Agenda of Ōtara-Papatoetoe Local Board

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

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

4 Confirmation of Minutes

That the Ōtara-Papatoetoe Local Board:

a) confirm the ordinary minutes of its meeting, held on Tuesday, 20 March 2018, as a true and correct record.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

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

8 Deputations

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

8.1 Feed the Need Trust Presentation

Te take mō te pūrongo / Purpose of the report

1. Laurie Wharemate-Keung, Programme Director - Feed the Need Trust, will make a presentation to the board to update on how things are moving with the project to occupy Sandbrook Reserve community buildings.

Ngā tūtohunga / Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) thank Laurie Wharemate-Keung, Programme Director, Feed the Need Trust for her presentation.

8.2 Friendship House Presentation

Te take mō te pūrongo / Purpose of the report

1. Neil Denney, Chief Executive, Friendship House will present to the board an overview of their activities and the plan for next financial year.

Whakarāpopototanga matua / Executive summary

2. Friendship House has had an exciting year in 2017/2018.

3. Renovations have been completed and they now have a modern facility for the community that will give years of use.

4. They have opened a social enterprise Cause Café (Good Coffee-Good Cause) and are working to make this a profitable business enterprise

5. Attached at attachment A is an infographic and at B is the presentation.

Ngā tūtohunga / Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) thank Neil Denney, Chief Executive, Friendship House for his presentation.

Attachments

a Infographic........................................................................................... 131

b Presentation......................................................................................... 133

8.3 Clover Park Community House Presentation

Te take mō te pūrongo / Purpose of the report

1. Albert Vahakolo, Chairman and Maggie Tearii, Manager of Clover Park Community House will make a presentation to board to update on the activities for last year.

Ngā tūtohunga / Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) thank Albert Vahakolo, Chairman and Maggie Tearii, Manager of Clover Park Community House for their presentation.

8.4 Presentation from Auckland Teaching Gardens

Te take mō te pūrongo / Purpose of the report

1. Graeme Hansen of Auckland Teaching Gardens will be in attendance to present to the board the accountability report for the grants they received for teaching gardens in the Ōtara-Papatoetoe local board area.

Ngā tūtohunga / Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) thanks Graeme Hansen from Auckland Teaching Gardens for his presentation.

9 Public Forum

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

9.1 Presentation from Kabaddi Group

Te take mō te pūrongo / Purpose of the report

1. Iqbal Singh would like to present to the board on the Punjabi traditional game of Kabaddi. He and his group have been promoting and organising tournaments since 2008. They sponsor a few players from India every year to join other players in New Zealand to play in the tournament.

2. They are requesting the board support them by allocating a permanent ground for the sport with access to toilets and changing rooms to practice on a daily basis and to host a tournament every year.

Ngā tūtohunga / Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) thank Iqbal Singh from the Kabaddi group for his presentation.

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Notices of Motion

There were no notices of motion.

Ōtara-Papatoetoe Local Board

17 April 2018

Māngere-Ōtāhuhu and Ōtara-Papatoetoe Youth Connections Local Governance Group 2017/2018 bi-annual update

File No.: CP2018/02447

Te take mō te pūrongo / Purpose of the report

1. To provide the Youth Connections Local Governance Group (LGG) 2017/2018 work programme bi-annual update report.

Whakarāpopototanga matua / Executive summary

2. The Youth Connections Local Governance Group (LGG) terms of reference outlines that progress on work programme initiatives are presented to the Māngere-Ōtāhuhu and Ōtara-Papatoetoe Local Boards every six months.

3. The LGG has representatives from both local boards and has oversight of the delivery and spend for Youth Connections activity across the two local board areas.

4. In 2017/2018, the total operating budget for youth employment activities across both local boards was $140,196. This report covers activity for the 2017/2018 financial year to date.

5. Initiatives during 2017/2018 include driver licensing programmes, JobFest and supporting local youth to receive technical training on a broad range of multimedia skills.

Ngā tūtohunga / Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) receive the Youth Connections Local Governance Group (LGG) work programme 2017/2018 bi-annual update report.

Horopaki / Context

6. In 2012, the Ōtara-Papatoetoe Local Board and Māngere-Ōtāhuhu Local Board jointly established the LGG, comprising of eight elected members from both local boards.

7. The LGG has oversight to ensure that local youth employment programmes are delivered to meet local needs. They collaborate on opportunities and pathways for youth employment to improve social and economic outcomes for local young people and their families.

8. This initiative builds on the work of the Mayors’ Taskforce for Jobs: supporting Auckland’s young people into local jobs by improving the links between school leavers and local employers.

Tātaritanga me ngā tohutohu / Analysis and adviceLocal Governance Group (LGG) Work Programme 2017/2018

9. The LGG work programme 2017/2018 (Attachment A) comprises of four strategic focus areas:

· Extending Horizons – improving the transition journey from school to employment

· Skills Exchange – Auckland Council family

· Investing in Futures – changing the career conversations

· Youth Connections Regional Strategies – leverage and impact.

10. Highlights from the LGG work programme 2017/2018 include:

· Driver licence programme

o 560 young people have obtained their learners licence in the 2017/2018 year to date. This is an increase from 450 in 2016/2017. Over 70 per cent of entry level employment roles require a driver’s licence and not obtaining a driver’s licence is a known barrier to youth employment. A number of these young people have become the first members in their family to gain a licence.

o a joint initiative with Manukau Institute of Technology (MIT) will also assist 30 young people to obtain their restricted license.

o the following article appeared online highlighting this initiative: https://www.stuff.co.nz/auckland/local-news/manukau-courier/100002663/drivers-licence-helping-south-auckland-youth-into-employment

· JobFest – 11 October 2017

o JobFest was held at Trust Stadium in Henderson. Over 70 businesses and 800 young people attended. Free buses were provided to transport to the venue for around 50 young people from the Ōtara-Papatoetoe and Māngere-Ōtāhuhu local board areas.

o Young people from the local Passion to Profession programme performed at the chill out zone and acted as the event MC. Youth Connections and #WorkGoals co-designed a work readiness programme for Pasifika youth in Ōtara-Papatoetoe and Māngere-Ōtāhuhu.

o Twelve local young people participated in the 12 week work readiness pilot; feedback received indicated they gained valuable insights and learnings. Outcomes included participants gaining employment in warehousing, hospitality, retail and roofing.

· Supporting local creativity and entrepreneurships

o Through the Passion to Profession courses young people have received technical training on a broad range of multimedia skills including music and radio production. Using skills learnt students have:

o activated at a number of events, including the Miami Park Family Fun Day

o showcased their work at Volume South at the MIT Gallery

o videoed political party representatives for the 2017 general election.

Financial accountability

11. The operating budget for 2017/2018 is $140,196 including the underspend of $196 from 2016/2017. All income sources for 2017/2018 are detailed below:

Ōtara-Papatoetoe & Māngere-Ōtāhuhu LGG Local Board Youth Connections Income Summary 2017/2018
Opening Balance Sheet as at 1 July 2017 (carried over from 2016/2017)	$ 196.61
Māngere-Ōtāhuhu Local Board contribution	$ 60,000.00
Ōtara-Papatoetoe Local Board contribution	$ 60,000.00
The Tindall Foundation funding	$ 40,000.00
Total	$ 140,196.61

12. The majority of spending for 2017/2018 has been the investment in pathways for youth into employment. Enabling young people to obtain a drivers licence provides positive social or economic outcomes. For example, where young people have become the first members of their families to gain a licence, lowering the possibility of fines from driving unlicensed and able to gain employment enabling contribution to the family income.

13. A detailed breakdown of spend for 2017/2018 is supplied as Attachment B.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe /
Local impacts and local board views

14. The LGG has representatives from both Ōtara-Papatoetoe and Māngere-Ōtāhuhu local boards.

15. The group has delegated authority and oversees delivery and spend for Youth Connections activity across the two local boards.

16. Youth Connections aligns with the following outcomes from the Ōtara-Papatoetoe Local Board Plan 2017:

o empowered, inclusive and prosperous communities

o honouring youth and seniors.

Tauākī whakaaweawe Māori / Māori impact statement

17. Local rangatahi aged 16-24 years in both local board areas are over represented in statistics of young people who are not in employment, education or training (NEET).

18. Sixty three per cent of Auckland’s NEET are Māori or Pasifika. One in four young Māori women are NEET.

19. Youth Connections works with multiple sectors to support youth from secondary education through pathways to employment and or entrepreneurships and creative endeavours. This includes working with rangatahi to enable their work readiness.

Ngā ritenga ā-pūtea / Financial implications

20. There are no financial implications with the submitting of this report.

Ngā raru tūpono / Risks

21. There are no risks with the submitting of this report.

Ngā koringa ā-muri / Next steps

22. No next steps are to be considered with this report.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	LGG Work Programme 2017/2018	19
b ⇩	Financial status for LGG 2017/2018	21

Ngā kaihaina / Signatories

Authors

Tracey Hainsworth-Faaofo - Youth Connections Specialist Broker

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Carol McKenzie-Rex - Relationship Manager

Ōtara-Papatoetoe Local Board

17 April 2018

Auckland Transport Update – April 2018

File No.: CP2018/05049

Te take mō te pūrongo / Purpose of the report

1. The purpose of this report is to provide an update on the current status of Local Board Transport Capital Fund (LBTCF), respond to resolutions made by the Ōtara-Papatoetoe Local Board and provide transport related information on matters of specific application and interest to the Ōtara-Papatoetoe Local Board and its community.

Whakarāpopototanga matua / Executive summary

2. This month’s report requires both decisions regarding allocation of funding and provides a summary of information on the following matters:

a) Auckland Transport's draft Regional Land Transport Plan

b) Progress on the Local Board Transport Capital Fund projects

c) Responses to Local Board resolutions

d) Local Board consultation

e) The opening of Manukau Bus Station

f) Putney Way streetscape upgrade and temporary road closure

g) Papatoetoe and Middlemore train station gating project.

Ngā tūtohunga / Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) note the Auckland Transport update for April 2018

b) allocate $133,000 from its Local Board Transport Capital Fund to upgrade the footpath along the southern side (East Tamaki Road) of the Ōtara Town Centre, extending from Bairds Road to the edge of the Ōtara Mall area.

Horopaki / Context

Regional Land Transport Plan 2018 (RLTP)

3. The Regional Land Transport Plan (RLTP) is a plan of how transport delivery agencies intend to respond to growth and other challenges facing Auckland over the next 10 years. It includes a 10-year prioritised delivery programme of transport services and activities.

4. The original intention was to consult on the plan alongside Auckland Council’s Long Term Plan. However, the consultation was decoupled and moved into April to ensure it is informed by, and strongly aligned to, the Government’s soon to be released Policy Statement on Transport and a refreshed Auckland Transport Alignment Project.

5. Consultation on the Regional Land Transport Plan (RLTP) 2018 will now begin on Monday 23 April and close on Sunday 6 May.

6. Members from all 21 local boards have been invited to an information, question and answer session on Monday 23 April.

7. Each local board will have an opportunity to give verbal feedback on the plan to representatives of the Regional Transport Committee (decision makers for RLTP) on Monday 30 April.

8. There will be a number of public information sessions and the Ōtara-Papatoetoe Local Board will be informed of these as soon as details are confirmed.

Tātaritanga me ngā tohutohu / Analysis and advice

9. This section covers analysis and advice related to the Local Board Transport Capital Fund projects and seeks resolutions by the local board to progress a proposed project.

Local Board Transport Capital Fund:

10. The Ōtara-Papatoetoe Local Board has discretionary funding available for transport related capital projects in the local board area of approximately $600,000 per annum.

11. The local board’s current Local Board Transport Capital Fund projects are summarised in the table below:

Table 1 – Local Board Transport Capital Fund Summary Table

Project Name	Problem or Opportunity Being Addressed	Current Status
Upgrade of Hunters Corner Streetscape	Degraded streetscape in Hunters Corner town centre, Papatoetoe.	A site visit was conducted on the 21 November 2017 with local board, community members and staff to confirm project scope. Suggested sites for seats and bins have been provided by the Town Centre Committee and a further site visit with urban design specialist was undertaken to review suggested sites as part of the investigation. Rough Order of Cost (ROC) costs are currently being worked on and the results will be reported back to the Ōtara-Papatoetoe local board in May for their consideration.
Completion of Rongomai Walkway	Incomplete pathway through Rongomai Park connecting to Te Irirangi Road.	The Board allocated $180,000, which allows for a 3m wide concrete path approximately 200m long. This project has been assigned to Auckland Council Community Facilities for delivery and has been allocated resource to commence design.
Canopy for Ōtara Town Centre	Canopy for area between Ōtara Music and Arts Centre and Fresh Gallery Ōtara.	The local board resolved at their February 2018 meeting to progress this project with the ‘signature’ canopy as the preferred option with an allocation of $262,000 made by the board. With funds available, the project is started and investigation work is underway
Welcome to Ōtara sign	Lack of distinctive signage identifying entry into Ōtara suburb.	At the December 2017 meeting, the local board resolved to allocate $55,000 to this project with an illuminated sign to be located at the intersection of the Otāra-Papatoetoe southbound off-ramp and East Tamaki road. Design work continues, with historical images currently being sourced for the illuminated sign.
Footpath upgrade on the East Tāmaki Road	Grade of footpath in this area does not match upgraded footpaths in town centre.	The rough order of costs for this project is $133,000 and awaits the board’s consideration
Path through Milton Park to provide for walking access to Papatoetoe North School	Limited all-weather access from school grounds to Milton Road at this site.	This is currently under investigation and will be reported back to the local board by May 2018.

Responses to Local Board resolutions

12. At the 20 March 2018 meeting of the Otāra-Papatoetoe Local Board, a number of resolutions were passed which are responded to in the table below or have been added to the Local Board Transport Capital Fund table.

Table 2 – responses to local board resolutions

That the Otāra-Papatoetoe Local Board:

March 2018 Resolution

Resolution number OP/2018/27

b) request Auckland Transport to investigate and report back on the safety and accessibility of wheelchairs at pedestrian crossings.

An investigation has been initiated with the scope of the study area being established with the help of the local board chair.

An update on progress and timelines for completion of this investigation will be provided in the May report.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe / Local impacts and local board views

Consultation

13. Auckland Transport provides local boards with the opportunity to comment on transport projects being delivered in their local board area.

14. In the reporting period for March 2018, one project was put forward for comment by the Ōtara-Papatoetoe Local Board.

15. The project was for the signalised pedestrian crosswalks at the intersections of East Tamaki Road and:

· Birmingham Road intersection

· Springs Road intersections

16. A summary of these proposals is included in Attachment A

Traffic Control Committee (TCC) decisions

17. Traffic Control Committee (TCC) decisions within the Ōtara-Papatoetoe Local Board area are reported on a monthly basis. There were no decisions for the March within the local board area.

Manukau Bus Station

18. The Manukau Bus Station was formally opened on the 7 April 2018, and a local board tour of the facility was also conducted earlier in the week. The station was funded by Auckland Council and the NZ Transport Agency at a total cost of $49 million.

19. This facility will provide easier bus-to-bus and bus-to-train connections with the adjoining Manukau train station and serves as the gateway for south Auckland.

20. Prominent design and construction elements including stormwater management, passive temperature management, use of natural materials and installation of iwi art highlight the adoption of Te Aranga Māori Design Principles throughout this project. This was an outcome of the collaboration between Auckland Transport and Mana Whenua.

21. This was also Auckland Transport’s first project to have ‘social outcomes’ as a procurement component for the contractor. This meant NZ Strong, the successful contractor, employed 13 young people from the Auckland Maori and Pasifika Trades Training programme run by The Southern Initiative. These young people have now successfully graduated into full-time employment.

Putney Way closure for upgrade

22. The Putney Way upgrade, alongside the Manukau Bus Station, is a streetscape enhancement project supported by the Ōtara-Papatoetoe Local Board, Panuku Development and Auckland Transport. The start date for the upgrade was delayed and this has impacted on the completion date of the project. Completion is now expected in May 2018.

Electronic Gating Project – Papatoetoe & Middlemore train stations

23. Auckland Transport is currently nearing the completion of a region-wide programme to install electronic ticket gates at selected stations on the rail network. This includes Papatoetoe and Middlemore, which were scheduled to be operational in March and April 2018 respectively.

24. This work has been delayed due to contractual issues. The delay in Papatoetoe has had a flow-on effect, pushing out the operational dates for Papatoetoe, to May and Middlemore, to June 2018.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe /
Local impacts and local board views

25. Auckland Transport provides local boards with the opportunity to comment on transport projects being delivered in their local board area.

Tauākī whakaaweawe Māori / Māori impact statement

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

Ngā ritenga ā-pūtea / Financial implications

27. With regards to transport, the Ōtara-Papatoetoe local boards, only budget implications are related to the Local Board Transport Capital Fund. The current financial status of the Local Board is recorded below.

Table 2 – Ōtara-Papatoetoe LBTCF financial summary table

Ōtara-Papatoetoe Local Board Transport Capital Fund financial summary
Total funds available in current political term	$1,880,041
Amount committed to date on projects approved for design and/or construction · ‘Welcome to Ōtara-Papatoetoe ’ illuminated signage	$55,000
· Completion of Rongomai Walkway	$180,000
· Canopy for Ōtara Town Centre	$262,000
Remaining budget	$1,383,041

28. Projects that are adopted by the local board through resolution at the April meeting of the local board will be reflected in next month’s report.

Ngā raru tūpono / Risks

29. No significant risks have been identified.

Ngā koringa ā-muri / Next steps

30. Auckland Transport provides the Ōtara-Papatoetoe Local Board with the opportunity to comment on transport projects and issues being delivered in the local board area.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Attachment A: April 2018 - Summary of consultation information sent to Ōtara-Papatoetoe Local Board in March 2018	29

Ngā kaihaina / Signatories

Authors

Kenneth Tuai – Elected Member Relationship Manager

Authorisers

Jonathan Anyon – Manager Elected Member Relationship Manager

Carol McKenzie-Rex - Relationship Manager

Ōtara-Papatoetoe Local Board

17 April 2018

Ōtara-Papatoetoe Local Board Community Grants Programme 2018/2019

File No.: CP2018/03738

Te take mō te pūrongo / Purpose of the report

1. To adopt the Ōtara-Papatoetoe Local Board Community Grants Programme for 2018/2019.

Whakarāpopototanga matua / Executive summary

2. The Auckland Council Community Grants Policy was implemented on 1 July 2015. The policy guides the allocation of local, multi-board and regional grant programmes to groups and organisations delivering projects, activities and services that benefit Aucklanders.

3. The Community Grants Policy supports each local board to review and adopt their own local grants programme for the next financial year.

4. This report presents the Ōtara-Papatoetoe Local Board Community Grants Programme 2018/2019 for adoption (see attachment A).

Ngā tūtohunga / Recommendation

That the Ōtara-Papatoetoe Local Board:

a) adopt the Ōtara-Papatoetoe Local Board Community Grants Programme 2018/2019.

Horopaki / Context

5. The Auckland Council Community Grants Policy was implemented on 1 July 2015. The policy guides the allocation of local, multi-board and regional grant programmes to groups and organisations delivering projects, activities and services that benefit Aucklanders.

6. The Community Grants Policy supports each local board to review and adopt their own local grants programme for the next financial year. The local board grants programme guides community groups and individuals when making applications to the local board.

7. The local board community grants programme includes:

· outcomes as identified in the local board plan

· specific local board grant priorities

· which grant types will operate, the number of grant rounds and opening and closing dates

· any additional criteria or exclusions that will apply

· other factors the local board consider to be significant to their decision-making.

8. Once the local board community grants programme for the 2018/2019 financial year has been adopted, the types of grants, grant rounds, criteria and eligibility with be advertised through an integrated communication and marketing approach which includes utilising the local board channels.

Tātaritanga me ngā tohutohu / Analysis and advice

9. The new Ōtara-Papatoetoe Community Grants Programme has been workshopped with the local board and feedback incorporated into the grants programme for 2018/2019.

10. The new grant programme includes:

· new outcomes and priorities from the Ōtara-Papatoetoe Local Board Plan 2017

· the same number of grant rounds for 2018/2019, as are available in 2017/2018.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe /
Local impacts and local board views

11. The Community Grants Programme has been developed by the local board to set the direction of their grants programme. This programme is reviewed on an annual basis.

Tauākī whakaaweawe Māori / Māori impact statement

12. All grant programmes respond to Auckland Council’s commitment to improving Māori wellbeing by providing grants to organisations delivering positive outcomes for Māori. Applicants are asked how their project aims to increase Māori outcomes in the application process.

Ngā ritenga ā-pūtea / Financial implications

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

Ngā raru tūpono / Risks

14. The allocation of grants occurs within the guidelines and criteria of the Community Grants Policy and the local board grants programme. Therefore, there is minimal risk associated with the adoption of the grants programme.

Ngā koringa ā-muri / Next steps

15. An implementation plan is underway and the local board grants programme will be locally advertised through the local board and council channels. Targeted advertising and promotion will be developed for target populations, including migrant and refugee groups, disability groups, Māori and iwi organisations

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Ōtara-Papatoetoe Community Grants Programme 2018/2019	33

Ngā kaihaina / Signatories

Authors

Marion Davies - Community Grants Operations Manager

Authorisers

Shane King - Operations Support Manager

Carol McKenzie-Rex - Relationship Manager

Ōtara-Papatoetoe Local Board

17 April 2018

Otara Creek Path Upgrade Funding

File No.: CP2018/04731

Te take mō te pūrongo / Purpose of the report

1. To seek the allocation of $480,000 from the Ōtara-Papatoetoe Local Board Transport Capital Fund for the upgrade of the local paths which connect with the bridge in the Otara Creek Reserve.

Whakarāpopototanga matua / Executive summary

2. Paths in the Ōtara Creek Reserve are due for renewal.

3. Priority routes identified in the Ōtara-Papatoetoe Greenways – Local Path Plan within the reserve will connect with the renewed Ōtara Creek Bridge.

4. To meet the standards of a shared pedestrian / cyclist paths, the renewed paths need to be at a higher level of service than allowed for in the renewals budget.

5. Additional funding for the path upgrade is available from the transport capital fund.

6. At a workshop on 3 April 2017, the Ōtara-Papatoetoe Local Board indicated they would consider allocating transport capital funding for the two identified routes as it would ensure the renewed paths meet the intent of the Greenways Plan.

7. This report recommends that the local board allocate $480,000 from their transport capital fund to provide additional funding required for the path upgrade.

Ngā tūtohunga / Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) Approve the allocation of $480,000 from the Local Board Transport Capital Fund for the upgrade of the two paths connecting with the renewed Ōtara Creek Bridge (paths identified in the Attachment A).

Horopaki / Context

8. The state of the existing path network through Ōtara Creek Reserve and the proposed program of work are outlined in the Otara Creek Esplanade Path Network Feasibility Report 2014. Some current paths are narrow gravel links with poor passive surveillance and pot holes.

9. The renewals budget allows for replacement paths of the same width and surface, in the same location.

10. To improve the standard of the paths to all weather, concrete walking / cycling links, aligned with the Ōtara-Papatoetoe Greenways – Local Path Plan April 2017 additional funding is required.

11. For the major routes, a 2.4m wide concrete path is proposed. For the collector pathways, 1.8m width is proposed.

12. The two routes proposed to be upgraded are:

A. The path from East Tamaki Road to the replacement bridge (part of 1b Greenways route). This would include realignment of the path at East Tamaki Road entrance and at the junction with the Hills Road route to improve visibility.

B. The path from Hills Road to the new junction for the bridge (part of 3a Greenways route). This current path is in very poor condition but if the surface, gradient, drainage and visibility are improved it would serve a large residential community including the elderly people at Hills Court.

Tātaritanga me ngā tohutohu / Analysis and advice

13. To the increase the level of service when renewing an asset is more cost efficient.

14. The two selected routes for the upgrade are identified priority routes in the Ōtara-Papatoetoe Greenways – Local Path Plan April 2017.

15. Both routes connect with the replacement bridge over Ōtara Creek

16. Both routes link residential areas to the Ōtara town centre and the employment area of Lovegrove Crescent.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe /
Local impacts and local board views

17. These paths are pedestrian and cycling priority routes identified in the Ōtara-Papatoetoe Greenways - Local Path Plan – approved by the local board in April 2017.

18. The local board, at a workshop on 3 April 2018 indicated that they would consider funding the difference between the costs of the renewal of the existing paths and upgrading them to a level of service identified in the Greenways Plan.

Tauākī whakaaweawe Māori / Māori impact statement

19. The path upgrades support all members of the community including the mana whenua to utilize the pedestrian and cycling connection through the reserve.

20. Local iwi will be consulted prior to detailed design of the path system.

Ngā ritenga ā-pūtea / Financial implications

21. The allocated budget for the renewal of these paths is $197,000.

22. The estimated cost of the upgraded paths to all weather surface is $675,000.

23. To cover the shortfall $480,000 is sought from the Ōtara-Papatoetoe Local Board transport capital fund.

Ngā raru tūpono / Risks

24. Construction tender comes in higher than budget.

25. The community does not utilise the new prioritised pathways.

Ngā koringa ā-muri / Next steps

· Consultation with the community, iwi and Waterways and Lakes Trust

· Professional services engaged for the detailed design of the paths

· Resource consent for earthworks

· Construction on the completion of the Otara Creek bridge.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Attachment A- Otara Creek Reserve Path network	43

Ngā kaihaina / Signatories

Authors

Lucy Ullrich – Growth Development Specialist.

Authorisers

Rod Sheridan - General Manager Community Facilities

Carol McKenzie-Rex - Relationship Manager

Ōtara-Papatoetoe Local Board

17 April 2018

Delegation for formal local board views on notified resource consents, plan changes and notices of requirement

File No.: CP2018/04516

Te take mō te pūrongo / Purpose of the report

1. To seek that the Ōtara-Papatoetoe Local Board delegates the responsibility of providing formal views on resource consents, notified plan changes and notices of requirement to a local board member.

Whakarāpopototanga matua / Executive summary

2. Local board feedback can be provided on notified resource consents, plan changes and designations. Written feedback needs to be provided prior to the submission closing date (usually 20 working days after public notification). This feedback is included in the planner’s report verbatim and local boards are also able to speak to their written feedback at the public hearing. Views should be received by the processing planner or reporting consultant by submission closing date to ensure the content can be considered in planning reports.

3. Ōtara-Papatoetoe Local Board has already appointed a lead and alternate who have responsibility for responding to resource consent applications on behalf of the local board. The lead is Chair Fuli and the alternate is Member Autagavaia.

4. This report explores options to enable local boards to provide their views in a timely way and an ability to widen resource consents response responsibilities, to include plan changes and notices of requirement, and for the local board representatives to consider future training needs.

5. Local boards normally provide their formal views at business meetings. Because local board reporting timeframes don’t usually align with statutory timeframes, in most instances formal reporting at a business meeting will not allow local feedback to be provided by submission closing date.

6. Local boards normally provide their formal views at business meetings. Because local board reporting timeframes don’t usually align with statutory timeframes, in most instances formal reporting at a business meeting will not allow local feedback to be provided by submission closing date.

7. Providing formal local board views by way of a delegation to a local board member is considered the most efficient way of providing formal local board views. This is because the delegate can provide views within the regulatory timeframes and because no additional reporting is required when new applications of interest are notified.

Ngā tūtohunga / Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) delegates the authority to Local Board Member XXX, to give local board views and speak to those local board views at any hearings on:

· Notified resource consents

· Notified plan changes

· Notices of requirement.

b) request that the local board views are reported back to a subsequent business meeting for endorsement by the local board.

c) request that Member XXXX is offered ‘Making Good Decisions’ training, which relates to resource management and consenting processes, to support local board responsibilities in this area.

Horopaki / Context

Notified Resource Consents

8. Local boards are able to provide input into the determination of applications that may be notified. Local boards, via their appointed Resource Consents Leads, input into a wide range of resource consents that are received by the council and that trigger the matters of particular interest to local boards.

9. Local views and preferences are also able to be provided, once a decision of notification is made, and local boards can then submit further feedback to any notified resource consent application within their local board area. This feedback is then included in the planner’s report verbatim for the hearing and for the consideration of the commissioners who determine the outcome of the resource consent application.

10. Local boards are also able to speak to their written feedback at any notified resource consent hearing. Local boards are taking this opportunity up more often and it is considered important to ensure any feedback is authorised by the local board and a delegation is in place for the Resource Consent Lead to authorise them to speak on behalf of the local board at hearings.

Notified Plan Changes and Notices of Requirement

11. The Auckland Unitary Plan was made “Operative in Part” in November 2016. As plan changes and notices of requirement can now be received and processed by council, there are opportunities for local boards to provide their views and give feedback on notified applications.

12. For council-initiated plan changes and notices of requirement, staff will seek local board views prior to notification for proposals where there are issues of local significance. For private plan changes and notices of requirement submitted by non-council requiring authorities, local boards may not have any prior knowledge of the application until notification.

13. Local boards can provide written feedback on notified applications. Written feedback needs to be provided prior to the submission closing date (usually 20 working days after public notification). Local boards can subsequently present their feedback to support their views at any hearing.

14. It is important that options are explored to enable local boards to provide their views in a timely way and a delegation to ensure timely feedback is desirable. At present the local board views must be confirmed formally and statutory timeframes are short and do not always align with local board reporting timeframes.

15. Local boards may want to add the responsibility for plan changes and notices of requirement feedback to the resource consent lead role. This will broaden the responsibilities of the role to enable feedback on notified plan changes and notices of requirement to be provided. Alternatively, local boards may want to develop a separate planning lead role and each local board has the flexibility to make appointments that best suit their needs.

Tātaritanga me ngā tohutohu / Analysis and advice

Options considered

16. Options available for local boards to provide their views into the hearings process have been summarised in Table 1.

17. Local boards normally provide their formal views at business meetings (option 2). Because local board reporting timeframes do not usually align with statutory timeframes, in most instances formal reporting at a business meeting will not allow local feedback to be provided by submission closing date. Views must be received by the processing planner or reporting consultant by the submission closing date to ensure the content can be considered in planning reports.

18. Providing formal local board views by way of a delegation to one local board member (option 5) is considered the most efficient way of providing formal views. This is because no additional reporting is required when new applications of interest are notified.

Table 1: Options for local boards to provide their formal views on notified applications (resource consents, plan changes, notices of requirement)

Options	Pros	Cons
1. No formal local board views are provided		· Local board views will not be considered by the hearings commissioners
2. Formal local board views are provided at a business meeting	· All local board members contribute to the local board view · Provides transparent decision making	· Local board meeting schedules and agenda deadlines are unlikely to align with statutory deadlines imposed by the planning process
3. Formal local board views are provided as urgent decisions	· Local boards can provide their views in a timely way that meets statutory deadlines	· Decisions are not made by the full local board · Urgent decisions may not be accompanied by full information and the discussion may be rushed · Not transparent decision-making because the decisions do not become public until after they have been made
4. Formal local board views are provided by separate and specific delegation for each application which the local board wishes to provide their views	· Delegations can be chosen to align with area of interest and/or local board member capacity	· Local board meeting schedules and agenda deadlines required to make each separate delegation are unlikely to align with statutory deadlines imposed by the planning process · Decisions are not made by the full local board
5. Formal local board views are provided by way of delegation to one local board member (preferred option) for all applications	· Delegate will become subject matter expert for local board on topic they are delegated to · Local boards can provide their views in a timely way that meets statutory deadlines · Any feedback can be regularly reported back to the local board	· Decisions are not made by the full local board

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe /
Local impacts and local board views

19. This report seeks a delegation to a local board member for resource consents, plan changes and notices of requirement, to allow local boards to provide feedback in accordance with agreed timeframes on notified resource consents, plan changes and notices of requirement.

20. Any local board members who is delegated responsibilities should ensure that they represent the wider local board views and preferences on each matter before them.

Tauākī whakaaweawe Māori / Māori impact statement

21. A decision of this procedural nature is not considered to have a positive or negative impact for Māori.

22. The Resource Management Act 1991 requires that council consult with Mana Whenua of the area who may be affected, through iwi authorities, on draft plan changes prior to their notification. Council must also consider iwi authority advice in evaluations of plan changes.

23. For private plan changes, council seeks that the applicant undertakes suitable engagement with relevant iwi authorities, and where necessary will undertake consultation before deciding whether to accept, reject or adopt a private plan change.

24. For notices of requirement, council serves notice on Mana Whenua of the area who may be affected, through iwi authorities. Requiring authorities must also consult with the relevant iwi as part of the designating process.

Ngā ritenga ā-pūtea / Financial implications

25. A decision of this procedural nature is not considered to have financial implications on Auckland Council.

Ngā raru tūpono / Risks

26. If local boards choose not to delegate to provide views on notified applications, there is a risk that they will not be able to provide formal views prior to the submission closing date and may miss the opportunity to have their feedback presented and heard at a hearing.

Ngā koringa ā-muri / Next steps

27. The appointed member of the Ōtara-Papatoetoe Local Board will operate under the delegations of the Ōtara-Papatoetoe Local Board once they have been adopted.

Ngā tāpirihanga / Attachments

There are no attachments for this report.

Ngā kaihaina / Signatories

Authors

Carol Stewart - Principal Policy Analyst

Authorisers

Kataraina Maki - GM - Community & Social Policy

Carol McKenzie-Rex - Relationship Manager

Ōtara-Papatoetoe Local Board

17 April 2018

Local Transport Capital Fund: options for distribution and size of the fund

File No.: CP2018/04638

Te take mō te pūrongo / Purpose of the report

1. This report seeks formal feedback from the local board on options for the future size and underlying distribution methodology of the local transport capital fund (LTCF) and on the proposal to increase advisory support for the fund from Auckland Transport staff.

Whakarāpopototanga matua / Executive summary

2. In September 2017, the Governing Body agreed in principle to an increase to the local transport capital fund as an outcome of the governance framework review. Staff were directed to undertake further work with Auckland Transport and local boards on the size of the increase, and the distribution methodology.

3. The LTCF was established in 2012 and currently sits at $10.8 million. It is allocated on a pure population basis. Two options for the size of funding increase have been modelled, an increase of $6 million and an increase of $10 million.

4. Staff have also modelled three different distribution options: the current population model, a model applying the Local Boards Funding Policy, and a model that includes a mix of a fixed level of funding per board, along with a variable rate determined by the Local Boards Funding Policy.

5. Each of the options has been assessed against a set of criteria. The pure population model is not supported by staff, while each of the other two models has merits. On balance, staff recommend that the Local Boards Funding Policy be applied to the distribution of the LTCF, with an additional amount of $10 million being added to the fund. Feedback is sought from local boards on their preferences.

6. It is also recommended that Auckland Transport have funding allocated to provide an increased level of support to local boards in developing and assessing local transport projects.

7. Final decisions will be made by the Governing Body as part of the 10-year budget process in May.

Ngā tūtohunga / Recommendation/s

That the Ōtara-Papatoetoe Local Board endorses:

a) an increase to the local transport capital fund of $10 million per annum (inflation adjusted) from 1 July 2018

b) the distribution of the entire local transport capital fund to be made according to Auckland Council’s Local Boards Funding Policy from 1 July 2018

c) Auckland Transport receiving additional funding to provide an increased level of support to local boards in developing and assessing projects for the local transport capital fund.

Horopaki / Context

8. The local transport capital fund (LTCF) was established by resolution of the Strategy and Finance Committee [SF/2012/40] in April 2012, in order to provide local boards with access to funding for local transport projects that had strong local significance, but which were unlikely to be prioritised through the regional transport planning process.

9. The establishment of the fund is consistent with the government’s original policy intent that local boards would have a role in funding local transport projects out of a dedicated local budget [CAB Minute(09) 30/10] and that “local boards will have an advisory role with respect to transport services and a budget for the transport elements of ‘place shaping’^{^[1]}”.

10. The objectives of the fund are to:

· ensure locally important transport projects are given appropriate priority

· provide local boards with more direct ability to influence local transport projects.

11. Projects must be deliverable, meet transport safety criteria and not compromise the network. Auckland Transport retains the responsibility for delivering projects delivered through this funding and the budget remains with Auckland Transport. Depreciation and consequential operating expenditure are also the responsibility of Auckland Transport, as is the core administration of the fund.

12. The fund was initially set at $10 million per annum (since adjusted for inflation, and now sitting at $10.8 million) and is currently split between the local boards on the basis of population, excepting Waiheke and Great Barrier Island local boards, which receive two per cent and one per cent of the fund respectively. The population figures that the distribution is based on have remained at 2012^{^[2]} levels.

13. At the Governing Body meeting of 28 September 2017, at which the recommendations of the Governance Framework Review Political Working Party were considered, it was agreed [GB/2017/117] that officers would report back to the governing body through the 10-year budget process on options for significantly increasing the LTCF, as well as providing an assessment of options for allocating the additional funding.

14. This report provides options for the quantum of the proposed increase, the method of allocating the proposed increase among the twenty one local boards and issues relating to the administration of the fund. Workshops have been held with each local board to discuss these proposals and now formal feedback is sought through business meetings. Final recommendations will be made to the Governing Body in May.

Tātaritanga me ngā tohutohu / Analysis and advice

15. Issues with the local transport capital fund identified through the governance framework review were grouped under three key themes:

· the overall size, or quantum, of the local transport capital fund

· the methodology underpinning its distribution among local boards

· the administration and support provided by Auckland Transport to local boards in relation to developing options and projects for consideration.

Quantum of funding

16. When the LTCF was initially established at $10 million, the figure was not based on any specific assessment of need, but more on the recognition that smaller, local projects that had a strong place shaping component were unlikely to be funded according to Auckland Transport and NZTA’s prioritisation formulas.

17. While the fund took some time to get established, it is now delivering valuable transport related outcomes for communities across Auckland. The LTCF spend forecast in 2016-17 financial year was $17 million, as boards have been able to accumulate funding across years to put towards more significant projects. It has delivered 286 projects over the five year period.

18. The LTCF contribution to these many local projects has also been complemented through the input of additional funds from Auckland Transport (as well as NZTA subsidy) with the value of the work they have delivered to their communities being substantially leveraged through this additional funding.

19. Staff have modelled the impact of the proposed increase on individual local boards according to a range of distribution models. In doing so, two different levels of increase have been used – the $10 million figure, initially proposed by Auckland Transport, and a lower figure of $6 million.

20. Neither figure is based on specific needs assessment, but Auckland Transport is of the view that a baseline of approximately six hundred and fifty thousand dollars a year is desirable to give individual boards the resources to support significant local projects. This would require an increase of at least $6 million per annum.

21. Boards that have had access to higher levels of funding have generally found it easier to leverage that to attract NZTA subsidies and additional Auckland Transport funding, for example for projects that are being brought forward as a result of LTCF investment. Successful examples include the Half Moon Bay ferry terminal, the Mt Albert Station Bridge and the Māngere Future Streets project.

Distribution methodology

22. This section provides modelling of three distribution options applied to two levels of overall increase (sub-option A being an increase of $6 million, and sub-option B being an increase of $10 million). The options are:

· Option 1: status quo – simple population based distribution of both the existing fund and any additional funding

· Option 2: applying the current Local Boards Funding Policy to the distribution of the fund

· Option 3: a model that provides for a fixed level of baseline funding for all boards, as well as a variable component based on the Local Boards Funding Policy.

Population based distribution

23. In 2012, the governing body elected to distribute the first iteration of the LTCF purely on a population basis, following consultation with local boards^{^[3]}^. The distribution has not been adjusted to account for population distribution changes since the fund was established.

24. We have modelled (Appendix A) the option of applying the population based distribution methodology, based on Statistics NZ 2017 population estimates. As you will see from the modelling, the impact on boards with higher populations is the most significant, in terms of an increase in funding, especially if the additional amount is $10 million.

25. Under this model, however, if the additional amount is $6 million, six boards would still fall short of the $650,000 baseline figure identified by Auckland Transport as being desirable to enable the delivery of viable local transport proposals.

Applying the Local Boards Funding Policy to the LTCF

26. Following the establishment of the LTCF, work was undertaken to develop the current Local Boards Funding Policy, as required under the Local Government (Auckland Council) Act 2009. This policy was adopted in 2014, and uses an allocation methodology incorporating three factors: population (90 per cent), deprivation (five per cent) and land area (five per cent). This funding policy is currently applied to locally driven initiatives funding, including the local capital fund, but was not retrospectively applied to the LTCF.

27. The development of the funding policy involved significant consultation and engagement with local boards prior to final adoption. There are no current plans to review the policy.

28. We have modelled (Appendix B) the option of applying the Local Boards Funding Policy to the distribution of the LTCF. The modelling has been applied to the existing fund and the additional amounts of $6 million and $10 million. The modelling is also based on 2017 population estimates.

Fixed and variable costs distribution

29. As previously noted, Auckland Transport has the view that in order to deliver transport infrastructure of any significance, a certain level of baseline funding is desirable – around $650,000 per annum, based on practical experience.

30. Many local boards have achieved significant results with their local transport projects, but transport infrastructure is inherently costly and costs tend not to vary according to location. For example, a footbridge and walking path in Pukekohe will tend to cost the same as a comparable one in Glenfield.

31. In considering the distribution methodology for the extended fund, Auckland Transport has put forward the following factors as being relevant:

· the cost of building transport infrastructure is not directly related to the size of the population it serves

· mature areas with high populations tend to already have higher quality and better developed transport infrastructure

· the existing Auckland Transport/NZTA criteria for regional transport spending tend to favour, as would be expected, areas of high density and growth

· the physical size of an area tends to have a correlation with the need for transport infrastructure e.g. the number of settlements, town centres.

32. A distribution model based on a split of fixed and variable costs has also been modelled as an option. The methodology involves fifty per cent of the entire quantum of funding being distributed by an even split (with the exception of Great Barrier and Waiheke Island Boards which receive 1/3 and 2/3 of a single share respectively), thus giving all other local boards the same level of core funding. The other fifty per cent of the funding would be distributed according to the Local Boards Funding Policy.

33. We have modelled (Appendix C) the option of applying this fixed/variable costs model to the distribution of the LTCF.

Assessing the options

34. Each of the three distribution models has elements to recommend it and others that detract from it. In assessing the models, staff applied the following assessment criteria:

· transparency and ease of understanding for communities and stakeholders

· equity and fairness of outcomes across the region

· ensuring delivery of good local transport outcomes

· recognising the role of local boards as leaders of place shaping with their communities.

35. Staff assessment of the options against these criteria is set out below.

Options 1a and 1b – population based distribution

36. These options have been modelled on 2017 Statistics New Zealand population estimates.

37. A pure population based approach has the benefits of being objective, transparent and straightforward and means that funding received is proportionate to the number of ratepayers. It was, however, recognised at the time that this approach applied to areas of extremely low population (Waiheke and Great Barrier Islands) would result in those boards receiving insufficient funding to achieve anything practical, hence the application of the one and two per cent formula for the island boards. A similar approach is also used in the Local Boards Funding Policy.

38. The limitations of this approach are that it does not address either the level of need in a given local board area, or the underlying cost drivers of transport infrastructure. Hence, large areas of low population density with significant roading networks and multiple population centres are funded at the same, or lower, level as smaller urban communities of interest with already well-developed transport infrastructure, but higher population density.

39. The distribution methodology is simple and transparent and easy for communities and stakeholders to understand. In terms of delivering equity and fairness, this model delivers the widest differential of funding levels across boards, with the highest funded board receiving 2.78 times the amount of the lowest funded board (excluding the island boards).

40. Option 1a also results in six boards receiving less than Auckland Transport’s benchmark identified as desirable for supporting good local transport outcomes in communities. The model limits the potential for those boards to actively implement their role as local place shapers and to leverage additional investment into their projects. This model, and therefore Options 1a and 1b, is not supported by either Auckland Council or Auckland Transport staff.

Options 2a and 2b – Local Boards Funding Policy based distribution

41. This distribution method involves application of the current Local Boards Funding Policy. The policy is currently applied to distribution of funding for local activities (including local capex) to local boards and is based on the following factors: ninety per cent population^{^[4]}, five percent deprivation^{^[5]}and five per cent land area^{^[6]}^.

42. Applying the Local Boards Funding Policy is a simple methodology that has a clear rationale, is easily described to the community and is consistent with council’s wider approach to funding local boards. It takes account of multiple factors, delivering a more equitable distribution of funding, especially to boards with lower populations but very large land areas and roading networks.

43. Reviewing the projects that have been funded from the LTCF to date, it is clear that much of the local boards’ focus has been on “people centred” transport projects, for example pedestrian safety improvements, walkways and cycleways, footpaths and streetscape improvements. This is consistent with the principles underpinning the Local Boards Funding Policy i.e. that population is the key driver of need for the funding, but that geography and deprivation also need to be taken into account.

44. This distribution methodology evens out the increase in funding across the twenty one boards. The boards with a larger land area receive more funding than under the pure population model, and all boards receive the proposed level of baseline funding, but only under the $10 million quantum increase.

45. Under this model, however, the level of funding that accrues to the more populous boards becomes very substantial in relationship to that for the smaller boards, due to the compounding impact of the distribution model. For example, the Howick Local Board would receive over $1.7 million and Henderson-Massey over $1.4 million. Despite these extremes, this option provides an arguably more equitable and nuanced distribution of funding, as well as being consistent with current funding policy.

46. Its variation between the lowest and highest level of funding is still high with the highest funded board receiving 2.57 times the amount of the lowest funded board. Under Option 2a, five boards still receive less than Auckland Transport’s desirable benchmark for delivering good local transport outcomes in communities and it limits the potential for those boards to actively implement their role as local place shapers.

47. This is the preferred option on the basis of consistency with the existing funding policy, assessment against the criteria and recognition of the population focus of projects delivered using this fund. The preferred option is for the $10 million quantum as better providing for good local transport outcomes and delivering local place shaping.

Options 3a and 3b – fixed and variable cost distribution

48. This model is more complex and less transparent to communities and stakeholders than the other models. The identification of the benchmark figure is based on Auckland Transport’s experience of administering the fund over the past five years and the learning that has been gained from this, rather than in-depth financial analysis of infrastructure costs.

49. The results of this distribution are similar to those of applying the Local Boards Funding Policy, in that a similar number of local boards benefit under each model. However, it is different local boards that benefit from each model. In terms of equity and fairness, this model reduces the difference between the highest funded and lowest funded boards and also brings all boards above the $650,000 benchmark, even under Option 3a ($6m increase).

50. The model reduces the impact of population on the distribution of funding, however, which is a core component of current funding policy and the focus of the projects delivered using the LTCF. The model performs well against the criteria of enabling the delivery of good local transport outcomes and supporting the role of local boards as place shapers.

Summary of assessment of options

51. Of the three distribution models assessed, the current model of pure population distribution performed the poorest and is not recommended by either Auckland Council or Auckland Transport staff.

52. The other two models deliver mixed results against the criteria. On balance, staff recommend that the Local Boards Funding Policy distribution best meets the criteria and is consistent with current funding policy. The final recommendation to the governing body will also be informed by feedback from local boards through this process.

Administration of the LTCF

53. When the LTCF was established in 2012, it was recognised that there would be an impact on Auckland Transport as the fund administrator. While design costs are capitalised within the cost of a specific project, there are also additional costs in developing options, undertaking feasibility studies, assessing proposals and general administration.

54. It was noted at the time that if each local board proposed 3-4 projects a year that this could place a considerable burden on Auckland Transport and it was recommended that this be reviewed at the time the fund was reviewed. Given the proposed increase to the size of the fund, this issue needs to be revisited.

55. Auckland Transport’s advice on LTCF investment focusses on whether a project put forward by a local board is technically feasible, and whether it is realistic in light of the available funding from the LTCF. During the governance framework review some local board members raised concerns about the nature and quality of advice received from Auckland Transport in relation to LTCF proposals. Boards felt that advice was limited to assessing their proposal against criteria, rather than helping them identify and develop high quality proposals.

56. It is recommended that Auckland Transport be allocated additional opex funding in support of the LTCF to be used to develop a more systematic and responsive work programme with local boards around the application of the LTCF. This will include supporting boards to investigate and develop options for projects for consideration. A sum of $500,000 per annum is recommended to support this deliverable.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe /
Local impacts and local board views

57. Workshops have been held with every local board and a range of initial feedback has been received. Discussion on collective views has also taken place at the Local Board Chairs’ Forum. While some local boards have given early indication of their preferred options, others have reserved the right to engage in further consideration ahead of providing formal feedback.

58. There was general support for an increase to the fund and for additional funding to be provided to Auckland Transport to provide advice on projects and mixed views on options for allocating the fund. As noted in the assessment of options, each of the options for the amount of increase and the distribution methodology affects individual boards differently.

59. Growth was raised by some boards as a factor that should be considered. Staff’s view is that the population element of each of the models addresses this as current population is the only reliable indicator of growth. Population estimates are updated and will be applied to the fund annually.

60. As noted in the assessment of options, each of the options for the amount of increase and the distribution methodology affects individual boards differently. A recent presentation to the Local Board Chairs’ Forum noted that it would be helpful for the Governing Body to have a clear preference signalled by the majority of local boards, in order to facilitate its decision making.

Tauākī whakaaweawe Māori / Māori impact statement

61. A move away from a pure population based distribution model would take into account other factors, being deprivation and land area. Both options 2 and 3 include a deprivation component, although this is greater in option 2. This would have some positive impact on local board areas where there is a higher Māori population.

Ngā ritenga ā-pūtea / Financial implications

62. The source of the additional funding is not addressed in this report, as it is being considered through the overall budget setting process in the 10-year budget. Essentially, however, there are two options that the governing body will need to consider – that additional funding comes from rates and/or borrowing, or Auckland Transport reprioritises within its existing funding envelope.

63. The proposed size of the increase to the fund (both options) is not significant enough within the overall transport budget to be able to enable transparent trade-offs at a detailed level e.g. which specific transport projects might not be funded in the Regional Land Transport Plan in a given year if the LTCF is increased.

Ngā raru tūpono / Risks

64. No significant risks have been identified.

Ngā koringa ā-muri / Next steps

65. Final decisions will be made by the Governing Body as part of the 10-year budget process in May. Any new funding and change to the distribution methodology will be applied from 1 July 2018.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Population based distribution modelling	63
b ⇩	Local boards funding policy distribution modelling	65
c ⇩	Fixed and variable costs distribution modelling	67

Ngā kaihaina / Signatories

Authors

Linda Taylor - Programme Manager Governance Framework Review

Authorisers

Louise Mason - GM Local Board Services

Phil Wilson - Governance Director

Carol McKenzie-Rex - Relationship Manager

Ōtara-Papatoetoe Local Board

17 April 2018

Panuku Development Auckland Local Board six-monthly update 1 September 2017 - 28 February 2018

File No.: CP2018/03561

Te take mō te pūrongo / Purpose of the report

1. To update the Ōtara-Papatoetoe Local Board on Panuku Development Auckland (Panuku) activities within the local board area for the six months from 1 September 2017 to 28 February 2018.

Whakarāpopototanga matua / Executive summary

2. Panuku was established in September 2015 due to 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.

Ngā tūtohunga / Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) receive the Panuku Development Auckland Local Board update for 1 September 2017 to 28 February 2018.

Horopaki / Context

Local Activities

Development

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

6. 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.

7. Below is a high-level update on development activities in the Ōtara-Papatoetoe Local Board area:

8. In December 2015, the Auckland Development Committee (ADC, now Planning Committee) approved Manukau Metropolitan Centre as one of two new Panuku-led ‘transform’ locations. Manukau is also an Auckland Council Spatial Priority Area, as well as being the centre of The Southern Initiative (TSI).

9. In April 2016 the ADC approved a Transform Manukau High Level Project Plan (HLPP) produced by Panuku. This approval gave Panuku the mandate to leverage Council’s significant landholdings and facilities within a 600ha project area to bring about effective and coherent urban regeneration. This approval also gave Panuku the authority to commence work on a Framework Plan for the area.

10. Earthworks have commenced at 20 Barrowcliffe Place. This residential development by New Zealand Housing Foundation and Te Akitai Waiohua will provide over 250 homes, the majority of which will be ‘affordable’. Details of the development will be provided to the Local Board as they are agreed between Panuku and the developers. Panuku is working with the developers on complementary landscaping works and is in liaison with NZTA on opening and enhancing the Barrowcliffe bridge.

11. Panuku is working with the Crown, through MBIE, to identify how the council and Crown can collaborate effectively to assist in developing a more vibrant and connected central Manukau area with increased homes and jobs.

12. Panuku is completing a sale of the leasehold car park land to Scentre Group that will include arrangements for Panuku and Scentre Group to collaborate on the design and integration of the redeveloped mall.

13. Action is underway to lodge High Court proceedings to remove restrictive covenants from properties around Manukau Plaza. These covenants restrict retail activation of ground floor space and the removal of the covenants will increase the ability for this area adjacent to the mall to be more activated.

14. The contract to upgrade Putney Way has been let and work has started. The street upgrade works are being managed by AT.

15. Place making activities have been carried out regularly in the Manukau town centre.

Portfolio management

16. Panuku manages ‘non-service’ properties owned by council and Auckland Transport (AT). Non-service properties are those 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.

17. As at 28 February 2018, the property portfolio comprises 1437 properties, containing 1119 leases. The current portfolio includes vacant land, industrial buildings, warehouses, retail shops, cafes, offices, medical centres, and a large portfolio of residential rental homes.

18. The return on the property portfolio for the period ending 28 February 2018 was above budget, with a net surplus to council and AT shareholders of $1.1m ahead of budget.

19. 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 Ōtara-Papatoetoe Local Board Area

20. Panuku currently manages 37 commercial and 4 residential interests within the Ōtara-Papatoetoe Local Board area.

Business interests

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

22. There are currently no managed business interests in the Ōtara-Papatoetoe Local Board area.

Portfolio strategy

Optimisation

23. 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.

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

Portfolio review and rationalisation

Overview

25. 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 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

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

27. Target for July 2017 to June 2018:

Unit	Target	Achieved
Portfolio review	$60m disposal recommendations	$30.25m as at 28 February 2018

Process

28. Once identified as a potential sale candidate, a property is taken through a multi-stage ‘rationalisation’ process. The agreed process includes engagement with council, council-controlled organisations (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

29. Properties currently under review in the Ōtara-Papatoetoe 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
30R Birmingham Road, Ōtara	Open space that following a review has been identified as potentially surplus to council requirements. It is a recreation reserve subject to the Reserves Act 1977. Council’s Parks and Recreation Policy team assessed that the site does not connect to existing open space; it does not improve the open space value of existing parks and open space; its proximity to East Tamaki Reserve; and due to its location in a light industrial zone. The rationalisation process commenced in December 2017. No alternate service uses for the subject site were identified during the internal consultation. Panuku will seek the board’s view regarding the subject site in March 2018.
22R Clyde Road, Ōtara	Vacant land classified as a recreation reserve subject to the Reserves Act 1977. An enquiry from the neighbouring property owner regarding ongoing property maintenance issues and potentially purchasing the site resulted in a review by Council’s Parks and Recreation Policy team, which assessed the site as not required for open spaces purposes. The rationalisation process commenced in July 2017. No alternate service uses for the subject site were identified during the internal consultation. The board endorsed the proposed disposal at its November 2017 meeting. Panuku will recommend a disposal to the Finance and Performance Committee’s July 2018 meeting.
570 Great South Road, Papatoetoe	An off-street car park identified by AT as not required for future service needs. The rationalisation process commenced in July 2017. No alternate service uses for the subject site were identified during the internal consultation. The board endorsed the proposed disposal at its November 2017 meeting. Panuku will recommend a disposal to the Finance and Performance Committee’s July 2018 meeting.
66R Hallberry Road, Mangere East	Vacant land classified as local purpose (road) reserve subject to the Reserves Act 1977. Auckland Transport has confirmed that it has no strategic transport purpose for the property. The rationalisation process commenced in April 2017. No alternate service uses for the subject site were identified during the internal consultation. The board endorsed the proposed disposal at its November 2017 meeting. Panuku will recommend a disposal to the Finance and Performance Committee’s July 2018 meeting.
139 Kolmar Road, Papatoetoe	An off-street car park identified by AT as not required for future service needs. The rationalisation process commenced in April 2017. No alternate service uses for the subject site were identified during the internal consultation. The board endorsed the proposed disposal at its November 2017 meeting. Panuku will recommend a disposal to the Finance and Performance Committee’s July 2018 meeting.

Acquisitions and Disposals

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

Acquisitions

31. Panuku does not decide which 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.

32. Panuku purchased eight properties for open space across Auckland in this financial year (ending 30 June 2018) at a cost of $19.7m, and also bought six properties for storm water use at a value of $4.2m.

33. One property was purchased in the Ōtara-Papatoetoe Local Board area during the reporting period

Disposals

34. The disposal team sold eight properties for a total of $10.7m this financial year. The team’s 2017/2018 target is $8.0m for the year. The target is agreed with the council and is reviewed on an annual basis.

35. One of the properties sold is in the Ōtara-Papatoetoe Local Board area: 6 Butler Avenue, Papatoetoe.

Housing for Older People

36. The council owns 1412 units located in 62 villages across Auckland, which provides rental housing to low income older people in Auckland.

37. The Housing for Older People (HfOP) project involved the council partnering with a third-party organisation, The Selwyn Foundation, to deliver social rental housing services for older people across Auckland.

38. The joint venture business, named Haumaru Housing, took over the tenancy, facilities and asset management of the portfolio, under a long-term lease arrangement from 1 July 2017.

39. Haumaru Housing was granted Community Housing Provider (CHP) status in April 2017. Having CHP registration enables Haumaru to access the government’s Income Related Rent Subsidy (IRRS) scheme.

40. Auckland Council has delegated Panuku to lead a new multi-year residential development programme.

41. The first new development project is a 40-unit apartment building on the former Wilsher Village site on Henderson Valley Road, Henderson. Once completed in mid-2019, this development will increase the council’s portfolio to 1452 units.

42. The following HfOP villages are located within the Ōtara-Papatoetoe Local Board area:

Village	Address	Number of units
Acacia Court	25 Kolmar Road, Papatoetoe	37
Hills Court	14 Hills Road, Ōtara	45
Otara Court	163 East Tamaki Road, Ōtara	61
Whitehaven Court	146 Kolmar Road, Papatoetoe	24

Regional Activities

Highlights

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

44. Transform locations – Panuku ‘transforms’ locations by creating change through urban regeneration. Panuku leads the transformation of select parts of the Auckland region; working alongside others and using the 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.

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

46. 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

47. The Wynyard Quarter is undergoing rapid change both commercially and residentially, with thousands of Aucklanders using this space every week.

· 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.

· 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.

· 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 Auckland Tourism, Events, and Economic Development (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.

· 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 moved in during September 2017.

48. The high-level plan to ‘Transform Onehunga’, on a similar scale to Wynyard Quarter and Manukau, was approved in March 2017. The plan was completed involving significant consultation with the community. Panuku is leading the redevelopment of strategic council-owned land, and works in partnership with government and others, to deliver positive outcomes for the local community. The East-West link, which affects the wharf and southern parts of the area, is currently being reassessed by the New Zealand Transport Agency (NZTA). The final board of inquiry decision approving the East-West link was given in January 2018. Panuku is however, expecting amended plans later this year. Working with the local board and key stakeholders, Panuku has advanced plans on the town centre and the Onehunga wharf precinct where possible. The Framework Plan that will guide the transformation is due for completion in April 2018.

Unlock locations

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

50. 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.

51. 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.

52. 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.

53. 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.

54. 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.

55. 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.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe /
Local impacts and local board views

56. This report is for the Ōtara-Papatoetoe Local Board’s information.

57. 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

Tauākī whakaaweawe Māori / Māori impact statement

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

59. 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.

60. There are 19 Mana Whenua in the region, with 12 having indicated an interest in Panuku lead activities within the Ōtara-Papatoetoe Local Board area.

61. Māori make up 16 percent of the Ōtara-Papatoetoe Local Board population, and there are five marae located within the local board area.

62. 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.

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

Ngā tāpirihanga / Attachments

There are no attachments for this report.

Ngā kaihaina / Signatories

Authors

Sven Mol - Corporate Affairs Advisor, Panuku Development Auckland

Authorisers

Helga Sonier - Senior Engagement Advisor, Panuku Development Auckland

Carol McKenzie-Rex - Relationship Manager

Ōtara-Papatoetoe Local Board

17 April 2018

Governance Forward Work Calendar - April 2018

File No.: CP2018/03613

Te take mō te pūrongo / Purpose of the report

1. To present to the Ōtara-Papatoetoe Local Board the six months Governance Forward Work Calendar.

Whakarāpopototanga matua / Executive summary

2. This report introduces the Governance Forward Work Calendar: a schedule of items that will come before local boards at business meetings and workshops over the next six months. The Governance Forward Work Calendar for the Manurewa Local Board is included in Attachment A.

3. The calendar aims to support local boards’ governance role by:

i) ensuring advice on agendas and workshop material is driven by local board priorities

ii) clarifying what advice is required and when

iii) clarifying the rationale for reports.

4. The calendar will be updated every month, be included on the agenda for business meetings and distributed to relevant council staff. It is recognised that at times items will arise that are not programmed. Board members are welcome to discuss changes to the calendar.

Ngā tūtohunga / Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) note the Governance Forward Work Calendar.

Horopaki / Context

5. The council’s Quality Advice Programme aims to improve the focus, analysis, presentation and timeliness of staff advice to elected representatives. An initiative under this is to develop forward work calendars for governing body committees and local boards. These provide elected members with better visibility of the types of governance tasks they are being asked to undertake and when they are scheduled.

6. Although the document is new, there are no new projects in the Governance Forward Work Calendar. The calendar brings together in one schedule reporting on all of the board’s projects and activities that have been previously approved in the local board plan, long-term plan, departmental work programmes and through other board decisions. It includes governing body policies and initiatives that call for a local board response.

7. This initiative is intended to support the boards’ governance role. It will also help staff to support local boards, as an additional tool to manage workloads and track activities across council departments, and it will allow greater transparency for the public.

8. The calendar is arranged in three columns, “Topic”, “Purpose” and “Governance Role”:

i) Topic describes the items and may indicate how they fit in with broader processes such as the annual plan.

ii) Purpose indicates the aim of the item, such as formally approving plans or projects, hearing submissions or receiving progress updates

iii) Governance role is a higher-level categorisation of the work local boards do. Examples of the seven governance categories are tabled below:

Governance role	Examples
Setting direction / priorities / budget	Capex projects, work programmes, annual plan
Local initiatives / specific decisions	Grants, road names, alcohol bans
Input into regional decision-making	Comments on regional bylaws, policies, plans
Oversight and monitoring	Local board agreement, quarterly performance reports, review projects
Accountability to the public	Annual report
Engagement	Community hui, submissions processes
Keeping informed	Briefings, cluster workshops

9. Board members are welcome to discuss changes to the calendar. The calendar will be updated and reported back every month to business meetings. Updates will also be distributed to relevant council staff.

Tātaritanga me ngā tohutohu / Analysis and advice

10. This report is an information report providing the governance forward work programme for the next six months.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe /
Local impacts and local board views

11. All local boards are being presented with Governance Forward Work Calendars for their consideration.

Tauākī whakaaweawe Māori / Māori impact statement

12. The projects and processes referred to in the Governance Forward Work Calendar will have a range of implications for Māori which will be considered when the work is reported.

Ngā ritenga ā-pūtea / Financial implications

13. There are no financial implications relating to this report.

Ngā raru tūpono / Risks

14. This report is a point in time of the governance forward work calendar. It is a living document and updated month to month. It minimises the risk of the board being unaware of planned topics for their consideration.

Ngā koringa ā-muri / Next steps

15. Staff will review the calendar each month in consultation with board members and will report an updated calendar to the board.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Governance Forward Work Calendar - April 2018	113

Ngā kaihaina / Signatories

Authors	Carmen Fernandes - Democracy Advisor
Authorisers	Carol McKenzie-Rex - Relationship Manager

[1] Cabinet paper: Auckland Governance: Regional Transport Authority Steven Joyce, Minister of Transport 2009

[2] Based on Statistics NZ 2011 population estimates

[3] There was no formal local board funding policy in place at this time

[4] Based on annually revised estimates from Statistics NZ

[5] Based on Index of Deprivation provided by the Ministry of Health

Chairperson	Lotu Fuli
Deputy Chairperson	Ross Robertson, QSO, JP
Members	Apulu Reece Autagavaia
	Dr Ashraf Choudhary, QSO, JP
	Mary Gush
	Donna Lee
	Dawn Trenberth