Agenda of Waiheke Local Board

1 Welcome

Kua uru mai a hau kaha, a hau maia, a hau ora, a hau nui,

Ki runga, ki raro, ki roto, ki waho

Rire, rire hau…pai marire

Translation (non-literal) - Rama Ormsby

Let the winds bring us inspiration from beyond,

Invigorate us with determination and courage to achieve our aspirations for abundance and sustainability

Bring the calm, bring all things good, bring peace….good peace.

2 Apologies

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

3 Declaration of Interest

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

4 Confirmation of Minutes

That the Waiheke Local Board:

a) confirm the ordinary minutes of its meeting, held on Thursday, 7 June 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 7.7 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 Waiheke Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

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

9 Public Forum

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

9.1 Food cart application - Sarah Chook and Brendan Mooney

Te take mō te pūrongo / Purpose of the report

1. Sarah Chook and Brendan Mooney will be in attendance to speak to the board about Sarah’s food cart application that will be coming to the board for landowner approval.

Ngā tūtohunga / Recommendation

That the Waiheke Local Board:

a) thank Sarah Chook and Brendan Mooney for their attendance and 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

Under Standing Order 2.5.1 a Notice of Motion has been received from Chairperson Cath Handley for consideration under item 19.

Waiheke Local Board

28 June 2018

Auckland Transport Waiheke Local Board update - June 2018

File No.: CP2018/08929

Te take mō te pūrongo / Purpose of the report

1. To provide an update to the Waiheke Local Board on transport related matters in their area including the Local Board Transport Capital Fund (LBTCF).

Whakarāpopototanga matua / Executive summary

2. Auckland Transport has shared a proposal for a new footpath on Oue Street works in the area with the local board, as part of an ongoing commitment to improve these footpath facilities on the Island. The board did not support this project. They believe that there are other roads that would provide more benefit.

3. Other Auckland Transport activities impacting on the local board area, and the following regional initiatives:

· Minor safety projects on Waiheke.

· Kennedy Point wharf update.

· Ferry update.

· Speed campaign.

· Putiki Road update.

Ngā tūtohunga / Recommendation

That the Waiheke Local Board:

a) note the Auckland Transport Waiheke Local Board update - June 2018.

Horopaki / Context

4. Auckland Transport is responsible for all of Auckland’s transport services, excluding state highways. They report on a monthly basis to local boards, as set out in their Local Board Engagement Plan. This monthly reporting commitment acknowledges the important engagement role local boards play within and on behalf of their local communities.

5. The LBTCF is a capital budget provided to all local boards by Auckland Council and delivered by Auckland Transport. Local boards can use this fund to deliver transport infrastructure projects that they believe are important but are not part of Auckland Transport’s work programme. Projects must also:

· Be safe.

· Not impede network efficiency.

· Be in the road corridor (although projects running through parks can be considered if there is a transport outcome).

Tātaritanga me ngā tohutohu / Analysis and advice

Local Board Transport Capital Fund

6. Herewith the summary of the Local Board Transport Capital Fund:

Other Auckland Transport news

Minor safety Projects

7. Auckland Transport are proposing to deliver the following minor safety projects before the end of the calendar year.

8. Wharf Road/Putiki Road to the Causeway. To provide a wider shoulder on the eastern side of Wharf Road to enable a safe walking area for pedestrians to/from Putiki Road to Wharf Road.

9. Wharf Road/Belgium Street – Road marking changes to reduce left turn entry speed from Wharf Road to Wharf Road. Flexi posts will also accompany it before a permanent island is installed at a later date.

10. Belgium Street outside exit from Countdown – The traffic island on the south side of Belgium Street will be cutback to ease the left turn out from Countdown. Some drivers exiting are tracking within the flush median causing some near misses for right turning traffic into Countdown.

Kennedy Point wharf update

11. Auckland Transport has received the Resources Consent from Auckland Council for the Wharf reconstruction. Auckland Transport will be reviewing the details in full to ensure that all conditions are able to be met.

12. Auckland Transport is currently evaluating the tenders received and expect a decision by the end of June. Once we have an identified the successful contractor Auckland Transport can establish a more detailed construction programme for the works. This will then be discussed with the board.

13. The preferred timeframe of six months required by Auckland Transport was not considered achievable, due to lead time on some of the required materials and as Auckland Transport are aware of the need to minimise the impact of the works and to keep Kennedy Point as operational as possible.

Ferry update

Planned Maintenance Works at Matiatia

14. Planning is continuing to be progressed with the delivery of maintenance works at both the Old Matiatia wharf and also the main Matiatia berths. Works on the Old Matiatia berth will result in the temporary restriction of access to the fueling site for users for short periods of time, and this will be communicated to users in advance. Works on both sites will be completed over the winter period, prior to the increase in use of both sites.

Half Moon Bay

15. Site works are now progressing on the completion of the Half Moon Bay passenger facility and the provision of dedicated bus stop facilities. Completion is planned for mid-2018, but in the interim there may be some minor disruption to vehicle movements accessing and egressing the Half Moon Bay Vehicular terminal.

Ferry Futures Strategy

16. Work continues in the review of the current ferry strategy for Auckland. The reviews covers many aspects of ferry service provision and will not be limited to existing service provision. Summary of the initial output is to be shared with the AT Board during June and July.

Speed Campaign

17. Auckland Transport has begun a community speed campaign on Waiheke called love our local community.

18. Billboards and banners will on display across the island, with the faces of locals asking drivers to slow down.

19. There will also be an opportunity for grocery bags and reusable coffee cups for people to collect to remind them of the slow down message.

20. Three driver feedback signs have been installed and will be rotated around the island to help drivers correct their speed.

Putiki Road Update

21. The early arrival of winter means the sealing and stabilising work on Putiki Road will be delayed until the spring.

22. Auckland Transport and its contractor Downer, will delay the sealing because the temperature is too low and it’s too wet.

23. AT says if the sealing went ahead now, water could be trapped in the pavement and this could lead to it failing prematurely.

24. Doing the work in early spring will give the pavement time to dry.

25. In the meantime, all footpath and drainage works will be completed, however the road surface will stay in its pre-seal condition and will be maintained on a weekly basis until the weather improves.

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

26. The proposed decision of receiving the report has no local, sub-regional or regional impacts.

Auckland Transport consultations

27. Over the last reporting period, Auckland Transport has invited the local board to provide their feedback on the following proposal: Footpath on Oue Road.

28. The local board expressed the following view: This project does not meet the board’s current priority for new footpaths on Waiheke.

Tauākī whakaaweawe Māori / Māori impact statement

29. The proposed decision of receiving the report has no impacts or opportunities for Māori. Any engagement with Māori, or consideration of impacts and opportunities, will be carried out on an individual project basis.

Ngā ritenga ā-pūtea / Financial implications

30. The proposed decision of receiving the report has no financial implications.

Ngā raru tūpono / Risks

31. The proposed decision of receiving the report has no risks.

Ngā koringa ā-muri / Next steps

32. Auckland Transport will provide another update report to the local board next month.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	The drawing for the new footpath on Oue Road	13

Ngā kaihaina / Signatories

Author	Melanie Dale - Elected Member Relationship Manager, Auckland Transport
Authoriser	Jonathan Anyon - Manager Elected Member Relationship Unit, Auckland Transport

Waiheke Local Board

28 June 2018

Freedom Camping Bylaw Development

File No.: CP2018/09436

Te take mō te pūrongo / Purpose of the report

1. To seek formal feedback from the Waiheke Local Board on sites to be managed by the draft freedom camping bylaw (the bylaw).

Whakarāpopototanga matua / Executive summary

2. In August 2017 the Regulatory Committee decided to develop a bylaw under the Freedom Camping Act 2011 (the Act).

3. The council can only restrict or prohibit the activity through a bylaw made under the Act if it is satisfied that it is necessary to:

· protect the area, and/or

· protect the health and safety of people who may visit an area, and/or

· protect access to the area.

4. Staff have now carried out site assessments for the Waiheke Local Board area and have concluded there are:

· twelve sites with adequate evidence to be scheduled as prohibited

· no sites with adequate evidence to be scheduled as restricted

· no suitable sites for non-self-contained camping.

5. Recommendations provided by the Waiheke Local Board will be incorporated into a report to the Regulatory Committee in August 2018.

Ngā tūtohunga / Recommendations

That the Waiheke Local Board:

a) recommend to the Regulatory Committee that the 12 sites contained in Attachment A be prohibited through a bylaw under the Freedom Camping Act 2011.

b) confirm their general views on the management of freedom camping expressed through the workshop on 17 May 2018 as follows:

i) the whole of Waiheke Island is unsuitable for freedom camping

ii) the island is currently struggling with fast-growing tourism and the strain that this places on infrastructure

iii) no dump station on the island increases the risk to the environment and the improper use of public composting toilets

iv) if some freedom camping were allowed there would be nowhere for campers to go once sites were full

v) issues associated with homelessness and freedom camping may overlap

vi) the implications of the Waiheke Pilot Project need to be taken into account as part of the Regulatory Committees consideration of this feedback.

Horopaki / Context

Background

6. In 2017 staff conducted a review of freedom camping in Auckland and the options available to the council to manage this activity. The review provided detailed information on current camper patterns and the associated issues.

7. Staff reported the findings of the review to the Regulatory Committee in August 2017. The Regulatory Committee decided to manage freedom camping by developing a bylaw under the Freedom Camping Act 2011 (the Act) [REG/2017/72].

8. A bylaw under the Act will allow the council to manage harm more effectively by enabling council officers to issue campers with $200 infringement fines.

Freedom Camping Act 2011

9. Under the Act freedom camping is permitted in any local authority area unless it is restricted or prohibited:

· in a bylaw made under the Act, or

· under any other enactment.

10. Other enactments include the Reserves Act 1977 which prohibits freedom camping on reserves unless a reserve management plan allows the activity.

11. The council can only restrict or prohibit the activity through a bylaw made under the Act if it is satisfied that it is necessary to:

· protect the area, and/or

· protect the health and safety of people who may visit an area, and/or

· protect access to the area.

12. The council cannot make a bylaw which effectively prohibits freedom camping everywhere in Auckland.

13. The council must be satisfied that a bylaw is the most appropriate and proportionate way of addressing the perceived problem in relation to the area. The bylaw must not be inconsistent with the New Zealand Bill of Rights Act 1990.

Tātaritanga me ngā tohutohu / Analysis and advice

Bylaw development process

14. Staff sought initial local board views through the local board cluster workshops in November 2017. This included discussion on characteristics of areas that make it either suitable or unsuitable for freedom camping. Ways to minimise potential harm were also discussed.

15. Principles were subsequently developed to guide the bylaw development. These are:

· to ensure that freedom campers can “do the right thing”

· to ensure that users and visitors to an area, including freedom campers, can enjoy the area

· to encourage the activity in suitable areas that meet the needs of freedom campers

· to protect areas of regional significance.

16. Community workshops were also held in April 2018 to test these principles. Attendees at the workshops were individuals or groups who had previously expressed an interest in the issue.

17. Staff attended workshops with all local boards in April and May 2018. The purpose of these workshops was to provide an overview of the bylaw development and to seek feedback to help inform the draft bylaw.

Approach to site assessments

18. Staff completed assessments of all council managed land to understand the areas that may need to be protected from freedom camping and scheduled in the bylaw. Assessments included the following considerations:

· the size and condition of parking area

· existing use including any leases over the area

· issues around safety in the area including anti-social behaviour and lighting

· existing facilities including toilets, drinking water, rubbish bins and gates

· the environmental, historical or cultural significance of the area.

19. To decide on recommendations for each site, staff developed a site assessment matrix (Figure 1) with two indicators:

· current or anticipated desirability of an area to campers

· level of protection required under the Act.

Figure 1 – Site Assesment Matrix

20. Medium and high desirability areas that require a higher level of protection are recommended to be prohibited.

21. Areas of medium and high desirability that require a medium level of protection are recommended to be restricted. As these sites may be suitable for a limited number of certified self-contained vehicles, site specific restrictions may include a maximum number of vehicles and a specific location within the parking area to camp.

22. High desirability areas that require a lower level of protection are recommended to have more permissive rules. These rules could allow for a limited number of non-self-contained vehicles to camp at these locations.

Areas held under the Reserves Act 1977

23. Areas held under the Reserves Act were included in the assessment. This enabled the local board to provide feedback on whether a prohibition through the bylaw was required.

24. The default position on land held under the Reserves Act is that freedom camping is not allowed. The Reserves Act does not have infringement powers available.

25. For reserves that meet the Freedom Camping Act evidential requirements to be prohibited, these areas can also be scheduled in the bylaw. This provides enforcement staff additional infringement powers.

Potential regional default rules

26. Staff also presented the following potential regional default rules at each local board workshop:

· camping is permitted only in certified self-contained vehicles

· camping is permitted for no more than two nights in any four week consecutive period

· a time by which a camper must leave the area in the morning.

27. These rules would be applied to all areas that are not otherwise scheduled in the bylaw to ensure health and safety and access to the area are protected.

Waiheke Local Board area site assessments

28. The outcome of the initial site assessments for the Waiheke Local Board area are included in Attachment A.

29. The Waiheke Local Board area initial site assessments identified:

· seven sites where there was adequate evidence to suggest a prohibition was required to protect the area

· two areas where there was adequate evidence to suggest site specific restrictions are required to protect the area

· three areas where there was adequate evidence to suggest more permissive restrictions should be in place to allow non-self-contained camping.

30. Attachment A also provides a summary of the additional evidence received from the local board and subsequent staff recommendations.

31. The final recommendation is that all 12 identified sites should be prohibited to protect the area and the health and safety of people who visit the area.

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

32. The Waiheke Local Board also provided general feedback on the development of the bylaw at the workshop on 17 May 2018. This feedback included:

· that the whole of Waiheke Island is unsuitable for freedom camping

· the island is currently struggling with fast-growing tourism and the strain that this places on infrastructure

· no dump station on the island increases the risk to the environment and the improper use of public composting toilets

· if some freedom camping were allowed there would be nowhere for campers to go once sites were full

· issues associated with homelessness and freedom camping may overlap

· the implications of the Waiheke Pilot Project need to be taken into account as part of the Regulatory Committees consideration of this feedback.

Tauākī whakaaweawe Māori / Māori impact statement

33. A memo was provided to mana whenua in November 2017 to update them on the development of the bylaw. Staff also attended the Parks and Recreation Mana Whenua Engagement Regional Hui in March 2018 to discuss the bylaw development.

34. Staff will continue to work with mana whenua through this forum to identify areas that need to be protected through the bylaw.

Ngā ritenga ā-pūtea / Financial implications

35. There are no financial implications for the Local Board from the decision being sought.

Ngā raru tūpono / Risks

36. There is a risk that the bylaw could be applied to a person experiencing homelessness and living in a vehicle.

37. The graduated enforcement model used by Licensing and Regulatory Compliance enables consideration of individual circumstances. Currently when a complaint is made about someone who is experiencing homelessness, staff work with social service agencies to ensure they are connected with the right support.

38. The Affordable Housing Policy Unit are currently developing a cross sectoral strategy on homelessness.

39. Staff will continue to work with staff across the council, including Legal Services, to understand options available to mitigate this risk.

Ngā koringa ā-muri / Next steps

40. Staff intend to report to the Regulatory Committee in August 2018 with the draft bylaw and statement of proposal. If adopted at this time, the draft bylaw will go out for full public consultation in September.

41. If the Waiheke Local Board would like to provide further feedback once the draft bylaw is adopted, this will be facilitated through the consultation and hearings process in September.

42. Based on current timelines, staff intend to have the new bylaw adopted in December 2018.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Sites to be recommended to the Regulatory Committee as prohibited	21

Ngā kaihaina / Signatories

Author

Jillian Roe - Policy Analyst

Authorisers

Kataraina Maki - GM - Community & Social Policy

Helgard Wagener - Relationship Manager Great Barrier and Waiheke Local Boards

Waiheke Local Board

28 June 2018

Waiheke Governance Pilot activity update 1 to June 2018

File No.: CP2018/09502

Te take mō te pūrongo / Purpose of the report

1. To update the Waiheke Local Board on progress with the Waiheke Governance Pilot.

Whakarāpopototanga matua / Executive summary

2. The pilot has been running since mid-January 2018. In February 2018, the Waiheke Local Board approved the pilot’s scope, principles and priorities with the agreed focus being on a handful of key longstanding issues that the local board wants progressed.

3. The recent decision-making delegation to the Waiheke Local Board over Matiatia is an early success and progress on a swimming pool and addressing issues at Rangihoua/Onetangi Sports Park are also being made. Auckland Transport has agreed to establish a Waiheke focused team which will work with the local board on key issues and this is a significant early win from the pilot.

4. Having a dedicated pilot resource that can engage with council staff who have a role or interest on Waiheke has been shown to be critical to making progress. This is especially so given the scale and breadth of council functions which directly or indirectly impact on the island.

5. Staff consider that the suggestion that the pilot’s role or focus be widened to include operational management, delegated decision-making and budgetary responsibilities is premature at this early stage and could risk diverting the pilot’s initial agreed focus.

6. The formal evaluation running alongside the pilot is already providing useful baseline data and insights that will be compared against regular updates as the pilot progresses.

Ngā tūtohunga / Recommendations

That the Waiheke Local Board:

a) receive the Waiheke pilot update report

b) note the report and any board resolutions will be forwarded to all other local boards and the Governance Working Party for their information

c) note that additional authority for the Waiheke Local Board and/or Waiheke Pilot Programme Manager will be further investigated and reported to the board as more information and analysis is available as the pilot progresses

d) forward the report to other local boards and the Joint Governance Working Party for their consideration.

Horopaki / Context

7. The 2017 review of Auckland Council’s governance arrangements resulted in the commencement of a three-year pilot project on Waiheke to trial some of the review’s findings and to test an increased level of devolved decision-making to the Waiheke Local Board.

8. Waiheke was chosen for the pilot for a number of reasons. Its geographic separation and clear community of interest means testing different decision-making approaches is warranted and can be progressed without impacting on other local board areas. The Waiheke community’s desire for more autonomy and for more locally influenced delivery was also supported in the review.

9. From 1 November 2017 a full-time pilot manager role has been established to implement the pilot, reporting directly to Auckland Council’s Governance Director. The pilot manager commenced work in earnest in mid-January 2018, having exited from his previous role and handover at that time. Pilot project governance sits with the Waiheke Local Board and the pilot manager reports monthly to board workshops. Quarterly formal pilot progress reporting to the board was also agreed and this is the first report.

10. The pilot manager keeps a detailed record of activities and a formal three-year pilot recording and evaluation process, led by council’s Research and Evaluation Unit runs alongside the pilot. These elements ensure findings, methodology and learnings are independently recorded and evaluated. The Research and Evaluation unit has already undertaken baseline council staff and community surveys. The community survey asks respondents about how effectively they feel the Waiheke Local Board, Auckland Council and Auckland Transport are working. These will be repeated at key intervals during the pilot to enable any changes in responses to be understood.

11. The pilot’s scope includes operational, policy, finance, community and governance matters. The list of pilot priorities agreed at the Waiheke Local Board’s February 2018 meeting is shown at Attachment A. The items shaded grey are currently being investigated by the pilot manager. Of these, concrete progress is being made in areas shown in table 1.

Table 1. Status of key current issues being progressed

Issue/project	Current status
Taking a lead on deciding the future use and development of public land at Matiatia	· Land use and development decision-making was delegated to Waiheke Local Board on 24 May 2018 · Auckland Transport funding to address parking issues was confirmed in a ten-year plan with decisions to be made jointly with the local board · Commercial leases are being transferred from Panuku Development Auckland to Auckland Council Community Facilities enabling direct local board governance of future leases
Resolving longstanding conflicts of uses at Rangihoua/Onetangi Sports Park	· Minister of Conservation directive to Auckland Council to prepare a Reserve Management Plan provides basis for resolving these issues · Discussions commenced with conflicting parties · A process to prepare a management plan is being presented to the Waiheke Local Board in June
Making progress on establishing a community swimming pool for Waiheke Island	· A feasibility study to investigate siting a community pool on land at Te Huruhi School was approved and tenders to conduct a study are currently being sought
Addressing use and ownership issues along Crescent Road East extension	· Discussions with residents about encroachments, accessway formation and upgrade, legal vehicle access, rubbish collection issues and sharing of costs are underway
Agreeing ways of collaborative working and shared decision making with Auckland Transport	· Auckland Transport has provided staff resource to support discussions on addressing a range of issues the local board has not previously been able to make progress on · Auckland Transport and the local board have agreed to jointly promote and agree improved transport outcomes at Matiatia · Auckland Transport will participate in the local board’s proposed Transport Committee

12. A range of other matters included in Attachment A are being progressed separately or in conjunction with the pilot manager. In some cases, awareness created by the governance review and Waiheke pilot has been a catalyst for action from elsewhere in council. Examples include:

· Waste Solutions - progress on advancing a local approach to waste collections and recycling on Waiheke

· Healthy Waters - a significant investment and working with the local board to resolve flooding issues

· Community Facilities and Community Services – leading a pilot on Waiheke to investigate different ways of working to achieve better outcomes

Tātaritanga me ngā tohutohu / Analysis and advice

Success factors

13. To date the pilot manager's experience has been that the following things have to come together to enable progress on these priorities to be made:

· a concerted, focused effort

· preparedness to take some calculated risks, try different things and think outside the square

· staff being willing and resourced to assist the pilot

· management prioritising pilot projects with their staff where this makes sense

· staff seeing the pilot as an opportunity to address things they feel need attention

· allowing enough time to consider and discuss outcomes and not rushing to conclusions

· good local media, stakeholder and community relationships.

14. Perhaps the clearest need identified to date is that sufficient time must be set aside to investigate things needing attention. As such the pilot manager’s focus in the first five months has been to look into agreed priority issues and projects, understand what has/hasn’t happened and why, test with staff, the board and interested parties what intervention and actions are needed to advance these, and get underway. Council-wide staff are busy and prioritising Waiheke matters requires understanding that this is a priority. As noted in Table 1 there have been some wins or good progress made in a number of key priority areas.

15. Already it has become clear that identifying the right people to involve in seeking outcomes is critical. In some cases, these aren’t necessarily staff in roles which have line responsibility for the matter being pursued. Instead, willingness, attitude and taking ownership have proven to be important. As time goes on, these staff become more familiar with the territory, have a better understanding of what and why, and are more invested in pursuing outcomes as a result.

16. A considerable amount of time has been invested in discussing the pilot and what it is seeking to achieve, negotiating to make pilot work a priority where possible and obtaining support and/or approval for the pilot manager to lead. In some cases, the pilot manager has obtained support because it has taken pressure off others or has enabled other/wider wins to be progressed.

17. Most of the pilot’s focus to date in terms of engaging with other parts of the council has been in the Operations Division and Auckland Transport. As can be seen from Attachment A, many of the priority issues are operational in nature and/or have a transport focus. The pilot manager has met twice with the Operations lead team, which is supportive of the pilot. Recently the Community Facilities and Community Services departments within Operations have been investigating options for a more coordinated approach to resolving area specific issues and have agreed to trial some of their thinking on Waiheke working with the pilot.

18. The improved relationship between Auckland Transport and the Waiheke board/community is an early standout success story for the pilot. Auckland Transport’s mandate has historically meant that it has remained at arms-length from local board influence and in places like Waiheke this has had a detrimental outcome. The Waiheke Local Board and Auckland Transport relationship has improved in recent months through the efforts of all parties and on the back of Auckland Transport being directly involved in the 2017 governance framework review.

19. Early results include Auckland Transport establishing a Waiheke specific liaison team to work with the pilot manager and the Waiheke Local Board on matters of joint interest, more dedicated support for pilot projects, greater involvement with the Waiheke Local Board and agreement that a shared ‘we’re all in it together’ approach is worth trying.

20. Forging closer working relationships, more sharing of information and collectively agreeing actions and outcomes are also considered to be key ingredients, if the pilot is to be successful. Implicit in this is recognition from the Waiheke Local Board that a closer working relationship comes with responsibilities to a new way of working together. These relationships are reciprocal with staff and board members both being prepared to give things a go and also both being prepared to acknowledge effort where it is made.

21. The Waiheke media has shown an interest in the pilot and have reported its activities positively and accurately. The pilot is trialling a more open and direct relationship between the pilot manager and local media to test the contention that council’s mainstream communications approaches don’t resonate particularly well on places like Waiheke. To date this is working well.

Constraints

22. Things that have been identified to date as hampering pilot progress include:

· continued staff/structural change reducing corporate knowledge and motivation to be involved

· reactive priorities getting in the way and taking away resource

· a poor fit of Waiheke priorities and needs with wider council priorities and approaches

· process constraints such as risk, procurement, contracts, legal concerns

· lack of budget available to overcome hurdles or roadblocks

· priorities constantly changing

· perceptions that it is difficult working on Waiheke issues

· parts of the council including council-controlled organisations not seeing the need to cooperate or be involved

· historical perceptions on Waiheke that the council won’t get it right, regardless of the pilot.

23. Auckland Council’s size and scale is a complicating factor in the pilot manager’s work due to the large number of people who need to be engaged with. Many of these people only have a part of the picture and one of many roles in advancing the issue, and generally, other higher priorities.

24. A number of priority matters listed in Attachment A sit in the policy space and in the main, no significant policy work has commenced. There are policy elements to some existing initiatives such as Matiatia where outcomes are being led via development of a strategic plan and council’s Plans and Places team has agreed to support this work. Without that support and specific budget this work would be difficult to advance.

25. The pilot role comes with no budget, decision-making authority or administrative support which can create some constraints for advancing projects and issues that require budget or wider support. A pilot manager delegation and role specific budget are two areas that warrant further consideration as both have the potential to remove roadblocks that can hamper pilot progress. This should be further investigated once more pilot data and analysis is available.

26. At the same time the absence of budget or authority encourages lateral thinking and finding innovative/alternative approaches which have on a few occasions already borne fruit.

27. Forming an ongoing and close working relationship with the Waiheke Local Board and its Local Board Services staff is critical. Historically, working with Waiheke and its elected representatives have been perceived as challenging for a whole host of reasons, so fundamental to the pilot’s success is turning this perception around.

28. In this case, the pilot manager’s previous role as the Waiheke Local Board/team’s relationship manager helps. Care is still needed in agreeing roles and leadership as there is inevitably an overlap between what the Local Board Services team and the pilot manager do. This points to the local board’s historic reliance on its own team to advance things that the wider organisation hasn’t.

29. RIMU’s draft baseline report reinforces and supports this report’s position. It shows that council staff see a range of constraints, issues and opportunities in working in Waiheke and want things to be better. Initial findings from the community survey show that there is strong support for the work of the Waiheke Local Board and equally strong dissatisfaction with the work of Auckland Council and Auckland Transport. This is useful as a baseline and one of the pilot’s key roles is to help turn these survey results around.

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

30. The pilot manager works closely with the Waiheke Local Board. The pilot supports and seeks to deliver on the board’s aspirations. The board’s expectations of the pilot are high and to date, board members are supportive of what is happening.

31. Some board members consider that the pilot isn’t going far enough in enabling the level of local decision-making that they would like to see. These include greater finance, planning and operational decision-making or delegations sitting with the local board and associated officer resources being based on island. They also feel that an opportunity is being missed to achieve these outcomes, especially now that the Local Government Commission has declined the application for a separate local authority on Waiheke.

32. The pilot manager is aware of these views and expects to be in a better position to respond later in the year. For now, the pilot manager is prioritising addressing historical issues as requested by the local board and will certainly test and review outcomes in the above context as investigations progress.

Tauākī whakaaweawe Māori / Māori impact statement

33. Mana whenua and mataawaka are and will be engaged in specific issues and projects where an interest is identified. The pilot manager has already engaged with Ngāti Paoa on a number of matters and is committed to ongoing engagement and roles for mana whenua where this is agreed as being important.

34. More work is needed to build relationships and confidence and to identify mechanisms to enhance mana whenua engagement given current resource constraints. A number of tentative discussions have been held between Ngāti Paoa and the local board about governance relationships and these are expected to continue.

Ngā ritenga ā-pūtea / Financial implications

35. Currently the pilot has no budget or budget responsibility, and this is a constraint in some situations, particularly getting through minor hurdles on the way to progressing bigger issues. A review of this aspect is proposed as part of the second pilot update later in 2018.

36. Investigating pilot issues and ways forward doesn’t necessarily require budget. If a direction can be determined and prioritised, then budget can sometimes be found be reprioritising existing programmes or doing things differently.

37. One of the proposed workstreams for the pilot that has yet to get underway is to investigate project and service delivery cost structures to identify opportunities to reduce costs and enhance delivery by doing things differently. This responds to a view from the Waiheke Local Board and some in the Waiheke community that projects and services can be delivered better and at a lower cost. Currently there is not enough data to answer whether this perception is correct or not.

38. There is a common position held in departments that if a local board is seeking to advance anything that isn’t in the agreed work programme, this needs to be funded from that board’s discretionary budget. This view is generally not supported by boards which consider that such things should be regionally funded, or funding found from existing ‘buckets’. Misconceptions and misunderstandings abound in this space and the above workstream will also seek to address this.

Ngā raru tūpono / Risks

39. The top risks for the Waiheke pilot are that it doesn’t achieve its goal of ‘success by trailing new ways of working on Waiheke’, or go far enough for the Waiheke Local Board. These risks are being monitored and at this early stage of the pilot are not likely to have an impact. Over time however, this momentum could be lost. The establishment of the reporting and evaluation processes will assist with controlling this risk.

40. There is also the risk that pilot learnings and successes can’t be exported to other board areas. While the pilot has some Waiheke specific and unique elements reflecting the island’s differences, much of the process aspects of the pilot should be exportable.

Ngā koringa ā-muri / Next steps

41. The pilot manager will continue to progress the agreed priority work programme and report to/seek direction from the Waiheke Local Board. This report will also be forwarded to all other local boards and the Joint Governance Working Party and any feedback received will be considered. A second update report is scheduled for late 2018.

42. The Waiheke Pilot Evaluation pre-pilot baseline report being prepared by council’s Research and Evaluation unit will be circulated internally once completed around July 2018. This is expected to provide valuable insights into the views and practises of council staff, elected members and the Waiheke community.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Waiheke Governance Pilot priority work programme	33

Ngā kaihaina / Signatories

Author	John Nash - Programme Manager,Waiheke & Gulf Islands
Authoriser	Phil Wilson - Governance Director

Waiheke Local Board

28 June 2018

Panuku Development Auckland Local Board six-monthly update 1 November 2017 - 30 April 2018

File No.: CP2018/08537

Te take mō te pūrongo / Purpose of the report

1. To update the Waiheke Local Board on Panuku Development Auckland (Panuku) activities within the local board area for the six months from 1 November 2017 to 30 April 2018.

Whakarāpopototanga matua / Executive summary

2. Panuku was established in September 2015 by the merger of two council controlled organisations, Waterfront Auckland and Auckland Council Property Limited.

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 the council’s property portfolio, which is continuously reviewed 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

That the Waiheke Local Board:

a) receive the Panuku Development Auckland Local Board update for 1 November 2017 to 30 April 2018.

Horopaki / Context

Local Activities

Portfolio management

5. Panuku manages ‘non-service’ properties owned by council and Auckland Transport. Non-service properties are those that are not currently needed for service or infrastructure purposes. These properties were generally being held for planned future projects that are no longer required, such as road construction, park expansion or development of future town centres.

6. As at 30 April 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.

7. The return on the property portfolio for the period ending 31 December 2017 was above budget, with a net surplus to the council and Auckland Transport shareholders of $1.1 million ahead of budget.

8. The average monthly tenantable occupancy rate, for the six-month period is more than 98 per cent, which is above the Statement of Intent target of 95 per cent.

Properties managed in the Waiheke Local Board Area

9. Panuku currently manages 14 commercial interests within the Waiheke Local Board area.

Business interests

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

11. There is one managed business interest in the Waiheke Local Board area – the Hoporata Quarry in Ostend.

12. Hoporata Quarry has been in operation on this site since the 1950s. Origin Quarries Limited is the operator, paying a royalty to the council based on sales on a monthly basis.

13. The quarry operator has requested an extension to the operating agreement which expires in 2020 to reflect the term of the resource consent which expires 2032. Panuku are considering its options in relation to this extension.

Portfolio strategy

Optimisation

14. The 2015-2025 Long-Term Plan reflects a desire of the 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, Auckland Council property Limited (ACPL) developed a new method of dealing with service property, called optimisation.

15. Asset optimisation deals with “service property”. It is self-funding, it maximises efficiencies from service assets, and maintains levels of service whilst releasing property for sale or development. A key element of optimisation is that the sale proceeds are locally reinvested to advance approved projects and activities on a cost neutral basis. Panuku continues to advance this programme of work. This includes the development of a cross-council project to coordinate and execute asset sales and optimisation.

Portfolio review and rationalisation

Overview

16. Panuku is required to undertake ongoing rationalisation of the council’s non-service assets. This includes identifying properties from within the 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 the council with an efficient use of capital and prioritisation of funds to achieve its activities and projects.

Performance

17. Panuku works closely with the council and Auckland Transport to identify potential surplus properties to help achieve disposal targets.

18. Target for July 2017 to June 2018:

Unit

Target

Achieved

Portfolio review

$60 million disposal recommendations

$88 million as at 30 April 2018

(Includes $62 million from the Papatoetoe, Avondale and Panmure priority locations)

Process

19. 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

20. Properties currently under review in the Waiheke Local Board area are listed below. The list includes any properties that may have recently been approved for sale or development and sale by the governing body.

Property

Details

6 Belgium Street, Waiheke

A commercial site acquired by the former Auckland City Council to locate a service centre which was to also include a library. However the library was located elsewhere. The council’s community & social policy department requested 6 Belgium Street, Waiheke progress through the rationalisation process to enable full review of future use options.

6 Belgium Street, Waiheke is subject to section 27B of the State-Owned Enterprises Act 1986, which provides that in certain circumstances the Waitangi Tribunal may return the land to claimants, irrespective of the current ownership.

A land covenant protects the right of Chorus New Zealand Ltd to operate a telecommunications network on the adjoining land and puts limitations on the use of 6 Belgium Street, Waiheke.

The Waiheke Local Board does not support disposal and requested that the site be retained for housing purposes or for a community swimming pool.

Auckland Council currently does not have a policy to provide council owned land at low or no cost for housing purposes. Following Panuku’s advice, the board commissioned a business case to inform a sustainable social housing development that would use the site.

The council’s recreation services department have submitted an expression of interest requesting additional time to undertake an assessment of the subject site for a proposed swimming pool.

7 Waitai Road, Waiheke

A commercial site acquired by the former Waiheke Road District in 1958 for the purpose of a works depot. The council’s community & social policy department requested 7 Waitai Road, Waiheke progress through the rationalisation process to enable full review of future use options.

The board does not support disposal and requested that the site be retained for housing purposes or for a community swimming pool.

The council currently does not have a policy to provide council owned land at low or no cost for housing purposes. Following Panuku’s advice, the board commissioned a business case to inform a sustainable social housing development that would use the site.

The council’s recreation services department have submitted an expression of interest requesting additional time to undertake an assessment of the subject site for a proposed swimming pool.

Acquisitions and Disposals

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

Acquisitions

22. 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 the council.

23. Panuku purchased ten properties for open space across Auckland in this financial year (ending 30 June 2018) at a cost of $21.6 million, and also bought six properties for storm water use at a value of $4.2 million.

24. One property was purchased in the Waiheke Local Board area during the reporting period.

25. Land acquisition committee resolutions contain a confidentiality clause due to the commercially sensitive nature of ongoing transactions, and thus cannot be reported on while in process.

Disposals

26. The disposals team sold nine properties for a total of $11 million this financial year. The team’s 2017/2018 target is $8.0 million for the year. The target is agreed with the council and is reviewed on an annual basis.

27. No properties were sold in the Waiheke Local Board area.

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

28. This report is for the Waiheke Local Board’s information.

29. 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

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

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

32. There are 19 Mana Whenua in the region, with eight having indicated an interest in Panuku lead activities within the Waiheke Local Board area.

33. Māori make up 11 per cent of the Waiheke Local Board population, and there is one marae located within the local board area.

34. 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.

35. 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

Author

Sven Mol - Corporate Affairs Advisor, Panuku Development Auckland

Authorisers

Marieke Numan - Senior Engagement Advisor

Helgard Wagener - Relationship Manager Great Barrier and Waiheke Local Boards

Waiheke Local Board

28 June 2018

Approval of the 2018/2019 Waiheke local environment work programme

File No.: CP2018/08859

Te take mō te pūrongo / Purpose of the report

1. To approve the 2018/2019 local environment work programme for the Waiheke Local Board, with locally driven initiatives operational expenditure totaling $85,000.

Whakarāpopototanga matua / Executive summary

2. The Waiheke Local Board has identified several aspirations in its 2017 local board plan, including ‘Waiheke’s environment is treasured’ and ‘thriving, strong and engaged communities’.

3. To give effect to these aspirations, staff developed a number of options for projects for the board to consider funding through its 2018/2019 local environment work programme.

4. The board provided feedback to Infrastructure and Environmental Services staff on the locally driven initiative projects it would like to fund at its 29 March 2018 and 1 June 2018 workshops. These projects include:

· Ecological community assistance fund - $30,000

· Sustainable Schools Waiheke – Marine Education Initiative - $18,000

· Giant kōkopu protection at Awaawaroa wetland - $11,000

· Project Little Oneroa and wider Waiheke community engagement - $26,000.

5. This report recommends that the board approve this local environment work programme and associated budgets for delivery within the 2018/2019 financial year (see Attachment A).

Te tūtohunga / Recommendation:

That the Waiheke Local Board:

a) approve the allocation of $85,000 for environmental projects to be delivered by the Infrastructure and Environmental Services directorate in 2018/2019 as summarised in the table below:

Project	Budget
Ecological community assistance fund	$30,000
Sustainable Schools Waiheke – Marine Education Initiative	$18,000
Giant kōkopu protection at Awaawaroa wetland	$11,000
Project Little Oneroa and wider Waiheke community engagement	$26,000
Total	$85,000

Horopaki / Context

6. In late 2017, in alignment to its local board plan outcomes, the Waiheke Local Board provided strategic direction to staff in regards to the projects it would like to fund in the 2018/2019 financial year. The board noted its strong commitment to the environment, and noted its:

· concerns around the impact of failing or inadequate onsite septic systems on the water system

· interest in increasing environmental education through the sustainable schools programme

· support for animal and plant biodiversity through pest-free initiatives.

7. In response to the direction set by the board, Infrastructure and Environmental Services staff provided a draft local environment and development work programme for the board’s feedback at a workshop on 29 March 2018.

8. The board indicated its support in principle for the proposed projects but requested that staff scope an additional project for inclusion in its 2018/2019 local environment work programme around the expansion of the Little Oneroa project to enable onsite wastewater education across Waiheke. In response to this, staff presented a Waiheke-wide onsite wastewater education programme proposal for the board’s consideration at its 1 June 2018 workshop.

9. Based on these workshop discussions, a total of four projects to be funded with the board’s locally driven initiatives operational budget are proposed to be delivered by the Infrastructure and Environmental Services directorate as part of the board’s 2018/2019 local environment work programme. The draft work programme has been amended to reflect local board feedback and is included as Attachment A to this report.

Tātaritanga me ngā tohutohu / Analysis and advice

10. A brief description of each of the proposed projects for delivery as part of the board’s 2018/2019 local environment work programme is provided below. Further detail on these projects is provided in Attachment A.

Ecological community assistance fund – $30,000

11. To achieve the local board plan objective ‘restore and protect our natural environment in partnership with our community’, the board has indicated it would like to establish an ecological community assistance fund in the 2018/2019 financial year.

12. The purpose of the fund is to support and grow community and landowner ecological restoration and management initiatives which create safe, healthy and connected habitats in priority ecological areas within the Waiheke Local Board area. It is recommended that the board allocate $30,000 towards this fund in 2018/2019.

13. This budget will support a once-yearly funding round, administered by the council’s funding team alongside other Waiheke community grants, with the support of Environmental Services staff who will coordinate the assessment and allocation of funding, subject to decisions of the local board.

14. As this is a new fund, a development phase will be undertaken prior to the fund opening, including drafting outcomes and priorities for the fund, and developing a scoring matrix and associated criteria. These will be workshopped with the board in late July 2018, and finalised in August 2018. The fund will open for applications for three weeks in late September 2018. The timeframes for this project have been included as Attachment B to this report.

15. At its 1 June 2018 workshop, the board requested that technical advice on how the fund will be spatially prioritised be provided to inform the development of the fund. This information will be provided to the board at a workshop in late July 2018.

Sustainable Schools Waiheke – Marine Education Initiative – $18,000

16. To achieve the local board plan key initiative to ‘partner with our schools to support the Sustainable Schools programmes on Waiheke’, the board has indicated that it would like to support a marine education initiative for Waiheke schools in the 2018/2019 financial year.

17. This budget will enable experiential learning and citizen science to be undertaken with interested schools on Waiheke, with the aim to develop some student-led action to restore and protect the marine environment. This will include activities such as snorkel surveys, shellfish monitoring, freshwater quality and fish monitoring, rocky shore studies, beach and snorkel clean-ups, and bird or pest surveys. A Waiheke student action group will be developed to connect all schools, identify and initiate student ideas for actions to improve biodiversity and water quality in the marine environment.

18. In 2017, the Sustainable Schools team in Environmental Services facilitated school clusters with all Waiheke schools every term. The focus of these clusters was determined by the needs of teachers, with the final cluster determining what support they would like for 2018. The majority of teachers indicated an interest in support around the marine environment, student action and citizen science.

19. It is recommended that the board allocate $18,000 of its locally driven initiatives operation budget towards this project in the 2018/2019 financial year. This budget will cover teaching resources, facilitation and support, experiential providers, and action resources.

20. Benefits of this project include:

· raising the awareness of Waiheke students around their local marine environment and efficacy in deciding how to take collective and personal action for the environment

· connecting Waiheke schools with local community and government organisations working to restore or protect the marine environment

· empowering students to take action and to influence their families and wider community to adopt sustainable behaviours for the island and marine environment

· developing long-term student-led projects that improve the biodiversity and/or water quality of the marine environment.

21. At its 1 June 2018 workshop, the board requested further information on the facilitation costs associated with this project. The facilitation costs will cover a local community organisation to facilitate three days of experiential learning every term (one day per school), and one student leadership meeting every term. The approximate costs for this facilitation would be $1,120 per term. Teacher release will be made available for teachers to attend teacher workshops every term, which will help guide the classroom-based learning around the marine environment.

22. In addition to this, the Sustainable Schools team will provide the overall coordination of this initiative, as well as facilitation of one teacher workshop every term and support as needed on the three days of student experiential learning. The costs of these aspects will be covered within the regional Sustainable Schools budget.

23. In the 2018/2019 financial year, the Sustainable Schools team will continue with its current level of support for all schools on Waiheke. This project will provide an additional layer of support for schools that are interested in being involved with this marine initiative.

Giant kōkopu protection at Awaawaroa wetland – $11,000

24. To achieve the local board plan objective ‘restore and protect our natural environment in partnership with our community’, the board has indicated it would like to continue to support the giant kōkopu protection project at Awaawaroa wetland in the 2018/2019 financial year.

25. At its 1 June 2017 business meeting, the board allocated $40,000 of its 2017/2018 locally driven initiatives budget to support the delivery of a community-delivered pest management and ecological restoration programme (resolution WHK/2017/77). The board subsequently allocated $10,000 of this budget towards the Awaawaroa giant kōkopu protection programme for a community-led animal pest control project. Year one of the project focused on pest animal control with the immediate priority of protecting giant kōkopu fish eggs from predation by rodents (rats and mice).

26. It is recommended that the board allocate a further $11,000 of its local driven initiatives operational budget towards year two of this project in the 2018/2019 financial year. This funding will support further pest animal control implementation and coordinator costs, supply of bait and any additional equipment. The coordinator will liaise with neighbours and volunteers, review bait station layouts, make adjustments, undertake equipment replacements, and pre and post-monitoring checks.

27. The project is being implemented by the community through a collaboration between Friends of Awaawaroa and Forest and Bird. The local board funded animal pest control is being complemented by the community’s work on enhancing the wetland habitat through planting and fencing the reserve boundaries. The Friends of Awaawaroa (in partnership with Conservation Volunteers New Zealand) have received funding from Auckland Council’s Regional Environment and Natural Heritage Fund towards planting and fencing costs in 2018.

Project Little Oneroa and wider Waiheke community engagement - $26,000

28. To achieve the local board plan key initiative to ‘complete remediation of the Little Oneroa Stream water catchment’, the board has indicated it would like to continue supporting Project Little Oneroa in the 2018/2019 financial year. This will be year three of a five year action plan that works through stages of catchment management planning, community engagement, education and restoration, with an aim to restore the Little Oneroa stream so that it is safe for human contact and restoration.

29. This project will:

· build upon existing education and civic engagement around waterway health

· work towards recreation water contact standards to avoid risks to public health

· restore the mauri, cultural and community values of Little Oneroa.

30. At its March and June 2018 workshops, the board indicated it would like to expand this project to other areas of Waiheke, including Blackpool, Ostend and Surfdale. Community engagement on water quality issues will be expanded to areas in the wider Waiheke catchments as part of this project in 2018/2019. This will involve workshops and surveys with local residents to raise awareness around water quality.

31. Key focus areas for 2018/2019 include:

· checking and maintaining onsite wastewater systems, and upgrading where necessary

· using septic-friendly products

· reducing water usage

· reducing animal faeces in waterways (including duck feeding management, and picking up after dogs)

· promoting the importance of riparian planting and stock exclusion.

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

Local impacts

32. The projects proposed for inclusion in the board’s 2018/2019 local environment work programme will have positive environmental outcomes across the Waiheke Local Board area. Particular focus areas for the 2018/2019 work programme include the Awaawaroa wetland, Little Oneroa, Blackpool, Ostend and Surfdale.

Local board views

33. The projects noted above align with the local board plan outcome ‘Waiheke’s environment is treasured’.

34. The proposed local environment work programme was discussed with the board at workshops on 29 March 2018 and 1 June 2018. The board indicated its support of the proposed projects outlined in this report at its 1 June 2018 workshop, subject to the inclusion of additional sites as part of the expansion of Project Little Oneroa.

Tauākī whakaaweawe Māori / Māori impact statement

35. It is recognised that environmental management, water quality and land management has integral links with the mauri of the environment and concepts of kaitiakitanga.

36. Table 1 below outlines how each of the projects contributes towards Māori outcomes.

Table 1. Māori impact assessment

Project	Māori impact assessment
Ecological community assistance fund	It is recognised that environmental management has integral links with the mauri of the environments and concepts of kaitiakitanga. Mana whenua and Māori community groups will have the opportunity to apply for support towards restoration initiatives through this fund.
Sustainable Schools Waiheke – Marine Education Initiative	This initiative will benefit greatly from involvement of mana whenua as well as Piritahi Marae, at all stages of the project. Following approval from the local board, staff will contact both parties to determine how they may like to be involved. Sustainable Schools integrates mātauranga Māori and tikanga throughout their work with schools and will foster wherever possible throughout this initiative.
Giant kōkopu protection at Awaawaroa wetland	No specific engagement with mana whenua or Māori community groups has been undertaken for this project. However, it is acknowledged that environmental protection and biodiversity values have integral links with concepts of kaitiakitanga.
Project Little Oneroa and wider Waiheke community engagement	Waiheke Resources Trust has consulted with Ngāti Pāoa’s environment spokesperson, who provided the mandate for the Piritahi Marae Committee to represent mana whenua values and perspectives regarding the Little Oneroa project. The Piritahi Marae Committee indicated that it is supportive of the direction of the action plan.

Ngā ritenga ā-pūtea / Financial implications

37. The proposed 2018/2019 local environment work programme will see the allocation of $85,000 of the board’s locally driven initiatives operational budget. This amount can be accommodated within the board’s total draft budget for 2018/2019. As such, the board’s approval will not have significant financial implications unless projects experience a significant overspend or underspend. Regular quarterly updates on projects will be provided to the board tracking expenditure and identifying any projects at risk of non-delivery, over or underspend.

Ngā raru tūpono / Risks

38. If the proposed local environment work programme is not approved at the board’s June 2018 business meeting, there is a risk that the proposed projects may not be able to be delivered within the 2018/2019 financial year.

39. The risks and proposed mitigation measures associated with each of the proposed projects have been outlined in Attachment C to this report.

Ngā koringa ā-muri / Next steps

40. Subject to the board’s approval, the delivery of this work programme will commence in the new financial year (1 July 2018). Regular reporting on project delivery will be provided through the Infrastructure and Environmental Services’ contribution to the board’s quarterly performance report.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Waiheke 2018/2019 local environment work programme	47
b ⇩	Ecological community assistance fund timelines	49
c ⇩	Risks and mitigation of proposed 2018/2019 environmental projects	51

Ngā kaihaina / Signatories

Author

Jaimee Maha - Team Leader Relationship Advisory

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Helgard Wagener - Relationship Manager Great Barrier and Waiheke Local Boards

Waiheke Local Board

28 June 2018

Waiheke Local Board Community Services Work Programmes 2018/2019

File No.: CP2018/10691

Te take mō te pūrongo / Purpose of the report

1. To approve the Community Services 2018/19 work programmes for the Waiheke Local Board including the following departments:

· Arts, Community and Events (ACE)

· Libraries and Information (Libraries)

· Parks, Sport and Recreation (PSR)

· Service Strategy and Integration (SSI).

Whakarāpopototanga matua / Executive summary

2. The Community Services work programmes provide a defined work programme to be delivered for the local board in the 2018/2019 financial year. The work programmes cover the following departments:

· Arts, Community and Events (ACE)

· Libraries and Information (Libraries)

· Parks, Sport and Recreation (PSR)

· Service Strategy and Integration (SSI)

3. The Community Services work programmes are being presented together as an initial step toward an integrated programme for the Community Services directorate.

4. The work programmes align with the following Local Board Plan outcomes:

· A sustainable economy and positive visitor experience

· Inclusive planning and place-making

· Thriving, strong and engaged communities

· Vibrant places for people

5. The work programmes include funding from Asset Based Services (ABS) Opex; Locally Driven Initiatives (LDI) Capex and Opex.

6. Should unforeseen works arise, or work priorities change from those approved by the local board, approval from the local board will be sought for any changes to work programmes.

7. Progress and updates on work programmes will be reported to the local board for each quarter of the financial year.

Ngā tūtohunga / Recommendations

That the Waiheke Local Board:

a) approve the 2018/19 Arts, Community and Events work programme (Attachment A to the agenda report).

b) approve the 2018/19 Libraries work programme (Attachment B to the agenda report).

c) approve the 2018/19 Parks, Sport and Recreation work programme (Attachment C to the agenda report) and delegate approval of minor changes to (Insert member name) and (insert member name).

d) approve the 2018/19 Service Strategy and Integration work programme (Attachment D to the agenda report)

Horopaki / Context

8. Work programmes are presented to local boards for approval each year. They outline the local activities to be delivered in each local board area for the next financial year.

9. This year ACE, Libraries, PSR and SSI departments that make up the Community Services directorate are presenting work programmes in a combined report as an initial step toward an integrated programme for the Community Services directorate.

10. Preparation for the development of draft work programmes was supported by a series of workshops with the local board. Initial workshops provided strategic direction and subsequent workshops identified priority activities to support that direction.

11. The work programme for SSI has been included alongside other Community Services work programmes for the first time. Some activities are funded through regional budgets but have been included as they will have an impact on future asset or service provision in the local board area and may also require local board decisions or input as they progress.

Tātaritanga me ngā tohutohu / Analysis and advice

12. The Community Services work programmes 2018/2019 for the Waiheke Local Board includes the following areas of activity:

· ACE – Provision of service at local arts projects and facilities, community empowerment initiatives, community centres and venues and local and regional events.

· Libraries – Provision of library services and programmes that support Aucklanders with reading and literacy, and opportunities to participate in community and civic life.

· PSR – Provision of services to actively engage Aucklanders to lead healthy, connect with nature and value our cultural identity.

· SSI – Provision of service and asset planning advice and support more integrated delivery of community outcomes.

13. The work programmes include activities that:

· align with local board plans

· identify budget allocation and

· outline estimated timeframes for delivery.

14. The work programmes 2018/2019 align to the following Waiheke Local Board Plan outcomes:

Outcome	ACE	Libraries	PSR	SS&I
A sustainable economy and positive visitor experience	ü
Inclusive planning and place-making			ü
Thriving, strong and engaged communities	ü	ü	ü
Vibrant places for people	ü		ü	ü

15. Some activities require multiple years for delivery. The programmes align to the following strategies and plans:

· ACE: Hire Fee Framework, Events Policy, Arts and Culture Strategic Action Plan ("Toi Whītiki"), Community Development Strategic Action Plan (“Thriving Communities”), Ka Ora Ai Te Iwi – Māori Responsiveness Plan

· Libraries: Te Kauroa – Auckland Libraries Future Directions 2013-2023, Te Kauhanganui – Auckland Libraries Māori responsiveness plan

· PSR: Public Open Space Strategic Action Plan, Sport and Recreation Strategic Action Plan, Auckland growing greener framework, Māori responsiveness framework, Pest free 2050 (through volunteers).

· SSI: Delivery of integrated outcomes from the strategies and plans outlined above including the Community Facilities Network Plan, Parks and Open Space Strategic Action Plan and Auckland Plan

16. The work programmes include new activities, as well as existing activities that have been continued from the previous financial year.

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

17. The local board provided feedback on the proposed Community Services work programmes for the 2018/2019 financial year through a series of workshops in preparation for approving these final work programmes.

18. Feedback from these workshops is reflected in the work programmes included in Attachments A, B, C and D.

Tauākī whakaaweawe Māori / Māori impact statement

19. Where any aspects of the work programme are anticipated to have a significant impact on Māori, appropriate engagement and consultation will follow.

20. Community Services are committed to being responsive to Māori. When developing and delivering work programmes we consider how we can contribute to Māori well-being, values, culture and traditions.

21. Activities in the work programmes that are specific to Māori outcomes include:

· Celebrating Te Ao Māori and strengthening responsiveness to Māori. Whakatipu i te reo Māori

· Māori Responsiveness.

Ngā ritenga ā-pūtea / Financial implications

22. Activities are funded from one or multiple budget sources which include: Asset Based Services (ABS) Opex; Locally Driven Initiatives (LDI) Capex and Opex.

23. The Locally Driven Initiative budget allocated to the Community Services work programmes for the local board for the 2018/2019 financial year is $ 516,046.

24. The Community Facilities department leads capital development and asset enhancing activities including renewals and will be submitting a separate work programme for approval.

Ngā raru tūpono / Risks

25. Delivery and completion of activities in the work programmes are dependent on the local board approving the work programmes.

26. Work programme activities that require multi-year funding are dependent on the approval of work programmes in future years to be completed or continued.

27. Where a work programme activity cannot be completed on time due to unforeseen circumstances, this will be signalled to the local board at the earliest opportunity along with options for the local board to consider.

28. If a change is required to a work programme, approval from the local board will be sought.

Ngā koringa ā-muri / Next steps

29. Once approved, delivery of activities identified in the Community Services work programmes is to begin from 1 July 2018.

30. The work programmes list further decisions and milestones for each activity, these will be brought to the local board when appropriate.

31. Progress and updates on work programmes will be reported to the local board for each quarter of the financial year.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Waiheke ACE Work Programme 2018/2019	57
b ⇩	Waiheke Libraries Work Programme 2018/2019	61
c ⇩	Waiheke PSR Work Programmes 2018/2019	63
d ⇩	Waiheke SSI Work Programme 2018/2019	65