Agenda of Great Barrier Local Board

Great Barrier Local Board

17 October 2017

ITEM TABLE OF CONTENTS PAGE

1 Welcome 5

2 Apologies 5

3 Declaration of Interest 5

4 Confirmation of Minutes 5

5 Leave of Absence 5

6 Acknowledgements 5

7 Petitions 5

8 Deputations 5

9 Public Forum 5

10 Extraordinary Business 5

11 Notices of Motion 6

12 Environmental agency and community group reports 7

13 Great Barrier Local Grants Round One 2017-18 grant applications 29

14 Great Barrier Island Skills Survey and Directory 33

15 Aotea Great Barrier Island Life-long Learning Strategy and Action Plan 43

16 Panuku Development Auckland Local Board Six-Monthly Update 1 March to 31 August 2017 83

17 Feedback on the proposed direction of the draft Waste Management and Minimisation Plan 89

18 Review of representation arrangements - process 95

19 Public alerting framework for Auckland 107

20 Correspondence 179

21 Governance Forward Work Calendar 205

22 Great Barrier Local Board Workshop Proceedings 209

23 Consideration of Extraordinary Items

1 Welcome

Chairperson IM Fordham will open the meeting and welcome everyone in attendance. Member J Cleave will lead a karakia.

2 Apologies

At the close of the agenda, an apology had been received from Board Member S Johnson.

3 Declaration of Interest

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

4 Confirmation of Minutes

That the Great Barrier Local Board:

a) confirm the ordinary minutes of its meeting, held on Tuesday, 19 September 2017, as a true and correct record.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

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

8 Deputations

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

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

9 Public Forum

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

At the close of the agenda the following had been received for public forum:

9.1 Tom Hunsdale - Great Barrier Island Golf Club Incorporated

9.2 Matthew Way – Econode Ltd

9.3 Nell Williams - Great Barrier Island Community Heritage and Arts Village Trust

9.4 Kit Cunningham - Aotea Community Radio Trust

9.5 Elaine Ngawaka - Motu Mahuki Restoration

9.6 Rod Miller - on behalf of Motu Kaikoura Trust

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Notices of Motion

There were no notices of motion.

Great Barrier Local Board

17 October 2017

Great Barrier Local Grants Round One 2017-18 grant applications

File No.: CP2017/21650

Purpose

1. The purpose of this report is to present applications received in round one of the Great Barrier Local Board capital and local grants for 2017/2018. The local board is required to fund, part-fund or decline these applications.

Executive summary

2. The Great Barrier Local Board adopted the Great Barrier Local Grants Programme 2017/2018 on 18 April 2017. The document sets application guidelines for community contestable grants.

3. The local board is required to allocate grants to groups and organisations delivering projects, activities and services that benefit Aucklanders and contribute to the vision of becoming the world’s most liveable city.

4. The Great Barrier Local Board has set a total capital grants budget of $252,000 and a total community grants budget of $115,000 for the 2017/2018 financial year.

5. A total of fourteen applications were received in the capital grant round with a total requested of $252,004.00. The local grants round also received fourteen applications with a total requested of $145,208.00.

Recommendations

That the Great Barrier Local Board considers the applications listed in Table One and Two and agrees to fund, part-fund or decline each application in this round.

Table One: Great Barrier Capital Grants: Round One applications

App ID	Applicant	Project/ activity focus	Project	Amount requested	Eligibility
LG1804-101	Orama Christian Fellowship Trust	Capital grant	Operational funding (rates and insurance)	$20,000.00	Eligible
LG1804-104	Barrier Social Club Incorporated	Capital grant	Upgrade of the Kitchen	$20,728.00	Eligible
LG1804-105	Great Barrier Island Community Heritage and Arts Village Trust	Capital grant	Fire Escapes/ Emergency exits for Museum building	$7,132.00	Eligible
LG1804-108	Orama Christian Trust	Capital grant	Laundry upgrade	$28,716.00	Eligible
LG1804-111	Motairehe Marae Trust	Capital grant	Maintaining our Marae and providing economic growth	$19,833.00	Eligible
LG1804-113	Kaitoke School, Claris, Great Barrier	Capital grant	Upgrade of multi sports surface with synthetic turf	$29,200.00	Eligible
LG1804-117	Motu Kaikoura Trust	Capital grant	Motu Kaikoura Solar Panels	$46,000.00	Eligible
LG1804-118	AFSG	Capital grant	AFSG Clothing Exchange	$6,805.00	Eligible
LG1804-120	Great Barrier Island Sports and Social Club Inc	Capital grant	Replacement BBQ	$1,033.00	Eligible
LG1804-121	Aotea Community Radio Trust	Capital grant	Remote Start Generators	$12,899.00	Eligible
LG1804-122	North Barrier Residents and Ratepayers Association Inc.	Capital grant	Port FitzRoy reclamation concrete surfacing	$42,525.00	Eligible
LG1804-123	The Marion Barleyman Memorial Cottage Rural Women NZ Awana Branch Inc	Capital grant	Towards erection of solar panels	$2,633.00	Eligible
LG1804-124	Great Barrier Island Golf Club Incorporated	Capital grant	Towards the purchase of a golf cart for the elderly and the setup cost of facilitating it securely.	$7,500.00	Eligible
LG1804-130	Aotea Playcentre	Capital grant	Shade sails and sandpit cover	$7,000.00	Eligible
			Total requested:	$252,004.00

Table Two: Great Barrier Local Grants: Round One applications

App ID	Applicant	Project/ activity focus	Project	Requested	Eligibility
LG1804-115	North Barrier Residents and Ratepayers Association Inc.	Arts and culture	Towards mural restoration at Fitzroy Harbour, including artists work, transport and material costs.	$6,100.00	Ineligible Mural is on Council land
LG1804-116	Aotea Playcentre	Community	Towards wages for a year-long trial period of the project	$9,072.00	Eligible
LG1804-132	AoteaOra Community Trust	Community	Towards project development and specialist model development	$45,000.00	Eligible
LG1804-109	Great Barrier Island Community Health Trust	Community	Towards bus hire airfare bus driver.	$2,398.00	Eligible
LG1804-102	Noelene Ngawaka-Fortzer	Environment	Towards kit set shed for toxin storage	$1,000.00	Eligible
LG1804-103	Windy Hill Rosalie Bay Catchment Trust	Environment	Towards field team gear and OSH equipment, rat bait and traps, track clearing costs and tracking tunnels and ink pads.	$12,772.00	Eligible
LG1804-110	Kawa Part 3 Maori ReservationTrust	Environment	Towards Solar - LED Lighting - Sand Filter Roof - Battery Cabinet.	$31,788.00	Eligible
LG1804-112	Wairahi Bay Station Co Ltd	Environment	Towards the purchase of rat traps and contractor hours for jasmine eradication.	$4,900.00	Eligible
LG1804-127	Elaine Ngawaka	Environment	Towards kitset shed with floor	$1,000.00	Eligible
LG1804-129	Econode Ltd	Environment	Towards installing SmartTrap remote monitoring system. Creating educational "flip classes"	$3,125.00	Eligible
LG1804-131	Great Barrier Island Environmental Trust	Environment	Towards rat traps, flights and project expenses for expert researcher to locate nest trees/sites.	$10,944.00	Eligible
LG1804-126	Orama Christian Trust	Events	Towards the air return flights for the White Ribbon Ambassador Whangarei to Okiwi.	$420.00	Eligible
LG1804-107	AFSG	Events	Towards the organisation and running expenses of the two events: New Year’s Picnic and Fitzroy Family Festival, Summer 2018	$15,839.00	Eligible
LG1804-106	Sea Education Aotea Charitable Trust	Events	Towards the cost of the Sea Festival including advertising, equipment hire, resource and prizes.	$850.00	Eligible
			Total requested:	$145,208.00

Comments

6. The implementation of the new Community Grants Policy commenced on 1 July 2015. The policy supports each local board to adopt a grants programme for 2017/2018, see Attachment A.

7. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

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

· any additional accountability requirements.

8. The new community grant programmes have been extensively advertised through the new council grant webpage, local board webpages, local board e-newsletters and Facebook pages, council publications, radio, local newspapers and community networks. Staff have also conducted a series of public workshops in local board areas.

9. The Great Barrier Local Board has set a total capital grants budget of $252,000 and a total community grants budget of $115,000 for the 2017/2018 financial year.

10. A total of fourteen applications were received in the capital grant round with a total requested of $252,004. The local grants round also received fourteen applications with a total requested of $145,208.

Consideration

Local board views and implications

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

12. Section 50 of the Community Grants Policy states “We will also provide feedback to unsuccessful grant applicants about why they have been declined, so they will know what they can do to increase their chances of success next time.”

Māori impact statement

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

Implementation

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

15. Following the Great Barrier Local Board allocating funding for capital grants and local grants round one, Commercial and Finance staff will notify the applicants of the local board decision.

Attachments

No.	Title	Page
a ⇨	Great Barrier Local Board Grants Programme 2017-18 (Under Separate Cover)
b ⇨	Great Barrier Capital Grants Round One 2017-18 Application Information (Under Separate Cover)
c ⇨	Great Barrier Local Grants Round One 2017-18 Applicant Information (Under Separate Cover)

Signatories

Author

Daylyn D'Mello - Environmental and Community Grants Advisor

Authorisers

Fran Hayton - Environmental Funding Advisor

Jennifer Rose - Operations Support Manager

John Nash - Relationship Manager Great Barrier & Waiheke

Great Barrier Local Board

17 October 2017

Great Barrier Island Skills Survey and Directory

File No.: CP2017/20204

Purpose

1. To approve a funding agreement to AoteaOra Community Trust to build a Great Barrier Island website, as an online database solution to the gaps and issues identified in the 2017 Great Barrier Island skills shortage survey.

Executive summary

2. The Great Barrier Local Board recognised the need to address various education, skills, employment needs and gaps, by improving the education, upskilling, training, and employment pathways and opportunities for Great Barrier Island residents.

3. At its business meeting on 18 April 2017, the Great Barrier Local Board approved the Arts, Community and Events Work Programme for 2017/2018 (GBI/2017/66). This work programme required staff to develop and implement a skills development programme to identify and address skills shortages among island businesses. This included:

· liaising with Great Barrier Island businesses to identify skills shortages and labour supply issues

· developing solutions to overcome issues identified, which could include the development of an online skills database for the island.

4. This programme of activity has progressed well through a survey of businesses and additional consultation.

5. Staff have scoped a website solution to address several of the issues identified and to support other initiatives identified in the Aotea Great Barrier Lifelong Learning Strategy and Action Plan.

6. Following community consultation and local board workshops about the findings of the skills survey and the proposed website solution, staff have identified AoteaOra Community Trust as a suitable organisation to be funded to undertake the website build and initial administration.

Recommendations

That the Great Barrier Local Board:

a) note the Combined Report on Skills Shortage Survey and Website Solution 2017 (attachment A).

b) approve a funding agreement for $20,000 to the AoteaOra Community Trust for the building of a website, and also its administration until 30 June 2018.

Comments

Background

7. The Great Barrier Local Board has noted the need to address the skills gap on the island and as a result the Arts, Community and Events work programme 2016/2017 included skills development.

8. From January to March 2017, staff undertook a simple skills shortage survey to gauge whether local skills gaps exist and to determine possible solutions to overcome issues identified, which could include the development of an online skills database for the island.

9. Thirty-four people responded to the survey of businesses and organisations. The survey highlighted problems recruiting people with the right skills for local jobs (62%), and gaps in suitable training available for Great Barrier Island residents wanting to upskill. The survey is included as attachment A.

10. In its April 2017 work programme workshop, the local board reaffirmed its commitment to addressing the issues raised by survey respondents, and its support for the concept of an online skills register/directory for Great Barrier Island. At its business meeting on 18 April 2017, the local board approved its work programme for 2017/2018, including $20,000 for an online register/directory (GBI/2017/66).

Scoping an skills development programme

11. Initial scoping activity was carried out over June to August 2017. Local board member Luke Coles engaged with local businesses following on from the survey and staff researched some of the solutions and brought the concept together. Activities included:

· consultation with local businesses regarding their needs and ideas and potential contributions towards possible solutions

· consulting with web experts for their initial feedback on the online directory concept

· investigation of any similar websites that might offer ideas e.g. Waiheke Island, Stewart Island

· scoping potential linkages between other initiatives, projects and websites

· developing an initial concept for the online directory/website incorporating ideas from consultation

· discussions with AoteaOra Community Trust about taking on the development and administration of the proposed website as the umbrella organisation.

12. At its 20 September 2017 workshop, staff updated the local board about the website concept including website landing page/buttons, administration, the possible inclusion of te reo Māori and collaboration with the owner of Great Barrier Island’s Purple Pages. The potential to combine the administration of other local board-funded Great Barrier websites and for this to be paid for by the local board was also discussed.

13. It is currently intended that the website will feature:

· The Purple Pages directory

· Business directory – for more detailed information about local businesses

· A skills directory – where people with skills can make these visible

· Work wanted – where job seekers can indicate interest in work opportunities

· Upcoming educational and training opportunities of all kinds

· Situations vacant – for employers and businesses to post vacancies.

Possible risks and mitigation

14. Website development has the potential for sub-optimal delivery if it is not well specified and managed. Staff will manage this risk by funding AoteaOra Community Trust, a reputable local organisation that has access to the appropriate skillsets to deliver this project alongside specifying the key deliverables and milestones in the funding agreement.

Consideration

Local board views and implications

15. The board’s support for this project is based on expected outcomes of improved functionality of other Great Barrier Island websites and enhanced economic development through, for example, greater provision of upskilling pathways, easier access to businesses and job opportunities, greater visibility of skills available and interest in working and supporting revenue generation through education.

16. This particular initiative has the potential to create a positive local impact. It connects to several initiatives in the Aotea Great Barrier Lifelong Learning Strategy and Action Plan. including:

· Utilise skills forecasting and skill gap data to identify future opportunities

· Promote on-island tertiary and vocational training providers – e.g. Orama, Hillary Outdoors Education Centre, North Tec

· Set up and/or access a communication platform e.g. MEET UP to ensure local people can both promote their programmes and /or attend the programmes/activities.

17. During discussion about this project, the need for the website to have ongoing administration and the potential for there to be a joint website administrator, that takes responsibility for maintaining and updating all of the Great Barrier Island websites which are funded by the local board, has arisen.

18. For this project, staff propose that part of the funding is applied to administration of the website in the current year. Although the elected members recognised the need for administration they consider that there is potential for the website to become self-sustaining financially. This potential will be explored as the website becomes fully functioning.

Māori impact statement

19. Māori maintain a strong presence on Aotea Great Barrier Island with two marae being centres for maintaining culture and tikanga. This website will provide a great opportunity for the marae to make their programmes more visible to the whole community.

20. Te reo Māori will be incorporated into the website with at least the website’s landing page being available in te reo Māori as well as English.

Implementation

21. Should the local board adopt the report’s recommendations, staff will negotiate a funding agreement with AoteaOra Community Trust, as the organisation responsible for the website build and initial administration.

Attachments

No.	Title	Page
a ⇩	Attachment A Combined report on Skills Survey and Website Solution	37

Signatories

Author

Mary Dawson - Manager Strategic Brokers

Authorisers

Graham Bodman - General Manager Arts, Community and Events

John Nash - Relationship Manager Great Barrier & Waiheke

Great Barrier Local Board

17 October 2017

Aotea Great Barrier Island Life-long Learning Strategy and Action Plan

File No.: CP2017/20226

Purpose

1. To approve the Aotea Great Barrier Island Life-long Learning Strategy.

Executive summary

2. The Great Barrier Local Board seeks to grow and sustain the vibrant community, ecology and local economy of Great Barrier Island, through its support of life-long learning.

3. The Great Barrier Local Board recognised that this involves addressing the island’s various education, skills, employment needs and gaps, by improving the education, upskilling, training, and employment pathways and opportunities for residents.

4. Following local board and community discussions, staff developed the Aotea Great Barrier Island Life-long Learning Strategy. The strategy consists of six principles, seven key strategic areas of focus, and 11 strategic objectives. This is Attachment A.

5. The strategy, supported by a learning action plan, sets out a coordinated collaborative framework of learning opportunities for all ages that includes attracting investment. This is one of the board’s key initiatives in the 2017/2018 Arts, Community and Events work programme.

6. A charitable company, Aotea Education Ltd, has been established under the umbrella of the Orama Christian Trust, to eventually assume the governance role for the strategy and the implementation of the action plan.

Recommendations

That the Great Barrier Local Board:

a) approve the Aotea Great Barrier Island Life-long Learning Strategy.

b) defer making a decision on the future governance of Aotea Great Barrier Island Life-long Learning Strategy until quarter two of 2017/2018

Comments

Background

7. At its business meeting on 18 April 2017, the Great Barrier Local Board approved the Arts, Community and Events work programme for 2017/2018 (GBI/2017/66).

8. One of the key activities within the work programme is to develop a life-long learning strategy that coordinates learning opportunities for all ages and attracts investment.

9. The local board have allocated $30,000 in the work programme for the development of the Aotea Great Barrier Island Life-long Learning Strategy.

10. The local board, in principle, supports the concept of a life-long learning approach for Great Barrier Island residents.

11. Staff have scoped and completed a draft strategy and action plan, supported by Community Education Trust (COMET) and a local board member.

12. As part of a consultation process, individuals and groups were asked to comment on different sections within the strategy and action plan. Staff received 40 responses.

Life-long Learning Strategy and Action Plan key principles and strategic objectives

13. Six key principles have been identified as essential to an Aotea Great Barrier Island Life-long Learning Strategy: access, inclusion, quality cohesion, leadership, and ensuring what’s provided is fit for purpose.

14. The strategy has seven key focus areas which encompass 11 strategic objectives. The seven focus areas are:

· quality early childhood education (ECE) and services open to all Great Barrier families

· confident, capable, connected and healthy children

· engaged, thriving and competent teens

· young adults successfully transitioning to training, tertiary or work

· adults with the technical skills needed to meet industry demands

· people of all ages continuing to engage in learning

· increased local revenue from education.

15. The Learning Action Plan sets out a wide range of initiatives that:

· support existing programmes and activities

· scope or create new initiatives

· promote or expand on current opportunities

· explore the viability of new partnerships and revenue avenues.

Options for governance arrangements

16. In May 2017, the responsibility for overseeing and implementing the Aotea Learning Hub, was passed over to the Orama Christian Trust, supported by a funding agreement for $19,200.

17. Orama Christian Trust subsequently set up the Aotea Education Ltd, as a small charitable company, to provide interim governance through its directors, and operational oversight through a steering committee, of the Aotea Learning Hub.

18. Orama Christian Trust have also indicated their interest in being the intermediary body to build the organisational structure, capacity, capability, and resources of Aotea Education Ltd over the next two years, in order for Aotea Education Ltd to take on the longer-term governance and implementation oversight of the Aotea Great Barrier Island Life-long Learning Strategy and Action Plan.

19. No other entity has been identified on Great Barrier to have the capacity, interest and experience to progress the mission of the Life-long Learning Strategy and Action Plan.

20. Staff have had discussions with the two directors of the Aotea Education Ltd, about their intentions for the future governance and implementation of the Life-long Learning Strategy and Action Plan.

21. Staff have identified the following three options regarding governance of the strategy and plan arising from discussions to date. The three options are provided in the table below.

Option one: Orama Christian Trust acts as the umbrella organisation to Aotea Education Ltd/another legal entity, and proceeds to build the capacity of the Aotea Education Ltd/another legal entity to assume the full governance and implementation responsibility of the Life-long Learning Strategy and Plan over the next two years.
Advantages	Risks	Risk mitigation		Any other considerations
Orama Christian Trust has proven governance experience and local knowledge and is capable of building capacity in Aotea Education Ltd.	Risk of possible perceptions of conflicts of interest for Aotea Education Ltd with current local board members being one of two directors of Aotea Education Ltd and a member of the steering committee.	Orama Christian Trust will mitigate the risk of current conflicts of interest.		Whether any other community organisation has the proven governance experience and local knowledge to provide governance of the Life-long Learning Strategy and Action Plan.
More immediately devolves full ownership of the strategy to a Great Barrier community organisation.	Staff and the local board would need to further consider a suitable legal entity/model for governing the Life-long Learning Strategy and Action Plan. Orama Christian Trust could prove reluctant or unable to devolve governance and implementation oversight to a suitable legal entity over the next two years.	Local board could request a proposal in quarter two from Orama Christian Trust about its capacity-building and transition time-frames and consider suitable legal entities.		Expectations on Orama Christian Trust may prove too demanding in terms of time-frames, workload, and availability of suitable people to undertake governance roles and responsibilities.
Orama Christian Trust, through its oversight of Aotea Education Ltd, is already involved in the implementation of a Learning Plan initiative.	Potentially poor performance of the Aotea Learning Hub since the transfer of responsibility to the Aotea Education Ltd.	The local board receives and workshops the accountability report from Aotea Education Ltd about the Aotea Learning Hub.		None.
Option Two: Orama Christian Trust provides the interim governance for the Life-long Learning Strategy, and supports Aotea Education Ltd to provide oversight of the Aotea Learning Hub and any other agreed action plan initiatives. Staff will continue discussions with Orama Christian Trust about Orama taking over the long-term governance of the hub. Staff will present the local board with the results of those discussions in quarter three.
Advantages	Risks		Risk mitigation	Other considerations
Interim nature of arrangement reduces risk of possible perceptions of conflicts of interest at the governance level.	Conflicts of interest issues at director level and steering group levels are not addressed adequately.		Orama Christian Trust will mitigate of risk of conflict of interest.	None.
Local board has more time to consider Orama’s plans for longer-term governance of the Life-long Learning Strategy, taking into consideration any potential conflicts of interest.	Orama Christian Trust is reluctant or unable to continue holding the governance responsibility for the strategy on an interim basis.		Local board receives a full proposal from Orama Christian Trust on potential governance arrangements in quarter two and workshops this with the Orama trustees.	Whether the current steering group established by Aotea Education Ltd has sufficient capacity to undertake additional initiatives for implementation.
Further workshopping and decisions can be made about any other initiatives to be implemented and who should hold the implementation responsibility.	Other initiatives may be delayed or no other suitable organisation is available to take on additional implementation responsibilities.		A hold is put on other initiatives until longer-term decisions are made by local board.	The skills website is being progressed under a separate funding agreement so will not be delayed.
Option three ( preferred option): The local board defers making a decision on the future governance of the Life-long Learning Strategy and Action Plan until quarter two when council staff and elected members have received an operational update and financial report on the hub. In the meantime, Aotea Education Ltd, under the umbrella of the Orama Christian Trust, continues to provide oversight of the Aotea Learning Hub.
Advantages	Risks		Risk mitigation	Other considerations
Greater consideration can be given to the possible options for governance, timeframes involved, and costs. Greater consideration can be given to the risk of conflicts of interest for local board members due to their involvement in Aotea Education Trust and its steering committee for the Aotea Learning Hub.	Prolonging the process of decision making and slowing the progress on the strategy and action plan implementation.		Staff will address governance issues with the local board in a workshop in early in quarter two.	None.
More information is available to the local board on the progress of the Aotea Learning Hub.	Lack of sufficient clarity about projected costs for interim governance arrangements to be included in Orama’s funding agreement for 2017/2108 for the Learning Hub.		Staff will present the local board with an operational update and financial report on the Aotea Learning Hub.
Further workshopping and decisions can be made about any other initiatives to be implemented, costs, and who should hold the implementation responsibility.	Other initiatives may be delayed or no other suitable organisation is available to take on additional implementation responsibilities.		Staff and the board can consider other initiatives under the action plan that need to be progressed and the responsibility for these.	Skills website is being progressed under a separate funding agreement so will not be delayed.

Preferred option and rationale

22. Staff recommend that the local board adopt option three, as Orama Christian Trust is sending to staff the last of its accountability reports this month [October 2017]. Staff will then assess the accountability reports and provide the local board with an operational update and financial report on the Aotea Learning Hub. This information will assist the local board in deciding the future governance arrangements of the hub.

Consideration

Local board views and implications

23. In the local board workshop on 8 August 2017, the elected members provided strong support for the draft Aotea Great Barrier Island Life-long Learning Strategy and Action Plan to improve the knowledge, skills and competencies of all members of a community, from ‘cradle to grave’.

24. Elected member, Shirley Johnson, is one of the two directors of Aotea Education Ltd. Elected member, Luke Coles, is on the Steering Group for the Aotea Learning Hub. The local board recognises the need to manage any potential or perceived conflict of interest with regard to the roles held by the two elected members.

25. Once the Aotea Great Barrier Island Life-long Learning Strategy has been approved, the local board will need to give direction, depending on its priorities, desired outcomes and available resources, as to how the Life-long Learning strategic objectives and their proposed initiatives are prioritised and progressed. Staff will workshop this matter with the board in quarter three.

Māori impact statement

26. The action plan includes a clear focus on ensuring and enhancing a diversity of educational initiatives, including cultural and learning experiences provided by the local marae.

27. The Great Barrier Local Board’s work programme for 2017/2018 includes working with local Māori to ensure greater responsiveness to Māori aspirations, including under the Aotea Great Barrier Island Life-long Learning Strategy and Action Plan.

Implementation

28. Should the local board adopt the recommendations of this report:

· Staff will attend a local board in quarter two to discuss the progress of the Aotea Learning Hub

· Staff will attend a local board early in quarter three to consider possible options for future governance and implementation of the Life-long Learning strategy and action plan.

Attachments

No.	Title	Page
a ⇩	Aotea Great Barrier Island Life-long Learning Strategy and Action Plan Sept 2017	49

Signatories

Author

Mary Dawson - Manager Strategic Brokers

Authorisers

John Nash - Relationship Manager Great Barrier & Waiheke

Graham Bodman - General Manager Arts, Community and Events

Great Barrier Local Board

17 October 2017

Panuku Development Auckland Local Board Six-Monthly Update 1 March to 31 August 2017

File No.: CP2017/19224

Purpose

1. To give the Great Barrier Local Board an overview of Panuku Development Auckland (Panuku) activities within the local board area for the six months 1 March to 31 August 2017.

Background

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

3. Panuku helps to rejuvenate parts of Auckland – from small projects that refresh a site or building, to major transformations of town centres or neighbourhoods.

4. Panuku manages around $2 billion of Council’s property portfolio, which we continuously review to find smart ways to generate income for the region, grow the portfolio or release land or property that can be better used by others.

Recommendation

That the Great Barrier Local Board:

a) note the Panuku Development Auckland Local Board update 1 March to 31 August 2017.

Local Activities

Portfolio Management

5. Panuku manages “non-service” property owned by Auckland Council and Auckland Transport (AT) that are not currently needed for service or infrastructure purposes. These are properties that are not immediately required for delivery of a council service or infrastructure development but are being held for use in a planned future project such as road construction, the expansion of parks or development of future town centres.

6. The property portfolio comprises 1437 properties containing 1119 leases as at 30 June 2017. The current portfolio includes vacant land, industrial buildings, warehouses, retail shops, cafes, offices, medical centres and a large portfolio of residential rental homes.

7. The return on the property portfolio for the period ending 30 June 2017 was above budget with a net surplus to Council and AT shareholders of $1.1 million ahead of budget.

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

Properties Managed in the Great Barrier Local Board Area

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

Name	Address	Type
Commercial Helicopters Ltd	70 Hector Sanderson Road, (Claris Airport)	Commercial
Great Barrier Airlines	70 Hector Sanderson Road, (Claris Airport)	Commercial
Greasr Clearing House	70 Hector Sanderson Road (Claris Airport)	Commercial
Blackwells Quarry	25 Hector Sanderson Road	Commercial

10. Ongoing management of the airport leases would be most effectively managed by AT. Council staff have been working with AT to achieve this outcome and transfer of Claris Airport leases.

Business Interests

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

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

13. Blackwell’s Quarry – Blackwell’s quarry is located on Hector Sanderson Road, Great Barrier Island, and is leased from the Blackwells. Fulton Hogan operates this quarry on behalf of Auckland Council by way of an Operating Agreement for five years to January 2021.

Portfolio strategy

Optimisation

14. The Auckland Council Long-term Plan 2015-2025 reflects a desire of council to materially reduce or slow down expenditure, and unlock value from assets no longer required, or which are sub-optimal for service purposes. In response to this, prior to the establishment of Panuku, ACPL developed a new method of dealing with service property, called optimisation.

15. Asset optimisation deals with ‘service property’. It is self-funding, it maximises efficiencies from service assets, and maintains levels of service, whilst releasing property for sale or development. A key element of optimisation is that the sale proceeds are locally reinvested, to advance approved projects and activities on a cost-neutral basis. It does not include the AT portfolio. Panuku continues to advance this programme of work. This includes the development of a cross-council project to coordinate and execute asset sales and optimisation.

Portfolio review and rationalisation

Overview

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

Performance

17. Target for July 2016 to June 2017:

Unit	Target	Achieved
Portfolio review	$75 million disposal recommendations	$76.9 million as at 30 June 2017

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

19. Target for July 2017 to June 2018:

Unit	Target	Achieved
Portfolio review	$60 million disposal recommendations	$20.7 million as at 31 August 2017

Process

20. Once identified as a potential sale candidate, a property is taken through a multi-stage rationalisation process. The agreed process includes engagement with Council, CCOs, the local board and mana whenua. This is followed by Panuku board approval, engagement with local ward councillors and the Independent Māori Statutory Board, and finally, a governing body decision.

Under review

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

Acquisitions and Disposals

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

Acquisitions

23. 22 properties have had purchase agreements signed in financial year ending 30 June 2017 for open space purposes around the region at a value of $48.6 million, and seven properties have been purchased for storm water purposes at a value of $19.4million.

24. In July-August 2017, two properties have been purchased for open space purposes around the region at a value of $6.2m, and one property has been purchased for storm water purposes at a value of $3.15m.

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

Disposals

26. For the period to the end of August 2017 the Panuku disposals team has sold two properties realising $0.8 million of unconditional net sales proceeds. The team’s 2017/18 disposals target is $8.0 million for the year. The disposals target is agreed with the Council and is reviewed on an annual basis. The team achieved $22.92m of net sale proceeds in the 2016/17 financial year.

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

Regional Activities

Highlights

28. Over the year, Panuku achieved key project milestones and performance results in our priority development locations. Panuku categorises three types of priority locations:

29. Transform locations – Panuku ‘Transforms’ locations by creating change through urban regeneration. Panuku leads the transformation of select parts of our region; working alongside others and using our custodianship of land and planning expertise. The catalytic work Waterfront Auckland led at Wynyard Quarter is a great example of the transformation of urban locations.

30. Unlock locations – Panuku also ‘Unlocks’ development potential for others. By acting as a facilitator; using relationships to break down barriers and influence others, including our council family, to create development opportunities.

31. Support locations – Panuku plays a ‘Support’ role to ensure council is making the most of what it already has. Intensification is a key driver in the Auckland Plan. Panuku will support housing demands by enabling development of council-owned land.

Transform locations

32. The Wynyard Quarter is undergoing rapid change both commercially and residentially, with thousands of Aucklanders using this space every week, while regeneration is just beginning in Manukau and Onehunga.

a) The first three phases of structural steel have been installed at the Park Hyatt Hotel. All up, approximately 2000 tonnes of primary structural steel will be used to construct the luxury five-star hotel, which will span a total area of 37,000sqm.

b) In April 2017, Mayor Phil Goff officially opened the Mason Bros. building, a former industrial warehouse that has been redeveloped into a three-level office space, bringing together a community of entrepreneurs and businesses. It is the centrepiece of Wynyard Quarter’s innovation precinct.

c) Developer Willis Bond is constructing 500-600 apartments of various types and sizes that are set to house around 1100 people. There are two developments currently under construction, Wynyard Central and 132 Halsey. The first residents are expected to move in from September 2017.

d) In June, Panuku handed over to Regional Facilities Auckland (RFA) the management of the Queens Wharf facilities, including Shed 10 and The Cloud. Panuku continues to lead the delivery of place making and the future development of the wharf.

33. Transform Manukau was the first location to have a Framework Plan completed, outlining the five key moves for the project and the vision for Manukau in 2040. We are aiming to get the first housing site underway soon at Barrowcliffe Place. Public realm projects anticipated to start next year include the Council’s Hayman Park Playground and Putney Way street improvements in conjunction with the new bus station is targeted for completion by May 2018. Panuku is also exploring with the Scentre Group on how the shopping mall’s future development could relate to and interface with the town centre.

34. Plans to Transform Onehunga, on a similar scale to Wynyard Quarter and Manukau, were approved in March 2017. These plans were completed involving significant consultation with communities. Panuku is leading the redevelopment of strategic council-owned land, and works in partnership with the Government and others, to deliver positive outcomes for the local community. The Board of Inquiry relating to the East West link is currently going through a hearing process. A draft decision is expected to be made in October and will be finalised in November. This will contain numerous conditions of consent. Once the decision is known, Panuku can advance planning on the Onehunga wharf and foreshore precinct.

Unlock locations

35. In Takapuna, Auckland Council owns nearly four hectares of land focused around the Anzac Street carpark and the Gasometer site, consultation on redevelopment of these sites has started.

36. In Northcote, we completed a Framework Plan in November 2016 that outlines the initial proposals for the town centre. An information kiosk was also opened by Homes Land Community in April. The town centre masterplan and the Awataha Greenway masterplan is targeted for completion in December 2017.

37. Plans to repurpose the iconic Civic Administration Building in Aotea Square into high quality apartments and develop the surrounding area were announced in September 2016, apartment sales are progressing well.

38. Hobsonville 20ha Airfields site - stage one of construction of 102 standalone and terrace homes is underway. Avanda Group have been announced as the developers that will deliver more than 500 homes in stage two, of which a minimum of 10 per cent will be affordable housing.

39. The Council’s Planning Committee approved the over-arching plans to redevelop Old Papatoetoe in June. Panuku is leading the redevelopment of the mall, a 2.5ha block of land, which will see the area opened up with a new plaza space, reconfigured shops, upgraded carpark and a revamped New World supermarket. In addition to the upgrade of the mall which is expected to be completed early next year, approximately 110 new homes are planned to be developed in the surrounding area.

40. With the overall plan for Henderson being approved in May 2017, the vision for Henderson is for it to grow into an urban eco-centre. This vision will guide planning and development with an outcome towards ‘liveable growth’ by creating a safe, attractive and vibrant mixed-use environment with a uniquely west Auckland identity.

41. The regeneration of Avondale has been upgraded from a Support location to an Unlock. A HLPP is underway, identifying opportunities within the development area. Ockham has commenced the construction of 72 apartments on Racecourse Parade, with 10 percent of the apartments being affordable. Panuku also sold a site in Avondale to Housing New Zealand in December which allowed for the development of 103 social housing units

42. A development agreement was signed with Todd Property for the delivery of more than 350 homes in Flat Bush, Ormiston. In December 2016, Panuku sold a site at 187 Flat Bush School Road for a 30-lot subdivision.

Support locations

43. The Mariner Rise subdivision at 20 Link Crescent, Whangaparoa has been completed by our development partner McConnell Property along with the delivery of a 2700sqm park and playground. Sixty new homes will be built on this new subdivision.

Consideration

Local board views and implications

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

45. Panuku requests that all feedback and/or queries you have relating to a property in your local board area be directed in the first instance to localboard@developmentauckland.co.nz

Māori impact statement

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

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

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

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

50. Panuku work collaboratively with Mana Whenua on a range projects including potential property disposals, development sites in the area and commercial opportunities. Engagement can be on specific individual properties and projects at an operational level with kaitiaki representatives, or with the Panuku Mana Whenua Governance Forum who have a broader mandate.

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

Implementation

52. There are no implementation issues.

Attachments

There are no attachments for this report.

Signatories

Author

Sven Mol - Corporate Affairs Advisor Panuku Development Auckland

Authorisers

Toni Giacon - Team Leader Stakeholder and Community Engagement

John Nash - Relationship Manager Great Barrier & Waiheke

Great Barrier Local Board

17 October 2017

Feedback on the proposed direction of the draft Waste Management and Minimisation Plan

File No.: CP2017/21731

Purpose

1. To seek feedback from the local board on the proposed direction of the draft Waste Management and Minimisation Plan review.

Executive summary

2. Auckland Council is currently undertaking a review of its Waste Management and Minimisation Plan. This plan is prepared under the Waste Minimisation Act 2008, and is part of council’s responsibility to promote effective and efficient waste management and minimisation in Auckland.

3. This report seeks feedback from the Great Barrier Local Board on the revised proposed approach to waste management and minimisation. In particular:

· advocating to central government for a higher waste levy and for product stewardship

· addressing three priority commercial waste streams:

o construction and demolition waste

o organic waste, and

o plastic waste

· addressing waste generated from council and council-controlled organisation’s operational activities, particularly construction and demolition waste.

4. These points were initially discussed with local boards during September and October workshops on the draft Waste Management and Minimisation Plan.

5. The proposed draft Waste Management and Minimisation Plan will be presented to the Environment and Community Committee in December 2017, seeking approval to publicly notify the draft plan. Formal feedback from all local boards will be included as a part of this report.

Recommendation

That the Great Barrier Local Board:

a) provide feedback on the proposed direction of the draft Waste Management and Minimisation Plan.

Comments

Legislative context

6. Under the Waste Minimisation Act 2008, Auckland Council is required to adopt a Waste Management and Minimisation Plan, as part of its responsibility to promote effective and efficient waste management.

7. The first Auckland Waste Management and Minimisation Plan was adopted by council in 2012. It set an aspirational vision of achieving zero waste to landfill by 2040. It placed initial priority on waste reduction within the waste services that are more directly managed by council, which account for approximately 20 per cent of all waste to landfill in the region.

8. Council is required to review the Auckland Waste Management and Minimisation Plan every six years. This includes conducting a Waste Assessment to review progress, to forecast future demand for waste services, and to identify options to meet future demand. This assessment was completed in mid-2017, and the findings have been outlined below.

Findings of the Waste Assessment: progress and challenges

9. Under the first Waste Management and Minimisation Plan, seven separate council-managed waste services to households are being merged into one standardised region-wide service. This has included:

· introducing a new inorganic collection service

· introducing large bins for recycling across the region

· introducing bins for refuse in areas that had bag collections

· establishing five community recycling centres in Waiuku, Helensville, Devonport, Henderson and Whangaparaoa, with another seven to be established by 2024.

10. Some service changes agreed under the Waste Management and Minimisation Plan 2012 are still to be introduced to standardise the approach across the whole Auckland region, most notably, a food waste collection in urban areas and pay-as-you-throw charge for kerbside refuse collections.

11. Whilst the council-managed services have achieved waste minimisation, the total amount of waste to landfill has increased by 40 per cent between 2010 and 2016. This is due to the increased amounts of commercial waste being generated, particularly construction and demolition waste. The amount of waste sent to landfill is projected to continue to grow unless a concerted effort is made to intervene to address this trend.

12. Barriers to waste minimisation in Auckland include the low cost of sending waste to landfill compared to diverting waste to other productive uses, the lack of financial incentives to divert waste from landfill, the lack of council influence over the 80 per cent of waste that is commercially managed, and rapid population growth.

Options analysis

13. The Waste Assessment identified and evaluated three options to guide the direction of the Waste Management and Minimisation Plan 2018, as follows below.

14. Option one: status quo involving full implementation of the Waste Management and Minimisation Plan 2012. Undertaking the actions agreed in 2012 will focus interventions on 20 per cent of waste within council’s direct control. Although this option could be implemented within council’s waste budget envelope it would not meet council’s responsibilities under the Waste Minimisation Act 2008 to minimise waste in Auckland.

15. Option two: expanded focus. Full implementation of the Waste Management and Minimisation Plan 2012 and a focus on three priority commercial waste streams identified in the Waste Assessment - construction and demolition waste, organic waste and plastic waste. This option addresses the 80 per cent of waste outside of council’s direct control and could be implemented within the current waste budget, with some reprioritisation.

16. Option three: significant investment in residual waste treatment technologies. This option requires development of residual waste treatment facilities, with energy from waste (mass-burn incineration facilities) likely to achieve the best diversion. Significant investment is needed from both the private and public sector to develop these technologies, and there would be reputational risks associated with disposal of waste by incineration.

17. It is proposed the council adopts option two, which has the potential to significantly reduce total waste to landfill, and can be undertaken within the current funding envelope.

Proposed updates to the Waste Management and Minimisation Plan 2012

18. It is proposed that the new Waste Management and Minimisation Plan will continue the direction of the 2012 Plan, and extend the focus of council activity from the 20 per cent of waste that is directly managed by council and its contractors, to the other 80 per cent that is commercially managed.

19. The proposed vision of the draft Waste Management and Minimisation Plan is ‘Auckland aspires to be zero waste by 2040, taking care of people and the environment, and turning waste into resources’.

20. It is proposed that zero waste is maintained as an aspirational target. Achieving high diversion rates in Auckland (in the order of 80 per cent as achieved by an exemplar city, San Francisco) is considered to be a successful response to such an aspirational target.

21. To achieve the zero waste vision, three goals are proposed: minimise waste generation, maximise opportunities for resource recovery, and reduce harm from residual waste.

22. Three updated targets are proposed:

· total waste; reduce by 30 per cent by 2027 (no change from the current waste plan)

· domestic waste: reduce by 30 per cent by 2020/2021 (extension of date from 2018 to align with the roll-out of the food waste kerbside collection service; a new target will be set once this is achieved)

· council’s own waste;

o reduce office waste by 60 per cent by 2040 (target doubled from current waste plan)

o work across council to set a baseline for operational waste (generated as a result of council activities such as property maintenance, construction and demolition, and events, and implement these baseline targets by 2019.

23. The proposed draft Waste Management and Minimisation Plan identifies the actions that will be undertaken over the next six years. The priority actions that will have the biggest impact on waste reduction include:

· continued delivery of the Waste Management and Minimisation Plan 2012, including the transition to consistent kerbside services (including introduction of a kerbside organic collection in urban areas and the standardisation of pay-as-you throw kerbside refuse collection across the region), and establishment of the resource recovery network

· a focus on addressing the 80 per cent of waste that council does not directly influence, by;

o advocating to central government for a higher waste levy and for product stewardship

o addressing three priority commercial waste streams;

- construction and demolition waste,

- organic waste, and

- plastic waste

o addressing waste generated from council and council-controlled organisation’s operational activities, particularly construction and demolition waste.

24. The draft Waste Management and Minimisation Plan will put emphasis on partnership and engagement with other sectors that are relevant to the priority action areas. Council recognises that it cannot achieve its waste minimisation responsibilities by acting alone.

25. It is important to note that council has limited tools to address commercially managed waste. Achieving policy changes at central government level will be essential to achieving waste to landfill reductions in Auckland. If council is unsuccessful in its advocacy, targets will not be met.

Request for local board feedback

26. Local boards are being asked whether they support the proposed approach taken in the draft Waste Management and Minimisation Plan, and in particular the focus on:

· advocating to central government for a higher waste levy and for product stewardship

· addressing three priority commercial waste streams;

o construction and demolition waste

o organic waste, and

o plastic waste

· addressing waste generated from council and council-controlled organisation’s operational activities, particularly construction and demolition waste.

Financial implications

27. The actions proposed in the draft Waste Management and Minimisation Plan can be achieved within existing waste funding. Funding will be obtained through a combination of:

· pay-as-you-throw domestic refuse collections, which will be progressively introduced across the region

· rates funding, and

· revenue from the waste levy (from the $10 per tonne waste levy that is administered by the Ministry for the Environment, 50 per cent of which is distributed to councils, amounting to $6.1 million for Auckland Council in 2016).

28. Infrastructure to enable commercial resource recovery will require investment from external sources such as government and the private sector.

29. The budget for implementing the Waste Management and Minimisation Plan will be considered through the Long-term Plan 2018-2028 process.

Consideration

Local board views and implications

30. Workshops were held with all local boards in September and October 2017 to discuss the proposals set out in this report. This report seeks formal feedback from local boards.

Māori impact statement

31. Mana whenua and mātāwaka have been actively engaged in implementing the Waste Management and Minimisation Plan 2012. A number of initiatives have enabled waste minimisation from a te ao Māori context. Through Para Kore ki Tāmaki, marae in the Auckland region are able to foster kaitiakitanga practices and affirm their connections with the natural world. More than 2,000 whānau participate in the programme annually, and over 50 Para Kore zero waste events have been held since the programme rolled out in 2014. The programme provides a catalyst for taking the kaitiakitanga message from the marae into homes and the community. Protecting Papatūānuku, connecting with traditions and showing respect for customs has become a priority for whānau through this programme.

32. The proposed draft Waste Management and Minimisation Plan seeks to present a stronger mana whenua and mātāwaka perspective, recognising the close alignment between te ao Māori and zero waste. Two mana whenua hui and one mātāwaka hui held in June 2017 have identified mana whenua and matāwaka principles and priorities, for direct inclusion into the draft Waste Management and Minimisation Plan.

Implementation

33. The draft Waste Management and Minimisation Plan will have financial implications, as the targeted rate for food waste must be costed and included in consultation on the draft Waste Management and Minimisation Plan. It is proposed that this be aligned with consultation on the Long-term Plan 2018-2028. This will ensure that any budget implications are considered through the Long-term Plan process.

Attachments

There are no attachments for this report.

Signatories

Authors

Parul Sood - General Manager Waste Solutions (Acting)

Julie Dickinson - Waste Planning Manager (Acting)

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Carol McKenzie-Rex - Acting General Manager Local Board Services

Great Barrier Local Board

17 October 2017

Review of representation arrangements - process

File No.: CP2017/21800

Purpose

1. To provide comments to the Governing Body on the proposed process (in Attachment B to the agenda report) for the review of representation arrangements.

Executive summary

2. All local authorities are required by the Local Electoral Act 2001 to undertake a review of representation arrangements at least once every six years in order to determine them arrangements for the following elections.

3. Auckland Council was established in 2010 and was not required to undertake a review of representation arrangements for the 2016 elections, but is required to undertake a review for the 2019 elections. The review will take place during 2018.

4. It is possible to review the following for the Governing Body:

i. Whether members are elected at-large or by ward or a combination

ii. If elected by ward, the number of members in each ward, the ward boundaries and ward names.

5. It is possible to review the following for each local board:

i. The number of members

ii. Whether local board members are to be elected by subdivision or at large

iii. If by subdivision, the number of members in each subdivision and the subdivision boundaries and names

iv. The local board name.

6. It is not possible to review the number of governing body members. This is set in the Auckland Council legislation. Other councils are able to review the number of members.

7. It is also not possible to review the boundaries, or number, of local boards. A reorganisation process is required to do this. This is a separate process under the legislation.

8. With a governing body and 21 local boards, Auckland Council has more complex arrangements than other councils and an efficient and effective process for undertaking the review needs to be determined.

9. The report attached as Attachment A was considered by the Governing Body on 28 September 2017. The report sets out the background and context to the review and a proposed process for conducting the review.

10. The Governing Body resolved a proposed process on 28 September 2017, as set out in Attachment B, and is now seeking the views of local boards on this process.

11. In December the Governing Body will resolve the final process for conducting the review, following feedback from local boards on the proposed process.

12. This report seeks the local boards’ views on the proposed process as set out in Attachment B, for conducting the review of representation arrangements.

13. Representation by way of establishing one or more Māori wards is being considered separately by the Governing Body. There is not a similar provision for Māori seats on local boards.

14. Feedback from the local board will be communicated to the Governing Body 14 December 2017 meeting.

Recommendation

That the Great Barrier Local Board:

a) provide its comments on the proposed process for conducting the review of representation arrangements.

Attachments

No.	Title	Page
a ⇩	Process to conduct a review of representation arrangements – report to Governing Body meeting on 28 September 2017	97
b ⇩	Process to conduct a review of representation arrangements – resolution of Governing Body	105

Signatories

Author

Warwick McNaughton, Principal Advisor Democracy Services

Authorisers

Phil Wilson – Governance Director

Carol McKenzie-Rex – General Manager Local Board Services

Great Barrier Local Board

17 October 2017

Public alerting framework for Auckland

File No.: CP2017/20799

Purpose

1. To provide information on the Public Alerting Framework for Auckland. The report also provides the results of an analysis carried out by GNS Science, identifying communities at risk from tsunami across Auckland.

2. In addition, the report also seeks in-principle support for the proposed enhancement of Auckland’s tsunami siren network.

Executive summary

3. In February 2017, the Auckland Civil Defence and Emergency Management (CDEM) Group Committee endorsed the draft Public Alerting Framework for Auckland.

4. Following on from this, crown research agency, GNS Science was commissioned to provide an analysis of those communities most at risk from tsunami within the orange and red tsunami evacuation zones.

5. The GNS report and the Public Alerting Framework was presented to local boards in workshop sessions. Auckland Emergency Management is asking local boards for in principle support for the Public Alerting Framework and for an enhanced tsunami siren network.

6. Next steps involve procurement and design of tsunami siren and signage. Further information will be presented to local boards in due course.

Recommendations

That the Great Barrier Local Board:

a) note the approach to public alerting as outlined in the Public Alerting Framework for Auckland (Attachment A).

b) provide in-principle support for the development of an enhanced and expanded regional tsunami siren network, noting that further information on design, placement and other considerations for the network will be reported in due course.

Comments

Tsunami risk for Auckland

7. A tsunami is a natural phenomenon consisting of a series of waves generated when a large volume of water in the sea, or in a lake, is rapidly displaced^{^[1]}. Tsunami threats pose a risk to New Zealand and to Auckland. Occurrence rates of tsunami are higher in the Pacific than for other oceans because of the "Ring of Fire".^{^[2]} Tsunami waves are most commonly caused by underwater earthquakes. In addition, these events have the potential to cause multiple other hazards including but not limited to; fire, fault line ruptures, coastal inundation, landslides, lifeline utility failures and serious health issues.^{^[3]}The Tonga-Kermadec trench is one of the Earth’s deepest trenches, and is Auckland’s highest risk for tsunami. Auckland is susceptible to regional and distant source tsunami, that is, tsunami generated from earthquakes in and around the Pacific Rim with travel time more than 1 hour as well as locally generated tsunami. Tsunami can be categorised as local, regional or distant based on their travel time or distance to the Auckland coastline.

· Local source – less than 1 hour travel time. These tsunamis can be generated by offshore faults, underwater landslide or volcanic activity.

· Regional source – Earthquakes in and around the Pacific Islands and the Tonga-Kermadec Trench 1 to 3 hours travel time to Auckland

· Distant source – Commonly generated by a large earthquake from any location around the Pacific Rim including but not limited to South America, Japan, the Aleutian Islands and Alaska. The travel time to Auckland will be 3 hours or greater. ^{^[4]}

Figure 1: This map shows the position of New Zealand in the Pacific Ocean within an area of intense seismic activity called the ‘Ring of Fire’. Source: GNS Science

Tsunami sirens

5. Currently, Auckland has 44 fixed tsunami warning sirens across nine sites in legacy Rodney and Waitakere. These sirens were installed in 2008 and 2010 and do not meet current government technical standards^{^[5]} for tsunami warning sirens. All new and existing siren installations will need to meet these standards by June 2020.

6. Auckland Emergency Management is currently investigating the upgrading of its existing siren network from ‘tone-only’ sirens to those with PA/voiceover loudspeaker capability. The sirens have a strong immediate effect and can prompt immediate action to seek further information. There are valuable benefits in using tsunami sirens, in particular, sirens can be used when other communications (e.g. cell phones and radio broadcasting) may not have the maximum reach or be as effective. It is commonly accepted across the emergency management sector that effective public alerting systems are those that take a holistic view. This being said, public alerting needs to be well planned, understood, and in conjunction with effective public education information and campaigns. This is imperative for a regionally consistent approach to public alerting that communities can use and understand.

7. The limited locations of the present tsunami siren systems have been identified as a gap in the public alerting capabilities of Auckland region. Presently, Auckland is not well represented by tsunami sirens with the estimated reach of Auckland’s current sirens being only eight per cent of the ‘at-risk’ population. Auckland’s tsunami siren network is currently being considered for enhancement and expansion through the delivery of the Public Alerting Framework

Public Alerting Framework

8. Auckland Council has recognised the need for a regionally consistent approach to public alerting through the adoption of the Public Alerting Framework. The Framework, which was approved for consultation with local boards in February 2017, has been designed to:

· explain what public alerting in a CDEM sense is, what it can and cannot do;

· give detail on the range of channels for public alerting currently available in Auckland;

· highlight the advances being taken with regards to public alerting at a national level;

· provide some commentary on tsunami sirens, their uses and limitations; and

· assist with decisions taken by the Auckland CDEM Group Committee, local boards and partners and stakeholders with regards to the prioritisation of budgets and options for enhancing public alerting across the Auckland region.

9. Auckland Council recognises the need to enhance the public alerting network, and as such, has allocated funds from the Long-Term Plan for this venture. This funding provides a starting point for consultation on the future of Auckland’s tsunami siren network and the enhancement of public alerting.

10. It is important to understand that no one public alerting system is without fault. The Public Alerting Framework focusses on the use of multi-platforms, understanding that a holistic approach is one that maximises the reach of public alerting in an emergency or hazard event. Through this project, prioritised public education is critical. Without effective public education and engagement activities, sirens alone are not considered a standalone approach to public alerting.

GNS Science report

Introduction and methodology

11. Following the endorsement of the Public Alerting Framework, crown research agency GNS Science was contracted to complete an independent analysis (see Appendix B) of those communities most at-risk of tsunami.

12. A GIS based analysis was used to calculate the number of exposed residents in communities. The analysis used 2013 census population data to identify the number of residents located in the red and orange tsunami evacuation zones. (see Figure 2.) For further detail on the evacuation zones and the methodology please see Appendix B.

Figure 2. Auckland red and orange tsunami evacuation zones as used in the GNS Science analysis

Results

13. The results of the analysis carried out by GNS Science identified 217 communities at-risk from tsunami. For all 217 communities modelled, there are a total of 49,853 people at-risk from tsunami in the orange and red evacuation zones. For detailed information on the results of this analysis including detail on those communities at risk of tsunami please refer to the report from GNS Science at Appendix B.

Next steps

14. Workshops have been held with local boards across the region in order to share the results of the GNS Science report and the intention to implement an enhanced and expanded regional tsunami siren network. This report seeks in-principle support for this enhanced and expanded network. More information on design, placement and other considerations for the network will be reported in due course

Consideration

Local board views and implications

15. Workshops on tsunami risk were held with local boards in 2016. Following the development of the Public Alerting Framework further information on tsunami risk, including the results of the GNS Science report, were shared with local boards between July and October 2017. Local boards were told that in-principle support for the enhanced and expanded tsunami siren network would be sought at formal business meetings of local boards.

16. As key decision makers representing local communities, local board input into this important project will continue.

Māori impact statement

17. There are no particular impacts on Maori communities which are different from the general population arising from this report. The Public Alerting Framework for Auckland notes the importance of community resilience, of reaching all members of the community and of having systems in place to ensure that public alert messages are understood and ubiquitous.

Implementation

18. Once in-principle support has been achieved, procurement and design of tsunami siren and signage will be undertaken.

Attachments

No.	Title	Page
a ⇩	Public Alerting Framework	113
b ⇩	GNS Science report	123

Signatories

Author

Celia Wilson, Project Manager

Authorisers

Craig Glover, Head of Strategy and Planning

John Dragicevich, Civil Defence Emergency Management Director

Great Barrier Local Board

17 October 2017

PDF Creator

[1] Berryman, K. et al. (2005) Review of Tsunami Hazard and Risk in New Zealand. Dunedin, Institute of Geological and Nuclear Sciences Limited.

[2] GNS Science, Tsunami in New Zealand data accessed on 26th June 2017 from https://www.gns.cri.nz/Home/Our-Science/Natural-Hazards/Tsunami/Tsunami-in-New-Zealand

[3] ACDEM (2016), Auckland Civil Defence and Emergency Management Group Plan 2016-2021

[5] [5] MCDEM (2014), Tsunami Warning Sirens Technical Standard [TS 03/14]

Chairperson	Izzy Fordham
Deputy Chairperson	Luke Coles
Members	Jeff Cleave
	Susan Daly
	Shirley Johnson

No.	Title	Page
a ⇩	NZ Society of Authors, Auckland Branch	181
b ⇩	Far North District Council	185
c ⇩	Letter of Support Kotuku Peninsula Charitable Trust funding application to Conservation Fund	187
d ⇩	Report to International Dark Sky Association October 2017	189
e ⇩	Letter from John Barentine of International Dark-sky Association	203

No.	Title	Page
a ⇩	Great Barrier Local Board workshop record - 5 September 2017	211
b ⇩	Great Barrier Local Board workshop record - 7 September 2017	213
c ⇩	Great Barrier Local Board workshop record - 12 September 2017	215
d ⇩	Great Barrier Local Board workshop record - 26 September 2017	217

Author	Guia Nonoy - Democracy Advisor
Authoriser	John Nash - Relationship Manager Great Barrier & Waiheke