Agenda of Kaipātiki Local Board

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

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

The Auckland Council Code of Conduct for Elected Members (the Code) requires elected members to fully acquaint themselves with, and strictly adhere to, the provisions of Auckland Council’s Conflicts of Interest Policy. The policy covers two classes of conflict of interest:

i. A financial conflict of interest, which is one where a decision or act of the local board could reasonably give rise to an expectation of financial gain or loss to an elected member; and

ii. A non-financial conflict of interest, which does not have a direct personal financial component. It may arise, for example, from a personal relationship, or involvement with a non-profit organisation, or from conduct that indicates prejudice or predetermination.

The Office of the Auditor General has produced guidelines to help elected members understand the requirements of the Local Authority (Member’s Interest) Act 1968. The guidelines discuss both types of conflicts in more detail, and provide elected members with practical examples and advice around when they may (or may not) have a conflict of interest.

Copies of both the Auckland Council Code of Conduct for Elected Members and the Office of the Auditor General guidelines are available for inspection by members upon request.

Any questions relating to the Code or the guidelines may be directed to the Relationship Manager in the first instance.

4 Confirmation of Minutes

That the Kaipātiki Local Board:

a) confirm the ordinary minutes of its meeting, held on Wednesday, 19 September 2018, as a true and correct record.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

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

8 Deputations

Standing Order 7.7 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Kaipātiki 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.”

Kaipātiki Local Board

17 October 2018

Kauri Dieback Response Kaipātiki Local Board

File No.: CP2018/15876

Te take mō te pūrongo / Purpose of the report

1. To provide information about the response to kauri dieback disease in the Kaipātiki Local Board area as requested by resolutions KT/2018/131 and KAI/2018/65.

Whakarāpopototanga matua / Executive summary

2. At the 18 July 2018 Kaipātiki Local Board business meeting, the board resolved to:

a) request that staff and Pest Free Kaipātiki work together to gather additional detail and information with regard to Kauri Park and Muriel Fisher Reserve, in order to assist staff in the preparation of robust advice to the local board for further consideration and decision making.

b) request that staff and Pest Free Kaipātiki work together to explore a shared approach for community based, local options for kauri dieback management for consideration by the local board at its October meeting. (Resolution number KT/2018/131)

3. Subsequently the local board resolved at its 22 August community forum:

a) request confirmation that the October 2018 report will contain the information necessary for the Kaipātiki Local Board to fully consider all options regarding precautionary measures to protect our bush reserves from kauri dieback disease, including advice on public restrictions and closures where kauri dieback disease may or may not be confirmed as present. (Resolution number KAI/2018/65)

4. This report describes the proposed process to manage kauri dieback disease in the local board area, including providing resources and funding to Pest Free Kaipātiki to provide kauri dieback community engagement activities and increase kauri dieback awareness and compliance.

5. This report also requests a global landowner consent be endorsed by the local board with delegation to officers for the installation of kauri dieback hygiene stations on local parks as the need is identified.

Ngā tūtohunga / Recommendation/s

That the Kaipātiki Local Board:

a) endorse the process to protect Kaipātiki bush parks and reserves from kauri dieback disease.

b) endorse in principle a global land owner approval (LOA) with delegation to staff for the individual site location and installation of hygiene stations within parks and reserves in Kaipātiki Local Board area, taking into account park users, amenity, signage, public safety, local board awareness and all other relevant considerations.

Horopaki / Context

6. Council’s management approach to kauri dieback disease prioritises the protection of healthy kauri. This involves a precautionary of isolating healthy kauri by closures and tools to minimise the spread such as phytosanitary stations, track upgrades and education. The natural environment targeted rate provides additional funding to resource this management and reduce the risk of kauri dieback spread across the Auckland region.

7. Kauri dieback disease was confirmed in the Kaipātiki Local Board area in August 2018. The confirmation of kauri dieback disease in Kauri Park and Muriel Fisher Reserve led to an interim track and park closure process developed in collaboration with Pest Free Kaipātiki. This process enables the temporary closure of tracks and parks until a more permanent solution is identified through the integrated Kauri Dieback Disease Response Programme.

8. To address immediate issues following the discovery of kauri dieback in the Kaipātiki Local Board area, the interim closure process was invoked and the following tracks within several reserves have been closed temporarily to prevent the spread of kauri dieback disease.

Location	Action undertaken
Fernglen Reserve	Closed tracks close to entrance that contain large kauri.
Kauri Park	Kauri dieback present. All tracks remain closed
Odin Place Reserve	Closed reserve. No official tracks.
Hadfield Street Reserve	Closed reserve. Closed unofficial tracks in the upper part of reserve. No official tracks
Muriel Fisher Reserve	Kauri dieback present. Keep all tracks closed. Tracks in poor condition.
Chatswood Reserve	Closed tracks to protect high value kauri. Commuter route kept open.
Le Roys Bush Reserve	Closed one section of track to protect high value kauri.
Kauri Glen Reserve	Closed tracks to protect kauri. School access route kept open.
City View Reserve	Closed reserve. No official tracks.
Leigh Scenic Reserve	Closed track to protect large kauri.
Lynn Reserve	Closed section of track near Leigh Scenic Reserve.
Birkenhead War Memorial Park	Closed track from Birkenhead Ave (cemetery end) to next two intersections.
Rangatira Reserve	Closed track (unformed) to protect stand of mature kauri.
Birkenhead Domain	Several tracks closed.
Eskdale Reserve	Several tracks closed.

9. Maps of these reserves can be viewed on the Auckland Council website https://www.aucklandcouncil.govt.nz/environment/plants-animals/pests-weeds/Pages/protect-our-kauri-trees.aspx

10. Outcome Two of the Kaipātiki Local Board Plan is ‘our natural environment is protected for future generations to enjoy’ and notes that ‘we want our birds, native wildlife and our iconic kauri and other native plants to flourish and grow.’ The Kaipātiki Local Board and its community have advocated for the protection of kauri and have supported temporary closures and preventive measures, which were rolled out in early September 2018.

11. This report provides more formal interim recommendations relating to options for precautionary measures to protect the Kaipātiki bush reserves from kauri dieback disease, including advice on public restrictions and closures where kauri dieback disease may or may not be confirmed as present as requested by the local board. (Resolution numbers KT/2018/131 and KAI/2018/65).

Tātaritanga me ngā tohutohu / Analysis and advice

Proposed process for managing kauri dieback in Kaipātiki Local Board

12. To protect kauri in parks, tracks need to be dry and mud-free and avoid kauri tree roots. In addition, hygiene stations can be installed at entrances to enable visitors to clean footwear when entering and exiting the kauri areas and prevent the transfer of the disease from diseased areas.

13. The Kaipātiki Local Board has an extensive network of local parks and tracks with many entrances. These tracks are generally of a low standard, wet and muddy.

14. A decision tree approach has been developed for appropriate long-term protection and mitigation measures. This approach is used to assess individual parks and tracks in collaboration with Pest Free Kaipātiki. Criteria include:

· Kauri health

· Kauri ecosystem value

· Recreational value.

· Accessibility of kauri

· Track condition

· Community concern

· Potential ease of implementing works

· Roadblocks and Opportunities

15. Staff recommend the following process for endorsement by the board

· Continuation of current closures and kauri dieback disease measures

· Recommendations developed for the long-term management of tracks in the Kaipātiki area, including recommendations for tracks to be upgraded prior to reopening and tracks that should be closed permanently to protect kauri.

· Recommendations presented to a business meeting of the local board in November or December 2018 for their consideration.

· Commence work by November 2018 to investigate, design, and deliver track upgrades and new hygiene stations according to their prioritisation for recreational use and biodiversity value.

· Ensure open tracks are maintained to a high standard to reduce their risk of being a vector for kauri dieback.

16. The programme will address immediate issues such as protecting significant kauri and key access routes, while providing maximum ecological and recreation benefits over the long term.

17. Council has provided regional funding to Pest Free Kaipātiki to carry out kauri dieback community engagement activities in the Kaipātiki Local Board area to increase kauri dieback awareness and compliance. The proposed programme described above will continue to be co-developed with Pest Free Kaipātiki.

18. As part of the upgrade of tracks, the installation of hygiene stations will also be recommended. This will require land owner approval from the Kaipātiki local board. Rather than provide consent for each individual station, it is proposed that a ‘global consent’ is applied to streamline the installation process and avoid delays in installing the hygiene stations where required as tracks are upgraded.

19. Once the local board has endorsed the proposed process staff will act as quickly as possible to carry out the necessary works to reopen tracks as early as possible.

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

20. Outcome Two of the Kaipātiki Local Board Plan is ‘our natural environment is protected for future generations to enjoy’ and notes that ‘we want our birds, native wildlife and our iconic kauri and other native plants to flourish and grow.’ The Kaipātiki Local Board and its community have advocated for the protection of kauri and have supported temporary closures and preventive measures, which were rolled out in early September 2018.

21. This advocacy has been supported by formal resolutions, for example at its 18 July 2018 business meeting, the local board requested staff provide information about the process, costs and implications of temporarily closing all or part of Kauri Park and Muriel Fisher Reserve to prevent the possible spread of kauri dieback disease in the Kaipātiki Local Board area.

22. Information on the temporary closures was provided to the local board at the 11 August 2018 community forum meeting and staff have implemented the closure of both parks pending further investigation of the condition of tracks and of kauri within the parks. In addition, other tracks in the Kaipātiki area have also been closed temporarily as a precautionary measure to protect significant kauri.

23. The local board also requested council staff and Pest Free Kaipātiki work together to develop a shared approach to community based, local options for kauri dieback disease management. Staff are currently undertaking this work with Pest Free Kaipātiki.

24. Closing parks and reserves or individual tracks will have an impact on the recreational activities available in the Kaipātiki area. There may be a level of public dissatisfaction as the closure of tracks impacts on individuals use of these and may put extra pressure on open parks and reserves in the local board area. Any immediate closure authorised by the Manager Community Parks and Places will be done on a temporary basis.

Tauākī whakaaweawe Māori / Māori impact statement

25. Kauri is a keystone species which supports a distinct New Zealand forest ecosystem, sustaining indigenous flora and fauna. Kauri is a taonga species and council, in partnership with Māori, have a responsibility for the protection of the spiritual, economic and ecological values associated with this taonga and the ecosystems it supports.

26. Tāmaki Makaurau mana whenua kaitiaki kaimahi representatives have stressed the importance of the kauri species and a desire to work more closely with council and the Department of Conservation on this kaupapa. Staff will work with mana whenua on the regional approach to kauri dieback on a site by site basis.

27. Te Kawerau ā Maki hold kauri in very high regard and have offered to assist the Kaipātiki Local Board, if necessary, by placing a rāhui across local parks and reserves in the local board area.

Ngā ritenga ā-pūtea / Financial implications

28. The track closures, communication and behaviour change for kauri dieback disease management activities across the Auckland region will be funded through existing council budgets and the natural environment targeted rate.

29. Work will be prioritised and scheduled to ensure that the highest risks to kauri are mitigated first. Further details on funding options and implications will be provided at future business meetings.

30. The costs associated with the interim closures within the Kaipātiki Local Board area, including signage, staff time and community engagement with Pest Free Kaipātiki have been prioritised from within regional budgets.

31. Recommendations for other measures that will be considered by the board in late 2018 will be considered for funding from the natural environment targeted rate.

Ngā raru tūpono / Risks

32. Closing parks and reserves or their tracks will have an impact on the recreational activities available in the Kaipātiki area. This may put extra pressure on open parks and reserves.

33. There may be a level of public dissatisfaction as the closure of tracks impacts on individuals use of these. Any immediate closure authorised by the Manager Community Parks and Places will be done on a temporary basis.

34. Achieving high levels of compliance with closed tracks and the use of cleaning stations will require considerable effort and resource.

35. There are considerable unknowns regarding our understanding of kauri dieback disease spread. This risk is managed by close involvement in the national programme and the science workstream led by the Ministry for Primary Industries.

Ngā koringa ā-muri / Next steps

36. The draft recommendations for the long-term management of tracks in the Kaipātiki area will be presented to the local board at the November or December 2018 business meeting.

37. Council will continue to work with Pest Free Kaipātiki to deliver kauri dieback community engagement activities.

Ngā tāpirihanga / Attachments

There are no attachments for this report.

Ngā kaihaina / Signatories

Authors

Richard Balm, Biosecurity Team Manager – Kauri Dieback, Environmental Services – Infrastructure and Environment

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Eric Perry - Relationship Manager

No.	Title	Page
a ⇩	17 October 2018 - Kaipātiki Local Board Business Meeting - Kaipātiki Community Facilities Trust Bi-Monthly Report	15

No.	Title	Page
a ⇩	17 October 2018 - Kaipātiki Local Board Business Meeting - Auckland Transport Monthly Update October 2018	25

Kaipātiki Local Board

17 October 2018

Renewal of the community lease to Birkenhead United Association Football and Sports Club Incorporated at Shepherds Park, Melba Street, Beach Haven

File No.: CP2018/18566

Te take mō te pūrongo / Purpose of the report

1. To grant a renewal of the community lease to Birkenhead United Association Football and Sports Club Incorporated (the club) at Shepherds Park, Melba Street, Beach Haven.

Whakarāpopototanga matua / Executive summary

2. The club holds a community lease for a site at Shepherds Park, Melba Street, Beach Haven. The initial term of the lease expired on 30 April 2018. The lease is still operative on a month-by-month basis.

3. The club has applied to renew their lease. The building and improvements on the site are owned by the club.

4. The provisions of lease dated 1 May 1985 entitle the club to a right of renewal if they have adhered to the terms and conditions of the lease. The club has adhered to all the terms and conditions of the lease.

5. Staff recommend that the renewal of the community lease be granted to the club at Shepherds Park, Melba Street, Beach Haven for a term of thirty-three (33) years commencing 1 May 2018 with no further rights of renewal.

Ngā tūtohunga / Recommendation/s

That the Kaipātiki Local Board:

(a) grant the final renewal of the community lease with no variations to Birkenhead United Association Football and Sports Club Incorporated at Shepherds Park, Melba Street, Beach Haven (refer Attachment A) on the following terms and conditions:

i) term - thirty-three (33) years commencing 1 May 2018, with no further right of renewal with final expiry on 30 April 2051.

ii) rent - $10.00 plus GST per annum, if demanded;

(b) note all other terms and conditions will be in accordance with the original lease agreement dated 1 May 1985.

Horopaki / Context

6. This report considers the renewal of the lease to the club which has applied to renew the lease to continue their activities at the park.

7. The club was registered as an incorporated society on 8 February 1963. The club’s objectives are to promote, foster and control the game of association football. The club currently has 1085 members with the majority being younger than 25 years of age. It encourages all ages, genders and fitness levels. Owing to the large number of club members the grounds are being fully utilised. The clubrooms and adjacent fields are used daily by the club for training, games and tournaments.

8. The leased area includes a two-level building that houses toilets and changing rooms, bar area, kitchen, club room, tuck shop, together with the playing fields.

9. The club owns the building and other improvements on the site. A site visit in March 2018 established that the club maintains all the facilities to a high standard.

10. The club runs excellent programs for younger players which has resulted in several age grade championship teams. The club’s coach is encouraged to and does attend development training run by the regional football body.

Tātaritanga me ngā tohutohu / Analysis and advice

11. The land on which the club occupies is legally described as Lot 1 DP 20048 in certificate of title NA484/178. The land is owned by Auckland Council as a classified recreation reserve under the provisions of the Reserves Act 1977. The club and its activities are consistent with the reserve classification and is contemplated by the Shepherds Park Management Plan 1989.

12. All activities and operational costs are funded by grants, merchandise sales, tournament hosting fees, fundraising and player levies. The financial accounts provided indicate that the trust’s funds are sufficient to meet its liabilities and are being managed appropriately. The club has all necessary insurance cover, including public liability insurance in place.

13. It is acknowledged that a marae is proposed for Shepherds Park. Concerns have been raised by staff within the Parks Sports and Recreation team that the current proposed parking zone for the marae is considered too close to the playing fields. Staff within this team are working towards an alternative solution for the marae parking.

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

14. The recommendations within this report fall within the local boards’ allocated authority.

The club’s activities align with the Kaipātiki Local Board Plan 2017 outcome of “Our people are active and healthy”

15. The lease renewal to the football club is line 2507 in the 2018/2019 Kaipātiki Community Lease Work Programme.

16. The renewal considered by this report was initially presented by way of the streamlined renewal process on 18 June 2018. The board subsequently indicated that they wished this renewal to be progressed by way of a full report to a business meeting.

Tauākī whakaaweawe Māori / Māori impact statement

17. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations to Māori. The council recognises these responsibilities are distinct from the Crown’s Treaty obligations and fall within a local government Tamaki Makaurau context.

18. These commitments are articulated in the council’s key strategic planning documents the Auckland Plan, the 2015-2025 Long-term Plan, the Unitary Plan and Local Board Plans. The purpose of community leases is to encourage participation and create local benefits for all communities.

19. There is no statutory requirement for public notification or iwi engagement for this lease renewal.

Ngā ritenga ā-pūtea / Financial implications

20. The building is owned and maintained by the tenant and there will be no change to the status of the property. Current budgets will continue to apply.

21. There is no direct cost to council associated with the proposed renewal.

Ngā raru tūpono / Risks

22. As provided for in the original lease, dated 1 May 1985, council is required to grant the renewal unless the club has breached the terms and conditions of the lease. The club has met its obligations and is not in breach. If the Kaipātiki Local Board resolves not to grant the club its final right of renewal, this decision may materially affect the club’s ability to undertake its core activities. Since the granting of the original lease the club has reinvested any surplus funds into its buildings and programmes delivering significant outcomes for the community.

Ngā koringa ā-muri / Next steps

23. Subject to the grant of a renewal of community lease, council staff will work with the club to finalise the deed of renewal.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	17 October 2018 - Kaipātiki Local Board Business Meeting - Aerial photogragh of lease area for Birkenhead United Association Football and Sports Club Incorporated at Shepherds Park, Melba Street, Beach Haven	37

Ngā kaihaina / Signatories

Authors

Phillipa Carroll - Community Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Eric Perry - Relationship Manager

Kaipātiki Local Board

17 October 2018

Renewal of the community lease to the Order of St John Auckland Regional Trust Board at Fairway Lodge 17a Silverfield, Wairau Valley.

File No.: CP2018/19282

Te take mō te pūrongo / Purpose of the report

1. To grant a renewal of the community lease to the Order of St John Auckland Regional Trust Board (the trust) at Fairway Lodge, 17a Silverfield, Wairau Valley.

Whakarāpopototanga matua / Executive summary

2. The trust has a community lease for a site at Fairway Lodge 17a Silverfield, Wairau Valley. The second renewal expired on 30 November 2017. The lease is still operative on a month-by-month basis.

3. The trust has applied to renew their lease. The building and improvements on the site are owned by the trust.

4. The provisions of the lease dated 30 November 1995 entitle the trust to two rights of renewals if they have adhered to the terms and conditions of their lease.

5. Staff recommend that the second and final renewal of the community lease be granted to the trust at Fairway Lodge, 17a Silverfield, Wairau Valley for 11 years commencing 1 December 2017. No further rights of renewal remain.

Ngā tūtohunga / Recommendation/s

That the Kaipātiki Local Board:

a) grant the final renewal of the community lease with no variations to the Order of St John Auckland Regional Trust Board at Fairway Lodge 17a Silverfield, Wairau Valley (refer Attachment A) on the following terms and conditions:

i) term - eleven (11) years commencing 1 December 2017 with no further right of renewal with final expiry on 30 November 2028

ii) rent - $10.00 plus GST per annum, if demanded

b) note all other terms and conditions be in accordance with the original lease agreement dated 30 November 1995.

Horopaki / Context

6. This report considers the renewal of the lease to the trust which has applied to renew the lease to continue their activities at the Lodge.

7. The trust was registered as an incorporated society on 8 April 1940. The trust’s vision is to care for patients, families and communities and enhance health and well-being for all New Zealanders. The trust currently has 433 members in the North Shore area.

8. The leased area consists of the footprint of a single-story building that incorporates offices, amenities, and a conference area. The trust owns the building and other improvements on the site. A site visit established that the trust maintains all the facilities to a high standard.

9. The building is well utilised with 13 different groups regularly using the facility alongside the conference centre that is for hire.

10. The trust holds contracts with the Ministry of Health, Accident Compensation Corporation, and District Health Boards covering the northern region funding close to 70 percent of direct operating costs. The shortfall is made up from payment of part charges, community donations, fundraising, and revenue from commercial activities.

11. The trust has granted a license to occupy for a section of their building to a group to help maximise building usage and contribute towards building upkeep.

Tātaritanga me ngā tohutohu / Analysis and advice

12. The land on which the trust occupies is legally described as Lot 2 DP 150598 in certificate of title NA92B/924. The land is owned by Auckland Council as a classified local purpose (community buildings) reserve. The trust and its activities are consistent with the land classification.

13. All activities and operational costs are funded by the trust. The financial accounts provided indicate that the trust’s funds are sufficient to meet its liabilities and are being managed appropriately. The trust has all necessary insurance cover, including public liability insurance in place.

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

14. The recommendations within this report fall within local boards’ allocated authority.

15. The activities of the trust align with the Kaipātiki Local Board Plan 2017 outcome “Our people are active and healthy”.

16. The lease renewal to the trust is line 2508 in the 2018/2019 Kaipatiki Community Lease Work Programme.

17. The renewal considered by this report was initially presented by way of the streamlined renewal process on 18 June 2018. The board subsequently indicated that they wanted this renewal to be progressed by way of a full report to a business meeting.

Tauākī whakaaweawe Māori / Māori impact statement

18. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations to Māori. The Council recognizes these responsibilities are distinct from the Crown’s Treaty obligations and fall within a local government Tamaki Makaurau context.

19. These commitments are articulated in the council’s key strategic planning documents the Auckland Plan, the 2015-2025 Long-term Plan, the Unitary Plan and Local Board Plans. The purpose of community leases is to encourage participation and create local benefits for all communities.

20. There is no statutory requirement for public notification or Iwi engagement for this lease renewal.

Ngā ritenga ā-pūtea / Financial implications

21. The building is owned and maintained by the tenant and therefore there will be no change to the status of the property. Current budgets will continue to apply.

22. There is no direct cost to council associated with this proposed renewal.

Ngā raru tūpono / Risks

23. As provided for in the lease dated 30 November 1995 council is required to grant the renewal unless they believe there is not a sufficient need for the trust’s activities or in the public interest some other activities should be prioritised. Should the Kaipātiki Local Board resolve not to grant the Order of St John Auckland Regional Trust Board its second and final right of renewal, this decision may materially affect the trust’s ability to undertake its core activities. Since the original lease was put in place, the trust has invested funds in its improvements and community services. The trust helps fund six St John Youth Divisions, Caring Callers, Friends of Emergency Department and adult Events Volunteers

Ngā koringa ā-muri / Next steps

24. Subject to the grant of a renewal of a community lease, council staff will work with the trust to finalise the deeds.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	17 October 2018 - Kaipātiki Local Board Business Meeting - Attachment A: Site Plan for Order of St John	43

Ngā kaihaina / Signatories

Authors

Phillipa Carroll - Community Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Eric Perry - Relationship Manager

Kaipātiki Local Board

17 October 2018

Renewal of community lease to North Harbour Table Tennis Charitable Trust at 5A Akoranga Drive, Northcote

File No.: CP2018/19293

Te take mō te pūrongo / Purpose of the report

1. To grant a renewal of the community lease and airspace licence to NHTT (North Harbour Table Tennis) Charitable Trust at 5a Akoranga Drive, Northcote.

Whakarāpopototanga matua / Executive summary2 NHTT Charitable Trust being the North Harbour Table Tennis Charitable Trust holds a community lease and airspace licence for the site at 5a Akoranga Drive, Northcote. The current term of the lease and licence expired on 11 January 2017. The lease and licence are still operative on a month-by-month basis.

3 The club has applied to renew their lease and licence for their second and final term of eleven years. The building and improvements on the site are owned by the club.

4 Under the operative renewal provisions, council has a contractual obligation to affect the renewal if the trust fulfills the conditions of the provision. The trust has satisfied the conditions for the renewal.

5 As per the original deed of lease dated 12 January 1995 and the airspace licence dated 6 October 2003, the permitted activity for the site is headquarters of North Harbour Table Tennis Association.

6 Staff recommend that the second and final renewal of the community lease and airspace licence be granted to the trust at 5a Akoranga Drive, Northcote for a term of eleven (11) years commencing 12 January 2017 with no further rights of renewal.

Ngā tūtohunga / Recommendation/s

That the Kaipātiki Local Board:

a) grant the second and final renewal of community lease to the NHTT Charitable Trust at 5a Akoranga Drive, Northcote on the following terms and conditions:

i) term – eleven (11) years commencing 12 January 2017 with no further right of renewal with final expiry on 11 January 2028

ii) rent -$1.00 plus GST per annum, if demanded;

iii) all other terms and conditions will be in accordance with the deed of lease dated 12 January 1995

b) grant the second and final renewal of community air space licence to the NHTT Charitable Trust at 5a Akoranga Drive, Northcote on the following terms and conditions:

i) term – eleven (11) years commencing 12 January 2017 with no further right of renewal with final expiry on 11 January 2028

ii) rent -$1.00 plus GST per annum, if demanded;

iii) All other terms and conditions will be in accordance with the deed of licence dated 6 October 2003

Horopaki / Context

The Lease

7 North Harbour Table Tennis Association Incorporated held a community lease for their two storied building with the former North Shore City Council for a term of eleven years commencing 12 January 1995. The lease contains two rights of renewal for eleven years each.

8 The association assigned the lease to NHTT Charitable Trust on 6 October 2003 when the association transferred their building assets to the trust to administer. NHTT Charitable Trust is also known as North Harbour Table Tennis Charitable Trust.

The Licence

9 The trust holds a community airspace licence for the second storey extension over the carpark with the former North Shore City Council for a term commencing 6 October 2003 until 11 January 2006. The licence contains two rights of renewal for eleven years each.

The Trust

10 The trust has applied to exercise its second and final right of renewal for both the lease and airspace licence for the period 12 January 2017 until 11 January 2028.

11 The trust was registered on 10 July 2000, and subsequently as a charitable entity in 2008 under the Charities Act 2005. It is governed by nine trustees.

12. The trust’s function, along with administering their assets, is to develop and promote the community hall and court facilities for the benefit of the public including the provision of special facilities for youth, senior, and disabled members of the community.

13. The facility is predominantly used by the association as their headquarters and to promote and co-ordinate the game of table tennis. The remainder of the building is available to other community groups. The building now hosts over 1280 users per week including members of the association, Northcote Toy Library, Creative Abilities Boccia, NOAH Mountain Safety, Racketlon NZ, Aspire Rhythmic Gymnastics, and Chinese English Language class. Areas of the building are also available to the community for casual hire.

5a Akoranga Drive

14. The land described as Lot 1 DP16791 is held in fee simple by Auckland Council as an unclassified recreation reserve and subject to the Reserves Act 1977. The activity of table tennis aligns with a recreation reserve status. Attached is an aerial photograph showing the location of the facility on the land (Attachment A).

Tātaritanga me ngā tohutohu / Analysis and advice

15. The financial accounts provided indicate that the trust’s funds are sufficient to meet its liabilities and are being managed appropriately.

16. The trust has all necessary insurance cover, including public liability insurance in place.

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

17. The recommendations within this report fall within local boards’ allocated authority. The trust’s activities align with the Kaipātiki Local Board Plan 2017 outcome of “Our people are active and healthy”

18 The lease and airspace licence renewals to the trust are on the Kaipātiki Community Lease Work Programme 2018/2019 as lines 2503 and 2505 respectively.

19. The proposed community lease renewal and airspace licence renewal were discussed at the Kaipātiki Local Board workshop of 22 August 2018, where no objections were raised. A question regarding the original lease was raised on the permitted activity of the space. The permitted activity of the site is the headquarters of North Harbour Table Tennis Association.

Tauākī whakaaweawe Māori / Māori impact statement

20. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations to Māori. The Council recognises these responsibilities are distinct from the Crown’s Treaty obligations and fall within a local government Tamaki Makaurau context.

21. These commitments are articulated in the council’s key strategic planning documents the Auckland Plan, the 2015-2025 Long-term Plan, the Unitary Plan, and Local Board Plans. The purpose of community leases is to encourage participation and create local benefits for all communities.

22. Ensuring community facilities are well maintained and accessible for all members of the community will be of benefit to all, including Māori.

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

Ngā ritenga ā-pūtea / Financial implications

24. There is no direct cost to council associated with the granting of a renewal of the community lease and airspace licence.

Ngā raru tūpono / Risks

25. Should the Kaipātiki Local Board resolve not to grant a renewal of community lease and airspace licence to the North Harbour Table Tennis Charitable Trust, this decision may materially affect the trust’s ability to undertake its core activities. Since the original lease and licence were put in place, the trust has invested funds in improvements and community services.

Ngā koringa ā-muri / Next steps

26. Subject to the grant of a renewal of a community lease and air space licence, council staff will work with the trust to finalise the respective deed arrangements

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	17 October 2018 - Kaipātiki Local Board Business Meeting - Attachment A Aerial Photogragh	49

Ngā kaihaina / Signatories

Authors

Phillipa Carroll - Community Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Eric Perry - Relationship Manager

Kaipātiki Local Board

17 October 2018

Kaipātiki Open Space Network Plan - Key Moves

File No.: CP2018/17449

Te take mō te pūrongo / Purpose of the report

1. To seek approval of the key moves for the development of the Kaipātiki Open Space Network Plan.

Whakarāpopototanga matua / Executive summary

2. An open space network plan is being prepared for the Kaipātiki Local Board area for the development of open space over the next 10 years.

3. The open space network plan will contain key moves which respond to the current open space provision, the growth anticipated in the Kaipātiki Local Board, and changes in demographics and patterns of usage.

4. Agreement on the key moves will inform the development of the open space network plan.

5. Staff recommend adoption of the four key moves that focus on improving the quality of, and access to, open space in Kaipātiki.

6. The plan will assist decision-making and provide a framework for the development of open space over the next 10 years.

7. The Kaipātiki Local Park Management Plan is currently being developed and will draw upon the open space network plan research. If the key moves are approved, staff will prepare a draft open space network plan, which will align with the local park management plan.

8. There is a low reputational risk that the community has not been actively engaged in the development of the key moves due to the document being intended for internal use. This can be mitigated through public consultation on park-by-park developments.

9. Staff will prepare a draft open space network plan once the key moves have been approved. It will align with the local park management plan, which is also under development.

Ngā tūtohunga / Recommendation/s

That the Kaipātiki Local Board:

a) approve four key moves to guide the development of the Kaipātiki Open Space Network Plan as follows:

i. growth and changing demographics

ii. improving and developing network connections

iii. managing biodiversity

iv. accessible and social open spaces.

b) note that the Kaipātiki Local Park Management Plan, currently under development, will draw upon Kaipātiki Open Space Network Plan research, findings, and take note of the key moves approved by the local board.

Horopaki / Context

10. An open space network plan is being prepared for the Kaipātiki Local Board area. This plan can inform local board decision-making and expenditure across the park network as the area grows and changes over time.

11. A local park management plan is also being developed. This is a statutory document that provides for efficient planning, use, protection and development of the day-to-day management of parks and open space. The research and findings obtained in the open space network plan to date will help inform the development of the local park management plan.

12. Aligning both plans will ensure that the local board takes a coherent and consistent approach to the development, utilisation and management of open spaces across the Kaipātiki Local Board area. The local board will also be well-placed to respond to anticipated growth in the area.

Figure 1: Relationship between plans

Demographic data

13. Staff have researched growth projections, demographic data, and the current state of open space in the Kaipātiki area.

14. Key moves respond to the current open space provision, the growth anticipated in the Kaipātiki area and changes in demographics and patterns of open space usage.

15. The 2013 Census shows that Kaipātiki is a culturally diverse community:

· 64.9 per cent identify as European

· 26.3 per cent identify as Asian

· 8 per cent identify as Māori

· 7.6 per cent of residents are children 5 years of age or under

· 24.9 per cent increase from 2006 to 2013 in residents 65 years of age or older.

Kaipātiki is anticipated to grow slowly

16. The local population increased from 91,900 in 2016 to 94,000 in 2017. This slow growth rate is expected to continue in the short-term. The projected growth is still expected to put incremental pressure on parks and open space.

17. An ageing population may influence community expectations for the development of open space with regards to facilities.

Open space provision

18. Staff have researched the current state of open space in the Kaipātiki area through desktop research, user surveys and discussions with key staff members.

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

· the network is spread out over 4,917 hectares

· suburb parks take up 110 hectares of land and neighbourhood parks 156 hectares

· while there are good levels of open space provision across the network, there are gaps in Beach Haven and Totara Vale

· the council is not the only provider of open space with local schools providing some play facilities in the area

· while there are good levels of sports field provision in Northcote and Birkenhead, there is a desire for an all-purpose sports field identified by the local board.

20. Kaipātiki residents enjoy a range of parks and open space, such as the dog park in Manuka Reserve, sports fields, or park playgrounds. The different types of parks and open space cater to the different needs and accessibility levels of the community.

Kaipātiki residents are generally satisfied with open space quality

21. User satisfaction research on Kaipātiki parks finds that 87 per cent of respondents were satisfied or very satisfied with their neighbourhood parks.

22. Suggested areas for improvement include:

· wanting more or improved park facilities such as shade or seating

· more and improved quality of playground facilities/activities for different ages such as a water park

· more maintenance or servicing such as improved drainage.

Connections are continuously being improved

23. The Kaipātiki Connections Network Plan includes future projects of priority around upgrading and developing existing and new walkways.

24. Projects include building new walking connections between parks and reserves. A recently completed project is the new track connecting Birkenhead town centre from Hinemoa Street to the existing network of tracks in Le Roys Bush.

25. The local board has recently upgraded signage around park entranceways and plans to continue these projects.

Biodiversity is important

26. Kaipātiki contains around 49 per cent of all the remaining indigenous forest and scrub cover in the Tāmaki Ecological District. Many coastal strips and stream gullies with indigenous forest and scrub vegetation have been retained.

27. The Kaipātiki Local Board has allocated funding for its 2018/2019 work programme to monitor stream quality and improve environmental water quality in the area through supporting local initiatives.

28. Preserving the ecosystem of Kaipātiki is crucial for the survival of native flora and fauna. The community-led Pest free Kaipātiki initiative is targeting weeds and helping to eradicate pests threatening local wildlife.

Tātaritanga me ngā tohutohu / Analysis and advice

Four key moves are proposed in response to network gaps

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

30. The current state analysis and key moves have been discussed at workshops with the local board and political working group between May and July 2018.

31. These findings have been relayed to the local park management plan development team to ensure cohesion between the two plans. The local park management plan development team has been granted full access to the findings and research materials generated by the open space network plan development staff.

32. Staff recommend the following key moves which will inform the prioritisation of actions that will be included in the final open space network plan:

Table 1: Key moves and focus areas

Key move

Key move focus area

Corresponding local board focus area

Growth and changing demographics

· upgrade the quality of sunshade, playgrounds, and sports fields facilities

· ascertain additional coastal walkway opportunities.

· parks and reserves meet the needs of the growing population and changing demographics

· parks and reserves are well equipped with the right facilities, while preserving open space and providing a balance of activities for all ages and abilities.

Improving and developing network connections

· increase and enhance connections between open spaces

· promote the cultural heritage of parks.

· the community has access to where they need to go

· parks and reserves are treasured.

Managing biodiversity

· close open space network gaps

· improve the ecological quality of parks.

· parks and reserves are treasured

· the natural environment is protected and enhanced in partnership with mana whenua and the community.

Accessible and social open spaces

· improve the quality and accessibility of parks around social experience

· increase socialisation and active recreation opportunities through novel types of parks or open space.

· parks and reserves meet the needs of the growing population

· parks and reserves are well equipped with the right facilities, while providing a balance of activities for all ages and abilities.

33. The key moves reflect mana whenua feedback and respond to local board objectives:

· parks and reserves are treasured and meet the needs of the growing population

· the natural environment is protected and enhanced in partnership with mana whenua and the community to meet the needs of the growing population

· parks and reserves are well equipped with the right facilities, while preserving open space and provide a balance of activities for all ages and abilities

· the community has access to where they need to go, including schools, town centres, reserves and the coastline

· the network of community houses and centres provide meaningful and targeted opportunities for communities to connect.

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

34. The key moves have been identified through workshops with the local board on 2 May 2018 and 4 July 2018, and sessions with the political working group on 20 June 2018 and 5 July 2018.

35. Local board approval of the key moves is sought through this report.

Tauākī whakaaweawe Māori / Māori impact statement

36. Kaipātiki has the highest number of Māori residents in the North Shore ward at eight per cent of the population (2013 Census).

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

38. Sport NZ’s Active NZ 2017 participation study finds that Māori and Pacific adults have lower than average weekly sport and recreation participation and are more likely to participate in competitive sports and activities. However, young Māori spend more time than any other ethnicities participating in sport participation in any week.

39. Staff engaged with mana whenua at the Parks and Recreation – North West Mana Whenua Engagement Forum on 4 July 2018.

40. Mana whenua indicated their interest to work with the local board on improving conservation and biodiversity, and on increased visibility of Māori heritage in the open space. These views have been incorporated into the key moves.

Ngā ritenga ā-pūtea / Financial implications

41. Costs associated with developing the plan are supported by the Parks and Recreation Policy department.

42. Funding from the local board has also been set aside for public consultation on the local park management plan.

43. Actions identified in the network plan will need to be accommodated within existing budgets. However, the local board could advocate for additional funding through annual or long-term plan processes.

Ngā raru tūpono / Risks

44. There is reputational risk that the community has not been actively engaged in the development of the key moves. This risk can be mitigated through public consultation on the local park management plan and park-by-park developments.

Ngā koringa ā-muri / Next steps

45. Staff will prepare a draft open space network plan using the key moves. It will align with the local park management plan, which is also under development.

Ngā tāpirihanga / Attachments

There are no attachments for this report.

Ngā kaihaina / Signatories

Authors

Justine Yu - Policy Analyst

Authorisers

Ruth Woodward - Manager Parks & Recreation Policy

Paul Marriott-Lloyd - Senior Policy Manager

Eric Perry - Relationship Manager

Kaipātiki Local Board

17 October 2018

Draft Facility Partnership Policy

File No.: CP2018/19171

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/s

That the Kaipātiki 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	63
b ⇩	Draft Facility Partnerships Policy	65
c ⇩	Facility partnerships with Māori - Summary report	109
d ⇩	Draft Facility Partnerships Policy - Public feedback summary report	137

Ngā kaihaina / Signatories

Authors

Rebekah Forman - Principal Policy Analyst

Authorisers

Kataraina Maki - GM - Community & Social Policy

Eric Perry - Relationship Manager

Kaipātiki Local Board

17 October 2018

Review of the Code of Conduct

File No.: CP2018/19064

Te take mō te pūrongo / Purpose of the report

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

Whakarāpopototanga matua / Executive summary

2. The council’s initial code was prepared by the Auckland Transition Agency prior to Auckland Council commencing and was last reviewed in 2013. The code has worked well but there have been a number of issues identified. The Governing Body agreed that the code 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 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 address the issues that were identified.

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

· the code itself is more concise

· material breaches are defined

· there are separate complaint processes depending on whether a complaint relates to a non-material breach, a material breach or conflict of interest

· the current independent review panel is replaced by a Conduct Commissioner, who can impose sanctions

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

· there is no political involvement in determining a complaint or imposing sanctions

· related documents are bundled in with the code and key policies and protocols and adopted with the code:

o Conflict of Interest Policy

o access to information protocol

o election year policy

o communications policy

o media protocols.

5. Local board feedback is being sought on the draft code.

Ngā tūtohunga / Recommendation/s

That the Kaipātiki Local Board:

a) provide its feedback on the draft Code of Conduct attached to this report.

Horopaki / Context

What is the Code of Conduct

6. A code of conduct 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:

· 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.

· 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.

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

· 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.

· 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.

· 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 2018 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:

· The code itself contains:

o principles

o descriptions of material breaches

o the complaints process.

· The second document contains attachments which provide more detail:

o 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

o description of applicable legislation which the Local Government Act requires all codes to contain

o 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. For example, the community trusts that members will act in the interest of the community and not their own interest. 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 following:

· 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:

· policies and protocols that are adopted along with the code:

o Conflict of Interest Policy

o access to information protocol

o election year policy

o communications policy

o media protocols

· a description of legislation that is required by the Local Government Act 2002

· documents that are external to the code but are included because they are relevant to conduct:

o guide to governance roles and responsibilities

o guide to working with staff

o 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 the 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:

· give effect to the legal ‘need-to-know’ principle

· 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

· 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

· provide for transparent and impartial Chief Executive decisions on requests under this protocol, and a democratic mechanism for the reconsideration of such decisions

· 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:

· elected members make a request for information held by council and explain why they need the information

· 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)

· decision and the provision of information to the elected member (with conditions if necessary for confidential information) within five working

· 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:

· the principles based and positive intent in the drafting of the code

· defining material breaches and making the findings of complaints of a material breach public

· 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

· 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 ⇩	17 October 2018 - Kaipātiki Local Board Business Meeting - Draft Code of Conduct	155
b ⇩	17 October 2018 - Kaipātiki Local Board Business Meeting - Draft Code of Conduct attachments	169

Ngā kaihaina / Signatories

Authors

Warwick McNaughton - Principal Advisor - Democracy Services

Authorisers

Marguerite Delbet - General Manager Democracy Services

Eric Perry - Relationship Manager

Kaipātiki Local Board

17 October 2018

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

File No.: CP2018/17736

Te take mō te pūrongo / Purpose of the report

1. To update the Kaipātiki 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/s

That the Kaipātiki Local Board:

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

Ngā Mahi ā-Hapori / Local Activities

Development

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

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

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

8. Unlock Northcote was approved for development by the Auckland Council Development Committee in December 2015. In March 2016 Panuku was given the mandate to progress with the planning for the development. A Framework Plan for the Unlock Northcote area was published in November 2016, and forms the basis for current planning and design work.

9. Panuku is continuing to work on developing masterplans and concept designs for key aspects of the Unlock Northcote programme, including the town centre, greenway, and the other key move projects.

10. Engagement is ongoing with a wide range of stakeholders and partner agencies: Kaipātiki Local Board, mana whenua, a community reference group, Auckland Council family departments, business owners, and schools.

11. Panuku continues to work closely with Housing New Zealand (HNZ) and Homes Land Community (HLC) to ensure that the two developments are well integrated. The Awataha Greenway project is a jointly-funded and developed project by HLC, HNZ, Healthy Waters and Panuku.

12. Developed designs for the first sections of the Awataha Greenway are nearing completion. A phased construction programme is also being developed.

13. The design for Greenslade Reserve, including the stormwater works, is nearing completion.

14. Regular placemaking activities are continuing in order, to help build and engage the Northcote community and activate the town centre.

15. Ongoing discussions and negotiations have been initiated with a number of potentially interested external funders and development parties, which are at a very early stage.

16. Progress on the amenity upgrading of Lake Road has been put on hold awaiting the outcome of these discussions.

Portfolio Management

17. 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.

18. 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.

19. 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.

20. 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 Kaipātiki Local Board Area

21. Panuku currently manages 45 commercial and 10 residential interests within the Kaipātiki Local Board area.

22. A list of properties managed is attached to this report.

Business interests

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

24. There are currently no managed business interests in the Kaipātiki Local Board area.

Portfolio strategy

Optimisation

25. 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.

26. 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

27. 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

28. 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

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

30. 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)

31. 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

32. 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

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

Property

Details

R 25 Alfred Street, Northcote Point

Vacant parcel of land (also known as Rosie Bolt Reserve) formed as informal open space. It is the remainder of land acquired by the former Northcote Borough Council for the purpose of a proposed pumping station and road extension in 1923.

This property was not transferred onto Auckland Council Fixed Asset Register on amalgamation. Panuku requested that the property be assessed by Auckland Council Parks and Recreation Policy, Auckland Transport and Water Care, who advised that they didn’t need it.

It is the subject of a Panuku led rationalisation process following a review. Council’s Parks and Recreation Policy team advise the subject site is not required for open space purposes due to its limited size and proximity to Stafford Park. Council’s Parks Operations team advise there are no significant tree specimens or species present. AT advise there is no strategic requirement for the subject site to be retained for transport infrastructure purposes. Council’s Built Heritage Implementation and Cultural Heritage Policy teams advise that it is not likely to meet the criteria for assessment of historic heritage significance and warrant it being formally scheduled.

The board has also requested advice from council staff as to the costs, process, timeline and implications of classifying the land as a local purpose reserve under the Reserves Act 1977.

Panuku and council departments are currently formulating responses to the board’s requests.

Acquisitions and disposals

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

Acquisitions

35. Panuku does not decide which properties to buy in a local board area. Instead, it is asked to negotiate the terms and conditions of a purchase on behalf of the council.

36. Panuku purchased 12 properties for open space across Auckland in the 2017-18 financial year at a cost of $27 million, and bought seven properties for storm water use at a value of $4.2 million.

37. During this report period Panuku has acquired two ground leasehold in Northcote town centre, which brings the total ownership to ten ground leases.

Disposals

38. For the last six month period to the end of August 2018, the Panuku disposals team has sold eleven properties realising $39.5 million of unconditional net sales proceeds. The 2018/19 financial year disposals target is $24 million for the year. The disposals target is agreed with the council and is reviewed on an annual basis. The disposals team achieved $15.06 million of net sale proceeds in the 2017/18 financial year.

39. No properties were sold in the Kaipātiki Local Board area.

Housing for Older People

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

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

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

43. Haumaru Housing was granted community housing provider (CHP) status in April 2017. Having CHP registration enables Haumaru to access the government’s Income Related Rent Subsidy (IRRS) scheme.

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

45. The first new development project is a 40-unit apartment building on the former Wilsher Village site on 33 Henderson Valley Road, Henderson. Once completed in mid-2019, this development will increase the council’s portfolio to 1452 units.

46. The following HfOP villages are located within the Kaipātiki Local Board area:

Village	Address	Number of units
Lancaster Court	90 Lancaster Road, Beach Haven	51
Hillcrest Court	19 Hillcrest Avenue, Hillcrest	15
Birkdale Court	2 Gatman Street, Birkdale	19
Piringa Court	140 Lake Road, Northcote	20
Greenslade Court	27-31 Greenslade Crescent, Northcote	12
Bentley Court	86 Bentley Avenue, Glenfield	21
Shepherds Park Village	2 John Bracken Way, Beach Haven	10

47. Panuku has initiated investigations for Greenslade Court and Piringa Court to ensure alignment with the Greenslade Reserve upgrade led by Healthy Waters and the wider Northcote town centre regeneration plan. The investigation includes option analysis of short, medium, and long term improvements to better meet the housing needs of older people in the community. The options analysis is schedule to be presented to the Local Board in December 2018.

48. At this stage, no other HfOP villages within the Kaipatiki Local Board area are included for investigation within the development programme.

Ngā Mahi ā-Rohe / Regional Activities

49. 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

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

51. 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.

52. 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.

53. 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.

54. 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.

55. 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.

56. 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.

57. 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

58. In the unlock Takapuna project, results from recent consultation and independent representative survey have shown support for a new town square and revitalisation on the central Takapuna car park 40 Anzac Street. The project led by Panuku will now progress with a town square between Hurstmere Road and Lake Road.

59. 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. Forty-two 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.

60. 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.

61. 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.

62. 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.

63. 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

64. This report is for the Kaipātiki Local Board’s information.

65. Panuku has been engaging regularly with the Kaipātiki Local Board and the community on the unlock Northcote project since March 2016 with workshops, briefings and reports.

66. Panuku requests that all feedback and/or queries you have relating to a property in your local board area be directed in the first instance to localboard@developmentauckland.co.nz

Tauākī whakaaweawe Māori / Māori impact statement

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

68. 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. 5 per cent of the Māori population in the region are currently 65 years and over.

69. There are 19 iwi in the region, with 14 having indicated an interest in Panuku led activities within the Kaipātiki Local Board area.

70. Māori make up 8 per cent of the Kaipātiki Local Board population.

71. Panuku works 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.

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

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	17 October 2018 – Kaipātiki Local Board Business Meeting - Properties Managed By Panuku In Kaipatiki LB area 31-08-18	241

Ngā kaihaina / Signatories

Authors

Sven Mol - Corporate Affairs Advisor, Panuku Development Auckland

Authorisers

Carlos Rahman - Senior Engagement Advisor

Eric Perry - Relationship Manager

Kaipātiki Local Board

17 October 2018

Auckland Tourism Events and Economic Development Local Board update (1 January - 30 June 2018)

File No.: CP2018/19127

Te take mō te pūrongo / Purpose of the report

1. To inform the Local Board of Auckland Tourism Events and Economic Development Limited (ATEED) activities at a regional, and where possible, local level.

2. For the Local Board to receive the attached six-monthly report from ATEED on their activities in the local board area.

Whakarāpopototanga matua / Executive summary

3. ATEED reports to local boards every six months to provide them with an update of their activities.

4. Work undertaken by ATEED in the Kaipātiki area includes:

· Locally-driven initiative (LDI) activities, including research to support the future development of the Glenfield town centre, the Lion Foundation Young Enterprise Scheme, and the Highbury impact assessment.

· Business capability building and support for new businesses

· Film permitting in the Local Board area.

Ngā tūtohunga / Recommendation/s

That the Kaipātiki Local Board:

a) receive Auckland Tourism Events and Economic Development Limited’s six-monthly report to Kaipātiki Local Board for 1 January to 30 June 2018, as shown in Attachment A of the agenda report.

Horopaki / Context

5. ATEED helps lay a strong foundation for Auckland’s economic growth through a broad programme of initiatives focused on:

· Business growth and innovation

· Business attraction and investment

· Conferences and business events

· Major events

· Film

· International education

· Tourism.

6. ATEED’s work can impact and provide opportunities locally as well as regionally. For this reason they have committed to reporting to local boards every six months.

7. The report attached reflects this commitment and covers the period from 1 January to 30 June 2018.

Tātaritanga me ngā tohutohu / Analysis and advice

The ATEED activities carried out in the local board area are outlined in the below table.

Table 1. Local ATEED activities

Activity	ATEED team responsible
LDI activities, including research to support the future development of the Glenfield town centre, the Lion Foundation Young Enterprise Scheme, and the Highbury impact assessment	Economic Development
Business capability building and support for new businesses	Economic Development
Film permitting in the Local Board area	Economic Development

8. As part of business-as-usual, destinations in the local board area continue to feature in the official Auckland visitor information website administered by ATEED.

9. Should a local board choose to allocate some of their locally-driven initiatives (LDI) fund to economic development activities, ATEED’s dedicated Local Economic Development team can manage the delivery of a work programme for them.

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

10. The proposed decision to receive the six-monthly report has no local impact, however some of the activities described in the report do. Details of this are outlined in the six-monthly report attached.

11. Local board views were not sought for the purposes of this report. Local board views were sought for some of the initiatives described in this report.

Tauākī whakaaweawe Māori / Māori impact statement

12. The proposed decision to receive the six-monthly report has no impact on Māori. ATEED assesses and responds to any impact their initiatives may have on Māori on a case-by-case basis.

Ngā ritenga ā-pūtea / Financial implications

13. The proposed decision to receive the six-monthly report has no financial implications.

Ngā raru tūpono / Risks

14. The proposed decision to receive the six-monthly report has no risk. ATEED assesses and manages any risk associated with their initiatives on a case-by-case basis.

Ngā koringa ā-muri / Next steps

15. The next ATEED six-monthly report will be presented to the local board in early 2019 and will cover the period 1 July to 31 December 2018.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	17 October 2018 - Kaipātiki Local Board Business Meeting - ATEED Six-monthly report to Kaipātiki Local Board	247

Ngā kaihaina / Signatories

Authors

Chris Lock, Senior Strategic Advisor – Local Boards (ATEED)

Samantha-Jane Miranda, Operational Strategy Advisor (ATEED)

Authorisers

James Robinson, Head of Strategy and Planning (ATEED)

Chairperson	John Gillon
Deputy Chairperson	Danielle Grant
Members	Paula Gillon
	Ann Hartley, JP
	Kay McIntyre, QSM
	Anne-Elise Smithson
	Adrian Tyler
	Lindsay Waugh

Authors	Jacinda Short - Democracy Advisor - Kaipatiki
Authorisers	Eric Perry - Relationship Manager