate area and wider Auckland region.

5. The guidelines suggest that roads of the type constructed can be referred to as a Lane, Close, Way, Mews, or Place.

Recommendation/s

That the Kaipātiki Local Board:

a) approve one of the following names for each of the new public and private roads constructed within the subdivision being undertaken by Birkenhead Properties Limited at 20, 32 & 34 Park Avenue, Northcote, pursuant to section 319(1)(j) of the Local Government Act 1974:

Public Road

i) Scenic Claire Place, or

ii) William Satchell Place, or

iii) Satchell Place.

Private Road

i) Maika Lane, or

ii) Whakaaio Lane, or

iii) Wao Lane.

Comments

6. The naming of public roads and private roads serving six or more lots is a requirement of Land Information New Zealand, (LINZ).

7. The applicant has submitted the following names in their order of preference for the private road constructed.in the subdivision.

Applicants preferred names for public road	Comments
Scenic Claire Place /Road	Links development funder and reflects bush outlook of subdivision
Scenic Place/Road	Reflects the general bush outlook of subdivision
William Satchell Drive	NZ writer of The Greenstone Door and other fictional novels who settled in Northcote in 1911 and whose descendants still reside in the Park Avenue.
Satchell Grove	NZ writer of The Greenstone Door and other fictional novels who settled in Northcote in 1911 and whose descendants still reside in the Park Avenue.
Grand Kauri Place	Reflects native bush outlook of subdivision particularly the number of Kauri stands within subdivision and adjacent existing reserve.
Kauri Tupuna Tane Place (alternative put forward by iwi)	Maori translation of Grand Kauri

Applicants preferred names for private road	Comments
Rangimarie Lane	Maori origin meaning quiet, peaceful , harmonious
Maika Lane	Maori origin meaning quiet
Whakaaio Lane	Maori origin meaning keep/make peaceful
Ngahere Lane	Maori origin meaning bush / forest
Wao Lane	Maori origin meaning forest

Consideration

Local board views and implications

8. Auckland Council’s road naming guidelines require that road names reflect either:

· a historical or ancestral linkage to an area; or

· a particular landscape, environmental or biodiversity feature; or

· an existing theme or introduce a thematic identity in an area.

9. Names need to be easily identifiable, easy to pronounce and spell, and intuitively clear to minimise confusion. The use of Maori names is encouraged where appropriate, and names should not be duplicated in the wider Auckland region for safety reasons.

10. The applicant considers their preferred names are appropriate for the location as they either enhance the ambience of the subdivision or have a geographical or historical linkage to the area.

11. The names have been assessed against the council’s road naming guidelines and against New Zealand Post and Land Information New Zealand (LINZ) criteria for the avoidance of duplication of existing or similar names within the wider Auckland region. The names ‘Scenic Place’, ‘Grand Kauri Place’, ‘Kauri Tupuna Tane Place’, ‘Rangimarie Lane’ and ‘Ngahere Lane’ do not meet the assessment criteria due to duplications with existing names or confusion that could occur with similar names already within the immediate area and wider Auckland region.

12. This is particularly relevant with any new name including the word ”Kauri” given the new public road is immediately off Kauri Glen Road, and that there are a number of other Kauri Roads in the wider Auckland region that will likely cause confusion for emergency services and NZ Post.

13. The guidelines suggest that a road of the type constructed can be referred to as a Lane, Close, Way, Mews or Place.

14. A map showing the location of the private and public road is attached. (refer Attachment A)

15. Auckland Council, by way of the Auckland Council Long-term Plan (2012 - 2022), allocated the responsibility for the naming of new roads, pursuant to section 319(1)(j) of the Local Government Act 1974, to local boards.

16. The decision sought from the Kaipatiki Local Board does not trigger any significant policy and is not considered to have any immediate impact on the community.

17. The decision sought from the Kaipatiki Local Board is not considered to have any legal or legislative implications.

Māori impact statement

18. The applicant has consulted with all local iwi. One response was received from Ngati Te Ata who suggested Kauri Tupuna Tane Place as an alternative name for the public road.

Implementation

19. The Northern Consenting Subdivision Team will ensure that appropriate road name signage will be installed by the applicant at their full cost once an approval is obtained for the new road name.

20. The cost of processing the approval of the new road name is recoverable from the applicant in accordance with council’s administrative charging policies.

Attachments

No.	Title	Page
a ⇩	20 Park Avenue Northcote Location Map	55

Signatories

Authors

John Benefield - Senior Subdivisions Advisor

Authorisers

Ian Dobson - Manager Northern resource Consenting

Eric Perry - Relationship Manager

Kaipātiki Local Board

19 July 2017

Auckland Plan refresh 2018: early feedback to inform draft plan

File No.: CP2017/11839

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 Auckland Council’s 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.

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; and

· 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.

Recommendation/s

That the Kaipātiki 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 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.

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; and

· 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 now 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 below. 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 council’s 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 for consultation with the public. 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 2017 draft local board plans, 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 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 via 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 currently under 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	77
b ⇩	Auckland Plan Refresh: key themes emerging from local board feedback	85

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

Eric Perry - Relationship Manager

Kaipātiki Local Board

19 July 2017

Local board involvement in regional strategic priority workshops on the Long-term Plan 2018-2028

File No.: CP2017/13722

Purpose

1. The purpose of this report is to ask each local board to nominate a local board member to attend workshops to determine regional strategic priorities for the Long-term Plan 2018-2028 (LTP 2018-2028).

Executive summary

2. The LTP 2018-2028, our 10-year budget for Auckland, will set the direction for investing in our city over the next decade. The Mayor is inviting a local board member from each local board to attend initial regional strategic priority workshops on the LTP 2018-2028.

3. Over the next year of LTP 2018-2028 development, local boards will also hold workshops and meetings to propose local priorities, consult with local communities and provide formal feedback on regional strategic priorities.

Recommendation/s

That the Kaipātiki Local Board:

a) appoint a lead local board representative and alternate to take part in regional strategic priority workshops on the Long-term Plan 2018-2028.

Comments

4. The Long-term Plan 2018-2028 (LTP) determines how much the council is going to spend and invest over 10 years. The LTP is updated every three years, with feedback from Aucklanders, and is due to be adopted in June 2018.

5. As part of the development of the LTP 2018-2028, a series of workshops will be held on regional strategic priorities. These workshops are on topics such as infrastructure funding and investment, cost reviews, service delivery and rates modelling. There will be approximately 20 half day workshops to attend from August to November 2017. The proposed workshop schedule is attached (noting this is subject to change).

6. The Mayor is inviting a nominated local board member from each local board to attend these regional strategic priority workshops. This will allow local boards to work with Finance and Performance committee members to provide some early input into the LTP process.

7. The local board representatives will be invited to provide local board perspectives, but are not there to represent their local boards’ specific interests. The local board representatives will be responsible for gathering input from other local board members before the regional strategic priority workshops and providing an update and feedback after them.

8. Local boards will also be able to provide formal feedback on regional strategic priorities next year.

9. Each local board will also hold workshops to discuss local priorities for spending, levels of service and performance measures for the LTP 2018-2028. These local priorities will be informed by local board plans, which will be completed by October 2017.

Consideration

Local board views and implications

10. Local board members will be able to provide local board perspectives when attending the regional strategic priority workshops on the LTP 2018-2028.

Māori impact statement

11. Auckland Council has an important role in enabling mana whenua and our Māori communities to fully contribute to and benefit from a successful Auckland. The LTP 2018-2028 will set funding priorities for the activities that will contribute towards this outcome.

Implementation

12. Local board members appointed by each local board will be asked to attend approximately 20 half day workshops from August to November 2017.

Attachments

No.	Title	Page
a ⇩	Regional strategic priority workshops on the Long-term Plan 2018-2028	89

Signatories

Authors

Rachel Wilson - Local Board Advisor

Authorisers

Anna Bray - Policy and Planning Manager - Local Boards

Karen Lyons - General Manager Local Board Services

Eric Perry - Relationship Manager

Kaipātiki Local Board

19 July 2017

Workshop Records - Kaipātiki Local Board Workshops - Wednesday 7 June 2017 and Wednesday 14 June 2017

File No.: CP2017/13244

Purpose

1. The purpose of this report is to record the Kaipātiki Local Board workshops held on Wednesday 7 June 2017 and Wednesday 14 June 2017.

Executive Summary

2. At the workshop held on Wednesday 7 June 2017, the Kaipātiki Local Board had briefings on:

· Project 17;

· Community Facilities monthly update;

· Performance report assessment; and

· Seapath.

3. At the workshop held on Wednesday 14 June 2017, the Kaipātiki Local Board had briefings on:

· Governance framework review;

· Pest Free Kaipatiki Strategy Implementation; and

· Project 17.

4. The workshop records are attached to this report.

Recommendation/s

That the Kaipātiki Local Board:

a) receive the records for the Kaipātiki Local Board workshops held on Wednesday 7 June 2017 and Wednesday 14 June 2017.

Attachments

No.	Title	Page
a ⇩	Kaipātiki Local Board workshop record - Wednesday 7 June 2017	105
b ⇩	Kaipātiki Local Board workshop record - Wednesday 14 June 2017	107

Signatories

Authors	Blair Doherty - Kaipatiki Local Board Democracy Advisor
Authorisers	Eric Perry - Relationship Manager