1 Welcome

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

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

4 Confirmation of Minutes

That the Puketāpapa Local Board:

a) confirm the ordinary minutes of its meeting, held on Thursday, 20 September 2018, including the confidential section, 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

6.1 Acknowledgement - recent passing of Ratanji Bhika

Te take mō te pūrongo / Purpose of the report

1. The Puketāpapa Local Board acknowledge the recent passing of local resident Ratanji Bhikha. Ratanji was a foundation member who migrated to New Zealand and helped many Indian and wider community members settle and integrate into society.

Ngā tūtohunga / Recommendation/s

That the Puketāpapa Local Board:

a) acknowledge the recent passing of local resident Ratanji Bhikha.

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

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

9 Public Forum

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

9.1 Public Forum - Te Whangai Trust

Te take mō te pūrongo / Purpose of the report

1. To deliver a presentation to the Board during the Public Forum segment of the business meeting.

Whakarāpopototanga matua / Executive summary

2. Lou Reddy, Enterprise and Marketing Manager of Te Whangai Trust, will be in attendance to provide an update on the work Te Whangai is doing through the Te Auaunga Project with their nursery at Wesley Intermediate School.

Ngā tūtohunga / Recommendation/s

That the Puketāpapa Local Board:

a) receive an update from Te Whangai Trust and thank Lou Reddy for their attendance and presentation.

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Notices of Motion

Under Standing Order 3.11.1, a Notice of Motion has been received from Chair Harry Doig for consideration under item 12.

No.	Title	Page
a ⇩	Notice of Motion Three Kings Fletcher Development	11

No.	Title	Page
a ⇩	Chair Harry Doig's report, 1 September to 3 October 2018	15

No.	Title	Page
a ⇩	Anne-Marie Coury's report, 1 Setpember - 30 September 2018	19
b ⇩	Julie Fairey's report, 1 September - 30 September	21
c ⇩	David Holm's report, 3 September - 30 September 2018	25
d ⇩	Shail Kaushal's report, 4 September - 3 October 2018	27
e ⇩	Ella Kumar's report, 1 August - 28 September 2018	31

Puketāpapa Local Board

18 October 2018

Auckland Transport's Monthly Update

File No.: CP2018/18176

Te take mō te pūrongo / Purpose of the report

1. To provide an update to the Puketāpapa Local Board (the Board) on transport related matters in their area.

Whakarāpopototanga matua / Executive summary

2. This report updates the Board on significant projects and investigations taking place in the Board area and progress on its local board transport capital fund (LBTCF).

3. Information on the Board’s September’s transport forum is included with Auckland Transport’s (AT) responses to the matters raised.

4. A proposal to construct a pedestrian facility on Richardson Road is noted together with any relevant decisions of ATs Traffic Control Committee.

5. Information on upcoming regional transport projects and subsequent public engagements is covered briefly in this report.

6. AT has also investigated a number of transport related issues brought to their attention by the Board. These are reported back weekly by email and addressed monthly at the Board’s Infrastructure, Heritage Working Group Cluster.

Ngā tūtohunga / Recommendation/s

That the Puketāpapa Local Board:

a) receive the Auckland Transport October 2018 update report.

Horopaki / Context

7. This report addresses transport related matters in the local board area.

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

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

· be safe

· not impede network efficiency

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

Tātaritanga me ngā tohutohu / Analysis and advice

Local Board Transport Capital Fund (LBTCF)

Puketāpapa Local Board Transport Capital Fund Financial Summary
Total Funds Available in current political term	2,702,161
Remaining Budget left	$676, 164

10. The remaining budget includes the Puketāpapa Local Board’s allowance as of 1 July 2018. The requirement for the new amount is for the Board to allocate the money before 30 June 2019, rather than to have it spent by then.

11. The Board is advised that after costs for the Greenway cycling route are established, further projects may need to be identified. A report back on this project is expected in November.

Update on Puketāpapa Local Board Transport Capital Fund Projects

12. The table below reflects the status of projects which are progressing using the LBTCF.

Project	Description	Status	Projected Cost
Fearon Park Pathway	A shared path to be constructed through Fearon Park.	This is being managed by Auckland Council Community Facilities. First stage of the greenway path is complete. The second stage which will take the shared path through to Parau St has been delayed by contaminated land issues and is now due for completion in November.	$190,000
Richardson Road carpark realignment and Lighting project	A project to shift parking in the carpark to facilitate the construction of a shared path past the kindergarten. This will complete the missing link in the Mt Roskill safe route scheme.	This project is being delivered by Auckland Council Community Facilities who advise that works have been re tendered due to a shortfall in funding in the Parks section of the project. When tender is awarded, a start date can be confirmed.	$220,000

Project

Description

Status

Projected Cost

Fearon Park Pathway

A shared path to be constructed through Fearon Park.

This is being managed by Auckland Council Community Facilities. First stage of the greenway path is complete. The second stage which will take the shared path through to Parau St has been delayed by contaminated land issues and is now due for completion in November.

$190,000

Richardson Road carpark realignment and Lighting project

A project to shift parking in the carpark to facilitate the construction of a shared path past the kindergarten. This will complete the missing link in the Mt Roskill safe route scheme.

This project is being delivered by Auckland Council Community Facilities who advise that works have been re tendered due to a shortfall in funding in the Parks section of the project. When tender is awarded, a start date can be confirmed.

$220,000

Keith Hay Park Lighting – Southern Section	Continuing the lighting project from the northern section to the southern end of the park past Noton Road carpark to Richardson Road.	This project is being delivered by Auckland Council Community Facilities who advise that works have been re tendered due to a shortfall in funding in the Parks section of the project. When tender is awarded, a start date can be confirmed.	$350,000
Smart Studs	Installation of flashing studs at the pedestrian zebra on Mt Albert Rd, vicinity of Three Kings Plaza.	This has now been completed.	$60,000
Greenway Cycling Project – Route D (modified)	This route includes shared paths on Frost Road and then a combination of traffic calming measures, signs, markings along Britton and Dornwell Roads, shared paths through the laneways and then traffic calming on Hayr Road and Haughey Avenue through to, but not across Hillsborough Rd.	The scheme design work will be presented to the Board in November, together with a more focused rough order of costs.	$600,000 (allocated)

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

Road Safety and Speed Management in Puketāpapa

13. The Board held a transport forum in Lynfield in September which was led by Auckland Transport officers. The meeting focused on the new network and changes to bus routes and bus services in the Board’s area. Those attending had a number of questions for AT.

14. AT responds that:

· there are no changes in bus routes planned for the short term as patrons adjust to the changes, but AT will be reviewing the performance of the new bus services and whether timetable adjustments are needed or extra capacity is required.

· AT has also received a petition asking for the reinstatement of the Dominion Rd express bus service and is preparing a response to this.

· Options for infrastructure changes on Carlton Street are still being evaluated.

· Capacity on Mt Eden Rd is likely to be increased in February 2019, dependent on funding and the operator being able to supply sufficient buses.

15. AT announced in September that a new route, the 191, connecting Lynfield with Blockhouse Bay, Avondale and New Lynn is planned to be implemented early 2019. The Board advocated for a link between Lynfield and Blockhouse Bay to be part of the new network changes and budget has now allowed for this to begin early in 2019.

Local Board Workshop – September 2018

16. AT held a workshop with the Board in September. This provided an opportunity to discuss the maintenance programme in the Board’s area; AT’s engagement plan with local boards; the Mt Roskill Village streetscape upgrade and the Board’s request for a rough order of costs for a concrete island at Griffen Park Road, Lynfield.

Auckland Transport consultations

17. AT provides the Puketāpapa Local Board with the opportunity to comment on transport projects being delivered in their area.

18. Over the last reporting period, details of the project noted below were sent to the Board. Any feedback received has been considered as part of the project development process.

Project

Description

597 Richardson Road

AT is proposing to install a pedestrian refuge crossing outside 597 Richardson Road along with high friction surfacing along the bend outside 591 Richardson Road. The existing bus stop opposite 599 Richardson Road is to be relocated east by 9.0m to accommodate passing vehicles.

This change is a result of customer feedback about vehicle speeds and the difficulty of crossing the road at this location.

Traffic Control Committee resolutions

19. There were no decisions of the Traffic Control Committee that affected the Puketāpapa Local Board area in September 2018.

Progress being made on significant investigations and projects in the Board area

Project	Details	Status
Safer Communities 2018-21	This programme focuses on walking improvements in the Mount Roskill community. It aims to create safer walking environments for local people to get to and from key destinations such as schools, public transport hubs, shops, community centres and more, on foot.	Detailed designs will be discussed with the Board in October.
Mt Roskill Village Upgrade/ Dominion Road Double Decker Route	Changes are being made to the bus stops in the village area to accommodate double decker buses. Footpath renewals will take place at the same time along with a streetscape improvement project, funded by the Board. The Board approved a draft streetscape design on 16 August 2018. Some changes arose from Auckland Transport internal feedback, an independent road safety audit and a hui. Key design themes are retained.	It is planned to integrate the work in the village with the other changes needed to accommodate double decker buses. It is expected that the work will be completed in December 2018.
Carlton Street	AT has reviewed the safety audit completed by consultants and provided responses to the matters raised at the May 2018 public meeting. AT is working through bus friendly infrastructure designs that will ensure all vehicles travel slowly on Carlton Street.	This project is currently unscheduled.
Mt Eden Road Buslane Upgrade	This project has been finalised and is now ready for tender. It is awaiting the completion of the construction work which is occupying the footpath opposite Kingsway.	Delivery is expected late 2018 or early 2019.

Other Transport News

Regional Passenger Transport Plan (RPTP)

20. The RPTP sets out the vision and policies that are intended to guide the actions of AT in undertaking its public transport function, and it is required to be reviewed every three years. The plan contains the vision and policies for managing and developing public transport in Auckland over the next ten years and specifies the public transport services that are integral to the network.

21. The previous version was adopted in 2015 so it is now required to be reviewed. The draft plan for review is currently being developed for the period 2018-2028, and cluster workshops have been held with Local Boards, mana whenua and key stakeholders.

22. Public engagement on the draft RPTP is scheduled from mid-November 2018 and following feedback the plan will be finalised and adopted in the first quarter of 2019.

Downtown Programme – Downtown Ferry Basin Redevelopment

23. Over the next ten years the Downtown Programme will create a generous and welcoming destination along the water’s edge that is recognisably Tamaki Makarau.

24. The aim is to create a space that strengthens people’s connection with the Waitemata Harbour. Residents, workers and visitors will enjoy a safer, more attractive, people-focused environment in which to move, rest and meet.

25. Auckland Council and Auckland Transport are collaborating to accelerate key projects within the programme. This means that by 2021, Aucklanders will see Quay Street become a revitalised waterfront boulevard. The result will be a vibrant and attractive downtown area for residents and visitors to enjoy.

26. Shortly, we will advertise Downtown Programme drop-in sessions for local board members and councillors. The sessions will be an opportunity to find out more about the projects which comprise the programme and the design philosophy guiding their development.

27. In late October, we expect to engage with the public using a variety of channels, including online, a printed brochure, pop-up events, and presentations. One-to-one engagement with the Quay Street community and ferry basin users is ongoing and we are available to brief local boards on the programme or specific projects, as required.

Next Steps

· Early October 2018 – Project lodges consent application to enable construction.

· Mid-November 2018 – Public notification of consent application expected.

· April 2019 – Consent decision expected.

· Mid-2019 – mid-2020 – Construction.

Tauākī whakaaweawe Māori / Māori impact statement

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

Ngā ritenga ā-pūtea / Financial implications

29. There are no financial implications that result from receiving this report.

Ngā raru tūpono / Risks

30. There are no risks associated with receiving this report.

Ngā tāpirihanga / Attachments

There are no attachments for this report.

Ngā kaihaina / Signatories

Author

Lorna Stewart, Elected Member Relationship Manager

Authorisers

Jonathan Anyon, Manager Elected Member Relationship Unit

Victoria Villaraza - Relationship Manager

Puketāpapa Local Board

18 October 2018

Puketāpapa Quick Response, Round One 2018/2019 grant applications

File No.: CP2018/18027

Te take mō te pūrongo / Purpose of the report

1. To fund, part-fund or decline applications received for Puketāpapa Quick Response Round One 2018/2019.

Whakarāpopototanga matua / Executive summary

2. This report presents applications received in Puketāpapa Quick Response, Round One 2018/2019 (Attachment B).

3. The local board adopted the Puketāpapa Grants Programme 2018/2019 on 19 April 2018 (see Attachment A). The document sets application guidelines for contestable grants submitted to the local board.

4. The Puketāpapa Local Board has set a total community grants budget of $92,363.00 for the 2018/2019 financial year.

5. The Puketāpapa Local Board has allocated $33,978 from the 2018/2019 grants budget for local grants round one, leaving a total of $58,385 to be allocated to one local grants round and three quick response rounds.

6. Nine applications were received for Puketāpapa Quick Response, Round One 2018/2019, requesting a total of $8,571.00 and one deferred application from Puketāpapa Local Grants Round One 2018/2019, with a total requested of $5,000.

Ngā tūtohunga / Recommendation/s

That the Puketāpapa Local Board:

a) agree to fund, part-fund or decline each application in Puketāpapa Local Grants Round One 2018/2019, listed in Table One below:

App ID	Applicant	Project	Amount requested	Eligibility
QR1915-107	Hay Park School	Towards the cost of kapa haka uniforms and stencils for tamokos for performances.	$1,000.00	Eligible
QR1915-108	The Mixit Charitable Trust	Towards the cost of delivering two Mixit workshops on 1 and 8 December 2018, specifically the costs of workshop tutor's fees, transport, and food.	$960.00	Eligible
QR1915-115	Sharu Loves Hats Limited	Towards the cost of sound equipment hire for the outdoor music concert.	$1,000.00	Eligible
QR1915-117	Indiance	Towards half of the cost of an international artist fee.	$611.00	Eligible
QR1915-102	Earth Action Trust	Towards the cost of a professional facilitator fee for the "Organisational Assessment and Strategic Planning" workshop.	$1,000.00	Eligible
QR1915-106	Pelu Beatrice Sila	Towards the costs of monthly meetings and annual day out of the Autism Support Group, Mt Roskill.	$1,000.00	Eligible
QR1915-112	Algoritmi Educational Trust trading as Iqra Elementary School	Towards the cost of murals, sports equipment, and afternoon tea.	$1,000.00	Eligible
QR1915-113	Citizens Advice Bureau Auckland City Incorporated	Towards the cost of catering for the "Volunteer Engagement Event" to be held on 8 December 2018.	$1,000.00	Eligible
QR1915-101	Three Kings School	Towards the total cost of replacement of the Three Kings School cricket pitch.	$1,000.00	Eligible
Total			$8,571.00

b) agree to fund, part-fund or decline Puketāpapa Local Grants, Round One, 2018/2019 deferred grant application, listed in Table Two below:

App ID	Applicant	Project	Amount requested	Eligibility
LG1915-122	5Tunz Communications Limited	Towards the delivery of “Holi - Festival of Colours 2019” on 23 March 2019, including the cost of the generator, stall, stage decor, port-a-loos, waste management, security, and marquees.	$5,000.00	Eligible

Horopaki / Context

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

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

8. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

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

· any additional accountability requirements.

9. The local board adopted the Puketāpapa Grants Programme 2018/2019 on 19 April 2018 (see Attachment A) and will operate three quick response and two local grant rounds for this financial year. The first quick response round closed on 14 September 2018.

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

Tātaritanga me ngā tohutohu / Analysis and advice

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

12. One application (LG1915-122) was deferred from Puketāpapa Local Grants Round One 2018/2019, due to the local board requesting more information on the location of the event. This application is now presented to the local board for review and decision-making.

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

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

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

14. A summary of each application received through Puketāpapa Quick Response Round One 2017/2018 is provided in Attachment B.

Tauākī whakaaweawe Māori / Māori impact statement

15. The local board grants programme aims to respond to Auckland Council’s commitment to improving Māori wellbeing by providing grants to individuals and groups who deliver positive outcomes for Māori.

16. Auckland Council’s Māori Responsiveness Unit has provided input and support towards the development of the community grant processes.

17. One organisation applying to Puketāpapa Quick Response Round One have indicated that their project targets Māori or Māori outcomes.

Ngā ritenga ā-pūtea / Financial implications

18. The allocation of grants to community groups or individuals is within the adopted Long-term Plan 2018-2028 and local board agreements.

19. The Puketāpapa Local Board has allocated $33,978 from the 2018/2019 grants budget for Local Grants Round One, leaving a total of $58,385 remains to be allocated to one local grants round and three quick response rounds.

20. Nine applications were received for Puketāpapa Quick Response, Round One 2018/2019, requesting a total of $8,571.00. One deferred application from Puketāpapa Local Grants Round One 2018/2019, has requested a total requested of $5,000.

Ngā raru tūpono / Risks

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

Ngā koringa ā-muri / Next steps

22. Following the local board allocating funding for Puketāpapa Quick Response Round One 2018/2019, Commercial and Finance staff will notify the applicants of the local board’s decision and facilitate payment of the grant.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Puketāpapa Local Board Community Grants Programme 2018/2019	43
b ⇩	Puketāpapa Quick Response Round One 2018/2019 grant applications	47

Ngā kaihaina / Signatories

Author

Moumita Dutta - Community Grants Coordinator

Authorisers

Marion Davies - Grant Operations Manager

Shane King - Head of Operations Support

Victoria Villaraza - Relationship Manager

Puketāpapa Local Board

18 October 2018

Principles for Accessible Design of Parks within Puketāpapa

File No.: CP2018/19408

Te take mō te pūrongo / Purpose of the report

1. To seek endorsement of accessible design principles for parks and open spaces for future park development projects in the Puketāpapa Local Board area.

Whakarāpopototanga matua / Executive summary

2. Parks improve mental, social and physical wellbeing, and as such are an important component of Auckland’s urban design. Parks should be accessible to all citizens, regardless of age, culture or ability.

3. The number of Aucklanders with access needs is currently one in five, and is predicted to increase by 2050. Therefore, accessibility must be a key component when planning and designing parks and open space.

4. This is reflected in one of the outcomes of the Auckland Plan 2050; Belonging and Participation. Focus Area 2 under this outcome includes the provision of accessible services, and social and cultural infrastructure that is responsive in meeting people’s evolving needs.

5. In Financial Year (FY) 17/18, the Puketāpapa Local Board (local board) funded an investigation and report into the accessibility of local parks in the Puketāpapa Local Board area. The report recommends universal design principles for parks and open space design and outlines specific issues related to accessibility in key parks in Puketāpapa.

6. The key principles have been categorised experientially into planning, arriving and enjoying a visit to a park. Details on these principles are found in point 19, sections A-C in the body of this report.

7. The investigation was undertaken by Be.Accessible, who are experts in the field of accessibility, and involved engagement with members of access needs communities in Puketāpapa.

8. Local board endorsement of these principles will ensure that they are embedded in the decision-making process during planning for park asset renewals and development, and increase the numbers of accessible parks in the Puketāpapa Local Board area.

Ngā tūtohunga / Recommendation/s

That the Puketāpapa Local Board:

a) endorse the accessible design principles for parks in Puketāpapa as outlined in point 19, sections A-C within the body this report.

Horopaki / Context

9. Parks are fundamental spaces for every neighbourhood, providing a focus for social, cultural and recreational activities, and improving the mental and physical health and resilience of communities. Auckland Council has a responsibility to provide facilities and public open spaces which are inclusive and welcoming to all visitors, regardless of their age or ability, including those with specific access needs.

10. One of the six outcomes of the Auckland Plan 2050 is Belonging and Participation. Focus Area 2 under this outcome includes the provision of accessible services, and social and cultural infrastructure that is responsive in meeting people’s evolving needs.

11. One in five people in Auckland will have difficulty accessing parks unless they have been designed for the ‘access citizen’. An access citizen as defined by Be.Accessible is someone who:

· Has difficulty reading small print or is blind

· Uses a wheelchair or is unable to walk easily

· Has trouble hearing in noisy places or is deaf

· Is from a different country using a different language

· Is out and about with family or young children

· Finds it difficult to read and understand things unless provided in plain English

12. The number of people in Auckland who are access citizens is expected to grow as the population continues to age. By 2050 it is estimated that 25% of residents will be over 65, and 50% of them will have access needs.

13. In the 2013 Census, the NZ Disability Survey estimated 19% of residents in the Puketāpapa Local Board area live with a disability. Considering the large number of residents from diverse communities who have language or cultural differences, parents with young children and those aged over 65, accessibility becomes a key component when planning and designing parks and the assets within them.

14. Auckland Council’s Disability Operational Action Plan outlines high level goals for creating accessible buildings, places and spaces. This includes our parks and open spaces. Actions to achieve this goal include funding accessibility audits on parks and facilities, inclusion of accessibility needs in the design of our capital expenditure projects, and improving knowledge and communication of accessibility issues and opportunities.

15. In order to deliver the objectives of the Auckland Plan 2050 and Disability Operational Action Plan to enable everyone to fully utilize and enjoy Auckland parks and places, council must plan parks services and design parks and assets with an awareness of universal design principles. We must become a fair, inclusive, accessible and well-connected city, built with universal accessibility as a key objective.

16. Universal design, also referred to as ‘accessibility for all’, means that citizens receive the same experience regardless of age, culture or ability. In the context of parks, universal design promotes safe, accessible, barrier-free play and recreation opportunities for people of all ages and abilities. A number of universal design outcomes are included in the Auckland Design Manual, which is used to guide development within Auckland.

17. Universal design goes beyond minimum standards of compliance to ensure a level of quality is achieved that is suitable for a wider spectrum of the population. It helps to specifically address issues related to accessibility.

Tātaritanga me ngā tohutohu / Analysis and advice

18. In FY17/18, the local board funded an investigation into accessibility of parks in the Puketāpapa area. This investigation included both high level considerations for universal design in parks, and prioritised actions to improve accessibility for key parks in the local board area.

19. Staff, the local board, and consultants Be.Accessible worked to develop key principles and actions from the investigation which will improve the access citizen’s experience of parks in Puketāpapa. The principles have been categorized into the three stages of visiting a park, and are summarised below:

a) Planning

Includes the provision of information to enable an access citizen to plan their visit to a park, and so that they know what to expect when they arrive. This includes:

i) Information describing the features, amenities and level of accessibility within a park should be provided both online and in physical print via a brochure or map.

ii) Information should be provided in a clear manner, with consideration for alternative language needs, including sign language.

b) Arriving

Is the experience of travelling to a park, and being able to safely navigate from the carpark or park entrance into the park itself. This includes:

i) Access should be available via public transport or walking and cycling routes.

ii) Accessible car park marking and drop off zones should be provided, including high quality and accessible park signage and wayfinding guidance to accessible car parking locations.

iii) Safe and barrier free transition should be provided for transition from the carpark to park footpaths.

c) Enjoying

Enjoying is the experience of park users while within the park itself. Parks should be designed following principles of Universal Design, including both the landscaping and assets within the park. This includes:

i) Footpaths should allow access for all users to key facilities within the park, with slip resistant surfaces favoured over gravel and dirt walking surfaces where appropriate.

ii) Tactile ground indicators should be installed where necessary to inform users of changes or hazards in the environment.

iii) Information on path types and walking options should be provided on site.

iv) Playgrounds should be accessible to all, with accessible edging and slip-resistant soft fall surfaces that are suitable for children and family members using mobility equipment.

v) Accessible unisex toilet facilities should be provided in large parks, with clear directional signage to inform visitors where accessible toilet facilities are located.

vi) Furniture should be connected to accessible routes, and designed to allow space for those using mobility equipment.

20. These key principles help to deliver a number of the actions set out in council’s Disability Operational Action Plan, and provide an in-depth and local focus for the implementation of universal design within parks and open space in Puketāpapa. These principles are consistent with the advice in the Auckland Design Manual, with additional parks focus.

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

21. Endorsement and implementation of the principles outlined above helps to meet several objectives identified within the Puketāpapa Local Board Plan 2017, including improved wellbeing and safety, and vibrant and popular parks and facilities. Specifically, this links to a key initiative from the plan to reduce barriers some people can experience (e.g. seniors, new migrants or people living with disability).

22. Endorsement of these principles also responds to and delivers outcomes of the Auckland Plan 2050. Focus Area 2 under the Belonging and Participation outcome describes the need for the provision of accessible services, and social and cultural infrastructure that is responsive in meeting people’s evolving needs.

23. Workshops were held with the local board to discuss this project on 12 November 2017, 26 April 2018 and 28 June 2018, in addition to presentations at the Green Cluster meeting in August 2017 and February 2018. Relevant stakeholders for consultation were identified by the local board and this information was passed to Be.Accessible.

24. The final draft report was workshopped with the local board on 28 June 2018. The Puketāpapa Local Board was supportive of the report’s recommendations, and directed staff to progress formal adoption of the key principle, as detailed in A-C above.

Tauākī whakaaweawe Māori / Māori impact statement

25. Accessible design helps to improve the use of a space for all people, irrespective of culture or race. This investigation was not seen to impact Māori any more significantly than other cultures and communities.

26. The project was outlined to Mana Whenua at the Park, Sports and Recreation Kaitiaki Forum in November 2017. The project was met with support from all Mana Whenua present, and no specific actions related to Māori were identified at this hui.

Ngā ritenga ā-pūtea / Financial implications

27. Implementation of the accessible design outcomes identified in this report as part of future development or renewal projects may increase the budget requirements for those projects. Potential budget increases will be discussed with the local board at a project level as part of the investigation and design stage.

28. Priority actions to improve accessibility at six key parks in Puketāpapa will be explored further in FY18/19 by the Community Facilities Investigation and Design Team to inform financial requirements for implementation.

Ngā raru tūpono / Risks

29. Principles for accessible design are an important step in creating accessible parks. Should the board not endorse the principles outlined in A – C of this report, the access citizen may be overlooked in future investment opportunities within the local board area.

Ngā koringa ā-muri / Next steps

30. Priority actions to improve accessibility within six key parks in Puketāpapa (Keith Hay Park, Mt Roskill War Memorial Park, Waikowhai Park, Margaret Griffen Park, Monte Cecilia Park, Robinson Reserve) will be explored further in FY18/19 by the Community Facilities Investigation and Design Team as part of the Community Facilities work programme, prior to implementation.

31. The principles of universal design within parks, as identified above, will be considered for future asset design work on parks in Puketāpapa during concept plan development and detailed design.

32. Staff have begun work on the development of accessible maps for key parks, outlining accessible walking / cycling routes, and particular assets.

33. Staff will continue to work with the Puketāpapa Local Board and local community in future years to identify further opportunities to improve accessibility within the local board area.

Ngā tāpirihanga / Attachments

There are no attachments for this report.

Ngā kaihaina / Signatories

Author

Thomas Dixon - Parks & Places Specialist

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Victoria Villaraza - Relationship Manager

Puketāpapa Local Board

18 October 2018

Te Tohu o Te Auaunga Design Guide

File No.: CP2018/19413

Te take mō te pūrongo / Purpose of the report

1. To seek adoption of Te Tohu o Te Auaunga Design Guide (Attachment A).

Whakarāpopototanga matua / Executive summary

2. The Puketāpapa Local Board adopted the Te Auaunga Tohu (Attachment C) in May 2017 as a recognisable symbol to represent the awa and help to foster local community connection with the catchment (Resolution #PKTPP/2017/76). Following adoption, the local board funded the production of a design guide for the tohu.

3. Te Tohu o Te Auaunga Design Guide (design guide) outlines how the tohu can be designed into assets and infrastructure in public open spaces and identifies potential programming and partnership opportunities using the tohu. The adoption of the design guide by local boards will ensure an integrated approach for use of the tohu across the entire catchment.

4. A partnership between three local boards, eight mana whenua groups and stakeholders such as the Friends of Oakley Creek have contributed to the production of the design guide. Several governance hui (meetings) have been held including an on-site walkover of the awa took place in early 2018.

5. The resulting document sets out principles for use of the tohu and provides a framework for its implementation throughout the entire catchment. Adoption of the design guide is an important step towards achieving the goal of increased community awareness and engagement with Te Auaunga.

Ngā tūtohunga / Recommendation/s

That the Puketāpapa Local Board:

a) adopt Te Tohu o Te Auaunga Design Guide as presented in Attachment A of the agenda report

b) approve the implementation process for the tohu as outlined in the process map in Attachment B of the agenda report.

Horopaki / Context

6. Te Auaunga (Oakley Creek) is the longest urban stream in Auckland, flowing over fifteen kilometres from its headwaters in Puketāpapa through the Whau and Albert-Eden local board areas with its mouth at the Waitemata Harbour. Sections of the catchment have been extensively modified and are polluted. This negatively impacts the health of the harbour.

7. The Te Auaunga (Oakley Creek) Vision and Restoration Strategy for the Upper Catchment, adopted by the Puketāpapa Local Board in 2016 identifies a number of high level objectives for restoration of the upper catchment. This vision is now shared by the Albert-Eden and Whau local boards with sister strategies adopted for the lower catchment of Te Auaunga.

8. Community recognition and engagement was identified in the strategy as key to the successful restoration of the awa. This formed the starting point of a place making process to raise community awareness and give the awa a sense of place. This process is outlined in Attachment B.

9. The Puketāpapa Local Board funded the development of a tohu as a symbol for the catchment. The artist collective Whaotapu Design worked collaboratively with mana whenua and council staff to develop the tohu. Several iterations were worked through, from basic drawings through to a digitized design. The final design of the tohu is adaptable for use across a range of media including documents, signage, footpaths, furniture and art.

10. The circular shape of the design represents the “swirling waters” of the awa, and the dual arms of mana whenua which symbolise love and protection. In addition, the two manaia supporting each other represent the interconnected nature of the creatures of the water (unaunahi) and the creatures of the land (pungawerewere). This is carried through in the colours (green and blue) and the internal details (fish scales and insect webs).

11. The tohu was formally adopted as a symbol to represent Te Auaunga by all three local boards in May 2017 (Resolutions #PKTPP/2017/76; #AE/2017/55; #WH/2017/54).

Tātaritanga me ngā tohutohu / Analysis and advice

12. In FY17/18 the Puketāpapa Local Board funded the production of a design guide for the tohu. The document is underpinned by two themes from the vision and restoration strategy for Te Auaunga; restoration of mauri and empowerment.

13. The design guide represents an important step towards an awa-wide strategy for implementation of the tohu, helping to achieve the goal of increased community awareness and engagement with Te Auaunga.

14. Te Tohu o Te Auaunga Design Guide provides principles for implementation of the tohu, to ensure that it remains true to its purpose and honours its spiritual connection to the awa. These principles include:

· The tohu plays a role in restoring the mauri, mana and tapu of Te Auaunga.

· The tohu helps to empower mana whenua and the wider community as kaitiaki of the awa.

· The tohu reflects and tells the stories of the wider landscape of which it is a part.

· The tohu plays a role in educating and raising awareness about the awa and how people can help to restore and regenerate it.

· The tohu is implemented in a way which maintains the integrity and intent of the original design and the stories which form its whakapapa (heritage).

15. The design guide also outlines how the tohu can be designed into assets and infrastructure in public open spaces and identifies potential programming and partnership opportunities using the tohu. This includes the establishment of generic spatial and design guidelines to follow when implementing the tohu. The design guide also includes a wide range of possible applications.

16. The document was developed collaboratively between council staff, three local boards, nine mana whenua groups, and stakeholders including the Friends of Oakley Creek.

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

17. The Puketāpapa, Albert-Eden and Whau local boards worked collaboratively with mana whenua and other stakeholders to provide input into the design guide. The guide was workshopped at two governance hui on 12 June 2018 and 2 August 2018, and implementation ideas discussed at a site walkover on 12 April 2018. Feedback from these hui was incorporated into the final document.

18. The final design guide (Attachment A) was workshopped with the Puketāpapa Local Board on 4 October 2018.

19. Adoption of Te Tohu o Te Auaunga Design Guide would help result in increased community empowerment, as detailed in action three of the Te Auaunga (Oakley Creek) Vision and Restoration Strategy for the Upper Catchment document.

20. Adoption of the design guide responds to objective one and four of outcome one from the Puketāpapa Local Board Plan 2017; that “Māori are recognized and affirmed as mana whenua” and that “local character and heritage is widely celebrated”. This links in to Auckland Council’s vision of a world class city, including a Māori identity that is Auckland’s point of difference in the world.

21. This design guide is being put forward for adoption at the Puketāpapa, Albert-Eden and Whau Local Boards simultaneously during October 2018.

Tauākī whakaaweawe Māori / Māori impact statement

22. Mana whenua were engaged as a partner throughout the development of the tohu and subsequent design guide. Representatives from Te Akitai Waiohua, Ngāti Tamaoho, Ngāti Whātua Orākei, Te Kawerau a Maki, Ngāi Tai ki Tāmaki, and Ngāti Whanaunga helped to provide advice to guide development of the design guide at multiple hui and on a site walkover.

23. Possible future projects related to the tohu are the development of carvings or art installations along Te Auaunga. Should these projects be funded and initiated, mana whenua will be engaged further to provide input.

24. Te Auaunga is of cultural significance to Māori. Its waters weave together a cultural landscape of diverse cultural sites including mahinga kai, pā taua, papakāinga , wāhi nohoanga and wāhi tapu.

25. This design of the tohu itself represents the cultural significance of the awa and symbolises the importance of mana whenua as kaitiaiki (guardians) of the catchment.

Ngā ritenga ā-pūtea / Financial implications

26. Following adoption of the design guide, an implementation strategy will be produced to agree applications and indicate locations at a high level within the local board area. Existing project funding is sufficient to cover development of this strategy (Resolution #PKTPP/2016/183).

27. Detailed design and delivery for implementation of the tohu will follow this stage. It is anticipated that the allocated funding (Resolution #PKTPP/2016/183) will be sufficient for the first round of tohu implementation. If an increase in budget is required staff will seek additional funding from the board.

28. Additional funding may be sought in the future through the Community Facilities work programme to progress further implementation of the tohu. Future asset renewals within the catchment may also look to include elements from the design guide.

Ngā raru tūpono / Risks

29. With involvement from three local boards, nine mana whenua groups and numerous council and non-council stakeholders, it is possible that an agreement might not be found on a consistent and combined application strategy as the project moves into detailed design. To mitigate this risk, an implementation strategy focused on each local board area will be produced which can be delivered independently should it be required.

Ngā koringa ā-muri / Next steps

30. Attachment B outlines the process for implementation of the Tohu across Te Auaunga catchment. Adoption of the design guide enables staff to begin progress on the production of local board-specific tohu implementation strategies, and moves us further down the process map (Attachment B) towards delivery.

31. Parks Services staff will workshop the implementation strategy in November 2018, and a joint governance hui will be held with all stakeholders in December 2018.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Te Tohu o Te Auaunga Design Guide	87
b ⇩	Te Auaunga Process Map	125
c ⇩	Final Tohu Design	127

Ngā kaihaina / Signatories

Author

Thomas Dixon - Parks & Places Specialist

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Victoria Villaraza - Relationship Manager

Puketāpapa Local Board

18 October 2018

Draft Facility Partnership Policy

File No.: CP2018/19471

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 Puketāpapa 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	135
b ⇩	Draft Facility Partnerships Policy	137
c ⇩	Facility partnerships with Māori - Summary report	181
d ⇩	Draft Facility Partnerships Policy - Public feedback summary report	209

Ngā kaihaina / Signatories

Author

Rebekah Forman - Principal Policy Analyst

Authoriser

Kataraina Maki - GM - Community & Social Policy

Victoria Villaraza - Relationship Manager

Puketāpapa Local Board

18 October 2018

Review of the Code of Conduct

File No.: CP2018/19364

Te take mō te pūrongo / Purpose of the report

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

Whakarāpopototanga matua / Executive summary

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

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

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

i) The draft Code of Conduct itself is more concise

ii) Material breaches are defined

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

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

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

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

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

a) Conflict of interest policy

b) Access to information protocol

c) Election year policy

d) Communications policy

e) Media protocols

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

Ngā tūtohunga / Recommendation/s

That the Puketāpapa Local Board:

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

Horopaki / Context

What is the Code of Conduct

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

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

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

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

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

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

(b) a general explanation of—

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

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

7. Once adopted, a code of conduct requires a 75% 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:

i) 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.

ii) 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.

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

iv) 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.

v) 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.

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

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

Engagement to date

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

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

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

Tātaritanga me ngā tohutohu / Analysis and advice

The draft code

14. The draft code is at attachment A.

15. The draft code is presented as two documents:

i) The code itself contains:

a) principles

b) descriptions of material breaches

c) the complaints process.

ii) The second document contains attachments which provide more detail:

a) 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.

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

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

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

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

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

The complaints process

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

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

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

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

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

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

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

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

Sanctions

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

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

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

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

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

Attachments to the code

30. The attachments include:

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

· Conflict of interest policy

· Access to information protocol

· Election year policy

· Communications policy

· Media protocols

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

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

· Guide to governance roles and responsibilities

· Guide to working with staff

· Expenses policy

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

Conflict of interest policy

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

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

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

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

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

New protocol included – Elected Member Access to Information

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

The need to know principle for elected members

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

Why we are proposing a protocol

39. The purposes of the draft protocol are to:

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

ii) 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.

iii) 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.

iv) Provide for transparent and impartial chief executive decisions on requests under this protocol, and a democratic mechanism for the reconsideration of such decisions.

v) 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:

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

ii) 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).

iii) Decision and the provision of information to the elected member (with conditions if necessary for confidential information) within five (5) working days.

iv) 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 ⇩	Draft Code of Conduct	227
b ⇩	Draft Code of Conduct attachments	241

Ngā kaihaina / Signatories

Author

Warwick McNaughton - Principal Advisor - Democracy Services

Authorisers

Marguerite Delbet - General Manager Democracy Services

Victoria Villaraza - Relationship Manager

Puketāpapa Local Board

18 October 2018

Puketāpapa Local Board

18 October 2018

Urgent Decision - Objection to Off-Licence Application for Super Liquor Three Kings, 509 Mt Albert Road, Three Kings

File No.: CP2018/19347

Te take mō te pūrongo / Purpose of the report

1. To update the Puketāpapa Local Board (the Board) of the urgent decision signed under delegation on 13 September 2018.

Whakarāpopototanga matua / Executive summary

2. On 24 November 2016, the Board agreed an urgent decision process where it is not practical to call the full board together and meet the requirement of a quorum. The process delegates authority to the Chair and Deputy Chair to make an urgent decision on behalf of the full board. The process requires any urgent decision made be reported to the full board at the next ordinary business meeting.

3. At the Puketāpapa Local Board meeting on 24 November 2016, the board considered the urgent decisions process and passed resolution PKTPP/2016/216 as follows:

That the Puketāpapa Local Board:

a) adopt the urgent decision-making process for matters that require a decision where it is not practical to call the full board together and meet the requirement of a quorum.

b) delegate authority to the chair and deputy chair, or any person acting in these roles, to make urgent decisions on behalf of the local board.

c) agree that the relationship manager, chair and deputy chair (or any person/s acting in these roles) will authorise the urgent decision-making process by signing off the authorisation memo.

d) note that all urgent decisions will be reported to the next ordinary meeting of the local board. CARRIED

4. The Puketāpapa Local Board would like to object to the off-license application for Super Liquor Three Kings – 509 Mt Albert Road. Letters of objection must be provided to the Secretary of the District Licensing Committee by 14 September 2018 – 15 working days after application was published on www.alcoholnotices.co.nz.

5. Currently, the next opportunity for the board to formally approve such a letter is at the board’s business meeting scheduled for 20 September 2018. As this opportunity is after the objection period for the application, the urgent decision-making process is deemed appropriate.

6. On 13 September 2018, the Board made the following recommendations:

That the Puketāpapa Local Board:

a) approve Harry Doig’s (chairperson) letter on behalf of the Puketāpapa Local Board objecting to the publicly notified alcohol license application by Priya NZ Limited – Super Liquor Three Kings, 509 Mt Albert Road.

b) Details of the urgent decision are included as Attachment A and B to this report.

Ngā tūtohunga / Recommendation/s

That the Puketāpapa Local Board note the decision made under urgency to:

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Letter objecting to new off licence application	305
b ⇩	Approved Urgent Decision objecting to new off licence application	309