Agenda of Puketāpapa Local Board

Puketāpapa Local Board

06 December 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

9 Public Forum 5

10 Extraordinary Business 5

11 Notices of Motion 6

12 Notice of Motion - Julie Fairey - Official naming of Wesley suburb 7

13 Albert-Eden-Roskill Ward Councillor Update 15

14 Three Kings Reserve Sand Carpet Budget Reallocation 17

15 Puketāpapa Quick Response, Round Two 2018/2019 grant allocations 41

16 Review of the Puketāpapa Local Board Strategic Relationship Grant: Terms of reference 2019-20 87

17 Panuku Development Auckland Local Board six-monthly update 1 May - 31 October 2018 109

18 Regional Facilities Auckland First Quarter Performance Report for the quarter ended 30 September 2018 115

19 Puketapapa Local Board Feedback on the Auckland Regional Pest Management Plan consultation feedback and recommended changes 145

20 Chairperson's Report 155

21 Board Member Reports 159

22 Governance Forward Work Programme Calendar 173

23 Record of Puketāpapa Local Board Workshop Notes 177

24 Consideration of Extraordinary Items

1 Welcome

Chair, Harry Doig will deliver the welcome message.

2 Apologies

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

3 Declaration of Interest

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

4 Confirmation of Minutes

That the Puketāpapa Local Board:

a) confirm the ordinary minutes of its meeting, held on Thursday, 15 November 2018, including the confidential section, as a true and correct record.

5 Leave of Absence

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

6 Acknowledgements

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

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

9 Public Forum

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

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.”

11 Notices of Motion

Under Standing Order 2.5.1 (LBS 3.11.1) or Standing Order 1.9.1 (LBS 3.10.17) (revoke or alter a previous resolution) a Notice of Motion has been received from Member Julie Fairey for consideration under item 12.

No.	Title	Page
a ⇩	Notice of Motion - Julie Fairey - Official naming of Wesley Suburb	9

Puketāpapa Local Board

06 December 2018

Three Kings Reserve Sand Carpet Budget Reallocation

File No.: CP2018/22671

Te take mō te pūrongo / Purpose of the report

1. To provide an update on design work relating to the proposed upgrade of sports field at Three Kings Reserve and to consider alternative investment options that would better deliver the desired increase in winter sports field playing capacity in Puketāpapa .

Whakarāpopototanga matua / Executive summary

2. In July 2017 the Puketāpapa Local Board endorsed the upgrading of the playing surface of the No.1 field at Three Kings Reserve to a sand carpet with lights to increase sports field capacity.

3. The concept plan for the upgrade of the No1 field at Three Kings Sports field is complete. The investigation and design for the proposed upgrade of the field has identified that the existing underlying soils allow the field to drain well in its current form. Upgrading to a sand carpet would provide limited additional hours of use at a high cost.

4. Council staff have considered other options for increasing lit sports field capacity and have identified Keith Hay Park as having potential to deliver additional hours.

5. Two options have been assessed for Keith Hay Park:

· Option 1: Install irrigation on four fields to ensure they are adequately watered in the summer months and are in a better condition going into the winter season, which will reduce winter field closures and optimise the length of time the fields with lights are usable.

· Option 2: Install additional lights to increase the sports field area that is lit.

6. While option 2 would specifically address the shortfall of 25 hrs per week for weekday lit fields, this is based upon the assumption that the existing sand carpets provide 80 hours of use. With the current under design, these fields provide significantly less hours. Installing the lights alone, would fail to address the underlying issue or provide the necessary hours.

7. Staff recommend option 1, installing irrigation at Keith Hay Park, as this option will optimise both the amount of lit capacity the existing lighting project will deliver, and increase the overall capacity by reducing field closures.

Ngā tūtohunga / Recommendation/s

That the Puketāpapa Local Board:

a) cancel the upgrade of the No1 field at Three King Reserve from soil to sand carpet.

b) allocate existing growth budget of $460,000 currently allocated to Three Kings Reserve to install irrigation at Keith Hay Park North.

c) approve the installation of irrigation on fields 13, 10, 9 and 4 at Keith Hay Park North.

Horopaki / Context

8. In July 2017 the Puketāpapa Local Board endorsed the upgrading of the playing surface of the No.1 field to a sand carpet with lights to increase sports field capacity at Three Kings Reserve.

9. In June 2018 staff recommended continuing with developed and detailed design to upgrade the entire oval area to sand carpet (9713m2) at an approximate cost of $556,600, but not to include lights. The decision to not install lights was due to the cost, which included constructability on the underlying geology and requirement for two of the four light poles to be relocatable for summer use. Other factors included maintaining a cricket block, level of anticipated use and no domiciled club at the reserve.

10. Subsequent investigation has identified that the volcanic, rocky and relatively free-draining nature of the site means that the existing soil field already performs similarly to a sand carpeted sports field and upgrading to a sand carpet would provide limited additional hours of use.

11. The graph below “2017 Weather Related Closures” shows that the fields in the Puketāpapa Local Board area were closed on average nine per cent of the time due to weather induced closures. However, using the same data, Three Kings Reserve field one was only closed for about one per cent of the time.

Decision-making authority

12. The local board has the decision-making authority over recreation facilities and initiatives including the specific location, design, build and fit out of new local recreation and sports facilities within budget parameters agreed with the governing body and the use of local recreation facilities and initiatives including leasing and changes of use.

Tātaritanga me ngā tohutohu / Analysis and advice

13. The current proposal to upgrade the No1 field at Three King Reserve would provide limited additional hours of use as it already performs similarly to a sand carpet sports field due to relatively free-draining nature of the site.

14. Staff recommend that no further work to upgrade the No1 field at Three King Reserve is undertaken.

Puketāpapa Strategic Winter Sports Field Needs

15. Staff have completed a strategic needs assessment of field needs in the Puketāpapa Local Board area. This assessment has been based on the completed 2017 Winter Sports Field Supply and Needs Study and Optimisation study. The full assessment is included in Attachment A.

16. There have been two studies to assist in the provisions of outdoor sporting surfaces.

· 2017 Winter Sports Field Supply and Needs Study – Forecast 10 year period

· 2017 Optimisation of Field Allocation Study - Current state

17. The 2017 Winter Sports Field Supply and Needs Study by Longdill Associates shows that by 2028 there will be a shortfall of 20.5 hrs per week for weekday lit fields for league and a shortfall of 5 hours per week for weekday lit fields for football in the Puketāpapa Local Board area.

18. The sport field lighting project being delivered at Mt Roskill War Memorial Park will deliver lit field capacity for league.

19. The 2017 Optimisation of Field Allocation Study identified that the Three Kings United Football Club has been allocated a total training field capacity of 135 hours to meet their need of 114 hours although there is a shortfall of 25 hours in the provision of floodlit fields.

20. Staff have considered a number of playing fields within the Puketāpapa Local Board area to assess whether the reallocation of budget from the No1 field at Three King Reserve could achieve a greater return on investment elsewhere.

21. Keith Hay Park has been identified as the most suitable location due to its location away from nearby residents, its very high utilisation, known operational issues, and has a domiciled Club.

22. Two options for investment at Keith Hay Park have been investigated, Option 1: Install irrigation on existing sand carpet fields and Option 2: Install additional lighting poles (in addition to the programmed project to install lighting using the Fletcher Living payment). Both options are discussed further below:

Option 1: Install irrigation at Keith Hay Park

23. Fields 3, 4, 9, 10 and 13 were upgraded to sand carpets during the 2016/ 2017 summer.

24. The current method of irrigation for fields 3, 4, 9, 10 and 13 is using travelling irrigators as they have no permanent irrigation system. Travelling irrigators are not an efficient method of water application over the summer months as they are labour intensive to operate and cannot be left on fields during sport use. Inadequate application of water is the primary cause for the field's poor performance and condition through to winter play.

25. Upgrading fields 4, 9, 10 and 13 with in ground irrigation would enable the turf to be maintained to a higher quality and ensure optimum usage is achieved during the winter months.

26. Fields 10 and 13 are having lighting installed using the Fletchers Residential Living Payment as resolved by the board in the 18/19 work programme. Installing irrigation on these fields will increase the number of hours the fields can be used as their closure rates will reduce.

27. The cost to install irrigation is estimated at $458,000 and is broken down in the Table 1 below.

28. Field 3 is not being considered for irrigation at this time as the platform layout may change following completion of the Three Kings United clubroom development and budget availability.

29. Table 1: Keith Hay Park North Sports Field Irrigation: Fields 13,10, 9 and 4

Description	Required Funding (estimate only)
Sports field irrigation Field 13, 10, 9 and 4 Including professional services and physical works	$291,500
Watercare water connection	$32,000
Watercare Infrastructure Growth Charge	$135,000
This is a cost estimate only, no design work has been undertaken.	$458,500

Option 2: Install additional lighting at Keith Hay Park

30. In June 2018 the Board approved the $385,000 Fletchers Residential Living (FRL) payment for sport lighting be allocated to provide an initial lighting solution at Keith Hay Park north.

31. Using the FRL payment, a design was prepared to partially light fields 10 and 13 (lights P1 – P5) with the ability to extend the lighting plan if budget was available in the future (Appendix B – Keith Hay Park Lighting Design Concept Option 5).

32. Based on the already completed design the reallocated budget could be used at Keith Hay Park North to install four additional lighting poles.

33. All lights proposed are on permanent light poles and work with the layout of the playing fields and cricket outfields.

34. The proposed lighting placement is an optimal solution for the current layout of fields and cricket outfields. It has been highlighted by the designers that there is some variability in light levels across the fields, particularly for field 4 due to placement of light poles outside of cricket outfields.

35. The cost to install four additional lighting poles is estimated at $333,400 and is broken down in the Table 2 below.

Table 2: Keith Hay Park North Extend Sport Field Lighting P10 – P13 (See Appendix B)

Description	Required Funding (estimate only)
Keith Hay Park North Sport field lighting P10 – P13 (See Appendix B) Including professional services, resource consent, physical works	$330,400
Vector design costs	$3,000
	$333,400

Figure 1 - Field Layout at Keith Hay Park North

Stakeholder impacts and views

36. Three Kings United Football Club (the domiciled club at Keith Hay Park) have expressed a preference for continued development of Keith Hay Park North over Three Kings Reserve.

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

37. The upgrade of No1 Field at Three Kings Reserve was most recently approved by the local board on 19 July 2018 (PKTPP/2018/122).

38. Previous decision points by the local board include: 8 June 2017 (PKTPP/2017/90), 28 July 2016 (PKTPP/2016/168) and 30 June 2016 (PKTPP/2016/144).

Links to strategies, policies and plans

39. An upgrade to Keith Hay Park North will contribute to achieving two main sporting targets in the Auckland Plan:

· increase the number of Aucklander’s actively participating in recreation and sport every week from 79 to 90 per cent by 2040

· increase the number of council sports field that are useable throughout the year from 80 to 90 per cent by 2020.

40. An upgrade to Keith Hay Park North will support the objective in the Puketāpapa Local Board Plan of an accessible network of open spaces that provides a variety of sports and recreational opportunities through the key Initiative:

· focus on filling gaps and increasing provision in the network of greenways and places to play.

Tauākī whakaaweawe Māori / Māori impact statement

41. Mana whenua have not been consulted on the recommendations of this report. Consultation may be undertaken with Park and Recreation – Central/South Mana Whenua Engagement and /or as part of any resource consents application.

Ngā ritenga ā-pūtea / Financial implications

42. $460,000 has been approved in the 18/19 Puketāpapa Local Board work programme. If Option 1 is selected the full budget will be transferred to the new Keith Hay Park project to install irrigation. This option will optimise both the amount of lit capacity the existing lighting project will deliver, and increase the overall capacity by reducing field closures.

43. If option two is selected $333,400 will be transferred and the balance returned to the regional growth budget.

Ngā raru tūpono / Risks

44. There are no specific implementation risks anticipated for either option, although typical implementation issues are likely to include:

· securing resource consent

· managing impacts of construction works, including noise, construction traffic and other impacts on other park users and adjacent residents

· managing short term loss of sports field during construction works.

45. Should the local board not approve staff recommendations in this report, work will continue to upgrade the No1 field at Three Kings Reserve with limited beneficial return on investment.

Ngā koringa ā-muri / Next steps

46. Subject to the local boards approval, the following will be undertaken:

· discontinue investigation and design for the upgrade of the no.1 field at Three Kings Reserve and inform relevant stakeholders and council departments

· investigate, design and install irrigation on fields 13, 10, 9 and 4 at Keith Hay Park North.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Keith Hay Park Strategic Assessment	23
b ⇩	Keith Hay Park Lighting Design Concept Option 5	39

Ngā kaihaina / Signatories

Author

Kris Bird - Manager Sports Parks Design & Programme

Authorisers

Rod Sheridan - General Manager Community Facilities

Victoria Villaraza - Relationship Manager

Puketāpapa Local Board

06 December 2018

Puketāpapa Quick Response, Round Two 2018/2019 grant allocations

File No.: CP2018/20437

Te take mō te pūrongo / Purpose of the report

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

Whakarāpopototanga matua / Executive summary

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

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

4. The Puketāpapa Local Board has set a total community grants budget of $72,500.00 for the 2018/2019 financial year.

5. The Puketāpapa Local Board has allocated $40,938 from the 2018/2019 grants budget for local grants round one and quick response round one, leaving a total of $31,562 to be allocated to one local grants round and two quick response rounds.

6. Eight applications were received for Puketāpapa Quick Response, Round Two 2018/2019, requesting a total of $7,950.00.

Ngā tūtohunga / Recommendation/s

That the Puketāpapa Local Board:

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

App ID	Applicant	Project	Amount requested	Eligibility
QR1915-208	The Mixit Charitable Trust	Towards the marketing and promotional costs for the “Jump Cut - Mixit Summer Project” at Pah Homestead in January 2019, specifically the cost of flyers and posters to support the local school visits.	$1,000.00	Eligible
QR1915-202	Western Bays Sea Scouts	Towards the purchase of tents, a trailer, child canoes and camping gear for the ongoing activities of the scout group.	$1,000.00	Eligible
QR1915-205	Youthline Auckland Charitable Trust	Towards a portion of the regional volunteer manager's salary.	$1,000.00	Eligible
QR1915-206	Dance Therapy New Zealand	Towards the facilitation, materials, equipment and administration costs for 10 dance movement therapy sessions from February to June 2019.	$1,000.00	Eligible
QR1915-207	Brentwood Community Outreach	Towards the cost of disposable cutlery and entertainment activities for children for the free family fun day on 9 December 2018, including the hireage cost of a bouncy castle, pop-up games, face painting equipment and face painters.	$1,000.00	Eligible
QR1915-204	Friends of Wairaki Stream	Towards costs for the equipment and costs, including promotion for the community volunteer day in the Wairaki Stream catchment area.	$1,000.00	Eligible
QR1915-201	Tri Star Gymnastic Club Incorporated	Towards the delivery of the disability gymnastics programme, a subsidised gymnastics programme for those affected by disabilities, from January 2019 to April 2019.	$1,000.00	Eligible
QR1915-209	Alcohol Healthwatch Trust	Towards the overall costs to conduct an audit and produce a report detailing external signage at off-license premises in the local board area.	$950.00	Ineligible
Total			$7,950.00

Horopaki / Context6. The local board allocates grants to groups and organisations delivering projects, activities and services that benefit Aucklanders and contribute to the vision of being a world class city.

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

8. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

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

· any additional accountability requirements.

9. The local board adopted the Puketāpapa Grants Programme 2018/2019 on 19 April 2018 (see Attachment A) and will operate three quick response and two local grant rounds for this financial year. The second quick response round closed on 26 October 2018.

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

Tātaritanga me ngā tohutohu / Analysis and advice

11. The aim of the local board grant programme is to deliver projects and activities which align with the outcomes identified in the local board plan. All applications have been assessed utilising the Community Grants Policy and the local board grant programme criteria. The eligibility of each application is identified in the report recommendations. The local board has workshopped the grant applications on 29 November 2018.

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

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

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

14. A summary of each application received through Puketāpapa Quick Response Round Two 2018/2019 is provided in Attachment B.

Tauākī whakaaweawe Māori / Māori impact statement

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

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

17. Four organisations applying to Puketāpapa Quick Response Round Two have indicated that their project targets Māori or Māori outcomes.

Ngā ritenga ā-pūtea / Financial implications

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

19. The Puketāpapa Local Board has set a total community grants budget of $72,500.00 for the 2018/2019 financial year.

20 The Puketāpapa Local Board has allocated $40,938 from the 2018/2019 grants budget for local grants round one and quick response round one, leaving a total of $31,562.00 to be allocated to one local grants round and two quick response rounds.

21. Eight applications were received for Puketāpapa Quick Response, Round Two 2018/2019, requesting a total of $7,950.00.

Ngā raru tūpono / Risks

22. 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

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

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Puketāpapa Local Board Community Grants Programme 2018/2019	45
b ⇩	Puketāpapa Quick Response Round Two 2018/2019 grant applications	49

Ngā kaihaina / Signatories

Author

Moumita Dutta - Community Grants Coordinator

Authorisers

Marion Davies - Grant Operations Manager

Shane King - Head of Operations Support

Victoria Villaraza - Relationship Manager

Puketāpapa Local Board

06 December 2018

Review of the Puketāpapa Local Board Strategic Relationship Grant: Terms of reference 2019-20

File No.: CP2018/23045

Te take mō te pūrongo / Purpose of the report

1. To approve the terms of reference for the Puketāpapa Local Board Strategic Relationship Grant.

Whakarāpopototanga matua / Executive summary

2. The Puketāpapa Local Board provides a Strategic Relationship Grant to support community organisations to deliver on the local board’s priorities and outcomes.

3. In July 2018, the local board commissioned the Community Empowerment Unit to undertake the first review of the grant since its implementation in the 2015/2016 financial year.

4. The review included gathering feedback from the community groups who had received the grant through a survey and interviews, and from the local board through a series of workshops. The interviews gauged their views on how improvements could be made to the grant allocation process.

5. The feedback from community groups and the local board was analysed and presented to the local board at a workshop on 18 October 2018.

6. Suggested amendments and recommendations were presented to the local board at a workshop on 8 November 2018. They included the following:

· re-purpose the terms of reference (Attachment A)

· increase the indicative grant amount stated in the terms of reference

· introduce an organisational capacity development assessment tool to support applications (Attachment B).

· introduce consideration by the local board to enter into multi-year funding relationships

· introduce forums between the local board, staff and community groups to discuss the grants.

Ngā tūtohunga / Recommendation/s

That the Puketāpapa Local Board:

a) approve the terms of reference for the Strategic Relationship Grant: Terms of reference 2019-20 (Attachment A to the agenda report).

Horopaki / Context

7. The purpose of the Strategic Relationship Grant is to build relationships with community groups that are delivering the priority outcomes in the Puketāpapa Local Board Plan 2017 in the local board area. The terms of reference directs the distribution and allocation of the grant.

8. The grant was implemented in the 2015/2016 financial year and has received a total of 70 applications.

9. The terms of reference provides the local board with the framework to make decisions of grant applications. In July 2018, the local board requested a review of the grant to assess the effectiveness of the terms of reference.

10. Between September and October 2018, staff carried out the review.

11. The review sought to gather information from community groups that have received grants.

12. Three workshops were held with the local board to discuss future aspirations for the grant and to understand what improvements to the current terms of reference could be made.

13. Staff prepared a detailed analysis of feedback from respondents and presented the local board with a summary of the themes at a workshop on 4 October 2018.

Tātaritanga me ngā tohutohu / Analysis and advice

14. A total of 42 community groups were invited to participate in either an interview with staff or an online survey. Twenty groups provided feedback, one group declined to participate, and 21 community groups did not respond.

15. The purpose of the engagement was to understand the experience of community groups applying for the grant and to seek information about what improvements could be made.

16. Feedback from community groups was gathered about:

· what prompted the community group to apply for the grant

· how the community group learnt about the grant

· the community group’s experience of the application process

· the outcomes that the community group has achieved through delivering initiatives funded by the grant

· how the grant has enabled community groups to respond to local Māori aspirations

· how the reporting and accountability process can be made easier for community groups

· how the local board can support community groups to achieve their organisational goals

· the community groups overall recommendations for the grant.

Feedback from community groups

17. A summary of the feedback from the 20 community groups who participated in the review is as follows:

· community groups would prefer more information prior to completing an application to clarify what the purpose of the grant is and what the local board considers to be an ideal strategic relationship

· the application process could be improved by council providing better advice throughout the application process to enable greater confidence for applicants to be successful with their application

· the grant supports community groups to deliver projects that meet the local boards priorities

· the grant supports community groups to work with other service providers in the local board area, however there is competition between community groups for funding, which can limit the ability for community groups to share their innovative ideas

· over half of the respondents supported the introduction of a multi-year funding for the grant which would enable community groups to increase their certainty to deliver on their organisational plan and work programme

· the majority of respondents felt that the reporting requirements were adequate. Over half of the respondents believed presentations to the local board about their achievements would support building their relationship with the local board.

Feedback from the local board

18. Staff received feedback from the local board about their suggestions for improvements to the terms of reference. A summary of local board views are as follows:

· there is confusion about what a strategic relationship is between community groups and the local board

· the local board is concerned about the financial resilience of some community groups and does not want community groups to be dependent solely on the board’s grants

· the local board cannot deliver on its priorities without a number of community groups acting as strategic partners

· the local board would like to support community groups who have received a local board grant previously to grow their capacity to be better at their core business

· by growing the organisational capability of local community groups, the local board can increase the number of community groups that can be considered as strategic partners

· the local board would like to increase connection with community groups working with hard to reach communities

· the local board can add value to the grant by supporting successful grant recipients with information and connections to business and other community networks

· there are concerns about the lack of breadth of business and financial information the local board receives from the grant application process to support quality decision making

· the local board would consider a greater amount of funding to a smaller number of community groups to support their capacity development

· there is a limited amount of information presented in the grant accountability reports from recipients which does not provide confidence to the local board about the overall impact of the grant.

Recommended improvements

19. Based on the feedback received from the local board and the community groups that participated in the survey, it is recommended that the following changes are made to the application and reporting process:

· re-purpose the terms of reference to include a statement in the purpose section to state applications for organisational capacity development activities will be considered for funding by the local board

· increase the indicative grant amount stated in the terms of reference from $5,000 to $10,000 to $10,000 to $20,000 for one off projects and multi-funding of $20,000 per year for three years

· introduce an organisational capacity development assessment tool for community groups to assess their needs to support their application

· include in the terms of reference that the local board would consider entering into multi-year funding relationships with a number of community organisations for a maximum of three years

· introduce up to two new forums per funding round between the local board, council staff and community groups to improve communication between applicants and the local board, clarify the purpose of the grant, introduce the capacity development assessment tool and to improve accountability between grant recipients and the local board.

20. Following analysis of feedback received by the local board and the community, identified opportunies for improvement is presented in Table 1.

Table 1: Recommendations to changes to the Puketāpapa Local Board Strategic Relationship Grant

Opportunity for improvement	Recommendation	Impact	Risk
Improve communications and expectations about the purpose and the grant application process between applicants and the local board	· Introduce a community forum at the beginning of the grant funding round · update the application process, Smarty Grants and Expression of Interest document	· Greater understanding between the local board and applicants about the intent of the grant and the assessment process · support for communities to be clear about local board expectations	No risks identified
Improve the criteria in the terms of reference to include multi-year funding and consideration for applications for capacity development	· Amend the Terms of reference to include capacity development and consideration for multi-year funding for three years · adjust the amount of funding available for one off projects and capacity development projects	· Community groups can apply for both multi-year funding for three years and one-off projects · allows for a larger grant to a smaller number of community groups	May have lower number of applicants, however a community forum at the beginning of the funding round will clarify the purpose and use of the self-assessment tool
Provide support for applicants to assess their capacity development needs and application for multi-year funding	Introduce a capacity development self-assessment tool for applicants to support their applications for a grant	· Applicants apply for funding to grow their financial resiliency based on the findings of their self-assessment · improves the local board’s understanding of the needs of local community groups to sustain their business, volunteer capacity and improve the skills of their staff	May have lower number of applicants, however a community forum at the beginning of the funding round will clarify the purpose and use of the self-assessment tool
Improve grant recipients accountability reporting to the local board	Introduce a community forum at the end of the grant funding round for recipients to present the outcomes from receiving the grant	· Improved accountability reporting to the local board · improved relationships and trust between grant recipients and the local board	No risks identified
Improve the local board’s awareness of the impact the grant on the recipient organisations			No risks identified

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

21. This review provides an opportunity for the local board to develop strategic relationships with community groups whose values, priorities and goals are aligned with the local board’s.

22. The review of the terms of reference is based on the feedback from the community and local board members.

Tauākī whakaaweawe Māori / Māori impact statement

23. Māori make up six percent of the local board population. The majority of community groups that have received a Strategic Relationship Grant have either participants, volunteers or employees who identify as Māori. Some of the community groups target young Māori and teach Tikanga Māori as part of their programmes.

Ngā ritenga ā-pūtea / Financial implications

24. The local board has a total Strategic Relationship Grant budget of $102,000 to allocate.

25. There are two financial options proposed per application: a $10,000 - $20,000 indicative grant for one off projects, and multi-year funding of $20,000 per year for three years.

Ngā raru tūpono / Risks

26. The allocation of grants occurs within the guidelines and criteria of the Community Grants Policy and the terms of reference. The assessment process has identified a low risk associated with funding the applications. The risk is that the local board receives fewer applications for funding than previous years.

27. The recommendation for a forum between community groups and council at the beginning of the funding process is expected to reduce the risk.

Ngā koringa ā-muri / Next steps

28. The revised terms of reference will be implemented in the next round which opens between February 2019 and April 2019.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Strategic Relationship Grant Terms of Reference 2019/2020	93
b ⇩	Self Assessment Tool	99

Ngā kaihaina / Signatories

Authors

Rosetta Fuimaono – Specialist Advisor, Community Empowerment Unit

Matt Appleyard – Specialist Advisor, Research, Innovation and Best Practice

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Victoria Villaraza - Relationship Manager

Puketāpapa Local Board

06 December 2018

Panuku Development Auckland Local Board six-monthly update 1 May - 31 October 2018

File No.: CP2018/21933

Te take mō te pūrongo / Purpose of the report

1. To update the Puketāpapa Local Board on Panuku Development Auckland (Panuku) activities within the local board area for the six months from 1 May to 31 October 2018.

Whakarāpopototanga matua / Executive summary

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

3. Panuku helps to rejuvenate parts of Auckland, from small projects that refresh a site or building, to major transformations of town centres or neighbourhoods.

4. Panuku manages around $2 billion of council’s property portfolio, which is continuously reviewed to find smart ways to generate income for the region, grow the portfolio, or release land or property that can be better used by others.

Ngā tūtohunga / Recommendation/s

That the Puketāpapa Local Board:

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

Ngā Mahi ā-Hapori / Local Activities

Portfolio Management

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

6. As at 30 June 2018, the property portfolio comprises 1437 properties, containing 1119 leases. The current portfolio includes vacant land, industrial buildings, warehouses, retail shops, cafes, offices, medical centres, and a large portfolio of residential rental homes.

7. The return on the property portfolio for the period ending 30 June 2018 was above budget, with a net surplus to council and AT shareholders of $3.9 million ahead of budget.

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

Properties managed in the Puketāpapa Local Board Area

9. Panuku currently manages 2 commercial and 11 residential interests within the Puketāpapa Local Board area.

Business interests

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

11. There are currently no managed business interests in the Puketāpapa local board area.

Portfolio strategy

Optimisation

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

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

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

Portfolio review and rationalisation

Overview

15. Panuku is required to undertake ongoing rationalisation of the council’s non-service assets. This includes identifying properties from within the council’s portfolio that may be suitable for potential sale and development if appropriate. Panuku has a focus on achieving housing and urban regeneration outcomes. Identifying potential sale properties contributes to the Auckland Plan focus of accommodating the significant growth projected for the region over the coming decades, by providing the council with an efficient use of capital and prioritisation of funds to achieve its activities and projects.

Performance

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

17. Target for July 2017 to June 2018:

Unit

Target

Achieved

Portfolio review

$60 million disposal recommendations

$88 million as at 30 June 2018

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

18. Target for July 2018 to June 2019:

Unit	Target	Achieved
Portfolio review	$30 million disposal recommendations	$4.8 million as at 31 October 2018.

Process

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

Under review

20. There are no properties currently under review in the Puketāpapa Local Board area.

Acquisitions and disposals

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

Acquisitions

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

23. Panuku purchased 12 properties for open space across Auckland in the last financial year at a cost of $27 million, and bought eight properties for storm water use at a value of $4.9 million.

24. Panuku purchased 8 properties for open space across Auckland in the 2018-19 financial year at a cost of $33 million, and bought one property for storm water use at a value of $188,000.

25. No properties were purchased in the Puketāpapa Local Board area during the reporting period.

Disposals

26. The disposals team has sold 6 properties, realising $31.8 million of unconditional net sales proceeds, in the current financial year. The Panuku 2018/19 disposals target is $24 million for the year. The disposals target is agreed with the council and is reviewed on an annual basis. The disposals team achieved $15.06 million of net sale proceeds in 2017/18.

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

Ngā Mahi ā-Rohe / Regional Activities

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

· Transform locations – Panuku ‘transforms’ locations by creating change through urban regeneration. Panuku leads the transformation of select parts of the Auckland region working alongside others and using the custodianship of land and planning expertise. The catalytic work Waterfront Auckland led at Wynyard Quarter is a great example of the transformation of urban locations

· Unlock locations – Panuku ‘unlocks’ development potential for others. By acting as a facilitator; using relationships to break down barriers and influence others, including the council family, to create development opportunities

· Support locations – Panuku plays a ‘support’ role to ensure council is making the most of what it already has. Intensification is a key driver in the Auckland Plan. Panuku will support housing demands by enabling development of council-owned land.

Transform locations

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

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

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

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

33. Transform Manukau covers over 600 hectares and is the largest of the Panuku priority locations. The Auckland Plan sees Manukau as the commercial centre of southern Auckland, but the significant investment in transport and community amenities has not been matched by intensification of the adjacent land to provide more homes and jobs. The area contains over 6 hectares of undeveloped council land in the town centre that is suitable for residential and commercial development. There is also significant Crown land held by both HNZC and the Counties Manukau DHB that can provide significant additional housing.

34. Panuku is focussing on taking the development sites to market to test the appetite for private sector investment. Currently there is a 300 home development on Barrowcliffe Place already underway. We are also focussing on public realm projects that will enhance the overall environment and liveability of the area. Panuku is working closely with The Southern Initiative and ATEED to develop integrated actions to benefit the local community.

35. The Framework Plan to guide the Onehunga transformation on a similar scale to Wynyard Quarter and Manukau was approved in May 2018. The plan was completed involving significant consultation with the community. Panuku is leading the redevelopment of strategic council-owned land, and works in partnership with government and others, to deliver positive outcomes for the local community. The East-West link and proposed light rail, which affects the wharf and southern parts of the area, is currently being reassessed by the New Zealand Transport Agency (NZTA). Panuku is expecting amended plans later this year. Further refinement of the Framework Plan will occur once this can be reviewed. Working with the local board and key stakeholders, Panuku has advanced plans on the town centre and the Onehunga wharf precinct where possible.

Unlock locations

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

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

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

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

40. The overall plan for Henderson was approved in May 2017 by Governing Body. The 2018-2021 Unlock Henderson work programme was endorsed by the local board and approved by the Panuku board in June 2018. The vision is for Henderson is for it to grow into an urban eco-centre. This vision will guide planning and development with an outcome towards ‘liveable growth’ by creating a safe, attractive and vibrant mixed-use environment with a uniquely west Auckland identity.

41. The opportunity to revitalise Avondale has been given the green light in November 2017 with the approval of the over-arching plan for its regeneration by the Planning Committee. The vision for Avondale will be enabled through a number of key moves. Panuku will work closely with the local board and community to implement a retail strategy that attracts new businesses, increasing diversity of products and services. The train station, upgraded bus network and new cycle ways offer great transport options and we will continue to strengthen connections between these activity hubs and the town. A focus for the regeneration of Avondale is working with developers to build quality residential neighbourhoods that offer a mix of housing types, including terraces and apartments. A number of significant developments are already underway in the area.

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

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

43. This report is for the Puketāpapa Local Board’s information.

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

Tauākī whakaaweawe Māori / Māori impact statement

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

46. Māori make up 12% of the region’s total population who mainly live in Manurewa, Henderson-Massey, Papakura, Ōtara-Papatoetoe, Māngere-Ōtahuhu and Franklin. Māori have a youthful demographic with 50% of Māori in Tāmaki Makaurau under the age of 25 years. 5% of the Māori population in the region are currently 65 years and over.

47. There are 19 Mana Whenua in the region, with 14 having indicated an interest in Panuku lead activities within the local board area.

48. Māori make up 6 percent of the local board population, and there are no marae located within the local board area.

49. Panuku work collaboratively with Mana Whenua on a range projects including potential property disposals, development sites in the area and commercial opportunities. Engagement can be on specific individual properties and projects at an operational level with kaitiaki representatives, or with the Panuku Mana Whenua Governance Forum who have a broader mandate.

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

Ngā tāpirihanga / Attachments

There are no attachments for this report.

Ngā kaihaina / Signatories

Author

Sven Mol - Corporate Affairs Advisor, Panuku Development Auckland

Authorisers

Carlos Rahman - Senior Engagement Advisor

Victoria Villaraza - Relationship Manager

Chairperson	Harry Doig
Deputy Chairperson	Julie Fairey
Members	Anne-Marie Coury
	David Holm
	Shail Kaushal
	Ella Kumar, JP

No.	Title	Page
a ⇩	Anne-Marie Coury's report, 1 November - 30 November 2018	161
b ⇩	Julie Fairey's report, 1 November - 21 November 2018	163
c ⇩	Shail Kaushal's report, 1 November - 27 November 2018	167
d ⇩	David Holm's report, 5 November - 29 November 2018	169
e ⇩	Ella Kumar's report, 1 November - 26 November 2018	171

No.	Title	Page
a ⇩	Puketāpapa Local Board Workshop Record, 1 November 2018	179
b ⇩	Puketāpapa Local Board Workshop Record, 8 November 2018	181
c ⇩	Puketāpapa Local Board Workshop Record, 22 November 2018	183

Author	Selina Powell - Democracy Advisor - Puketapapa
Authoriser	Victoria Villaraza - Relationship Manager