Agenda of Papakura Local Board

Papakura Local Board

24 October 2018

ITEM TABLE OF CONTENTS PAGE

1 Welcome 5

2 Apologies 5

3 Declaration of Interest 5

4 Confirmation of Minutes 5

5 Leave of Absence 5

6 Acknowledgements 5

7 Petitions 5

8 Deputations 5

8.1 Deputation - Friends of Kirks Bush 5

8.2 Deputation - Citizens Advice Bureau 6

8.3 Deputation - Massey Park User Group / PIPS 6

9 Public Forum 6

10 Extraordinary Business 6

11 Councillors' Update 9

12 Chairperson's Update 11

13 Auckland Transport October 2018 report to the Papakura Local Board 13

14 Disposal recommendations report - 26-32 O’Shannessey Street and 36 Coles Crescent, Papakura 23

15 Papakura Local Grants, Round One 2018/2019 grant applications 37

16 Smiths Avenue community hall hire fee subsidy 47

17 Papakura Local Board Open Space Network Plan 51

18 Healthy Environments Events Principles - Papakura 55

19 Draft Facility Partnership Policy 75

20 Review of the Code of Conduct 165

21 Papakura Key Messages 187

22 Papakura Local Board feedback on the Healthy Homes Standards 215

23 Papakura Local Board Informal Feedback on the Review of Cemeteries and Crematoria Bylaw and Code of Practice 2015 219

24 Papakura Local Board input into decisions on proposed amendments to the Health and Hygiene Bylaw 223

25 Papakura Local Board feedback on the Drury-Opāheke Draft Land Use Plan 2018 (Drury Structure Plan) 227

26 Additions to the 2016-2019 Papakura Local Board meeting schedule 233

27 For Information: Reports referred to the Papakura Local Board 235

28 Papakura Local Board Achievements Register for the 2016-2019 Political Term 237

29 Papakura Local Board Governance Forward Work Calendar for September 2018 263

30 Papakura Local Board Workshop Records 269

31 Consideration of Extraordinary Items

PUBLIC EXCLUDED

32 Procedural Motion to Exclude the Public 287

C1 Sites and Places of Significance to Mana Whenua – Tranche 1: Plan Changes to the Auckland Unitary Plan (Operative in Part) and Auckland Council District Plan - Hauraki Gulf Islands Section 2018 287

1 Welcome

A board member will lead the meeting in prayer.

2 Apologies

At the close of the agenda apologies had been received from Member Hon. George Hawkins, QSO.

3 Declaration of Interest

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

4 Confirmation of Minutes

That the Papakura Local Board:

a) confirm the ordinary minutes of its meeting held on Wednesday 26 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 Papakura Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

8.1 Deputation - Friends of Kirks Bush

Te take mō te pūrongo / Purpose of the report

1. Margaret Gane from The Friends of Kirks Bush, will speak to the recent activities of the group.

Ngā tūtohunga / Recommendation/s

That the Papakura Local Board:

a) thank Margaret Gane from The Friends of Kirks Bush, for her update on activities.

8.2 Deputation - Citizens Advice Bureau

Te take mō te pūrongo / Purpose of the report

1. Mary Wark from the Citizens Advice Bureau, will provide an update on the recent activities.

Ngā tūtohunga / Recommendation/s

That the Papakura Local Board:

a) thank Mary Wark from the Citizens Advice Bureau for her update on activities.

Attachments

a Papakura Local Board_Deputation_24 October 2018_CAB............... 291

8.3 Deputation - Massey Park User Group / PIPS

Te take mō te pūrongo / Purpose of the report

1. Glenn Archibald from the Massey Park User Group and PIPS will speak to the recent activities and issues.

Ngā tūtohunga / Recommendation/s

That the Papakura Local Board:

a) thank The Massey Park user Group for their update on activities.

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.”

Papakura Local Board

24 October 2018

Auckland Transport October 2018 report to the Papakura Local Board

File No.: CP2018/18128

Te take mō te pūrongo / Purpose of the report

1. To update the Papakura Local Board about transport related matters in its area.

Whakarāpopototanga matua / Executive summary

1. This month’s report includes information on the:

· Takaanini Park & Ride

· Takaanini Platform upgrades

· Papakura Park & Ride

· Safer Communities Project

· Residential Speed Management - Rosehill

· Responses to previous resolutions by the Papakura Local Board to Auckland Transport.

2. This report also provides an update on delivery of various Local Board Transport Capital Fund (LBTCF) projects.

Ngā tūtohunga / Recommendation/s

That the Papakura Local Board:

a) receive the Auckland Transport October 2018 report to the Papakura Local Board.

Horopaki / Context

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

4. Auckland Transport (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 the Local Board Engagement Plan. This monthly reporting supports the important engagement role local boards play within and on behalf of their local communities on transport matters.

Tātaritanga me ngā tohutohu / Analysis and advice

Local Board Transport Capital Fund (LBTCF)

5. The LBTCF is a capital budget provided to all local boards by Auckland Council (AC) and delivered by 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).

6. Through Auckland Council’s Long-term Plan 2018-2028, LBTCF funding has been increased to a total of $20.8 million per annum across all 21 local boards.

7. The allocation for the Papakura Local Board has therefore increased, with the updated figures for the remainder of this electoral term reflected in Table 1 below:

Table 1: Papakura Local Board Transport Capital Fund Financial Summary

Total Funds Available in the current political term	$2,082,843
Amount committed to date on projects approved for design and/or construction	$1,833,237
Remaining budget (including additional funding)	$249,606

8. Table 2 below shows the status of projects to which the LBTCF has been committed.

Table 2: Status update on current Local Board Transport Capital Fund projects

Project	Description	Current status	Status change over last month	Funds allocated
Footpath links for McLennan Park	Construct 2 shared paths in McLennan Park linking the new roads to the north of the park to Artillery Drive	Funding Agreement is with Community Facilities for signing	Yes	$397,000
Central Park walkway & lighting	Install pathway & lights for commuters from King Edward Ave to Railway Street West through Central Park	Community Facilities has provided a Rough Order of Cost (ROC) of $300,000. Awaits Board decision	Yes	N/A
Priority Projects 12 & 13; Papakura Greenways Plan - Elliot Street to Freelance Terrace.	Develop a pedestrian and cycling link from the town centre and existing boardwalk to the new Pescara Way footbridge over SH1	Currently with Council’s Community Facilities/Parks for investigation and delivery	No	$1,280,000
Covered Walkway	Covered walkways on Railway St West	Completed in this term	No	$ 156,237
			TOTAL	$1,833,237

Responses to resolutions

Bellfield Subdivision signalisation

9. At the local board meeting on 26/09/2018, it was resolved that the local board write a formal letter of complaint to the Auckland Transport Chief Executive and Cynthia Gillespie to express the board’s dissatisfaction in Auckland Transport’s refusal to engage with customers concerned by the proposed Bellfield road traffic signals and reiterate that the board is fully aware that Auckland Transport cannot change the resource consent, but wants to make sure Auckland Transport experts can explain to customers why the signals are necessary from a traffic management standpoint (resolution PPK/2018/165).

10. As previously advised, AT notes the Papakura Local Board request for AT to organise a public meeting to discuss the proposed signalisation of the Bellfield Road / Taonui Street / Great South Road intersection..

11. AT has previously provided advice on this request in the Auckland Transport September 2018 report to the Papakura Local Board, that signalising this intersection was a decision made during Auckland Council’s consent process for the sub-division of the Special Housing Area (SHA) called Opaheke 1 Precinct.

12. Auckland Transport has no legal mandate to change this decision. Further Auckland Transport was not the legal entity that made this decision so is not able to legitimately comment on the reasoning for the decision.

13. Details of the consent including the independently produced ‘Integrated Transportation Assessment’ were provided as an appendix to the Auckland Transport September 2018 Report to the Papakura Local Board.

14. In response to the most current request by local board to the Chief Executive of AT, the request is currently with his office for consideration.

Electronic Gating Project – Papakura train station

15. At the local board meeting on 26 September 2018 the board requested a more detailed update on the cause of the continued delays to the installation of ticketing gates at the Papakura train station (PPK/2018/165).

16. The local board also requested further clarification about the delays in the electronic gating project for Papakura train station.

17. Delays have occurred because of contractual issues during the previous upgrade of stations on the southern network. As a result, AT has reviewed the preferred procurement strategy for ticket gating at the remaining stations at Middlemore and Papakura and the construction work will now be delivered through one contract tendered in accordance with AT’s current procurement strategy.

18. Delivery dates for the Papakura and Middlemore train station ticket gates will be confirmed once tenders have been received, though this is expected to be during the first half of 2019.

19. A workshop will be held in November 2018 with the project team to discuss the overall concept and provide certainty about timelines to the board.

Pararekau Road

20. At the Papakura Local Board meeting on 26 September 2018, the board resolved to reiterate advocacy to AT for the repair of Pararekau Road over the last 14 months which has been ignored by AT, and express its view that if there is an incident or accident on the road due to the current road conditions, the responsibility lies with AT and not the Papakura Local Board (resolution PPK/2018/165).

21. AT notes the Papakura Local Board’s concern about the ongoing delays to the reinstatement of Pararekau Road and the inconvenience to local residents, and confirms that it will work with the contractor/developer to resolve the issue. In the meantime, AT will undertake the remedial works as soon as a design has been finalised.

22. AT has agreed that the design will now include a footpath suitable for use by pedestrians, cyclists and residents using mobility scooters, to address concerns around pedestrian safety.

23. At the time of the writing of this report, a timeline had yet to be confirmed, although this is expected shortly.

Local Board Advocacy

24. This section provides a regular report about how AT is supporting the Papakura Local Board’s advocacy Initiatives as recorded in the Papakura Local Board Plan. The Papakura Local Board’s Advocacy Initiatives from the 2016-19 term are recorded in table 3 below.

Table 3 – Advocacy Initiative Status

Advocacy Initiative	Key Initiative	Status
Papakura’s cycleway and walkways provide safe, connected alternative routes to get us to where we need to go.	Begin implementation of the Papakura Greenways Local Paths Plan and Cycleway Plan.	Through the LBTCF, AT is currently supporting the delivery of Projects 12 &13 of the Papakura Greenways Plan, which delivers a walking, and cycling link from the Papakura town centre to the Karaka Harbourside community. Utilising the local boards LBTCF, road-to-road pathways through McLennan Park are being delivered by AC. This will improve walking and cycling links between the existing communities in the area and the new communities in the McLennan Park development.
	Establish safe, clear, walk and cycle links between key facilities.	AT is in the process of delivering the Safer Communities project, which aims to improve pedestrian safety and connectivity in Papakura, focusing on the Papakura Train Station.
	Improve, through AT, pathway safety including lighting and accessibility.	AT is in the process of upgrading street lighting within the Papakura Town Centre. These upgrades are linked to a safety audit commissioned by the local board in 2017. This will improve lighting within the Papakura Town Centre.
Public transport is safe, convenient, reliable and affordable.	Advocate to AT to improve park-and-ride facilities at the Papakura and Takanini railway stations.	AT is currently investigating the redevelopment of an expanded bus interchange and park-and-ride at the Papakura Train Station.

Other Auckland Transport news

Takanini Park & Ride

25. AT plans to develop a formal park and ride at Takanini (Rail) Station early in 2019. Leasing issues are in the process of being resolved with AC, as KiwiRail leasing approval was obtained earlier this year.

26. Detailed design is now complete and the project design is under final review by KiwiRail. AT expects to receive KiwiRail approval, lodge resource consent application and begin physical works procurement by the end of November, subject to NZTA funding approval.

27. Issues, such as the disposal of contaminated soil and redesign of stormwater disposal, have been identified that have increased the costs and timeframes. As the current cost estimate is higher than the approved, additional budget needs to be approved before procurement can begin. A decision on this is expected on 19 October 2018.

28. Work is expected to be completed by March/April 2019.

Takanini Train Station Platform upgrades

29. An upgrade to the Takanini and Te Mahia train stations commenced on 30 March 2018. The works will bring platform amenity at Takanini and Te Mahia stations into line with other stations on the AT rail network.

30. The past month saw the installation of the new shelters, lights and light masts, CCTV cameras and electronic signage.

31. Minor works remaining are completion of edging on the platform and removal of old shelters, which will be completed by January 2019.

32. As part of the upgrade, the new platform signage reflects the Maori spelling of the local area, utilising the double ‘a’ in its spelling – Takaanini. In part, this acknowledges the advocacy by the local board in requesting that the signage at the station reflect the historical significance of the area to Mana Whenua.

Image 1. New Shelters at Takaanini Station

Papakura Park & Ride & Bus Interchange

33. This project is seeking to deliver a multi-storey park-and-ride alongside an expanded bus interchange adjoining the Papakura train station. This is a key priority for the local board, and noted as its One Local Initiative, through AC’s Long-term Plan.

34. This project is included in the Auckland RLTP (2018-2028) as a funded project, with $12 million allocated for the Park and Ride development in years 2018-2020. A further $6 million is identified for the bus station interchange, but is currently unfunded.

35. Currently, AT/Aurecon are working on the Single Stage Business Case (SSBC) for Papakura Rail Station Access (including park and ride, bus, walking, cycling and on-demand services).

36. AT and its consultant Aurecon are developing investment options with a view to establishing a recommended option to take forward for NZTA funding application and then design/construction.

37. The SSBC is expected to be completed in November 2018.

Safer Communities Project

38. Papakura is one of three trial locations for the Safer Communities Project. This project is focused on improving road safety in local communities and promoting active modes of transport by improving pedestrian infrastructure

39. Initial community consultation was carried out in October 2017, with feedback used to develop a priority list of projects to improve the ‘walkability’ in and around Papakura, including the town centre as the focal point.

40. Targeted engagement with key stakeholders included Papakura Local Board, Papakura Commercial Group, the Integrated Area Plan team for Manurewa, Takanini and Papakura, the Park & Ride project team and AC’s Parks, Sport and Recreation team.

41. It was initially expected that the programme would deliver some quick wins in the 2018/19 financial year, but with the complexities of the programme, including work currently underway on the Papakura Park & Ride/ Papakura Station Access Project, this has had to be reconsidered.

42. AT is currently expecting to begin public consultation in March/April 2019, complete scheme designs by June 2019, undertake detailed design in 2019/2020 with the projects scheduled to begin in the first half of 2020/2021.

Residential Speed Management - Rosehill, Papakura

43. AT is undertaking a regional programme to deliver road safety improvements on local streets to create safer environments for all road users, including pedestrians and people on bikes.

44. The Rosehill area, bounded by Chichester Drive, Park Estate Road, Rosehill Drive, and the side streets leading off Great South Road, has been identified as the highest priority area in the region.

45. Improvements will include speed-calming measures such as speed humps, raised tables (some with zebra crossings), and raised intersections.

46. Rosehill was prioritised for road safety improvements based on a number of reasons, such as safety concerns raised by local residents, local crash data, vehicle speeds on Rosehill streets. the location of community facilities and primarily schools.

47. AT has also prioritised other locations in Papakura for pedestrian safety improvements in AT’s Safer Communities project.

48. Over the next few months, AT will be undertaking public consultation with the first event on Wednesday 14 November from 4pm – 7pm at the Papakura Library meeting room, located at 209 Great South Road, Papakura.

Pathway through Central Park

49. Through a request from the Papakura Local Board, AT and AC Community Facilities department were asked to obtain a ROC for the development of a pathway with lighting from Railway Street West through Central Park to King Edward Avenue.

50. AC Parks and Places has confirmed support for the installation of a shared path through Central Park and has provided a ROC of $300,000 for a 3 metre wide shared path with associated lighting, as specified by the local board.

51. A workshop will be held with the Papakura Local Board to consider options.

Parking on Opaheke Road & Chapel Street

52. In mid-2018, some of the bus layovers from Railway Street West and O’Shannessey Street were relocated to Chapel Street and Opaheke Road, to address concerns raised by local businesses and residents about pedestrian safety and visual amenity within the town centre.

53. The relocation of the bus layovers displaced some of the time-restricted car parking serving the community service providers located on the corner of Opaheke Road and Chapel Street.

54. AT has been working with the community services and AC’s Parks and Places staff to resolve the parking issues.

55. The community service providers have asked for disability parking and additional time restricted car parking spaces for their clients.

Bus Lane/T2-3 Lane Great South Road, Takanini

56. AT is in the process of planning and delivering improved bus priority lanes throughout Auckland, and in this local board area, on Great South Road, Takanini.

57. Since the initial briefing to the local board in October 2017, this project has been revised, in part, due to local board feedback.

58. In August, the local board formally resolved their preference for a T2-3 lane, cycle lane to be removed from the road carriageway and for parking restrictions to be during peak hours only.

59. This has been referred to the AT project team for consideration and options and cost implications are currently being reviewed.

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

60. The proposed decision of receiving the report has no local impacts.

Auckland Transport consultations

61. There was only one consultation event on behalf of the local board in September 2018 seeking feedback on broken Yellow Lines on Wood Street at intersections with Duke Street, Menary Street and Union Street.

62. A summary can be found in Attachment A of this report.

Traffic Control Committee resolutions

63. Traffic Control Committee (TCC) decisions within the local board area are reported on a monthly basis. The decisions affecting the Papakura Local Board area in September 2018 are listed below in Table 5.

Table 5: TCC decision for Papakura in June 2018

Street name	Type of Report	Nature of Restriction	Committee Decision
Hingaia Road, Papaka Road, Kuhanui Road	Permanent Traffic and Parking changes Combined	Lane Arrow Markings, No Stopping At All Times, Give-Way Control, Flush Median, School Crossing Point, School Patrol	Approved in Principle
Harbourside Drive, Hingaia Road	Permanent Traffic and Parking changes Combined	No Stopping At All Times, Bus Stop, Lane Arrow Markings, Traffic Island, Flush Median, No Passing, Give-Way Control, Traffic Signal Control	Carried
Vespa Road, Toporoa Street, Gingernut Place, Songline Road, Cloud Way, Hayfield Way, Ockhams Street	Permanent Traffic and Parking changes Combined	No Stopping At All Times, Give-Way Control	Approved in Principle
Fransesco Drive, Brianna Place, Paparekau Road	Permanent Traffic and Parking changes Combined	No Stopping At All Times, Bus Stop, Give-Way Control, Road Hump	Approved in Principle

Tauākī whakaaweawe Māori / Māori impact statement

64. 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

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

Ngā raru tūpono / Risks

66. The proposed decision of receiving the report has no risks. AT has risk management strategies in place for the transport projects undertaken in the Papakura Local Board area.

Ngā koringa ā-muri / Next steps

67. AT will provide another update report to the Papakura Local Board next month.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Papakura Local Board_Consultation_Proposed NSAAT restrictions - Wood Street	21

Ngā kaihaina / Signatories

Author

Kenneth Tuai - Elected Member Relationship Manager, Auckland Transport

Authorisers

Jonathan Anyon – Manager Elected Member Relationship Unit, Auckland Transport

Manoj Ragupathy - Relationship Manager Manurewa & Papakura

Papakura Local Board

24 October 2018

Disposal recommendations report - 26-32 O’Shannessey Street and 36 Coles Crescent, Papakura

File No.: CP2018/05347

Te take mō te pūrongo / Purpose of the report

1. This report seeks the Papakura Local Board’s formal position on the Panuku Development Auckland (Panuku) proposal to recommend to the Finance and Performance Committee the disposal of two council owned properties in the Papakura Local Board area.

Whakarāpopototanga matua / Executive summary

2. 26-32 O’Shannessey Street, Papakura and 36 Coles Crescent, Papakura are off-street car parks no longer required for transport service purposes. The rationalisation process for the sites commenced in August 2015 and November 2017 respectively. Consultation with council departments and CCOs, iwi authorities and the Papakura Local Board has now taken place.

3. At the request of the Papakura Local Board, Panuku assessed the development potential of both sites and considers the properties suitable for development for housing purposes in line with the council-approved Panuku Statement of Intent (SOI) development objectives.

4. 36 Coles Crescent is subject to the Reserves Act 1977. If approval is obtained to dispose of the site for development purposes, the reserve status would need to be revoked. Final revocation of the reserve status will be subject to completing the statutory requirements of the Reserves Act 1977 and Local Government Act 2002, including public advertising.

5. A resolution approving the disposal of the sites is required from the Finance and Performance Committee before the proposed revocation and divestment can be progressed.

Ngā tūtohunga / Recommendation/s

That the Papakura Local Board:

a) endorse Panuku Development Auckland’s recommendation to the Finance and Performance Committee to dispose of 26-32 O’Shannessey Street, Papakura; and revoke the reserve status and dispose of 36 Coles Crescent, Papakura subject to appropriate controls to ensure strategic outcomes in line with Panuku SOI development objectives.

Horopaki / Context

6. Panuku is required to undertake an ongoing review of council’s property assets. This includes identifying properties from within council’s portfolio that are no longer required for public work purposes and may be suitable for sale and development if appropriate. Panuku has a particular focus on achieving housing and urban regeneration outcomes. Identifying potential sale properties contributes to the Long-term Plan 2018-2028 (LTP) and the Auckland Plan focus of accommodating the significant growth projected for the region over the coming decades, by providing council with an efficient use of capital and prioritisation of funds to achieve its activities and projects.

7. Once a property has been identified as potentially no longer required for public work purposes, Panuku engages with council departments and its CCOs through an expression of interest process, to establish whether the property must be retained for a strategic purpose or is required for a future funded public work. Once a property has been internally cleared of any public work requirements, Panuku then consults with local boards, mana whenua and ward councillors. All sale recommendations must be approved by the Panuku Board before a final recommendation is made to the Finance and Performance Committee. The Finance and Performance Committee makes the final decision whether to approve a property for sale.

Tātaritanga me ngā tohutohu / Analysis and advice

8. Property specific information and further analysis is included in Attachment A for 26-32 O’Shannessey Street, Papakura and Attachment B for 36 Coles Crescent, Papakura.

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

9. This report provides the local board with an opportunity to formalise its views regarding both sites.

10. Additional property specific feedback received is included Attachment A for 26-32 O’Shannessey Street, Papakura and Attachment B for 36 Coles Crescent, Papakura.

Tauākī whakaaweawe Māori / Māori impact statement

11. Māori have an active and specific role in Auckland’s open spaces, including kaitiakitanga (guardianship) of our land and marine resources. Land has a specific role in protecting, enabling and building Māori social and cultural capital. Marae, kohanga reo, and other Māori entities have been established on reserve status land, offering spiritual, cultural, as well as a range of social, educational, health and justice services.

12. The importance of effective communication and engagement with Māori on the subject of land is understood. Panuku has a robust form of engagement with mana whenua groups across the region. Each relevant mana whenua group is contacted independently regarding council-owned land subject to rationalisation and requested to give feedback.

13. Panuku’s engagement invites mana whenua to respond with any issues of particular cultural significance the group would like to formally express in relation to the subject properties. We also request notes regarding any preferred outcomes that the group would like Panuku to consider in our formal reporting to council. Possible outcomes could include commemoration or physical acknowledgment in the form of plaques or other mutually agreed means of recognition.

14. Mana whenua groups are also invited to express potential commercial interest in the subject sites. In the event the sites are approved for sale, all groups will be alerted of the decision, and all groups are alerted once a property comes on the market.

15. Additional property specific information is included in the mana whenua engagement section in Attachment A for 26-32 O’Shannessey Street and Attachment B 36 Coles Crescent.

Ngā ritenga ā-pūtea / Financial implications

16. Capital receipts from the sale of surplus properties contribute to Auckland Plan outcomes and the LTP by providing the council with an efficient use of capital and prioritisation of funds to achieve its activities and projects. In the 2018/2019 financial year, the LTP has forecast the disposal of non-strategic council assets to the combined value of $24 million.

17. In accordance with the Local Government Act 2002, the annual Panuku SOI states the activities and intentions of Panuku, the objectives those activities will contribute to, and performance measures and targets as the basis of organisational accountability. For the 2018/2019 financial year Panuku is required to recommend to the council properties from within council’s portfolio that may be suitable for sale to a combined value of $30 million and to sell $24 million of property by 30 June 2019.

Ngā raru tūpono / Risks

18. 26-32 O’Shannessey Street and 36 Coles Crescent are not required by the council for current or future public work requirements that are funded or can realistically be funded in the future. To retain non-service property for an undefined purpose is contrary to the council’s Revenue and Funding Policy principles and would require support from the Finance and Performance Committee given the impact of not realising the sale of a non-service property, and to allocate the operational budget required to hold the sites.

Ngā koringa ā-muri / Next steps

19. Should the Finance and Performance Committee approve the proposed disposal of 26-32 O’Shannessey Street and 36 Coles Crescent, Panuku will explore development options to ensure outcomes in line with the Panuku SOI development objectives, specifically town centre regeneration and housing outcomes.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	26-32 O’Shannessey Street, Papakura property information	27
b ⇩	36 Coles Crescent, Papakura property information	33

Ngā kaihaina / Signatories

Authors

Anthony Lewis - Senior Advisor, Portfolio Review, Panuku Development Auckland

Rochelle Killey - Portfolio Specialist, Panuku Development Auckland

Authorisers

Rachel Hume - Team Leader Portfolio Review, Panuku Development Auckland

Marian Webb - Manager Portfolio Strategy, Panuku Development Auckland

Manoj Ragupathy - Relationship Manager Manurewa & Papakura

Papakura Local Board

24 October 2018

Papakura Local Grants, Round One 2018/2019 grant applications

File No.: CP2018/17801

Te take mō te pūrongo / Purpose of the report

1. To fund, part-fund or decline the applications received for Papakura Local and Multiboard Grants Round One 2018/2019.

Whakarāpopototanga matua / Executive summary

2. This report presents applications received in Papakura Local and Multi-board Grants Round One 2018/2019 which are provided in Attachment B.

3. The Papakura Local Board adopted the Papakura Local Grants Programme 2018/2019 on 18 April 2018 provided in Attachment A. The document sets application guidelines for contestable grants submitted to the local board.

4. The Papakura Local Board has set a total community grants budget of $129,000 for the 2018/2019 financial year.

5. A total of $2,000 has been allocated to the senior citizen programme in the Arts, Community and Events work programme 2018/2019. A total of $8,654.00 was allocated in the small grants round one (PPK/2018/149). An emergency grant of $2,000 was awarded to the Counties Manukau Softball Association (PPK/2018/184). This leaves a total of $116,346 available to be allocated to the remaining grant rounds.

6. A total of 18 applications were received in Papakura Local Grant Round One 2018/2019, and 12 multiboard applications requesting a total of $161,596.00 (Attachment B).

Ngā tūtohunga / Recommendation/s

That the Papakura Local Board:

a) agree to fund, part-fund or decline each application in this round listed in Table One below:

Table One: 2018/2019 Papakura Local Board Grants Round One and Multi-board Applications:

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
LG1914-103	innonative Limited	Community	Towards the innonative youth leaders wananga cost.	$6,000.00	Eligible
LG1914-104	Papakura and Districts Historical Society Incorporated	Arts and Culture	Towards the cost of vintage sewing classes.	$4,970.00	Eligible
LG1914-105	Papakura City Football Club	Sport and Recreation	Towards junior and youth coaching courses.	$1,392.00	Eligible
LG1914-106	Trust MYRIVR	Community	Towards the project manager contract cost.	$10,000.00	Eligible
LG1914-111	South Auckland Choral Society	Arts and Culture	Towards fees for a musical director and accompanist.	$10,000.00	Eligible
LG1914-115	Mercy Missions Trust	Community	Towards poultry and poultry egg layer pellets.	$3,400.00	Eligible
LG1914-116	Papakura Business Association	Arts and Culture	Towards the painting costs for the creative mural for the Papakura Town Centre.	$2,500.00	Eligible
LG1914-117	Papakura Business Association	Arts and Culture	Towards the cost of the Kereru sculpture for the Papakura Town Centre Square.	$5,000.00	Eligible
LG1914-118	The Rising Foundation Trust	Community	Towards programme coordinator operating costs.	$5,000.00	Eligible
LG1914-120	Southside Drama	Arts and Culture	Towards the Southside Drama workshops and production.	$3,180.00	Eligible
LG1914-122	Auckland Seniors and Caring Group Incorporated.	Arts and Culture	Towards 2018 Christmas Party and Chinese Spring Festival celebration cost.	$2,000.00	Eligible
LG1914-125	Papakura Marae	Arts and Culture	Towards co-ordinator costs for “Destination Papakura -Te Manaakitanga". heritage programme	$5,000.00	Eligible
LG1914-126	John Walker Find Your Field of Dreams Foundation	Sport and Recreation	Towards coaching and delivery costs for the” Run, Jump and Throw” programme.	$16,900.00	Eligible
LG1914-127	Kaitiaki Sisters Incorporated Society	Community	Towards costs for the “Sustainable communities, sustainable environment” workshops.	$14,863.00	Eligible
LG1914-128	Papakura Lions Club	Community	Towards advertising and security fencing for the Papakura Lions Annual Family Car Show.	$6,675.00	Eligible
LG1914-129	innonative Limited	Community	Towards event costs for the innonative young professionals evening.	$1,587.00	Eligible
LG1914-130	Life Education Trust Counties Manukau	Community	Towards the cost to deliver health and well-being lessons to children of Papakura.	$14,325.00	Eligible
LG1914-132	innonative Limited	Community	Towards “life after high school hacks” workshop cost.	$1,323.00	Eligible
Total				$114,115.00
Multiboard applications
Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
MB1819-106	Lets Get Legal Trust	Community	Requesting the cost of free drivers’ license workshops.	$7,500.00	Eligible
MB1819-118	Manukau Orchestral Society Incorporated	Arts and Culture	Towards the venue hire and technical costs for a musical performance at the Vodafone Events Centre.	$1,084.00	Eligible
MB1819-147	Auckland Central Riding for the Disabled Association	Community	Towards the purchase of helmets.	$1,128.00	Eligible
MB1819-151	New Zealand Dance Advancement Trust	Arts and culture	Towards venue hire, studio hire and the artistic coordinator cost for the “2019 Youth and Community Engagement” programme.	$2,500.00	Eligible
MB1819-160	New Zealand Nepal Society Incorporated	Arts and culture	Towards the audio visual hire and operational costs of the Nepal Festival 2018.	$2,000.00	Eligible
MB1819-161	ADFC Limited	Arts and culture	Towards venue, sound and visual hire cost for the Auckland Drum Festival in April 2019.	$3,000.00	Eligible
MB1819-162	New Zealand Council of Victim Support Groups Incorporated	Community	Towards the costs to recruit, train and supervise the volunteer support workers.	$8,000.00	Eligible
MB1819-174	LifeKidz Trust	Community	Towards the purchase of outdoor play panels and the cost of youth worker wages, to run youth programmes.	$1,500.00	Eligible
MB1819-177	New Zealand Filipino Sto Nino Devotees Trust	Events	Towards the venue hire and audio-visual costs for a two-day basketball competition and the Annual Sto Nino Fiesta and Sinulog Festival.	$1,000.00	Eligible
MB1819-182	Counties Manukau Sports Foundation	Events	Towards the cost of the 2018 Counties Manukau Sporting Excellence Awards including venue hire, event co-ordinator and catering costs.	$3,000.00	Eligible
MB1819-190	Auckland Kids Achievement Trust	Community	Towards wages for Kiwi Can leaders who deliver the Kiwi Can programme in schools.	$5,000.00	Eligible
MB1819-193	OUTLine Telephone Support Line	Community	Towards phone support line for “LGBTQI+” identified people to call for information.	$2,000.00	Eligible
Total				$47,481.00

Horopaki / Context

7. 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.

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

9. 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.

10. The Papakura Local Board adopted their grants programme for 2018/2019 on 18 April 2018 and will operate three quick response and two local grants rounds for this financial year.

11. 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.

12. For the 2018/2019 financial year, the Papakura Local Board has set a total community grants budget of $129,000 for the financial year.

Tātaritanga me ngā tohutohu / Analysis and advice

13. 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.

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

14. Local boards are responsible for the decision-making and allocation of local board community grants. The Papakura 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.

15. 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”.

16. A summary of each application received through Papakura Small Grants Round One 2018/2019 is provided in Attachment B.

Tauākī whakaaweawe Māori / Māori impact statement

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

Ngā ritenga ā-pūtea / Financial implications

18. Following the Papakura Local Board allocating funding for the small grants round one, Commercial and Finance staff will notify the applicants of the local board’s decision.

19. The Papakura Local Board has set a total community grants budget of $129,000.00. This is the second allocation for the local board in the 2018/2019 year. A total of $2,000 has been allocated to the senior citizen programme (PPK/2017/110). A total of $8,654.00 was allocated in the small grants round one (PPK/2018/149). An emergency grant of $2,000 was awarded to the Counties Manukau Softball Association (PPK/2018/184). An amount of $116,346 is available to be allocated to the remaining grant rounds.

Ngā raru tūpono / Risks

20. 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

21. Following the Papakura Local Board allocating funding for the local grants round one, Commercial and Finance staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Papakura Local Board Grants Programme 2018-2019	45
b ⇨	Papakura Local and Multiboard Grants Round One 2018/2019 grant applications (Under Separate Cover)

Ngā kaihaina / Signatories

Author

Helen Taimarangai - Senior Community Grants Advisor

Authorisers

Marion Davies - Grant Operations Manager

Shane King - Head of Operations Support

Manoj Ragupathy - Relationship Manager Manurewa & Papakura

Papakura Local Board

24 October 2018

Smiths Avenue community hall hire fee subsidy

File No.: CP2018/19875

Te take mō te pūrongo / Purpose of the report

1. To approve a zero-fee hire for all activity at the Smiths Avenue community hall.

Whakarāpopototanga matua / Executive summary

2. The Smiths Avenue community hall (the Hall) is one of seven venues for hire in the Papakura Local Board area.

3. The Hall currently experiences lower levels of usage than other facilities in the area.

4. The Papakura Local Board recently invested $160,000 in capital improvements to the Hall, with the aim of raising levels of participation and engagement.

5. Staff recommend setting hire fees for all activity at the Hall to zero for the 2018/2019 financial year and offsetting any unrecovered revenue from existing Locally Driven Initiative (LDI) budget allocated to placemaking, to support increasing community participation and engagement at the Hall.

Ngā tūtohunga / Recommendation/s

That the Papakura Local Board:

a) approve a zero-fee hire for all activity at the Smiths Avenue community hall and subsidise any unrecovered revenue from the 2018/2019 work programme line #780.

Horopaki / Context

6. Local boards are responsible for setting local fees and charges, including subsidies, for council-run venues.

7. In 2014, council adopted the Hire Fee Framework. This operational policy guides the setting of fees and charges across the network of council-managed community centres and venues for hire. The framework also includes financial incentives aimed at enabling community outcomes.

8. The Hall is one of seven venues for hire in the Papakura Local Board area and currently experiences lower levels of usage than other facilities.

9. The local board recently invested $160,000 in capital improvements to the Hall, focussing on toilets and appearance, through to internal and external painting.

10. In June 2018, the local board adopted the Arts, Community and Events (ACE) 2018/2019 work programme (PPK/2018/110). The programme includes line #780 Community-led placemaking to facilitate community-led planning and neighbourhood development in Smiths Avenue, with an allocated budget of $55,000.

Tātaritanga me ngā tohutohu / Analysis and advice

11. Current hire fees for the Hall are set according to the Hire Fee Framework as follows:

Facility name

Peak standard per hour

Off-peak standard per hour

LB priority rate 50 per cent discount per hour

Smiths Avenue Community Hall

$24.00

$19.20

$12.00

12. Recent local board funded improvements have significantly improved the look and feel of the Hall and one of the key objectives is to increase community use of the facility by making it a more attractive and welcoming space.

13. Another way to try and increase community use of the Hall is by reducing the hire fees. Staff have considered the options, which include setting the hire fees to zero, and these options are set out in Table 1 below:

Table 1

			Recommended
	Option 1 Status Quo Current hire fees apply No additional subsidies apply	Option 2 Set fees to zero for community activity Community activity is classed as no or low cost activity open to the wider community	Option 3 Set fees to zero for all activity types Subsidise all activity
Benefits	Aligns to Hire Fee Framework Consistency across all local board community places in Papakura	Promotes recent local board investment in the hall and local community Removes the barrier of cost to some local activity Could increase usage of the Hall	Promotes recent local board investment in the hall and local community Removes the barrier of cost to all local activities Could significantly increase usage of the Hall
Risks	The Hall experiences lower levels of usage than other facilities in the local board area, which may not improve if the current hire fees are maintained Fewer people will experience the benefits of recent investment in the Hall and local community	Could create an expectation for continued subsidies in FY20 onward. Local celebrations and social activity that are not open to the wider community will still attract a charge Both political and religious activity could receive a subsidy if they are open to the wider community	Could create an expectation for continued subsidies in the 2019/2020 financial year onward. The local board can allocate a budget in the next financial year work programme to allow the zero fees hire to continue
Financial impacts	Budgeted revenue to the local board for FY18-19: $4,955	Local board underwrite unrecovered revenue, approximately $4,000, from existing LDI provision	Local board underwrite unrecovered revenue, approximately $4,955, from existing LDI provision

14. Staff recommend Option 3, that the local board set hire fees for all activity at the Hall to zero for the 2018/2019 financial year and offset any unrecovered revenue from existing LDI allocated to placemaking in 2018/2019 work programme line #780.

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

15. At a workshop on 15 August 2018, the local board discussed options for subsiding the fees and charges, including subsidising all activity or only those activities open to a wider audience and community focus.

16. The board expressed concern in subsidising activity that was of a political or religious type and requested information on excluding these types of activity from a possible subsidy. Staff have looked into this possibility and concluded that excluding religious or political activity specifically is difficult. The booking system is currently configured to base any subsidy on outcome type (private, commercial, community) rather than the activity type (celebrations, meeting, political, dance).

17. The Hall is one of seven venues for hire in the local board area and currently experiences lower levels of usage than other facilities. Subsidising all hire fees could help to increase the number of people in the local board area using the Hall.

Tauākī whakaaweawe Māori / Māori impact statement

18. The hire fee subsidy is not specifically targeted for Māori populations. However, it aims to be clear and transparent to all users and enable all Aucklanders, including Māori, to use the facility.

Ngā ritenga ā-pūtea / Financial implications

19. If the hire fees for the Hall are set to zero the local board will be required to underwrite unrecovered revenue, which is budgeted to be $4,955.

20. A budget of $55,000 has already been allocated to work programme line #780 for community-led planning and neighbourhood development in Smiths Avenue and this can be used to subsidise hire fees.

Ngā raru tūpono / Risks

21. Setting the hire fee at zero could create an expectation for continued subsidies in the 2019/2020 financial year onward. The local board can allocate a budget in the next financial year work programme to allow the zero hire fees to continue.

Ngā koringa ā-muri / Next steps

22. On receiving confirmation of a decision by the local board, staff will implement the appropriate administration arrangement.

Ngā tāpirihanga / Attachments

There are no attachments for this report.

Ngā kaihaina / Signatories

Author

Kat Teirney - Manager Service Improvement

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Manoj Ragupathy - Relationship Manager Manurewa & Papakura

Papakura Local Board

24 October 2018

Papakura Local Board Open Space Network Plan

File No.: CP2018/16940

Te take mō te pūrongo / Purpose of the report

1. To seek approval of the development of an open space network plan.

Whakarāpopototanga matua / Executive summary

2. The key purpose of the open space network plan is to inform local board open space planning, resource allocation and advocacy over a 10-year period.

3. Staff recommend that the Papakura Local Board approve the development of an open space network plan. It provides an opportunity to improve the quality of parks and open space through greater connectivity, better access and utilisation as well as gap analysis.

4. There are limited risks in developing the open space network plan. The plan may raise community expectations that all projects are fully funded. No additional budget is provided for the implementation of the open space network plan.

5. If approved, staff will work with the local board to identify and analyse the current state.

6. Once the current state is completed, the project will move to identifying the aspirations of the local board and key moves required to improve performance of the open space network.

7. During the final stage of the project, the local board will identify prioritised actions to achieve the key moves and then adopt the open space network plan.

8. The target date for completion of the open space network plan is June 2019.

Ngā tūtohunga / Recommendation/s

That the Papakura Local Board:

a) approve the scope of work for the development of an open space network plan.

Horopaki / Context

9. An open space network plan is a key mechanism for Auckland Council to implement the Parks and Open Spaces Strategic Action Plan 2013 at a local level.

Tātaritanga me ngā tohutohu / Analysis and advice

10. The process for developing an open space network plan involves research, collaboration and planning phases.

11. The scope of work includes:

· identifying and analysing the current performance of the open space network incorporating, amongst other things, the work of existing local park development plans

· identifying the aspirations and key moves required to improve performance of the open space network

· identifying and prioritising local place-based actions to achieve the key moves.

12. The scope of the open space network plan includes all open space that is controlled and managed by the local board, including parks, sports fields, greenways and outdoor civic areas.

13. Reserve management plans, regional parks, maunga and recreation facilities (including stadia, pools, indoor courts and cemeteries) are out of scope for this open space network plan.

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

14. Staff introduced the open space network plan and the components required for the successful completion at a workshop with the local board on 10 October.

15. Staff will workshop with the local board on 5 December 2018 to present survey results and present interim findings about the open space network. A Strengths, Weaknesses, Opportunities and Threats session will also be undertaken to seek the local board’s views.

16. Staff will continue to engage with the local board on the development of the open space network plan through further workshops.

Tauākī whakaaweawe Māori / Māori impact statement

17. Based on the 2013 Census, there were 11,979 people living in the Papakura Local Board area who identify as Māori.

18. Papakura’s Māori population was ranked third in size out of the 21 Auckland local boards.

19. 36.7 per cent of Māori (4396 residents) were aged under 15 years and 4.1 per cent were aged over 65 years (497 people residents).

20. There are 11 iwi groups who have interests in the area:

· Ngāti Whātua Ōrākei	· Ngāi Tai Ki Tāmaki
· Ngāti Tamaoho	· Te Akitai Waiohua Ngāti
· Te Ata Waiohua	· Ngāti Paoa
· Ngāti Whanaunga	· Ngāti Maru
· Ngāti Tamaterā	· Te Patukirikiri
· Waikato-Tainui

21. Consultation with iwi is proposed to take place at two fora held at the South/Central Mana Whenua Forum. Both dates are still yet to be confirmed.

22. The Papakura Local Board expresses its commitment to building its working relationship with local Māori through the 2017/2018 Local Board Agreement.

Ngā ritenga ā-pūtea / Financial implications

23. Development of the open space network plan is funded by Community and Social Policy.

24. No funding has been allocated for public consultation, as the open space network plan informs local board decision-making. There is no statutory requirement to involve the public.

25. No additional budget is provided for the implementation of the open space network plan.

Ngā raru tūpono / Risks

26. There are limited risks in developing the open space network plan. The plan may raise community expectations that all of the projects are fully funded. However, no additional budget is provided.

Ngā koringa ā-muri / Next steps

27. Staff will work collaboratively with the local board and mana whenua to prepare the current state.

28. Once the current state is completed, the project will then identify key moves and actions. The local board may then consider making these moves to improve the performance of the open space network.

29. It is intended the open space network plan will be completed by June 2019.

Ngā tāpirihanga / Attachments

There are no attachments for this report.

Ngā kaihaina / Signatories

Author

Sam Noon - Principal Policy Analyst

Authorisers

Ruth Woodward - Manager Parks & Recreation Policy

Manoj Ragupathy - Relationship Manager Manurewa & Papakura

Papakura Local Board

24 October 2018

Healthy Environments Events Principles - Papakura

File No.: CP2018/19575

Te take mō te pūrongo / Purpose of the report

1. Adopt the Healthy Environments Events Principles and Guide to Creating a Health Promoting Event for Auckland Council funded or delivered events in the Papakura Local Board area, as one part of the overall Healthy Environments Framework.

2. Endorse Community Places as a priority area for the Healthy Environments Framework.

Whakarāpopototanga matua / Executive summary

3. Healthy Families New Zealand is a major investment by government into reducing preventable chronic disease in New Zealand. It is based around a systems approach to health that addresses the environmental influences of health where people live, learn, work and play.

4. Healthy Families Manukau Manurewa-Papakura (MMP) has started developing a Healthy Environments Framework to support the council’s responsibility to provide spaces in the community that facilitate social, economic, environmental and cultural outcomes, including wellbeing. Potential areas of council operations that could be included in the overall framework include events, leisure centres, community places, leasing agreements and funding grants. This report seeks adoption of the principles and guide for events as part of the development of the overall framework.

5. The Healthy Environments Framework is intended to support Auckland Council staff, local boards and community to increase healthy choices and options through the availability and accessibility of healthy food and drink choices, reduced smoking and alcohol related harm, and increased opportunities that encourage movement.

6. Healthy Families MMP has developed four Healthy Environments Principles which is provided as Attachment A, and Guide to Creating a Health Promoting Event provided in Attachment B, using a co-design methodology. These documents promote a range of options regarding wai (water), kai (food), smokefree, alcohol free and physical movement and has been endorsed by the Auckland Council Events team.

7. The report also seeks the board’s endorsement of the council’s community places as a priority area for the Healthy Environments Framework. This will enable Healthy Families MMP to work with staff from Community Places department and explore ways to make community places healthier environments.

Ngā tūtohunga / Recommendation/s

That the Papakura Local Board:

a) adopt the Healthy Environments Events Principles (Attachment A) and Guide to Creating a Health Promoting Event (Attachment B) for use at Auckland Council funded or delivered events in the Papakura Local Board area commencing in the 2018/2019 events season

b) endorse community places as a priority area for the Healthy Environments Framework and request Healthy Families Manukau Manurewa-Papakura to work with Community Places to investigate how community places can become healthier environments.

Horopaki / Context

8. A review of 55 studies on childhood obesity concluded that the most effective strategies to reducing obesity include improving the supply of healthier options, environments that support healthier options and reducing the promotion of unhealthy options.

9. Success in reducing obesity requires as many interventions as possible by a range of private and public agencies. Obesity is a major risk factor for a wide range of non-communicable disease, including heart disease, stroke, type 2 diabetes, cancer, osteoarthritis and depression.

10. The Agencies for Nutrition Action: Promoting Physical Activity at the Local Government Level (evidence snap shot; April 2015) highlights being physically active is a major contributor to an individual’s overall physical and mental health and wellbeing. The report also states that an incidental benefit is that there is an improved perception of community safety as there are more people using public places.

11. Māori and Pacific people have the highest rates of preventable disease in the Counties Manukau District Health Board area. Over half of Papakura Local Board residents are of Māori and/or Pacific descent.

12. The Healthy Auckland Together 2018 monitoring report highlights that children residing in the highest deprivation areas were 22 per cent less likely to have healthy teeth and gums than those residing in the least deprived areas. Healthy teeth and gums can help prevent serious health problems such as tooth decay and gum disease.

13. There are clear disparities in health outcomes for Maori communities compared to other ethnic groups in New Zealand. Data from the 2014/2015 New Zealand Health Survey shows that 41% of children in the Papakura and Manurewa ward are overweight or obese.

Tātaritanga me ngā tohutohu / Analysis and advice

14. The Healthy Environments Framework is being developed using a co-design methodology which uses the lived experience of people to explore, imagine and test new ideas and involves the people closest to the issues. The co-design methodology also assisted staff to determine the scope of the Healthy Environments Framework and identified opportunities for collaboration. Potential areas of council operations that could be included in the overall framework include events, leisure centres, community places, leasing agreements and funding grants.

15. Events were identified as the first area of council operation where a Healthy Environments approach can be tested and implemented. The attached principles and guide support governors, staff and the public involved in delivering Auckland Council events, and provides easy to implement options, tips and resources.

16. Over the past year, Healthy Families MMP has been working with Auckland Council and community-led event organisers to test the Healthy Environments events principles. The following table provides an overview of activity:

Table 1: Co-design activity

FRAME

EXPLORE

IMAGINE

TESTING

Identified three local board funded events to test ways of improving access to healthy food and drink choices, reducing smoking and alcohol related harm and encouraging more movement.

Over a six-month period, staff worked with event organisers to understand what it would take to create a healthy environment at an event.

Event one (large scale) 1,750 participants and over 2250 spectators

Event two (small scale) 186 registered participants

Event three (medium scale) 1,500 people

Staff engaged with 653 different people, gaining real time feedback from event attendees, event organisers and vendors.

From the feedback, staff were able to make the necessary improvements for the next event. This approach enabled staff to adapt and learn quickly.

Ongoing learnings led to more efficient prototypes. These were tested during Auckland Council selected events. For example, staff adjusted the location of water to increase accessibility and uptake, prototyped types of water stations, and ensured promotion was clear and visible to event participants.

17. Healthy Families MMP understands the need to balance freedom of choice with offering healthy opportunities. It has sought to achieve the right balance that allows a common-sense approach and has taken this into consideration when applying the Healthy Environments lens over an event.

18. The benefits of adopting a Healthy Environments approach across a range of Auckland Council operations include:

· an increase in the availability and accessibility of healthy food and drink choices to reduce the risk of obesity and non-communicable diseases, and improve life expectancy of Papakura residents

· reduced smoking and alcohol related harm to Papakura residents

· increased opportunities that encourage movement for healthier living and a longer life.

19. A Healthy Environments approach will enable the Papakura Local Board to support residents to live longer, healthier and more active lives in its area.

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

20. The Healthy Environments Framework is aligned to the Papakura Local Board Plan and specifically contributes to Outcome 2 – Objective: Communities are supported to achieve their goals and aspirations. Invest in health promotion activities led by the community.

21. Healthy Families MMP sought local board input and feedback on the framework, principles and guide at a local board workshop on 11 July 2018. Feedback received at the workshop was positive and this report has taken into account all feedback received to date.

Tauākī whakaaweawe Māori / Māori impact statement

22. Healthy Families MMP has partnered with Māori during the development of the framework. Staff have been able to gather insights and learnings from participants and spectators who attended local events in the south (a combined audience of over 4000 people), of which a high number were Māori. These insights contributed to the development of the principles and guide.

23. The co-design process also used augmented reality technology to bring Māori knowledge and physical activity together and enabled participants to learn about some of the Manukau landmarks such as the Puhinui awa (stream) and the tohu (signs) of spring according to the Maramataka (Māori lunar calendar). This has been very successful and enabled the community to experience an interactive process that supports health and wellbeing from a Te Ao Māori perspective.

Ngā ritenga ā-pūtea / Financial implications

24. There are no financial implications associated with the Papakura Local Board adopting the Healthy Environments Events principles and Guide to Creating a Health Promoting Event. Healthy Families MMP will continue the design, development and evaluation of the principles and guide as it is embedded and used by operational staff across the organisation.

25. Healthy Families MMP will seek to learn from event organisers’ experiences by testing the principles and guide at an event in each of the four Healthy Families MMP local board areas over the 2018/2019 events season.

26. For the 2019/2020 financial year and beyond staff envisage local boards will have the Healthy Environments Events principles and guide included in their event funding agreements. Community groups receiving local board funding for events will then implement the Healthy Environments events principles and guide as part of their funding agreement.

27. The Auckland Council Events team supports the Healthy Environments Events principles and Guide to Creating a Health Promoting Event. It is possible the Papakura Local Board may be approached in the future to support initiatives identified in the overall Healthy Environments Framework. All request for local board funding will be considered on a case by case basis.

Ngā raru tūpono / Risks

28. There are no risks associated with the actions recommended in this report. The board is being asked to adopt the Healthy Environments events principles and Guide to Creating a Health Promoting Event for use at events in the Papakura Local Board area funded or delivered by Auckland Council. Any operational matters associated with this will be supported and managed by staff.

Ngā koringa ā-muri / Next steps

29. Healthy Families MMP will identify and work with an event organiser involved in delivering an Auckland Council funded event in Papakura who is willing to test and evaluate the Healthy Environments Events principles and Guide to Creating a Health Promoting Event in 2018/2019.

30. Healthy Families MMP will initiate discussion with the Community Places department to create a Healthy Environments approach to community places.

31. Healthy Families MMP will provide quarterly reports to the Papakura Local Board updating on progress.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Healthy Environments Events Principles	59
b ⇩	Guide to Creating a Health Promoting Event	65

Ngā kaihaina / Signatories

Author

Anna-Jane Jacob - Healthy Families Manager

Authorisers

Gael Surgenor - GM - Southern Initiative

Manoj Ragupathy - Relationship Manager Manurewa & Papakura

Papakura Local Board

24 October 2018

Draft Facility Partnership Policy

File No.: CP2018/18119

Te take mō te pūrongo / Purpose of the report

1. To support the adoption and seek views on the draft Facility Partnership 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 (Attachment B_ Draft Facility Partnerships Policy) 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 (Attachment C_ Facility partnerships with Māori - Summary report) 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 (Attachment D _Draft Facility Partnerships Policy - Public feedback summary report). 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 Papakura 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, and 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 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 (Attachment B_ Draft Facility Partnerships Policy) 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 (Attachment A_Facility Partnerships Policy - summary of key policy positions).

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 (Attachment D _Draft Facility Partnerships Policy - Public feedback summary report) 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 (Attachment B_ Draft Facility Partnerships Policy), 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 (Attachment C _Facility partnerships with Māori - Summary report).

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	81
b ⇩	Draft Facility Partnerships Policy	83
c ⇩	Facility partnerships with Māori - Summary report	127
d ⇩	Draft Facility Partnerships Policy - Public feedback summary report	155

Ngā kaihaina / Signatories

Author

Rebekah Forman - Principal Policy Analyst

Authorisers

Kataraina Maki - GM - Community & Social Policy

Manoj Ragupathy - Relationship Manager Manurewa & Papakura

Papakura Local Board

24 October 2018

Review of the Code of Conduct

File No.: CP2018/18653

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. It 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:

(i) The code 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 code and key policies and protocols and adopted with the code:

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.

Ngā tūtohunga / Recommendation/s

That the Papakura Local Board:

a) provide the following feedback on the draft Code of Conduct attached to this report as Attachment A.

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

Engagement to date

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

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

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

Tātaritanga me ngā tohutohu / Analysis and advice

The draft code

14. The draft code is attachment A to this report.

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 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 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 access “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) 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).

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

(iv) If an elected member is not happy with the chief executive’s decision, they can ask it to be reconsidered by the Audit & 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 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. 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	173
b ⇨	Draft Code of Conduct attachments (Under Separate Cover)

Ngā kaihaina / Signatories

Author

Warwick McNaughton - Principal Advisor - Democracy Services

Authorisers

Marguerite Delbet - General Manager Democracy Services

Manoj Ragupathy - Relationship Manager Manurewa & Papakura

Papakura Local Board

24 October 2018

Papakura Key Messages

File No.: CP2018/18735

Te take mō te pūrongo / Purpose of the report

1. To approve the Papakura Key Messages report undertaken by Business Lab, on behalf of the Papakura Local Board.

Whakarāpopototanga matua / Executive summary

2. Through the Papakura Commercial Group Project, the local board commissioned Business Lab to undertake the development of key messages for Papakura and the wider local board area. The key messages will be used to highlight Papakura’s attributes and form a strong narrative for the town centre to attract new businesses and visitors.

3. The key themes that have been developed as provided in Attachment A to this report are summarised as:

· Whanu/Family Friendly

· Culturally rich

· Youthful

· New metro centre.

4. In addition to the key themes development, Business Lab provided the following recommendations to the local board to implement the key messages:

· establish a key messages working group to enable local ownership of the messages

· formally design the messages so that they can be used as a communication tool

· integrate the messages into the Metropolitan Framework for Action document

· leverage off the UpSouth content through social media.

5. The Papakura Local Board is being asked to approve the Papakura Key Messages report and commence with the establishment of a working group and the graphic design of the key message themes.

Ngā tūtohunga / Recommendation/s

That the Papakura Local Board:

a) approve the Papakura Key Messages undertaken by Business Lab as provided in Attachment A to the report

b) commence with the graphic design of the Papakura Key Message themes.

Horopaki / Context

6. The Papakura Commercial Project Group was established in February 2016 with the purpose of identifying outcomes and opportunities for Papakura, and set out a number of actions that the participants in the group could deliver together. The main objective of the group is to help Papakura work towards realising the vision for the centre as one of the ten metropolitan centres in Auckland.

7. The Commercial Project Group comprises representatives from the Papakura Local Board, Papakura Business Association, local businesses from outside the Papakura Business Association area, Auckland Transport, Auckland Council departments, and Auckland Tourism Events and Economic Development (ATEED). It has an independent chair and draws in subject matter expertise as required.

8. The Papakura Commercial Project Group has identified the following work stream areas to develop a series of actions to be implemented in the coming financial year:

· economic

· community participation

· connectivity and transport

· town centre planning

· sports, arts and culture.

9. As part of the town centre planning work stream, the Papakura Local Board commissioned Business Lab to develop a set of key messages to highlight Papakura’s attributes and form a strong narrative for the town centre to attract new businesses and visitors.

Tātaritanga me ngā tohutohu / Analysis and advice

10. The Papakura Key Messages has been developed with regard to the Auckland Plan 2017, the Auckland Unitary Plan, and the Local Board’s priorities for local economic development which are set out in the Papakura Local Board Plan (2017).

11. In developing the Papakura Key Messages, Business Lab sought contribution from key Papakura stakeholders via:

· 2 stakeholder workshops – one at the beginning and one at the end of the process (5July 2018 and 15 August 2018)

· 12 stakeholder meetings

· input from the Papakura Marae 26August 2018, and

· a call out campaign on UpSouth (a community platform for people of south Auckland) which attracted 144 posts from 86 individuals.

In addition to the above, Business Lab also engaged directly with the Papakura Local Board and the Papakura Commercial Project Group.

10. The key messages/themes that have been developed by Business Lab in their report provided as Attachment A are as follows:

· Whanu/Family friendly: Papakura is a whanau/family friendly place where opportunities abound through strong connections with education, sport and recreation

· Culturally rich: Papakura is proud of its inclusive cultural diversity, heritage and the relationship with its unique Maori communities

· Youthful: Papakura’s engaged youth inject innovation and creative energy into the local community through arts and culture

· New metro centre: Papakura offers new lifestyle choice for Aucklanders with modern living environments integrated into a progressive business centre seamlessly connected to north and south.

12. The recommendations from the Business Lab report provide a basis for highlighting Papakura’s attributes, and will help to form a strong narrative for the town centre to attract new businesses and visitors. Therefore, it is recommended that the Papakura Local Board approves the report.

Next Steps

13. Business Lab have made recommendations on how the key messages can be implemented. In summary Business Lab recommend:

· establishing a Papakura Key Messages working group

· engaging a graphic designer to transform the messages into a professionally designed communications tool

· developing a set of posters that can be utilised by the community through the working group

· leveraging the UpSouth call out material to continue to promote the messages.

14. It is recommended that the Papakura Local Board seek to establish the working group with membership drawn from the local community, supported by the Papakura Local Board engagement advisor, and seek to appoint a graphic designer to design the messages to be utilised as a communications tool.

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

15. The draft Papakura Key Messages report was presented to the Local Board at its 29 August 2018 workshop by Business Lab, and has since been amended to reflect the comments received at that workshop.

Tauākī whakaaweawe Māori / Māori impact statement

16. There are no direct impacts as a result of this report on Māori. However, in developing the Papakura Key Messages, Business Lab have sought to engage local Maori throughout the process, predominantly through UpSouth and engagement with the Papakura Marae. In implementing the Papakura Key Messages, iwi and Maori will be engaged where as determined by the working group or the local board.

Ngā ritenga ā-pūtea / Financial implications

17. The total cost for the Key Messages work was $22,000 of which $3,000 was spent on the UpSouth call out.

18. The costs of engaging a graphic designer will be met through the budget allocated to the Papakura Commercial Project group under the Local Economic Development work programme. At present there is $30,000 available to be put towards the implementation of the recommendations in this report.

Ngā raru tūpono / Risks

19. The delivery of the Papakura Key Messages and their success will be dependent upon their use by the Papakura Local Board and other stakeholders. There is a risk that the messages are not utilised and do not become a key communication tool to promote Papakura.

Ngā koringa ā-muri / Next steps

20. Following approval by the Papakura Local Board the Commercial Project Group will work with the Papakura Local Board engagement advisor to form the working group. ATEED will in turn seek to appoint a graphic designer on behalf of the Papakura Local Board to design up the key messages.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	24 October 2018, Papakura Local Board - Papakura Key Messages	191

Ngā kaihaina / Signatories

Author

John Norman – Strategic Planning Manager Local Economic Development (ATEED)

Authorisers

Paul Robinson – Manager Local Economic Growth (ATEED)

Manoj Ragupathy - Relationship Manager Manurewa & Papakura

Papakura Local Board

24 October 2018

Additions to the 2016-2019 Papakura Local Board meeting schedule

File No.: CP2018/19182

Te take mō te pūrongo / Purpose of the report

1. To seek approval for a meeting date to be added to the 2016-2019 Papakura Local Board meeting schedule in order to accommodate the Annual Plan 2019/2020 timeframes.

Whakarāpopototanga matua / Executive summary

2. The Papakura Local Board adopted the 2016-2019 meeting schedule on 16 November 2016.

3. At that time the specific times and dates for meetings for local board decision making in relation to the local board agreement as part of the Annual Plan 2019/2020 were unknown.

4. The board is being asked to approve one meeting date as additions to the Papakura Local Board meeting schedule so that the Annual Plan 2019/2020 timeframes can be met.

Ngā tūtohunga / Recommendation/s

That the Papakura Local Board:

a) approve one meeting date to be added to the 2016-2019 Papakura Local Board meeting schedule to accommodate the Annual Plan 2019/2020 timeframes as follows:

· Wednesday, 5 June 2019, 4.30pm.

b) note the venue for this meeting will be the Council Chambers, Level 1, 35 Coles Crescent, Papakura.

Horopaki / Context

5. The Local Government Act 2002 (LGA) and the Local Government Official Information and Meetings Act 1987 (LGOIMA) have requirements regarding local board meeting schedules.

6. In summary, adopting a meeting schedule helps meet the requirements of:

· clause 19, Schedule 7 of the LGA on general provisions for meetings, which requires the chief executive to give notice in writing to each local board member of the time and place of meetings. Such notification may be provided by the adoption of a schedule of business meetings.

· sections 46, 46(A) and 47 in Part 7 of the LGOIMA, which requires that meetings are publicly notified, agendas and reports are available at least two working days before a meeting and that local board meetings are open to the public.

7. The Papakura Local Board adopted its business meeting schedule at its 16 November 2016 business meeting.

8. The timeframes for local board decision making in relation to the local board agreement which is part of the Annual Plan 2019/2020 were unavailable when the meeting schedule was originally adopted.

9. The board is being asked to make decisions in mid-December and early June to feed into the Annual Plan 2019/2020 process. These timeframes are outside the board’s normal meeting cycle.

Tātaritanga me ngā tohutohu / Analysis and advice

10. The board has two choices:

i) Add the meeting as an addition to the meeting schedule.

ii) Add the meeting as extraordinary meeting.

11. For option one, statutory requirements allow enough time for these meetings to be scheduled as additions to the meeting schedule and other topics may be considered as per any other ordinary meeting. However there is a risk that if the Annual Plan 2019/2020 timeframes change or the information is not ready for the meeting there would need to be an additional extraordinary meeting scheduled anyway.

12. For option two, only the specific topic Annual Plan 2019/2020 may be considered for which the meeting is being held. There is a risk that no other policies or plans with similar timeframes or running in relation to the Annual Plan 2019/2020 process could be considered at this meeting.

13. Since there is enough time to meet statutory requirements, staff recommend approving these meetings as additions to the meeting schedule as it allows more flexibility for the board to consider a range of issues.

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

14. This report requests the board’s decision to schedule an additional meeting and consider whether to approve it as extraordinary meeting or additions to the meeting schedule.

Tauākī whakaaweawe Māori / Māori impact statement

15. There is no specific impact for Māori arising from this report. Local boards work with Māori on projects and initiatives of shared interest.

Ngā ritenga ā-pūtea / Financial implications

16. There are no financial implications in relation to this report apart from the standard costs associated with servicing a business meeting.

Ngā raru tūpono / Risks

17. There are no significant risks associated with this report.

Ngā koringa ā-muri / Next steps

18. Implement the processes associated with preparing for business meetings.

Ngā tāpirihanga / Attachments

There are no attachments for this report.

Ngā kaihaina / Signatories

Author	Paula Brooke - Democracy Advisor
Authoriser	Manoj Ragupathy - Relationship Manager Manurewa & Papakura

Papakura Local Board

24 October 2018

Papakura Local Board Governance Forward Work Calendar for September 2018

File No.: CP2018/18127

Te take mō te pūrongo / Purpose of the report

1. To present the two months Governance Forward Work Calendar to the Papakura Local Board.

Whakarāpopototanga matua / Executive summary

2. This report presents the Governance Forward Work Calendar: a schedule of items that will come before local boards at business meetings and workshops over the next three months. The Governance Forward Work Calendar for the Papakura Local Board is included in Attachment A (Governance Forward Work Calendar as at 10 October 2018).

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

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

ii) clarifying what advice is required and when

iii) clarifying the rationale for reports.

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

Ngā tūtohunga / Recommendation/s

That the Papakura Local Board:

a) note the Governance Forward Work Calendar as at 10 October 2018.

Horopaki / Context

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

6. The calendar brings together in one schedule reporting on all of the board’s projects and activities that have been previously approved in the local board plan, long-term plan, departmental work programmes and through other board decisions. It includes Governing Body policies and initiatives that call for a local board response.

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

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

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

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

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

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

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

Tātaritanga me ngā tohutohu / Analysis and advice

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

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

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

Tauākī whakaaweawe Māori / Māori impact statement

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

Ngā ritenga ā-pūtea / Financial implications

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

Ngā raru tūpono / Risks

14. This report is a point in time of the governance forward work calendar. It will be updated monthly. It minimises the risk of the board being unaware of planned topics for their consideration.

Ngā koringa ā-muri / Next steps

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

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Governance Forward Work Calendar as at 10 October 2018	267

Ngā kaihaina / Signatories

Author

Paula Brooke - Democracy Advisor

Authorisers

Louise Mason - GM Local Board Services

Manoj Ragupathy - Relationship Manager Manurewa & Papakura

Chairperson	Brent Catchpole
Deputy Chairperson	Felicity Auva'a
Members	Hon. George Hawkins, QSO
	Bill McEntee
	Michael Turner
	Katrina Winn

No.	Report Title	Item	Meeting Date	Governing Body Committee or Forum or Local Board
1	Representation Review engagement analysis - proposal to split the Manukau Ward	26	18 September 2018	Otara-Papatoetoe Local Board
2	Revising the Local Board Standing Orders	18	20 September 2018	Ōrākei Local Board
3	Review of the Code of Conduct	17	16 October 2018	Waitematā Local Board

No.	Title	Page
a ⇩	Papakura Local Board Workshop Record 5 September 2018	271
b ⇩	Papakura Local Board Workshop Record 12 September 2018	275
c ⇩	Papakura Local Board Workshop Record 19 September 2018	277
d ⇩	Papakura Local Board Workshop Record 3 October 2018	281
e ⇩	Papakura Local Board Workshop Record 10 October 2018	285

Horopaki / Context

Tātaritanga me ngā tohutohu / Analysis and advice

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

Tauākī whakaaweawe Māori / Māori impact statement

Ngā ritenga ā-pūtea / Financial implications

Ngā raru tūpono / Risks

Ngā koringa ā-muri / Next steps

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

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

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