Agenda of Great Barrier Local Board

Chairperson IM Fordham will open the meeting and welcome everyone in attendance.

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 Great Barrier Local Board:

a) confirm the ordinary minutes of its meeting, held on Tuesday, 18 September 2018 as true and correct.

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

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

9 Public Forum

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

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

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

No.	Title	Page
a ⇩	The North Barrier Residents and Ratepayers Association (Inc.)	9
b ⇩	Biosecurity local board general update August - September 2018	11
c ⇩	Biodiversity/biosecurity report August - September 2018	13
d ⇩	Notification of completion of aerial baiting operation on Rakitu (Arid) Island	17

Great Barrier Local Board

16 October 2018

Great Barrier Local Board Capital and Local Grants Round One 2018/2019 grant applications

File No.: CP2018/16816

Te take mō te pūrongo / Purpose of the report

1. To fund, part-fund or decline applications received for Great Barrier Local Board Capital and Local Grants, Round One 2018/2019 and one deferred application from Great Barrier Local Grants, Round Two 2017/2018.

Whakarāpopototanga matua / Executive summary

2. This report presents applications received in Great Barrier Local Board Capital and Local Grants, Round One 2018/2019 (refer to Attachment A and B).

3. The Great Barrier Local Board adopted the Great Barrier Local Grants Programme 2018/2019 on 19April 2018 (refer to Attachment C). The document sets application guidelines for contestable capital and community grants submitted to the local board.

4. The local board has set a total community grants budget of $115,000.00 and a total capital grants budget of $252,000.00 for the 2018/2019 financial year.

5. A total of 19 applications were received for capital and local grants round one 2018/2019. Five applications were received for capital grants, with a total requested of $97,725. A total of 15 applications were received for local grants, including one deferred application from the previous round, with a total requested of $179,657.

Ngā tūtohunga / Recommendations

That the Great Barrier Local Board:

a) fund, part-fund or decline applications received for Great Barrier Capital and Local Grants, Round One 2018/2019 and one deferred application from Great Barrier Local Grants, Round Two 2017/2018, listed in tables one and two below.

Table one: Great Barrier Capital Grants, Round One 2018/2019 grant applications

Application ID	Applicant	Main focus	Requesting funding for	Amount requested	Eligibility
LG1904-110	Great Barrier Island Golf Club Incorporated	Capital	Towards the defibrillator to for the golf club and community	$3,350.00	Eligible
LG1904-112	Great Barrier Island Golf Club Incorporated	Capital	Towards the cost of clearance and a concrete pad for the toilet block	$26,830.00	Eligible
LG1904-118	Ngatiwai o Aotea Kawa Marae trading as Kawa Part Three Maori Reservation Trust	Capital	Towards the cost of the purchase and installation for an automatic fire sprinkler system	$50,000.00	Eligible
LG1904-119	Great Barrier Island Sports and Social Club Incorporated	Capital	Towards the cost of improvements for the conference room at the Great Barrier Island Sports Club	$9,545.00	Eligible
Application ID	Applicant	Main focus	Requesting funding for	Amount requested	Eligibility
LG1904-126	Tuesday Enterprises Limited trading as Sunergise	Capital	Towards the cost of an electric vehicle charger and installation	$8,000.00	Eligible
			Total requested:	$97,725

Table two: Great Barrier Local Grants, Round One 2018/2019 grant application and the Great Barrier Local Grants, Round Two 2017/2018 deferred grant application.

Application ID	Applicant	Main focus	Requesting funding for	Amount requested	Eligibility
LG1904-101	Lucie Blazevska	Arts and culture	Towards expenses to hold a course for 10 young people to design and create a skateboard, including time, travel, accommodation and car rental	$2,021.00	Eligible
LG1904-111	Sinclair James Lonsdale under the umbrella of Great Barrier Island Community Heritage and Arts Village Trust.	Arts and culture	To produce a short film about over-fishing on Great Barrier Island, including the planning, shooting, editing and distribution of the film	$42,000.00	Eligible
LG1904-106	Orama Christian Trust	Community	Towards the rates cost for the Orama Christian Trust	$7,000.00	Eligible
LG1904-115	Great Barrier Island Sports and Social Club Incorporated	Community	Towards the rates cost for the Great Barrier Island Sports and Social Club	$2,255.00	Eligible
LG1904-124	Barrier Zero PRPL Milk Company	Community	Towards the cost of materials for setting up the proposed dairy plant, freight and livestock	$24,800.00	Eligible
LG1904-108	Great Barrier Island Community Health Trust	Events	Towards the cost of hiring vehicles for the 'Spectacular by Nature Garden Tour'	$2,398.00	Eligible
LG1904-113	Great Barrier Island Sports and Social Club Incorporated	Events	Towards the 2018 Santa Parade and Guy Fawkes display	$2,300.00	Eligible
LG1904-114	Sea Education Aotea Charitable Trust	Events	Towards costs to produce the Sea Festival 2019, including advertising, equipment hireage, resources and prizes	$1,000.00	Eligible
Application ID	Applicant	Main focus	Requesting funding for	Amount requested	Eligibility
LG1904-102	AoteaOra Community Trust	Environment	Towards operating costs of the Upcycle Centre	$6,060.00	Eligible
LG1904-104	Windy Hill Rosalie Bay Catchment Trust	Environment	Towards field team gear, safety equipment, rat bait and traps, track clearing costs, tracking tunnels and ink pads	$16,563.00	Eligible
LG1904-107	Wairahi Bay Station Limited	Environment	Towards contractor costs to remove Pampas weeds	$2,000.00	Eligible
LG1904-116	Great Barrier Environmental Trust	Environment	Towards costs of preparation and publishing a report, including design, printing, website design, postgraduate research, expert fees and workshop expenses	$10,482.00	Eligible
LG1904-122	Kotuku Peninsula Charitable Trust	Environment	Towards an upgrade and improvements of sections two and three of the All Terrain Vehicle (ATV) track	$50,000.00	Eligible
LG1904-123	Bill Carlin	Environment	Towards excavation costs and fencing	$3,999.00	Eligible
LG1804-201	Murray Staples under the umbrella of Windy Hill Rosalie Bay Catchment Trust	Environment	Towards the purchase of toxin, paraffin wax, monitoring cards and freight	$6,779.00	Eligible
			Total requested:	$179,657.00

Horopaki / Context

6. The local board allocates grants to groups and organisations delivering projects, activities and services that benefit Aucklanders and contribute to the vision of being a world class city.

7. The Auckland Council Community Grants Policy supports each local board to adopt a grants programme.

8. The local board grants programme sets out:

· local board priorities;

· lower priorities for funding;

· exclusions;

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

· any additional accountability requirements.

9. The Great Barrier Local Board adopted their grants programme for 2018/2019 on 19 April 2018 and will operate two capital and local grant rounds for this financial year.

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

Tātaritanga me ngā tohutohu / Analysis and advice

11. The aim of the local board grant programme is to deliver projects and activities which align with the outcomes identified in the local board plan. The Community Grants Policy and the local board grant programme criteria have been utilised to assess all applications. The eligibility of each application is identified in the report recommendations.

12. One application (LG1804-201) was deferred from Great Barrier Local Grants Round Two 2017/2018, due to the local board requesting more information on methodology of the project. This application is now presented to the local board for review and decision-making.

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

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

14. The local board is requested to note that section 48 of the Community Grants Policy states “We will also provide feedback to unsuccessful grant applicants about why they have been declined, so they will know what they can do to increase their chances of success next time.”

15. A summary of each application received in round one 2018/2019 and the deferred application from local grants round two 2017/2018 (see Attachment A and B) is provided.

Tauākī whakaaweawe Māori / Māori impact statement

16. The local board grants programme aims to respond to Auckland Council’s commitment to improving Māori wellbeing by providing grants to individuals and groups who deliver positive outcomes for Māori. The council’s Māori Responsiveness Unit has provided input and support towards the development of the community grant processes.

17. Four applicants applying to Great Barrier capital and local grants round one indicated that their project targets Māori or Māori outcomes.

Ngā ritenga ā-pūtea / Financial implications

18. Provision for allocating grants to community groups is within the 2018-2028 Long-Term Plan and 2018/2019 local board agreement.

19. The Great Barrier Local Board has set a total capital grants budget of $252,000 and community grants budget of $115,000 for the 2018/2019 financial year.

20. A total of 19 applications were received in capital and local grants, round one 2018/2019. Five applications were received under capital grants, with a total requested of $97,725. For local grants, 15 applications were received, including one deferred application from the previous round in 2017/2018, with a total requested of $179,657.

Ngā raru tūpono / Risks

21. The allocation of grants occurs within the guidelines and criteria of the Community Grants Policy and the local board grants programme. The assessment process has identified a low risk associated with funding the applications in this round.

Ngā koringa ā-muri / Next steps

22. Following the Great Barrier Local Board allocation of funding for 2018/2019 capital and local grants round one and 2017/2018 local grants round two, Commercial and Finance staff will notify the applicants of the local board’s decision and facilitate payment of the grant.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Great Barrier Capital Grants Round One 2018/19 grant applications	25
b ⇨	Great Barrier Local Grants Round One 2018/19 grant applications and one deferred local grant 2017/2018 grant application (Under Separate Cover)
c ⇩	Great Barrier Local Board Grant Programme 2018/2019	43

Ngā kaihaina / Signatories

Author

Samantha Arumugam - Environmental Grants Advisor

Authorisers

Marion Davies - Grant Operations Manager

Shane King - Head of Operations Support

Helgard Wagener - Relationship Manager Great Barrier and Waiheke

Great Barrier Local Board

16 October 2018

Accountability reports for Matariki Festival 2018 and Aotea Education Ltd Winter Workshop series

File No.: CP2018/13390

Te take mō te pūrongo / Purpose of the report

1. To present the accountability reports of Destination Great Barrier Island and Aotea Education Ltd.

Whakarāpopototanga matua / Executive summary

2. In March and April 2018 the Aotea Great Barrier Local Board allocated budget to two organisations:

· $15,000 to Destination Great Barrier Island for the Matariki Festival 2018 (March)

· $10,000 to Aotea Education Ltd to run skills workshops (April).

3. The funding agreements for both organisations state that accountability reports are to be submitted by 30 August 2018 so they can be presented to the local board in a timely manner.

4. This report presents both accountability reports (Attachment A and Attachment B).

Ngā tūtohunga / Recommendations

That the Great Barrier Local Board:

a) receive the Matariki Festival accountability report 2018 from Destination Great Barrier Island (Attachment A of the agenda report)

b) receive the Winter Workshop accountability report 2018 from Aotea Education Ltd (Attachment B of the agenda report).

Horopaki / Context

5. On 15 March 2018 the local board resolved to allocate $15,000 from its Community Response Fund to Destination Great Barrier Island to manage the Matariki Festival 2018 (GBI/2018/55).

6. On 17 April 2018 the local board approved $10,000 from its Skills Development budget to Aotea Education Ltd to run a series of skills workshops (GBI/2018/27).

Tātaritanga me ngā tohutohu / Analysis and advice

Matariki Festival 2018

7. The $15,000 for the Matariki Festival 2018 falls under the Dark Sky Sanctuary budget line, which is managed by Auckland Tourism, Events, and Economic Development (ATEED).

8. Granting $15,000 to the Matariki Festival involved a variation to the existing funding agreement between ATEED and Destination Great Barrier Island.

9. The Matariki festival ran from 29 June to 29 July 2018, at various venues across the island. All events were free and family-friendly.

10. Close to 400 people (ranging in age from three years old to late 80s) attended festival activities.

Aotea Education Ltd workshops

11. The objective of the winter workshop project was to deliver a series of weekly business-based workshops over a four-month period to support residents to upskill, to assist local businesses to build capability, and to provide workshop facilitation opportunities for locals with business-based skills.

12. As part of the workshop series Aotea Education Ltd was required to contract a workshop administrator.

13. The organisation subsequently employed Rendt and Marea Gorter to organise and manage the workshops.

14. The twelve session workshop programme “Small Business Essentials” began in June.

15. The workshops were well-attended, as outlined in the attached report.

16. Due to high attendance numbers and positive feedback from participants, organisers of both the workshops and the festival report that the events were a success.

17. Discussions are underway between the local board and Destination Great Barrier Island about future Matariki events, and how they might be funded.

18. A discussion was held between the local board and Aotea Education Ltd about future business workshops at a workshop on 28 August 2018.

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

19. The funding agreements covering the Matariki Festival and Winter Workshops align with two priority areas in the Aotea Great Barrier Local Board Plan 2017:

· our people thrive and life is good

· our economy is sustainable the prosperous.

Tauākī whakaaweawe Māori / Māori impact statement

20. Destination Great Barrier Island worked with local iwi and marae to develop the Matariki Festival programme.

21. Matariki Festival events allowed mana whenua to share their stories about the stars and audiences were privileged to hear these from Ngāti Rehua Ngātiwai ki Aotea kaumatua and whānau.

Ngā ritenga ā-pūtea / Financial implications

22. There are no financial implications to the local board receiving these reports.

23. If the local board decides to fund the festival and workshops again funding will be allocated appropriately.

Ngā raru tūpono / Risks

24. There are no risks associated with the local board receiving these reports.

Ngā koringa ā-muri / Next steps

25. Staff will hold workshops with the relevant organisations to discuss future funding.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Accountability Funding Report - Matariki Festival 2018	51
b ⇩	Accountability Funding Report - Winter Workshops 2018	59

Ngā kaihaina / Signatories

Author

Kathy Cumming – Strategic Broker

Authorisers

Helgard Wagener - Relationship Manager Great Barrier and Waiheke

Graham Bodman - General Manager Arts, Community and Events

Great Barrier Local Board

16 October 2018

Aotea Great Barrier Island Connectivity Study

File No.: CP2018/18414

Te take mō te pūrongo / Purpose of the report

1. To present the Aotea Great Barrier Island Connectivity Study.

Whakarāpopototanga matua / Executive summary

2. There are significant ‘black spots’ in phone/ internet connectivity across Aotea Great Barrier Island, which is affecting day-to-day life for residents and businesses.

3. On 21 November 2017, the local board approved an additional item to the 2017/2018 Arts, Community and Events (ACE) work programme with a budget of $15,000, for the delivery of a report into the current state of information, communication and technology (ICT) on the island and potential solutions (GBI/2017/141).

4. This report presents that study (Attachment A).

5. The work on improving connectivity on Aotea Great Barrier aligns with two Local Board Plan priority outcomes:

· our infrastructure is future-proofed

· our economy is sustainable and prosperous.

Ngā tūtohunga / Recommendations

That the Aotea Great Barrier Local Board:

a) receive the Aotea Great Barrier Island Connectivity Study (Attachment A to the agenda report).

b) agree to progress the project to the next phase – an expression of interest to the Provincial Growth Fund for $50,000 for a feasibility study into solutions to Aotea Great Barrier Island’s connectivity issues.

Context

6. There are significant ‘black spots’ in phone/internet connectivity across the island. This is impacting day-to-day life for local residents and businesses.

7. In 2017, the local board met with three local technology specialists to discuss the issues and solutions. It was agreed that a logical next step would be to engage a contractor to research and write a report outlining the current state of technology, with potential solutions.

8. On 21 November 2017, the local board resolved to allocate $15,000 towards a report into the current state of information, communication and technology (ICT) on the island, including potential solutions (GBI/2017/141).

9. The Aotea Great Barrier Island Connectivity Study was completed over the period of 15 May – 30 July 2018 by Wollemi Consulting Ltd.

10. The report was workshopped with the local board on 31 July 2018.

Tātaritanga me ngā tohutohu / Analysis and advice

11. The Aotea Great Barrier Island Connectivity Study concluded that connectivity on Aotea Great Barrier Island is of “fair to poor quality”, and characterised telecommunications infrastructure on Aotea Great Barrier as “fragile, ageing and fault-prone, not fit-for-purpose or highly limited”.

12. The study found that this situation is constraining local businesses, impacting the day-to-day lives of island residents by restricting their use of mobile and landline phones and internet and hampering the experience of visitors.

13. The report includes maps of existing technology infrastructure, performance and bandwidth where coverage exists, and black spots.

14. The report also includes the findings of a survey of residents, the purpose of which was to show levels of service, and any trends/patterns.

15. There were 93 responses to the survey. Over 70 per cent of respondents described mobile coverage on the island as “poor” or “very poor”. Over half said mobile coverage at their home was “poor”, “very poor” or “non-existent”.

16. The survey indicated that there is strong community support for improved telecommunications on the island.

17. Further investment in connectivity is essential for the island to fulfil its potential in terms of resident amenity, productivity of local businesses, and the experience of an increasing number of visitors.

18. It is recommended that the local board continue working with the contractor, Wollemi Consulting, to progress an expression of interest to the Provincial Growth Fund for $50,000 for a feasibility study into the costs and benefits of options to improve connectivity on Aotea Great Barrier.

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

19. The work on improving connectivity on Aotea Great Barrier aligns with two Local Board Plan priority outcomes:

· our infrastructure is future-proofed

· our economy is sustainable and prosperous.

20. During a workshop with Wollemi Consulting on 31 July 2018, the local board supported the idea of submitting an expression of interest to the Provincial Growth Fund.

Tauākī whakaaweawe Māori / Māori impact statement

21. The Aotea Great Barrier Island Connectivity Study looked specifically at the lack of coverage and connectivity at the island’s two marae – Kawa and Motairehe.

22. In implementing any solutions going forward, consideration will be given to the need to consult with iwi and consider any impacts arising from specific projects undertaken.

Ngā ritenga ā-pūtea / Financial implications

23. The local board allocated $15,000 from the 2017/2018 Arts, Community and Events (ACE) work programme for the delivery of the Aotea Great Barrier Island Connectivity Study.

24. The next phase of the connectivity work (an application to the Provincial Growth Fund for money to fund a feasibility study) has no financial implications for the local board.

Ngā raru tūpono / Risks

25. If the connectivity issues highlighted in the Aotea Great Barrier Island Connectivity Study are not addressed, then there can be a potential risk to the day-to-day productivity and quality of life of residents and businesses.

Ngā koringa ā-muri / Next steps

26. Staff will work with Wollemi Consulting Ltd to submit an expression of interest to the Provincial Growth Fund for $50,000 funding for a feasibility study into the costs and benefits of options to improve connectivity issues on Aotea Great Barrier.

27. Staff will update the local board on the progress of the Provincial Growth Fund application.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Aotea Great Barrier Island Connectivity Study July 2018	65

Ngā kaihaina / Signatories

Author

Kathy Cumming – Strategic Broker

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Helgard Wagener - Relationship Manager Great Barrier and Waiheke

Great Barrier Local Board

16 October 2018

Review of the Code of Conduct

File No.: CP2018/19221

Te take mō te pūrongo / Purpose of the report

1. To seek local board feedback on the draft Code of Conduct.

Whakarāpopototanga matua / Executive summary

2. The council’s initial Code of Conduct was prepared by the Auckland Transition Agency prior to Auckland Council commencing. It was last reviewed in 2013. The Code of Conduct has worked well but there have been a number of issues identified. The Governing Body agreed that the Code of Conduct be reviewed through the Joint Governance Working Party. Presentations were made to local board cluster meetings earlier this year.

3. Based on feedback to date, an amended Code of Conduct has been drafted and the Joint Governance Working Party has approved it to be reported to local boards for feedback. The proposals contained in the draft Code of Conduct address the issues that were identified.

4. A comparison of the draft Code of Conduct with the current Code of Conduct can be summarised as follows:

a) The draft Code of Conduct itself is more concise

b) Material breaches are defined

c) There are separate complaint processes depending on whether a complaint relates to a non-material breach, a material breach or conflict of interest

d) The current independent review panel is replaced by a Conduct Commissioner, who can impose sanctions

e) Findings of the Conduct Commissioner (for material breaches) will be made public to assist compliance with sanctions imposed by the Conduct Commissioner

f) There is no political involvement in determining a complaint or imposing sanctions

g) Related documents are bundled in with the draft Code of Conduct and key policies and protocols and adopted with the draft Code of Conduct:

i) Conflict of interest policy

ii) Access to information protocol

iii) Election year policy

iv) Communications policy

v) Media protocols

5. Local board feedback is being sought on the draft Code of Conduct.

Ngā tūtohunga / Recommendation

That the Great Barrier Local Board:

a) provide its feedback on the draft Code of Conduct in Attachment of the agenda report.

Horopaki / Context

What is the Code of Conduct

6. A code of conduct (code) essentially sets out a council’s expectations about how members will conduct themselves. Every council is required to adopt a code of conduct (Local Government Act 2002, schedule 7, clause 15). It must set out:

“(a) understandings and expectations adopted by the local authority about the manner in which members may conduct themselves while acting in their capacity as members, including—

(i) behaviour toward one another, staff, and the public; and

(ii) disclosure of information, including (but not limited to) the provision of any document, to elected members that—

(A) is received by, or is in the possession of, an elected member in his or her capacity as an elected member; and

(B) relates to the ability of the local authority to give effect to any provision of this Act; and

(b) a general explanation of—

(i) the Local Government Official Information and Meetings Act 1987; and

(ii) any other enactment or rule of law applicable to members.”

7. Once adopted, a code of conduct requires a 75 per cent majority to change it.

8. Members of local boards must comply with the code of conduct that is adopted by the governing body (Local Government Act 2002, schedule 7, clause 36B).

Reasons for reviewing the Code of Conduct

9. In working with the current code, the council has experienced a number of issues:

a) It is not easy to follow. It includes principles, descriptions of roles and responsibilities and statements about relationships and behaviours. However, a complaint about a breach can only relate to the section on relationships and behaviours.

b) Although a positive aspect of the current code is a focus, initially, on resolving complaints to the satisfaction of the complainant, it is not appropriate for an allegation about a conflict of interest to be resolved to the satisfaction of the complainant – conflict of interest allegations need to be tested against the law.

c) The code does not distinguish between non-material and material breaches. All allegations of breaches are treated the same.

d) The final point of escalation of a complaint is to the independent review panel which comprises three members. This process is valuable but is underused because it can be expensive with three members being required.

e) There needs to be a requirement that a complainant has tried to resolve their complaint prior to submitting it to the formal complaint process in the code.

f) The code is underused because it is seen to “lack teeth”. There needs to be a review of available sanctions.

10. PWC were commissioned to review the current code and the Governing Body agreed at its February 2018 meeting that the current code should be reviewed. The Joint Governance Working Party is overseeing the development of the code.

Engagement to date

11. Staff made presentations to local board cluster meetings and a Governing Body workshop earlier this year. Among the issues discussed, was whether a revised code should be concise and principles-based or prescriptive.

12. The approach to the draft code was discussed with the Joint Governance Working Party, whose guidance included that there should be no political involvement in the determination of complaints and the imposition of sanctions.

13. A draft was presented to the Joint Governance Working Party on 12 September which the working party approved for reporting to local boards for their feedback.

Tātaritanga me ngā tohutohu / Analysis and advice

The draft code

14. The draft code is at attachment A.

15. The draft Code is presented as two documents:

a) The Code contains:

· principles

· descriptions of material breaches

· the complaints process.

b) The Attachments which provide more detail:

· Policies and protocols which are adopted along with the code and are an intrinsic part of the code. Elected members must abide by the conduct set out in these documents.

· Description of applicable legislation which the Local Government Act requires all codes to contain

· Documents which are described as “external” in the sense that they are agreed outside the code but are relevant to the conduct of members. An example is the Expenses Policy which is agreed by the Finance and Performance Committee and approved by the Remuneration Authority. It is useful to have these documents included for easy reference and to provide context to some aspects of the code.

16. The code describes two key principles – trust and respect. The principle of trust captures the expectations of the community in their elected representatives. The community trusts that members will act in the interest of the community and not their own interest, for example. This principle encompasses the ethical dimension of conduct.

17. The principle of respect captures the expectations members have of each other in terms of their conduct towards each other and towards the public.

18. The principles are written in a style which indicates personal commitment (“I will…”).

The complaints process

19. The draft code contains definitions of “material breaches”. This defines what the bottom line is and at what point a breach needs to be treated more seriously than other breaches. A complaint which relates to a material breach is treated differently to a complaint which relates to a non-material breach.

20. A complaint is lodged with the chief executive. A complaint must set out what part of the code has been breached, must provide evidence of the breach and evidence of attempts to resolve the breach. (Where the code refers to chief executive this includes a nominee of the chief executive.)

21. If the complaint relates to a conflict of interest, the chief executive will arrange for the member to receive advice from either Legal Services or Audit and Risk. The complainant has no further role. If the member does not comply with advice, the matter becomes a material breach for investigation by the Conduct Commissioner.

22. In other cases, the chief executive refers the complaint to an “Investigator”. An Investigator is appointed by the chief executive and may be a staff member or external person.

23. The Investigator conducts a preliminary assessment of the complaint and has the discretion to dismiss the complaint if it is frivolous or vexatious or without substance.

24. If the complaint relates to a non-material breach, the Investigator may make non-binding recommendations, including a recommendation to apologise or undertake voluntary mediation.

25. If the complaint relates to a material breach, it is referred to a “Conduct Commissioner”. A Conduct Commissioner is a person of the calibre of a retired High Court judge and is selected from a list of such persons which has been approved by the Governing Body.

26. The Conduct Commissioner may direct mediation or conduct an investigation which may include a hearing.

Sanctions

27. The Conduct Commissioner has the power to impose sanctions, including a requirement to apologise, withdraw remarks or make a public statement. The report of the Conduct Commissioner is formal and made public, to promote compliance with the sanctions imposed by the Conduct Commissioner.

28. The Conduct Commissioner replaces the current independent review panel, which is not used frequently due to the cost associated with it having three members.

29. Staff had been asked to investigate whether there could be financial sanctions. The Remuneration Authority was asked whether it would agree to a reduction of salary paid to a member who breached the Code. The reply included:

The Authority is often asked whether the performance of an individual or individuals is considered when making a determination. Performance does not feature in the list of criteria that the Authority is required to take into account. Therefore, it has no mandate to consider performance.

Section 14 (implementation of determinations) of the Remuneration Authority Act 1977 says that every determination issued by the Authority must be implemented according to their tenor and it is unlawful to act contrary to a determination. This prevents a council from making deductions from an elected member’s salary.

Attachments to the code

30. The attachments include:

a) Policies and protocols that are adopted along with the code:

· Conflict of interest policy

· Access to information protocol

· Election year policy

· Communications policy

· Media protocols

b) A description of legislation that is required by the Local Government Act 2002.

c) Documents that are external to the code but are included because they are relevant to conduct:

· Guide to governance roles and responsibilities

· Guide to working with staff

· Expenses policy

31. The attached policies include the conflict of interest policy which has been rewritten and a new “Access to information protocol.” All other documents attached to the code are from existing sources and are not new.

Conflict of interest policy

32. The Conflict of Interest Policy has been updated to reflect the current legal position relating to conflicts of interest and pre-determination, as the current policy is out of date.

33. It remedies a current inconsistency between the treatment of financial and non-financial interests (being automatically disqualified from decision-making for a financial interest, but not for a non-financial interest).

34. It includes a new section on pre-determination, which is a separate legal concept to conflicts of interest.

35. It places stronger emphasis on the interests of the council in the probity and integrity of its decisions, as the consequences of failing to manage are more commonly borne by the council.

36. It is intended to be more user-friendly and accessible.

New protocol included – Elected Member Access to Information

37. Included in the policies and protocols attached to the Code of Conduct is a new ‘Access to information protocol’. This protocol puts a framework around elected members legal right to council information under the ‘need to know’ principle. This protocol is in addition to the existing ways that elected members can gain access to information. It is aimed at addressing circumstances where there has been lack of clarity over requests for information where it is not clear if it is or is not confidential.

The need to know principle for elected members

38. In addition to rights under Local Government Official Information and Meetings Act 1987 (LGOIMA), elected members have a legal right to council information under the “need to know” principle established by the common law. Under this principle, a good reason to access council information exists if an elected member shows that access to the information is reasonably necessary to enable them to perform their statutory functions as a member of the council. In some limited cases elected members may also be able establish a “need to know” council information relevant to their representative duties.

Why we are proposing a protocol

39. The purposes of the draft protocol are to:

a) Give effect to the legal ‘need to know’ principle.

b) Enable elected members to properly perform their statutory functions as democratically elected local decision-makers; and to facilitate them in fulfilling their representative duties. This promotes democratic and effective local government.

c) Provide elected members with better and more efficient access to council information than is provided for LGOIMA, by reducing the number of withholding grounds that can apply to the information and the timeframes for response.

d) Provide for transparent and impartial Chief Executive decisions on requests under this protocol, and a democratic mechanism for the reconsideration of such decisions.

e) To provide that confidential council information will be made available to elected members in a manner that reflects the council’s legal duty to protect the confidentiality of the information and does not prejudice the interests protected by LGOIMA.

40. We have agreed with the Chief Ombudsman that we will develop a protocol to better manage elected member access to information.

41. Because this is the first time that council is adopting such a protocol, staff are suggesting that it is revisited and reviewed within 18 months of its adoption to ensure that it is working effectively, best enabling elected members to properly perform their statutory functions as democratically elected local decision-makers and facilitating them in fulfilling their representative duties.

Summary of suggested process in draft protocol

42. The protocol sets out a framework and process for elected member requests for council information. In summary, the process in the protocol is:

a) Elected members make a request for information held by the council and explain why they need the information.

b) The Chief Executive makes a decision on whether the information is reasonably necessary for the elected member to exercise their statutory functions or performance of their representative duties, and whether any of the limited reasons to withhold may apply (for example if personal information should be redacted for Privacy Act reasons).

c) Decision and the provision of information to the elected member (with conditions if necessary for confidential information) within five working days.

d) If an elected member is not happy with the Chief Executive decision, they can ask it to be reconsidered by the Audit and Risk Committee.

Local board feedback

43. Local board views are being sought on the proposed changes in the draft code and the supporting policies that will be adopted alongside the code. In particular:

a) The principles based and positive intent in the drafting of the code

b) Defining material breaches and making the findings of complaints of a material breach public

c) Replacing the current independent review panel with an independent Conduct Commissioner, who can impose sanctions which means having no political involvement in determining a complaint or imposing sanctions

d) Support for the access to information protocol

44. Feedback from local boards will be considered by the Joint Governance Working Party at its meeting on 31 October 2018. The working party will then recommend a final draft code to the Governing Body for adoption. Once adopted by the Governing Body, the code applies to all elected members.

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

45. Local board feedback will be reported to the Joint Governance Working Party. The code impacts local boards in that all members must abide by it.

Tauākī whakaaweawe Māori / Māori impact statement

46. The Code of Conduct is an internal procedural document. The principles and values expressed in the document provide for inclusivity and specifically disallow discrimination.

Ngā ritenga ā-pūtea / Financial implications

47. There may be financial implications if the Investigator that the chief executive appoints is external. Escalation to the Conduct Commissioner will have lesser financial implications than referral to a full review panel as provided in the existing code, but because of the reduced financial cost, may be utilised more often.

Ngā raru tūpono / Risks

48. There is a risk that some elected members will not be fully socialised with the new code. Staff will investigate how best to ensure all elected members are fully aware of the new code.

Ngā koringa ā-muri / Next steps

49. The feedback from local boards will be reported to the meeting of the Joint Governance Working Party on 31 October 2018. The working party will then recommend a final draft code to the Governing Body for adoption.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Draft Code of Conduct	105
b ⇨	Draft Code of Conduct attachments (Under Separate Cover)

Ngā kaihaina / Signatories

Author

Warwick McNaughton - Principal Advisor - Democracy Services

Authorisers

Marguerite Delbet - General Manager Democracy Services

Louise Mason – General Manager Local Board Services

Great Barrier Local Board

16 October 2018

Draft Facility Partnership Policy

File No.: CP2018/19222

Te take mō te pūrongo / Purpose of the report

1. To seek local boards’ views on the draft Facility Partnerships Policy.

Whakarāpopototanga matua / Executive summary

2. A ‘facility partnership’ is where Auckland Council invests in a community facility alongside others. Done well, partnerships can enable and empower our communities, and help us provide more of the quality facilities Auckland needs, faster and more cost-effectively.

3. The council intends to meet more facility needs through partnerships in future, and a new regional policy (refer Attachment B) has been developed to guide their selection and support.

4. Key policy positions outlined in the draft Facility Partnerships Policy and summarised in Attachment A include:

· a focus on shared outcomes

· partnerships that recognise, value and honour Te Ao Māori

· multiple partnership models, with fit-for-purpose arrangements

· ‘Proactive’ and ‘Responsive’ partnership tracks

· principles to shape eligibility and investment priorities

· valuing (and costing) in-kind support

· a stronger focus on the partnership relationship

· greater acknowledgement of the complexity of developing/managing assets.

5. During policy development, staff engaged with Māori to explore specific opportunities and barriers for facility partnerships with Māori. The findings from this engagement (refer Attachment C) have shaped a commitment in the draft policy to partner in ways that align with the Treaty Principles, and acknowledge the distinct characteristics of marae.

6. The draft policy was endorsed by the Environment and Community Committee in June 2018 for public consultation and formal engagement with local boards. The consultation activities carried out and the community feedback received are summarised in Attachment D. Public feedback was highly supportive of the draft policy overall.

7. Staff attended local board workshops on the draft policy during July and August. This report invites local boards to formally indicate their support for the proposed approach, and/or provide any additional feedback on the policy they would like the committee to consider.

8. A summary of all feedback and a final policy will be tabled for consideration and adoption by the Environment and Community Committee in November 2018.

9. Implementation of the new approach is expected to begin during the 2019/20 financial year.

Ngā tūtohunga / Recommendation

That the Great Barrier Local Board:

a) support the adoption of the Draft Facility Partnerships Policy, and provide any additional feedback on the proposed approach for the Environment and Community Committee’s consideration.

Horopaki / Context

10. Auckland Council is a major provider of community, arts and sports facilities, but not the only provider. A ‘facility partnership’ is where the council invests in a community facility alongside others. Done well, partnerships can enable and empower communities, and help the council to provide more of the quality facilities Auckland needs, faster and more cost-effectively.

11. There are already around 300 of these arrangements in Auckland, and the council has signalled more facility needs will be met through partnerships in future. There is currently no regional policy to guide the selection and support of facility partnerships.

12. In 2016, a cross-council team began work on a new regional policy. The team met with a number of partners and experts to understand existing practice and how policy could improve decision-making in the partnering experience.

13. Findings from discovery work were shared in December 2016 at walk-throughs with elected members, staff and participating partners, and reported to the Environment and Community committee in February 2017 (resolution number ENV/2017/9).

14. A new approach was developed and tested at walk-throughs in February 2018. The committee endorsed the draft policy for public consultation and formal engagement with local boards in June 2018 (resolution number ENV/2018/74).

Tātaritanga me ngā tohutohu / Analysis and advice

Facility partnerships benefit the council and the community

15. Auckland Council supports facility partnerships because they can:

· leverage external investment and community effort

· empower communities, and help us respond to Auckland’s increasing diversity

· optimise the existing facility network and reduce the need for new facilities.

Facility partnership selection and management is ad-hoc and inconsistent

16. Discovery work in 2016 and into 2017 identified a range of issues that are preventing the council from realising the full potential of facility partnerships.

17. Currently, facility partnership decisions are made on an ad-hoc basis. Often the lifetime costs and benefits of the partnership have not been fully considered, or how these relate to network gaps and evolving community needs.

18. Investment opportunities and selection decisions lack transparency, and our management processes tend to be uncoordinated and inconsistent. Many partners report that they feel under-prepared and insufficiently supported by council to deliver successfully.

Proposed policy provides strategic approach with tailored process

19. Staff have developed a new policy (refer Attachment B) to respond directly to these findings.

20. This will enable the council and partners to make more informed and strategic investment decisions. Advice will be based on clearer evidence of need and impact and comprehensive costings and will emphasise viability and sustainability.

21. The new approach introduces a more transparent and contestable selection process. Requirements will be tailored to reflect the scale, complexity and risk of each proposal. The policy recognises the importance of quality relationships, and the need to better coordinate staff expertise and support to improve partners’ experience and build capability.

22. The draft policy proposes:

· a focus on shared outcomes

· partnerships that recognise, value and honour Te Ao Māori

· multiple partnership models, with fit-for-purpose arrangements

· ‘Proactive’ and ‘Responsive’ partnership tracks

· principles to shape eligibility and investment priorities

· valuing (and costing) in-kind support

· a stronger focus on the partnership relationship

· greater acknowledgement of the complexity of developing/managing assets.

23. A summary of key policy positions relating to these themes is provided as Attachment A.

Public engagement held during July and August 2018

24. Staff undertook public consultation and briefed interested advisory panels between June and August 2018. Public consultation activities included six drop-in consultation events across Auckland, and online submissions via the council’s ‘Have Your Say’ website.

25. Public feedback was highly supportive of the draft policy overall. Those providing feedback generally saw the value of having a policy for this activity, and were positive about its intent. Responses to questions about specific aspects of the policy were also strongly affirmative.

Public feedback shows strong support for new approach

26. Key themes that emerged from the public consultation are:

· Most respondents agree the new approach will better enable council to invest in the right facility partnerships, and ensure that partnerships work for both partners and council.

· The investment principles, the proposal to enable appropriate commercial activities in facilities, and the establishment of Lead Relationship Brokers were all positively received by the majority of respondents.

· The ‘Track, Type and Scale’ model was also welcomed for encompassing a wide range of facility partnerships, and the intention to ensure requirements are proportionate.

· Respondents hope the new approach will make it easier for partners to navigate the multiple council systems and processes involved, and get good support from staff.

· Using the Treaty principles to guide partnerships with Māori was welcomed by most, but this was acknowledged as a complex area.

· Respondents appreciated a more visually appealing document that is easier to navigate.

Most public concerns relate to application of policy

27. Concerns identified included:

· how the investment principles will be applied in practice, especially where they must be ‘traded off’ against each other

· whether some communities will be unfairly advantaged by the new approach

· whether the higher level of staff support will be properly resourced, and implemented as intended across all parts of council

· whether the process is flexible enough to respond to the ‘messy reality’ of partnerships.

28. A full summary of the public consultation activities to date and a more in-depth description of key feedback themes is provided as Attachment D for local board consideration.

29. Key national and regional stakeholders will also be briefed prior to the draft being finalised.

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

30. Local boards have a strong interest in facility partnerships and some decision-making responsibility in this area, including:

· determining local outcomes and advocating for local investment priorities

· governing local and sub-regional facility partnership relationships and agreements

· allocating local discretionary funding and community leases of council property.

31. Staff have engaged with local boards informally at various stages throughout the discovery work and subsequent policy development. Local board member views and concerns have helped shape the draft policy.

32. During July and August 2018, local boards were offered a workshop to hear an overview of the proposed policy approach and seek clarification on any areas of local interest or concern. Eighteen local boards requested a workshop.

Formal local board feedback sought September and October 2018

33. Community feedback has now been summarised for local boards’ consideration. Staff are seeking to understand local boards’ views on the new approach, and requesting a formal indication of support at local board business meetings during September and October 2018.

34. Staff would particularly value local board feedback on the following parts of the draft policy (refer Attachment B), which are likely to have the most bearing on local board decision-making:

· the Tracks, Types and Scales model (p.16-23) to differentiate partnerships and customise the partnership process

· the draft investment principles (p.26) and priorities (p.33)

· proposed eligibility criteria for investment (p.27-30)

· the proposal to allow facility partnerships to generate revenue through appropriate commercial activities (p.31)

· the focus on quality relationships, as outlined in the proposed partnering principles (p.35) and supported by allocation of a lead relationship broker (p.38).

Tauākī whakaaweawe Māori / Māori impact statement

35. Marae are a focal point for Māori social, economic, environmental and cultural development, and are identified in the Community Facilities Network Plan as potential facility partners.

Engagement to better understand facility partnerships and Te Ao Māori

36. In 2017, staff undertook additional engagement with Māori, with a focus on marae, to ensure that the new policy incorporates any special context, barriers or opportunities for facility partnerships with Māori. A summary of the findings is provided as Attachment C.

37. The draft policy reflects these findings and commits the council to partnering with Māori in ways which align with the Treaty Principles and reflect the distinct characteristics of marae.

38. The draft policy approach and the findings report will be shared at hui with interested marae during September, as part of initial discussions on a new Marae Investment Policy.

Ngā ritenga ā-pūtea / Financial implications

39. The Facility Partnerships Policy is not supported by a dedicated budget. Future investment in facility partnerships will be provided through existing budgets for facility development and operation, allocated through the Long-term Plan 2018-2028 and Annual Plan. Local boards may also award grants and community leases of council property to support facility partnerships.

Ngā raru tūpono / Risks

Risk	Mitigation
Adoption of a new policy may create expectations that there will be additional budget to support facility partnerships.	All public-facing communications and guidance about the new policy will reference the funding available from existing regional and local budgets and how this will be allocated.
Existing facility partners may be concerned that the new policy will impact arrangements already in place, or ongoing council investment.	The new policy will guide decisions on new facility partnerships only, unless an existing partnership is already scheduled for review, and guidance will clearly state this. Where existing partnerships are to be reviewed, staff will ensure partners are adequately supported to prepare.
The transition to the new policy approach will be operationally complex. It impacts multiple teams across the council, and new business processes, guidance and forms will need to be designed to support it.	Detailed implementation planning will be required to ensure the transition is as smooth as possible. Phased implementation over the first financial year (2019/20) may be necessary to achieve this.

Ngā koringa ā-muri / Next steps

40. A summary of all feedback and a final policy will be tabled for consideration and adoption by the Environment and Community Committee in November 2018.

41. Implementation of the new approach is expected to begin during the 2019/20 financial year.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Facility Partnerships Policy - summary of key policy positions	125
b ⇨	Draft Facility Partnerships Policy (Under Separate Cover)
c ⇨	Facility partnerships with Māori - Summary report (Under Separate Cover)
d ⇩	Draft Facility Partnerships Policy - Public feedback summary report	127

Ngā kaihaina / Signatories

Author

Rebekah Forman - Principal Policy Analyst

Authorisers

Kataraina Maki – General Manager Community & Social Policy

Louise Mason – General Manager Local Board Services

Great Barrier Local Board

16 October 2018

Submission to Environmental Protection Agency opposing the dumping consent application by Coastal Resources Limited

File No.: CP2018/19162

Te take mō te pūrongo / Purpose of the report

1. To approve the submission made on 10 September 2018 by the local board to the Environmental Protection Authority to a marine dumping consent application made by Coastal Resources Ltd under the the Exclusive Economic Zone and Continental Shelf (Environmental Effects) Act 2012.

Whakarāpopototanga matua / Executive summary

2. On 5 June 2018 Coastal Resources Limited (CRL) lodged an application with the Environmental Protection Authority (EPA) for a marine dumping consent. In accordance with section 46 of the Exclusive Economic Zone and Continental Shelf (Environmental Effects) Act 2012 (the EEZ Act) CRL is applying for a 35-year consent to annually dump up to 250,000m³ of dredged material from source sites within Auckland and Waikato, at an existing dump site in the ocean, 25km east of Aotea Great Barrier Island. The site is outside Auckland’s Coastal Marine Area, which is up to 20km off-shore from Aotea Great Barrier island.

3. On 30 July 2018, the local board received an emailed notification of the application and was subsequently briefed by the EPA at a meeting on 8 August 2018. Submissions on the application were to be received by the EPA by no later than 10 September 2018.

4. Concerns about the potential impact of the dumping consent by CRL on environment and the strong feelings of opposition from the community have been the drivers for this submission.

5. On 10 September 2018, the local board submitted a submission objecting to the application (Attachment A). The objections of the local board to the granting of the dumping consent are as follows:

· The local board objects to the application in principle as the sea should not be used as a dumpsite for the dredged material, land-based solutions must be found.

· The application is inconsistent with the purpose of the EEZ Act in that it fails to protect the environment from pollution. According to the Act, the decision maker must favour caution and environmental protection.

· An adaptive management approach is not available for marine dumping consents. Therefore, the decision maker is required to anticipate the effect of an increase of 500 per cent of dumped material per year over a 35-year period and provide conditions and measures to protect the marine environment and the adjacent land over the proposed period of the consent. Favouring caution and protecting the marine environment from pollution can only be done by prohibiting the dumping of the dredged matter at sea and insisting on fully exploring a suitable land-based option. There is adequate time before the current permit expires in 2032.

· The local board objects to the 500 per cent increase in volume per year from the current permit and the length of the proposed consent over 35 years. The effect of the volume and duration are uncertain and presents indeterminable risks that cannot be foreseen at this stage nor avoided through consent conditions.

· The local board objects to the increased bio-security risks. Aotea Great Barrier Island and its adjacent waters are largely pest free and the dredged material comes from highly infested locations. The measures to prevent infestation do not adequately provide safeguards of catastrophic risks for the environment.

· The local board objects to the dumping of harmful polluting chemicals and heavy metals as well as inorganic material that will be included in the dredged material that poses a risk to sea and birdlife and to our beaches.

· The local board objects to the lack of consultation with its community and with mana whenua.

6. The board members agreed to the content of the submission but due to scheduling of the board’s business meeting no opportunity presented itself before the deadline to formally approve the submission.

7. The local board will further explore the availability of additional evidence in support of its submission at the Hearings scheduled from 28 November 2018. This will include securing evidence from within the council, if possible and from beyond, such as from the various tertiary institutions that have expertise of the effects of large-scale dumping on the marine and terrestrial environment.

Ngā tūtohunga / Recommendations

That the Aotea Great Barrier Local Board:

a) approve the submission (Attachment A of the agenda report) made on 10 September 2018 by the Aotea Great Barrier Local Board to the Environmental Protection Authority to a marine dumping consent application made by Coastal Resources Ltd under the the Exclusive Economic Zone and Continental Shelf (Environmental Effects) Act 2012

b) authorise the chairperson to take the required measures to pursue the local board’s objection to the marine dumping consent made by Coastal Resources Ltd, subject to obtaining the views of the local board members.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Coastal Resources Ltd Marine Dumping Consent: Submission by the Aotea Great Barrier Local Board	139

Ngā kaihaina / Signatories

Author	Helgard Wagener – Relationship Manager Great Barrier and Waiheke
Authoriser	Louise Mason – General Manager Local Board Services

Great Barrier Local Board

16 October 2018

Auckland Transport October 2018 update to the Great Barrier Local Board

File No.: CP2018/19227

Te take mō Te pūrongo / Purpose of the report

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

Whakarāpopototanga matua / Executive summary

2. This report covers:

a) general summary of operational projects and activities of interest to the board

b) update on the board’s transport capital fund

c) update on local board advocacy

d) update on local board transport enquiries and

e) other Auckland Transport news of interest to the board.

Te tūtohunga / Recommendation

That the Great Barrier Local Board:

a) receive the Auckland Transport October 2018 update report.

Horopaki / Context

3. This report addresses transport related matters in the local board area and includes information on the status of the LBTCF.

4. Auckland Transport is responsible for much of Auckland’s transport services, excluding state highways and the railway network. They report on a monthly basis to local boards, as set out in its 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 ring fenced capital budget controlled by local boards and delivered by Auckland Transport. Local boards can use this fund to deliver transport projects that they believe are important but are not part of Auckland Transport’s work programme. Criteria for projects are determined by the Governing Body and include that the project:

· 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).

Report on Auckland Transport projects and activities

6. Please see below for information on Auckland Transport’s activities:

Activity	Update
Great Barrier Airfield Transfer	Update: now expected to take place in October 2018. Previous update: The Auckland Transport (AT) Board have supported the recommendation to transfer the Great Barrier airfields from Auckland Council to Auckland Transport. The process now is for Community Facilities to advise council of this recommendation and get approval to engage with the Ministry of Transport to commence legal transfer of the airport authority status. We understand that council (Community Facilities and Legal) intend to take this to a September 2018 council committee meeting. Community Facilities will be providing an update to the local board on this process.
Shoal Bay Wharf upgrade	Works were completed by the end of August 2018. Divers will return in due course to wrap and install additional under-wharf cross bracing.
Shoal Bay new dingy ramp and rack	Consent approved 10 September 2018. Physical works planned to take place after Christmas. Auckland Stonemasons are not available to undertake works prior to Christmas as originally planned.
Shoal Bay new mooring pile	Consent approved 7 September 2018. AT’s wharf contractor is no longer on site so installation will be undertaken in January/February 2019 by contractor commissioned to undertake improvement works on the Glenfern Sanctuary wharf.
Cowshed Bridge	Update: now expected to happen in October 2018. Previous update: A Bailey Bridge has been installed to allow safe access underneath the original bridge. Our contractors will now be able to determine if our original assessment of the damage and the necessary repairs is correct. If the damage is greater than originally determined it may be necessary for further investigation.
Reconfiguration of Intersection of Whangaparapara / Gray Road	The work is mostly complete except for the sealing and road marking of the intersection. The contractor is waiting for the crusher to come over to make more GAP40 to complete the works. This is expected at the end of October 2018.
Karaka Bay Road	Update: this is now expected to happen in October 2018. Previous update: Auckland Transport’s Road Safety team engineers will be over in September 2018 to do a detailed evaluation of the road and plan safety improvements with our contractors.
Fish passage at Akapoua culvert / ford at Kaiaraara	No update this month. Previous update: Auckland Transport is looking into permanent structures that are fish friendly, such as the arched bridge design which the local board indicated would be preferred. However, there is no immediate funding to replace this temporary structure. Currently our asset management team is determining what the timeline around permanent replacement would be.
Auckland Transport Wharf H&S Review	Auckland Transport is currently reviewing its wharf facilities and operations at Tryphena and Whangaparapara. Auckland Transport’s Facilities Operation Manager briefed the board on the progress of this review in August and confirmed that: · The Wharf Operator’s role will be expanded to include additional responsibilities, specifically around H&S on the landside of the Wharf. · That the new Operating Plan for the wharf is nearly complete. · That we are working with stakeholders, like Sealink, to finalise details.
Puriri Bay Road	No update this month. Previous update: The seawall is being monitored. Consultants are working on designs for repairing the sections with storm damage. Work will proceed when the necessary consents and coastal consents are obtained.

GBI Reseal List 2018-19

7. The below is the current list of roads planned for resurfacing as part of the AT’s renewals programme.

Road	Renewal type	Start	End	Length (m)	Width (m)	Quantity (m)²
Shoal Bay Rd	Resurfacing Chipseal	4965	5000	35	4.4	154
Kaitoke Lane School Loop	Resurfacing Chipseal	3	57	54	5	270
Claris Aerodrome Rd	Resurfacing Chipseal	3	123	120	7.7	924
Kaiaraara Bay Rd	Resurfacing Chipseal	2014	2504	291	4.5	1309.5
Kaitoke Lane	Resurfacing Chipseal	3	552	490	5	2450
Hector Sanderson Rd	Resurfacing Chipseal	14	1855	549	5.4	2964.6
Shoal Bay Rd	Resurfacing Chipseal	3119	4943	812	5	4060
Mabey Rd	Resurface 2nd Coat	3	294	1841	5.4	9941.4
Medland Rd	Resurface 2nd Coat	4548	5360	1824	5.7	10396.8
Sandhills	Resurface 2nd Coat	500	1842	1342	3.8	5099.6
					Total	37,569.9

Tātaritanga me ngā tohutohu / Analysis and advice

Local Board Transport Capital Fund

8. As of the new electoral term Aotea Great Barrier Local Board had $328,104 in their Local Board Transport Capital Fund (LBTCF).

9. Following the proposal to increase the Local Board Transport Capital Fund, the allocation to the board has increased by $189,732 and is now $517,836.

10. From this the board has committed:

· $68,000 for a dust seal on Sandhills Road.

· $20,000 for remediation of fish passages in the culverts on the island.

This leaves $429,836 unallocated.

11. The local board has requested that Auckland Transport focus on potential road sealing projects, including the rough order of costs for sealing:

· Kaiara Road for $350,196

· Puriri Bay Road for $409,453.50

· Whangaparapara Road for $852,425.50

12. Auckland Transport has completed investigations into rough orders of costs for the following projects:

· To provide a walkway on Whangaparapara Road from the Cross Road to the Hot Pool access, for a cost of $63,000

· To complete the remaining sections of the Hector Sanderson from Claris Café to the Cross Roads for $287,624.

13. Auckland Transport has been requested to investigate into rough orders of costs for the following projects, but at the board’s request has suspended them to focus on road sealing projects:

· For solutions in the road corridor to address Claris shopping centre carparking safety and congestion issues.

· Shoal Bay footpath (from Mulberry Grove School to Shoal Bay wharf).

14. Auckland Transport has determined a rough order of cost for Port Fitzroy traffic calmers as outlined by the local board for $48,000. Auckland Transport’s Road Safety team has agreed to fund this proposal, so it will not require local board funding.

Local board advocacy

15. Summary of Auckland Transport’s response to local board advocacy initiatives. Please note that many of these issues are of a long term nature and while this section is reviewed every month to ensure it is up to date it is not subject to regular change.

Advocacy Initiative	Status
Continue to minimise agrichemical use by using alternative methods and advocate to Auckland Transport to follow suit.	No update this month. Previous update: Auckland Transport’s maintenance contractors currently use chemical’s during road maintenance. The agreed process is that our contractors will: · Notify residents accordingly with spray notification register held by Auckland Transport · Advertise on Barrier Bulletin in advance to notify the local residents · Have correct signs up warning the pedestrians and road-users of our spraying operations and signs to remain on site during the withholding period for minimum of 24 hours. · Do no spraying around schools unless schools are closed.
Investigate smart energy systems that allow island communities to have their own power systems and pave the way for electric vehicles	No update this month. Previous update: Auckland Transport is happy to work with the local board to facilitate this initiative. Our Sustainability Team are looking at potential ways AT could support the board with this point.
Improving and linking existing walkways and cycleways and investigating further opportunities to fill gaps in the network, including horse trails	No update this month. Previous update: Auckland Transport currently has no programmed works for walkways or cycleways on Great Barrier. However AT is investigating several options for use of the Local Board Transport Capital Fund.
Advocating to Auckland Transport to continue investigating the use of dust suppressant products on populated roads.	No update this month. Previous update: Auckland Transport is not currently funded for dust suppressant products and it the Local Board Transport Capital Fund cannot currently be used for this purpose. However AT is undergoing an investigation of different products, you can find out more information here: https://at.govt.nz/projects-roadworks/rodney-dust-supression-trial/
Identify key coastal infrastructure needing protection from erosion and develop environmentally sensitive ways to address this	No update this month. Previous update: An inspection of the erosion issues affecting Shoal Bay Road, adjacent to Pa Beach in Tryphena, was carried out in May 2017. A report was created that outlines the erosion that has occurred, an assessment of the main cause of the erosion, and a range of options for addressing the erosion. Further investigation is required and Auckland Transport is currently reviewing the report to determine the appropriate response.
Advocate to Auckland Transport to follow Auckland Council’s new procurement approach and directly manage the island’s roading contractor.	No update this month. Previous update: The current contract covers Rakino, Waiheke and Great Barrier Island and budget is allocated to this contract not to specific Islands. This contract expires on 30/06/19 and has the potential to roll over for one further term of 2 years. AT will be taking into account Great Barrier Local Board’s feedback when reviewing the next contracts.
Fish passages	Update: The local board has agreed to fund $20,000 for remediation of fish passages in the culverts on the island. Auckland Transport is in discussion with Auckland Council Healthy Waters to see if they can supply additional funding and expertise to implement this. Previous update: Auckland Transport is not currently funded to provide fish passages. Working closely with Auckland Council Environmental Services team we have developed indicative costings for the work, both one off and an ongoing basis, to maintain fish access.

Progress being made on investigations

16. Update on local board transport enquiries:

Enquiry	Status
Maintenance required on passing bays on Port Fitzroy Hill	This is being investigated by our maintenance contractor.
Issues with weeds along the footpath between Claris and Cross Roads	This was completed by Community Facilities contractor.

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

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

18. Auckland Transport attended a workshop on the 2^nd of October 2018 with the local board.

Traffic Control Committee resolutions

19. There were no Traffic Control Committee resolutions pertaining to this local board area.

Tauākī whakaaweawe Māori / Māori impact statement

20. 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

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

Ngā raru tūpono / Risks

22. The proposed decision of receiving the report has no risks. Auckland Transport has risk management strategies in place for all of their projects.

Ngā koringa ā-muri / Next steps

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

Ngā tāpirihanga / Attachments

There are no attachments for this report.

Ngā kaihaina / Signatories

Author

Ben Halliwell - Elected Member Relationship Manager

Authorisers

Jonathan Anyon - Team Leader, Elected Member Relationship Management Team

Helgard Wagener – Relationship Manager Great Barrier and Waiheke

Great Barrier Local Board

16 October 2018

Panuku Development Auckland Local Board six-monthly update 1 March - 31 August 2018

File No.: CP2018/17733

Te take mō te pūrongo / Purpose of the report

1. To update the Aotea Great Barrier Local Board on Panuku Development Auckland (Panuku) activities within the local board area for the six months from 1 March to 31 August 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 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 Aotea Great Barrier Local Board:

a) receive the Panuku Development Auckland Local Board update for 1 March to 31 August 2018.

Ngā Mahi ā-Hapori / Local Activities

Portfolio Management

5. Panuku manages ‘non-service’ properties owned by the council and Auckland Transport (AT). 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 June 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 30 June 2018 was above budget, with a net surplus to council and AT shareholders of $3.9 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 Great Barrier Local Board Area

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

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

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

Business interests

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

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

13. Blackwell’s Quarry – Blackwell’s quarry, located on Hector Sanderson Road, is leased from the Blackwells. Panuku manages the lease from the Blackwells on the council’s behalf. Fulton Hogan operates this quarry on behalf of Auckland Council by way of an Operating Agreement for five years to December 2020.

14. A workshop between Panuku and the Aotea Great Barrier Local Board, to discuss the Blackwell’s Quarry, is scheduled for 23 October 2018.

Portfolio strategy

Optimisation

15. Optimisation is a self-funding development approach targeting sub-optimal service assets approved in 2015. The process is a tri-party agreement between Community Facilities, Panuku and Local Boards. It is led by Panuku. It is designed to equal or enhance levels of service to the local community in a reconfigured form while delivering on strategic outcomes such as housing or urban regeneration with no impact on existing rate assumptions.

16. Using optimisation, underperforming assets will have increased utility and efficiency, with lower maintenance costs, operating costs as well as improved service delivery benefiting from co-location of other complimentary services or commercial activities. Optimisation will free up a vast range of undercapitalised development opportunities such as air space, full sites, or part sites and in many cases will result in intensification of land use, particularly residential, supporting Auckland Plan implementation

17. Local boards are allocated decision making for the disposal of local service property and reinvestment of sale proceeds in accordance with the service property optimisation approach.

Portfolio review and rationalisation

Overview

18. 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

19. Panuku works closely with Auckland Council and Auckland Transport to identify potential surplus properties to help achieve disposal targets.

20. Target for July 2017 to June 2018:

Unit

Target

Achieved

Portfolio review

$60 million disposal recommendations

$88 million as at 30 June 2018

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

21. Target for July 2018 to June 2019:

Unit	Target	Achieved
Portfolio review	$30 million disposal recommendations	$3.7 million as at 31 August 2018.

Process

22. Once identified as no longer delivering the council service use for which it was acquired, a property is taken through a multi-stage rationalisation process. The agreed process includes engagement with council departments and CCOs, the local board and mana whenua. This is followed by Panuku board approval, engagement with the local ward councillors and the Independent Māori Statutory Board and finally, a Governing Body decision.

Under review

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

Ngā Mahi ā-Rohe / Regional Activities

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

· 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

· Unlock locations – Panuku ‘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

· 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

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

Panuku has partnered with Willis Bond to deliver a total of 500 homes in Wynyard Quarter over several stages, the first of which – Wynyard Central Pavilions – is now complete. This first stage of the new precinct offers a mix of 113 residencies comprising 25 free-stranding pavilions, 8 townhouses and 80 apartments with retail space on the ground floor. Willis Bond is also leading the delivery of 51 apartments at 132 Halsey, which is expected to be complete in Spring 2018. At the same time it is anticipated that works will begin on the second stage of Willis Bond’s residential development at 30 Madden Street with the construction of 90 apartments and six townhouses as well as ground floor retail. This residential construction is due to be completed by the end of 2020.

Precinct are due to commence construction on their next commercial building at 10 Madden Street in Spring 2018, with an anticipated completion date towards the end of 2020. This seven level building will provide approximately 8,500m2 of commercial space including ground floor retail.

The east-west connection between Halsey and Daldy Streets, Tiramarama Way, was completed in June of this year, with the street opening on Friday 29 June 2018 receiving much positive feedback.

Negotiations are underway with Orams regarding the development of Site 18 (on the corner of Beaumont and Jellicoe Streets) for a marine refit facility and residential development.

26. Transform Manukau covers over 600 hectares and is the largest of the Panuku priority locations. The Auckland Plan sees Manukau as the commercial centre of southern Auckland, but the significant investment in transport and community amenities has not been matched by intensification of the adjacent land to provide more homes and jobs. The area contains over 6 hectares of undeveloped council land in the town centre that is suitable for residential and commercial development. There is also significant Crown land held by both HNZC and the Counties Manukau DHB that can provide significant additional housing. Panuku is focussing on taking the development sites to market to test the appetite for private sector investment. Currently there is a 300 home development on Barrowcliffe Place already underway. We are also focussing on public realm projects that will enhance the overall environment and liveability of the area. Panuku is working closely with The Southern Initiative and ATEED to develop integrated actions to benefit the local community.

27. The Framework Plan to guide the Onehunga transformation on a similar scale to Wynyard Quarter and Manukau, was approved in May 2018. 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 and proposed light rail, which affects the wharf and southern parts of the area, is currently being reassessed by the New Zealand Transport Agency (NZTA). Panuku is expecting amended plans later this year. Further refinement of the Framework Plan will occur once this can be reviewed. Working with the local board and key stakeholders, Panuku has advanced plans on the town centre and the Onehunga wharf precinct where possible.

Unlock locations

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

29. At the Airfields, Hobsonville Point, six of the seven super-lots have now settled with AV Jennings with the remaining super-lot due for settlement October 2018. Fortytwo housing units have been completed to the end of June 2018. In stage 2, the development by Avanda will result in 510 dwellings. The tier 1 roads which are Wallace Road, Waka Moana Drive and Commanders Avenue are progressing well and are on target for practical completion December 2018. The first housing development is anticipated to start in December 2018.

30. In Northcote, we are continuing to build on the urban regeneration concepts outlined in the November 2016 Framework Plan, and have progressed our engagement and co-design with HLC for the Awataha Greenway project and other key projects. The information kiosk continues to provide a ‘shop front’ for the community to walk in and ask any questions. With the 2018 LTP signed off by Council in late-June, Panuku is now able to commence implementation of the first-year’s projects including the Greenslade Reserve stormwater detention project.

31. 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.

32. The council’s Planning Committee approved the over-arching plans to redevelop Old Papatoetoe in June. Construction on the Mall has been completed and we are now focussed on leasing the remaining tenancies. The supermarket construction is progressing; however we have been advised that this is unlikely to be completed by Christmas. We are working closely with Foodstuffs on the new plaza space. The Panuku Board has now approved the Programme Business Case which details how new housing in the town centre will be enabled. The temporary food hub proposal for the old netball clubrooms is progressing well.

33. The overall plan for Henderson was approved in May 2017 by Governing Body. The 2018-2021 Unlock Henderson work programme was endorsed by the local board and approved by the Panuku board in June 2018. The vision is 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.

34. Located within the Tāmaki Transformation area, Panmure town centre is well-located with excellent public transport links to the wider Auckland area. Panmure was chosen as a location for regeneration due to large areas of underused, council-owned land in the town centre that represent significant redevelopment opportunities. The project area covers 43ha and encompasses land owned by council, TRC, the Crown and Auckland Transport (AT), who Panuku will work in partnership with to facilitate the staged transition of sites for development.

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

35. A workshop with the local board is scheduled for Tuesday 23 October to discuss the Blackwell’s quarry lease.

Tauākī whakaaweawe Māori / Māori impact statement

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

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

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

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

40. 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.

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
Authoriser	Helgard Wagener - Relationship Manager Great Barrier and Waiheke Local Boards

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

Author	Guia Nonoy - Democracy Advisor
Authoriser	Helgard Wagener – Relationship Manager Great Barrier and Waiheke