Agenda of Extraordinary Meeting of the Albert-Eden Local Board

Albert-Eden Local Board

13 December 2017

Albert-Eden Quick Response Round Two 2017/2018 grant applications

File No.: CP2017/24140

Purpose

1. The purpose of this report is to present applications received for Albert-Eden 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 Albert-Eden Local Board has set a total community grants budget of $108,000 for the 2017/2018 financial year.

3. A total of $48,052 has been allocated in previous rounds, leaving a total of $59,948 for two quick response and one local grant round, remaining in the 2017/2018 financial year.

4. A total of 23 applications were received in this round, with a total requested of $65,958.

Recommendation/s

That the Albert-Eden 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: Albert-Eden Local Board Quick Response Round Two 2017/2018 grant applications

App ID	Main focus	Applicant	Project	Amount requested	Eligibility
QR1801-220	Arts and culture	Louise Evans under the umbrella of Heritage New Zealand Alberton	Towards the Arts and Artisans event at Alberton in April 2018.	$3,316.00	Eligible
QR1801-221	Arts and culture	Chirag Jindal under the umbrella of New Zealand Speleological Society Incorporated	Towards “Into the Underworld” exhibition in the Albert-Eden Local Board area.	$4,000.00	Eligible
QR1801-226	Arts and culture	Action Education Incorporated	Towards spoken word workshops and performances for schools within the Albert-Eden Local Board area.	$2,000.00	Eligible
QR1801-219	Arts and culture	Sogetsu Teachers Association Auckland Branch	Towards the Sogetsu Teachers Association Auckland Branch 50th anniversary celebrations August 2018.	$4,000.00	Eligible
QR1801-205	Community	Auckland Multicultural Society Incorporated	Towards Mount Eden War Memorial Hall venue hire and event costs for the tenth “Multicultural Expo 2018.”	$4,000.00	Eligible
QR1801-206	Community	Xiaomei Zhang	Towards venue hire of the Jack Dickey Community Hall, costumes and advertising.	$1,000.00	Eligible
QR1801-207	Community	Epsom Community Creche Incorporated	Towards equipment and materials for the “messy play” community event in March 2018.	$3,000.00	Eligible
QR1801-208	Community	No 3 Squadron Air Training Corp	Towards annual rental of a photocopier/printer between January to December 2018.	$1,587.00	Eligible
QR1801-212	Community	No. 19 (Auckland) Squadron - Branch of the Air Training Corps Association of New Zealand	Towards leadership training for cadets.	$2,079.00	Eligible
QR1801-214	Community	Arts and Literature Circle Trust	Towards the Annual Harvest Festival Celebration including venue hire of the Mount Eden War Memorial Hall.	$1,300.00	Eligible
QR1801-216	Community	Citizens Advice Bureau Auckland City Incorporated	Towards the supply and fitting of frosted film on the office glass.	$1,331.00	Eligible
QR1801-222	Community	Access Education Trust	Towards administration, workshop and event costs for The Entrepreneurial Mindset Programme between January and April 2018.	$4,000.00	Eligible
QR1801-223	Community	Bharatiya Mandir Indian Temple Incorporated.	Towards garden infrastructure at the temple at 3 Arabi Street, Balmoral.	$4,000.00	Eligible
QR1801-227	Community	Kāhui Tū Kaha Limited	Towards Ferndale House venue hire and resources for Tūruapō Tumeke! Living the Vision Project 2018.	$4,000.00	Eligible
QR1801-228	Community	Mt Albert Toy Library	Towards a laptop with extended warranty, a laptop stand, wireless keyboard and mouse, a tablet, toy library software, hosting fee for three years, printer and replacement ink.	$4,000.00	Eligible
QR1801-233	Community	Youthline Auckland Charitable Trust	Towards two employment skills workshops and two driver licence training workshops.	$3,352.00	Eligible
QR1801-234	Community	Deaf Wellbeing Society Incorporated	Towards Melville Cricket Pavilion venue hire between June to December 2018 and a coordinator for the art and craft lessons.	$3,691.00	Eligible
QR1801-235	Community	Dance Therapy NZ	Towards a contribution toward venue hire and facilitation costs of STARS Dance Movement Therapy which includes therapist and assistant fees.	$3,890.00	Eligible
QR1801-237	Community	New Zealand Nejashi Trust Incorporated	Towards tutor costs for homework classes.	$4,000.00	Eligible
QR1801-238	Community	Grow New Zealand Incorporated - Auckland Area	Towards volunteer training expenses, venue hire and a contribution to the photocopier lease.	$4,000.00	Eligible
QR1801-240	Community	Helen Fergusson	Towards Mt Albert War Memorial Hall venue hire and instructor costs for MBODY movement health and wellbeing workshops held in February 2018.	$622.00	Eligible
QR1801-230	Environment	Liaoning Fellowship of New Zealand Incorporated	Towards venue hire, equipment and transport costs.	$1,000.00	Eligible
QR1801-239	Sport and recreation	Eden Rugby Football Club Incorporated	Towards St John event cover for the “New Zealand National Club Rugby 7's Tournament” in February 2018.	$1,790.00	Eligible
Total				$65,958.00

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 Albert-Eden 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 25 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 Albert-Eden Local Board has set a total community grants budget of $108,000 for the 2017/2018 financial year.

10. A total of $48,052 has been allocated in previous rounds, leaving a total of $59,948 for the quick response and one local grant round, remaining in the 2017/2018 financial year.

11. A total of 23 applications were received in this round, with a total requested of $65,958.

Consideration

Local board views and implications

12. Local boards are responsible for the decision-making and allocation of local board community grants. The Albert-Eden 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.

13. 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.”

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

Māori impact statement

15. 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. Three organisations applying in this round have identified as Maori and six have indicated their project targets Maori or Maori outcomes.

Implementation

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

17. Following the Albert-Eden 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 ⇩	Albert-Eden Local Board Grants Programme 2017/2018	13
b ⇩	Albert-Eden Quick Response Round Two 2017/2018 grant applications	17

Signatories

Author

Erin McVeigh - Community Grants Coordinator

Authorisers

Marion Davies - Community Grants Operations Manager

Shane King - Operations Support Manager

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

Albert-Eden Local Board

13 December 2017

PDF Creator

Albert-Eden Local Board

13 December 2017

SH16/20 joint budget expenditure plan

File No.: CP2017/22190

Purpose

1. To confirm the expenditure plan for the SH16/20 joint budget.

Executive summary

2. The SH16/20 joint budget associated with the New Zealand Transport Agency (NZTA) Waterview connection project has provided funding to the Albert-Eden and Whau Local Boards from occupation fees and land sales in the Alan Wood corridor.

3. The final revenue from NZTA has been received and the remaining budget of $364,000 requires formal allocation from the local boards.

4. A list of projects was workshopped with both local boards in September and October 2017. At the workshops both local boards indicated support for the funding contributing to: the Holly Street to Heron Park boardwalk; Anderson Park improvements; development of a Te Auaunga (Oakley Creek) middle catchment action plan and its implementation; a summer carnival event at Kukuwai Park planned for 2018/2019; and weed control on the shared path by Albie Turner Field.

5. This report seeks approval by the board and allocation of funding from the joint SH16/20 fund for the delivery of these projects.

Recommendation/s

That the Albert-Eden Local Board:

a) confirm the allocation of the SH16/20 Joint Budget, as agreed with the Whau Local Board, as follows:

i) Holly Street to Heron Park boardwalk top-up - $164,000

ii) Anderson Park improvements top-up - $100,000

iii) development of a Te Auaunga (Oakley Creek) middle catchment action plan - $10,000

iv) contribution to the implementation of the Te Auaunga (Oakley Creek) middle catchment action plan - $60,000

v) a summer carnival event at Kukuwai Park, planned for 2018/2019 - $20,000

vi) weed control on the shared path by Albie Turner Field - $10,000.

Comments

6. The Albert-Eden and Whau Local Boards have jointly managed a fund of $3.6 million that came for the NZTA’s occupation of land within the Alan Wood corridor and the sale of the land above the tunnel entrance.

7. Initial decisions on the allocation of this funding were made back in October 2013, including the purchase of properties to enhance Valonia Reserve and contributing to the development of a connection of the shared path to Trent St.

8. A further report on 2 September 2015 provided a contribution to the Valonia ablution block, provision for play equipment and other improvements in Alan Wood Reserve and funded a naming project for the reserves and new bridges in the Alan Wood corridor. In addition the Albert-Eden and Whau Local Boards agreed to allocate $400,000 to each board from the joint budget.

9. At this time it was agreed the allocation of the remaining funding would be undertaken once the final figure was determined. The final figure for the occupation agreements has been confirmed with NZTA and following discussions and workshops with both local boards it has been agreed the remaining $364,000 will be allocated to the list of projects as set out in the recommendations.

Local board views and implications

10. This report follows the local board workshops on 6 September and 10 October 2017 when this list of projects was discussed and support for the projects in the recommendation was indicated by the boards.

Māori impact statement

11. Engagement with mana whenua with an interest in the Albert-Eden area has been undertaken through the delivery of specific projects, such as the naming of the parks and bridges in the Alan Wood corridor.

12. It is anticipated mana whenua will have an interest and seek to be engaged on the Te Auaunga project and the delivery of improvements in the creek. They were previously engaged and provided input into the lower catchment action plan.

13. In regard to the other remaining expenditure this is assisting to fund projects already in delivery or of such a minor nature that engagement will not be required.

Implementation

14. The projects funded by this revenue will largely be delivered by Community Facilities. The Holly Street to Heron Park boardwalk project is underway with the physical works anticipated to commence in the near future. Improvements in Anderson Park have also been progressed and this additional funding will assist in completing the project.

15. The Te Auaunga (Oakley Creek) middle catchment action plan will be developed this financial year and it is anticipated that once this is completed that the $60,000 of funding will assist in the delivery of actions in the plan in FY2018/2019. Contractors will be employed to deliver the weed control in this financial year.

16. The Kukuwai Park event will be organised for the summer of 2018/2019 to enable time for planning, and will involve input and acknowledgement of both local boards.

Attachments

There are no attachments for this report.

Signatories

Author

Annette Campion - Policy Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

Albert-Eden Local Board

13 December 2017

Renewal of lease to Recreate NZ and Renewal and Variation of lease to Auckland Netball Centre Incorporated at 46-108 Windmill Road, Windmill Park, Epsom

File No.: CP2017/24908

Purpose

1. To approve the renewal of a community lease to Recreate NZ and the renewal and partial surrender of lease to Auckland Netball Centre Incorporated at 46-108 Windmill Road, Windmill Park, Epsom.

Executive summary

2. Recreate NZ and Auckland Netball Centre Incorporated (Auckland Netball) have a community lease with Auckland Council for a term of three years commencing on 28 October 2014. The lease contains one renewal period of three years with a final expiry date of 27 October 2020.

3. There are two buildings on the premises, Building A and Building B. The council owns these buildings and all the improvements. Recreate NZ occupy the upper floor of Building A while Auckland Netball occupy the ground floor of Building A as well as the ground floor of Building B.

4. The lease to Auckland Netball also included a section of the seating stands area as an equipment store. In December 2016 there was a fire in this part of the building and it was subsequently demolished by Auckland Council. A variation to the lease is required to remove the reference to the equipment store. Both groups have submitted comprehensive applications in support of their requests for a renewal of their lease. All areas in the buildings are very well utilised by both the groups.

5. This report recommends a renewal of the community lease to Recreate NZ and the renewal and variation of lease to Auckland Netball Centre Incorporated both for the period 28 October 2017 to 27 October 2020.

Recommendation/s

That the Albert Eden Local Board:

a) Approves a renewal of lease to Recreate NZ commencing 28 October 2017 to 27 October 2020 under the terms and conditions of the community lease dated 17 December 2014.

b) Approves a renewal to Auckland Netball Centre Incorporated commencing 28 October 2017 to 27 October 2020 under the terms and conditions of the community lease dated 10 March 2015.

c) Approves a variation of the lease to the Auckland Netball Centre Incorporated to amend the leased area to exclude the equipment store previously located in the covered seating stand.

Comments

6. Windmill Park is legally described as Lot 180 Section 10 Suburbs of Auckland – 2.0057 ha – NA22D/584. The land is held by DOC as a classified Recreation Reserve and vested in Auckland Council in trust for recreation purposes (Attachment B).

7. Auckland Council owns the buildings and all the improvements. There are two buildings on site Building A and Building B.

8. Recreate NZ has a lease of the upper floor of Building A while Auckland Netball has a lease of the ground floor of Building A as well as the ground floor of Building B (Attachment A).

9. Both groups have successfully co-existed at these premises.

Recreate NZ

10. Recreate NZ offers educational and recreational programmes for children and youth with disabilities and respite programmes to their families.

11. As part of the renewal process, a comprehensive application was submitted by the group including financial accounts and membership details.

12. Their operational team consists of fourteen permanent part time employees. They also employ casual programme facilitators and more than 200 volunteers to help run their programmes.

13. The programmes offered by Recreate allow families time to enjoy respite from the constant care and demands of the disabled child or youth.

14. Recreate have a total membership of 396 and have provided nearly 6,000 days of respite per annum and contribute an average of 350 volunteer hours per week.

15. The facilities are being well used Monday through to Saturday.

16. A site visit was undertaken on 2 November and established that the facilities are well managed and maintained.

Auckland Netball Centre Incorporated

17. Auckland Netball Association Incorporated was incorporated under the Incorporated Societies Act on 5 November 1900 and changed its name to Auckland Netball Centre Incorporated on 27 March 2000.

18. They are affiliated to Netball New Zealand which is the national netball body.

19. As part of the renewal process a comprehensive application was submitted by the group including financial accounts, membership details and achievements.

20. Auckland Netball is run by a team of twelve staff and supported by a volunteer group.

21. The group is well known for growing diverse netball participation and promoting healthy active lifestyles and being a quality sporting, recreation and business hub for wider community involvement.

22. Auckland Netball lease the ground floor of building A and the ground floor of building B, which is used as a tuck shop, store and first aid room. The lease previously included a portion of the covered seating stand as an equipment storage area (Attachment A).

23. In early December 2016, there was a fire in the stand and the structure was subsequently demolished by Auckland Council.

24. The leased area in the seating stand area is no longer required as part of the leased area to Auckland Netball. The equipment store and first aid shed that was previously located in the seating section is now being temporarily accommodated beside Building B.

25. A site visit was undertaken on 10 November and established that the premises are well managed and maintained.

Consideration

Local board views and implications

26. The contents of the report were workshopped with the local board on 18 October 2017.

27. Both group’s activities align with Albert Eden Local Board priority to improve community and recreation facilities and to promote strong and safe communities (Attachments C and D).

Māori impact statement

28. There are no changes in use or operational activities being conducted on the land.

Implementation

29. There are no implementation issues.

Attachments

No.	Title	Page
a ⇩	Attachment A - Site Plan Windmill Road Leases	93
b ⇩	Attachment B - Land Aerial	95
c ⇩	Attachment C - Recreate NZ Community Outcomes Plan	97
d ⇩	Attachment D - Auckland Netball Community Outcomes Plan	99

Signatories

Author

Andrea Aranha - Community Lease Advisor - Coordination

Authorisers

Kim O’Neill - Head of Community Relations

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

Albert-Eden Local Board

13 December 2017

Landowner Approval for local parks affected by the Central Interceptor sewer tunnel

File No.: CP2017/25287

Purpose

1. To request Land Owner Approval be granted subject to certain conditions being met by Watercare Services Ltd (Watercare) for the temporary occupation and granting of easements for infrastructure in local parks in the Albert-Eden Local Board area through which the Central Interceptor sewer tunnel will be constructed.

Executive summary

2. The Central Interceptor is a new sewer tunnel to be constructed commencing 2019 between Western Springs and the Mangere Wastewater Treatment Plant. The tunnel will be approximately 13 kilometres in total length and will lie between 15 and 110 metres below ground level. The route was designated and project consented in 2013.

3. In the Albert-Eden Local Board area, three local parks will be affected above ground by the tunnel project. The parks are Rawalpindi Reserve, Norgrove Reserve and Mount Albert War Memorial Reserve.

4. Staff have negotiated with Watercare the conditions for Land Owner Approval. This report sets out the conditions for each of the affected parks for consideration and confirmation by the Albert-Eden Local Board.

5. Staff have endeavoured to inform the Board of the above ground requirements through various workshops with Watercare staff in attendance.

Recommendation/s

That the Albert-Eden Local Board:

a) approve the Land Owner Approval conditions for the Central Interceptor project works within Rawalpindi, Norgrove and Mount Albert War Memorial Reserves, as set out in the body of this report, and

b) grant Land Owner Approval to Watercare Services Limited for temporary occupation and any easements required for permanent infrastructure and future access for the Central Interceptor project works within Rawalpindi Reserve, Norgrove Reserve, and Mount Albert War Memorial Reserve, as set out on the plans appended to this report.

Comments

6. The Central Interceptor is needed to ensure there is sufficient capacity in the sewer network to meet planned population growth and development in Auckland. More overflows of sewerage into the waterways and harbours will occur if the Central Interceptor is not built.

7. Staff have negotiated with Watercare the conditions for Land Owner Approval (LOA). This report sets out the conditions for each of the affected parks for consideration by the Albert-Eden Local Board. The conditions will be integrated into the LOA documents that will be issued by Community Facilities.

8. Watercare has designations on the three reserves to enable the infrastructure to be constructed and operated. Watercare has a resource consent which imposes conditions on the tunnel to avoid, remedy or mitigate environmental effects of the construction and operation of it.

9. The LOA conditions seek to resolve outstanding matters for the Board following the granting of the designation and resource consent. The outstanding matters relate to the implications for some Board assets, some effects on park users and integration with the Board’s future development plans for the subject parks.

10. The conditions require Watercare to submit temporary park service provision plans and reinstatement plans to the Board for approval.

11. The temporary park service provision plans will set out how Watercare will provide for the current park services during construction e.g. cycleway connection and car parking. Due to the scale of the project, some services will be compromised and will only be provided to the extent that is safe and feasible.

12. The reinstatement plans will set out how Watercare will complete the construction of the Central Interceptor to provide for the agreed permanent park services e.g. tree planting, replaced path connections and cycleway connections.

13. Staff have negotiated to ensure that visible infrastructure is integrated into the receiving parks. To achieve this, staff have proposed using a Public Arts led process to create visible infrastructure which is appropriate for the parks.

Rawalpindi Reserve

14. The Board has planned improvements to Rawalpindi Reserve through the Chamberlain Park master plan. The improvements include relocating the playground and developing a cycleway connection through the reserve. The Board is also seeking to undertake ecological improvement of Meola Creek including weed removal and habitat restoration.

15. Some of these improvements are within the designation area for the Central Interceptor works within the park. The conditions appropriately resolve integration of the Board’s plans with the Central Interceptor. The playground will be relocated and renewed into Chamberlain Park before the Central Interceptor is constructed. Staff are working with Watercare to integrate the proposed cycleway project with the Central Interceptor. If Watercare affects the banks of the Meola Creek then their reinstatement will need to be in accordance with the Chamberlain Park master plan.

16. The LOA conditions for Rawalpindi Reserve are as follows. The “Grantor” refers to Auckland council and the “Grantee” refers to Watercare.

· A cycleway through the Reserve and Chamberlain Park is planned. The Grantee, the Grantor, and Auckland Transport to resolve timing of the cycleway construction.

· The existing access road from Rawalpindi Street needs to be renewed. The Grantee and the Grantor to resolve the renewal timeframe and construction standard.

· The existing playground is planned for relocation to Chamberlain Park in 2018.

· The vision for the Meola Creek is an ecologically restored and naturalised stream. If the Grantee undertake works within the stream corridor, then the reinstatement shall be in accordance with Albert-Eden Local Board’s vision for the stream. Reinstatement plans for the stream corridor shall be submitted to the Albert-Eden Local Board for approval.

· The Grantee shall undertake a CPTED assessment of the final design for the Park.

· The Grantee to submit temporary park service provision plan for the duration of the works to Albert-Eden Local Board for approval.

· The Grantee to submit park reinstatement plans to Albert-Eden Local Board for approval.

· Vent and plant room to be designed as a sculptural feature by a suitably experienced artist(s) working with the project’s architect and engineer. The plant room shall be built into the landform of the Reserve. Reasonable costs are to be met by Watercare and the public art team will lead the integrated art component and provide advice to the Grantee throughout the project to ensure a successful design outcome is achieved.

Design Process	Responsibility
Brief Creation	Public Art Team
Project Proposal	Public Art Team
Concept Development	Selected artist(s)
Developed Design	Selected artist(s), Public Art Team, the Grantee
Detailed Design	Selected artist(s), the Grantee
Manufacturing/Build	Selected artist(s), the Grantee
Installation	The Grantee

Norgrove Reserve

17. Norgrove Reserve was included within the scope of the Chamberlain Park master plan. The key feasible outcome of the master plan for Norgrove Reserve is ecological improvement of Meola Creek. Construction of the Central Interceptor will mean that many of the trees within the reserve will be removed. The conditions require Watercare to submit a reinstatement plan for Board approval to ensure that the reserve meets the requirements of the Chamberlain Park master plan. Similar to Rawalpindi Reserve, if Watercare affects the banks of the Meola Creek then reinstatement will need to be in accordance with the Chamberlain Park master plan.

18. The LOA conditions for Norgrove Reserve are:

· Tree removals by the Grantee shall be mitigated. A tree mitigation plan shall be submitted to the Albert-Eden Local Board for approval.

· Parks to advise the Grantee on reinstatement to provide for walking and cycling connection improvements through the Reserve, if there is a feasible option following construction.

· The Grantee to submit temporary park service provision plan for the duration of the works to Albert-Eden Local Board for approval.

· The Grantee to submit park reinstatement plans to Albert-Eden Local Board for approval.

· Vent and plant room to be designed as a sculptural feature by a suitably experienced artist(s) working with the project’s architect and engineer. The plant room shall be built into the landform of the Reserve. Reasonable costs are to be met by the Grantee and the public art team will lead the integrated art component and provide advice to the Grantee throughout the project to ensure a successful design outcome is achieved.

Design Process	Responsibility
Brief Creation	Public Art Team
Project Proposal	Public Art Team
Concept Development	Selected artist(s)
Developed Design	Selected artist(s), Public Art Team, the Grantee
Detailed Design	Selected artist(s), the Grantee
Manufacturing/Build	Selected artist(s), the Grantee
Installation	The Grantee

Mount Albert War Memorial Reserve

19. The site in Mount Albert War Memorial Reserve is within an existing car park. The Board does not have a development plan for the site. Therefore, staff have negotiated the conditions to ensure the reinstatement is appropriate. Mostly, the reinstatement will replace the existing assets with the same new assets. However, the Public Arts-led process for visible infrastructure will ensure that the new visible infrastructure is an appropriate addition to the Reserve.

20. The LOA for conditions Mount Albert War Memorial Reserve are:

· Trees on the boundary of the Reserve are to be retained and protected during construction.

· Above ground plant room to be located outside of tree canopy.

· The Grantee to submit temporary park service provision plan for the duration of the works to Albert-Eden Local Board for approval.

· The Grantee to submit park reinstatement plans to Albert-Eden Local Board for approval.

· Vent and plant room to be designed as a sculptural feature by a suitably experienced artist(s) working with the project’s architect and engineer. The plant room shall be built into the landform of the Reserve. Reasonable costs are to be met by the Grantee and the public art team will lead the integrated art component and provide advice to the Grantee throughout the project to ensure a successful design outcome is achieved.

Design Process	Responsibility
Brief Creation	Public Art Team
Project Proposal	Public Art Team
Concept Development	Selected artist(s)
Developed Design	Selected artist(s), Public Art Team, the Grantee
Detailed Design	Selected artist(s), the Grantee
Manufacturing/Build	Selected artist(s), the Grantee
Installation	The Grantee

Consideration

Local board views and implications

21. Staff initiated negotiations with Watercare on the board’s behalf. Staff workshopped the issues requiring negotiation with the Board on 30 August 2016. Following the workshop, staff drafted LOA conditions based on the feedback of the Board and then undertook negotiations across the whole project which crosses 5 local board areas. Staff then workshopped the conditions with the Board on 20 September 2017. The Board’s views were integrated into the final conditions recommended in this report.

Māori impact statement

22. Watercare is engaging with Mana Whenua on the Central Interceptor. The Land Owner Approval conditions have been developed to support the Board to respond to the Central Interceptor.

23. Parks Services staff have engaged with Mana Whenua on the Chamberlain Park master plan and integrated their views into the outcomes of the master plan. The engagement has informed the proposal to ecologically improve Meola Creek and develop the proposal for a cycleway from Rawalpindi Street to the Northwestern Cycleway.

24. The Public Arts-led process to integrate visible infrastructure into the parks will involve Mana Whenua engagement.

Implementation

25. Community Facilities staff will complete the negotiations with Watercare to resolve further detail and appropriate wording of the conditions. Community Facilities staff will seek endorsement from the board for any significant changes that become necessary during the finalisation of formal documentation. The agreement between the parties is to be in the form of an agreement to grant easement and will include the temporary occupation terms and conditions.

26. Watercare will present the temporary park service provision plans and reinstatement plans to the board for approval. Parks Services and Community Facilities staff will review the plans and advise on the appropriateness for approval.

Attachments

No.	Title	Page
a ⇩	Mt Albert War Memorial Reserve	113
b ⇩	Norgrove Reserve	115
c ⇩	Rawalpindi Reserve	117

Signatories

Author

Allan Walton - Principal Property Advisor

Authorisers

Kim O’Neill - Head of Community Relations

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

Albert-Eden Local Board

13 December 2017

Albert-Eden Open Space Network Plan - Key Moves

File No.: CP2017/22313

Purpose

1. To adopt the key moves for the development of the Albert-Eden open space network plan.

Executive summary

2. An open space network plan is being prepared for the Albert-Eden Local Board area. This plan will set out key moves for the development of open space over the next 10 years.

3. The board, along with key staff and mana whenua, has developed key moves that will guide the development of the network plan. The key moves focus on improving the quality of, and access to, open space. They will help inform a set of actions which will be prioritised to assist board decisions.

4. These actions respond to the current open space needs and the growth anticipated in the Albert-Eden area.

Recommendation/s

That the Albert-Eden Local Board:

a) approve the following key moves to guide the development of the Albert-Eden open space network plan:

i. catering for growth

ii. activation

iii. connectivity

iv. natural and cultural environment.

Comments

Background

5. An open space network plan is being prepared for the Albert-Eden Local Board area.

6. This plan is being prepared to inform local board decision-making and expenditure across the park network as the area grows and changes over time. It is expected that the open space network plan will be completed by the end of April 2018.

7. The open space network plan will set out key moves for the development of open space over the next 10 years. The key moves respond to the current open space provision, the growth anticipated in the Albert-Eden area, as well as demographic changes and patterns of usage.

8. Staff have researched growth projections, demographic data and the current state of open space in the Albert-Eden area.

The local community

9. Albert-Eden is a well-established community of just over 100,000 people. There are increasing numbers of residents between 17 to 39 years of age and over 65 years of age. The demographics of the local board area are:

· seven per cent identify as Pacific Islanders

· eight per cent identify as Māori

· 31 per cent identify as Asian

· 54 per cent identify as New Zealand European.

Population growth

10. The population of Albert-Eden is anticipated to grow significantly over the next 30 years, with a forecasted growth of approximately 35 per cent projected.

11. The provisions of the Auckland Unitary Plan allow for intensification of residential areas and business development in Albert-Eden. This is expected to result in more intensive development around Wairaka (Unitec), Alexandra Park, Greenlane, St Lukes and the Owairaka/Mt Roskill area.

12. Dominion Road has been identified as a mass transit corridor which, together with planned and expected growth, will put pressure on parks and open space.

Current open space status

13. A combination of desk-top research, user surveys and discussions with key staff has been undertaken to understand the current state of open space in the Albert-Eden area.

14. The analysis has identified the following key points about the existing open space network:

· the network includes 105 council-owned/managed parks

· there is a good range of open space experiences at varying scales across the network

· walking and cycling access to a number of parks is compromised by a busy street network

· opportunities to acquire new open space to meet future demand is very limited.

15. Albert-Eden is home to a number of important assets of regional significance such as three tupuna maunga, the ASB Showgounds and Eden Park.

Open space provision

16. Neighbourhood parks provide basic informal recreation and social opportunities within a short walk of people’s homes.

17. In high and medium density areas, the Open Space Provision Policy target is to provide access to a neighbourhood park within a 400 metre or five minute walk of every household.

18. There are some gaps in neighbourhood park provision in Point Chevalier, Kingsland, Morningside and Mount Eden/Epsom south.

19. Suburb parks provide a variety of informal recreation and social experiences and will often accommodate organised sport facilities, such as sport fields. The Open Space Provision Policy target is to provide suburb parks within a 1000 metre to 1500 metre walk of every household.

20. Albert-Eden has a shortfall in sportfields capacity to meet current demand, with many residents having to travel out of the area to participate in organised sport. The 2014 Supply and Needs modelling for outdoors sports facilities (fields and courts) and ancillary services (carparks, toilets and changing blocks) has been reviewed and will be available in late 2017. The updated modelling data will provide a more informed basis upon which to better plan and provide for organised sports facilities in Albert-Eden.

Open Space Quality

21. In 2017, the Parks and Recreation Policy Unit commissioned research to understand how people in the Albert-Eden Local Board area use and regard their local parks. The research found that 82 per cent of respondents were satisfied or very satisfied with their local neighbourhood parks.

22. People who visit parks in Albert-Eden enjoy a variety of activities, as shown in Figure 1 below.

Figure 1: Albert-Eden neighbourhood park activity preferences

23. The main barriers preventing people from using parks more often include a lack of time due to other commitments such as family or work.

Play spaces

24. Playgrounds at Potters Park and Tahaki Reserve provide creative play space. However, many of the remaining play spaces are of a similar design and do not provide for a wide range of age groups.

25. Generally visitors were very satisfied with play spaces and considered the range of other parks within the area provided experiences of different scales.

Greenways

26. A priority outcome in the Draft Albert-Eden Local Board Plan 2017 is for better connectivity and to implement the Greenways Plan. The plan emphasises the desire to increase the use of bicycles and walking facilities by everyone and to achieve safe, joined up shared paths.

27. There are well-connected walking and cycling routes along the north-western motorway corridor. New routes and connections are provided via State Highway 20 and the Waterview Tunnel projects.

Mana whenua

28. Staff have engaged with mana whenua on the development of the Albert-Eden open space network plan.

29. At the south-central mana whenua parks and recreation forum hui in September 2017, iwi representatives provided significant feedback on mana whenua values and priorities (refer Table 1).

30. Staff will engage mana whenua in February 2018 to present, discuss and receive feedback on the draft Albert-Eden open space network plan.

Open space network plan key moves

31. Key moves are developed to inform and analyse the development of options in the open space network plan. They respond to the current state and anticipated growth in the area.

32. Both the local board and mana whenua have similar aspirations for the open space network in Albert-Eden. These aspirations are outlined in Table 1 below.

Table 1: Local Board priorities and mana whenua priorities

Albert-Eden Local Board priorities

Mana whenua priorities

· Our natural and cultural environments are highly valued and a source of pride and enjoyment for the community

· Albert-Eden has a strong sense of community

· Cmmunity spaces in Albert-Eden are well used by everyone

· A prosperous local economy and thriving town centres

· Travelling around Albert-Eden is safe and easy.

· Improve water quality / environmental quality

· Keep open space open and available to all by reducing the number of buildings and commercial activities on parks

· Make parks attractive places for locals to use

· Promote use of local parks with local residents

· Prevent crime and make parks feel safe

· Incorporate Māori names, storytelling and signage

· Always involve mana whenua in the process.

33. Staff recommend four key moves which have been informed by analysis of the current state and engagement with mana whenua and the Local Board. These key moves are summarised in Table 2 below.

Table 2: Key moves and focus areas for action

Key move

Focus areas

Catering for Growth

· Growth related development:

o maximise potential from spatial planning projects

o soft infrastructure development along corridors and stops

· Open space provision:

o identify gaps

o identify land use efficiencies

o optimise land holdings

o partnerships, land exchanges, reconfiguration

Activation

· Organised sport

· Play

· Outdoor recreation

· Events

· Community-led initiatives (recent migrants and diverse cultures)

· Partnerships and volunteers

Connectivity

· Existing open space network

· Walking and cycling

· Way-finding and interpretive trails

Natural and Cultural Environment

· Ecological biodiversity and restoration projects

· Te ao Māori values (wai ora, wairua, taonga and wahi tapu)

· European settler and colonial histories

· Shared cultural stories.

· A diverse and engaged community which values the natural and cultural values of the area

34. The key moves will inform the options development and analysis to improve the quality of open space in the Albert-Eden area.

35. The key moves will also inform the prioritisation of actions that will be included in the final open space network plan.

Next steps

36. Staff will prepare a draft open space network plan for the Albert-Eden Local Board area using the key moves.

37. The draft plan will be presented at the mana whenua forum workshop in February 2018 for feedback. The draft plan together with feedback will be presented in a workshop with the local board in March 2018.

38. The final draft will be reported to the local board for adoption in April 2018.

Consideration

Local board views and implications

39. In the process of developing the 2017 Local Board Plan, feedback from residents highlighted their desire for vibrant village centres that are safe, accessible, people friendly and attractive to everyone.

40. A series of workshops have been held with Albert-Eden Local Board to introduce the open space network plan process and to develop an understanding of the current state and desired future state for the open space network. The key moves represent the key drivers which will develop the open space network over the next 10 years.

Māori impact statement

41. Improving the quality of open space will have a positive impact on all residents in the network plan area including Māori.

42. Data from the 2013 Census show that the Albert-Eden area has a lower Māori population (eight per cent) than the average population across Auckland (10.7 per cent).

43. The provision of quality parks and open spaces will facilitate Māori participation in sport and recreation.

44. Māori participation rates in sport and recreation in Auckland are slightly higher than the national average. Approximately 85 per cent of Māori participate in sport and recreation each month according to Active New Zealand Survey – Auckland Results (2013/14). This figure is relatively comparable to other ethnic groups. However, Māori are disproportionately represented among those with sedentary lifestyles and there is a higher incidence of mortality and morbidity associated with inactivity.

45. Staff engaged with mana whenua in September 2017 to seek their views and values in relation to the Albert-Eden open space network. These views have been incorporated into the key moves.

46. Staff will continue to engage with mana whenua on the development of the open space network plan through the mana whenua forum.

Implementation

47. The open space network plan will be implemented over the next 10 years. An implementation plan will form part of the network plan.

48. There is no funding in the Long-term Plan 2015-2025 to implement projects in the open space network plan beyond renewal of existing assets and planned capital expenditure. Priority actions will be implemented as budget becomes available.

49. The local board is responsible for allocating funding to parks and open space projects.

Attachments

There are no attachments for this report.

Signatories

Author

Richard Mann - Principal Policy Analyst

Authorisers

Andrew Wood - Team Leader Parks and Recreation Policy - North/West

Paul Marriott-Lloyd - Senior Policy Manager

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

Albert-Eden Local Board

13 December 2017

Local Board Feedback on Rates Remissions and Postponements

File No.: CP2017/24359

Purpose

1. Seek preliminary feedback from local boards on the review of the rates remission and postponement policy and in particular the legacy schemes. Feedback will be considered by Finance and Performance Committee when agreeing a rates remission and postponement policy, and any options, for consultation.

Executive summary

2. The council is required to review its rates remission and postponement policy every six years.

3. Rates remissions are a reduction in rates, usually by a set percentage. Rates postponement defers the payment of rates to a future point in time, usually the sale of the property.

4. The current policy includes six regional schemes and eleven legacy schemes inherited from the former councils that are only available within the former districts. Only minor changes are proposed to the regional schemes.

5. Officers recommend Option 1 that the legacy schemes (excluding the postponement for Manukau sports clubs) be replaced with grants because:\

· funding decisions are more transparent

· spending for each activity is within an annual budget

· level of support for each organisation is more visible.

6. A three year transition is proposed for current recipients during which they will receive their current funding via a grant. At the end of transition they would need to apply for renewal.

7. Current legacy remissions and postponements funding would move to grant budgets:

a) regional grants programmes: remissions for natural heritage and community/sporting remissions for regional/sub-regional facilities

b) local board grants programmes: all other legacy remissions in the relevant area and the Great Barrier Island postponements.

8. Each board will be funded to provide the same level of grants as is presently provided in b) above. After three years boards can choose to continue the grants if they wish. While some boards will get more funding than others, this will be smoothed over time by the local board funding policy.

Alternative options

9. The other three options were considered and rejected because:

· Option 2: keeping the current remissions schemes is inequitable

· Option 3: extending the remissions in their current form is costly and does not provide the same level of transparency and oversight as is achieved with grants

· Option 4: removing the schemes with no replacement could present some ratepayers/community groups with affordability issues.

10. Local boards feedback on the review will be included in the report to the Finance and Performance Committee in February 2018. Public consultation on the proposed Rates remission and postponement policy and any options will occur in April 2018. Local boards will be able to consider public feedback, and provide their formal views on the proposed policy at their May 2018 meetings. Local board and public feedback will be reported to the 31 May 2018 meeting of the Finance and Performance Committee when the adoption of the policy will be considered.

Recommendation/s

That the Albert-Eden Local Board:

a) resolve feedback on the options to address the legacy council remission and postponement schemes.

Comments

11. The current Rates remission and postponement policy includes:

· 6 regional schemes available to all ratepayers with the objectives to:

- provide ratepayers with some financial or other assistance where they might otherwise have difficulty meeting their obligations

- address circumstances where the rating system results in anomalies in the incidence of rates.

· 11 legacy schemes supporting community objectives set by the former councils and only available in some areas:

- five remission schemes for natural and in some cases historic heritage

- six remission schemes for community and sporting organisations

- a rates postponement scheme for sports clubs in Manukau

- a rates postponement scheme for businesses on Great Barrier Island.

12. A summary of the regional and legacy schemes and the amount of remission or postponement granted in 2016/2017 is in Attachment A. The full rates remission and postponement policy is in Attachment B.

Assessment of Regional Schemes

13. Officers have reviewed the regional schemes and identified that the schemes are operating in accordance with expectations. The only amendment proposed to the regional schemes is to simplify the remission scheme for rates penalties. This amendment will be designed to maintain ratepayers’ existing level of access to penalty remissions.

Assessment of Legacy Schemes

14. Four options were considered for the legacy schemes:

1. integrate with grants schemes with three year transition for current recipients

2. retain the status quo

3. extend to entire region

4. remove.

15. A summary of the options can be found in Table 1 at the end of this report.

16. The following criteria were used to assess options for the legacy remissions and postponements policies.

· equity – same treatment for all ratepayers in all areas across Auckland

· transparency

· cost

· minimise the effects of change

· administrative simplicity.

Option 1: Integrate remissions and postponements with grants schemes with three year transition (excluding the Manukau postponement scheme for sports clubs)

17. This option would remove the present remission and postponement schemes. Up to the current amount equivalent of the 2018/2019 remission would be transferred to grants expenditure in the relevant areas over the next three years. The amount of grants will be adjusted for the increase in rates in the subsequent two years.

18. This option will increase the council’s grants and other budget lines by $900,000. This increase is offset by the increase in rates revenue of $900,000 resulting from remissions no longer being applied. There is no net cost to ratepayers of converting rates remissions to grants.

Allocating grants

19. Integration of remissions into wider regional, or local, grants schemes is preferable because:

· allocation of rates expenditure will be transparent

· spending via grants is public and assessed against other comparable demands on public money in terms of efficacy. Value for money is regularly assessed.

· administrative systems for grants are already in place although there will be a change in volume

· proposed transition will result in no change for recipients over the three years

· regional equity will be achieved over time as the legacy grants are integrated into the wider grants programme

· enables equity between community organisations that own land and those that do not.

20. Legacy schemes have been assessed against local and regional responsibilities. From this it is proposed that grants budgets be allocated as follows:

Remission/Postponement For	Aligns with	Grant allocates to
Natural heritage	Regional	Regional Environment and Natural Heritage Grants Programme
Historic Heritage	Regional	Regional Historic Heritage Grants Programme
Regional or sub-regional sports facilities	Regional	Regional Sports and Recreation Grants Programme
Local sports clubs and facilities	Local	Local Board where property receiving remission is located
Regional or sub-regional community facilities	Regional	Regional Community Development Grants programmes
Local community organisations and facilities	Local	Local Board where property receiving remission is located
Great Barrier businesses	Local	Great Barrier Local Board

21. Remissions for community and sporting organisations have been split between Regional and Local based on the area served by the property receiving the remission. For example, Eden Park, St John’s ambulance stations, IHC care homes and the SPCA have been classed as regional. Remissions for the Scouts Association and Plunket NZ have been classed as local because they relate to local scout halls and Plunket centres.

22. The value of remissions by local board area can be found in Attachment C. A list of all community and sporting remissions by local board showing the ratepayer and amount of remission, can be found in Attachment D.

Three Year Transition

23. The relevant decision maker, e.g. the Governing Body Committee for regional grants, and local boards for local grants, would be required to provide a grant to the level of the existing remission for a period of three years. The present recipient would therefore be protected from any change to their current funding for that period. At the end of the three years the decision maker can then decide whether to continue the grants on the existing basis or release the funds to the wider grants pool.

Option 2: Retain the status quo

24. This option would retain the remissions and postponement schemes in their current form in the former council areas. Properties in other parts of the region would not be able to apply for them

25. This option is administratively simple for the council and recipients. It minimises change. Costs will depend on applications but have been relatively stable over time. The options are not equitable because the schemes are only available to ratepayers in some areas.

26. Rates remissions and postponements are not a transparent mechanism for supporting wider council goals because they:

· are recorded as a charge against revenue

· do not appear as a cost in the councils accounts

· do not increase the rates requirement and hence do not impact the headline rates increase[1] (They still increase the rates burden on other ratepayers)

· are not prioritised against other expenditure proposals or subject to the same value for money scrutiny.

Option 3: Extend to entire region

27. This option would extend the current policies to apply to the entire Auckland Council area. Extending the policies in their current form is equitable, and simplifies administration. However this option:

· increases costs to ratepayers without being compared to other council proposals that may offer greater benefits

· lacks evidence as to how much benefit will be returned by this investment

· is not transparent as described in Option 2 above.

28. The cost of extending existing legacy remission schemes regionally will depend on the criteria for eligibility. Costs for extending the current remission schemes have been estimated at $4.5 - $6 million as follows:

· Extending remission for natural heritage to properties with a covenant managed by the Queen Elizabeth the Second Trust: $40,000. There are just over 100 properties in Auckland with a QEII covenant. If the criteria is extended to include other types of covenant, such as a covenant with a council, then the number of eligible properties will increase significantly. For example there are 4,500 properties with a bush-lot covenant from Rodney Council.

· Extending remissions for historic heritage: $3 million. This is derived from the rates for properties that are scheduled Category A in the Auckland Unitary Plan, where the status is associated with a building. This ignores archaeological sites such as middens and pa, but will capture the whole value of properties where the heritage status only applies to part of the property.

· Extending remissions for community and sporting organisations: $1.5 million for 50 per cent remission to $3 million for 100 per cent remission. This is estimated by applying a full remission to properties currently receiving a five per cent remission for the Auckland Regional Council scheme for community and sporting organisations. This is likely to under estimate the value of remissions, as offering a more generous remission is likely to significantly increase the number of applicants.

Option 4: Remove the schemes

29. Removing the schemes would lead to immediate financial impacts for a number of organisations presently receiving support from council. While the sums remitted are in many cases small, it is not clear that all the current recipients would be able to adequately accommodate change in a short time period.

Postponement for sports clubs in the district of the previous Manukau City Council

30. It is not recommended that the rates postponements for Manukau Sports clubs be converted to remission. This is because the postponement is currently set to be cost neutral. This is achieved by interest being charged, and by the postponement being secured against the title of the property. The council can require the full amount of postponed rates and interest be paid before any sale of the property can proceed. It would not be effective or efficient to try and replicate the postponement through a grants process.

31. The clubs are accruing a major liability against their land under this scheme. The total current liability including interest is $880,000. If the policy is not changed then rates will continue to accrue as the rates are never remitted. While the postponements are cost-neutral when they end, in the meantime they represent a significant debt liability at a time when the council is debt constrained. For this reason officers prefer that the schemes be removed after a suitable transition period. (The outstanding liability at the time the scheme is removed would remain a liability on the land until its sale or transfer of ownership.)

32. The two clubs receiving the postponement are zoned for residential development. Both clubs have significant (around 240%) increases in capital valuation following changes in zoning under the unitary plan. One club has repaid a portion of its liability following the sale of part of the property, and has chosen to pay rather than postpone the current year’s rates.

33. Officers propose to do further work to understand the individual circumstances of these two golf courses before developing formal recommendation and options for addressing this postponement scheme. Next steps and a timeline for actions will be included in the report to the February Finance and Performance Committee.

Next Steps

34. Preliminary feedback from local boards will be attached to the report to the February Finance and Performance Committee. The committee will agree a Rates remission and postponement policy, and any options, for consultation.

35. Public consultation will occur in April. All current recipients of the legacy rates remission and postponement schemes will be notified of any proposed changes to enable them to submit feedback.

36. Local boards will be able to consider the results of the public consultation, and provide formal feedback on the proposed policy, at their May meetings.

37. The Finance and Performance Committee will consider feedback from the public and local boards and adopt a final Rates remission and postponement policy by 31 May 2018. This enables the council’s budgets to be updated for the adoption of the Long-term Plan 2018-2028.

Consideration

Local board views and implications

38. Implications for local boards are set out in the report. Under the proposal boards will be provided with additional funding to maintain the existing level of support for local community and sports groups in their board area that currently receive remissions. However, local boards will have more grant applications to appraise in the future and potentially more decisions to make at the end of the three year transition.

39. This report seeks feedback from Local Boards to inform the consideration of this issue by the Finance and Performance Committee in February.

Māori impact statement

40. None of the properties presently receiving remissions or postponements under the legacy schemes are known to be Māori owned or operated.

41. The only reference to Māori in the legacy remission and postponement schemes is the provision for remissions for Māori reservations in the Rodney District. No properties applied under this criterion. Such properties would be eligible for remission under the Council’s Māori freehold land rates remission and postponement policy. The Council is not required to review its MFL rates remission and postponement policy until 2019. No changes are proposed for this policy.

42. Under the principles for the Community Grants Policy, all grants programmes should respond to Auckland Council’s commitment to improving Māori outcomes.

Implementation

43. Differences in implementation for each of the options are set out in Table 1: Review of the rates remission (Attachment E).

Attachments

No.	Title	Page
a ⇩	Summary of Auckland Council Rates remission and postponement policy schemes	133
b ⇩	Rates remission and postponement policy	139
c ⇩	Value of legacy schemes by local board area	157
d ⇩	List of all community and sporting remissions by local board area (Under Separate Cover) - Confidential
e ⇩	Table 1: Review of the rates remission	159

Signatories

Authors

Beth Sullivan – Principal Advisor Policy

Andrew Duncan – Manager Financial Policy

Authorisers

Ross Tucker – Acting General Manager, Financial Strategy and Planning

Carol McKenzie-Rex – Acting General Manager Local Board Services Department

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

Albert-Eden Local Board

13 December 2017

Decision-making allocation update

File No.: CP2017/25801

Purpose

1. This report seeks local board input on the allocation of non-regulatory decision-making as part of the 10 Year Budget 2018-2028.

Executive summary

2. The Local Government (Auckland Council) Act 2009 requires the Governing Body to allocate decision-making responsibility for non-regulatory activities either to the Governing Body or to local boards. This must be undertaken in accordance with certain legislative principles and after considering the views and preferences of each local board. There is a presumption that local boards will be responsible for making decisions on non-regulatory activities except where decision-making on a region-wide basis will better promote the wellbeing of communities across Auckland because certain criteria are satisfied.

3. Each long-term plan and annual plan must identify the non-regulatory activities allocated to local boards.

4. A significant review of this decision-making allocation was undertaken during the 2015-2025 Long-term Plan (LTP) cycle. The allocation was also recently considered during the Governance Framework Review over the period 2016-2017. A comprehensive review is thus not being undertaken this LTP cycle.

5. One substantive change to the allocation is proposed in order to implement a policy decision from the Governance Framework Review: allocating certain local service property optimisation decisions to local boards. There are various other minor wording amendments in order to improve clarity and consistency.

6. Local board feedback is sought on this proposed allocation. It will be considered by the Governing Body during its adoption of the 10 Year Budget 2018-2028.

Recommendation/s

That the Albert-Eden Local Board:

a) Endorse the proposed allocation of non-regulatory decision-making as attached to this report.

Comments

Background

7. The Local Government (Auckland Council) Act 2009 sets out the functions and powers of the Governing Body and local boards. Local board functions and powers come from three sources:

· those directly conferred by the Local Government (Auckland Council) Act 2009;

· non-regulatory activities allocated by the Governing Body to local boards;

· regulatory or non-regulatory functions and powers delegated by the Governing Body or Auckland Transport to the local boards.

8. The Auckland Transition Agency (ATA) was given the task of determining the initial allocation of the council’s non-regulatory activities using the Local Government (Auckland Council) Act 2009 (the Auckland Council Act). In undertaking this exercise, the question considered by ATA was not “why should the activity be allocated to local boards?” but “why not?” This was in line with the Auckland Council Act.

9. The non-regulatory decision-making allocation has been reviewed twice since the ATA first developed it, as part of the Long-term Plan 2012-2022 and the Long-term Plan 2015-2025.The current non-regulatory decision-making allocation was determined as part of the 2015-2025 Long-term Plan. It is written on an inclusive basis; it does not contain an exhaustive list of all elements that might make up an allocated activity.

10. A significant review of the allocation was undertaken during the 2015-2025 Long-term Plan. The review concluded that a number of clarifications and text changes were required but no substantive changes were needed to the allocated responsibilities. The review also concluded that the then allocation had worked well and there had been a growing understanding and increasing sophistication of how to use it.

11. The 2016 independent Governance Framework Review report also considered the decision-making allocation as part of the respective roles of the Governing Body and local boards, and what is working well and not working well in Auckland Council’s governance. As with the Long-term Plan 2015-2025 review the Governance Framework Review found that the current allocation is well understood, sensible, and generally works well. It did recommend that one minor technical change be made to the allocation to more accurately describe the current practical limitations of local board roles in park acquisitions. Further analysis and consultation demonstrated that this recommended change was not necessary.

12. In responding to the Governance Framework Review report and considering how local boards could be further empowered, the Governing Body decided on a policy change that requires the allocation table to be amended. This is described below.

13. Local boards were extensively consulted during the Governance Framework review.

14. Due to the recent timing of the Governance Framework Review and the consideration of the allocation of non-regulatory decision-making as part of it, no comprehensive review of the allocation table is being undertaken this Long-term Plan cycle.

15. The Governance Framework Review did identify other decision-making opportunities for local boards, e.g. around service levels. No change is required to the allocation table to provide for this; local boards already have the necessary responsibilities allocated to them. Rather the organisation needs to be in a position to provide local boards with quality advice when making those decisions.

Summary of proposed amendments

16. The current allocation with proposed amendments is attached as Attachment A.

17. The only substantive amendment to the allocation is to allocate decision-making for disposal of local service properties and reinvestment of sale proceeds to local boards where this falls within the service property optimisation policy. This policy was adopted in 2015 by the Governing Body and sets out the purpose and principles for optimisation of underperforming or underutilised service property. A key element is that sale proceeds from underperforming service property are locally reinvested to advance approved projects or activities on a cost neutral basis.

18. Under the current allocation the Governing Body makes the final decision on disposal and acquisition of all property assets, including local service properties that may be optimised. Through the Governance Framework Review process the Governing Body agreed that these local service property optimisation decisions should be made by local boards.^{^[2]} This amendment to the allocation implements this decision. This issue was canvassed with local boards during consultation on the Governance Framework Review and they were supportive of local boards holding this decision-making.

19. The current allocation has one specific allocation for the Governing Body on acquisition and disposals - ‘acquisition and divestment of all park land, including the disposal of surplus parks.’ This was introduced to the allocation table in 2012 to provide clarity of decision-making responsibility in this space. This allocation would conflict with the new allocation given to local boards (disposal and reinvestment of property assets in line with the Service Property Optimisation Policy). In order to retain clarity an amendment has been made to the parks allocation to make it clear that the Governing Body’s responsibility for acquisition and divestment of parks does not apply in the case of the Service Property Optimisation Policy applying.

20. Other minor changes to wording include:

· Amending ‘Auckland-wide’ to ‘regional’ in several instances to maintain consistency throughout the allocation table.

· Updating various names (such as Panuku Development Auckland and various parks and maunga) to bring them into line with Auckland Council style.

· Updating descriptions of governance arrangements for several reserves to more accurately describe the current arrangements.

· Renaming themes and activity groups to bring them in to line with the new LTP nomenclature.

· Updating the planning language to bring it in line with Auckland Plan refresh nomenclature.

21. Whilst not part of the allocation of decision-making, the preamble to the allocation table that describes what powers have been delegated to local boards has also been updated to note the recent decision to delegate certain Reserves Act powers to local boards. This delegation was an outcome of the Governance Framework Review.

Consideration

Local board views and implications

22. Local board views on the proposed allocation are being sought via this report.

23. There was extensive consultation with local boards about their decision-making roles and powers during the Governance Framework Review. This included:

· workshops with each local board during the independent review phase;

· workshops and one business meeting with each local board during the response phase.

24. The review found that the allocation table was generally working well and no substantive changes to the allocation were recommended. This was specifically discussed with local boards during workshops. Feedback from local boards was generally supportive of this position.

Māori impact statement

25. There are no particular impacts to Maori in relation to this report.

Implementation

26. As the changes proposed to the decision-making allocation are not significant it is not necessary to publicly consult on them. Local board feedback will be reported to the Governing Body in 2018. Changes to the allocation would come into effect on 1 July 2018.

Attachments

No.	Title	Page
a ⇩	Proposed Allocation of Decision-Making Responsibility for Non-Regulatory Activities	165

Signatories

Author

James Liddell – Senior Policy Analyst

Authorisers

Carol McKenzie-Rex – Acting General Manager Local Board Services Department

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

Albert-Eden Local Board

13 December 2017

10-year Budget 2018-2028 consultation

File No.: CP2017/26205

Purpose

1. To agree local engagement events, and adopt local content and supporting information for consultation as part of the 10-year Budget 2018-2028 process.

Executive summary

2. Consultation on the 10-year Budget 2018-2028 (long-term plan) will take place from 28 February – 28 March 2018. Local boards will be consulting on their areas of focus and advocacy for their 2018/2019 Local Board Agreement. The Local Board Agreement is part of the budget setting process for the first year of the 10-year Budget 2018-2028.

3. There will also be concurrent consultation on the Auckland Plan Refresh (APR), Regional Land Transport Plan (RLTP), Regional Pest Management Plan (RPMP) and the Waste Management and Minimisation Plan (WMMP).

4. This report seeks agreement from local boards on spoken interaction events that will be held in their local board area during the consultation period and to adopt their local content and supporting information for consultation, including:

a) areas of focus for 2018/2019

b) the key advocacy project.

5. The governing body will agree regional items for consultation on 11 December and local boards will agree their items by 14 December. The regional and local consultation items will then be incorporated into the consultation document and supporting information, which will be adopted by the governing body on 7 February 2018.

Recommendation/s

That the Albert-Eden Local Board:

a) Agrees, subject to approval by the governing body, to hold the following spoken interaction events during the consultation period:

i. Environment and Transport-themed Have Your Say Event – Mt Albert Sports and Recreation Centre - Monday 12 March 2018 6.00pm – 8.00pm

ii. General Have Your Say Event – Mt Eden War Memorial Hall – Tuesday 20 March 2018 6.00pm – 8.00pm.

b) Delegate to the following elected members and staff the power and responsibility to hear from the public through “spoken/NZ sign language interaction” in relation to the local board agreement at the council’s public engagement events during the consultation period for the 10-year Budget 2018-2028:

i. Local Board Members and Chair

ii. General Manager Local Board Services, Local Board Relationship Manager, Local Board Senior Advisor, Local Board Advisor

iii. any additional staff approved by the General Manager Local Board Services or the Chief Financial Officer.

c) Adopts Attachment A local content for consultation and Attachment B local supporting information for consultation, including their key advocacy project.

d) Delegates authority to the local board chair to approve any final minor changes required following review by council’s legal team and/or Audit NZ, of the local consultation content for the 10-year Budget 2018-2028 prior to publication, including online consultation content, and should any changes be made they are to be reported to the next business meeting.

Comments

6. The 10-year Budget sets out the priorities and funding for council activities that are planned over a 10-year period. It includes financial and non-financial information for the whole Auckland Council group. The Long-term Plan (LTP) is reviewed and consulted on every three years.

7. As part of the 10-year Budget 2018-2028 process, the council is required to produce a consultation document. This will cover any significant or important issues proposed to be included in the 10-year Budget 2018-2028. The consultation document and supporting information will also include information on local board issues and priorities.

8. As part of the consultation on the 10-year Budget 2018-2028, local boards will consider and be consulting on their areas of focus and advocacy for their 2018/2019 Local Board Agreement. The Local Board Agreement is part of the budget setting process for the first year of the 10-year Budget 2018-2028.

9. Public consultation on the 10-year Budget 2018-2028 will take place from 28 February – 28 March 2018.There will also be concurrent consultation on the Auckland Plan Refresh (APR), Regional Land Transport Plan (RLTP), Regional Pest Management Plan (RPMP) and the Waste Management and Minimisation Plan (WMMP).

10. Aucklanders will be able to provide feedback during the consultation process through a variety of channels which include verbal (or face to face), written, social media and digital. A report on how council will receive verbal feedback from the public was considered by the Finance and Performance Committee on 21 November 2017. At a high level, the report outlines several different types of events which are planned for specific audiences and communities as well as those planned for general Auckland residents. At that meeting, the Finance and Performance Committee resolved to:

a) approve the approach…to receive all feedback from Aucklanders on the Long-term Plan and Auckland Plan from 28 February 2018 to 28 March 2018 comprising of:

i. up to 25 Have Your Say events targeting general Auckland residents are held in local board areas across the region;

ii. four regional stakeholder events (traditional hearing style);

iii. an independently commissioned quantitative survey;

iv. community specific events to collect feedback from different demographic and interest groups. Demographic events will target Youth, Seniors, Pacific, Ethnic, Rainbow and Disability communities;

v. hui with mana whenua and mataawaka.

and

b) require the Mayor and Councillors to attend a minimum of three Have Your Say events each to hear the views of Aucklanders and all regional stakeholder events.

11. The final consultation process for the 10-year Budget 2018-2028 will be approved by the governing body on 7 February 2018.

12. Spoken interaction constitutes any opportunity where Aucklanders have a dialogue with decision makers or their official delegations on the themes relating to the consultation. The spoken interaction events recommended to be held in the Albert-Eden Local Board area are:

a) Environment and Transport-themed Have Your Say Event – Mt Albert Sports and Recreation Centre - Monday 12 March 2018 6.00pm – 8.00pm

b) General Have Your Say Event – Mt Eden War Memorial Hall – Tuesday 20 March 2018 6.00pm – 8.00pm.

13. Local boards are requested to agree their key priorities and key advocacy project for 2018/2019 and adopt their local content and supporting information for consultation, as attached in Attachments A and B.

14. Any new local Business Improvement Districts (BID) targeted rates must be consulted on before they can be implemented. Local boards are therefore also requested to agree any new proposals for consultation.

Consideration

Local board views and implications

15. Local board decisions are being sought in this report.

16. Local boards will have further opportunities to provide information and views as council progresses through the 10-year Budget 2018-2028 process.

Māori impact statement

17. Many local board decisions are of importance to and impact on Māori. Local board agreements and the 10-year Budget are important tools that enable and can demonstrate council’s responsiveness to Māori. Local board plans, which were adopted in September and October of 2017, form the basis for local priorities.

18. Bespoke consultation materials for the Māori community are being developed. These materials will explain how the LTP and APR are relevant for them. Engagement advisors will have access to this collateral to support local engagement.

19. Specific regionally supported local engagement with Māori is being targeted for south and west Auckland.

20. An integrated approach to mana whenua engagement is being taken, with LTP and APR discussions already happening through the Mana Whenua Kaitiaki Forum.

21. There is a need to continue to build relationships between local boards and iwi, and where relevant the wider Māori community. Ongoing conversations will assist local boards and Māori to understand each other’s priorities and issues. This in turn can influence and encourage Māori participation in council’s decision-making processes.

Implementation

22. The governing body will approve the consultation document, supporting information and consultation process for the 10-year Budget 2018-2028 on 7 February 2018.

23. Following consultation, the governing body and local boards will make decisions on the 10-year Budget 2018-2028 and Local Board Agreements 2018/19 respectively.

Attachments

No.	Title	Page
a ⇩	Local content for consultation - (To be tabled at the meeting), (Document was unavailable at the time of printing)	183
b ⇩	Local supporting information for consultation - (To be tabled at the meeting), (Document was unavailable at the time of printing)	185

Signatories

Author

Christie McFadyen – Strategic Project Advisor

Authorisers

Carol McKenzie-Rex – Acting General Manager, Local Board Services Department

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

Albert-Eden Local Board

13 December 2017

Revising the local board Standing Orders

File No.: CP2017/25268

Purpose

1. To consider and adopt revised Standing Orders for local board meetings.

Executive summary

2. Standing Orders are the rules for conduct and procedure at meetings. They are used to help meetings run smoothly and in accordance with relevant legislation, to ensure the integrity of the decision-making process, and to help elected members and members of the public understand how they can participate.

3. The current local board Standing Orders (SOs) were set by the Auckland Transition Agency on 27 October 2010. It is now timely to revise them to ensure they remain a clear, relevant and practical tool for local board meetings.

4. At its meeting on 28 May 2015, the Governing Body resolved to amend its Standing Orders on the basis of work undertaken by a political working party.

5. The revised Standing Orders have a simplified layout, are written in a plain language style, and contain a summary and process diagram at the front for ease of reference during a meeting.

6. A working group of Democracy Advisors has assessed each provision of the current (generic) local board Standing Orders against the corresponding revised governing body Standing Orders. For each local board standing order they considered whether to retain the current wording, use the revised Governing Body wording or to have a combination of the two.

7. A draft set of revised local board Standing Orders is set out in Attachment A for local boards’ consideration. It is based on the recommendations of the Democracy Advisor working group and follows the revised Governing Body Standing Orders in terms of style.

8. The more significant suggested changes include new provisions for electronic attendance at meetings, dealing with conflicts due to the non-financial interests of members, processes for Governing Body and Māori input and enabling use of New Zealand Sign Language at meetings.

9. This report recommends that local boards consider and adopt the revised Standing Orders in Attachment A.

10. Any changes to a boards Standing Orders requires a majority vote of not less than 75 per cent of members present.

Recommendation/s

That the Albert-Eden Local Board:

a) adopt the standing orders detailed in Attachment A to the agenda report, entitled “Auckland Council Standing Orders of the Local Board”, in replacement of its current standing orders.

Comments

Background

11. Standing Orders are the rules for conduct and procedure at meetings. They are used to help meetings run smoothly and in accordance with relevant legislation, to ensure the integrity of the decision-making process, and to help elected members and members of the public understand how they can participate.

12. The Governing Body Standing Orders were compiled in 2010 by the Auckland Transition Agency from legacy council standing orders and the NZ Standards Model Standing Orders.

13. Local Board Standing Orders were modelled on the Governing Body Standing Orders.

14. A political working party was set up in November 2013 to review the Governing Body’s Standing Orders. The working party’s findings were reported back to the Governing Body at its 28 May 2015 meeting (Attachment B).

15. Recent amendments to the Local Government Act 2002 (the Act) allowed additional changes to be considered by the working party. These changes included a provision to allow members to attend meetings via audio or audiovisual link.

16. At its 28 May 2015 meeting, the Governing Body adopted an amended set of Standing Orders which have a simplified layout, are written in a plain language style, and contain a summary and process diagram at the front for ease of reference during a meeting.

17. It was resolved at this meeting to forward the report to all local boards, drawing their attention to the suggestion to provide for councillor participation at local board meetings in their Standing Orders.

18. Over the last 18 months, a working group of local board Democracy Advisors has assessed each provision of the current (generic) local board Standing Orders against the corresponding revised Governing Body Standing Orders. For each local board standing order they considered whether to retain the current wording, use the revised Governing Body wording or to have a combination of the two.

19. A revised set of local board Standing Orders has been developed as an outcome of this work (Attachment A) which is in accordance with the recommendations of the Democracy Advisor working group.

20. The revised local board Standing Orders follow a similar format to the Governing Body Standing Orders with a simplified layout, a plain language style, and a summary and process diagram at the front for ease of reference during a meeting.

21. Key substantive changes from the current local board Standing Orders are summarised below. They aim to ensure the local board Standing Orders are up to date, fulfil Auckland Council’s legal obligations and are practical and useful for business meetings.

22. Many standing orders reflect provisions in legislation. In some cases the wording of the standing order may have been changed to a plain language style but the intention of the standing order remains the same. These standing orders are usually indicated by a reference underneath to the relevant clause in legislation. These standing orders may not be suspended.

Key changes

23. Key substantive suggested changes from the current local board Standing Orders are set out below.

Issue	Suggested changes	Purpose of suggested change	Reference in the revised LB Standing Orders
Quorum	Provision for the Chairperson to extend the 30 minute waiting time for a quorum, at the start of a meeting, by another 10 minutes - where members are known to be travelling to the meeting but are delayed due to unusual weather or traffic congestion. Change in the waiting time for a quorum to be reestablished (where, after a meeting starts, member(s) leave and there is no longer a quorum) from 20 minutes to 10 minutes.	Assists smooth running of meeting and ensures consistency with GB Standing Orders	3.1.4 and 3.1.6
Record of a workshop	Deletion of the requirement for the chairperson to sign-off the record of a workshop. Record of workshop proceedings will be circulated.	Assists smooth running of meeting	12.1.4
Public excluded business not to be disclosed	Clarification on situations where the duty of non-disclosure of information, at a meeting where the public were excluded, does not apply - namely where: · a meeting has resolved to make the information publically available · there are no grounds under the Local Government Official Information and Meetings Act 1987 for withholding the information when requested · the information is no longer confidential.	Clarification and ensures consistency with GB Standing Orders	7.4.3
Languages	Amendments to allow New Zealand Sign Language (as well as English and Māori) to be used by members and in deputations, presentations and public forum. Two clear working days’ notice must be provided when an address is not in English (this is the same as the notice period required under the current local board Standing Orders and the governing body Standing Orders). The Governing Body input and Māori input sections also provide for addressing the meeting in New Zealand Sign Language, English or Māori.	Recognition of NZ Sign Language as an official language	1.1.2, 5.1.5, 6.1.5, 7.6.1, 7.7.5 and 7.8.4.
Minutes	Clarification of what meeting minutes are to record.	Clarification	8.1.2
Agendas	Clarification that agendas can be sent electronically, and that names of local board and committee members are to be on each agenda.	Clarification	2.4.1 7.3.3
Non-financial interests	Suggested new provision regarding procedure for dealing with non-financial interests of members. If a member considers that there is a conflict of interest for an item, they may not take part in the discussions about or vote on the relevant matter.	Helps ensure robust, legally defensible decisions and consistent with GB Standing Orders	1.3.8
Repeat Notices of Motion	Suggested amendment that a Notice of Motion that the local board or a committee has considered twice and rejected within the previous six months may be refused by the Chairperson. (There is no longer the option for a further notice - prior to the expiration of the original period of 6 months - where signed by a majority of all members.)	Assists smooth running of meetings and ensures consistency with GB Standing Orders	2.5.8
Procedural motions	Suggested new provision that the Chairperson has discretion about whether to allow any other procedural motion that is not contained in these Standing Orders.	Assists smooth running of meeting and ensures consistency with GB Standing Orders	1.7.12
Urgent items	Suggested change in title, from ‘Major items of business not on the agenda may be dealt with (extraordinary business)’ to ‘Urgent items of business not on the agenda may be dealt with (extraordinary business)’. This provision sets out when items not on an agenda may be considered. The suggested change in title aims to help clarify the types of issues that fall under this provision and better reflect the purpose of the provision. Text has also been added clarifying that extraordinary business may be brought before a meeting by a report of the Chief Executive or Chairperson. Where the matter is so urgent a written report is not practical, the report may be verbal.	Clarification	2.4.5 and Appendix D
Governing body input	A proposed section on Governing Body input sets out that a Governing Body member may provide input at meetings via speaking rights on items at the discretion of the chair and a report on the agenda for a Governing Body member to provide a general update on matters of interest to the board. This can include reporting on regional matters of interest to the local board or any matter the Governing Body member wishes to raise. This section aims to be more flexible than the current local board SO 3.9.14, by applying to Governing Body members in general rather than ward councillors for the local board area. Whilst the right for Governing Body members to speak as a deputation has also been retained, the Governing Body input section enables a more flexible/permissive option, given it does not require the authorisation of a governing body resolution. Use of the process for Governing Body deputations will be appropriate for more formal circumstances, where the Governing Body member is representing the views of the Governing Body as a whole. The suggested notice period is seven clear working days, to enable sufficient time for it to appear on the agenda. However, this is at the discretion of the Chairperson and can be shortened if necessary. The suggested speaking time is five minutes, in accordance with provisions in the Governing Body Standing Orders.	More permissive input provisions	Part 5
Order of business	Clarification that the order of business for an extraordinary meeting should be limited to items relevant to the purpose of the meeting. The Chairperson may allow governing body, Māori and public input that is relevant to the purpose of the meeting. The items listed in this section have been amended to fit with the order of business generated by Infocouncil.	Clarification and ensures consistency with GB Standing Orders	2.4.2
References to working parties and briefings	These have been taken out, as these forums tend to be less formal and not covered by Standing Orders.	Relevance
Public forum	Suggested changes clarifying that: · public forum may not be required at the inaugural meeting, extraordinary meetings or a special consultative procedure · members may not debate any matter raised during the public forum session that is not on the agenda for the meeting, or take any action in relation to it, other than through the usual procedures for extraordinary business if the matter is urgent. The meeting may refer the matter to a future meeting, or to another committee, or to the Chief Executive for investigation · Māori or New Zealand Sign Language can be used at public forum, as long as two clear working days’ notice is provided. Where practical, council will arrange for a translator to be present · the Chairperson may direct a speaker to a different committee and prohibit a speaker from speaking if he or she is offensive, repetitious or vexatious, or otherwise breaches these standing orders.	Clarification	7.8
Suspension of standing orders	A provision has been included for a member to move a motion to suspend standing orders as a procedural motion. The member must name the standing orders to be suspended and provide a reason for suspension. If seconded, the chairperson must put it without debate. At least 75 per cent of the members present and voting must vote in favour of the suspension, and the resolution must state the reason why the SO was suspended. It should be noted that some SOs reflect provisions in legislation so cannot be suspended. These are usually indicated by a reference underneath the SO to the relevant clause in legislation.	To assist the smooth running of meetings and ensure consistency with GB Standing Orders	1.7.11
Notice to be seconded	A notice of motion delivered to the Chief Executive must be signed by another member of the meeting as a seconder – unless member is giving notice of motion to revoke or alter a previous resolution.	Consistency with GB Standing Orders	2.5.2
Chairperson discretion	The discretion of the Chairperson has been clarified and made as consistent as possible in Standing Orders relating to Governing Body input, Māori input, public forum and deputations.	Clarification and consistency	Parts 5 and 6, 7.7 and 7.8
Māori responsiveness	Suggested provisions for representatives of Māori organisations to provide input at local board or committee meetings via speaking rights during relevant items. The main purpose of the provisions is to recognise the special status of Māori and increase the council’s responsiveness to Māori.. The provisions also provide more flexibility than the deputations process, which restricts the number of deputation members that may address the meeting. The suggested notice period is seven clear working days, to enable sufficient time for such an item to appear on the agenda. However, this is at the discretion of the chair and can be shortened if need be.	Recognition of the special status of Māori and IMSB’s role under section 85 of the Local Government (Auckland Council) Act 2009	Part 6 and 4.2.2
Working days / clear working days	The term “clear working days” has been used throughout the document, to refer to the number of working days prescribed for giving notice. It excludes the date of service of that notice and the date of the meeting itself. This is in accordance with legislation (Local Government Act 2002, Local Government Official Information and Meetings Act 1987 and the Interpretation Act).	Clarification and consistency
Governing body input, Māori input, public forum, deputations	The provisions in these sections have been made as consistent as possible and, where appropriate, in accordance with the Governing Body Standing Orders. Legal advice has been followed regarding the subjects a speaker may not speak about and the questions which can be put to speakers.	Clarification
New appendices	New appendices have been added, setting out who must leave the meeting when the public is excluded and how business is brought before a meeting. Provisions in the current local board Standing Orders relating to workshops have been placed in an appendix, given their exemption from Part seven of the Local Government Official Information and Meetings Act 1978.	Clarification	Appendices B-D
Electronic attendance at business meetings	Recent changes to the Local Government Act 2002 now allow members to attend meetings by audio or audio-visual means in certain situations. There are a number of restrictions for this provision in the legislation including that relevant technology is available and of suitable quality, all those participating can hear each other and there is no reduction in accountability or accessibility of the member in relation to the meeting. Members attending meetings by electronic link may vote but are not counted as part of the quorum. The revised Standing Orders contain provisions to enable members to attend meetings by electronic link, where the member is representing the council at a place that makes their physical presence at the meeting impossible or impracticable, to accommodate the member’s illness or infirmity or in emergencies. This provision will only apply where the technology is available.	Allows members to attend meetings whilst away on council business, or during illness or other emergency.	3.3
Membership of committees	In accordance with section 85 of the Local Government (Auckland Council) Act 2009, a clause has been included acknowledging that the Independent Māori Statutory Board must appoint a maximum of two people to sit as members of committees that deal with the management and stewardship of natural and physical resources.	Clarification	4.2.2
Powers of delegation	Clause 36D of schedule 7 of the Local Government Act 2002 identifies who a local board may delegate decision-making to, and the powers a local board cannot delegate. This clause does not include the power to delegate to other subordinate decision-making bodies or more than one member of a local board. Therefore references to subordinate decision-making bodies have been removed.	Clarification	Part 4

Key differences from the governing body standing orders

24. The revised local board Standing Orders contain some points of difference with the governing body Standing Orders. Key points of difference are in the areas of refreshment breaks, petitions, notices of motion, and public input.

Consideration

Local board views and implications

25. This report provides information and a revised set of Standing Orders for local board consideration and adoption.

Māori impact statement

26. The local board Standing Orders deal with meeting procedure. They provide for Māori to be spoken at business meetings and for deputations, presentations and petitions to be in Māori. They also enable:

· Māori to participate on local board committees, even if they are not members of the relevant local board. See current local board SO 2.9.2 which states: “members of a committee or subcommittee may, but need not be, elected members of the Local Board”. As such, non-members may be appointed to committees or subcommittees if they have relevant skills, attributes or knowledge.

· the suspension of Standing Orders, which can be useful to flexibly incorporate tikanga at meetings.

27. New suggested provisions relating to Māori in the revised Standing Orders include:

· a section on Māori input, to recognise the special status of Māori and encourage their input at local board meetings. This is in accordance with advice from Te Waka Angamua and work being undertaken by some local boards on a co-design process with mana whenua to improve Māori input into local board decision-making

· clarifying that the Independent Maori Statutory Board (IMSB) must appoint a maximum of two people to sit as members of committees that deal with the management and stewardship of natural and physical resources (in accordance with the Local Government (Auckland Council) Act 2009, section 85)

· providing for Māori to be spoken at public forum, and by the governing body or Māori organisations providing input, as long as two clear working days’ notice is given of the intention to do so.

28. Including these provisions recognises the special status of Māori under Te Tiriti o Waitangi and Local Government Act 2002 requirements to provide opportunities and processes for Māori to contribute to decision-making processes.^{^[3]} It is also in accordance with the goals of council’s Māori Responsiveness Framework, Whiria Te Muka Tangata. In particular, to foster more positive and productive relationships between council and Māori, and contribute to Māori well-being by developing strong Māori communities.

Implementation

29. Changes to Standing Orders requires a majority vote of not less than 75 per cent of members present (s27(3) Schedule 7, Local Government Act 2002).

30. If approved, the revised Standing Orders will come in to effect immediately.

31. Copies of the revised Standing Orders will be provided to all local board members, where local boards choose to adopt changes.

Attachments

No.	Title	Page
a ⇩	Revised Local Board Standing Orders	195
b ⇩	Governing Body Political working party’s finding	255

Signatories

Author

Blair Doherty - Kaipatiki Local Board Democracy Advisor

Authorisers

Carol McKenzie-Rex – Acting General Manager, Local Board Services Department

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

Albert-Eden Local Board

13 December 2017

Panuku Development Auckland Local Board Six-Monthly Update 1 May to 31 October 2017

File No.: CP2017/24354

Purpose

1. To update the Albert-Eden Local Board on Panuku Development Auckland (Panuku) activities within the local board area for the six months from 1 May to 31 October 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/s

That the Albert-Eden Local Board:

a) receive the Panuku Development Auckland Local Board update for 1 May to 31 October 2017.

Local Activities

Portfolio management

5. Panuku manages ‘non-service’ properties owned by Council and Auckland Transport (AT) that are not currently needed for service or infrastructure purposes. These properties are generally being held for planned future projects, such as road construction, park expansion or development of future town centres.

6. The property portfolio comprises 1437 properties, containing 1119 leases, as at 30 September 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 Auckland 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 target of 95 per cent.

Properties Managed in the Albert-Eden Local Board Area

9. Panuku currently manages 51 commercial and 8 residential properties within the Albert-Eden Local Board area.

Business Interests

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

11. There are currently no managed business interests in the Albert-Eden Local Board area.

Portfolio strategy

Optimisation

12. 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.

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

Portfolio review and rationalisation

Overview

14. 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

15. Target for July 2016 to June 2017:

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

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

17. Target for July 2017 to June 2018:

Unit	Target	Achieved
Portfolio review	$60 million disposal recommendations	$22 million as at 31 October 2017

Process

18. 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

19. Properties currently under review in the Albert-Eden Local Board area are listed below. This list includes any properties that may have recently been approved for sale, or development and sale by the governing body.

Property

Details

132 Greenlane East, Green Lane

A commercially leased car park that acquired by the former Auckland City Council under special circumstances following the former owner’s inability to sell due to the building-line restriction for the future widening of Green Lane East.

The property was used as an off-street carpark for general use, and then used as a public carpark subject to a license for access to the neighbouring property until 2014 when Auckland Transport (AT) entered into an agreement to lease the carpark for use in connection with the adjacent retail premises.

In 2015 AT commenced an assessment of the site, including as possible park and ride for the Greenlane rail station.

AT concluded that the site was not required for transport infrastructure service requirements and it became the subject of a Panuku led rationalisation process.

No planned for or funded alternate service uses were identified during the internal consultation process.

Panuku undertook consultation with the Albert-Eden Local Board regarding the property in October 2017 and will report to the board’s November 2017 business for a formal position on the proposed disposal.

2A Stokes Road, Mt Eden

A vacant site that was purchased by the former Mount Eden Borough Council in 1951 for the purpose of public conveniences.

The rear of the site has no legal access, as the council owned toilets occupy the whole width. Only the vacant area of approximately 110m² behind the toilet block is subject to a Panuku led rationalisation process. The toilet block is being retained by council.

No planned for or funded alternate service uses were identified during the internal consultation process.

Panuku attended a workshop with the board regarding the subject site in March 2017. The board requested further investigations into potential transport infrastructure service uses and whether the condition rating of the toilet building required replacing the facility, which could then provide legal access to the rear of the site. The board also later requested further investigation into a potential land swap with a neighbouring property owner.

Advice was provided that AT does not require 2A Stokes Road, Mt Eden for off-street parking or walking and cycling infrastructure purposes as the lack of legal access to the rear of the site is problematic.

In regards to a proposed land swap, the delegation for acquiring property for transport purposes sits with AT, not Panuku. AT can at any time acquire land as proposed by the board through its delegations in accordance with the Public Works Act 1981 by negotiation or compulsory acquisition. There is no requirement to link the rationalisation of 2A Stokes Road, Mt Eden to additional property acquisition. The proposed disposal of 2A Stokes Road, Mt Eden should be treated as a standalone disposal.

The board was also advised that council’s Community Facilities department confirmed that the toilet block condition rating does not warrant a renewal at this time and locating a new more compact design toilet block to either the front or rear of 2A Stokes Road, Mt Eden would create community safety concerns in the resulting vacant space.

Panuku will report to the board’s November 2017 business meeting for a formal position on the proposed disposal.

Acquisitions and Disposals

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

Acquisitions

21. Panuku doesn’t make the decision on what properties to buy in a local board area. Instead, it is asked to negotiate the terms and conditions of a purchase on behalf of council.

22. We purchased 22 properties for open space across Auckland in the last financial year (ending 30 June 2017) at a cost of $48.6 million. We also bought seven properties for storm water use at a value of $19.4 million.

23. We have signed agreements for three properties across Auckland in the current financial year (July 2017), worth $12.7 million. We have purchased one property for storm water use that cost $3.15 million.

24. No property was purchased in the Albert-Eden Local Board area during the reporting period.

Disposals

25. The Disposal team sold five properties for a total of $6.6 million (net amounts) from July-October 2017. The team’s 2017/18 target is $8.0 million for the year. The target is agreed with the council and is reviewed on an annual basis. The team sold $22.92m (net sale proceeds) in 2016/17.

26. No properties were sold in the Albert-Eden Local Board area.

Development

27. Panuku is contributing commercial input into approximately 50 region-wide council-driven renewal and housing supply initiatives.

28. Panuku works with partners and stakeholders over the course of a project. It also champions best practice project delivery, to achieve best value outcomes within defined cost, time and quality parameters.

29. Following is a high-level update on development activities in the Albert-Eden Local Board area:

30. Valley & Dominion Road, Mt Eden – This site was purchased by Auckland City Council in April 2003 in connection to the Dominion Road passenger transport designation. However, in 2012 Auckland Transport resolved that it had no further requirement for the subject properties and it was transferred to Auckland Council Property Limited (now Panuku).

31. The site was previously identified for mixed-use development retail / apartment development. Resource Consent was lodged in May 2016 for 93 apartments and seven retail units. Following further design enhancement following review by the Urban Design Panel in March 2017 the Resource Consent was re-lodged under the Unitary Plan in May 2017. Auckland Council publically notified the consent due to the character overlay in the area and height infringements. Further details have been provided to Council following an information request. We are now awaiting a hearing date, before the final decision is made around the consent.

Regional Activities

Highlights

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

33. 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.

34. 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.

35. 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

36. 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) The Innovation Precinct in Wynyard Quarter has expanded with the newly opened five-floor building at 12 Madden Street. The purpose-built home for entrepreneurs offers the latest in flexible co-working spaces. This milestone marks two years since the GridAKL initiative was launched by ATEED, partnering with Panuku and Precinct Properties to develop the commercial space to house ambitious companies and connecting technologists, designers, digital content makers, product designers and start-ups.

d) 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 have moved in in September 2017.

e) In June 2017, 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.

37. 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.

38. 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

39. 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.

40. 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.

41. 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.

42. 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.

43. The Council’s Planning Committee approved the over-arching plans to redevelop Old Papatoetoe in June 2017. 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.

44. 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.

45. The opportunity to revitalise Avondale has been given the green light in November 2017 with the approval of the over-arching plan for its regeneration by the Planning Committee. The vision for Avondale will be enabled through a number of key moves. Panuku will work closely with the local board and community to implement a retail strategy that attracts new businesses, increasing diversity of products and services. The train station, upgraded bus network and new cycleways offer great transport options and we will continue to strengthen connections between these activity hubs and the town. A focus for the regeneration of Avondale is working with developers to build quality residential neighbourhoods that offer a mix of housing types, including terraces and apartments. A number of significant developments are already underway in the area.

46. 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

47. 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

48. This report is for the Albert-Eden Local Board’s information.

49. 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

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

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

52. There are 19 Mana Whenua in the region, with 15 having indicated an interest in Panuku lead activities within the local board area.

53. Māori make up 7 percent of the local board population, and there are four marae located within the local board area.

54. 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.

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

Implementation

56. 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 - Manager Stakeholder Engagement

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

[1] The headline rates increase in an annual plan, or long-term plan, is a comparison of the annual rates requirement to the previous years budgeted rates requirement. Moving a charge against revenue to an expenditure item like grants will increase the council’s costs and inflate the apparent rates increase. However, remissions and postponements are a cost already borne by those ratepayers not receiving them. Therefore an adjustment will be made to the 2014/2015 budgeted rates requirement for the purpose of calculating the rates increase proposed for 2015/2016.

[2] The Governing Body resolved to delegate this power to local boards. However, this was in error, as it was always intended that the power should be allocated to local boards by Governing Body and it was discussed by the Political Working Party in this context.

Chairperson	Peter Haynes
Deputy Chairperson	Glenda Fryer
Members	Lee Corrick
	Graeme Easte
	Rachel Langton
	Ben Lee
	Jessica Rose
	Margi Watson