Agenda of Great Barrier Local Board

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

Member J Cleave will lead a karakia.

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

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

4 Confirmation of Minutes

That the Great Barrier Local Board:

a) confirm the ordinary minutes of its meeting, held on Tuesday, 11 December 2018, as true and correct.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

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

8 Deputations

Standing Order 7.7 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Great Barrier Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

8.1 Housing village on Great Barrier Island - Philippa Todd

Te take mō te pūrongo

Purpose of the report

1. To provide Philippa Todd of PPHC Limited the opportunity to present to the Great Barrier Local Board a presentation on housing village on Great Barrier Island.

Whakarāpopototanga matua

Executive summary

2. Philippa Todd of PPHC Limited will be in attendance to speak to the board about the proposed housing village on Great Barrier Island.

Ngā tūtohunga

Recommendation

That the Great Barrier Local Board:

a) thank Philippa Todd of PPHC Limited for her attendance and presentation.

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.”

Great Barrier Local Board

19 February 2019

Environmental agency and community group reports

File No.: CP2019/00006

Te take mō te pūrongo

Purpose of the report

1. To provide an opportunity for Aotea Great Barrier community groups and environmental agencies with interest or role in the environment or the work of the Great Barrier Local Board to have items considered as part of the board’s business meeting.

Whakarāpopototanga matua

Executive summary

2. The Environment Committee of the Great Barrier Local Board has been discontinued from the start of this electoral term 2016/2019. To continue with the tradition of open and more direct interaction between the board, local groups and others, the local board has extended an invitation to either speak at the board’s business meeting via Public Forum or put items forward and have reports included in the agenda.

3. Inclusion of items on the agenda is at the discretion of the Great Barrier Local Board Chairperson in discussion with the Great Barrier Local Board Relationship Manager to ensure the material is appropriate and will not create any issues. Any items submitted will be included under a cover report which will have the recommendation that “item xyz be noted or received”.

Te tūtohunga

Recommendation

That the Great Barrier Local Board:

a) note the following reports:

i) Biosecurity local board general update November – December 2018

ii) Biodiversity/biosecurity report November – December 2018

iii) Department of Conservation operations report – January 2019

iv) Glenfern Sanctuary Operations Managers’ update – January 2019

v) Great Barrier Island Environmental Trust local board update – February 2019

vi) Waste Minimisation Facilitation update – February 2019.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Biosecurity local board general update November – December 2018	9
b ⇩	Biodiversity/biosecurity report November – December 2018	13
c ⇩	Department of Conservation operations report – January 2019	19
d ⇩	Glenfern Sanctuary Operations Managers’ update – January 2019	23
e ⇩	Great Barrier Island Environmental Trust local board update – February 2019	29
f ⇩	Waste Minimisation Facilitation Update for Local Board	31

Ngā kaihaina

Signatories

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

Great Barrier Local Board

19 February 2019

Auckland Council’s Quarterly Performance Report: Great Barrier Local Board for quarter two 2018/2019

File No.: CP2019/00726

Te take mō te pūrongo

Purpose of the report

1. To provide the Great Barrier Local Board with an integrated quarterly performance report for quarter two, 1 October – 31 December 2018.

Whakarāpopototanga matua

Executive summary

2. This report includes financial performance, progress against work programmes, key challenges the board should be aware of and any risks to delivery against the 2018/2019 work programme. This is a retrospective report intended to provide a transparent overview and reflect the progress of how the Great Barrier Local Board work programme is tracking at the end of quarter two FY2018/2019.

3. The work programme is produced annually and aligns with the Aotea Great Barrier Local Board Plan outcomes.

4. The key activity updates from this quarter are:

· Installation of the solar panels and battery storage at the service centre and board office has commenced (part of the One Local Initiative (OLI) project to develop a solar energy system).

· Community engagement on the Community Spaces and Reserves Plan took place in November and December.

· The first Aotea Great Barrier Area Plan working party meeting was held in October and awareness raising project brochures were distributed to the community in December.

· Argentine Ant and Plague Skink surveillance was completed in Okupu and Tryphena respectfully. Neither species were detected during surveillance work.

· Procurement of a new ecology vision facilitator occurred in quarter two. The facilitator has commenced their forward work planning for quarters three and four.

5. All operating departments with agreed work programmes have provided a quarterly update against their work programme delivery. Most activities are reported with a status of green (on track) and four activities with a status of amber (some risk or issues, which are being managed) as listed below:

· Iwi responsiveness activity is on hold until Ngāti Rehua - Ngātiwai ki Aotea Trust is ready to appoint a representative to the coordinator role.

· Procurement for rabbit control was progressed in quarter two and is expected to be finalised in January 2019. Once procurement is confirmed, rabbit control work will begin in quarter three continuing into quarter four.

· In November 2018 the biosecurity/biodiversity advisor role became vacant. Recruitment for the vacant role is underway with expectation of it being filled at the end of March 2019. There is a risk that not all of the work planned for quarter three and four will be delivered, if significant delays in recruitment are experienced.

· The visitor maps project is currently on hold awaiting confirmation of the brief. It is expected this project will be delivered through Aotea Education Trust.

6. The financial performance report is attached (attachment B). Key points for the local board to note:

· The overall operational net cost of service was $1.6 million. The majority of the spend was on scheduled repairs and maintenance under the full facilities contract.

· Capital investment in the Great Barrier Local Board area was $138,000 during the first six months of the current financial year. Majority of the spend was on the OLI project chosen by the board.

Te tūtohunga

Recommendation

That the Great Barrier Local Board:

a) note the performance report for the financial quarter ending 31 December 2018.

Horopaki

Context

7. The Great Barrier Local Board has an approved 2018/2019 work programme for the following operating departments:

· Arts, Community and Events

· Parks, Sport and Recreation

· Libraries and Information

· Community Services: Service, Strategy and Integration

· Community Facilities: Build Maintain Renew

· Community Leases

· Infrastructure and Environmental Services

· Local Economic Development

· Plans and Places.

8. Work programmes are produced annually to meet the Great Barrier Local Board outcomes identified in the three-year Aotea Great Barrier Local Board Plan. The local board plan outcomes are:

· Our people thrive and life is good

· Our environment is protected and enhanced

· Our infrastructure is future-proofed

· Our economy is sustainable and prosperous.

9. The graph below shows how the work programme activities meet Local Board Plan outcomes. Activities that are not part of the approved work programme but contribute towards the local board outcomes, such as advocacy by the local board, are not captured in this graph.

Graph 1: Great Barrier work programme activities by outcome

Tātaritanga me ngā tohutohu

Analysis and advice

Local board work programme snapshot

10. The work programme activities have two statuses; RAG status (red, amber, green and grey) which measures the performance of the activity (amber and red show issues and risks); and activity status which shows the stage the activity. These two statuses create a snapshot of the progress of the work programmes.

11. The graph below identifies work programme activity by RAG status. It shows the percentage of work programme activities that are on track (green), in progress but with issues that are being managed (amber), and activities that have significant issues (red) and activities that have been cancelled/deferred/merged (grey).

Graph 2: Great Barrier Work Programme by RAG status for period 1 October – 31 December 2018

12. The graph below identifies work programme activity by activity status and department. The number of activity lines differ by department as approved in the local board work programmes.

Graph 3: Great Barrier work programme activity by activity status and department for period 1 October – 31 December 2018

Key activity updates from quarter two

Community Facilities: One Local Initiative (OLI)

13. The OLI for Aotea Great Barrier is to develop a solar energy system for the service centre and local board office including an electric vehicle with the associated infrastructure. Installation of the solar panels and batteries for the storage of the solar energy has commenced. Fleet Services has provided an electric vehicle to the project. This project is on track to be completed in quarter three.

Service Strategy and Integration: Community Spaces and Reserves Activation Plan

14. Community engagement opened from 31 October to 7 December where feedback was gathered on future improvements for public land on eight village settlement areas. Meetings were also held with key stakeholders and schools along with community open days. The feedback will be used to form the draft Spaces and Reserves Activation Plan which will go out for further consultation in quarter three.

Plans and Places: An area plan for Aotea Great Barrier

15. This project to prepare an area spatial plan for the island which will assist the transition of the district plan into the Unitary Plan is underway. The first political working party was held on 15 October 2018. An Area Plan information brochure was distributed to the community for the purposes of awareness raising ahead of the consultation scheduled for quarter three.

Infrastructure and Environmental Services: Argentine Ant and Plague Skink surveillance

16. During quarter two, Plague Skink surveillance, using intensive trapping, was completed at five high risk sites in Tryphena. Argentine Ant surveillance was completed at three high risk sites in Okupu. Neither species were detected during surveillance work. Surveillance work will continue in quarter three at identified high risk residential sites in Schooner Bay, Awana and Port FitzRoy.

Infrastructure and Environmental Services: Ecology vision

17. Procurement for the ecology vision facilitator was completed during quarter two and the facilitator has commenced their forward work planning for quarters three and four. The work plan will include undertaking feasibility assessments of four large community projects which are centred around the key ecology vision concepts of ‘natural neighbourhoods’ and ‘plant, protect and provide’.

Activities with moderate or significant issues

Arts, Community and Events: Iwi responsiveness - Respond to Maori aspirations: Ngāti Rehua - Ngātiwai ki Aotea coordinator

18. This activity is on hold until Ngāti Rehua - Ngātiwai ki Aotea Trust is ready to appoint a representative to the coordinator role. It has been reported in the work programme as amber status which indicates there is some risk or issues but not significant enough to be red status.

Infrastructure and Environmental Services: Rabbit control

19. There has been delays with finalising the procurement of a pest control contractor and rabbit control work has not yet commenced. Procurement is expected to be finalised in January 2019. Once confirmed, rabbit control work will begin in quarter three continuing into quarter four. The pest control work is still on track to be completed within the 2018/2019 financial year and so this activity has been reported as amber status (some risk or issues, which are being managed).

Infrastructure and Environmental Services: Biodiversity/biosecurity advisor role

20. In November 2018, the biosecurity/biodiversity advisor role became vacant as the incumbent staff member was recruited into a new fulltime biosecurity position on Aotea Great Barrier. Recruitment for the vacant role is underway. The biosecurity team will continue to manage the biosecurity/biodiversity advisor’s existing workload until the new staff member is recruited by the end of March 2019. This activity is reported as amber status as there is a risk that not all of the work planned for quarter three and four will be delivered if significant delays in recruitment are experienced.

Parks, Sport and Recreation: Visitor maps

21. The visitor maps project includes the development of new online content. The project is currently on hold awaiting confirmation of the brief. It is expected this project will be delivered through Aotea Education Trust, as discussed at the 4 December local board workshop. It has been reported in the work programme as amber status which indicates there is some risk or issues but not significant enough to be red status.

22. There are no activities reported as red status (significant issues) for this quarter.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

23. When developing the work programmes council group impacts and views are presented to the local boards. As this is an information only report there are no further impacts identified.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

24. This report informs the Great Barrier Local Board of the performance for the quarter ending 31 December 2018.

Tauākī whakaaweawe Māori

Māori impact statement

25. The local board intend to engage with Ngāti Rehua - Ngātiwai ki Aotea Trust and discuss Maori aspirations for the area and how they can be progressed. There is a delay to setting a hui date due to local iwi undergoing the processes of an Annual General Meeting and Treaty Settlements. The local board remain committed to the work programme activity of support for iwi responsiveness. Once iwi are ready will look to pick up discussions for an iwi liaison.

Ngā ritenga ā-pūtea

Financial implications

26. This report is for information only and therefore there are no financial implications associated with this report.

Financial Performance

27. The Great Barrier Local Board’s net cost of service for the period ending on 31 December 2018 was $1.6 million against a budget of $1.4 million.

28. Operating revenue was $4,000 for the first half of the year.

29. Operating expenditure for the six months ended on 31 December was $1.6 million which was 10 per cent over the year to date budget. The majority of the spend was in scheduled repairs and maintenance under the full facilities contract. The impacts of this overspend will be managed over the next six months and the full year spend is expected to be aligned with budgetary expectations. There has been a major focus on ensuring the contractors are meeting their service delivery outcomes, particularly in the open spaces and effort is being made to improve the maintenance delivery outcomes. Projects funded through the locally driven initiatives operational budget are progressing as planned, details of which have been provided in the report.

30. Capital expenditure for the period ending on 31 December was $138,000. Seventy per cent of this was on the OLI project which is expected to complete in the current financial year. Other projects underway include the Claris Cemetery development and various local asset renewals.

31. The complete Great Barrier Local Board Financial Performance report for the three months ended on 31 December 2018 is detailed in attachment B.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

32. While the risk of non-delivery of the entire work programme is rare, the likelihood for risk relating to individual activities does vary. Capital projects for instance, are susceptible to more risk as on-time and on-budget delivery is dependent on weather conditions, approvals (e.g. building consents) and is susceptible to market conditions.

33. Information about any significant risks and how they are being managed and/or mitigated is addressed in the ‘Activities with moderate or significant issues’ section.

Ngā koringa ā-muri

Next steps

34. The local board will receive the next performance update following the end of quarter three (March 2019).

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Work programme 2018/2019 Quarter 2 update report	39
b ⇩	Financial summary	49

Ngā kaihaina

Signatories

Author	Jacqui Fyers – Senior Local Board Advisor Great Barrier
Authoriser	Helgard Wagener – Relationship Manager - Great Barrier and Waiheke

Great Barrier Local Board

19 February 2019

Feedback on draft Increasing Aucklanders’ participation in sport: Investment Plan 2019-2039

File No.: CP2019/00823

Te take mō te pūrongo

Purpose of the report

1. To seek local board feedback on the draft Increasing Aucklanders’ participation in sport: Investment Plan 2019-2039.

Whakarāpopototanga matua

Executive summary

2. To respond to population growth and demographic change, Auckland Council has developed a plan for how it will invest in sport for the next 20 years.

3. The Increasing Aucklanders’ participation in sport: Investment Plan 2019-2039 seeks to:

· increase participation in sport by targeting communities of greatest need and addressing disparities

· deliver a broad range of programmes, services and facilities that respond to the diverse needs of Auckland’s communities

· address population growth and changing sport preferences through regular assessments of, and changes to, programmes, services and facilities to maximise participation.

4. The draft plan was endorsed by the Environment and Community Committee in December 2018 for public consultation [CP2018/07771].

5. This report invites local boards to formally indicate their support for the draft plan and any additional feedback on the draft plan they would like the committee to consider prior to the plan’s adoption.

6. Staff have engaged with local boards informally at various stages throughout the development of the plan. Local boards members’ views and concerns have helped shape the key components of the plan.

7. A summary of consultation feedback will be prepared for the Environment and Community Committee for consideration. Final decision on the adoption of the plan will be sought in May 2019.

Te tūtohunga

Recommendation

That the Great Barrier Local Board:

a) endorse the draft Increasing Aucklanders’ participation in sport: Investment Plan 2019-2039 and provide any additional feedback for consideration of the Environment and Community Committee.

Horopaki

Context

The plan sets out a new investment approach, which better responds to growth and the changing needs of Aucklanders

8. Auckland is experiencing rapid population growth and social change. Our diverse communities have different preferences and requirements for sport and recreation activities.

9. The draft Increasing Aucklanders’ participation in sport: Investment Plan 2019-2039 is the council’s response to these changes. It sets out a new approach to regional investment in sports facilities, programmes and services for Aucklanders over the next 20 years.

10. The plan will:

· target communities of greatest need and address disparities

· deliver a broad range of programmes, services and facilities that respond to the diverse needs of Auckland’s communities

· address population growth and changing sport preferences through regular assessments of, and changes to, programmes, services and facilities.

11. The draft plan has three main sections:

· Section one: ‘Why we invest’ explains the reasons for having an investment plan and the strategic context.

· Section two: ‘What we invest in’ explains the outcomes sought from the council’s sports investment, the scope and focus of that investment and the principles that will guide future investment decisions.

· Section three: ‘How we will work’ explains the investment framework that will be adopted to achieve the outcomes.

12. The development of the draft plan involved several Governing Body decisions, local board engagement, public consultation and research. The attached draft plan provides the chronological timeline for developing the plan.

Tātaritanga me ngā tohutohu

Analysis and advice

Adoption of the plan will contribute to multiple strategic outcomes

13. Sport is one of the key areas the council invests in to deliver on the ‘Belonging and Participation’ outcome in Auckland Plan 2050.

Belonging and Participation

· Focus Area 7 – Recognise the value of arts, culture, sports and recreation to quality of life

· Direction 1 – Foster an inclusive Auckland where everyone belongs

· Direction 2 – Improve health and wellbeing for all Aucklanders by reducing disparities in opportunities.

14. The draft plan focuses on delivering a single outcome: increasing Aucklanders’ participation in community sport. This aligns with the vision of the Auckland Sport and Recreation Strategic Action Plan 2014-2024: ‘Aucklanders: more active, more often.’

15. The multiple benefits delivered to local communities through increased sport participation will also contribute directly to the health, social and economic outcomes for Aucklanders as set out in the local board plans.

Achieving the desired outcomes requires putting people at the heart our investment

16. The plan sets out a targeted, people-centric approach to increase sport participation in Auckland. Future sport investment will focus on meeting the needs of three distinct groups of people:

1.	People who already play sport:
	There will be more fit-for-purpose facilities and programmes to keep them actively involved in sport.
2.	People who play a new sport (like futsal)
		Currently there are limited opportunities to play, but in the future, there will be more fit-for-purpose facilities and programmes that cater to new and emerging sports.
3.	People who currently do not participate in sport
	Auckland Council will create more opportunities and make it easier for them to take up sport.

17. A key step towards increasing sport participation rates in these targeted groups is through addressing disparities.

18. Decision-makers will use a set of principles to prioritise multiple investment projects. ‘Equity’ has the highest weighing to ensure all Aucklanders enjoy the same outcomes. The full list of principles includes:

· Equity (40 per cent of assessment) – Sport investment should ensure equity of outcomes across the population regardless of age, gender, ethnicity, socio-economic status or where people live.

· Outcome-focused (30 per cent) – There needs to be a clear line of sight between each investment and the outcomes it delivers.

· Financial sustainability (30 per cent) – Investment decisions need to be financially sustainable for council and sports organisations.

· Accountability (10 per cent) – Auckland Council has responsibility to act in the best interests of Auckland.

There will be changes to the way we currently invest in sport

19. The draft plan sets out four key shifts in our approach as illustrated in Figure 1 below.

Figure 1: Key shifts

20. Figure 2 below explains the reasons for these key shifts, the problems they will tackle and the benefits for Aucklanders.

Figure 2: Intervention logic map

21. The plan will ensure robust, evidence-based decision-making and ongoing monitoring of benefits delivered to our communities.

22. Performance data will be collected to measure the return on investment. This will be shared with investors and ratepayers.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

23. Once adopted, the plan will have a direct impact on council’s internal investment processes, particularly regarding how future projects will be assessed and monitored.

24. Parks, Sport and Recreation staff have been engaged throughout the development of the draft plan. Their feedback, particularly regarding how the proposed changes can be adopted in practice, has helped shape the investment framework and the scenarios in the draft plan.

25. Parks, Sport and Recreation staff have also facilitated the council’s engagement with the sport sector through Aktive, the council’s strategic partner for sport. The general feedback is supportive of the new investment approach to improve participation and deliver better outcomes for Aucklanders.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

The local boards have an important role to play in shaping the draft plan

26. The local boards have an important role to play in the council’s sport investment. They:

· set outcomes and priorities for local sport investment through local board plans

· identify local sports facility and programmes needs and advocate for investment through the Long-term Plan and Annual Budget processes

· have allocated decision-making responsibility for local sport facilities and initiatives including:

- the specific location, design, build and fit-out of new local sports facilities within budget parameters agreed with the Governing Body

- the use of local sport facilities and initiatives including leasing and changes of use

- local recreation and sports programmes

· manage local and sub-regional facility partnership relationships, funding or lease agreements and performance reporting

· work together to support facilities that benefit several local board areas.

27. Staff have engaged with local boards informally at various stages throughout the development of the draft plan. Local boards members’ views and concerns have helped shape the key components of the plan.

Previous engagement with local boards showed general support for an investment plan

28. Staff met with local boards between February and April 2018 and sought informal feedback on the key components of the plan.

29. Feedback from local boards was generally supportive of a new investment plan for sports facilities to ensure consistency, efficiency, transparency and outcome delivery.

30. Challenges relating to population growth, land supply and budgetary constraints were highlighted. Local boards also noted challenges specific to their areas and populace.

31. Feedback showed a strong preference to have a flexible approach to accommodate diverse local needs.

Formal local board feedback is sought between February and March 2019

32. Staff are seeking to understand local boards’ views on the draft plan and request a formal decision at local boards’ business meetings during February and March 2019.

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

· the key shifts in the council’s future investment approach in sport (page 4)

· the benefits of sports to Auckland communities, particularly Te Ao Māori (page 9)

· the difference between equity and equality in the context of sport investment (pages 22-23)

· the proposed investment framework (pages 24-36).

Tauākī whakaaweawe Māori

Māori impact statement

34. Sport participation contributes directly to the following ‘Māori Identity and Wellbeing’ outcome in Auckland Plan 2050:

Māori Identity and Wellbeing

· Direction 1 – ‘Advance Māori wellbeing’

· Focus area 1 – ‘Meet the needs and support the aspirations of tamariki and their whanau’

35. According to Sport New Zealand data weekly sport participation of Māori in Auckland (76.8 per cent) is similar to European (76.3 per cent), but higher than Asian (70.7 per cent) and Pasifika (69.1 per cent).

36. Research also show pockets of sedentary Māori who do not have adequate opportunities to participate in sport. They will be a target group for investment.

37. Feedback from the Mana Whenua Forum and Aktive Māori Advisory Group during public consultation on the discussion document informed the development of the plan.

38. A key area of focus was the delivery of outcomes through increased Māori participation. Means of achieving this goal include partnerships with iwi and Māori organisations, to manage demand efficiently and to use sports programmes and facilities as a social hub to strengthen cultural and community connections.

39. Partnerships will draw on Māori-centric models and collective models of learning so that key Māori concepts become embedded in sport service design and delivery.

40. Staff will seek further feedback from the Mana Whenua Forum and Aktive Māori Advisory Group as part of the consultation on the draft plan.

Ngā ritenga ā-pūtea

Financial implications

41. Once adopted, the plan will guide all council investment in sport.

42. An immediate focus will be to establish a clear and contestable process for the allocation of the $120 million Sport and Recreation Facilities Investment Fund established in the Long-term Plan 2018-2028.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

43. Staff have identified reputational and operational risks associated with the adoption of the draft plan. These risks will be mitigated through regular communication and engagement with key stakeholders.

Type	Risk	Mitigation
Reputational	Some people might worry the plan will change arrangements already in place, or ongoing council investment.	Clear communication with key stakeholders and funding recipients that the plan will guide decisions on future investment only, unless a current project is already scheduled for review.
Operational	The transition to the new investment 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. Changes will be phased in over the next three to five years.

Type

Risk

Mitigation

Reputational

Some people might worry the plan will change arrangements already in place, or ongoing council investment.

Clear communication with key stakeholders and funding recipients that the plan will guide decisions on future investment only, unless a current project is already scheduled for review.

Operational

The transition to the new investment 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. Changes will be phased in over the next three to five years.

Ngā koringa ā-muri

Next steps

44. Staff will undertake public consultation from February to March 2019.

45. The consultation will be conducted in various forms:

· local boards will be asked to formally indicate their support for the draft plan during business meetings and provide any additional feedback

· the public will be invited to submit their feedback via ShapeAuckland

· targeted interviews will be conducted with community groups including Māori, Pasific and Asian people

· the sport sector will be invited to provide their formal views through Aktive.

46. A summary of consultation feedback and a final plan will be prepared for consideration and adoption by the Environment and Community Committee around May 2019.

47. Implementation of the plan will occur in stages over the next three to five years, depending on council budgetary and planning processes. An indicative timeline of the potential changes is presented in section three of the draft plan.

48. Figure 3 below shows the next steps in a flow chart.

Figure 3: Next steps

This plan will inform the development of other investment plans

49. The draft plan sets out an overarching investment framework to help decision-makers prioritise investment between different sports.

50. Separate, but related plans are being developed to guide council’s investment in golf and play facilities. These plans will be consistent with the overarching framework set out in Increasing Aucklanders’ participation in sport: Investment Plan 2019-2039.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Draft Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039	63

Ngā kaihaina

Signatories

Author

Nancy Chu - Principal Policy Analyst

Authorisers

Paul Marriott-Lloyd - Senior Policy Manager, Parks and Recreation Policy

Lesley Jenkins – Acting General Manager – Local Board Services, Relationship Manager – Rodney & Hibiscus & Bays

Helgard Wagener – Relationship Manager - Great Barrier and Waiheke

Great Barrier Local Board

19 February 2019

Formal feedback from Great Barrier Local Board on various Auckland Council regional plans, strategy and policy

File No.: CP2019/00931

Te take mō te pūrongo

Purpose of the report

1. To note the formal feedback submitted by the Great Barrier Local Board on the following:

a) Development Contributions Policy

b) Auckland Water Strategy

c) Proposed Regional Pest Management Plan

d) Potential projects to be considered for natural environment targeted rate funding

e) Regional Public Transport Plan

Whakarāpopototanga matua

Executive summary

2. The Great Barrier Local Board has provided its formal feedback on several Auckland Council and Auckland Transport regional plans, strategy and policy.

Contributions policy

3. Auckland Council sought formal feedback from the board on the draft Contributions Policy 2019 at its business meeting on 20 November 2018.

4. The purpose of the policy is to:

· provide predictability and certainty to stakeholders in how infrastructure for growth, including major transformational infrastructure, is to be funded and to provide transparency of what is to be funded and what has been delivered

· provide for those involved in development to make fair payments to the council to reflect the expected demand their developments will have on council infrastructure and the expected benefits residents and businesses occupying these developments will derive from council infrastructure

· set contribution charges at levels that help achieve the scale, type, quality and location of development that the Auckland Plan vision aspires to.

5. The local board submitted its feedback (Attachment A) on Friday, 23 November 2018. Feedback was reported to the Governing Body workshop on 29 November. Staff then submitted a report on adoption of the final policy to the 13 December meeting of the Governing Body.

Auckland Water Strategy

6. The Environment and Community Committee approved the scope of a strategy for Auckland’s waters at its June 2018 meeting (resolution ENV/2018/78). The strategy will provide strategic direction for the council group to meet the challenges and opportunities for improved management for water in all its forms. It will establish the outcomes needed for Auckland’s waters, as part of implementation of the Auckland Plan.

7. At the board’s 20 November 2018 business meeting, formal feedback from the local board on the proposed topics for inclusion in the strategy was requested.

8. The local board submitted its feedback (Attachment B) on Friday, 23 November 2018. Feedback from all local boards were captured as part of a report to the Environment and Community Committee in December 2018, seeking approval of a water strategy discussion document, ahead of public consultation from February to April 2019.

Proposed Regional Pest Management Plan and Natural Environment Targeted Rate

9. A report on the Auckland Regional Pest Management Plan consultation feedback and recommended changes was presented to the board at its November 2018 business meeting. This report also sought the board’s feedback on its recommended changes to the plan.

10. The proposed Regional Pest Management plan is prepared under the Biosecurity Act 1993, and describes the pest plants, animals and pathogens that will be managed in Auckland. It also presents a major change in pest management in Auckland, and therefore requires a significant increase in investment. As part of consultation on the Long-term Plan 2018-2028, the council sought community views on two options for increased investment in the natural environment funded by a targeted rate.

11. On 31 May 2018, the Governing Body approved the introduction of a natural environment targeted rate (NETR) to raise $311 million for environmental initiatives. These initiatives include addressing kauri dieback and targeted ecological protection (resolution GB/2018/91).

12. Following governing body approval of the natural environment targeted rate, Environmental Services held local board workshops to discuss the proposed NETR work programme. This programme focuses on new opportunities to reverse biodiversity decline, such as native species extinctions and ongoing degradation of native ecosystems.

13. On 12 November 2018, a memorandum was sent to the board requesting feedback on potential new community-led conservation projects for inclusion in the proposed NETR work programme. This feedback will be considered against regional priority criteria to identify any projects that could be considered for funding under the natural environment targeted rate. The local board submitted its feedback (Attachment C and D) on Wednesday, 5 December 2018. Staff will progress development of the final Regional Pest Management from November 2018 to February 2019. A copy of the final plan and supporting information (including a full submissions analysis report and staff recommendations) will be provided to local boards for information prior to Environment and Community Committee adoption in March 2019.

14. An update on the projects selected for natural environment targeted rate funding will be provided to local boards once the initial shortlist is confirmed in early 2019. Further updates will be provided to local boards after the business cases have been completed, and future work programme planning has concluded. This update will occur no later than mid-2019.

Regional Public Transport Plan

15. Auckland Transport presented the Proposed Regional Public Transport Plan report at the board’s 11 December 2018 business meeting requesting for formal feedback.

16. The Regional Public Transport Plan (RPTP) is a requirement of the Land Transport Management Act. Auckland Transport is required to review its ten-year Regional Public Transport Plan every three years. The plan describes the services that are integral to Auckland’s public transport network for the next 10-year period.

17. The local board submitted its feedback (Attachment E) on Friday, 14 December 2018. Auckland Transport will analyse feedback received over mid to late January 2019 and subsequently amend the draft plan. The final proposed plan will go the Auckland Transport Board in February or March 2019.

Te tūtohunga

Recommendation

That the Great Barrier Local Board:

a) note the formal feedback submitted on the following:

i) Development Contributions Policy as attachment A to the report

ii) Auckland Water Strategy as attachment B to the report

iii) Proposed Regional Pest Management Plan as attachment C to the report

iv) Potential projects to be considered for natural environment targeted rate funding as attachment D to the report

v) Regional Public Transport Plan as attachment E to the report.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Development Contributions Policy	113
b ⇩	Auckland Water Strategy	115
c ⇩	Proposed Regional Pest Management Plan	119
d ⇩	Potential projects to be considered for natural environment targeted rate funding	121
e ⇩	Regional Public Transport Plan	123