Agenda of Waitematā Local Board

Waitematā Local Board

21 November 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

6.1 Acknowledgement: Tim Coffey - Good Citizen Award 5

6.2 Acknowledgement: Ariana Brunet - Good Citizen Award 6

7 Petitions 6

8 Deputations 6

8.1 Deputation: Rachael Burn - Heard Park 6

8.2 Deputation: Hiraani Himona - Te Tuhi Centre for Arts 7

9 Public Forum 7

10 Extraordinary Business 7

11 Notices of Motion 8

12 Councillor's Report 9

13 Auckland Transport update – November 2017 11

14 Waitematā Quick Response Round Two 2017/2018 grant applications 45

15 Feedback on the proposed direction of the draft Waste Management and Minimisation Plan 111

16 Input to the Review of Citizens Advice Bureaux services 117

17 Proposed new commercial lease to Oma Rapeti Limited at 3 Pratt Street, Freemans Bay 183

18 Community Disaster Resilience Building 187

19 Urgent Decision - Amendment of the Auckland Transport Election Signs Bylaw 2013 and its impact on local parks 191

20 Auckland’s City Fringe Local Economic Development Action Plan refresh 213

21 Chair's Report 223

22 Board member reports 257

23 Governance Forward Work Calendar 279

24 Waitematā Local Board Workshop Records 283

25 Consideration of Extraordinary Items

1 Welcome

2 Apologies

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

3 Declaration of Interest

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

4 Confirmation of Minutes

That the Waitematā Local Board:

a) confirm the ordinary minutes of its meeting, held on Tuesday, 17 October 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

6.1 Acknowledgement: Tim Coffey - Good Citizen Award

Purpose

1. Tim Coffey will be in attendance to receive will receive his good citizen award for his role as chair and representative on community boards and groups in the city centre.

2. On 12th October 2017, the Waitematā Local Board celebrated community individuals and groups who go above and beyond to contribute towards making Waitematā a great place to live.

3. Every second year the local board seeks nominations from the community to help recognise people, and groups, who give their time selflessly– for their community, the environment, arts, sports and wellbeing.

4. Twenty-seven awards were presented this year across the 3 categories; Individual Award, Children and Young People and the Community Group Award. The Special Award for Long Service to the Community Award went to Tony Skelton, Deborah White and Tim Coffey for their outstanding contributions.

Recommendation/s

That the Waitematā Local Board:

a) congratulate Tim Coffey for receiving his good citizen award for his role as chair and representative on community boards and groups in the city centre.

6.2 Acknowledgement: Ariana Brunet - Good Citizen Award

Purpose

1. Ariana Brunet will be in attendance to receive her good citizen award for establishing a community garden in the church grounds at St Matthew's in the City.

2. On 12th October 2017, the Waitematā Local Board celebrated community individuals and groups who go above and beyond to contribute towards making Waitematā a great place to live.

Recommendation/s

That the Waitematā Local Board:

a) congratulate Ariana Brunet for receiving her good citizen award for establishing a community garden in the church grounds at St Matthew's in the City.

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 Waitematā Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

8.1 Deputation: Rachael Burn - Heard Park

Executive summary

1. Rachael Burn will be in attendance to discuss an event in Heard Park.

Recommendation/s

That the Waitematā Local Board:

a) thank Rachael Burn for her attendance and presentation about an event in Heard Park.

8.2 Deputation: Hiraani Himona - Te Tuhi Centre for Arts

Executive summary

1. Hiraani Himona will be in attendance on behalf of Te Tuhi Centre for Arts to discuss a proposal to use Parnell Railway Station for arts activities.

Recommendation/s

That the Waitematā Local Board:

a) thank Hiraani Himona for her attendance and presentation on behalf of Te Tuhi Centre for Arts about a proposal to use Parnell Railway Station for arts activities.

9 Public Forum

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

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

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Notices of Motion

There were no notices of motion.

Waitematā Local Board

21 November 2017

Auckland Transport update – November 2017

File No.: CP2017/24183

Purpose

1. To update the Waitematā Local Board on Auckland Transport (AT) activities and to summarise the ongoing engagement between Waitematā Local Board and AT.

Executive summary

2. This report covers:

· An update on the transport capital fund

· Traffic control committee decisions

· AT workshops with the board

· Projects and activities of interest to the board

· Consultation responses

· A summary of general information items sent to the board and of feedback received from the board.

Recommendation/s

That the Waitematā Local Board:

a) receive the report Auckland Transport update – November 2017.

Comments

Transport capital fund update

3. As of the new electoral term Waitematā Local Board had $1,605,522 available in their Local Board Transport Capital Fund.

4. From this sum the board has approved:

· Up to $221,000 as additional funds for the Ponsonby Road pedestrian improvement project

· Up to $25,000 for a parklet on Nuffield Street

· Up to $20,000 for streetscape enhancement incorporating tree planting on St Marys Road

5. AT has ongoing investigations into rough orders of costs for the following projects:

· Creating a walking and cycling connection through Cox’s Bay reserve to Wharf Road via Bayfield Park

Traffic Control Committee decisions

6. Attachment A outlines decisions made in the Waitematā Local Board area in October 2017. AT’s resolution and approval process ensures the most appropriate controls and restrictions are put in place and can be legally enforced.

Workshop overview

7. AT attended three workshops slots with the board on 7 November 2017. These focussed on an update on the Grafton and Parnell busway projects, a briefing on the consultation on a proposal for parking changes in The Strand, and a briefing into the consultation on the 3^rd phase of the Nelson Street cycleway.

Quarterly Report

8. The quarterly report outlining AT’s activities over the July - September 2017 Quarter forms Attachments B and C.

9. Attachment B contains an overview from all departments within AT with information on projects located within the Waitematā Local Board area and with Regional significance.

10. Attachment C contains an update on the work of our Community Transport team in Schools in the Waitematā Local Board area.

Upcoming projects and activities

Transport Officers begin work on Western Line trains

11. Transport Officers have begun working on Auckland’s Western Line trains. The new role will provide customer support as well as improved safety on trains. Transport Officers will be working in pairs and they will be deployed when and where they are needed most.

12. Once the rollout is completed (subject to consultation) it is proposed to have almost 230 Transport Officers warranted by the New Zealand Police working across the Network. The introduction of Transport Officers is to give passengers more assurance on trains and around stations that they will be safe. The placement of Transport Officers can be tailored to when and where they are needed most, which makes the service more robust and efficient.

13. As part of the SaFE (Safety and Fare Enforcement) programme run by AT and Transdev, the new staff will provide customer service and manage fare evasion through fare inspections and issuing infringements. They will also be trained in how to de-escalate situations caused by anti-social behaviour.

14. There is also an electronic gating programme being rolled out as part of the SaFE programme which involves installing new electronic gates at eight stations across the network. The gates mean that in order to access the station’s platform, passengers have to buy a paper ticket or tag on with their AT HOP card. This means more than 90 percent of passengers will travel through as gated station as part of their journey.

Community bike fund open for applications

15. AT is launching a Community Bike Fund with $35,000 of funding available to community groups to support cycling initiatives and projects.

16. The fund has been established to recognise and support the work of community groups that champion bike riding in the region. Many community organisations have great ideas and AT is keen to work with them to deliver creative projects that encourage more people to ride bikes more often.

17. Funding is available during 2017/18 for community-focused projects that encourage riding a bike as a regular transport option, improve cycle safety, and contribute to the normalisation of cycling in Auckland. The fund can be used for community events, activities, training programmes, and the development of resources and information for specific communities.

18. The AT Community Bike Fund budget available is $35,000. The maximum grant amount per application is $5,000. The first round is open for applications from 30 October 2017 to 13 December 2017. Applicants can apply online and read the grant policy at https://at.govt.nz/cycling-walking/at-community-bike-fund/.

Other projects

19. The below table has a general summary of projects and activities of interest to the board with their current status. Please note that all timings are indicative and are subject to change:

Project	Current Status
Parnell residential parking zone - proposed permit scheme for residents and businesses.	Public consultation began on 3 November 2017 and will run to 4 December 2017.
Arch Hill residential parking zone – proposed permit scheme for residents and businesses.	Public consultation began on 13 November 2017 and will run to 10 December 2017.
Grey Lynn parking scheme - proposed permit scheme for residents and businesses.	Public consultation began on 13 November 2017 and will run to 10 December 2017.
Northwestern busway – proposed dedicated bus lane from City to West Auckland.	With Light Rail being looked at by the new central government, we are continuing with current busway business case work but are expecting to need to revise it once the new central government transport policy direction is formalised. Public consultation continues to be delayed, as the wider context is still not yet clear. We are ready to go with draft consultation material and hope to make speedy progress once the central government approach in known.
Nelson Street cycleway phase 3 – a bi-directional cycleway from Nelson Street to Quay Street.	Public consultation closed on 1 October 2017, the project team has sought the board’s feedback and is evaluating all the feedback received.
Grafton residential parking zone - proposed permit scheme for residents and businesses	Consultation closed on 30 July 2017. The Project team has received the board’s feedback and is evaluating all the feedback received.
Tamaki Drive cycle route – between the Strand to Ngapipi Road.	Board’s feedback received on 7 September 2017. The project team’s response is included in this report.
Midtown bus route – improving how city centre buses operated.	The Indicative Business Case is being finalized in order to apply for Detailed Business Case funding, in particular the scoping of the university bus station extent and how to deal with potential commercial elements of it (i.e. integrating it into surrounding development). Once funding is confirmed, we will re-engage with stakeholders as we set up the forward programme to develop the preferred design.
Parnell cycleway – proposed cycleway through Parnell.	Reassessing following public consultation.
Herne Bay cycling and walking improvements – proposed changes to encourage slower driving speeds and improve routes for people walking and cycling.	Currently in detailed design. Construction is scheduled to begin in February 2018 and is expected to be completed by July 2018.
Parnell Station link – pedestrian link from the Station to Carlaw Park.	Have applied for consent. Construction is expected to be complete in late December 2017.
Pt Chev to Westmere cycleway - future requirements for the midtown east-west public transport corridor and Learning Quarter.	Currently in detailed design. Construction is scheduled to begin in July 2018.
Victoria Street West cycleway - dedicated cycle route along Victoria Street West, from the Beaumont Street intersection to the Hobson Street intersection.	Currently in detailed design. Construction is expected in early 2018.
Newmarket crossing project – a bridge to replace the rail crossing, linking Laxon Terrace with nearby Cowie Street.	Tendering for construction contract is now closed. The tenders are being reviewed and we expect to award by the end of November.
Franklin Road upgrade - upgrades to improve the road quality and future-proof existing services.	Under construction. The one-way traffic management to be removed on the lower section from 10 November 2017. Works will cease for the Christmas Lights between the 17 November 2017 and 25 December 2017. Works will resume in full from 27 December 2017.
Nelson Street cycleway phase 2 - Nelson Street to Quay Street and Beresford Square to Hobson Street.	Under construction. Opening November 2017.
Parnell Station upgrade - completing the station and its environs to full standard.	Under construction. Expected to be complete in December 2017.
Ponsonby Road pedestrian improvements - improvements for pedestrians along Ponsonby Road (and eight side streets) between Lincoln Street and Pollen Street.	Under construction. Most works expected to be complete by mid-November 2017. Collingwood Street is planned to start on 9 January 2018 with a duration of seven weeks.
Waitematā safe routes - improvements for pedestrians, people on bikes, and bus users on four routes in the wider Grey Lynn area.	Route 2: Richmond Road is currently under construction. This is expected to be complete by mid-2018.
Westhaven to City cycleway section 1 - Westhaven Drive to Customs Street West/Market Place.	Substantially complete with some surfacing, foot path, line marking and street lighting work that needs completing. These are programmed for completion end of November.

Consultations

Tamaki Drive cycle way

20. The Project Team would like to thank the Waitematā local board for providing feedback on this project.

21. Following from the board’s questions and suggestions regarding the proposal, please see below for AT final response:

Board feedback	Auckland Transport response
Supports a bi-directional cycle route on Tamaki Drive to the Ngapipi intersection.	AT thanks the board for its feedback.
Does not support the section between Solent Street and the Strand remaining as a shared path. Requests AT work with NZTA to investigate the continuation of the bi-directional cycle route through Solent Street to the Strand section by re-allocating road space.	This option has been assessed in consultation with NZTA, but is not feasible. There is not enough road width to accommodate the cycleway. The Strand and Solent Street are the main entrance to the Ports of Auckland and six lanes, with appropriate turning widths, must be accommodated.
Shared path (between Solent and the Strand) width is not best practice, not fit for purpose given estimated number of users.	The width of this section of the shared path will be retained at approximately 3 metres, which is the widest we can achieve between the Ports of Auckland fence, trees on the berm, and the road. AT will upgrade the shared path with a new surface.
Solent Street intersection re-designed to prioritise the safety of pedestrians and people on bikes.	AT is investigating a safe crossing facility for people on bikes/pedestrian at the Solent Street intersection. The traffic signals between Tamaki Drive/The Strand and Tamaki Drive/Solent Street intersections will be co-ordinated to ensure truck and vehicle traffic flows efficiently.
A safe, separated connection is provided to the Gladstone Road cycle route through the Strand intersection.	This connection is being designed as part of the Proposed Parnell Cycleway project.
AT investigate opportunities for sustainable urban drainage/water sensitive design and opportunities to plant new street trees along the route.	Owing to the constrained environment along Tamaki Drive standard stormwater treatment devices cannot practically be installed. Instead of providing conventional kerb and channel for storm water along the on-road cycleway, AT will install ‘Beany Blocks’ as concrete separators between the cycleway and traffic lanes. Storm water will run off inside the Beany blocks, and drain out to cesspits. It is proposed to install Tetra Traps in all the new catchpits thus providing an opportunity to collect gross pollutants before they enter the harbour. This practice has been adopted elsewhere around Auckland in similar situations.

Responses to public consultation sent to the board:

Item	Date sent to Board
Broken yellow lines in Hohipere Street	17/10/2017

General information items sent to the board:

Item

Date sent to Board

Parnell parking improvements – consultation	6/11/2017
Update on O'Connell Street	3/11/2017
Update on Ponsonby Road	3/11/2017
Parnell parking consultation booklet	1/11/2017
Update on residential parking zone consultations - Parnell, Grey Lynn, Arch Hill	31/10/2017
Update on Richmond Road Resurfacing Works	31/10/2017
Downtown Ferry Terminal week three update	31/10/2017
Update on Ponsonby Road	27/10/2017
Princes Street and Eden Crescent Intersection	27/10/2017
CRL3 - Karangahape Road Consultation	26/10/2017
Pier 3 replacement works	26/10/2017
Update on Franklin Road	26/10/2017
Downtown Ferry Terminal seawall repair - week two	24/10/2017
Changes to pay and display parking machines	24/10/2017
Update on Ponsonby Road	20/10/2017
Symonds Street - Road safety Investigation	20/10/2017
Mackelvie Street	17/10/2017
Update on Downtown Ferry Terminal seawall repair	16/10/2017
Update on Ponsonby Road	13/10/2017
CRL3 Hobson Street – consultation	13/10/2017
Update on Ponsonby Road	11/10/2017

Responses to consultation received from the board:

Item	Date sent to Board
Tamaki Drive cycle way	7/11/2017
Symond Street – Road Safety Investigation	5/11/2017
Great North Road/Grosvenor Street/Bond St intersection	31/10/2017
Grafton Resident Parking Zone	13/10/2017

Consideration

Local board views and implications

22. The board’s views are incorporated during consultation on any proposed schemes. The table below has a summary of consultation with the board on key projects in the board area:

Project Name	Stage of consultation
Symond Street – Road Safety Investigation.	Feedback received from the board.
Grey Lynn and Arch Hill Residential Parking Zone.	Public consultation began on 13 November. The project team will be briefing the board on the results of public consultation at a workshop on 5 December 2017.
Parnell Residential Parking Zone.	Public consultation began on 6 November 2017. The project team will be briefing the board on the results of public consultation at a workshop on 5 December 2017.
Great North/Grosvenor/Bond consultation.	A workshop was held with the board on 3 October 2017 to brief them on the results of the public consultation. The board’s feedback was received on 31 October 2017. All the feedback is being analysed and responses prepared.
North-western Busway.	A workshop was held with the board on 4 July 2017. Consultation is currently on hold.
Grafton Residential parking zone.	Workshop was held on 5 September 2017 to outline results of public feedback and seek the board’s feedback. Feedback was received from the board on 9 October 2017. All the feedback is being analysed and responses prepared.
Tamaki Drive cycle way.	The project proposal was sent to board for their information on 19 May 2017. The board was updated with the results of public consultation on 18 August 2017. The board’s feedback was received by Auckland Transport on 7 September 2017. Auckland Transport response is included in this report.
Nelson Street Phase 3.	Consultation material was sent to the board for their information on 28 August 2017. Public consultation closed on 1 October 2017 and a workshop to seek the board’s feedback was held on 7 November 2017.

Māori impact statement

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

Implementation

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

Attachments

No.	Title	Page
a ⇩	October Traffic Controll Committee Decisions	19
b ⇩	Quarterly Report 1	23
c ⇩	Quarterly Report 2	43

Signatories

Authors

Ben Halliwell - Elected Member Relationship Manager , Auckland Transport

Authorisers

Jonathan Anyon – Manager Elected Member Relationship Unit, Auckland Transport

Trina Thompson - Relationship Manager/Senior Advisor Waitematā Local Board

Waitematā Local Board

21 November 2017

Waitematā Quick Response Round Two 2017/2018 grant applications

File No.: CP2017/22237

Purpose

1. The purpose of this report is to present applications received for Waitematā Local Board quick response round two 2017/2018. The local board is required to fund, part-fund or decline these applications.

Executive summary

2. The Waitematā Local Board has set a total community grants budget of $125,000 for the 2017/2018 financial year.

3. A total of $59,907.77 has been allocated in previous rounds, leaving a total of $65,092.23 for the remainder of the 2017/2018 financial year.

4. Eighteen applications were received in this round, with a total requested of $41,636.

Recommendation/s

That the Waitematā Local Board:

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

Table One: Waitematā Local Board Quick Response Round Two grant applications

App ID	Focus area	Applicant	Project	Amount requested	Eligibility
QR1820-205	Arts and culture	Colleen Altagracia (under the umbrella of CA-Colab Ltd)	Towards costs associated with phase one: the workshop of "Voices from the Street."	$1,580.00	Eligible
QR1820-206	Arts and culture	Colleen Altagracia (under the umbrella of CA-Colab Ltd)	Towards costs associated with gathering writing contributions for "House of Leaves and other Dwellings."	$2,880.00	Eligible
QR1820-209	Arts and culture	Unitec New Zealand	Towards the design and printing of artworks.	$3,000.00	Eligible
QR1820-213	Arts and culture	Tamara Azizian (under the umbrella of Mapping Me Productions Limited)	Towards Artstation Toi Tu gallery hire and photo printing for "Dual Citizen - Close to Home" exhibition.	$2,244.00	Eligible
QR1820-223	Arts and culture	Rangmanch of New Zealand Incorporated	Towards the music conductor and hall hire for the musical programme: “Down Memory Lane.”	$3,000.00	Eligible
QR1820-224	Arts and culture	Binge Culture Collective Incorporated	Towards "It's a Trial" performance at Samoa House.	$3,000.00	Eligible
QR1820-202	Community	Shaila Contractor	Towards a one-day event “Auckland Fitness Day” in February 2018.	$3,000.00	Eligible
QR1820-208	Community	Mataaga Aoga Amata	Towards a contribution for the design, equipment and installation of the playground for Mataaga Aoga Amta Early Childhood Centre in Grey Lynn.	$3,000.00	Eligible
QR1820-210	Community	Parent to Parent Auckland	Towards the “SibSupport” programme	$2,000.00	Eligible
QR1820-219	Community	Dance Therapy NZ	Towards a contribution for facilitation costs for "Arts 4 Us" including therapist and assistant fees.	$2,948.00	Eligible
QR1820-221	Community	Youthline Auckland Charitable Trust	Towards two driver licence training workshops for “Supporting young people into employment - Auckland Central Series.”	$1,676.00	Eligible
QR1820-226	Community	Helen Fergusson	Towards Grey Lynn Community Centre venue hire and instructor costs for the “MBODY movement health and wellbeing” workshops held in December 2017.	$690.00	Eligible
QR1820-212	Environment	Heritage Roses Auckland	Towards buxus hedging, rose mulch and general garden items for continued maintenance and refurbishment of the Nancy Steen Garden.	$1,000.00	Ineligible
QR1820-216	Environment	Parnell Community Trust	Towards costs for the Sustainable Urban Living workshops.	$3,000.00	Eligible
QR1820-201	Events	Hamilton Embassy Enterprises Limited	Towards costs for “Le French Festival 2018.”	$3,000.00	Eligible
QR1820-203	Events	Jewish Federation of New Zealand Incorporated	Towards equipment hire for Hannukah in the Park 2017.	$750.00	Eligible
QR1820-215	Events	The Auckland Children's Christmas Parade Trust	Towards the Farmers Santa Parade on 26 November 2017.	$3,000.00	Eligible
QR1820-222	Sport and recreation	Gladstone Tennis Club Incorporated	Towards costs for the grooming of five tennis courts	$1,868.00	Eligible
Total				$41,636.00

Comments

5. The Auckland Council Community Grants Policy supports each local board to adopt a grants programme (see Attachment A).

6. 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.

7. The Waitematā Local Board will operate three quick response grant rounds and two local grant rounds for this financial year. The second quick response round closed on 20 October 2017.

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

9. The Waitematā Local Board has set a total community grants budget of $125,000 for the 2017/2018 financial year.

10. Eighteen applications were received in this round, with a total requested of $41,636.

11. One application was received where either all or part of the project would improve an asset on council land. This application is ineligible for support through the Waitematā Local Board community grants programme. Appropriate tax treatment for this project would need to be supported by a goods or services procurement process. Alternative avenues of support for this project could be available through the Community Empowerment Team.

12. A late multiboard application was received from Maggie Gould (LG1809-132) requesting $1,500 towards musicians’ fees, hire of equipment, venue hire, publicity costs, media promotion costs, travel costs to venue, printing of material for workshops for students. This application was submitted after the round closing date and therefore deemed ineligible for consideration.

13. A total of $59,907.77 has been allocated in previous rounds, leaving a total of $65,092.23 for the remainder of the 2017/2018 financial year.

Consideration

Local board views and implications

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

15. The board is requested to note that 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.”

16. A summary of each application is attached (see Attachment B).

Māori impact statement

17. The provision of community grants provides opportunities for all Aucklanders to undertake projects, programmes, activities that benefit a wider range of individuals and groups, including Maori. As a guide for decision-making, in the allocation of community grants, the new community grants policy supports the principle of delivering positive outcomes for Maori. One applicant applying in this round has identified as Maori and four have indicated their project targets Maori or Maori outcomes.

Implementation

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

19. Following the Waitematā Local Board allocating funding for quick response round two grant applications, Commercial and Finance staff will notify the applicants of the local board’s decision.

Attachments

No.	Title	Page
a ⇩	Waitematā Local Board grants programme 2017/2018	49
b ⇩	Waitematā Quick Response, Round Two grant applications 2017/2018	53

Signatories

Authors

Erin McVeigh - Community Grants Coordinator

Authorisers

Marion Davies - Community Grants Operations Manager

Shane King - Operations Support Manager

Trina Thompson - Relationship Manager/Senior Advisor Waitematā Local Board

Waitematā Local Board

21 November 2017

PDF Creator

Waitematā Local Board

21 November 2017

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

File No.: CP2017/21911

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 Waitematā 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 the Waitematā Local Board at a November workshop 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.

6. Formal feedback from all local boards will be included as a part of this report.

Recommendation/s

That the Waitematā Local Board:

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

Comments

Legislative context

7. 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.

8. 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.

9. 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

10. 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.

11. 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.

12. 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.

13. 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

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

15. 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.

16. 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.

17. 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.

18. 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

19. 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.

20. 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’.

21. 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.

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

23. 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.

24. 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.

25. 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.

26. 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

27. 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

28. 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).

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

30. 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

31. A workshop was held with the Waitematā Local Board in November 2017 to discuss the proposals set out in this report. This report seeks formal feedback from the local board.

Māori impact statement

32. 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.

33. 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

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 the 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 – Acting General Manager Waste Solutions

Julie Dickinson – Acting Waste Planning Manager

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Carol McKenzie-Rex – Acting General Manager Local Board Services

Trina Thompson - Relationship Manager/Senior Advisor Waitematā Local Board

Waitematā Local Board

21 November 2017

Input to the Review of Citizens Advice Bureaux services

File No.: CP2017/24063

Purpose

1. To seek local board feedback on the draft options for supporting the future provision of Citizens Advice Bureaux services to Auckland’s communities.

Executive summary

2. Auckland Council is reviewing Citizens Advice Bureaux services in Auckland following a resolution by the Regional Strategy and Policy Committee in April 2016.

3. The review will determine the appropriate level of Auckland Council support for Citizens Advice Bureaux services from 2018/2019 onwards.

4. Thirty-one Citizens Advice Bureaux operate in the Auckland region.

5. Auckland Council fund Auckland Citizens Advice Bureaux Incorporated $1.839 million a year which then distributes the funds to bureaux.

6. Local boards have provided input to the review on the local relationships, services and funding. Staff have developed draft options to address the issues and opportunities raised. The options are in the table below:

Option 1: Enhanced status quo	Enhancements are a refined funding model, reporting improvements and strengthened local relationships
Option 2: Locally driven	Transfers responsibility for existing budget to local boards
Option 3: Regional service provision	Collective review of funding levels and number and location of service sites

7. Staff consider Option 3 to be the best option to achieve consistent regional service delivery. If CABx and CABNZ do not agree with Option 3, then Option 1 provides for greater consistency of service delivery than Option 2.

8. Staff will incorporate feedback from local boards on the draft options in to the review findings to be reported to the Environment and Community Committee in early 2018.

Recommendation/s

That the Waitematā Local Board:

a) provide feedback on the draft options for supporting the future provision of Citizens Advice Bureaux services to Auckland’s communities by 1 December 2017.

Comments

Background

9. On 7 April 2016 the Regional Strategy and Policy Committee resolved to:

“seek information from staff regarding a review of the service after consultation with the 21 local boards on the issues raised by the Māngere-Ōtāhuhu Local Board regarding Auckland Citizens Advice Bureaux Incorporated (ACABx) funding, to achieve greater equity and fairness, taking into consideration social issues in local communities across Auckland.” (REG/2016/22)

10. The review scope includes:

· alignment to council policy, strategic priorities, local board plans and policies

· equitable service provision – Aucklanders having access to the services they need across the region, responding to growth and change in Auckland’s communities

· equity of funding for bureaux across Auckland – the basis for how funding is distributed

· how Auckland Council interacts and engages with bureaux across Auckland

· communicating the impact and value of Citizens Advice Bureaux (CAB) services

· council’s governance needs and role with regard to reporting and accountability.

11. Since 2013 Auckland Citizens Advice Bureaux Incorporated (ACABx), a board made up of representatives from across Auckland bureaux, has been distributing the council funding to bureaux using a population-based funding model which replaced previous funding arrangements by legacy councils.

12. ACABx received $1.839 million for 2017/2018, which includes an annual inflation provision. This expenditure is included in the Long-term Plan 2015-2025.

13. Some local boards provide funding to their local bureaux in addition to the core funding allocated through ACABx. Local boards provide support to CAB through accommodation as the majority of bureaux are located in council facilities.

14. ACABx distributes funds to local CAB so that communities are provided with access to information, advice, referral and client advocacy services.

Current Auckland CAB services and alignment with local board plans and council strategies

15. Currently there are 31 Auckland CAB sites in 18 local board areas, with over 900 trained volunteers fielding approximately 300,000 enquiries per annum; 75% of the service is delivered face-to-face.

16. Support for CAB services aligns with the following:

· local board plan outcomes, such as connected communities, employment and housing

· Auckland Plan (strategic direction one): to create a strong, inclusive and equitable society that ensures opportunity for all Aucklanders

· Empowered Communities Approach, where individuals, whānau and communities have the power and ability to influence decisions.

17. The first annual review of the Auckland Council-ACABx Strategic Relationship Agreement (2016-2018) noted the following achievements and issues:

· agreed relationship principles, established a governing group and secured CAB New Zealand (CABNZ) involvement to support the relationship

· work is still in progress to improve measurement and the CAB reporting model

· both parties acknowledged that the current arrangements limit the collective ability to achieve regional level change, including closure, rationalisation or new sites and influencing local service provision

· currently ACABx will not address the overall number and location of service sites operated by member bureaux, which is based on legacy council models. They will not consider opening new sites unless there is an increase in the overall funding envelope. Based on current information shared by CAB it is difficult to determine the value of the service in order for the council to review its funding commitment.

The review of CAB Services in Auckland

18. Local boards provided input to the review during July and August 2017. A comprehensive information pack was provided to resource and support their input. The full summary of local board input is provided in Attachment A.

19. Feedback from boards highlighted what is working well:

· Most boards consider the services are of high value to the community.

· Leverage of council funding as services are delivered by well trained, approachable, multi-lingual and knowledgeable volunteers.

· Connecting people with information and services otherwise out of reach, especially for migrants, older people, international students and lower socioeconomic groups.

20. The review has identified a number of issues, including:

· Inequity in funding of bureaux and service provision across the region – service needs to be responsive to growth and community need.

· The need for better connections between local boards and bureaux to support improved two-way communication.

· The need for bureau data and information on trends and emerging issues at regional and site level.

· Future service sustainability, including awareness of service and better outreach to targeted groups that currently are under-represented as users (e.g. Māori, some migrant groups, young people, rural communities).

21. Some local boards have raised deprivation as a factor that should be taken into account in allocating funding to bureaux. These boards consider that areas of high deprivation should get more funding as there is increased and more complex need. Further investigation is needed and staff are seeking evidence from CAB on what they deliver and from which sites, and where their clients live before deprivation can be considered within the funding model.

Draft options for feedback

22. Three draft options have been developed that respond to the issues and opportunities raised by local boards and the review of the Strategic Relationship Agreement.

Table 1: Review of CAB services: Draft options

Option

Description

Pros

Cons

Implementation

Option 1: Enhanced status quo

· Overall funding envelope unchanged

· Governing Body remains the decision maker for funding

· Council has funding agreement with ACABx

· The funding agreement includes:

- A review of the population-based funding model with up-to-date local board population estimates, current CAB sites and exploring the use of deprivation as a proxy for need

- Improved reporting with consistent trend information at regional and site level

- A local relationship framework developed to support strengthened and more strategic relationships between local boards and bureaux

· Valued community service is maintained

· Continued contribution to regional strategies and improved contribution to local board plan outcomes

· Updated funding model to include some aspects of need, including population growth and potentially deprivation

· Improved reporting on the use and value of the service regionally and locally (who is using the service, why and where)

· Community intelligence is shared to support local decision making and advocacy

· Efficient bulk funding model because Governing Body would allocate bulk funding to ACABx to distribute to the bureaux

· No change to the fixed funding envelope

· Does not address the overall number and location of service sites or opening of new sites in high growth areas

· No strategic approach to the region’s service needs

· Does not address that some local boards are providing additional funding for bureau services from LDI budgets

· Does not address the CAB as a largely passive service with limited resources to undertake outreach to vulnerable groups that are currently underrepresented as users

· Does not address responsiveness of the service to changing demographics and evolving community needs

· Could be implemented for 2018/2019 with a two-year funding agreement (July 2018 - June 2020)

· This is the most achievable of the options

Option 2: Locally driven

· CAB operates as a local service rather than a regional service

· Governing Body transfers responsibility for existing budget to local boards. Locally driven initiatives (LDI) budgets adjusted accordingly

· It would be up to each local board to decide if local bureaux are funded and to what level. From the bureaux perspective, their funding agreement would be with Auckland Council instead of ACABx

· Local boards govern the relationship with bureaux

· The funding agreement includes:

- Meeting local board priorities

- Improved reporting and local relationship framework as under Option 1

· Opportunity to strengthen alignment of bureaux services with local board plan outcomes and with other local community services

· Local boards and bureaux work together to respond to growth and local changes

· Council funding of the service can be more responsive to local need, e.g. seek rationalisation of bureau sites at a local or cluster level, outreach to vulnerable groups that are currently underrepresented as users

· Boards can direct funding to providers best placed to serve the local community

· Improved reporting on the use and value of the service regionally and locally (who is using the service, why and where)

· Community intelligence is shared to support local decision making and advocacy

· The fixed funding envelope constrains the ability to open new sites

· No strategic approach to the region’s service needs

· Significantly higher administrative burden on CAB which will need to seek local board support for funding arrangements

· Would require increased dedicated resource from council (Community Empowerment Unit) to administer multiple funding agreements and accountability reports

· Could be implemented for 2018/2019

· Funding could be ring fenced for the 2018/2019 during phased implementation

· From 2019-2021, local boards could fund on an annual or multi-year basis and could also fund on a local board cluster basis

· This option is achievable but would require significant change for bureaux and local boards

Option 3: Regional service provision

· Assessment undertaken to understand the value of the service which would also determine the appropriate level of Auckland Council support required

· This option requires active participation from CABNZ and Auckland bureaux

· Regional Network Provision Framework developed by council, CABNZ and bureaux that reviews the location of bureau sites across the region to address service gaps and opportunities around accommodation

· Could also include potential for a single CAB entity for whole of Auckland with a mandate to develop the service regionally – requires major constitutional change for bureaux

· Comprehensive review of the CAB service going forward and role for Auckland Council in supporting the service

· Only option that allows for a review of the level of council funding for the service

· Strengthened contribution to regional strategies and local board plan outcomes

· Only option that would be able to comprehensively address the overall number and location of service sites, including new sites

· Strategic approach to the region’s service needs and addresses responsiveness of local service delivery

· Requires significant commitment and change from a volunteer-based organisation

· Relies on substantial council involvement and increased dedicated resource

· The new approach would be developed during 2018/19 and implemented in 2019/2020

· Enhanced status quo would apply in 2018/2019

· This option is the most difficult to achieve and would require long term commitment from all parties and council resourcing to implement

23. Overall Option 3: Regional service provision provides the most likelihood of achieving regional consistency of service delivery to meet changing community need and for this reason staff consider this to be the best option. However, without the agreement of the CABx and CABNZ Option 3 is not achievable. Discussions between council staff, the ACABx board and CABNZ are still ongoing.

24. If Option 3 is not achievable Option 1: Enhanced status quo will provide for greater consistency of service delivery than Option 2: Locally driven.

Consideration

Local board views and implications

25. Local boards have detailed knowledge of both local bureau delivery and of their local communities’ needs. Boards have provided input to the review on their relationship with the local bureau, services and funding, indicating that for most boards there is good alignment of the CAB services with local board plan outcomes.

26. Staff have developed draft options that respond to the issues and opportunities raised by local boards and are seeking feedback on these options.

27. Under Option 1 (Enhanced status quo) the funding model is reviewed and an improved local relationship framework would be available to support reporting and discussions between boards and bureaux. Under Option 2 (Locally driven), boards would take on responsibility for funding local bureaux. Under Option 3 (Regional service provision) a fuller assessment would be undertaken with board involvement to determine a new approach for future CAB service provision across the region.

Māori impact statement

28. For 2016/2017, Māori users of CAB services comprised between 2.5% of users in the central Auckland/Waiheke cluster to 13.2% in south/east Auckland cluster (Source: ACABx Accountability Report to Auckland Council July 2016-June 2017).

29. Options 2 and 3 are more likely to improve Māori engagement with CAB services as they would support more responsive local service provision.

Implementation

30. Staff request local boards provide feedback on the draft options by 1 December 2017. Staff will incorporate this feedback in to the review findings which will be reported to the Environment and Community Committee in early 2018.

Attachments

No.	Title	Page
a ⇩	Summary of local board input July - August 2017	123

Signatories

Authors

Carole Blacklock - Specialist Advisor - Partnering and Social Investment, Community Empowerment Unit

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Trina Thompson - Relationship Manager/Senior Advisor Waitematā Local Board

Waitematā Local Board

21 November 2017

Waitematā Local Board

21 November 2017

Proposed new commercial lease to Oma Rapeti Limited at 3 Pratt Street, Freemans Bay

File No.: CP2017/24067

Purpose

1. To seek approval from the Waitematā Local Board for a proposed new lease for Oma Rapeti Limited, the tenant, at 3 Pratt Street, Freemans Bay.

Executive summary

2. Oma Rapeti Limited has formally applied to Panuku Development Auckland Limited (Panuku) for a new commercial lease on council owned land at 3 Pratt Street, Freemans Bay for a period of fifteen years.

3. Oma Rapeti Limited currently holds a commercial lease for a period of ten years with the final expiry being 30 September 2021. Oma Rapeti Limited is seeking a new lease term as security for investment they wish to undertake.

4. The site holds a community centre and child care facility. The site was redeveloped by the legacy Auckland City Council as part of “reclamation” of the Freemans Bay area.

5. The service property sits in the Community Facilities’ portfolio and Panuku’s role is to manage the commercial lease.

Recommendation/s

That the Waitematā Local Board:

a) approve the granting of a new lease to Oma Rapeti Limited at 3 Pratt Street Freemans Bay (Part of Lot 7 DP 245) for a period of fifteen years commencing 30 September 2021 to be prepared by Panuku Development Auckland Limited for the purpose of operating a child care centre.

Comments

6. Oma Rapeti Limited provides a commercial child care service. Oma Rapeti Limited currently holds a commercial lease on council owned land at 3 Pratt Street. The existing lease has a ten year term and expires 30 September 2021.

7. Oma Rapeti Limited has applied to Panuku for an additional period of fifteen years to be added to the existing lease they hold. The existing lease commenced on 12 December 2011 and will expire on 30 September 2021.The new lease expiry date would be 30 September 2036.

8. Oma Rapeti Limited seeks the new lease term as security to invest into the building with proposed upgrades ranging from new carpets to extensive landscaping.

9. The site, 3 Pratt Street, Freemans Bay is subject to the Local Government Act 2002.

10. The former lot (Lot 7 DP 245) was privately transferred to the legacy Auckland City Council and not subject to the Reserves Act orany similar legislation. The site currently holds a child care centre at 3 Pratt Street, Freemans Bay and community centre at 52 Hepburn Street, Freemans Bay.

11. The community centre arose from the Auckland City Council’s “reclamation” of Freemans Bay in the first half of the 20^th century.

12. The 1973 Operative Scheme Plan envisaged a new shopping complex for the Wellington Street- Hepburn Street-Pratt Street corner. Land adjacent to the shopping area was reserved for community purposes, “to be developed with meeting rooms, halls, advice bureaux, and pre-school facilities as opportunities arise”.

13. In the mid-1970s the council consolidated multiple properties that it had purchased as part of the reclamation into larger blocks. A shopping centre on Wellington Street was initially leased for 21 years but the freehold of the land was sold to the lessee in 1994. A community centre and childcare centre were built on the remaining land, all being on one lot in one title.

14. For many years the Freemans Bay Childcare Centre was run by Auckland City Council but in the mid-1990s it was decided to move towards recruiting a specialist childcare provider to manage the centre.

15. Barnado’s New Zealand was awarded the contract and leased the facility at a commercial rental from 1997 until the lease was surrendered in September 2011, to be replaced by the current lease to Oma Rapeti Limited.

16. The facility is a service property in the Community Facilities Department portfolio, and the commercial lease is managed by Panuku. As it a service property and has a current use it has not been assessed by Panuku for rationalisation.

17. Panuku has confirmed that there are no outstanding tenancy or property issues. Financial reporting has been provided to Panuku that confirms the tenant is compliant. Oma Rapeti Limited has demonstrated they are a collaborative tenant.

Consideration

Local board views and implications

18. The Waitematā Local Board raised no objections to a new lease being granted during a workshop on 31 October 2017 where this proposal was presented to them.

Māori impact statement

19. Section 138 of the Local Government Act 2002 requires iwi consultation in regard to restriction on disposal of parks (by sale or otherwise) and reads “A local authority proposing to sell or otherwise dispose of a park or part of a park must consult on the proposal before it sells or disposes of, or agrees to sell or dispose of, the park or part of the park.”

20. If the Waitematā Local Board approves the new lease to Oma Rapeti Limited, Auckland Council will facilitate consultation with all iwi that have registered interest in Waitematā Local Board area.

21. The applicant has not engaged with iwi for this proposal at this time.

Implementation

22. Staff will execute the decision sought within this report promptly. Panuku will be notified and will prepare the new lease document, with the assistance of council’s Legal Services Department, between Oma Rapeti Limited and Auckland Council.

23. If the Waitematā Local Board does not support the issuing of a new lease to Oma Rapeti, the existing lease will continue to run until expiry in 2021. Staff will advise Panuku of the outcome.

Attachments

There are no attachments for this report.

Signatories

Authors

George McMahon - Land Use Advisor, Stakeholder and Land Advisory

Authorisers

Kim O’Neill - Head of Community Relations

Trina Thompson - Relationship Manager/Senior Advisor Waitematā Local Board

Waitematā Local Board

21 November 2017

Community Disaster Resilience Building

File No.: CP2017/24196

Purpose

1. To seek funding from the Waitematā Local Board’s 2017/2018 Community Response Fund budget for two emergency resilience building workshops.

Executive summary

2. During 2016, Auckland Emergency Management and the local board identified the location of suitable facilities across the local board area that could provide communities with emergency preparedness information and welfare support during an emergency.

3. The next step is to build a partnership with those facilities who are interested in taking on a leadership role in promoting emergency resilience building with their local communities and providing a place of safety for their community if the community requires this, during an emergency.

4. Funding is required to hold two workshops to develop this facilities network and promote it out to their local communities.

Recommendation/s

That the Waitematā Local Board:

a) approve the allocation of $3,000 from its Community Response Fund to fund two emergency resilience building workshops for community facilities and their communities.

Comments

5. Auckland Emergency Management is committed to supporting the Waitematā Local Board’s work to increase the emergency preparedness of its communities and increasing the emergency capability of facilities.

6. On 10 October 2017, Auckland Emergency Management attended a workshop to present to the local board four options to improve the emergency preparedness of Waitematā’s community facilities and increase the resilience of its community.

7. These options build upon the local board’s excellent and valuable emergency preparedness work to date which mapped hazards and suitable places of safety for the community.

8. The local board supported the option to form a network of well-resourced community-led facilities that actively promote and strengthen the local community emergency resilience.

9. There will be an initial information session for the community facilities managers of all identified community facilities to explain the obligations associated with being part of the network. Those facilities interested to join the networks will then be invited to attend a workshop. This will help them identify more specifically what their needs might be so that they can increase their capability to educate and promote emergency preparedness and what they need to be better prepared and able to support people during an emergency.

10. The local board also supported the option to hold a “Get Ready Waitematā!” emergency preparedness workshop with community leaders and facilities managers of those places who have joined the community-led places network.

11. This workshop is an opportunity to promote the network of community-led places and connect them more strongly with their local community. It will provide an opportunity to map out resources that can be shared during an emergency and future community led events or initiatives that can grow the understanding of disaster preparedness and community resilience building for those living or working in Waitematā.

Consideration

Local board views and implications

12. The options took into account the objective to “Empower our communities and enhance their resilience to disasters and the impact of climate change” in the recently adopted Waitematā Local Board Plan 2017.

13. The options contribute or deliver to the two key initiatives associated with this objective, namely to identify key locations in our community as civil defence information centres, and supporting educational programmes to prepare our communities for disasters and the impact of climate change.

14. The local board considered as a priority the creation of a network of facilities that are willing to promote emergency preparedness during ‘disaster quiet’ times, and to support people during an emergency.

15. The development of a network of community-led facilities requires a commitment by the facilities to do annual community outreach and engagement to promote emergency preparedness and awareness raising of the facility’s role during an emergency.

16. A budget request of $1,000 is proposed to cover the cost of workshop hire and catering. Auckland Emergency Management will provide relevant emergency preparedness handouts.

17. In order to fulfil the obligation of being part of the facilities network, some facilities may identify training or resourcing needs that will need funding. This may have implications for the Local Board.

18. Once the community-led facilities network is established, a second community wide workshop will be held to promote these facilities, their role, and the equally important role of people in community to get prepared and willing to contribute to helping each other during an emergency.

19. A budget request of $2,000 is proposed to cover the cost of workshop hire and catering. Auckland Emergency Management will provide relevant emergency preparedness handouts.

20. The Waitematā Local Board Community Response Fund includes a budget of $13,000 that is currently unallocated.

Māori impact statement

21. There are five marae in the Waitematā Local Board area. These are not identified on the community-led facilities network due to the different partnership approach Auckland Emergency Management has with marae during an emergency.

22. Strengthening other community facilities to provide community activated safe places that offer emergency welfare support will assist in reducing the demand on these marae during an emergency.

23. Emergency response assistance to these marae during an emergency will benefit those Maori in the local board area who are affected by a civil defence emergency but may be unable to return to their own marae.

Implementation

24. Auckland Emergency Management will work closely with the Strategic Broker and the local board to deliver the two workshops.

25. The workshop to establish the network of facilities and determine what additional support they may require will be held after an initial information session in November 2018.

26. The workshop for the community-led places network and community will be held subsequently, ideally linked to Neighbours Day promotions in late March 2018.

Attachments

There are no attachments for this report.

Signatories

Authors

Melanie Hutton - Senior Resilience and Welfare Advisor

Authorisers

Ani Brunet - Head of Resilience and Welfare

Trina Thompson - Relationship Manager/Senior Advisor Waitematā Local Board

Waitematā Local Board

21 November 2017

Urgent Decision - Amendment of the Auckland Transport Election Signs Bylaw 2013 and its impact on local parks

File No.: CP2017/24228

Purpose

1. To enable the local board to acknowledge the decision made under urgency to amend landowner approvals for election signs to provide a nine-week restriction on local parks and reserves identified in the list of Election Signs sites and to request Auckland Transport’s Traffic Control Committee to provide a nine-week time restriction for election signs on road reserves to provide consistency for public sites across Auckland.

Executive summary

2. On 1 August 2017 the Auckland Transport Board amended the Auckland Transport Election Signs Bylaw 2013 (“the Bylaw”) which removed the nine-week time restriction on the display of election signs. This change came about due to concerns that the time restrictions may limit the right to freedom of expression in the New Zealand Bill of Rights Act 1990 (“BoRA”).

3. Due to the Bylaw amendment, public sites, including those in local parks and reserves, can now be used for election signs for longer than nine weeks. Signs must relate to a specific election, and must be removed prior to the day of the election. However, there is no limit on the length of time that they can be erected prior to the election.

4. Staff recommend that local boards limit the time period for election signs on parks and reserves to a nine-week period. This option would still provide for election signs in parks and reserves and meet community expectations. These changes would apply to the upcoming by-elections in February 2018 and any future elections, unless the decision is revisited.

5. Auckland Transport will be reporting on the request to amend Auckland Transport Election Signs Bylaw 2013 and it’s impacts on local parks to their Auckland Transport’s Traffic Control Committee on the 17^th November.

6. The resolutions of the three local boards where a by-election will be taking place in February, and those directly adjacent, are required before the 17^th November for consideration by the Committee to ensure the outcome is included in the candidate information.

7. Information will be provided to candidates in November for the upcoming by-election in February 2018. This will include the location of public sign sites and time restrictions agreed by local boards and Auckland Transport.

8. Staff request that local boards are consistent across the region and all have a nine-week restriction on parks and reserves – this will be easier to administer, and be clearer for candidates, the public and staff.

9. The local board has the decision-making authority to approve and apply conditions on landowner consents for parks and open spaces.

10. Please refer to the attached decision under urgency for more information.

Recommendation/s

That the Waitematā Local Board:

a) Acknowledge the urgent decision dated 7^th November 2017:

That the Waitematā Local Board:

a) Amend landowner approvals for election signs to provide a nine-week time restriction on local parks and reserves identified in the List of Election Sign Sites

b) Request that Auckland Transport’s Traffic Control Committee provide a nine-week time restriction for election signs on road reserve to provide a consistency for public sites across Auckland

c) Request that Auckland Transport’s Traffic Control Committee consider updating their List of Election Sign Sites to reflect these time restrictions in accordance with clause 6 of the Election Signs Bylaw 2013.

Attachments

No.	Title	Page
a ⇩	Urgent Decision Request Memo	193
b ⇩	Amendment of the Auckland Transport Election Signs Bylaw	205

Signatories

Authors	Trina Thompson - Relationship Manager/Senior Advisor Waitematā Local Board
Authorisers	Carol McKenzie-Rex – Acting General Manager Local Board Services

Waitematā Local Board

21 November 2017

Auckland’s City Fringe Local Economic Development Action Plan refresh

File No.: CP2017/24179

Purpose

1. To approve the draft 2017 Auckland’s City Fringe Economic Development Action Plan following a refresh of the 2014 City Fringe Economic Development Action plan.

Executive summary

2. The Waitematā Local Board approved a Local Economic Development Action Plan for the City Fringe in March 2014. The intention was that the plan would be a living document that provided a framework to guide local economic development actions within the city fringe area for three to five years.

3. As the current 2014 Action Plan is coming up to three years old the Waitematā local board commissioned Business Lab to undertake a refresh of the plan to ensure that it remains up to date and continues to assist the local board in working with partners to develop and grow the City Fringe economy.

4. As part of the process of undertaking the refresh Business Lab undertook 17 stakeholder interviews, held an engagement event on 8 June 2017, and met with the local board at key stages during drafting of the refreshed plan.

5. The local board is now being asked to approve the refreshed Auckland’s City Fringe Local Economic Development Action plan.

Recommendation/s

That the Waitematā Local Board:

a) approve the Auckland’s City Fringe Local Economic Development Action plan (Attachment A to the agenda report).

Comments

Background

6. The Waitematā Local Board approved a Local Economic Development Action Plan for the City Fringe in March 2014. The Action Plan built on work commissioned by Auckland Council from Hill Young Cooper in September 2013. The intention was that the plan would be a living document that:

· Provides a framework to guide local economic development actions for 3-5 years

· Facilitates effective engagement between deliverers of economic development initiatives in the City Fringe area

· Provides a key mechanism for the Waitematā Local Board to communicate with city fringe businesses, and to advocate for maintaining communications and connections between the city fringe and the City Centre

· Identifies a set of actions and initiatives for inclusion within the Local Board Plan and future local board agreements.

7. As the current 2014 Action Plan is coming up to three years since adoption the Waitematā Local Board resolved to undertake a refresh of the Plan on 21 March 2017 (WTM/2017/26).

8. This is to ensure that the Plan reflects the actions that have been delivered, changes in the strategic policy framework, such as the Unitary Plan, and remains up to date and assists the local board in working with partners to continue to grow the City Fringe economy.

Refresh process and engagement

9. The Local Economic Development team at Auckland Tourism Events and Economic Development (ATEED), commissioned Business Lab to undertake the refresh on behalf of the local board.

10. As part of the Action Plan refresh process Business Lab undertook the following steps:

a. Preliminary review of the 2014 City Fringe Action Economic Development Action Plan (CFEDAP) to identify completed actions, initiatives in progress or not started, and the identification of strategic plans that have been updated, revised, or adopted that inform the CFEDAP.

b. A literature review

c. 17 stakeholder interviews

d. Am engagement event on 8 June 2017.

e. Local Board workshops held at key stages in the development of the refreshed plan on 1 June 2017, 27 June 2017, and 28 June 2017.

Refreshed City Fringe Economic Development Action Plan

11. The refreshed CFEDAP (Attachment A) has concentrated on the role that the local board can play in assisting and supporting economic growth within the city fringe. The actions are identified against the desired outcomes of the adopted Waitematā Local Board Plan. Namely Thriving Communities, Place making, The Natural Environment, Built Environment, Accessibility, and Strong Economy.

12. In total the refreshed CFEDAP identifies 18 actions. As part of the development of the CFEDAP the local board has identified the following actions as priorities:

i. Enable a City Fringe identity

ii. Lead space activation

iii. Advocate for Local Area Plans

iv. Advocate for a Parnell Precinct Plan

v. Advocate for a Low – Carbon economy

vi. Advocate for minimisation of disruption

vii. Enable connectivity to Parnell Train Station

viii. Enable improved relationships with Auckland Transport

ix. Enable business intelligence

x. Enable greater business support

13. It is considered that the refreshed CFEDAP, has enabled the Wiatematā Local Board to engage with key partners and stakeholders within the city fringe area to identify actions that will assist with the economic growth of the city fringe going forward. The implementation of the CFEDAP should enable the local board to work together with the partners and stakeholders to deliver a number of actions where the local board has a key role. It is therefore recommended that the local board approves the CFEDAP (attachment A).

Consideration

Local board views and implications

14. To ensure that the views and comments of the local board are reflected in the final draft the refreshed CFEDAP has been workshopped with the local board at key stages in the refresh process on 1 June 2017, 27 June 2017, and 28 June 2017.

15. In addition to the local board workshops, local board members Pippa Coom, Adriana Christie, and Richard Northey attended the city fringe local economic development action plan engagement event held on the 8 June 2017 at ATEED’s offices.

Māori impact statement

16. There are no direct impacts on Māori as a result of this report.

Implementation

17. Once approved ATEED staff will work with the board to agree which of the priority 1 initiatives should be activated first and what LDI budget is required to deliver the priorities. This discussion will form part of the 2018/2019 work programme workshops.

Attachments