Agenda of Puketāpapa Local Board

20.

21. How we performed

· Local parks, sport and recreation

Targets were met for all measures relating to local parks, sport and recreation, reflecting our success in engaging with the community to deliver project and services that meet the needs of our residents.

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beaches
Percentage of residents satisfied with the provision (quality, location and distribution) of local parks and reserves
2017 target: 75%	2017 actual: 80%	2016 actual: 78%	2015 actual: New
Percentage of residents who visited a local park or reserve in the last 12 months
2017 target: 90%	2017 actual: 90%	2016 actual: 83%	2015 actual: 90%
Provide sports fields that are fit for purpose and cater for community needs
Percentage of residents satisfied with the provision (quality, location and distribution) of sports fields
2017 target: 75%	2017 actual: 82%	2016 actual: 81%	2015 actual: New
Provide programmes and facilities that ensure more Aucklanders are more active more often
Customers Net Promoter Score for Pool and Leisure Centres as a percentage⁽¹⁾
2017 target: +15	2017 actual: +17	2016 actual: +22	2015 actual: New

Note
1	Net Promoter Score (NPS) measures customer loyalty and satisfaction. It is calculated by subtracting the percentage of customers who would not recommend our facilities from the percentage of customers who would, (excluding neutral responses), to determine a score of between -100 (all customers would not recommend) and +100 (all customers would recommend).

· Local community services

We fully met our level of service for libraries. The Wi-Fi service contributed to high numbers of customers using libraries as digital hubs.

A high percentage of customers are satisfied with both the quality of service delivery and library environment.

Grants satisfaction did not meet target, and we have made improvements to the online application form and webpage for 2017/2018.

Our level of service for events, programmes and projects saw improvements for both local events satisfaction and community connectedness.

Results for four of our six social infrastructure measures improved on last year, although we are still below targets in this area. The number of community venue visitors dropped due to the introduction of our online booking system, which has improved the accuracy of recording.

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

Use of libraries as digital community hubs: Number of internet sessions per capita (PC & Wi-Fi)

2017
target:

1.5

2017 actual:

2.4⁽¹⁾

2016 actual:

2.5

2015 actual:

New

Number of visits to library facilities per capita

2017
target:

4.0

2017
actual:

4.5⁽²⁾

2016 actual:

4.9

2015 actual:

5.3

Percentage of customers satisfied with the quality of library service delivery

2017
target:

85%

2017
actual:

95%⁽³⁾

2016 actual:

83%

2015 actual:

82%

Percentage of visitors satisfied with the library environment

2017
target:

85%

2017
actual:

91%

2016 actual:

77%

2015 actual:

New

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

Percentage of funding/grant applicants satisfied with information, assistance and advice provided

2017
target:

76%

2017 actual:

20%⁽⁴⁾

2016 actual:

44%

2015 actual:

New

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

Percentage of Aucklanders that feel connected to their neighbourhood and local community

2017
target:

73%

2017 actual:

50%⁽⁵⁾

2016 actual:

26%

2015 actual:

New

Percentage of attendees satisfied with council-delivered and funded local events

2017
target:

85%

2017 actual:

71%⁽⁶⁾

2016 actual:

64%

2015 actual:

New

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

Percentage of Aucklanders that feel their local town centre is safe – day time

2017
target:

84%

2017 actual:

83%⁽⁷⁾

2016 actual:

82%

2015 actual:

New

Percentage of Aucklanders that feel their local town centre is safe – night time

2017
target:

36%

2017 actual:

33%⁽⁸⁾

2016 actual:

35%

2015 actual:

New

Facility utilisation: utilisation at peak times for council-managed community centres and venues for hire

2017
target:

36%

2017 actual:

32%⁽⁹⁾

2016 actual:

30%

2015 actual:

31%

Facility utilisation: utilisation at off-peak times for council-managed community centres and venues for hire

2017
target:

25%

2017 actual:

18%⁽⁹⁾

2016 actual:

13%

2015 actual:

13%

Percentage of community facilities bookings used for health and wellbeing related activity

2017
target:

20%

2017 actual:

15%⁽¹⁰⁾

2016 actual:

2015 actual:

New

Number of visitors to community centres and venues for hire

2017
target:

327,218

2017 actual:

288,637⁽¹¹⁾

2016 actual:

299,683

2015 actual:

320,409

Note
1	Customer internet usage exceeded expectations. The ease of access, speed and reliability of the Wi-Fi service has been enhanced since the target was set and the number of customers with their own devices has increased.
2	The target was set to reflect the decline in traditional library business and the shift to customers accessing library services digitally. However, increased use of libraries as social and digital hubs has resulted in higher-than-expected library visits.
3	Satisfaction with the quality of library service delivery has improved on last year’s result and was higher than expected. This result matches the overall Auckland-wide result.
4	This result is based on only 10 survey responses and is subject to a ±27.3 per cent margin of error. Overall, the level of customer satisfaction has increased by seven per cent for all local boards this year. Customers have reported difficulties with completing the online form and navigating the council website, and improvements to these have been made for 2017/2018.
5	People may not be feeling connected for a variety of reasons, including being new to the area, being too busy or preferring to not be connected. To a lesser extent there may also be lack of awareness about how to access activities that could contribute to feeling connected, and language and cultural barriers. A number of our activities such as arts programmes, community facility programmes, events and community development seek to connect Aucklanders to their local communities. We continue to implement the empowered communities approach in a bid to increase community connectedness and participation.
6	This measure aims to survey two events annually for each local board to assess attendees’ views on a sample of events provided or funded by the council. Puketāpapa Christmas Festival was the only event surveyed this year and achieved a result of 71 per cent, which is an improvement on last year’s 64 per cent.
7	A number of elements such as crime rates, the built environment, and socioeconomic and other similar factors influence how people feel in their town centre. The council undertakes projects and initiatives, including place-making activities, to improve perceptions of safety. This year the local board supported a number of initiatives to improve perceptions of safety, including: · funding Roskill Together to host network meetings focused on health and wellbeing, seniors and family violence · alcohol awareness workshops · creating and promoting community-led safety grants · funding Neighbourhood Support to facilitate local Neighbours Day events. The local board also funded Neighbourhood Support Auckland City and the Mount Roskill Community Patrol. A new Junior Neighbourhood Support programme will be implemented in primary and intermediate schools, to encourage young people to be part of the solution to increasing the perception of safety in the area.
8	Community and security patrols regularly monitor hotspot areas in Puketāpapa on Friday and Saturday nights. First Security is also funded to patrol certain parks. Funding was provided to Neighbourhood Support Auckland City and Mount Roskill Community Patrol to enable ongoing work and patrolling in the local board area.
9	We have delivered an online venue booking system and network-wide awareness campaigns. Statistics are now being captured for Roskill Youth Zone, which has higher utilisation than other local facilities.
10	Health and wellbeing activity has increased compared to last year, as statistics are now being captured for Roskill Youth Zone, which has higher utilisation than other facilities.
11	The number of visits to local facilities has declined due to improved accuracy of data recording.

· Local planning and development

To support revitalisation of our town centres, the local board continued its investment and advocacy for the Mt Roskill village revitalisation. A community liaison group coordinated by Auckland Transport is making progress on design details for streetscape upgrades to Dominion Road, and the local board’s investment will support complementary design for Mt Roskill village. Funding for this project will be carried forward to 2017/2018.

There are no performance measures for this group of activities for Puketāpapa.

· Local environmental management

In 2016/2017, the local board continued to support environmental projects that promote improving and enjoying our parks and natural environment. Community and local school efforts to improve water quality through stream restoration were supported with funding to Friends of Oakley Creek for weeding, site preparation, and community planting at a western section of Te Auaunga / Oakley Creek in Keith Hay Park.

The local board also funds the Manukau Harbour Forum to ensure joint decision-making and advocacy for the harbour, including an annual symposium and business education programme.

The local board continued to support the provision of warmer and drier homes by funding 34 property assessments and subsidies to landlords for insulation, clean heating and other elements to improve rental housing in high-priority locations. The late onset of winter resulted in low uptake of subsidies, so $7600 is being carried forward to the new financial year.

In 2016/2017 the local board funded a ‘climathon’ event to encourage community-led thinking about ways to reduce carbon emissions, which will inform the future strategic direction for low-carbon living.

Provide leadership & support to protect and conserve the region’s natural environment, historic heritage and Māori cultural heritage
Proportion of local programmes that deliver intended environmental actions and/or outcomes
2017 target: 85%	2017 actual: 80%⁽¹⁾	2016 actual: 89%	2015 actual: New

Note
1	We successfully delivered four environmental projects for Puketāpapa in 2016/2017 that contributed to local environmental outcomes as per the Puketāpapa Local Board Plan. One project was not completed within the year. The uptake of the Healthy Rentals subsidies project was less than expected, and $7600 has been deferred to 2017/2018.

· Local governance

There are no performance measures for this group of activities.

Puketāpapa Local Board

17 August 2017

· Financial information

· Summary of revenue and expenditure by local activity – Puketāpapa Local Board

· For the year ended 30 June 2017

$000	Note	Actual 2017	Annual Plan 2017	Actual 2016
Operating revenue
Local community services		513	377	477
Local environmental services		-	-	-
Local parks sport and recreation		3	32	-
Local planning and development		-	-	-
Local governance		-	-	-
Total operating revenue		516	409	477

Operating expenditure
Local community services		3,021	2,976	2,825
Local environmental services		74	81	60
Local parks sport and recreation	1	3,896	4,744	4,696
Local planning and development		49	84	55
Local governance		974	974	985
Total operating expenditure		8,014	8,859	8,621

Net expenditure		7,498	8,450	8,144

Subsidies and grants for capital expenditure
Local community services		-	-	-
Local environmental services		-	-	-
Local parks sport and recreation		-	-	343
Local planning and development		-	-	-
Local governance		-	-	-
Total subsidies and grants for capital expenditure		-	-	343

Capital expenditure
Local community services		273	754	312
Local environmental management		-	-	-
Local parks sport and recreation	2	3,654	2,755	4,209
Local planning and development		-	-	-
Local governance		-	-	-
Total capital expenditure		3,927	3,509	4,521

Variance explanations – Actual 2017 to Annual Plan 2017
1	Operating expenditure for local parks sport and recreation is below budget due to planned maintenance not being undertaken as a result of extreme weather conditions.
2	Capital expenditure for local parks sport and recreation is above budget due to the finalisation of phase one of the Greenways walkway development that was planned in previous financial year.

· Funding impact statement – Puketāpapa Local Board

· For the year ended 30 June 2017

$000	Note	Actual 2017	Annual Plan 2017	Long-term Plan 2016
$000	Note	Actual 2017	Annual Plan 2017	Long-term Plan 2016
Sources of operating funding:
General rates, UAGC, rates penalties		10,015	9,894	9,800
Targeted rates		-	-	-
Subsidies and grants for operating purposes		39	38	13
Fees and charges		467	360	345
Local authorities fuel tax, fines, infringement fees and other receipts		12	11	24
Total operating funding		10,533	10,303	10,182

Applications of operating funding:
Payment to staff and suppliers	1	7,328	8,170	8,063
Finance costs		686	686	597
Internal charges and overheads applied		1,451	1,451	1,454
Other operating funding applications		-	-	-
Total applications of operating funding		9,465	10,307	10,114

Surplus (deficit) of operating funding		1,068	(4)	68

Sources of capital funding:
Subsidies and grants for capital expenditure		-	-	-
Development and financial contributions		-	-	-
Increase (decrease) in debt	2	2,860	3,513	4,909
Gross proceeds from sale of assets		-	-	-
Lump sum contributions		-	-	-
Other dedicated capital funding		-	-	-
Total sources of capital funding		2,860	3,513	4,909

Applications of capital funding:
Capital expenditure:
- to meet additional demand		1,400	-	21
- to improve the level of service		151	284	1,472
- to replace existing assets		2,377	3,225	3,484
Increase (decrease) in reserves		-	-	-
Increase (decrease) in investments		-	-	-
Total applications of capital funding		3,928	3,509	4,977

Surplus (deficit) of capital funding		(1,068)	4	(68)

Funding balance		-	-	-

Variance explanations – Actual 2017 to Annual Plan 2017
1	Payment to staff and suppliers is below budget due to planned maintenance not being undertaken as a result of extreme weather conditions, together with savings on administration and utility costs.
2	Increase in debt is lower than anticipated due to payment to staff and suppliers being below budget, which resulted in lower capital funding requirement.

Puketāpapa Local Board

17 August 2017

Auckland Council’s Quarterly Performance Report: Puketāpapa Local Board for quarter four, 1 April - 30 June 2017

File No.: CP2017/14775

Purpose

1. To provide the Puketāpapa Local Board with an integrated quarterly performance report for quarter four, 1 April to 30 June 2017, against the local board agreement work programme.

Executive summary

2. This report provides an integrated view of performance for the Puketāpapa Local Board. It includes financial performance and work programmes.

3. The snapshot (Attachment A), shows overall performance against the Puketāpapa Local Board’s agreed 2016/2017 work programmes. Operating departments have provided a quarterly update against their work programme delivery (Attachment B).

4. 86 per cent of the activities within the agreed work programmes have been delivered. 18 activities were undelivered from the agreed work programmes in the 2016/2017 financial year.

5. Overall, the net financial performance of the Puketāpapa local board is under budget to date with operating expenditure below budget by (3%) due to lower parks maintenance as a result of wet weather offset by operating revenue exceeding budget due to increased community facility hire fees. Capital expenditure was (32%) under budget however, the majority of this is expected to be carried forward to next year, the key variances are noted below. Attachment C contains further detailed financial information.

6. Results from the Long-term Plan 2015-2025 performance measures that were included in the previous 2016/2017 quarterly performance reports are excluded this quarter. The results are included as a separate agenda item entitled “Draft Annual Report 2016/2017 – Local Board report”.

Recommendation/s

That the Puketāpapa Local Board:

a) receive the performance report for the financial quarter ending 30 June 2017.

Comments

Key highlights for quarter four

7. The Puketāpapa Local Board has a number of key achievements to report from the quarter four period, which include:

· The Sandringham Road Extension cycle link, which was funded by the board, was completed and opened this quarter. The route is part of the Puketāpapa Local Board Greenways network and will connect Ernie Pinches Drive over State Highway 20, to the Sandringham Rd Extension, and the shared paths at the War Memorial Park in Mt Roskill.

· The Puketāpapa Local Board launched a Chinese version of their e-newsletter as a trial. The goal is to increase the board’s engagement with Chinese communities by reducing language barriers, however there has not been a significant uptake with this project to date.

· The board hosted a mini climathon event to identify actions which will support low carbon living initiatives, such as in energy and transport efficiency, waste reduction. In bringing together key stakeholders the board plans to support and promote actions to reduce the carbon footprint from Puketāpapa.

Key project achievements from the 2016/2017 work programme

8. The following are year-end achievements relating to key projects identified in the Puketāpapa Local Board Plan and/or Local Board Agreement:

· The completion of phase one of the Waikowhai boardwalk, which links Taumanu Reserve in Onehunga with Bamfield Reserve. Design work is underway the next stage, which will extend the boardwalk to Taylors Bay.

· To reduce barriers to participation, the board has produced Chinese versions of various written materials, including information for the Taste of Puketāpapa festival, the Puketāpapa Manu Aute Kite Day the board’s e-newsletter.

· Two significant pedestrian/cycleways were opened this year - the Sandringham Road extension (fully funded by the board) and Mt Roskill Safe Routes (part funded by the board). Both are important links in the local greenways network.

· The board funded a youth employment training programme for the Te Auaunga/Oakley Creek storm water project in Walmsley/ Underwood reserves. This Unitec course included training in construction, driver licensing and traffic control. Eight of the students were subsequently employed on the storm water construction project.

· The Te Auaunga/ Oakley Creek Restoration Strategy was created in partnership with mana whenua. A tohu for the awa has been developed and will be implemented in FY18.

Achievement of the 2016/2017 work programme

9. The Puketāpapa Local Board has an approved 2016/2017 work programme for the following operating departments:

· Arts, Community and Events, approved on 10 June 2016

· Parks, Sport and Recreation, approved on 10 June 2016

· Libraries and Information, approved on 5 July 2016

· Community Facility Renewals and Community Leases, approved on 21 July 2016

· Infrastructure and Environmental Services, approved on 21 July 2016

· Local Economic Development, approved on 21 July 2016

10. The snapshot (Attachment A), shows overall performance against the Puketāpapa Local Board’s agreed 2016/2017 work programmes. Operating departments have provided a quarterly update against their work programme delivery (Attachment B).

11. In previous quarterly performance reports, the traffic light Red Amber Green (RAG) reflected progress: Red = issues, Amber = warning, Green = on track. As the quarter four report reflects delivery at the end of the financial year the traffic lights indicate Red = incomplete, Green = delivered as expected.

12. 86 per cent of the activities within the agreed work programmes have been delivered.

13. Departments delivered the 2016/2017 work programmes as follows:

· Arts, Community and Events work programme 92% delivered

	Activity Status	Number of Activities
Green	Completed	10
Green	In progress *	14
Red	On Hold, Deferred	2
	Cancelled	0
	Not delivered	0

* identified to be delivered across multiple years

Details on Red flagged items:

o 2967 Sustainable and Affordable Housing ($8,000) - Funding was reallocated to the Puketāpapa Community Space Stocktake.

o 2968 Whare Restoration Support ($ 5,000) - Funding was reallocated to the Puketāpapa Community Space Stocktake.

· Parks, Sport and Recreation work programme 83% delivered (includes leisure, sports parks, local parks and sport and recreation projects)

	Activity Status	Number of Activities
Green	Completed	10
Green	In progress *	9
Red	On Hold, Deferred	3
	Cancelled	0
	Not delivered	1

* identified to be delivered across multiple years

Details on Red flagged items:

o 2842 Arthur Faulkner Tennis Courts ($40,000) - Project on hold pending the completion of concept design by Community Services and agreement by the Local Board as to next steps.

o 3786 Freeland Reserve Paths and Landscaping ($253,000) - On hold pending decision by the local board, working in partnership with Panuku, Healthy Waters and Housing New Zealand in regards to proposed changes to the reserve to accommodate increased development in the surrounding area in the immediate future. Await decision from the local board should the pathway network progress or the budget be reallocated to other locally driven initiatives in FY 2017/2018.

o 605 Native forest maintenance and restoration ($8,000) - A programme for supporting maintenance and restoration has not been developed as the ecological contract has adequately covered requirements for FY16/17.

o 3418 Three Kings Reserve SID ($40,000) - The sports field growth fund is a regional fund so other projects around Auckland can and are prioritised high than other projects. Three Kings 1 lights and sand carpet was deferred to FY2019 for this reason. Concept and detailed design to be investigated in 2017/2018

· Libraries and Information work programme 100% delivered

	Activity Status	Number of Activities
Green	Completed	12
Green	In progress *	0
Red	On Hold, Deferred	0
	Cancelled	0
	Not delivered	0

* identified to be delivered across multiple years

· Community Facilities work programme 87% delivered (includes operations and maintenance, renewals and development projects)

	Activity Status	Number of Activities
Green	Completed	17
Green	In progress *	23
Red	On Hold, Deferred	5
	Cancelled	0
	Not delivered	1

* identified to be delivered across multiple years

Details on Red flagged items:

o 3775 Keith Hay Park upgrade & renewal ($205,000) - Staff are in discussions with Three Kings United about the changing room design. The irrigation design build works have been moved to 2017/2018 to reduce disruption to the club

o 2953 Arthur Faulkner Reserve Carpark and Path Renewal ($10,000) - Project is on hold while whole of park use is being reconsidered with the development of a concept design

o 2956 Belfast Reserve Structure & Furniture Renewals ($20,000) - Track renewal scope exceeds budget allocated. This is primarily due to significant estimated labour costs as a result of limited access. Structural assessment required to determine extent of remediation to the affected structures. There is the potential for a full bridge design and consenting to be required but this will not be known until after the structural assessment is completed.

o 4207 Pah Homestead - HVAC installation ($249,000) - Investigations have concluded that the natural limitations and use of the Pah Homestead heritage building make it unachievable to maintain a highly stable air temperature and humidity.

o 4208 Pah Homestead - Upgrade LED Lighting System ($58,000) - There is insufficient budget to complete the work and the level of natural light affecting the art work also needs to be considered and possibly mitigated.

o 2952 Puketāpapa Playspace FY17-18 Renewals - The project needs to be scoped and specified comprehensively, then progressed to the business case phase

· Community Leases work programme 44% delivered

	Activity Status	Number of Activities
Green	Completed	4
Green	In progress *	0
Red	On Hold, Deferred	5
	Cancelled	0
	Not delivered	0

* identified to be delivered across multiple years

Details on Red flagged items:

o 2806 Pah Homestead 72A Hillsborough Rd - Concerns raised by lessee regarding the terms and conditions of the draft Community Lease. Staff will meet with the Trust in July for further discussions.

o 1811 Royal NZ Plunket Society - Greenwoods Corner sub branch - On hold until Plunket has completed its process on the transfer and assignment of its interests in all the leases to its new entity.

o 1810 The Waiata Epsom Tennis Club Inc - Renewal of lease granted on 20 April 2017 and the lease documents are currently with the group for signing.

o 1807 Three Kings United Soccer Club Inc - Delays due to the consent process for their new clubrooms

· Infrastructure and Environmental Services work programme 86% delivered

	Activity Status	Number of Activities
Green	Completed	4
Green	In progress *	2
Red	On Hold, Deferred	1
	Cancelled	0
	Not delivered	0

* identified to be delivered across multiple years

Details on Red flagged items:

o 2012 Healthy rentals in Puketāpapa ($28,000) - This project is flagged red because it has not been fully delivered during the financial year. In 2016/2017 the unusually warm weather and late onset of winter resulted in a low uptake of the subsidy by landlords. A carry-over budget of $7,600 has been approved to defer budget to the 2017/2018 financial year. Staff will pro-actively promote the subsidy in advance of the winter months to ensure optimised uptake for this project going forward.

· Local Economic Development work programme 100% delivered

	Activity Status	Number of Activities
Green	Completed	2
Green	In progress *	0
Red	On Hold, Deferred	0
	Cancelled	0
	Not delivered	0

* identified to be delivered across multiple years

14. As part of the local board funding policy, local boards can resolve to defer projects that are funded by their Locally Driven Initiatives (LDI) operating fund where there is an agreed scope and cost but the project has not been delivered.

15. The Puketāpapa Local Board has identified the following 2016/2017 projects that meet the criteria for deferral to the 2017/2018 financial year. The deferral of these projects was approved by the Finance and Performance Committee on 1 June 2017:

· Mt. Roskill Village revitalisation $25,000

· Revitalisation of town centres $10,000

· Healthy Rentals $6,000

Financial performance

16. Operating expenditure is 3% under budget. The majority is in the Parks activity due to planned maintenance not being able to proceed due to extreme wet weather and lower utility and administration costs.

17. Operating revenue has exceeded budget in community facility hire fees due to greater utilisation of Wesley Community centre and Fickling Convention centre.

18. Capital expenditure in the quarter was mainly in parks sportsfield renewals at Keith Hay park, Mt Roskill War Memorial Car Park Renewal and linkage improvements at Harold Long-Fearon Park. Overall capital spend is well below budget mainly due to delays with tendering process at Harold Long-Fearon Park linkage improvements. Design delays for the Keith Hay park/Noton road carpark now awaiting resource consent approval and Freeland reserve paths and landscaping on hold awaiting proposed changes by neighbouring developers

19. The Puketāpapa Local Board Financial performance report is in Appendix C.

Key performance indicators

20. Results from the Long-term Plan 2015-2025 performance measures that were included in the previous 2016/2017 quarterly performance reports are excluded this quarter. However, the results are included as a separate agenda item entitled “Draft Annual Report 2016/2017 – Local Board report”.

Consideration

Local board views and implications

21. This report informs the Puketāpapa Local Board of the performance for the year ending 30 June 2017.

Māori impact statement

22. Key initiatives in this reporting period that have an influence on achieving outcomes for Māori include:

· Ongoing partnership with mana whenua on Te Auaunga stream restoration projects, such as:

- The creation of a recognisable tohu (or symbol), to represent the Te Auaunga (Oakley Creek), that will foster local community connection with the catchment. Mana Whenua were engaged in the development of this tohu. Representatives from Ngāti Whātua Orākei, Te Kawerau a Maki, Ngāi Tai ki Tāmaki, Te Akitai Waiohua, Ngāi Tai ki Tāmaki, and Ngāti Whanaunga helped to weave cultural stories and elements into the final design. Albert-Eden and Whau Local Boards were also involved in this project.

- Mana Whenua were invited to suggest names for the Rose Garden Park in Mt Roskill. The name Wahine Toa was proposed by Ngāti Whātua Orākei. The name Hine Titama was proposed by Ngāti Tamaoho. The Auckland branch of the National Council of Women proposed the name Wahine Toa. The board approved the re-naming of Rose Garden Park to Wahine Toa Park.

· The local board met with Te Kura Kaupapa Maori o Nga Maungarongo to seek feedback on the Draft 2017 Puketāpapa Local Board Plan.

Implementation

23. The Lead Financial Advisor will action the deferral of identified projects, approved by the Finance and Performance Committee on 1 June 2017.

24. Local Board Services will refer undelivered projects from the agreed 2016/2017 work programme to the relevant operational department for investigation. Departments will be asked to identify their ability to deliver the activity in the 2017/2018 financial year.

Attachments

No.	Title	Page
a ⇩	Work programme snapshot	97
b ⇩	Work programme update	99
c ⇩	Financial Performance	127

Signatories

Authors	Mary Hay - Local Board Advisor - Puketapapa
Authorisers	Victoria Villaraza - Relationship Manager

Puketāpapa Local Board

17 August 2017

Plan change proposal for Three Kings precinct

File No.: CP2017/15529

Purpose

1. To seek Puketāpapa Local Board’s views as to whether the plan change request to amend the Three Kings precinct, and to rezone some land within the precinct, should be accepted as a private plan change, or adopted as a council plan change.

Executive summary

2. Fletcher Residential Limited lodged a plan change request to amend Auckland Unitary Plan zoning and provisions to the Three Kings precinct. A plan change request may be adopted or accepted by the council. Alternatively the council may reject the plan change request, or deal with it as a resource consent application.

3. The Planning Committee will consider whether the plan change request is adopted, accepted, rejected or dealt with as a resource consent. The views of the Puketāpapa Local Board are sought, to inform the Committee.

Recommendation/s

That the Puketāpapa Local Board:

a) Recommend that the Planning Committee adopts the plan change request to the Auckland Unitary Plan by Fletcher Residential Limited to the Three Kings precinct, and zones.

Comments

4. Fletcher Residential Limited (Fletcher, or the proponent) requests Auckland Council adopt a private plan change request to amend the Three Kings precinct, and to rezone some land within the precinct. The plan change request is included as Attachment A.

5. The Planning Committee is the decision-making entity for determining how plan change requests are processed. The views of the Puketāpapa Local Board are relevant, as the Three Kings precinct lies within Puketāpapa. The Board has led, or been involved, in earlier non-statutory and statutory planning for Three Kings.

6. This report seeks the views of the Puketāpapa Local Board as to how the plan change request should be processed.

7. A future report will seek the Board’s views on the content of the plan change.

Three Kings precinct

8. The precinct covers approximately 15 hectares of land north of the Three Kings town centre (town centre shown in pink on the following plan). It includes a former quarry and a combination of reserve land, or land intended as reserve. The precinct directly adjoins Te Tātua o Riu-ki-uta (Big King, shown in bright green).

9. The precinct’s present zoning is a mix of Terrace Housing and Apartment Buildings zone, and open space zones:

10. The plan change request would:

· adjust the boundaries of existing zones; no new zones would be introduced (see Attachment A, pages 2 and 3);

· introduce additional policies, standards and assessment criteria; and

· correct errors in the existing precinct, and make its implementation more effective.

Processing a plan change request

11. Each city or district council is required to prepare and implement a district plan under the Resource Management Act 1991 (RMA). Auckland Council is a unitary authority, so the district plan is a component within the Auckland Unitary Plan.

12. Although plan-making is a requirement of council, any person may request a change to a plan. The council has to decide whether a plan change request is:

· adopted, as if the change was made by the council;

· accepted as a private plan change request;

· dealt with as a resource consent application; or

· rejected, but certain statutory criteria would need to be satisfied to reject a request.

13. The relevant statutory provision is highlighted and included as Attachment B: clause 25 of the First Schedule of the RMA.

Options

14. The different procedural options are evaluated according to clause 25, First Schedule RMA:

Benefit	Disbenefit	Other
Option: adopt the plan change
Zoning changes proposed align with previously agreed land swap between Fletchers and council. Aligning zoning with the (intended) use of land is sound resource management practice. Adoption allows council to modify the content of the plan change request, without the agreement of the proponent. Correcting errors in the precinct would enhance the effectiveness of the Auckland Unitary Plan.	Processing costs would be borne by council, rather than the plan change proponent.	Adoption of the request would be consistent with the Planning Committee’s resolution PLA/2017/56 (discussed below). The plan change proponent may make a submission on the plan change. Council may submit on its own plan change, although this is usually reserved to the correction of errors and such like. To avoid a conflict of interest, independent commissioners would determine a plan change if the council had made a submission.
Option: accept the plan change
Zoning changes proposed align with previously agreed land swap between Fletchers and council. Aligning zoning with the (intended) use of land is sound resource management practice. Correcting errors in the precinct would enhance the effectiveness of the Auckland Unitary Plan. Processing costs would be borne by the plan change proponent, rather than council.	Council may not modify the plan change request without the agreement of the proponent.	Council may submit on an accepted private plan change. To avoid a conflict of interest, independent commissioners would determine a plan change if the council had made a submission.
Option: process as a resource consent
Nil	Would not achieve the intended purpose. The nature of the changes proposed could not be implemented by resource consent alone. The opportunity to correct errors and enhance the effectiveness of the Auckland Unitary Plan would be foregone.
Option: reject the plan change
	Plan change request has arisen from agreement between Fletchers and two local community groups to resolve an appeal. Rejection would thwart that agreement. The plan change request corrects errors in the existing precinct. Rejection would remove the ability to readily correct the errors.	Statutory criteria are not satisfied. Request is not vexatious. Parts of the request promote sound resource management practice. Although the Unitary Plan has recently been made operative (in part) the change refines, and does not challenge, the Three Kings precinct.

15. Adopting or accepting the plan change request are superior options to rejecting the request, or dealing with it as a resource consent application. Adoption would enable council to make any necessary amendments to achieve consistency with, and effectiveness of, the Auckland Unitary Plan. Fletchers, as the proponent, would still have the ability to participate by making a submission.

16. The RMA requires that particular regard is paid to the evaluation report lodged by Fletchers accompanying the plan change (clause 25(1A), First Schedule).

Resolutions

17. On 2 May 2017 the Planning Committee considered a confidential report on a draft settlement of an appeal against the Three Kings precinct in the Unitary Plan. While the report remains confidential, the committee’s resolutions were publicly released. Resolution number PLA/2017/56 records:

C1 Auckland Unitary Plan (Operative in Part) - High Court Appeal on Three Kings Precinct

That the Planning Committee:

a) upon the withdrawal of the High Court appeal by the Societies (South Epsom Planning Group Incorporated and Three Kings United Group Incorporated), support a Council-initiated plan change to the Auckland Unitary Plan to give effect to the settlement broadly agreed between Fletcher Residential Limited (Fletcher) and the Societies, following the necessary statutory processes of the Resource Management Act and reporting back to the Planning Committee.

18. On 28 March 2017 the Planning Committee endorsed an approach for future plan changes, and the processing of private plan changes. Resolution PLA/2017/37 records:

19 Auckland Unitary Plan (Operative in Part) - Future Plan Changes and processing of Private Plan Changes

That the Planning Committee:

a) endorse the following criteria to be used by council staff to determine the appropriateness of any private plan changes requested during the two years post-15 November 2016 (i.e. the date on which the Auckland Unitary Plan became operative in part):

i) any matter specified in Section 25 of the First Schedule to the Resource Management Act 1991;

ii) whether the outcomes of any plan change:

- align with the Future Urban Land Supply Strategy, and

- give effect to the Auckland Plan, and

- follow Appendix 1 – Structure Plan Guidelines of the Auckland Unitary Plan for any structure planning related plan change, and

- give effect to the environmental outcomes expected and effectiveness of the Auckland Unitary Plan.

b) endorse staff investigating potential future plan changes to the Auckland Unitary Plan (Operative in Part) and reporting them back to the Planning Committee for any decision to proceed.

19. Planning Committee resolution PLA/2017/37 provides direction to Plans and Places for processing private plan change requests. Commentary about clause 25 of the First Schedule is in the table above. This plan change request amends, and is intended to enhance, an existing precinct in the urban area. The corrections to existing provisions will make implementation of the precinct (and the Auckland Unitary Plan) more effective.

Consideration

Local board views and implications

20. The purpose of this report is to seek the views of the Local Board. The Board’s resolutions will be reported to the Planning Committee when the Committee considers the process by which the plan change request should be considered. The Planning Committee will meet on 5 September 2017.

21. The Board considered the plan change request at a workshop on 3 August 2017.

22. A future report will seek the Board’s views on the content of the plan change (as the Board may not make a formal submission). The Board’s views on the plan change itself will be incorporated into any submission made by the council on the plan change (if adopted or accepted) and the future hearings report.

23. This report seeks the Board’s views as to the process by which the plan change request is considered: adopted; accepted; rejected; or dealt with as a resource consent application.

Māori impact statement

Process

24. The Board’s views as to how the plan change request should be processed do not impact Māori.

25. The RMA specifies consultation requirements when preparing a plan change. If the plan change is adopted council will take responsibility for consulting with mana whenua, and it would also be appropriate to consult with the Tūpuna Maunga o Tāmaki Makaurau Authority. The Authority co-governs Te Tātua o Riu-ki-uta (Big King) following the return of 14 maunga under the Ngā Mana Whenua o Tāmaki Makaurau Collective Redress Act 2014. Te Tātua o Riu-ki-uta is outside, but immediately adjoining, the precinct.

26. The RMA has been amended to strengthen Māori participation in plan-making processes. Consultation was always mandatory (and best practice) however there are new requirements to:

· provide a draft plan change to iwi prior to notification;

· allow iwi adequate time and opportunity to consider the draft plan change, and provide advice; and

· have particular regard to any advice received.

27. The plan change request was prepared by Fletcher. Fletcher advises it has undertaken consultation with mana whenua and the Authority. Fletcher advises a further hui is proposed with the five iwi with whom it has regularly met, and all the iwi on council’s rohe map that includes Three Kings are also to be invited.

Content

28. The existing Three Kings precinct:

· provides for residential development and open space on and around the former quarry, immediately adjacent to Te Tātua o Riu-ki-uta;

· recognises the importance of Te Tātua o Riu-ki-uta, protects local sightlines to it and promotes planting on its slopes;

· promotes Te Aranga Māori design principles in the precinct’s development;

· encourages stormwater management in a manner that promotes kaitiakitanga of the aquifer and surface water; and

· provides an opportunity for a whare manaaki (educational and cultural facility) as a restricted discretionary activity.

29. The plan change request retains the matters summarised above. Key changes are:

· inserting a definition of the whare manaaki;

· reducing the size of the whare manaaki opportunity from 1000m² to 450m² (gross floor area);

· specifying that no car parking spaces are required for the whare manaaki; and

· repositioning the potential locations within the precinct where a whare manaaki may be proposed.

30. The evaluation of potential impacts on, and opportunities for, Māori arising from the plan change request will be evaluated separately to this report which is concerned solely with the process by which the plan change request will be considered. Plans and Places are seeking specialist advice to assist that evaluation.

Implementation

31. Plans and Places is the department responsible for processing council initiated and privately requested plan changes. The RMA prescribes the legal processes for making changes to a district plan.

Next steps

32. Plans and Places is continuing to work with Fletchers on the detail of the plan change request.

33. Local Board views are sought, and will be incorporated into reporting to the Planning Committee. A report is scheduled for 5 September 2017.

34. If the Planning Committee adopts or accepts the plan change request, the council will need to comply with new Māori participation requirements.

35. The next statutory step will be to notify the plan change request (regardless of being adopted or accepted). An amendment to the RMA now provides for limited notification of a plan change where only those notified may make a submission. The usual process of full notification remains available. Limited notification can only occur if all those persons directly affected by the plan change can be identified. Determining a notification method is a future decision-making exercise.

Attachments

No.	Title	Page
a ⇩	Attachment A Three Kings precinct plan change request	171
b ⇩	Attachment B Clause 25 First Schedule	207

Signatories

Authors

Celia Davison - Manager Planning - Central/South

Authorisers

John Duguid - General Manager - Plans and Places

Victoria Villaraza - Relationship Manager

Puketāpapa Local Board

17 August 2017

Feedback on the proposed direction of the Auckland Regional Pest Management Plan

File No.: CP2017/11853

Purpose

1. To provide feedback on the proposed direction of management programmes being developed as part of the Auckland Regional Pest Management Plan review.

Executive summary

2. Auckland Council is currently undertaking a review of its Regional Pest Management Plan. This plan is prepared under the Biosecurity Act 1993, and describes the pest plants, animals and pathogens that will be controlled in Auckland. It provides a framework to control and minimise the impact of those pests and manage them through a regional approach.

3. The National Policy Direction for Pest Management identifies five approaches that can be implemented to manage pests including exclusion, eradication, progressive containment, sustained control, and site-led programmes as further described in this report.

4. This report seeks feedback from the Puketāpapa Local Board on the proposed management approach for some specific regional programmes as detailed in Attachment A, in particular:

· Cats

· Possums

· Widespread weeds

· Ban of sale of some pest species.

5. The proposed Regional Pest Management Plan will be presented to the Environment and Community Committee in November 2017 seeking approval to publically notify the draft plan. Feedback from all local boards will be included as a part of this report.

6. A range of pest species and issues have previously been discussed with the Puketāpapa Local Board, and the approaches being developed for these local board specific interests have been included as Attachment B. Feedback on these approaches is also being sought.

Recommendation

That the Puketāpapa Local Board:

a) provide feedback on the proposed direction of specific regional and local programmes being considered as part of the Auckland Regional Pest Management Plan review (as per Attachment C of the agenda report).

Comments

Background

7. A Regional Pest Management Plan is a statutory document prepared under the Biosecurity Act 1993 for controlling pest plants, animals and pathogens in the region.

8. Auckland Council is currently reviewing its 2007 Regional Pest Management Strategy, prepared by the former Auckland Regional Council. The expiry date of 17 December 2012 was extended to 17 December 2017, while the National Policy Direction on Pest Management was completed and changes to the Biosecurity Act were made.

9. On 14 February 2017, the Environment and Community Committee resolved that council’s current strategy is inconsistent with the National Policy Direction on Pest Management 2015, and that the changes necessary to address the inconsistencies could not be addressed by minor amendment to the current Regional Pest Management Strategy (resolution ENV/2017/7). As a consequence of this determination, council is required to initiate a review to address the inconsistency, in accordance with section 100E(5) of the Biosecurity Act 1993 by 17 December 2017, which is the date that the current plan will expire.

10. For a proposal to be initiated, council is required to have resolved by 17December 2017 that it is satisfied a proposal has been developed that complies with sections 70 and 100D(5) of the Biosecurity Act 1993. A report on the proposed Regional Pest Management Plan will be considered at the November 2017 Environment and Community Committee meeting in order to meet this deadline.

11. Once operative, following public consultation, governing body approval of the plan, and resolution of any appeals, the plan will empower Auckland Council to exercise the relevant advisory, service delivery, regulatory and funding provisions available under the Biosecurity Act 1993 to deliver the specified objectives for identified species using a range of programme types.

Programme types

12. The National Policy Direction for Pest Management 2015 outlines five different management approaches that can be implemented to manage pests through a pest management plan. These approaches are defined as ‘programmes’:

· Exclusion – aims to prevent the establishment of a pest that is present in New Zealand but not yet established in an area

· Eradication – aims to reduce the infestation level of the pest to zero levels in an area in the short to medium term

· Progressive containment – aims to contain or reduce the geographic distribution of the pest to an area over time

· Sustained control – provides for the ongoing control of a pest to reduce its impacts on values and spread to other properties

· Site-led pest programme – aims to ensure that pests that are capable of causing damage to a place are excluded or eradicated from that place, or contained, reduced or controlled within the place to an extent that protects the values of that place.

13. A regional pest management plan sets out programmes as listed above, but does not specify the methodology for achieving these objectives.

Previous engagement

14. Engagement on the revision of the plan has been ongoing since 2014 including local board members, mana whenua, council and council-controlled organisation staff, industry representatives, and the wider public. Further information on engagement has been included as Attachment D.

Key regional issues

15. During engagement on the issues and options paper and wider public consultation on the discussion document, key issues were raised in relation to cats, possums, widespread pest plants, and the ban of sale of some pest species. Feedback is being sought on these specific programmes, as they are either likely to be of wide public interest or are proposed to be delivered through a new approach.

16. A summary of the proposed approach for each of the regional programmes currently being developed is set out below. Additional information including the current management approach and rationale for change has been included in Attachment A.

· Cats: Redefining the definition of a pest cat to enable greater clarity for the management of ‘unowned’ cats when undertaking integrated pest control in areas of high biodiversity value

· Possums: Proposing a shift from possum control focused on areas of high biodiversity to a region-wide programme

· Widespread pest plants: Shifting from species-led enforcement to a multiple species site-led programme focused on parkland with significant ecological areas

· Ban of sale for some pest species: Increasing the number of pest species (both plants and animals) currently banned from sale.

17. Previous feedback from the Puketāpapa Local Board at its 23 May 2014 workshop, and more recently at its 06 July 2017 workshop in relation to these issues is summarised below:

· Cats: Board members noted that cats are an issue in the area.

· Widespread pest plants: Widespread pest plants such as moth plant, privet, woolly nightshade and wattles are an issue in the local board area.

Puketāpapa specific issues

18. In addition to the specific regional issues, the Puketāpapa Local Board has provided feedback at its 23 May 2014 workshop, and 06 July 2017 workshop in relation to the issues discussed in Attachment B. The proposed approach in relation to these issues, and the rationale, is also provided in Attachment B.

19. Specific pest management issues previously identified by the Puketāpapa Local Board included:

· Kauri dieback disease: Support for the designation of kauri dieback disease as a pest in the region with an exclusion programme with pathway management rules to prevent the establishment of kauri dieback in high priority kauri dieback-free zones.

· Education around pests: Request for the provision of information and advice on pest identification, impacts and control for members of the public.

· Community pest control: The need for council and community pest control initiatives to work together and support each other.

· Site-led programme for Waikowhai Coast: A request for a site-led pest plant control programme for this location.

20. During the discussion the Board queried who can propose a regional pest management plan. In accordance with section 70(1)(b) of the Biosecurity Act 1993, anyone may submit a proposed regional pest management plan. Auckland Council is the decision making body in the Auckland Region.

21. It was also requested that staff provide a detailed list of pest plants’ invasiveness, impact and method of spread. This information is currently being prepared as part of a detailed cost benefit analysis of all proposed programmes. The cost benefit analyses will be completed as a supporting document for the consideration of the proposed plan by the Environment and Community Committee in November 2017. Local boards will be consulted on these aspects as part of the finalisation of the plan over 2018.

22. This report seeks feedback from the local board the direction of the proposed regional pest management plan, guided by the regional and local board relevant approaches outlined in this report. Attachment C has been provided to facilitate formal feedback from the local board at its August 2017 business meeting.

Financial implications

23. The budget for implementing the plan will be confirmed through the Long-term Plan 2018-2028 process. Consultation on the Regional Pest Management Plan is proposed to be aligned with consultation on the Long-term Plan in early 2018.

Consideration

Local board views and implications

24. An initial workshop was held with the Puketāpapa Local Board on 23 May 2014, where the issues raised in Attachments A were discussed. A recent workshop with the board was held on 06 July 2017 to discuss the proposals set out in this report. Feedback provided at these workshops has been considered under the Puketāpapa specific issues in Attachment B.

Māori impact statement

25. Section 61 of the Biosecurity Act 1993 requires that a Regional Pest Management Plan set out effects that implementation of the plan would have on the relationship between Māori, their culture, and their traditions and their ancestral lands, waters, sites, maunga, mahinga kai, wāhi tapu, and taonga.

26. Engagement has been undertaken with interested mana whenua in the Auckland Region as described earlier in this report and conversations are ongoing. In addition, staff are working closely with mana whenua on the development and implementation of a range of biosecurity programmes, providing opportunities for mana whenua to exercise kaitiakitanga, through direct involvement in the protection of culturally significant sites and taonga species. The impact statement required by section 61 of the Biosecurity Act 1993, along with feedback received by mana whenua, will be part of the development of the draft plan for consultation.

27. Some key topics raised during hui and kōrero with mana whenua included management of species such as cats, rats, rabbits, mustelids, deer, pest birds, freshwater pest fish, widespread weeds, emerging and future weeds (including garden escapees), and kauri dieback disease.

28. Mana whenua recognised cats were an increasing problem, indicating a desire for cat-free areas next to sensitive sites. There was also support for kauri dieback disease to be included in the proposed plan as it will enable implementation of regionally specific pathway management rules for kauri protection. Mana whenua identified a strong partnership with council and regional leadership in their role as kaitiaki and owners of kauri in many rohe (regions).

29. Wider issues raised included:

· the importance of building the capacity of mana whenua to directly undertake pest management in each rohe

· acknowledgement that council should control pests on its own land if asking public to do the same on private land

· the definition of pests versus resources (such as deer and pigs)

· the need for coordination of all environmental outcomes across the region, and the alignment of the Regional Pest Management Plan document with other plans, such as Seachange

· the need for more education around pests

· the need to look holistically at rohe

· the importance of community pest control by linking scattered projects

· the need for the plan to be visionary and bicultural, reflecting Te Ao Māori, Te Reo.

Implementation

30. As the management approaches proposed in the Regional Pest Management Plan will have financial implications, consultation on the plan is proposed to be aligned with consultation on the Long-term Plan. This will ensure that any budget implications are considered through the Long-term Plan process.

Attachments

No.	Title	Page
a ⇩	Local board general feedback	215
b ⇩	Puketāpapa Local Board specific feedback	217
c ⇩	Feedback form	219
d ⇩	Previous engagement	221

Signatories

Authors

Dr Nick Waipara – Biosecurity Principal Advisor

Dr Imogen Bassett – Environmental Advisory Manager

Rachel Kelleher – Biosecurity Manager.

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Victoria Villaraza - Relationship Manager

Puketāpapa Local Board

17 August 2017

Governance Framework Review recommendations

File No.: CP2017/16232

Purpose

1. This report seeks local board feedback on the draft positions of the Governance Framework Review’s Political Working Party.

Executive summary

2. The governance framework review (GFR) was initiated to assess how well the Auckland governance model (governing body/local boards) is meeting the aims of the 2010 reforms. The review was reported in late 2016 and a political working party (PWP) made up of local board and governing body members was established to consider the review’s findings and recommendations.

3. The working party has considered the report’s recommendations in three broad workstreams:

· policy and decision-making roles

· local boards funding and finance

· governance and representation.

4. This report sets out the interim positions of the political working party on those three workstreams and seeks local board feedback on those positions. The working party will report back to the governing body on 28 September 2017 with recommendations for decisions, including local boards’ views,

Recommendation/s

That the Puketāpapa Local Board:

a) Provide feedback on the following draft positions and recommendations of the Political Working Party:

Regional policy and decision-making

i. Agree that council should implement new mechanisms that ensure effective local board input to regional policy decisions, via a framework that sets out, at a minimum:

· A process for involving local boards in the development of regional work programmes at the beginning of each term and in an annual refresh;

· Earlier and more joint engagement between local boards and the governing body in regional decision-making processes

· Requirements for analysis of local impacts and local interest of regional decisions and options, and reporting of this to local boards and the governing body

· Specified criteria for categorising the potential local impact and local board interest of regional decisions

· Processes and methods for tailoring local board engagement in line with the local impact and local interest of regional decisions e.g. high categorisation requiring more specific local engagement and analysis, low categorisation requiring more cluster joint local board workshop sessions and less in depth analysis.

· Specified methods for engagement and communication with local boards at all stages of the decision-making process.

ii. Direct that local boards will be consulted on the details of these mechanisms prior to implementation.

iii. Note that the Quality Advice programme is continuing to be implemented in order to improve the quality of advice to elected members for decision-making, in line with the recommendations of the Governance Framework Review.

iv. Agree not to implement any formal policies or procedures that control when and how local boards may procure external or contestable advice, but note that, in principle, the Auckland Council organisation should be the first provider of advice to local boards.

v. Agree not to implement any policy or procedure that would limit local boards’ ability to advocate to the governing body on regional issues.

Local decisions that may have regional impacts (development of a ‘call-in’ right)

vi. Note that an explicit call-in right is not possible under the Local Government (Auckland Council) Act

vii. Agree not to implement any mechanism that would have the effect of ‘calling in’ or allocating decision-making to the governing body for otherwise local activities or decisions that have regional implications.

viii. Direct officers that, whenever a local board is to make a decision that has potential impacts beyond the immediate local board area e.g. a sub-regional impact or an impact on regional networks, advice on those potential impacts is to be provided to the local board as a matter of course (for example through a regional impact statement).

Allocations and delegations

ix. Agree that the governing body delegates, subject to the necessary statutory tests being met, the following Reserves Act 1977 decision-making functions for local reserves to local boards:

· declaration

· classification

· reclassification

· application for revocation of reserve status (limited to when there is a desire by a local board to manage open space under the LGA)

x. Note that officers’ advice on decision-making for exchanges of reserve land was that it should remain with the governing body, with the relevant local board consulted on these decisions

xi. Note that the working party did not reach consensus on this issue, and will consider the feedback of local boards before making a recommendation

xii. Agree that the Minister of Conservation’s supervisory powers remain delegated to staff, but where there is likely to be significant public interest, an independent commissioner should be engaged.

The role of Auckland Transport and local boards

xiii. Note the critical interface between the local place-shaping role of local boards and Auckland Transport’s jurisdiction over the road corridor and transport networks.

xiv. Note that the Governance Manual for Substantive CCOs requires Auckland Transport, amongst other things, to:

· develop, with local boards, a shared understanding of local board views and CCO priorities to inform the following year’s business planning, including through an annual interactive workshop ‘where local boards communicate their local board priorities and the CCOs communicate how their current year work programme will contribute to local board priorities’.

· develop by 31 July each year an annual local board engagement plan, which includes a schedule ‘clearly indicat[ing] for each board, the projects and/or activities that it expects to report on, and the projects and activities that it expects to consult on, for the following year. This should be updated annually or more frequently if required.’

· report against their local board engagement plan in their quarterly performance reports to the CCO Governance and Monitoring Committee.

xv. Direct Auckland Transport to meet all requirements for local board engagement as set out in the Governance Manual for Substantive CCOs.

xvi. Direct Auckland Council officers to monitor Auckland Transport’s compliance with the requirements for local board engagement, as set out in the Governance Manual for Substantive CCOs, and to report this monitoring to the governing body at least annually.

xvii. Note that the Mayor’s 2017 letter of expectation to Auckland Transport stipulated that council expects there to be:

· better and earlier engagement and communication between Auckland Transport and local boards;

· active consideration by Auckland Transport of which of its decision-making powers it could delegate to local boards (within the constraints created by the regulatory environment, safety considerations, the needs of regional networks and the role played by NZTA in decision-making).

xviii. Note that the following activity statement has been included in Auckland Transport’s 2017-2020 Statement of Intent:

‘Participation in the governance review which is aimed at changing behaviours and processes across relevant Council family activities, including Auckland Transport, to enable local boards to give effect to their governance role, particularly around local place-shaping.’

xix. Note that the Governance Framework Review has investigated the potential delegation of a range of Auckland Transport powers and the working party recommends that additional work be undertaken to identify delegation opportunities

xx. Direct Auckland Transport, in working with local boards, to:

· Ensure that local boards have a strong governance role in determining the ‘look and feel’ of town centres and streetscapes, in line with their allocation of non-regulatory decision-making

· Improve co-ordination between local place-shaping projects, such as town centre upgrades, and its renewals programmes

· Provide more opportunities for local board direction on the prioritisation of minor traffic safety projects, with the exception of those which Auckland Transport considers are of critical safety importance

· Be more responsive to local place-shaping initiatives in non-transport parts of the road corridor, including reducing or removing barriers to community place-making initiatives e.g. looking at ways to reduce the costs of developing traffic management plans for community events

· Take direction from local boards on how and where to implement community-focused programmes

xxi. Direct Auckland Transport to report to the governing body annually on how it is meeting the directions given under recommendation xx.

xxii. Note that the Quality Advice programme has been working with Auckland Transport to improve the quality of advice to local boards and will shortly begin regular six monthly surveys of local board members’ satisfaction with Auckland Transport advice, engagement and reporting to local boards.

xxiii. Note that the Local Board Transport Capital Fund is valued by local boards but that the level of funding means that some boards are not able to progress meaningful projects, and that improved local transport outcomes may be achieved if the size of the fund was significantly increased.

xxiv. Direct officers to report to the relevant governing body committee, through the Long Term Plan process, on options for significantly increasing the Local Board Transport Capital Fund and the method of allocation of the fund.

xxv. Direct Auckland Transport to implement a more systematic work programme approach to assist local boards to identify potential projects and make decisions.

xxvi. Direct Auckland Transport to actively engage with governing body members (ward councillors) on transport projects and issues within their ward areas.

Waiheke Local Board pilot

xxvii. Agree that the governing body should endorse the Waiheke Local Board pilot project as set out in the Waiheke Local Board pilot project plan.

xxviii. Note that the Waiheke Local Board will maintain oversight of local implementation of the pilot.

Local boards funding and finance

xxix. Agree that the enhanced status quo model be progressed now, giving as much additional decision making to local boards as possible within that framework.

xxx. Agree that the additional work to support the Enhanced status quo model be undertaken – framework for service levels and local flexibility, options for addressing historical uneven funding, improving the information and advice that is provided to local boards.

xxxi. Agree that further work on the implications of the local decision making model also be undertaken for further consideration - modelling of rates implication following the revaluation, costs to the organisation of supporting more local decision making etc.

The optimum number of local boards

xxxii. Agree that council should undertake no further work on changing the number of local boards until at least after the governance framework review has been completed and implemented, and the outcomes of reorganisation proposals that are underway for North Rodney and Waiheke Island are known.

Methods of electing governing body members

xxxiii. Agree that a change to the current system of electing governing body members from existing wards is not warranted purely to address alignment between governing body members and local boards

xxxiv. Note that the statutory review of representation arrangements for Auckland Council must be completed by September 2018.

xxxv. Note that the Local Government Act Amendment Bill No. 2, which proposes a simplified process for local government-led reorganisation processes, is currently before Parliament.

xxxvi. Agree that council should continue to advocate to central government for legislative amendments that would allow changes to the number of governing body members in line with population changes, and simplification of the process for changes to numbers and boundaries of local boards.

b) Provide feedback on whether decision-making for exchanges of reserve land should sit with the governing body or local boards

c) Provide feedback on its preferred naming conventions for governing body members and local board members

d) Provide feedback on options for the continuation of a joint local board/governing body political working party focusing on matters of governance impacting on both governance arms.

Comments

Background

5. In early 2016, Auckland Council instigated a review of the Council’s governance framework as set out in the Local Government (Auckland Council) Act 2009, focusing on the complementary governance relationship between local boards and a governing body. The review did not consider Auckland Council’s CCO governance framework or the role of the Independent Māori Statutory Board (IMSB).

6. The primary purpose of the review was to assess how the Auckland governance model is meeting the aim of the Auckland governance reforms by delivering strong regional decision-making, complemented by decisions that meet diverse local needs and interests. After nearly six years since Auckland Council was established, it was an appropriate point to look at this.

7. The intention was to complete the review prior to the 2016 local government election and to provide advice to the incoming council about any recommended changes. The review was carried out by an independent consultant.

8. The review focused on improvements to the governance framework, not fundamental reform. It was based on extensive interviews with elected members, staff, council-controlled organisations (CCOs) and external stakeholders, as well as review and research of foundation documents and other material.

9. A report summarising the findings of the review was issued in draft form to elected members in late August 2016 and discussed with elected members at workshops. The feedback received on the draft from elected members was largely supportive of the findings. The report was finalised in November 2016, and incorporated some minor changes based on the feedback of the elected members.

10. In December 2016 the governing body established a political working party of governing body members and local board members to consider the GFR report and oversee the development of a work programme to explore the implications of its findings then make final recommendations to the Governing Body. The political working party has been considering issues and options via a series of working papers and presentations during the first half of 2017. It will report to the Governing Body in September.

Key findings of the Governance Framework Review

11. The review concluded that there were a number of positive aspects of the governance model from both a regional and local perspective. This includes the ability for the Auckland region to ‘speak with one voice’ to important stakeholders, such as central government, regarding regional strategic planning and infrastructure development, and enabling local decision-making that provides a local community focus in a way that did not exist under the previous arrangements. However, it also identified a number of areas for improvement, which fall under four key themes:

· Organisational structures and culture have not adapted to the complexity of the model:

The review found that the organisation has had challenges in responding to the unique and complex governance arrangements in Auckland, and that this has impacted on the quality of advice and support for elected members.

· Complementary decision-making, but key aspects of overlap:

The review touched on a number of decision-making functions where there is overlap between the Governing body and Local Boards, or a lack of clarity about respective roles of the two governance arms.

· Lack of alignment of accountabilities with responsibilities:

The review found that the system of decision-making creates incentives for governing body members to act locally despite regional benefits and that local boards are incentivised to advocate for local service improvements, without having to make trade-offs required to achieve these.

· Local boards are not sufficiently empowered:

The review identified that there are some practices that are constraining local boards from carrying out their role, including the inflexibility of funding arrangements and difficulties in feeding local input into regional decision-making. It also noted particular local frustrations in relation to transport decision-making.

Approach of the political working party and structure of this report

12. The working party has been considering the thirty six recommendations of the GFR. They are grouped in to the following workstreams:

· policy and decision-making roles

· local boards funding and finance

· governance and representation

13. These first three workstreams are nearing completion. A fourth workstream, organisational support, is in its early stages and will consider improvements to the way the organisation supports the Auckland governance model, including any changes that arise from this review.

14. This report briefly sets out the issues presented to the political working party in the first three workstreams, the recommendations, and the draft position the PWP has reached. Local board feedback on these directions is sought. A more in-depth discussion of the analysis, rationale and options development for each issue is available in relevant discussion documents appended to this report.

15. A high level summary of all GFR report recommendations and how they were progressed (or not) is attached as Appendix A. Several recommendations were not progressed for various reasons and these are noted in the table.

16. In considering the GFR report recommendations, options were developed and assessed against the following criteria endorsed by the political working party and approved by the governing body:

· consistency with the statutory purpose of local government

· provision for decision making at the appropriate level, as set out in Section 17 of the Local Government (Auckland Council) Act 2009 and consistency with the subsidiarity principle

· contribution to improving role clarity between the two arms of governance, both internally and for the public

· provision for increased empowerment of local boards, especially in their place shaping role

· ensuring appropriate accountability and incentives for political decisions

· contribution to improved community engagement with, and better services for Aucklanders

· administrative feasibility, including efficiency and practicality of implementation.

Workstream 1: Policy and decision-making roles

17. This workstream covers the following topics:

· Regional policy and decision-making processes

· Tension between local and regional priorities (development of a ‘call-in’ right)

· Allocations and delegations

· The role of local boards and Auckland Transport in local place-shaping

· A pilot for devolving greater powers to Waiheke Local Board.

Regional policy and decision-making processes

18. The GFR found that:

· There is no agreed strategic framework for regional policy development that adequately addresses governing body and local board statutory roles^{^[1]}

· The timing of regional decision-making is not well-planned across the organisation. Local boards in particular do not have good visibility of the timing of regional decisions

· Considerable time and resource commitments are required to seek local board input on regional decisions

· Local boards do not receive quality advice to inform their input, and advice to the governing body and local boards often lacks analysis of local impacts.

19. To address these issues, the GFR recommended that council should:

· Bring both arms of governance together early in the policy development process to clarify respective roles

· Increase the use of joint briefings and workshops where relevant

· Develop a methodology that clearly identifies local boards’ role in regional decisions

· Develop tools to enable local board input earlier into regional policy development

· Develop a clear policy on the commissioning of contestable advice, including a conflict resolution process

· Continue to embed the programme for improving the quality of policy advice

· Consider limiting the ability of local boards to advocate on regional policy issues (particularly investment), once due consideration has been given.

20. Two options were assessed for implementing better policy development processes that would ensure effective local board input to regional policy decisions:

· Option 1 that involves implementing a framework with mechanisms to ensure effective local board input to regional policy decisions, and specifies methodologies and ways of working to address these procedural deficiencies identified by GFR

· Option 2 that involves the same framework plus politically adopted principles, in order to provide greater political direction and set public and political expectations.

21. Both options were considered to lead to better policy development, more empowerment of local boards, and to better fulfil statutory obligations. Option 2 was recommended on the grounds that it was more likely to result in greater political accountability. Option 1 was favoured by the PWP.

22. The following recommendations were also made to the PWP:

· The Quality Advice programme should continue as an organisational priority

· Council should not implement a policy or process on the commissioning of contestable advice, nor a formal conflict resolution process, as neither are considered to be needed or proportional to the scale of the problem

· Council should not implement a policy to limit the ability of local boards to advocate on regional policy issues, as it would not be in line with local boards’ statutory role to advocate on behalf of their communities.

23. The PWP’s position is that:

· A framework that implements mechanisms to ensure effective local board input to regional policy decisions would be useful, and local boards will need to be consulted on this prior to its implementation;

· Council should not implement a policy or process on the commissioning of contestable advice, nor a formal conflict resolution process, nor a policy to limit the ability of local boards to advocate on regional policy issues. It was considered that such policies or procedures are unnecessary and would be out of proportion to the scale of any problems.

24. In line with this position, recommendations i-v have been drafted. Local board feedback is sought on these.

25. More details on the analysis, options considered and rationale is available in the working paper ‘Regional decision-making and policy processes’ (Appendix B).

Next steps

26. A framework setting out mechanisms to ensure effective local board input into regional decisions will be developed in line with the high level direction in the discussion document and the recommendations above. It will be workshopped with local boards in the implementation phase of GFR.

27. How organisational advice is provided, and by who, is a key question that needs to be considered; resource constraint issues, specifically around the ability of the organisation to service local board requests for advice on regional issues or to develop local policy, were a common theme encountered during this workstream. This is particularly important given that implementation of this framework may require more in depth and involved work to provide advice to local boards. This will be considered through the Organisational Support workstream.

Local decisions that may have regional impacts (development of a ‘call-in’ right)

28. The GFR concluded that the current governance model ‘provides limited incentives for local boards to consider local assets in a regional context, or contemplate divestment or re-prioritisation of assets or facilities in their local board areas. This leads to situations where conflict between local decision-making and regional decision-making arises.’

29. The report cited the hypothetical example of a local sports field which has been identified as having capacity to be developed and contribute to the regional strategy to grow regional capacity in the sports field network, but the local board does not support this development because of the possible impacts on local residents of increased noise, traffic and light. The local board has the ability to decide against the development on the basis of those concerns, with the regional impact of that decision being a resultant shortfall in sports field capacity.

30. To address this issue, the GFR recommended that council should develop a process which would allow the governing body to ‘call-in’ decisions about local assets where there is an important regional priority.

31. Analysis showed that these situations occur very rarely, but when they do they usually have potentially significant or serious implications.

32. Legal analysis showed that an explicit ‘call-in’ right is not possible under LGACA or the Local Government Act 2002 (LGA) but could be achieved through other mechanisms such as amendments to the allocation table. A range of options to address the problem were developed:

· Option 1: Enhanced status quo (with a focus on council staff ensuring that advice to local boards covers possible regional implications of a decision where they exist)

· Option 2: Establishing a process to bring both arms of governance together to attempt to reach a solution that appropriately provides for regional and local priorities

· Option 3: Amending the allocation of decision-making to allocate to the governing body decision-making over an asset that is currently local in a situation where there is a regional or sub-regional need or impact

· Option 4: Amending the allocation of decision-making as per Option 3, and also delegating the decision to a joint committee of governing body and local board members.

33. Option 3 was recommended to the PWP, noting that specific criteria would need to be developed to ensure that it would apply only in certain situations.

34. More details on the analysis, options considered and rationale is available in the discussion document ‘Allocations and delegations’ Part 1: Local decisions that may have regional impact (Appendix C).

35. The PWP’s draft position is that no call-in right, nor any mechanism that would have a similar effect by removing local decision-making, should be implemented; local decision-making that has been allocated to local boards should remain un-fettered on the basis that local boards can make decisions in the context of regional implications if appropriate advice is provided. To that end, a mechanism should be implemented to ensure that local boards are clearly advised of any potential regional or sub-regional implications of a decision that they are asked to make.

36. Recommendations vi – viii summarise these positions. Local board feedback on these is sought.

Next steps

37. If this direction is adopted, a regional impact statement will be included in reports to local boards where the decision required has the potential to have an impact beyond the immediate local board area.

Allocations and delegations

38. The GFR found that most elected members ‘felt that the split of decision-making allocation was reasonably well understood and sensible’, but there were several areas where the allocation (and/or delegations) was challenged. The GFR recommended that council review the delegated responsibilities to local boards for swimming pool fencing exemptions, setting time and season rules for dog access, the role of local boards in resource consent applications, and in various Reserves Act 1977 decisions.

39. Three of the issues identified in the GFR report either have already been addressed or will shortly be addressed:

· Delegations for granting swimming pool fencing exemptions have been superseded by legislative change that aligns the granting of these exemptions with other safety and building regulation powers in the Building Act 2004, which are delegated to staff;

· Delegations on setting time and season rules for dog access will be reviewed through the review of the Dog Management Bylaw, initiated by the Governing Body in March 2017. An issues and options paper is expected in November 2017 and the review will be completed before 2019;

· The role of local boards in resource consent applications was considered by a political working party in 2016. It made recommendations for refining triggers for providing information about resource consent applications to local boards and adopting a standard practice for local boards to speak to local views and preferences in hearings. These recommendations were adopted by the Hearings Committee in September 2016.

40. Work therefore focused on issues regarding the role of local boards in decision-making under the Reserves Act 1977.

41. Currently, local boards are allocated non-regulatory decision-making for ‘the use of and activities within local parks’, and ‘reserve management plans for local parks’. However, the council’s Reserves Act regulatory decisions are the responsibility of the governing body. The GFR report concluded that ‘where a local park has reserve status under the Reserves Act, it can impact or limit the decision-making authority of local boards in relation to that park’. The GFR recommended that there ‘is a case for local boards having consistent decision-making rights across all local parks’, regardless of which legislative regime they are managed under.

42. Various options were developed for the following Reserves Act powers:

· declaring land to be a reserve, which brings it into the regime set out by the Reserves Act

· classifying or reclassifying a reserve, which has an impact on how the reserve can be used

· requesting the revocation of reserve status from the Minister of Conservation

· exchanging, acquiring and disposing of reserve land.

43. These options were generally:

· status quo (decision-making continues to lie with the governing body)

· delegate decision-making for local reserves to local boards

· delegate decision-making for local reserves to local boards, subject to development of a regional policy to provide some consistency across the region.

44. The role of local boards with regard to the Minister of Conversation’s delegated supervisory powers, which are a process check that requires council to ensure that Reserves Act processes have been followed correctly, was also considered.

45. The positions recommended to the PWP were as follows:

· The council’s substantive decision-making powers to classify and reclassify reserves should be delegated to local boards, on the basis that it would provide for local decision-making and accountability. There would likely be negligible effects on regional networks or issues with regional consistency.

· The decision-making power to declare a reserve and to request revocation of reserve status should be delegated to local boards, subject to regional policy or guidelines to provide some consistency about the land status of open space. This would balance local decision-making and accountability with regional consistency and network impacts.

· The Minister of Conservation’s delegated ‘supervisory’ powers should remain delegated to staff, but where a decision is likely to be contentious or there may be multiple objections, staff should consider employing an independent commissioner to carry out this function. This was on the basis that the supervisory decision is a technical check that the correct process has been followed, and it should be exercised by a different decision-maker than the maker of the substantive decision.

46. In deciding whether to delegate these decisions, the governing body will need to consider the requirement set out in Clause 36C(3) of Part 1A of Schedule 7 of the LGA to “weigh the benefits of reflecting local circumstances and preferences against the importance and benefits of using a single approach in the district”. This test will need to be carried out individually for each specific power that is proposed to be delegated.

47. The PWP also considered the roles of local boards in reserve exchanges. Two options were developed:

· Status quo: decision-making on reserve exchanges remains with the governing body, in line with decision-making for acquisition and disposal of non-reserve property

· Decision-making is delegated to local boards.

48. It was recommended that the status quo remains, as this would retain a consistent approach to the acquisition and disposal of all assets and avoids introducing further complexity, time and cost to RMA plan change and consent decisions (which are currently governing body decisions).

49. The PWP agreed that decisions on declaration, classification, reclassification and application to revoke reserve status for local reserves should be delegated to local boards. It also agreed that the Minister of Conservation’s supervisory powers should remain delegated to staff, but that an independent commissioner should be engaged to exercise this function where the decision sought is likely to be of significant public interest. This would provide an additional layer of independent assurance that the decision-making process has been appropriate.

50. The PWP discussed the decision-making for exchanges of reserve land and did not reach a consensus position on which option should be progressed. It agreed to consider the feedback of local boards on this issue before making a recommendation.

51. The PWP’s positions have been summarised in recommendations ix - xi. Local board feedback is sought on these.

52. More details on the analysis, options considered and rationale is available in the discussion documents ‘Allocations and delegations’ Part 2: Reserves Act decision-making roles (Appendix C) and ‘Reserve Act land exchanges’ (Appendix D).

Next steps

53. The governing body will be presented with the necessary recommendations and legal tests to enable it to make delegations at its September meeting if this position is confirmed.

The role of local boards and Auckland Transport in local place-shaping

54. The GFR report found there is frustration among some local board members with respect to transport decision-making and the local board role of place-shaping within and beside the road corridor. It noted common concerns among local board members that:

· there is a lack of timely, high-quality information about local transport activity

· the community holds local board members accountable for local transport decisions, but they have very little influence over them

· Auckland Transport could be delegating some transport responsibilities to boards, particularly in relation to local transport and place-making in town centres.

55. There are mixed views amongst board members on the quality and purpose of consultation: while some local board members feel there is genuine consultation and engagement from Auckland Transport, others feel that it can be late or lack authenticity. There also appear to be different expectations of respective roles in consulting the public, and concerns about a lack of timely, high-quality information, and the quality of advice on the local board Transport Capital Fund.

56. To address these issues, various options were developed for decision-making roles, funding for local transport initiatives, and engagement between Auckland Transport and local boards.

Decision-making roles

57. A range of decision-making functions were assessed for potential delegation to local boards. This included, for example, decision-making over major and minor capital investment, non-road parts of the road corridor for a variety of uses, event permitting and traffic management planning, signage and banners, regulatory controls over parking, traffic and transit lanes, traffic calming, physical infrastructure (including town centre infrastructure as well as kerb and channelling or swales for stormwater), and community education programmes.

58. Delegation of decision-making functions to local boards generally did not perform well on evaluation criteria. Analysis showed that while local boards do and should have a role in place-making, of which the road corridor and town centres are a significant part, it is practically difficult to split up formal decision-making for parts of the transport network.

59. In addition, Auckland Transport remains liable for the impacts of decisions even if they are delegated. Therefore, the functions that could be delegated tend to be quite low-level and operational in nature; the administrative and transactional costs of numerous operational decisions being made by local boards would be high.

60. For these reasons, advice to the PWP was that the place-making role of local boards would be better given effect to through other options assessed:

· earlier and more consistent engagement by Auckland Transport which acknowledges the local governance and place-shaping roles of local boards, and is in line with the expectations set out in the Governance Manual for Substantive CCOs.

· an increase in the local board Transport Capital Fund, which would likely result in greater delivery of local transport projects and local transport outcomes.

· a direction for Auckland Transport to undertake various other actions that will empower local boards’ place shaping in the transport corridor.

Funding

61. The options for changes to the local board Transport Capital Fund were:

· Option 1: Status quo – the fund remains at approximately $11 million with the current method of allocation.

· Option 2: A recommendation to increase the size of the fund from the current inflation-adjusted value of $11 million to $20 million, as well as improvements to provide local boards with better advice and a more systematic work programme approach to managing projects. Process improvements and better advice to local boards may improve outcomes from the fund.

· Option 3: A full review of the purpose and operation of the fund. When the fund was first established in 2012, a review was committed to during the development of the 2015-25 LTP but this never took place. No subsequent policy analysis has been undertaken to determine whether the fund is currently operating optimally.

62. The PWP took the position that the local board transport capital fund should be increased significantly, and that an appropriate final quantum for the fund should be determined through the long-term plan process alongside other budget priorities. The method of allocating this fund across local boards should also be considered through the long-term plan process.

It also considered that Auckland Transport should provide local boards with a more systematic work programme approach to identifying options for projects and local transport outcomes through the fund.

Auckland Transport – local board consultation and engagement

63. Various options for improvements to Auckland Transport – local board consultation and engagement were explored, including improvements to local board engagement plans and more consistent reporting and monitoring of local board engagement.

64. Analysis showed that improving Auckland Transport-local board engagement, both at a strategic level and on a project by project basis, would be the best and most appropriate way to empower local boards that takes into account local boards’ local governance role and Auckland Transport’s statutory responsibilities.

65. This would likely be best achieved if the existing requirements for local board engagement as set out in the Governance Manual for Substantive CCOs are consistently met and monitored. These requirements specify expectations for, amongst other things, local board engagement plans incorporating schedules of board-specific priorities and projects, annual workshops between Auckland Transport and local boards for direction-setting, and regular reporting against local board engagement.

66. Various functions of Auckland Transport were assessed for potential local board empowerment. It was proposed that Auckland Transport:

· Ensure that local boards have a strong governance role in determining the ‘look and feel’ of town centres and streetscapes, in line with their allocation of non-regulatory decision-making

· Improve co-ordination between local place-shaping projects, such as town centre upgrades, and its renewals programmes

· Take direction from local boards on how and where to implement community-focused programmes.

67. It was also proposed that these directions be actively monitored and reported annually to the governing body.

68. The PWP supported these positions on improving the relationship by requiring Auckland Transport to be more consistent on meeting its obligations, and through more consistent monitoring of how it is doing so. It also supported directing Auckland Transport to empower local boards further as described above.

69. The PWP also considered that potential delegations to local boards should not be ruled out, and should be investigated further. It also noted that not all ward councillors are regularly engaged or informed of transport projects and issues within their ward areas, and that this should be done as a matter of course.

70. Recommendations xii – xxv reflect these positions. Local board feedback is sought on these.

71. More details on the analysis, options considered and rationale is available in the working papers ‘Local boards and Auckland Transport’ (Appendix E) and ‘Confirmation of draft transport recommendations’ (Appendix F).

Waiheke Local Board pilot

72. The GFR identified that there are some practices that are constraining local boards from carrying out their role, including the inflexibility of funding arrangements and difficulties in feeding local input into regional decision-making. It considered whether it would be feasible for some local boards to have greater decision-making powers depending on the extent of the regional impact of specific local decisions. It suggested that this could be piloted on Waiheke Island given:

· the more clearly defined community of interest on the island (relative to most other local board areas);

· the separation of the island from wider Auckland services such as roading, stormwater or public transport;

· the desires of the local board for greater decision-making autonomy, and a feeling that the regionalisation of services across Auckland has failed to reflect the unique nature of the island.

73. The Waiheke Local Board has consistently sought greater autonomy, arguing that this would deliver better outcomes for the community and better reflect the principles of subsidiarity and the policy intent of the Auckland amalgamation.

74. A range of functions and decisions that the GFR suggested could be devolved to local boards are currently under the purview of the governing body or Auckland Transport. These include area planning, community development and safety, developing local visitor infrastructure, management of the stormwater network, some transport decision-making and catchment management.

75. Other matters the GFR proposed for devolution are in fact already allocated to local boards or provided for under statute, but boards have not had access to the resources to support them – such as local area planning or proposing bylaws – or they have not been assessed as a priority in an environment where large regional projects have tended to dominate (such as the Unitary Plan).

76. In response, a proposed three year pilot project for Waiheke has been developed in conjunction with the local board. The activities proposed are broader than the technical allocation or delegation of decision-making, and include operational issues, policy and planning, funding, compliance and enforcement and relationships with CCOs. The pilot will include:

· A programme of locally-initiated policy, planning and bylaw work that includes responses to visitor growth demands, a strategic plan for Matiatia, and development of a proposal for a community swimming pool, will be undertaken.

· Addressing a number of operational issues that frustrate the local board. For example there are a number of longstanding compliance and encroachment issues on the island that have not been resolved and have become almost intractable, resulting in ongoing negative environmental and social impacts. This may be addressed through better locally-based operational leadership from council.

· Developing some key local transport strategic approaches, such as a 10 year transport plan and Waiheke and Hauraki Gulf Islands design guidelines.

77. The pilot has been developed with intervention logic and an evaluation methodology built-in from the beginning. This will enable a sound evaluation of the pilot to be undertaken, particularly to assess success and the applicability of the findings to the rest of Auckland.

78. The Waiheke Local Board will oversee governance of the pilot project. It is proposed that the pilot be implemented from 1 October 2017.

79. The PWP endorsed the pilot project and recommends that it be endorsed by the governing body. Recommendations xxvi – xxvii reflect this position. Local board feedback is sought on these.

80. Further details on the analysis, rationale and key projects is available in the working papers ‘Waiheke Local Board pilot project’ (Appendix G) and the project outline (Appendix H).

Next steps

81. An implementation plan and an evaluation plan will be developed and reported to the Waiheke Local Board for its consideration prior to the implementation date (currently proposed to be 1 October 2017).

Workstream 2: Local boards funding and finance

82. The GFR identified the following key issues that have been considered within the context of the Funding and Finance workstream:

· Local boards do not have to balance the trade-offs of financial decisions in the same way as the governing body needs to e.g. local boards can advocate for both additional investment in their own area and lower rates.

· Inflexibility of the current funding policies to empower local board decision making. In particular local boards feel they have little or no control over the 90 per cent of their budget which is for “Asset Based Services” (ABS).

· Inflexibility of the current procurement processes and definition of when local boards or groups of local boards can undertake procurement of major contracts.

83. The workstream looked at a range of alternative models for financial decision making around local activities:

· Status Quo (predominantly governing body and some local board decision making)

· Entirely Local (unconstrained local board decision making)

· Local within parameters (local board decision making but within parameters set by the governing body)

· Entirely Regional (all governing body with local boards as advocates)

· Joint governing body/local board (joint committees)

· Multi Board (joint decision making of two or more local boards).

84. The early discussion paper attached to this agenda at Appendix I describes these options in more detail.

85. After initial discussion with the PWP the options were narrowed down to two, for further exploration. The attached papers (Appendix J and Appendix K) describe the approach to the two models in some detail. However, in summary:

Option 1: Enhanced status quo

This option is based on the governing body continuing to set the overall budget availability and allocating the budget between local boards (the allocation is currently based on legacy service levels). The budgets will be funded from general rates and decisions made by the governing body on the level of rates, efficiency savings and levels of service would be reflected through, as necessary, to the local board budgets. Within these parameters some additional flexibility for local decision making is proposed.

Option 2: Local decision making within parameters

In this option additional decision making is enabled for local boards through all or some of the costs of local activities and services being funded through a local rate. This enables the local board to have much increased flexibility in determining levels of service in different activities and to directly engage with their community on the costs and benefits of providing those services. The key issues identified with this option are the impact of redistributing the costs of local services on different communities and the additional costs of supporting local decision making.

86. A number of key themes emerge from evaluating the two models of decision making and these form the main issues for consideration when determining the way forward:

i) Legal context – The Local Government (Auckland Council) Act 2009 sets out expectations for the two arms of governance. There is a clear expectation that local boards will reflect the priorities and preferences of their communities “in respect of the level and nature of local activities to be provided by Auckland Council…” To do this local boards need the ability to make decisions about service levels and appropriate funding.

ii) Capital expenditure – Both models of decision making have assumed that decisions on major capital expenditure will be reserved to the governing body. Control of debt and the council’s credit rating are key regional issues. There is also recognition that the governing body is best placed to make decisions on investment in new assets that are essentially part of a community infrastructure network.

iii) Organisational efficiency vs local decision making – Greater decision making by local boards will require a greater level of staff support and will require the organisation to gear its governance advice in a different way. This will have an impact on the resources of the organisation.

iv) Regional standards vs local preferences – There are different views on whether it is better to have one standard of service across the whole Auckland region for local activities, or whether each local board should be able to prioritise and customise those services according to the needs and preferences of their community.

v) Legacy funding base – The current funding of local boards for ABS is largely based on the historical funding model from the legacy councils. As each board has inherited different numbers of assets, different levels of service and different method of delivery, the existing funding base in very uneven. This creates a number of difficulties for the Enhanced Status Quo model.

vi) Local assets as a network – Giving local boards more decision making over the level of renewal and/or services delivered from local assets will, in many cases, impact on communities outside of the local area. To address this issue the proposal includes requirement for local boards to consult outside of their own area in certain situations.

vii) Funding –

The key factors with the general rates based approach are:

· Overall funding and therefore to a large extent, levels of service, for local activities are determined by the governing body

· It is difficult to address the historical funding inequities

· All ratepayers pay the same (based on property value)

The key factors with a local rate are:

· The rate will reflect the level of service delivered in that area

· The local board can set their own budgets to reflect local community priorities

· The redistribution of rates may impact more in communities least able to afford it.

viii) Data and policy gaps – Regardless of which approach is decided upon for the future, the project has highlighted the need to improve the quality of information and policy support to local boards.

87. In summary the two proposed models of financial decision making have the following characteristics:

Enhanced status quo –

· Limited additional financial decision making – may not give full effect to legislative intent of local boards with local decision making and accountability

· Maintains the efficiencies of more centralised organisational support and procurement at scale

· Governing body determines budgets and therefore levels of service - tends towards regional standards

· Unlikely to address legacy inequities of funding in the short term

· General rate funded therefore no redistribution effect, but also does not address perceived inequity of boards funding higher levels of service in other areas

Local decision making within parameters –

· Gives more decision making and accountability to local boards – may be more in line with legislative intent

· Will be less efficient as additional resources will be required to support local decision making

· Levels of service will tend to be more varied across the region

· Enables local boards to address funding inequities

· Redistribution of rates will impact on some communities who can least afford it.

88. While there are two clear choices of decision making model, there does not have to be a final decision at this point. The “Local decision making within parameters” option requires a change to the Local Board Funding Policy which in turn needs public consultation. There also needs to be more preparatory work before any implementation of a change, and in fact, some of that work would be necessary to implement the “Enhanced status quo” model. Five alternative recommendations were put forward to the PWP:

· Status quo – no change

· Enhanced status quo – progress further work prior to implementation on organisational impacts, framework for service levels and local flexibility, options for addressing historical uneven funding issues, improving financial data etc.

· Local decision making within parameters – consult on the change with the LTP 2018-28 and progress pre-implementation work (as above plus work on detailed parameters and rating models). The earliest implementation for this approach would be 2019/20.

· Consult on both options with the LTP 2018-28 and then decide. In the meantime progress at least the work for enhanced status quo. The earliest implementation for this approach would be 2019/20.

· Agree in principle to local decision making but subject to further work (as outlined above). Should there then be a wish to proceed to consult with the 2019/20 Annual Plan.

89. The PWP reached agreement on a variation of these alternative recommendations i.e.:

· That the Enhanced status quo model be progressed now, giving as much additional decision making to local boards as possible within that framework.

· That the additional work to support this model be undertaken – framework for service levels and local flexibility, options for addressing historical uneven funding, improving the information and advice that is provided to local boards.

· That further work on the implications of the Local decision making model also be undertaken for further consideration - modelling of rates implication following the revaluation, costs to the organisation of supporting more local decision making etc.

90. These positions are summarised in recommendations xxviii – xxx. Local board feedback is sought on these.

Workstream 3: Governance and representation

91. This workstream covers:

· The optimum number of local boards

· Methods of electing governing body members

· Naming conventions for elected members

The optimum number of local boards

92. The GFR found that having twenty-one local boards contributed to a complex governance structure and logistical inefficiencies; servicing 21 local boards is costly and creates a large administrative burden. It recommended that the council form a view on the optimum number of local boards, noting that ‘getting the right number of local boards is about striking a balance between getting genuine local engagement, while maintaining a decision-making structure that is able to be effectively serviced’.

93. Changing the number of local boards requires a reorganisation proposal, a statutory process that is currently a lengthy and likely costly exercise. Determining the optimum number of local boards, to inform such a proposal, is in itself a significant undertaking.

94. There are several other processes ongoing that make a reorganisation proposal now not optimal, regardless of the merits of changing the number of boards:

· Legislative changes to simplify the reorganisation process are being considered by Parliament, but the timeframe for their enactment is not known.

· The Local Government Commission is considering reorganisation proposals for North Rodney and Waiheke Island, which could result in change to Auckland’s governance structure (for example through the creation of another local board). The Local Government Commission is set to announce its preferred option by the end of the 2017 calendar year.

· Auckland Council must complete a formal representation review by September 2018.

· The Governance Framework Review is intended to provide greater local board empowerment and to address some of the shortcomings that may be a key driver for reducing the number of local boards.

95. Within this context, three potential high level scenarios for change were developed and presented to the PWP:

· a reduction to fourteen local boards, largely based on amalgamation of existing local board areas and subdivisions;

· a reduction to nine local boards, largely based on amalgamation of existing local board areas and subdivisions;

· an increase in the number of local boards.

96. These scenarios were designed to give the PWP an idea of what issues would need to be considered and the level of further work that would need to be undertaken if council is to consider changing the number of local boards. They were not presented as specific options for change.

97. Two options for how to proceed were presented to the PWP:

· Option 1 (recommended): no further work to be undertaken until after other GFR changes to empower local boards have been implemented and evaluated, and the other processes noted above (enactment of legislation simplifying reorganisation proposal processes, completion of the North Rodney and Waiheke Island reorganisation proposals, implementation of the Governance Framework Review, and representation review) have concluded.

· Option 2: continue this work and refine high level scenarios into specific options for changing the number of local boards. This would require significantly more detailed work to identify communities of interest, proposed boundaries and numbers of elected members.

98. Option 1 was recommended on the basis that the outcomes of those other current processes had the potential to significantly affect the outcome of any work that would be undertaken now. They may also empower local boards and remove a key driver for reducing the number of local boards identified by the GFR report.

99. The PWP agreed with Option 1, expressing a clear view that no further work on changing the number of local boards should be undertaken until at least after the GFR has been completed and implemented, and the outcome of reorganisation proposals that are underway for North Rodney and Waiheke Island are known. The rationale for this is that the 2010 reforms are still ‘bedding in’, with the GFR likely contributing to better delivery of the intentions of the reforms; it was thus considered too early for council to consider initiating any change to the number of local boards.

100. In line with this position, recommendation xxxi has been drafted. Local board feedback is sought on this position and recommendation.

101. More details on the analysis, options considered and rationale is available in the working paper ‘Number of local boards’ (Appendix L).

Next steps

102. If this recommendation is accepted by the governing body, staff will not do any further work on this issue until directed otherwise.

Methods of electing governing body members

103. The GFR identified that there is an in-built tension between governing body members’ regional strategic responsibilities and their local electoral accountabilities to their ward constituents who elect them. There may be times when it is a challenge for governing body members to vote against local interests in the interests of the region.

104. Governing body members are also inevitably approached about local issues, including constituent queries or complaints that relate to local board activities. This can lead to them being drawn into issues that are local board responsibilities. It may also make it harder for the public to understand the respective roles of their ward governing body members and local board members.

105. The GFR report recommended that council consider amending the number and size of wards, such as moving to a mix of ward and at-large councillors, and / or reducing the number of wards from which councillors are elected, to address the misalignment of accountabilities and responsibilities.

106. Four options were developed and presented to the PWP:

· Option 1: status quo. Governing body members continue to be elected from the current ward structure.

· Option 2: all governing body members would be elected at-large across the Auckland region.

· Option 3: governing body members would be elected from a mixture of at-large (10 members) and ward-based (10 members) representation.

· Option 4: governing body members would be elected from a ward-based system, but the number of wards would be reduced (and hence the size of wards increased).

107. Some other governing body representational issues were also considered. These included developing protocols or role statements around governing body members’ and local board members’ roles to clarify responsibilities, the possibility of introducing a Māori ward for the governing body, and changing the voting system to Single Transferable Vote.

108. The PWP’s draft position is that the issues raised in the GFR are not in themselves sufficient reason to change electoral arrangements for governing body members. Moving to an at large or combination of larger ward-based and at large wards would, in its view, make representing Aucklanders at a regional level significantly more difficult. The PWP has also noted that a full statutory review of representation arrangements will be carried out in 2018. The Governing Body will also consider electoral methods, such as changing to STV, at its August meeting this year.

109. It also noted that council has a current advocacy position for legislative change that would allow the number of governing body members to change in line with population growth, and that the process for changing the numbers and boundaries of local boards should also be made easier than the current statutory process.

110. In line with this position, recommendations xxxii - xxxiv have been drafted. Local board feedback is sought on this position and the recommendations.

111. More details on the analysis, options considered and rationale is available in the working paper ‘Representation options’ (Appendix M).

Next steps

112. There are no specific next steps for implementation if this recommendation is accepted. The council will continue to advocate for the changes outlined above where appropriate, and staff will begin the statutory review of representation arrangements later this year.

Naming conventions for elected members

113. The GFR found that one of the contributing factors to role overlap and role confusion between governing body members and local board members is Auckland Council’s naming conventions, where governing body members are generally referred to as ‘councillors’ and members of local boards are referred to as ‘local board members’. It recommended that council consider these naming conventions and, either confirm and reinforce the naming conventions, or change them for consistency, preferring that all elected members be accorded the title of either ‘councillor’ or ‘member’ (either local or regional). This would reinforce and clarify the complementary and specific nature of the roles, making it easier for staff and the public to understand.

114. The titles currently in use are conventions; they are not formal legal titles that are bestowed or required to be used under any statute, nor are they legally protected in a way that restricts their use. This is also true for other potential titles that were identified (see below). If council did change the naming conventions to call local board members ‘councillors’ then the application of some provisions in LGACA which refer to both councillors and local board members together may become confusing and problematic. Legislative amendment may become necessary to resolve this.

115. If a decision is to be made on naming conventions then this would be made by the governing body. No decision-making responsibility for naming conventions has been allocated to local boards under the allocation table. Such a decision would fall under the catch-all ‘All other non-regulatory activities of Auckland Council’ that is allocated to the governing body. In making such a decision the governing body would be required to consider the views of local boards.

116. Three options were assessed and presented to the PWP:

· Option 1: Status quo. A member of the governing body is generally referred to as ‘councillor’ and a member of a local board as ‘local board member’.

· Option 2: Change the naming conventions so that all elected members have some permutation of the title ‘councillor’ (e.g. ‘Governing body Councillor’, ‘Local Councillor’)

· Option 3: Change the naming conventions so that all elected members have some permutation of the title ‘member’ (e.g. ‘Governing body Member’, ‘Local Board Member’)

117. Any decision to confirm the current conventions or to change to a new convention would need to be applied consistently across the Auckland region, and would affect all council publications and materials.

118. The PWP did not adopt a position on whether the naming conventions should be retained or changed, preferring to hear the views of local boards and governing body members before adopting a recommendation. It did however agree with the need for regional consistency. A key aspect of the use of the title ‘councillor’ is its meaning to members of the community.

119. In line with the PWP’s position to hear views prior to making a recommendation, local board feedback is sought on preferred naming conventions for elected members (summarised as recommendation (b)).

120. More details on the analysis, options considered and rationale is available in the working paper ‘Naming conventions’ (Appendix N).

Next steps

121. If conventions are changed, staff throughout the organisation will need to be informed of the updated conventions; Auckland Council’s style guide uses the current naming conventions so would need to be updated, as would other formal council publications (such as reports and documents for consultation). Business cards, name plates and other collateral can be updated to include the new conventions when new materials are required (in line with normal business practice) to ensure that costs associated with any change are minimal.

Ongoing oversight of Governance Framework Review implementation

122. Consideration needs to be given to future oversight of the governance framework review past September 2017, particularly implementation of any decisions.

123. The Terms of Reference of the PWP state that one of its purposes is to ‘provide oversight and direction for the governance framework review implementation project’. They also state that the working party ‘may act as a sounding board for changes the organisation is considering to the way that elected members are supported in their governance role. However, decisions on the way the organisation configures itself are the responsibility of the Chief Executive.’

124. The working party has discussed the desirability and usefulness of continuing the working party, or establishing a similar group, with broader terms of reference, comprising both governing body and local board members.

125. The broad role of such a group could be to consider governance issues that impact on both local boards and the governing body, for example the upcoming representation review, the oversight of the implementation of the governance framework review and any ongoing policy work arising from the review etc.

126. Current local board members of the PWP have signalled that they would need a fresh mandate to continue being on such a group. The size of the working party, membership, leadership, Terms of Reference, frequency of meetings and secretariat support would all need to be confirmed.

127. At this point we are seeking feedback from the local boards on the following possible recommendations for the governing body in September:

· Option 1: recommend that the governing body thanks the political working party for its work on the governance framework review and notes that any further decision making arising from the implementation of the review will be considered by the governing body; or

· Option 2: recommend that the governing body thanks the political working party for its work and agrees that an ongoing political working party, comprising governing body and local board members, would provide a valuable vehicle for considering matters that impact on both governance arms and making recommendations to the governing body on these matters.

128. This request for feedback is summarised in recommendation (c).

Next steps

129. If this recommendation to extend the PWP is confirmed, staff will redraft the terms of reference of the PWP to reflect these directions, and report them to the governing body for adoption.

Consideration

Local board views and implications

130. This report seeks local board views on issues and options that may have wide-ranging implications for local boards. These views will be provided to the governing body for its consideration in decision-making.

131. Significant consultation has been undertaken with local boards throughout the Governance Framework Review and the response to the GFR report. This included a series of workshops with each local board, as well as various cluster meetings, to discuss key issues in this report.

Māori impact statement

132. The Governance Framework Review did not specifically consider the governance or representation of Maori in Auckland. The relationship between the two governance arms of Auckland Council and the Independent Maori Statutory Board (IMSB) was also out of scope.

133. The IMSB and Te Waka Angamua were consulted through this process. In response to the final GFR report the IMSB secretariat provided a memorandum setting out its views on a number of the report’s recommendations. These views largely focused on ensuring that Auckland Council meets its existing statutory requirements for:

· enabling Maori to participate in decision-making in Auckland local government are met;

· engaging and consulting Maori and considering the needs and views of Maori communities when making decisions;

· recognising the need for greater involvement of Maori in local government employment.

134. These statutory requirements should be met as a matter of course and have been noted. No specific actions are recommended.

135. The secretariat also identified that there is:

· a lack of definition of the relationship between the governing body, local boards and the IMSB

· the lack of acknowledgement of the IMSB as promoting issues for Maori

· the lack of awareness of the governing body and local boards of their obligation to consult the IMSB on matters affecting mana whenua and mataawaka, the need to take into account the IMSB’s advice on ensuring that input of mana whenua groups and mataawaka is reflected in council strategies, policies, plans and other matters.

136. As stated above, the council-IMSB relationship was out of scope of the GFR report, so these issues are not being addressed through this work.

137. No specific Maori impacts have been identified.

Implementation

138. Implementation of changes will begin after the governing body has made final decisions in September. An implementation plan will be developed.

Attachments

No.	Title	Page
a ⇩	Summary table of GFR report recommendations	305
b ⇩	Regional decision-making and policy processes	313
c ⇩	Allocations and delegations	327
d ⇩	Reserve Act land exchanges	347
e ⇩	Local boards and Auckland Transport	353
f ⇩	Confirmation of draft transport recommendations	381
g ⇩	Waiheke Local Board pilot project cover page	385
h ⇩	Waiheke pilot project outline	389
i ⇩	Funding and finance workstream paper 1	409
j ⇩	Funding and finance cover paper July	427
k ⇩	Funding finance description of 2 models (including two spreadsheet attachments)	435
l ⇩	Number of local boards	451
m ⇩	Representation options	473
n ⇩	Naming conventions	493

Signatories

Authors

Linda Taylor - Executive Officer, Auckland Council Governance

Authorisers

Phil Wilson, Governance Director

Karen Lyons, General Manager Local Board Services

Victoria Villaraza - Relationship Manager

[1] The Local Government (Auckland Council) Act 2009 sets out the following respective statutory roles for regional policy and decision-making:

· Each local board is responsible for ‘identifying and communicating the interests and preferences of the people in its local board area in relation to the content of the strategies, policies, plans, and bylaws of the Auckland Council’ [s.16(1)(c)]

· The governing body must ‘consider any views and preferences expressed by a local board, if the decision affects or may affect the responsibilities or operation of the local board or the well-being of communities within its local board area’ [s.15(2)(c)] when carrying out its decision-making responsibilities, including regional policy-making.

Chairperson	Harry Doig
Deputy Chairperson	Julie Fairey
Members	Anne-Marie Coury
	David Holm
	Shail Kaushal
	Ella Kumar, JP

Puketāpapa Local Board Transport Capital Fund Financial Summary
Total Funds Available in current political term	$2,064,658
Amount committed to date on projects approved for design and/or construction	$817,845
Remaining Budget left	$1,246,813

Project	Description	Status	Projected Cost
Fearon Park Pathway	A shared path to be constructed through Fearon Park.	This is being managed by Auckland Council Parks. First stage of the greenway path is complete and the second section of the pathway by the playground will be completed by June 2018.	$190,000
Richardson Road carpark realignment project	Redesign of the carpark at Richardson Road to promote better safety for cyclist and walkers accessing Keith Hay Park.	Auckland Council Parks has completed and priced the designs for the Noton Road and Richardson Road carpark redesigns.	$30,000
Keith Hay Park Lighting – Southern Section	Continuing the lighting project from the northern section to the southern end of the park past Noton Road carpark to Richardson Road.	This project could now go ahead as the Richardson Road carpark redesign is complete. Awaiting financial resourcing.	$170,000 - $180,000
Gilletta Road Safety Improvements	Adding traffic calming devices to curb speeding and burnouts in the street.	Option B was selected for construction. The lighting required for Option C was installed so the extra speed control device can now be installed within the budget estimate for Option B.	$36,500 (Option B)

Street	Area	Work	Decision
Stoddard Road	Mt Roskill	No Stopping At All Times, Flush Median	Carried

	Section	Description
a)	Message from the chairperson	Legislative requirement to include commentary from the local board on matters included in the report.
b)	The year in review - Financial performance - Highlights and achievements - Challenges	Snapshot of the main areas of interest for the community in the local board area.
c)	How we performed	Legislative requirement to report on performance measure results for each activity, and to provide explanations where targeted service levels have not been achieved.
d)	Financial information	Legislative requirement to report on financial performance results compared to LTP and Annual Plan budgets, together with explanations about variances.

Authors	Brenda Railey - Democracy Advisor
Authorisers	Victoria Villaraza - Relationship Manager

Authors	Lorna Stewart, Elected Member Relationship Manager
Authorisers	Jonathan Anyon, Manager Elected Member Relationship Unit

Process	Milestones
a) Consultation with the public	b) 29 May to 10 July 2017
c) Consultation with local boards and advisory panels	d) 19 June to 21 August 2017
e) Analysis of feedback and submissions	f) August to October 2017
g) Report to the Environment and Community Committee on the results of the public consultation	h) November 2017
i) Develop and refine a draft investment plan, in consultation with local boards	j) Early 2018
k) Public consultation on the draft investment plan	l) Mid 2018

Date	Phase	Action
June 2017	Phase one - discovery and definition on the current state	Local board chairs forum; local board cluster briefings
June – August 2017	Phase one - discovery and definition on the current state	Local board workshops; local board business meetings
September 2017	Phase two - development of options for the future state	Report to the Environment and Community Committee