Agenda of Waiheke Local Board

Waiheke Local Board

28 March 2019

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

6.1 Obituary - Victims and families of the Christchurch Mosque shootings 5

6.2 Farewell - Melanie Dale and Jodee McKay 5

7 Petitions 6

8 Deputations 6

9 Public Forum 6

9.1 Cycling and walking infrastructure - Cycle Action Waiheke 6

9.2 Beaches for everyone project - Waiheke Special Needs Group 6

10 Extraordinary Business 7

11 Notices of Motion 7

12 Notice of Motion - Chairperson Cath Handley - Arts and Culture response programme 9

13 Councillor's update 13

14 Land owner approval to operate a food truck at the Waiheke Island Sports Club 15

15 Waiheke Walking Festival 2019 25

16 Waiheke Local Board Housing Strategy 2019-2021 35

17 Waiheke Volunteer Week 2019 43

18 Auckland Transport Waiheke Local Board update March 2019 47

19 Proposed kauri dieback mitigation in local parks in the Waiheke Local Board area 51

20 Waiheke Governance Pilot Activity Update 2 to February 2019 61

21 2019 Local Government New Zealand Conference and Annual General Meeting 67

22 Allocation of funding to Citizens Advice Bureaux 75

23 ATEED six-monthly report to the Waiheke Local Board 89

24 Chairperson's report 95

25 Waiheke Local Board workshop record of proceedings 101

26 Governance Forward Work Programme 113

27 List of resource consents 119

28 Consideration of Extraordinary Items

1 Welcome

Kua uru mai a hau kaha, a hau maia, a hau ora, a hau nui,

Ki runga, ki raro, ki roto, ki waho

Rire, rire hau…pai marire

Translation (non-literal) - Rama Ormsby

Let the winds bring us inspiration from beyond,

Invigorate us with determination and courage to achieve our aspirations for abundance and sustainability

Bring the calm, bring all things good, bring peace….good peace.

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 Waiheke Local Board:

a) confirm the ordinary minutes of its meeting, held on Thursday, 28 February 2019, 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

6.1 Obituary - Victims and families of the Christchurch Mosque shootings

Te take mō te pūrongo

Purpose of the report

1. To acknowledge the victims and families of the Christchurch Mosque shootings with a minute’s silence.

Ngā tūtohunga

Recommendation

That the Waiheke Local Board:

a) express its condolences to the whanau of the victims of the Christchurch Mosque shootings on Friday 15 March 2019.

6.2 Farewell - Melanie Dale and Jodee McKay

Te take mō te pūrongo

Purpose of the report

1. To farewell and thank Melanie Dale and Jodee McKay for their services to Waiheke through Auckland Transport.

Ngā tūtohunga

Recommendations

That the Waiheke Local Board:

a) bid farewell to Melanie Dale, Waiheke’s Auckland Transport Relationship Manager who has served the board and Waiheke’s interests for the current political term. Mel has been a reliable advocate for the board and has persevered to ensure that Waiheke’s relationship with Auckland Transport has been able to develop positively.

b) bid farewell and thanks Jodee McKay – Principal Project Manager – HGI for over thirty years of committed service to the Waiheke community. The board wish her all the very best for the future.

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

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

9 Public Forum

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

9.1 Cycling and walking infrastructure - Cycle Action Waiheke

Whakarāpopototanga matua

Executive summary

1. Members of Cycle Action Waiheke will be in attendance to speak to the board about cycling and walking infrastructure on Waiheke, including the Waiheke Pathways Plan.

Ngā tūtohunga

Recommendation

That the Waiheke Local Board:

a) thank Cycle Action Waiheke for their attendance and presentation.

9.2 Beaches for everyone project - Waiheke Special Needs Group

Whakarāpopototanga matua

Executive summary

1. Members of the Waiheke Special Needs Group will be in attendance to speak to the board about the Beaches for Everyone Project.

Ngā tūtohunga

Recommendation

That the Waiheke Local Board:

a) thank the Waiheke Special Needs Group for their attendance and presentation.

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Notices of Motion

Under Standing Order LBS 2.5.1 a Notice of Motion has been received from Chairperson Cath Handley for consideration under item 12.

No.	Title	Page
a ⇩	Notice of Motion - Arts and Culture response fund - allocation	11

Waiheke Local Board

28 March 2019

WAIHEKE LOCAL BOARD 28 March 2019

Notice of Motion

Arts and Culture response fund - allocation

In accordance with Standing Order 2.5.1, please place the following Notice of Motion on the agenda for the Waiheke Local Board meeting being held on Thursday, 28 March 2014:

Recommendations

That the Waiheke Local Board:

a) allocate up to $5170 from the 2018-2019 Locally Driven Initiatives (LDI) Arts and Culture Response budget to hold a facilitated session with arts practitioners in April 2019 and to progress development of a Waiheke community arts strategy.

b) delegate to Board Chair Cath Handley and member Shirin Brown approval of the agenda for the facilitated session and scope for a Waiheke community arts strategy.

Background

1. A key initiative within the 2017 Waiheke Local Board Plan was development of a Waiheke Community Arts & Culture Needs Assessment. The scope was to identify the needs of communities on Waiheke in relation to the arts and facility provision at the Artworks Precinct, with a view to identifying gaps and opportunities for any future development of the complex.

2. As part of understanding local community need on the island, the assessment was to analyse the current levels of arts provision provided at the Artworks complex and more widely on the island.

3. An independent consultant was engaged in October 2017 to carry out a community survey and engage with arts practitioners to inform the document. The draft was presented to a board meeting in April 2018. A number of short, medium and long-term recommendations were identified.

4. Arts and Culture staff attended a workshop with the board in June 2018 to discuss recommended actions from the assessment. The board requested a hui be held with arts practitioners to discuss outcomes and seek feedback on next steps. A hui was held in the local board offices on 14 August 2018 with board member Brown and myself in attendance.

5. At this meeting there was an understanding that Artworks Courtyard activation and collaboration across the arts community were key areas that could be progressed as a priority.

6. In response the board promoted applications for courtyard activation projects to the December community grants round and four applications were successful, including funding towards a courtyard ambassador. The board resolved for these to be funded from the Locally Driven Initiatives (LDI) Arts and Culture Response budget.

7. A further meeting with the arts community was held on 20 November 2018 at the local board offices. An outcome from this meeting was agreement to arrange a strategic planning day with the arts community led by an experienced facilitator.

8. Of the $10,000 budget within the Arts and Culture Response budget, $5170 remains.

9. This Notice of Motion recommends that up to $5170 be allocated towards engagement of a facilitator for a strategic planning day and development of an arts community strategy, with approval for the scope delegated to myself and Board Member Brown.

10. Of note are two other initiatives in the Waiheke Local Board Plan 2017:

a. Develop an Art Strategy to inform future public art acquisition and location and to support the arts community to enhance their contribution to a unique visitor experience.

b. Complete an Artworks masterplan following engagement with our arts and culture groups and our community.

11. Both these initiatives will be progressed by the development of an over-arching community arts strategy within which appropriate secondary initiatives can be nestled.

Signatories:

Mover

Board Chair Cath Handley

Seconder

Waiheke Local Board

28 March 2019

Land owner approval to operate a food truck at the Waiheke Island Sports Club

File No.: CP2019/02646

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Waiheke Local Board for the land owner application from Pablo Prusso of South American Oven to operate a food truck at the Waiheke Island Sports Club.

Whakarāpopototanga matua

Executive summary

2. The applicant, Pablo Prusso of South American Oven, seeks land owner approval to operate a food truck at the Waiheke Island Sports Club (“the club”).

3. The applicant is seeking approval to trade at the club from Tuesday to Saturday, 10am to 9pm.

4. The club is a classified recreation reserve under the Reserves Act 1977.

5. Staff recommend that the local board supports the application.

Te tūtohunga

Recommendation

That the Waiheke Local Board:

a) approve the application from Pablo Prusso to operate a food truck at the Waiheke Island Sports Club from Tuesday to Saturday, 10am to 9pm, for a three month period.

Horopaki

Context

Proposal

6. The applicant, Pablo Prusso of South American Oven, is requesting land owner approval to operate a food truck at the Waiheke Island Sports Club from Tuesday to Saturday, 10am to 9pm, for three months. Images of the food truck are shown in Attachment A. Specifically the applicant is seeking to operate in the location shown in Attachment B.

7. The applicant currently runs a food truck business on Waiheke which has been operating since December 2013, selling food at the Ostend Market on Saturdays and being a part of most of the festivals on Waiheke.

8. All food preparation, including washing up, will be carried out in the applicant’s commercial kitchen at 52 Crescent Rd East in Ostend. All food packaging is compostable and will be disposed of by the applicant. Rubbish bins will be provided at the location of the proposed activity and the truck will be moved off-site at the end of each day. The ovens within the food truck are run on gas, therefore do not require an electricity connection.

9. A coffee mobile trader and juice mobile trader currently operate from the Waiheke Island Sports Club in the same location to which the applicant is seeking to operate from.

Land status

10. The Waiheke Island Sports Club (“the club”) is a classified recreation reserve under the Reserves Act 1977 (the Act) and is vested in the council, in trust, for recreation purposes. As per section 54 of the Act, the Waiheke Local Board can grant short-term permission to trade on classified recreation reserves for up to a maximum of five days a week for three months. Any longer-term permission would require public notification and approval of a formal license agreement. The applicant will be required to reapply for land owner approval following the three month period, should they wish to continue operating.

11. The three month period can be considered as a trial period for the activity, of which will enable staff and the local board to identify the level of support and success of the operation at the proposed location. A longer-term arrangement can then be worked through if sought by the applicant.

12. The Waiheke Sports Club Incorporated have an existing lease at the club however the lease only applies to the courts, sports field area and the building at the site, not the area where the applicant is proposing to operate from.

Tātaritanga me ngā tohutohu

Analysis and advice

Specialist input

13. The council’s parks and places specialist has been consulted and has no objection to the proposal.

Regulatory requirements

14. The applicant will be required to have a valid mobile trading licence, which will be issued by the council’s regulatory department. This allows the applicant to trade in a public space.

Options

15. The options available to the local board are to support or decline the land owner application. If the local board supports the application, this will enable the applicant to operate the food truck from the club. If the local board declines the application, this will not allow the applicant to operate the food truck from the club.

Recommendation

16. Staff recommend that the application is approved on a five-day a week, three-month basis to allow for the determination of the level of effects and support for the food truck at the club. It is considered that the activity is appropriate on a trial basis as the activity will not affect access or use of the club; will add to the vibrancy of the area; and is supported by council’s parks and places specialist.

17. Following the three-month period, a longer term approval may be determined by the local board, if sought by the applicant.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

18. The proposed activity will be located outside of the road corridor, therefore does not affect any Auckland Transport assets. No other council groups/council-controlled organisations are affected by the application.

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

Local impacts and local board views

19. The proposal is consistent with the Waiheke Local Board Plan, specifically “Outcome 5: Vibrant places for people”, as it is considered that the food truck activity will help to further activate the area that the applicant is seeking to operate from, adding to the vibrancy of Waiheke.

20. The Waiheke Local Board previously issued land owner approval for mobile traders to operate at the Waiheke Island Sports Club, as per resolution number WHK/2013/1.

21. The Waiheke Sports Club (leaseholders at the site) were contacted to seek their feedback on the proposal, however at the time of writing this report, no feedback was received.

Tauākī whakaaweawe Māori

Māori impact statement

22. The operation of the food truck does not trigger any Treaty of Waitangi settlement issues or matters in relation to customary rights outcomes. In this matter iwi consultation has not been undertaken by the applicant as there are no readily identifiable impacts on Māori and any impacts will be no different to those on others.

23. Section 4 of the Conservation Act 1987 is the basis for iwi consultation with reserve lands and reads: “This Act shall so be interpreted and administered as to give effect to the principles of the Treaty of Waitangi”. Auckland Council is expected to fulfil the obligations of section 4 on behalf of the Crown as treaty partner when dealing with either council owned or council managed reserves. It is considered that the principles of the Treaty of Waitangi are not contravened by the application.

Ngā ritenga ā-pūtea

Financial implications

24. There are no known financial implications for the council if the local board choose to accept the staff recommendation and approval the land owner application.

25. If the local board choose not to accept the staff recommendation and resolve to decline the application, the applicant will not be able to operate at the site and therefore will lose out on any potential financial gains.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

26. There are no known risks associated with the application as the proposed activity is supported by staff, aligns with the statutory classification of the land, and aligns with the Waiheke Local Board Plan.

Ngā koringa ā-muri

Next steps

27. If the local board supports the application, the applicant will operate a food truck in the location shown in Attachment B at the Club from Tuesday to Saturday, 10am to 9pm, for a period of three months.

28. If land owner approval is granted, the approval will be subject to, but not limited to, the following conditions:

· the three month operation time

· restricting days and hours of operation to those specified

· the requirement for a health and safety plan

· ensuring the applicant controls litter

· ensuring the non-displacement of other park users.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Food truck images	19
b ⇩	Proposed operation location	23

Ngā kaihaina

Signatories

Author

Darren Cunningham - Senior Land Use Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Helgard Wagener - Relshp Mgr - Great Barrier and Waiheke

Waiheke Local Board

28 March 2019

Waiheke Walking Festival 2019

File No.: CP2019/02409

Te take mō te pūrongo

Purpose of the report

1. Seeking the Waiheke Local Board’s approval to allocate $10,000 to support the Waiheke Walking Festival Trust (the trust) to deliver the Waiheke Walking Festival 2019.

Whakarāpopototanga matua

Executive summary

2. The Waiheke Walking Festival was established by Auckland Council in 2010. The Hauraki Gulf Conservation Trust delivered the festival between 2012 and 2016.

3. The Waiheke Walking Festival Trust has governed the festival since 2017.

4. This is a popular free event offering guided walks across the island over ten days. The festival promotes sustainable tourism and highlights the conservation work that has taken place on the island.

5. The trust has applied to the board for $10,000 to support the 2019 event.

6. The board have $20,000 within their Locally Driven Initiatives budget for walking and cycling promotion for 2018/2019.

Te tūtohunga

Recommendation

That the Waiheke Local Board:

a) approve allocation of $10,000 to the Waiheke Walking Festival Trust from the Locally Driven Initiatives budget 2018/2019 (Walking and Cycling promotion) for the Waiheke Walking Festival in November 2019.

Horopaki

Context

7. The Waiheke Walking Festival was established by Auckland Council in 2010 and the governance of the event was passed to the Hauraki Gulf Conservation Trust in 2012. The Waiheke Walking Festival Trust took over the event in 2017.

8. The festival is a vehicle for promoting sustainable tourism by showcasing Waiheke Island as a walking destination in its own right. The festival demonstrates to visitors and the community the conservation work that is taking place on the island, and grows the active support we have amongst our community to protect and enhance our natural environment.

9. It is a free event offering guided walks over ten days, with walks that encourage families and individuals of all ages and abilities to enjoy the public walkways and private land that are available during the festival each year.

10. Many of the walks involve the Te Ara Hura walkway, Waiheke’s 100km network of trails, beaches and roadways that loop the island. Council’s parks and community facilities staff support the event and work closely with the trust to determine walking routes.

12. In February 2019 the trust provided the board with an update on the 2018 Festival and outlined the 2019 event including financial details (attachment A).

13. The 2019 festival will cost $70,000 to deliver. The trust advises that it requires local board funding to go ahead.

14. They are seeking a grant of $10,000 from the board to support the 2019 festival. If the festival was not able to be delivered it could result in reputational risks and missed opportunities to showcase the island’s offerings.

Tātaritanga me ngā tohutohu

Analysis and advice

15. The board has $20,000 in their locally driven initiatives budget for walking and cycling promotion for 2018/2019.

16. The trust has applied to the board for $10,000 to support the 2019 Waiheke Walking Festival event.

17. The 2018 festival had approximately 2200 registrations (with 40 per cent being new walkers to the festival) and 60 walks. The board granted $10,000 towards that event.

18. There was an estimated $27,500 contributed to local businesses in the form of lunches and transport. Total economic benefit for the island would be greater if accommodation and restaurants are included.

19. Attendance for the 2019 festival is expected at a similar level as 2018, therefore a grant of $10,000 would equate to $4.50 per person per walk.

20. Over the last year the trust has progressed a number of initiatives to provide enhanced sustainability of the festival. This includes new and renewed major sponsors, and increasing the Friends of Festival membership which provides an additional funding stream.

21. In 2019 they plan to develop an online walking website that promotes walking on Waiheke year-round, including maps, photos and descriptions of walks.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

22. All required approvals will be obtained during the events permitting process. The proposed decision has no identified impacts on other parts of the council group.

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

Local impacts and local board views

23. The Waiheke Local Board has supported the Waiheke Walking Festival since its establishment in 2010.

24. The event aligns with the aspirations of the board to develop walking, cycling and riding networks across the island which promote our natural environment, and encourages social cohesion.

25. The Waiheke Paths (Greenways) Plan is due to be adopted by the board in April. There will be investment opportunities identified within that plan, however these will be mostly capital projects and it is unlikely they will be able to be delivered this financial year.

26. In 2018 the board provided $10,000 to a local group to deliver a cycling festival in March 2019. This event has been postponed and is now due for delivery later in 2019.

27. Should the board decide to approve this funding there will be $10,000 remaining in the Walking and Cycling promotion budget for allocation to future walking and cycling projects this financial year.

Tauākī whakaaweawe Māori

Māori impact statement

28. The trust has been working with Ngati Paoa and other local iwi to enrich the quality of the festival with a stronger focus on the cultural history and stories of Waiheke and surrounds.

Ngā ritenga ā-pūtea

Financial implications

29. The board has $20,000 in their locally driven initiatives budget for walking and cycling promotion for 2018/2019.

30. Should the board decide not to allocate funding to this event, other possible alternatives for this budget might include brochure or map reprints, marketing or supporting events promoting walking and cycling.

31. Should the board decide not to support the event there is a risk that budget may not be fully allocated within this financial year.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

32. Without the support of the board there may be a risk that the event has insufficient funds to continue.

Ngā koringa ā-muri

Next steps

33. Following the board’s decision, the trust will be notified, and any approved funding will be processed.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Walking Festival Trust presentation to the board Feb 2019	29

Ngā kaihaina

Signatories

Author	Janine Geddes - Senior Local Board Advisor Waiheke
Authoriser	Helgard Wagener - Relshp Mgr - Great Barrier and Waiheke

Waiheke Local Board

28 March 2019

Waiheke Local Board Housing Strategy 2019-2021

File No.: CP2019/03749

Te take mō te pūrongo

Purpose of the report

1. To adopt the Waiheke Local Board Housing Strategy 2019–2021 and approve a grant of $10,000 to support the Waiheke Hope Centre Trust to build capacity for emergency and transitional housing provision on Waiheke.

Whakarāpopototanga matua

Executive summary

2. The Waiheke Local Board Plan 2017 includes a key initiative to ‘develop a Housing Strategy and implement key actions which meet identified community needs’.

3. The local board has developed a housing strategy to provide direction and identify key initiatives to ensure Waiheke residents have access to safe and healthy housing.

4. It is recommended that the local board adopt the Waiheke Local Board Housing Strategy 2019–2021 (Attachment A).

5. One of the key initiatives identified in the Waiheke Local Board Housing Strategy 2019-2021 is to ‘support the development of emergency housing initiatives on Waiheke’. The local board has $10,000 available within its 2018/2019 work programme (line item 807) to allocate towards the housing strategy-aligned initiatives.

6. The Waiheke Hope Centre Trust, which is the only provider of emergency and transitional housing on Waiheke, is seeking to tender for government contracts to grow the service and employ a social worker.

7. The Hope Centre needs to gain Social Services Accreditation (SSA) to apply for government agency funding and contracts. The Hope Centre is run by volunteers and has limited capacity to develop an SSA proposal.

8. It is recommended that the local board approve a grant of $10,000 from its 2018/2019 work programme (line item 807) to the Waiheke Hope Centre Trust to develop an SSA application and build capacity to deliver emergency and transitional housing on Waiheke.

Ngā tūtohunga

Recommendations

That the Waiheke Local Board:

a) adopt the Waiheke Local Board Housing Strategy 2019–2021.

b) approve a grant of $10,000 from the local board’s 2018/2019 work programme (community-led housing strategy line) to the Waiheke Hope Centre Trust to support the trust’s capacity building for emergency and transitional housing provision on Waiheke.

Horopaki

Context

Waiheke Local Board Housing Strategy 2019–2021

9. The local board has demonstrated a consistent commitment to advocating for housing issues on Waiheke.

10. During the previous term the local board undertook a housing needs analysis titled ‘Living in Paradise?’ which indicated that in 2015 there were 387 vulnerably-housed people, including 218 adults and 69 children. The report identified seniors, low-income families, seasonal workers and key workers as some of the most vulnerable demographic groups in the local community.

11. The Essentially Waiheke Refresh 2016 is a village and rural community strategic framework to help inform decisions on matters affecting Waiheke’s environment and community. It was the result of community-led consultation supported by the local board on the future of the island. Housing affordability and availability and the island’s carrying capacity (housing and population) were identified as key concerns.

12. The consultation highlighted community concerns such as ‘unaffordable housing, displacement and involuntary homelessness because of economic pressure’, as well as ‘a growing percentage of empty holiday houses and lack of rental opportunities for locals’.

13. The Waiheke Local Board Plan 2017 includes a key initiative to ‘develop a Housing Strategy and implement key actions which meet identified community needs’

14. At a workshop with staff on 5 April 2018, the local board decided to develop a board-led strategy to provide direction and identify key initiatives to support their vision that Waiheke is economically and environmentally sustainable and all residents have access to safe and healthy housing options.

15. The Waiheke Local Board Housing Strategy 2019-2021 was developed over a series of workshops with staff during 2018. It incorporates community responses to Essentially Waiheke, the Waiheke Local Board Plan 2017 and Long-term Plan consultations.

Emergency Housing Initiatives

16. The local board allocated $10,000 for a community-led housing strategy under its 2018/2019 Work Programme (line item 807). The purpose of this fund is to support ‘increased community participation in local decision-making; identification of innovative community-led solutions to improve the availability and affordability of safe, healthy housing for families, workers and older residents; and strengthened community-led housing initiatives’.

17. Staff scoped community-led initiatives that align with the Housing Strategy. At a workshop on 21 February 2019, the local board indicated support for local emergency housing initiatives.

18. The Waiheke Hope Centre Trust has provided emergency and transitional housing since 2014. Short-term emergency accommodation is available for between 24 hours and 28 days. Transitional housing is available for seniors and people with disabilities and is reviewed at least annually. The centre currently has capacity for 14 people. The centre is usually full and there is no other such housing available on Waiheke.

19. The Waiheke Hope Centre Trust is currently run by volunteers and one part-time staff member. The centre is seeking to develop beyond its current capacity to provide increased services for its clients, including wrap-around support and helping residents to find permanent rental accommodation.

20. The Waiheke Hope Centre Trust intends to apply for Ministry of Social Development’s (MSD) Social Services Accreditation (SSA), which accredits providers on behalf of all government agencies. Accreditation would enable the Hope Centre to tender for government contracts and therefore potentially obtain additional funds to improve facilities and increase staffing, including employing a trained social worker.

21. To meet this goal, the Hope Centre plans to contract a qualified person to assist with an SSA application, firstly by conducting a quality assurance self-review to identify the organisation’s strengths and limitations and secondly by guiding the development of relevant policies and procedures prior to applying to the MSD for accreditation.

Tātaritanga me ngā tohutohu

Analysis and advice

Waiheke Local Board Housing Strategy 2019–2021

22. The cost of housing, whether rented or owned, is increasing and becoming difficult to obtain for many in the local community. This trend is reflected in many other urban areas across New Zealand and in popular tourist locations around the world.

23. On Waiheke one third of dwellings are unoccupied on a regular basis due to holiday accommodation. Access to affordable, quality housing is of concern to more vulnerable members of the community including low income families and the island’s growing population of seniors. Housing impacts the local workforce and economy.

24. The local board’s Housing Strategy draws on community feedback collected from a range of sources including Essentially Waiheke. The Housing Strategy reflects the local board’s key role representing issues and concerns affecting the Waiheke community within the Auckland Council governing structure.

25. The strategy will provide a framework for local board input into key planning documents; advocacy for measures that will improve policy, planning provisions and infrastructure; collaboration with and advocacy to Governing Body and Local Government New Zealand; support for community-led housing initiatives; and promotion of council housing programmes.

Emergency Housing Initiatives

26. The Hope Centre’s proposed project aligns with the Waiheke Local Board Housing Strategy 2019–2021’s goal to ‘support the development of emergency housing initiatives on Waiheke’.

27. People seeking emergency or transitional housing are among the most vulnerable in the community including women and children impacted by family violence, low income families, elderly people, seasonal workers and youth. People are referred to the Hope Centre by police, health providers or other community organisations in addition to self-referrals.

28. Social Services Accreditation will enable the Hope Centre to tender for contracts with government agencies and therefore potentially provide increased services for clients on Waiheke. Its aim is to assist clients to achieve positive outcomes such as improved education and employment opportunities, increased whānau resilience, reduced re-offending, improved health and wellbeing and greater social connections.

29. The quality assurance self-review required for the SSA application will also assist the Hope Centre with future planning and will position it to seek grant funding for capital costs such as building improvements.

30. The Hope Centre currently has limited capacity to complete the SSA application process and is therefore seeking the local board’s support to contract a qualified person to gather the relevant documentation and undertake the quality assurance self-review.

31. It is recommended that the local board supports the Hope Centre to build capacity through the process of applying for social services accreditation.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

32. Implementation of the Waiheke Local Board Housing Strategy 2019–2021 will include staff input from Local Board Services, Plans and Places, Community and Social Policy’s Affordable Housing Team and the Community Empowerment Unit.

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

Local impacts and local board views

33. The Waiheke Local Board Plan 2017 Outcome 4: Thriving, Strong and Engaged Communities, includes the objective to ‘foster sustainable living and healthy homes’ and the initiative to ‘develop a Housing Strategy and implement key actions which meet identified community needs’.

Tauākī whakaaweawe Māori

Māori impact statement

34. Nationally, Māori are disproportionately affected by housing issues including lower rates of home ownership and higher rates of receiving accommodation supplement. Piritahi Marae has indicated the cost and availability of quality housing are problematic for Māori families and seniors on Waiheke.

35. The Waiheke Local Board Housing Strategy 2019–2021 responds to the concerns of Māori by including a strategy to ‘support appropriate community-led initiatives focusing on housing issues and be responsive to the needs and aspirations of mana whenua and matāwaka Māori’.

Ngā ritenga ā-pūtea

Financial implications

36. The Waiheke Local Board Housing Strategy 2019–2021 will require future budget to be set aside over three years for implementation.

37. The proposed $10,000 grant is to enable the Hope Centre to develop an application towards Social Services Accreditation. The grant will be utilised towards a quality assurance self-review, development of policies and procedures where required, as well as producing the application.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

38. The local board has an important role representing Waiheke’s local community views when advocating to and collaborating with the Governing Body, Local Government New Zealand (LGNZ) and central government in planning and policy. The local board also plays a key role in supporting local community-led housing initiatives.

39. The process of developing an application will assist the Hope Centre with future strategic planning and capacity building, even if social services accreditation is not achieved.

Ngā koringa ā-muri

Next steps

40. Following its adoption, the Waiheke Local Board Housing Strategy 2019-2021 will be used as a framework to inform actions and initiatives in relation to housing in Waiheke.

41. Should the local board approve the recommended grant, Community Empowerment Unit staff will work with the Waiheke Hope Centre Trust to develop a funding agreement.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Waiheke Local Board Housing Strategy 2019-2021	41

Ngā kaihaina

Signatories

Author

Fiona Gregory – Strategic Broker.

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Helgard Wagener - Relshp Mgr - Great Barrier and Waiheke

Waiheke Local Board

28 March 2019

Waiheke Volunteer Week 2019

File No.: CP2019/03753

Te take mō te pūrongo

Purpose of the report

1. To approve a grant of $2,000 to Community Networks Waiheke (CNW) to support delivery of the annual Volunteer Week celebration.

Whakarāpopototanga matua

Executive summary

2. The Waiheke Local Board has $2,000 available within its 2018/2019 work programme (line 107) for a volunteer day to recognise and celebrate the contributions of volunteers to the local community.

3. Community Networks Waiheke (CNW) organises an annual Volunteer-recognition event at Piritahi Marae to celebrate the significant impact volunteers make on the island. The event raises the profile of volunteering and helps to ensure Waiheke volunteers are acknowledged and valued for their contributions. This year CNW also proposes to create a short film that will complement the event by showcasing the strengths and skills volunteers contribute to the community.

4. The local board has historically provided funding to CNW in support of the event, including a grant of $1,500 in 2018.

5. It is recommended that the local board grant $2,000 to CNW to support the delivery of the annual Volunteers Day celebration and the production of a short film about volunteering on Waiheke.

Te tūtohunga

Recommendation

That the Waiheke Local Board:

a) approve a grant of $2,000 from the 2018/2019 work programme ‘Volunteer Day’ line to Community Networks Waiheke (CNW) to support delivery of the 2019 Volunteer celebration.

Horopaki

Context

6. The Waiheke Local Board has $2,000 available within its 2018/2019 work programme (line 107) for a ‘Volunteer Day’ to recognise and celebrate the contributions of volunteers to the local community.

7. CNW, formerly known as Waiheke Island Council of Social Services (WICOSS), is a network of and collective voice for non-profit agencies and groups supporting the community of Waiheke.

8. CNW provides an annual volunteer event to acknowledge volunteers for their service to the Waiheke community. The free event comprises a mid-winter dinner held at Piritahi Marae for up to 100 volunteers nominated by their respective community groups. The event will be held during National Volunteer Week, 16 - 22 June 2019.

9. In addition to the event, CNW proposes to create a short film highlighting the roles played by volunteers in the Waiheke community.

Tātaritanga me ngā tohutohu

Analysis and advice

10. Waiheke has a large number of volunteers who support a wide range of non-profit organisations from across social services, environment, arts, sports and events. Volunteers provide a valuable service by contributing their skills and time to achieve positive outcomes for the organisations they work for and the Waiheke community.

11. CNW’s volunteer event is delivered by the community for the community. As CNW’s role is to support non-profit agencies and community groups, it has a wide reach that enables community participation. CNW’s Volunteer Week dinner is a well-attended event that brings together volunteers of all ages from across the community.

12. Feedback from previous CNW events suggests that National Volunteer Week in June is a more suitable time for an annual volunteer event on Waiheke rather than the annual Volunteer Day in December. Piritahi Marae has been chosen as the most suitable venue for the event, as the community marae is inclusive of people from diverse cultural backgrounds and the whare kai is accessible to those with mobility issues.

13. The Volunteer Week event promotes community building by helping volunteers feel valued, enabling volunteers to share their stories and creating connections across organisations. The event acknowledges the contributions of volunteers at all levels of involvement.

14. CNW’s proposed short film will complement the Volunteer Week event by showcasing the strengths and skills volunteers give to the community. It will raise awareness about volunteering and its positive impacts on Waiheke. The short film will be shown regularly at Waiheke Cinema, which screens locally made films prior to the main feature. It will also be available on the CNW website and social media.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

15. The proposed decision has no identified impacts on other parts of the council group. The views of council-controlled organisations were not required for the preparation of this report.

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

Local impacts and local board views

16. CNW’s proposed Volunteer Week celebration aligns with the Waiheke Local Board Plan 2017 Outcome 4: Thriving, Strong and Engaged Communities. The plan recognises that ‘our volunteers play an important role in fostering community identity and looking after our environment’.

17. The local board indicated support for CNW’s proposed event at a workshop with staff on 21 February 2019.

Tauākī whakaaweawe Māori

Māori impact statement

18. The Volunteer Week event will be held at Piritahi Marae and the short film will feature the mahi aroha of Māori volunteers in the Waiheke community.

Ngā ritenga ā-pūtea

Financial implications

19. CNW’s budget for Volunteer Week is $2,000 in total, which includes $1,200 for event expenses and $800 towards the cost of the short film. CNW will seek additional grant funding and volunteers to assist with the film production.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

20. CNW has a well-established record of successfully delivering Volunteer Week events so the project is low risk for the Waiheke Local Board.

21. If CNW is not able to obtain additional funding for the film, it may take longer to complete and may not be available for this year’s volunteer event, although it will still be screened at Waiheke Cinema and on social media. CNW intends to collaborate with Waiheke Cinema on the production of the film.

Ngā koringa ā-muri

Next steps

22. Following approval from the local board, staff will prepare a funding agreement with CNW.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Fiona Gregory – Strategic Broker.

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Helgard Wagener - Relshp Mgr - Great Barrier and Waiheke

Waiheke Local Board

28 March 2019

Auckland Transport Waiheke Local Board update March 2019

File No.: CP2019/01654

Te take mō te pūrongo

Purpose of the report

1. To provide an update to the Waiheke Local Board on transport related matters in their area including the Local Board Transport Capital Fund (LBTCF).

Whakarāpopototanga matua

Executive summary

2. This update report includes an update on the speed by law consultation, the closing date and the process of the consultation.

3. It also includes an update on the wharf maintenance and the downtown redevelopment.

Ngā tūtohunga

Recommendation

That the Waiheke Local Board:

a) receive the Auckland Transport Waiheke Local Board update March 2019.

Horopaki

Context

4. This report addresses transport related matters in the Waiheke area and includes information on the status of the Local Board Transport Capital Fund.

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

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

· be safe

· not impede network efficiency

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

Local Board Transport Capital Fund current status.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

Speed bylaw

8. Consultation on the speed bylaw is open until the 31st March 2019.

9. The bylaw will contain a complete list of the roads proposed for speed limits changes and will include information on their current speed limits and the new proposed speed limits.

10. Following consultation the feedback will be analysed and any required changes made. The Auckland Transport Board will then make and pass the new bylaw with the recommended changes.

11. Once consultation on the bylaw is complete and the bylaw is adopted there will need to be changes of signage and sometimes supporting engineering measures to encourage driving at slower speeds. These measures could include installing raised zebra crossing, raised tables, speed humps and narrowing roads.

12. If speed reduction is an important issue for the people of Waiheke, this is the forum for the community to share their views with Auckland Transport.

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

Local impacts and local board views

Planned Renewal Works at Matiatia

13. The next series of maintenance works on Matiatia New Wharf will be recommenced in April 2019.

14. The total package of these works include: steel corrosion treatment to pontoon/stairs components, connections/squishes; canopy and downpipe repairs/replacement; handrail upgrade and repairs.

Planned Renewal Works at Kennedy Point

15. Work continued to finalise traffic management plan arrangements for the next phase of the seawall renewal works at Kennedy Point.

16. The replacement of sheet pile wall and installation of fender system at front of sheet pile wall, and septic tank renewal is planned for completion from April 2019 onwards.

Downtown Ferry Terminal Redevelopment

17. Work continues to refine the design for the redevelopment of the Downtown Ferry Terminal.

18. Public hearings are expected to be held in March 2019.

10-year transport Strategy

19. Auckland Transport has been working with the board and the transport forum on establishing priority projects for Waiheke over the next 10 years.

20. This work is being led by the Planning and Investment team within Auckland Transport and has been supported by the Executive Leadership Team.

21. There will be consultation with the community in the next few months, following this it will be adopted by the board and Auckland Transport as a living document.

CCTV

22. Auckland Transport has completed the installation of CCTV cameras at Matiatia and Owhanake carparks.

23. The board requested the cameras as a result of crime to vehicles in the carparks. The board and Auckland Transport jointly funded the installation of the cameras, as it will also help us to get a better understanding of how vehicles interact with the space to improve the designs when the upgrade of Matiaita is complete.

Scooter Awareness Programme

24. Auckland Transport is promoting awareness of scooters on Waiheke. Evidence suggests that Waiheke has a higher than average crash rate for scooters.

25. There is a billboard campaign to remind all road users to be aware of each other and to look out for scooters in particular.

Tauākī whakaaweawe Māori

Māori impact statement

26. Interactions with mana whenua is done on a project specific basis. There is no direct impact as a result of this report.

Ngā ritenga ā-pūtea

Financial implications

27. There are no financial implications by receiving this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

28. The proposed decision of receiving the report has no risks. Auckland Transport has risk management strategies in place for the transport projects undertaken in the local board area.

Ngā koringa ā-muri

Next steps

29. Auckland Transport will provide another update report to the local board in April 2019.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author	Melanie Dale - Elected Member Relationship Manager, Auckland Transport
Authoriser	Jonathan Anyon - Manager Elected Member Relationship Unit, Auckland Transport

Waiheke Local Board

28 March 2019

Proposed kauri dieback mitigation in local parks in the Waiheke Local Board area

File No.: CP2019/02434

Te take mō te pūrongo

Purpose of the report

1. To endorse high level kauri protection actions for local parks and reserves within the Waiheke Local Board area, ahead of the development of a detailed kauri dieback mitigation programme in mid-2019.

Whakarāpopototanga matua

Executive summary

2. To prevent the spread of kauri dieback and protect healthy kauri, staff have analysed all local parks and reserves in the Auckland region and developed recommended high level mitigation measures for each park.

3. This interim report provides the results of the prioritisation of local parks and reserves in the Waiheke Local Board area. The report also seeks endorsement of the recommended high level kauri protection actions prior to the development of a detailed programme of works.

4. A detailed kauri dieback mitigation programme will be presented to the board for approval at a mid-2019 business meeting. The report will identify specific works for each park and the associated implementation costs and timeframes.

5. There are approximately 350 local parks throughout the Auckland region that contain kauri. Protection of healthy kauri is the primary objective of council’s kauri dieback management approach.

6. Following the introduction of the natural environment targeted rate, additional funding is available to support the management of kauri dieback in the Auckland region. This funding is prioritised to support the protection of high value kauri ecosystems and minimise the risk of spreading kauri dieback.

7. To ensure consistency across local boards, the 16 parks in the Waiheke Local Board have been evaluated in accordance with the kauri dieback management prioritisation matrix. As a result four Category A parks (Te Aroha Reserve Accessway, Fisher Road, McKenzie Reserve, and Te Matuku to Awaawaroa Walkway) will be prioritised for further detailed scoping to confirm spread control measures, and five Category B parks will be signposted to discourage public access (see Attachment A). In addition a number of Category C parks will be investigated to see if phytosanitary station recommendations are warranted.

8. Recommended mitigation measures are high level and focus on asset solutions, which could include track upgrades, re-alignment or re-routing of tracks, installation of boardwalks, and installation of hygiene stations. Non-asset solutions such as awareness raising and education around the importance of using hygiene stations at entry points will also be undertaken.

9. A list of all the local parks in the local board area that contain kauri, and recommended high level kauri dieback mitigation measures is appended to this report as Attachment A. Copies of the recreational assessments for two Category A parks have been included as Attachment B to this report.

10. Further investigations are required to determine the exact nature of the necessary kauri protection works for each park in the local board area, as well as the costs and achievable timelines. These investigations will be completed in April 2019 and the results presented to the board as part of the detailed kauri dieback mitigation programme at a mid-2019 business meeting.

Ngā tūtohunga

Recommendations

That the Waiheke Local Board:

a) endorse the following high level kauri protection measures for local parks and reserves:

i) undertake detailed investigations to determine appropriate mitigation measures (such as track upgrades, track re-alignment, track re-routing, or other physical works)

ii) temporary closure of at-risk tracks within McKenzie Reserve (Category A) until mitigation works are completed to protect symptom free high value kauri ecosystems

iii) temporary closure of Te Aroha Reserve Accessway (Category A) to non-residents until mitigation works are completed to protect symptom free high value kauri ecosystems

iv) maintain temporary closure of the following Category A parks until mitigation works are completed to protect symptom free high value kauri ecosystems:

· Fisher Road

· Te Matuku to Awaawaroa Walkway

v) discourage public access through barrier planting and signage in Category B parks

vi) note that the remaining parks are considered to be lower value kauri ecosystems that will undergo investigations to determine appropriate mitigation measures, which in some cases may include the installation of cleaning stations at strategic locations.

b) endorse the General Manager Environmental Services and General Manager Parks, Sport and Recreation, in consultation with the Waiheke Local Board chair, to exercise their delegation to undertake any additional temporary closures deemed necessary as further investigations are completed

c) note that a detailed kauri dieback mitigation programme with costs and timelines will be developed and submitted to a local board business meeting in mid-2019 for approval.

Horopaki

Context

Natural environment targeted rate funding to support the management of kauri dieback in local parks

11. In June 2018 the governing body adopted Auckland Council’s ten-year budget for the period 2018-2028. This included a natural environment targeted rate which will provide $311 million of additional investment towards environmental outcomes over the next decade (resolution GB/2018/91).

12. Funding has been identified within the plant pathogen workstream of the natural environment targeted rate programme to support the management of kauri dieback. Along with existing local board renewals budgets, this funding will support the provision of physical works such as upgrades of tracks in parks with high-value kauri across the local parks and reserves network.

13. Funding from the natural environment targeted rate will be integrated with existing renewals budgets where available. This funding will be focused on tracks, or sections of tracks where kauri are located within 30 metres of the track, and where the park has been identified as high priority (Category A) in accordance with the categorisation process detailed in the analysis and advice section of this report.

14. On Waiheke, kauri dieback mitigation will be undertaken in conjunction with the Gulf Islands Pest Management Programme, which is also supported by natural environment targeted rate funding.

Overview of the kauri dieback mitigation programme

15. There are approximately 350 local parks throughout the Auckland region that contain kauri. The funding available from the natural environment targeted rate will not be able to provide for the protection of all kauri in the region.

16. To manage investment across the region, a risk-based prioritisation approach has been applied. Local parks have been analysed in terms of kauri ecosystem value, recreational value and kauri health status, noting that the council’s primary objective is the protection of healthy kauri.

17. This report focuses on the results of the prioritisation of local parks and reserves and the high level kauri protection measures recommended for each prioritisation category.

Tātaritanga me ngā tohutohu

Analysis and advice

Establishing kauri dieback management prioritisation categories for local parks

18. There are 16 local parks and reserves within the Waiheke Local Board area. Each park was assessed and prioritised on the following basis:

· the value of the kauri ecosystem, which was classified as high, medium or low. A kauri ecosystem value was assigned by council ecologists based on the work undertaken by Singers et al (2017): Indigenous terrestrial and wetland ecosystems of Auckland

· the health status of the kauri, which was noted as infected, possibly infected or symptom free. This information was sourced from the council’s active surveillance programme, which includes soil sampling

· the recreational value of the park, which was identified as high, medium or low. Staff analysed key recreational activities such as recreational trails, active transport, visitor destinations, volunteer activity and sports and recreation use. Reviews of reserve management plans (if applicable) and any other relevant strategic documents were undertaken.

19. Each local park has been assigned to one of four kauri dieback management prioritisation categories, as shown in Figure 1.

Figure 1. Kauri dieback management prioritisation categories.

Identifying high level kauri dieback mitigation measures for local parks and reserves

20. Precautionary closures have taken place at Fisher Road Reserve and Te Matuku to Awaawaroa Walkway to protect high value kauri ecosystems. These closures have been supported by Forest and Bird and the wider community.

21. In the context of kauri dieback mitigation, kauri-safe means that a track has a dry, mud-free surface 100 metres along the track before and after the location of kauri or kauri roots. This can be achieved in a variety of ways including boardwalks, box steps, applying soil confinement membranes and providing aggregate cover.

22. Further investigations are required to determine the exact nature of the works recommended, their costs and feasible timelines for delivery. Investigations will be undertaken by a team of asset management experts and biosecurity staff.

23. Investigations began in March 2019 and are expected to be completed by April 2019. Findings will inform the development of a detailed kauri dieback mitigation programme which will be submitted to a local board business meeting in mid-2019 for consideration and approval.

24. A list of the local parks in the local board area that contain kauri and recommended high level kauri dieback mitigation measures is appended to this report as Attachment A.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

25. The recommendations in this report have been developed through collaboration between council’s Environmental Services department, Parks, Sports and Recreation department and Community Facilities department.

26. Representatives from these key departments are working as part of a dedicated and ongoing project team to ensure that all aspects of the kauri dieback mitigation programme are undertaken in an integrated manner.

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

Local impacts and local board views

27. In November 2018 a workshop was held with the local board on the natural environment targeted rate work programme and included discussion on kauri dieback management. The board were supportive of protecting kauri and preventing the spread of kauri dieback disease within their local board area.

28. Closing tracks in parks or reserves will have an impact on recreational activities available to communities in the local board area. Recreational assessments were undertaken to help determine the recreational value of each local park. Along with kauri ecosystem value and health status, park recreational values form the basis of the categorisation process used to determine suitable kauri dieback mitigation measures.

Tauākī whakaaweawe Māori

Māori impact statement

29. Kauri is a keystone species that supports a distinct New Zealand forest ecosystem, sustaining indigenous flora and fauna. Kauri is a taonga species. Auckland Council, in partnership with mana whenua, have a responsibility for the protection of the spiritual, economic and ecological values associated with this taonga and the ecosystems it supports.

30. Tāmaki Makaurau mana whenua kaitiaki kaimahi representatives have stressed the importance of the kauri species and expressed a desire to work more closely with the council and the Department of Conservation. Staff will work with mana whenua on the approach to kauri dieback on a site by site basis, where appropriate.

Ngā ritenga ā-pūtea

Financial implications

31. In May 2018, the Governing Body approved a natural environment targeted rate to support environmental initiatives, including addressing kauri dieback. The rate will raise $311 million over the duration of the Long-term Plan 2018-2028 (resolution GB/2018/91).

32. The costs of the mitigation measures proposed in this report will be supported by the natural environment targeted rate. Where track works are already programmed in the renewals budget, additional works required to protect kauri, such as removing muddy sections of track where kauri are at risk, will be funded by the natural environment targeted rate.

33. Detailed design work will be undertaken as part of the kauri dieback mitigation programme development for the local board area. This work will identify the level of funding required and clarify funding sources for the recommended works.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

34. Closing tracks in parks and reserves, whether temporary (until upgrade works are completed) or indefinitely (where upgrade works are not recommended) will have an impact on the recreational activities available in the local board area. This may result in additional recreational pressure on other parks and reserves.

35. To mitigate this risk, information will be provided to the public about alternative recreational activities. As part of the kauri dieback education campaign, the public will be provided with information about the reasons for the closures and the objectives of the kauri dieback mitigation programme.

36. There is also a risk of non-compliance, where mitigation measures are disregarded by the public, particularly with respect to track closures (where tracks continue to be used despite closure notices) and hygiene stations (where hygiene stations are not used, or not used correctly).

37. Risk mitigation includes the provision of appropriate information and effective implementation of track closures, including signage, physical barriers and other site-specific measures such as barrier planting.

Ngā koringa ā-muri

Next steps

38. Following the local board’s decision on the recommendations provided in this report, staff will develop a kauri dieback mitigation programme for each park in the local board area. The recommended mitigation measures will include an indicative cost and delivery timeframe.

39. A report detailing the recommended kauri dieback mitigation measures for local parks in the Waiheke Local Board area will be submitted to the board for decision at a mid-2019 business meeting.

Ngā tāpirihanga

Attachments

No.	Title	Page
a	List of local parks and reserves in the Waiheke Local Board area and recommended high-level kauri dieback mitigation measures
b	Recreational assessments of Awaawaroa to Te Matuku Bay track and Fisher Road accessway

Ngā kaihaina

Signatories

Author

Phil Brown – Biosecurity Manager

Authorisers

Gael Ogilvie – General Manager Environmental Services

Mace Ward - General Manager Parks, Sports and Recreation

Barry Potter - Director Infrastructure and Environmental Services

Helgard Wagener - Relshp Mgr - Great Barrier and Waiheke

Waiheke Local Board

28 March 2019

Waiheke Governance Pilot Activity Update 2 to February 2019

File No.: CP2019/02794

Te take mō te pūrongo

Purpose of the report

1. To update the Waiheke Local Board on progress with the Waiheke Governance Pilot.

Whakarāpopototanga matua

Executive summary

2. The three year Waiheke Governance Pilot has been running since mid-January 2018. In June 2018 the pilot manager provided his first formal report to the Waiheke Local Board.

3. Since that time work continues to resolve issues and progress projects identified by the Waiheke Local Board as a priority. Progress is being made in all areas although in some cases investigations may not lead to the outcomes initially sought.

4. Since the first report, mechanisms to introduce a visitor levy to address visitor impacts on Waiheke infrastructure are being investigated, and a relationship agreement between the Waiheke Local Board and Auckland Transport is being drafted.

5. The pilot manager will take on additional decision-making functions to address identified gaps in operations delivery on Waiheke. Auckland Transport has also reviewed its structure and priorities and is furthering the idea of a Waiheke operations manager role for the Hauraki Gulf.

6. Council’s Research and Evaluation unit is about to commence its first formal evaluation of the Waiheke pilot.

Ngā tūtohunga

Recommendation

That the Waiheke Local Board:

a) note that the report and any board resolutions will be forwarded to all other local boards and the Joint Governance Political Working Party for their consideration

Horopaki

Context

Background

7. The three year Waiheke Governance Pilot was established to test the impacts and value of giving the Waiheke Local Board more decision-making authority. Its first formal report to the Waiheke Local Board in June 2018 highlighted progress on a number of areas including agreeing future use and development at Matiatia, a feasibility study being undertaken for a community swimming pool and addressing issues at Rangihoua/Onetangi Sports. It also noted progress being made on developing a closer working relationship with Auckland Transport.

8. This is the second formal pilot update report. More detailed background and discussion on the pilot manager’s experience and reflections can be found in the June 2018 report as these are still broadly relevant and accurate.

Work programme status

9. The pilot has now been running for 15 months. The below table lists the pilot priorities as agreed with the Waiheke Local Board which are currently being investigated and their status.

Issue/project	Current status
Taking a lead on deciding the future use and development of public land at Matiatia	· A Stage 1 outcomes statement and land use areas plan has been drafted and is awaiting Ngati Paoa input before being consulted on · Auckland Transport has completed its strategic case seeking NZTA match funding to enable transport infrastructure enhancement, particularly parking as outlined in the Regional Land Transport Plan · Commercial leases have been transferred from Panuku Development Auckland to Auckland Council Community Facilities enabling direct local board governance of future leases
Resolving longstanding conflicts of uses at Rangihoua/Onetangi Sports Park	· Consultation ahead of developing a reserve management plan for this land closed on 20 February and the Waiheke Local Board has established a committee to consider and approve a draft plan ahead of the coming elections
Making progress on establishing a community swimming pool for Waiheke Island	· Investigations into siting a community pool on land at Te Huruhi School have now been completed and initial stakeholder discussions are underway. · The feasibility study confirms a pool can be built on the site although there are constraints and capital and operational costs may be prohibitive
Agreeing ways of collaborative working and shared decision making with Auckland Transport	· Auckland Transport is investigating creating a new position of a transport operations manager role for the Hauraki Gulf Islands in recognition of the value the role will have in advancing transport operations on Waiheke · Auckland Transport and the Waiheke Local Board have completed a draft of a relationship agreement between the parties. This is the first such agreement and aims to formalize and detail the working relationship · Auckland Transport is well advanced with the development of a Waiheke specific ten-year transport plan · Auckland Transport staff participate in the local board’s Transport Committee
Investigating a visitor levy to fund impacts on public infrastructure	· Mechanisms to collect the levy are being investigated. No regulatory tools are currently available so discussions with transport operators seeking support for the proposal are underway

Other matters

10. As well as the above investigations, or sometimes as an offshoot of these, other matters come up for consideration and where time and priorities permit, these are investigated. A recent example is exploring ways to improve the Waiheke Local Board’s input into resource consent notification decisions.

11. The June 2018 report recommended that additional authority for the pilot manager be further investigated as more information and analysis is available as the pilot progresses. This has resulted in recent agreement to extent the influence of the pilot manager to an agreed range of operations activities for the remainder of the pilot.

12. The second stage formal evaluation of the pilot and what it has achieved is about to be commenced by Council’s Research and Evaluation unit (RIMU). At the start of the pilot RIMU undertook baseline surveying of the Waiheke community, staff with a role on Waiheke and Waiheke Local Board members. Progress will be tracked by repeating these surveys and reviewing the pilot managers detailed work record. Results will be reported back to the Waiheke Local Board, the Joint Governance Political Working Party, staff and the community.

Tātaritanga me ngā tohutohu

Analysis and advice

13. The June 2018 report listed success factors and constraints which, eight months on, are broadly still accurate. For the most part staff have bought into the pilot and awareness of it continues to grow. A number of staff have spoken to the pilot manager about things they see and ideas they have for improvement. This is positive and has benefited both the pilot manager’s work and outcomes.

14. Improvements in the working relationship between Auckland Transport and the Waiheke Local Board are continuing. Agreement to develop the 10-year transport plan, a relationship agreement and most recently investigating a new transport operations manager role for the gulf islands demonstrate Auckland Transport’s commitment to improve the transport

15. The Waiheke Local Board continues to be a strong supporter of the pilot and is generally pleased with how it is going. Board members would clearly like to see more done and the proposed tweaking in the pilot mangers duties is intended to assist with this.

16. Success with the Waiheke community is perhaps less evident yet but the overall work of the pilot, the efforts and resources being put in by and various departments and Auckland Transport changes are expected to bear fruit in future. The coming RIMU formal evaluation of the pilot will be a gauge of how the Waiheke community rates Auckland Council, Auckland Transport and the Waiheke Local Board half way through the pilot.

17. The current plan to extend the pilot managers duties to include some operations decision-making is a direct result of what the pilot manager has been seeing in the 15 months the pilot has been operating. The pilot managers observations are that despite willingness, some operational processes are not assisting with delivery. Current priorities, thinly spread resources and the scale and complexity of operations which tend to make it harder to achieve focus on local matters.

18. It is expected that giving the pilot manager a direct line to operations staff and management will help address these issues. Some concerns have been expressed about this proposal adversely impacting on the pilot manager’s ability to progress agreed priorities and for this reason a review has been built in after three months of this trial.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

19. The pilot manager works closely with all part of Auckland Council and Auckland Transport that manage Waiheke facing activities. Changes being made by Auckland Transport result from discussions with the pilot manager, Local Board Services staff and the Waiheke Local Board. Similarly, proposals to extend the pilot managers operations decision-making role have been made in discussion with Council’s Operations Division lead team, Local Board Services and the Waiheke Local Board.

20. The Waiheke Governance Pilot feeds into the wider governance review implementation project and reports both to the Waiheke Local Board and the Joint Governance Political Working Party.

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

Local impacts and local board views

21. The pilot manager reports to the Waiheke Local Board and his priorities are decided by the board. The pilot manager attends weekly board workshops and reports to these each month.

22. Board members are supportive of what is happening and the pilot manager is conscious of the heightened awareness of deliver with the 2019 elections approaching.

Tauākī whakaaweawe Māori

Māori impact statement

23. Mana whenua and mataawaka are and will be engaged in specific issues and projects where an interest is identified. The pilot manager continues to seek engagement with Ngāti Paoa on a number of matters in particularly the Matiatia Plan given the known importance of Matiatia Bay to Ngati Paoa. A number of issues within Ngati Paoa re currently constraining engagement.

Ngā ritenga ā-pūtea

Financial implications

24. A number of matters that the pilot manager is seeking to advance have been constrained because they are not on a work programme, no council unit considers it has ownership or there is no budget. The inclusion of some operational decision-making for the pilot manager is expected to assist in this regard by enabling work to be reviewed and reprioritised.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

25. The top risks for the Waiheke pilot continue to be that it doesn’t achieve its goal of ‘success by trailing new ways of working on Waiheke’, or go far enough for the Waiheke Local Board. The initiatives and changes outlined in this report are expected to assist in delivery.

26. The second stage RIMU evaluation will also provide useful information on how the pilot is being perceived and received by the Waiheke community, local board and staff.

Ngā koringa ā-muri

Next steps

27. The RIMU evaluation and the three months operations decision-making review are both expected around mid-year and will provide important information on how the pilot is going.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author	John Nash - Programme Manager,Waiheke & Gulf Islands
Authoriser	Helgard Wagener - Relshp Mgr - Great Barrier and Waiheke

Waiheke Local Board

28 March 2019

2019 Local Government New Zealand Conference and Annual General Meeting

File No.: CP2019/03381

Te take mō te pūrongo

Purpose of the report

1. To inform local boards about the Local Government New Zealand (LGNZ) Conference and Annual General Meeting (AGM) in Te Whanganui-a-Tara Wellington, from Sunday 7 July to Tuesday 9 July 2019, and to invite local boards to nominate elected members to attend.

Whakarāpopototanga matua

Executive summary

2. The LGNZ Conference and AGM takes place at the TSB Arena, Te Whanganui-a-Tara Wellington from 1.30pm Sunday 7 July to 12.30pm on Tuesday 9 July 2019.

3. Local board members are invited to attend the conference. As the venue for 2019 is in Te Whanganui-a-Tara Wellington and given the cost of elected member attendance, staff recommend that one member per local board attend.

4. The Governing Body can select up to five Governing Body members to attend the conference.

5. In addition to the official delegates, LGNZ requires prior notice of which local board members plan to attend the AGM. Members wishing to attend are asked to register their intention with the Kura Kāwana programme by Friday 12 April 2019 so that this information can be provided to LGNZ.

Ngā tūtohunga

Recommendations

That the Waiheke Local Board:

a) nominate one elected member to attend the Local Government New Zealand 2019 Conference and Annual General Meeting in Te Whanganui-a-Tara Wellington, from Sunday 7 July to Tuesday 9 July 2019.

b) confirm that conference attendance, including travel and accommodation, will be paid for in accordance with the current Auckland Council Elected Member Expense Policy.

c) note that any members who wish to attend the AGM must provide their names to the Kura Kāwana programme team by Friday 12 April 2019 to ensure that they are registered with Local Government New Zealand.

Horopaki

Context

6. This year, the LGNZ conference and AGM will be held at the TSB Arena, Te Whanganui-a-Tara Wellington, from Sunday 7 July to Tuesday 9 July 2019. The AGM will commence at 1.30pm on Sunday 7 July 2018, with the conference programme commencing at 4.30pm on that day and concluding at 12.30pm on Tuesday 9 July 2019.

7. The conference programme has the theme ‘Riding the localism wave: Putting communities in charge’. The high-level programme is attached to this report (refer Attachment A).

8. The AGM takes place on the first day of the conference. The LGNZ constitution permits the Auckland Council to appoint four delegates to represent it at the AGM, with one of the delegates being appointed as presiding delegate.

9. Elected members who hold LGNZ roles are:

Mayor Phil Goff	Metro Sector representative on the National Council
Councillor Penny Hulse	Chair of Zone One and Zone One representative on National Council, Member Conference Committee
Deputy Mayor Bill Cashmore	Auckland Council representative on Regional Sector
Councillor Wayne Walker	Auckland Council representative on Zone One
Councillor Alf Filipaina	LGNZ Te Maruata Roopu Whakahaere
Councillor Richard Hills	Member Policy Advisory Group
Waitematā Local Board Chair Pippa Coom	Member Governance and Strategy Advisory Group

10. Traditionally the four AGM delegates have been the Mayor, the Chief Executive and two Governing Body members who hold LGNZ roles.

11. The Governing Body will consider an item on AGM attendance at its meeting on 28 March 2019, which will include the recommendation that Mayor Phil Goff be the presiding delegate and the other three delegates be comprised of either:

· two members of the Governing Body who hold a formal representation role with LGNZ and the Chief Executive, or

· one member of the Governing Body who holds a formal representation role with LGNZ and the Chief Executive, and a local board member.

12. Delegates in 2018 were:

· Mayor Phil Goff

· Deputy Mayor Bill Cashmore

· Councillor Penny Hulse

· Local Board Chairperson Pippa Coom.

Tātaritanga me ngā tohutohu

Analysis and advice

13. Local board members are invited to attend the conference. As the venue for 2019 is in Te Whanganui-a-Tara Wellington and given the cost of elected member attendance, it is recommended that one member per local board attend.

14. This means that a maximum of 26 Auckland Council elected members would attend the conference.

15. Delegates who attend are encouraged to report back to their local boards.

16. In addition, local board members can attend the AGM as observers, or as a delegate (depending on the Governing Body decision), provided their names are included on the AGM registration form, which will be signed by the Mayor.

17. LGNZ requires prior notice of which local board members plan to attend the AGM. Members wishing to attend are asked to register their intention with the Kura Kāwana programme by Friday 12 April 2019 so that this information can be collated and provided to LGNZ.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

18. The Governing Body will also consider an item on conference attendance at its meeting on 28 March 2019 which will include the recommendations that the Mayor is appointed presiding delegate to the AGM and that three other delegates be appointed (one of which may be a local board member). It is recommended that these delegates also attend the LGNZ conference, along with any other Governing Body members up to a total of five attendees.

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

Local impacts and local board views

19. The LGNZ Conference has relevance to local board members and their specific roles and responsibilities and is in line with the purpose provided for in the elected member development budget.

Tauākī whakaaweawe Māori

Māori impact statement

20. The LGNZ National Council has a sub-committee, Te Maruata, which has the role of promoting increased representation of Māori as elected members of local government, and of enhancing Māori participation in local government processes. It also provides support for councils in building relationships with iwi, hapu and Māori groups. Te Maruata provides Māori input on development of future policies or legislation relating to local government. Councillor Alf Filipaina is a member of the sub-committee. Te Maruata will hold a hui on 6 July 2019.

Ngā ritenga ā-pūtea

Financial implications

21. The normal registration rate is $1410 (early bird) or $1510 (standard).

22. Costs of attendance for one member from each local board are to be met from the elected members’ development budget, as managed by the Kura Kāwana Programme.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

23. The key risk is of delayed decision-making impacting costs and registration choices.

24. The sooner the registration for the nominated local board member can be made, the more likely it is that Auckland Council can take advantage of early bird pricing for the conference and flights, all done via bulk booking.

25. Delayed information may also impact registration into preferred conference streams or events.

Ngā koringa ā-muri

Next steps

26. Once members are confirmed to attend, the Kura Kāwana programme will co-ordinate and book all conference registrations, as well as requests to attend the AGM.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Programme for 2019 LGNZ conference and AGM	71

Ngā kaihaina

Signatories

Author

Linda Gifford - Programme Manager Kura Kawana

Authorisers

Louise Mason - GM Local Board Services

Helgard Wagener - Relshp Mgr - Great Barrier and Waiheke

Waiheke Local Board

28 March 2019

Allocation of funding to Citizens Advice Bureaux

File No.: CP2019/03431

Te take mō te pūrongo

Purpose of the report

1. To seek local board feedback on the proposed new model for allocating funding to Citizens Advice Bureaux (CAB), and on increasing the baseline grant to Auckland Citizens Advice Bureaux Incorporated (ACABx) by $200,000 in 2019-2021.

Whakarāpopototanga matua

Executive summary

2. There are 32 CAB sites in the Auckland region, which are operated by 11 separate CAB organisations. Bureaux staff and volunteers offer free information, advice, referral and client advisory service to local communities.

3. Local boards hold relationships with their local bureaux, which report on service usage and other matters of interest to the community.

4. In 2018/2019 council granted $2.067 million to ACABx, which was conditional on staff and ACABx jointly developing a new funding model to be agreed by 1 April 2019.

5. The new model developed with ACABx is population-based with a deprivation factor to reflect communities with high needs and access constraints.

6. Feedback is sought from the local board on the new funding model and the retention of the additional $200,000 to baseline funding of $1.867 million provided to ACABx in 2018/2019.

7. Local board feedback will be included in the report to the Environment and Community Committee in May 2019 to approve a new funding model for CAB.

Ngā tūtohunga

Recommendation

That the Waiheke Local Board:

a) consider feedback on the new model for allocating funding to Citizens Advice Bureaux (based on 90 per cent population and 10 per cent deprivation), and on increasing the baseline grant to Auckland Citizens Advice Bureaux Incorporated by $200,000 in 2019-2021 (refer to Attachment A to the agenda report).

Horopaki

Context

8. Auckland Citizens Advice Bureau Incorporated (ACABx) was established in 2012 to provide a support structure for funding from council and other bodies, as well as the development of a strategic direction for the service in the Auckland region.

9. Currently there are 32 Auckland CAB sites in 18 local board areas (refer Attachment B). There are no sites in Franklin, Great Barrier and Upper Harbour.

10. Auckland bureaux are members of ACABx and Citizens Advice Bureau New Zealand (CABNZ). The role of CABNZ is to support membership standards and influence development of social policies and services at a national level.

11. In 2018, a joint working group of council staff and ACABx was established to develop a new funding model for Auckland bureaux.

Auckland Council funding of CAB

12. In 2018/2019, council granted $1.867 million to ACABx, which distributes funding to bureaux to provide services across Auckland.

13. Through council’s 10-year Budget 2018-2028, an additional one-off grant of $200,000 was approved to maintain and develop the service in the 2018-2019 financial year (resolution number GB/2018/91). The ACABx board have distributed $90,300 of this grant to bureaux facing financial pressure (Helensville, CAB Auckland City, Māngere). The remaining funds will be used to test new ways of delivering the service and develop a regional network provision plan.

14. Council provides accommodation for bureaux at minimal cost under community lease arrangements, which is equivalent to a $641,000 subsidy per annum. In addition to the funding through ACABx, some local boards also provide grants to bureaux for specific purposes.

15. The Environment and Community Committee set four conditions for the 2018/2019 operational grant, as shown in Table 1 below: (resolution number ENV/2018/48)

Table 1: Funding conditions 2018/2019

Funding condition	Progress to date
A joint review between Auckland Council and ACABx of the funding model	· Joint working group established · Considered what to include in the funding model · Agreed a new funding model and transitional arrangements
Updated Strategic Relationship Agreement to include the development of a regional network provision plan	· Revised Strategic Relationship Agreement signed between Auckland Council and ACABx with scoping and timeline for regional network provision planning to be agreed by June 2019
Improved reporting and access to consistent data on the service provided at regional and site level	· Council, CABNZ and ACABx jointly developed new report templates for bureaux to provide data and commentary on their activities · CABNZ is currently rolling out an improved database and data collection system (CABNET) which will impact the Q3/Q4 reports for 2018/2019
Strengthened and more strategic relationships between local boards and bureaux	· The revised Strategic Relationship Agreement sets out guidance on the relationship between local boards and bureaux

Tātaritanga me ngā tohutohu

Analysis and advice

Current funding model

16. The current model allocates the funding received by ACABx to sub-regional clusters of bureaux based on 2013 census population data.

17. The current funding model was implemented by ACABx with support from council as an interim approach to transition from legacy council funding to regional funding.

Council staff model

18. In April 2016, the Regional Strategy and Policy Committee resolved to:

‘seek information from staff regarding a review of the service after consultation with the 21 local boards on the issues raised by the Māngere-Ōtāhuhu Local Board regarding Auckland Citizens Advice Bureaux Incorporated funding, to achieve greater equity and fairness, taking into consideration social issues in local communities across Auckland.’ (resolution number REG/2016/22)

19. A review of CAB services was undertaken, and council staff developed a revised funding allocation model using 70 per cent population, 25 per cent client usage, and 5 per cent deprivation. This model responded to the review findings and focused on funding to achieve greater equity and fairness.

20. This model was not supported by ACABx who strongly objected to the introduction of client usage as a funding factor.

New model from joint working group

21. The joint working group have developed a new funding model for bureaux using:

· 90 per cent population, using annual Statistics New Zealand population estimates

· 10 per cent deprivation to increase the capacity of bureaux to meet the complex needs of communities with higher levels of deprivation. This will support the development of new service approaches to increase the access to CAB services within these communities.

22. ACABx advise that this model will be difficult to implement at the current funding level as funding will be reduced to bureaux in the north, central and Ōtara. Some bureaux are experiencing financial pressure and any decline in funding would lead to a significant reduction in services.

23. If the annual grant of $1.867 million is increased by $200,000 per annum, ACABx have indicated that the new funding model could be implemented without service reductions if bureaux continue to receive funding at the 2018-2019 level at a minimum. To further moderate the redistribution impacts of the new funding model at a bureau level, population-based increases in funding would be capped at 10 per cent for 2019-2021.

24. The application of the new funding model is shown in Table 2 below:

Table 2: New funding model allocations

Bureau	2018/2019 Actual	New model (current funding)	New model (plus $200,000)	Percentage difference between 2018/2019 Actual and New model plus $200,000
Helensville	$40,365	$36,872	$40,365	0
Hibiscus Coast	$51,712	$58,713	$58,920	14
Wellsford	$38,298	$36,770	$38,298	0
CAB North Shore (5 sites)	$309,030	$250,153	$309,030	0
WaiCAB (5 sites)	$298,746	$300,401	$344,999	15
CABAC (10 sites)	$499,901	$487,965	$553,597	11
Māngere (3 sites)	$169,849	$179,162	$190,494	12
Manurewa (2 sites)	$82,775	$114,454	$118.217	43
Ōtara	$86,927	$78,215	$86,927	0
Pakuranga (2 sites)	$98,662	$109,188	$109,262	11
Papakura	$86,471	$110,844	$112,628	30
Total	$1,762,737	$1,762,737	$1,962,737	11

Note: Based on 2018-2019 funding allocated. Excludes provision for premises lease payments to Auckland Council and ACABx fee (2 per cent)

25. The new funding model developed by the joint working group is the preferred model for implementation in 2019-2021. During this period, the regional network provision plan will be developed, and council’s level of investment can be confirmed and provided for as part of the 10-year Budget 2021-2031.

26. The new model supports The Auckland Plan 2050 outcome, ‘Belonging and Participation’:

· Focus area two – Accessible services and social and cultural infrastructure that are responsive in meeting people's evolving needs

· Focus area six – Focusing the council’s investment to address disparities and serve communities of greatest need.

27. The criteria applied to assess the models were developed by the joint working group. Consideration is given to equity, responsiveness to population growth and community need. Under the Auckland Plan 2050, adopting an equitable approach means prioritising the most vulnerable groups and communities to achieve more equitable outcomes. An assessment of the funding allocation model is shown in Table 3 below:

Table 3: Funding model assessment

Criteria X does not meet ü partially meets üüfully meets	Current model	Council staff model	New model from joint working group (preferred model)
Equity	X	ü	üü
Population growth	X	üü	üü
Community need	X	üü	üü
Advantages	ACABx used the current funding model to transition to regional funding from legacy arrangements	Uses latest population estimates to reflect future growth Deprivation factor supports equity for populations with complex issues and access constraints Client usage as a proxy indicator of community need which takes into consideration that service users do not necessarily just access services in the area they live	More equitable across Auckland with population-based funding covering all the region except Great Barrier Island Uses latest population estimates to reflect future growth Targeted deprivation factor (NZDep2013, deciles 8-10) supports equity for populations with complex issues and access constraints Provides platform for Auckland Council and ACABx to work together to develop a regional network provision plan Supported by ACABx if additional funding is retained
Disadvantages	The legacy cluster funding arrangements do not provide for service development Relies on 2013 census data Does not target funding for populations with complex issues and access constraints	Not supported by ACABx because client usage data does not consider the range of complexity in interactions from simple information requests to lengthy interviews Redistribution of bureaux funding within current funding envelope could lead to service reduction unless alternative funding is sourced	Redistribution of bureaux funding within current funding envelope could lead to service reduction unless alternative funding is sourced

28. A comparative overview of the funding models is provided in Attachment C.

29. ACABx support the new model conditional on the retention of the additional 2018-2019 one‑off funding of $200,000 as part of the baseline operational grant. This increased funding level would ensure that no bureaux would lose funding when the model is implemented in 2019-2020. Increased funding enables the inclusion of the Franklin population in the new funding model.

30. ACABx has indicated that the funding for deprivation will be allocated to bureaux for initiatives to enhance access to services and to trial the development of new service models.

31. Staff support the new model as it starts to address equitable services across Auckland through population-based funding and targeted deprivation. The model provides a platform for future service growth and the development of a regional network provision plan for CAB services.

32. Staff support the addition of $200,000 to the ACABx baseline grant from 2019-2020 to implement the new model and extend service funding across the region. All bureaux will receive their current or increased level of funding if council increases baseline funding by $200,000.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

33. Council staff from across the business work cooperatively on matters concerning CAB. Council departments and units that were consulted on the new model and involved in regional network provision planning include:

· Community Facilities and Community Places – administration of the leases for CAB premises and facility operation

· Libraries and Information – some CABs are co-located with libraries

· Service, Strategy and Integration – expertise in service design and integrating service offers.

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

Local impacts and local board views

34. Local boards provided input to the 2017 review of CAB services, which has informed the development of the new funding model. Local boards generally agreed that a higher level of funding was required to maintain services, and that any funding model needed to consider the area’s demographics and other needs in addition to overall population.

35. Overall, local boards reported that they had a good relationship with bureaux, that they were providing valuable, wide-ranging services to the community, and that there was room to improve reporting, service responsiveness and equity of funding.

36. Feedback is sought from the local board on the proposed new funding model and the retention of the additional $200,000 to baseline funding of $1.867 million provided to ACABx in 2018-2019.

37. Local board feedback will be included in the report to the Environment and Community Committee in May 2019 to approve a new funding model for CAB. The report will also reflect views on the implementation of the new model from ACABx consultation with bureaux.

Tauākī whakaaweawe Māori

Māori impact statement

38. CAB services are available to all, and there is currently limited targeting of services to groups, including Māori.

39. Staff and ACABx have worked together on development of the new model and no specific engagement with Māori was undertaken.

Ngā ritenga ā-pūtea

Financial implications

40. It is recommended that the additional $200,000 is retained in the ACABx baseline grant, bringing the annual total to $2.067 million in 2019-2021. This excludes any consumer price index adjustment.

41. The Māngere-Ōtāhuhu Local Board has provided funding from 2015-2018 to Māngere CAB to operate a CAB agency in Ōtāhuhu. Reliance on the local board funding would reduce under the new model, as the Māngere CAB would receive increased funding of 12 per cent if the $200,000 is retained in the ACABx baseline grant.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

42. In applying the new model without the retention of the additional $200,000, funding to the following bureaux would decline:

· Helensville (-9 per cent)

· Wellsford (-4 per cent)

· CAB North Shore (-19 per cent)

· CAB Auckland City (-2 per cent)

· Ōtara (-10 per cent).

43. If the grant is increased by $200,000 per annum, no bureaux would face a reduction in funding.

44. There is a risk of reduction in CAB services in some communities if funding declines to bureaux. To mitigate this risk, it is recommended that the additional $200,000 is retained.

Ngā koringa ā-muri

Next steps

45. Local board feedback will be included in a report to the Environment and Community Committee in May 2019 to approve a funding model.

46. Staff will work with ACABx to scope a regional network provision plan project by June 2019. The plan development will involve bureaux and other stakeholders in setting the direction for the CAB service from 2021 onwards.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Local board feedback template	83
b ⇩	Map of bureaux locations by local board	85
c ⇩	Comparative overview of funding models	87

Ngā kaihaina

Signatories

Author

Sibyl Mandow - Advisor - ACE

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Louise Mason - GM Local Board Services

Helgard Wagener - Relshp Mgr - Great Barrier and Waiheke

Waiheke Local Board

28 March 2019

ATEED six-monthly report to the Waiheke Local Board

File No.: CP2019/03609

Te take mō te pūrongo

Purpose of the report

1. This report provides the Waiheke Local Board with highlights of Auckland Tourism, Events and Economic Development (ATEED) activities in the Waiheke Local Board area as well as ATEED regional activities for the six months 1 July to 31 December 2018.

2. This report should be read in conjunction with ATEED Quarter 1 report to Auckland Council (available at www.aucklandnz.com) and the forthcoming Quarter 2 report to the Auckland Council CCO Finance and Performance Committee (available 20 March). Although these reports focus primarily on the breadth of ATEED work at a regional level, much of the work highlighted has significant local impact.

Whakarāpopototanga matua

Executive summary

3. This report provides the Waiheke Local Board with relevant information on the following ATEED activities:

· Supporting local business growth

· Filming activity

· Young Enterprise Scheme

· Youth connections

· Local and regional destination management and marketing

· Delivered, funded and facilitated events

Ngā tūtohunga

Recommendation

That the Waiheke Local Board:

a) receive the ATEED update to the Waiheke Local Board – February 2019.

Horopaki

Context

4. ATEED has two areas of focus:

Economic Development – including business support, business attraction and investment, local economic development, trade and industry development, skills employment and talent and innovation and entrepreneurship.

Destination - supporting sustainable growth of the visitor economy with a focus on destination marketing and management, major events, business events (meetings and conventions) and international student attraction and retention.

5. These two portfolios also share a common platform relating to the promotion of the city globally to ensure that Auckland competes effectively with other mid-tier high quality of life cities.

6. ATEED works with local boards, the council and CCOs to support decision-making on local economic growth, and facilitates or co-ordinates the delivery of local economic development activity. ATEED ensures that the regional activities that ATEED leads or delivers are fully leveraged to support local economic growth and employment.

7. In addition, ATEED dedicated Local Economic Development (LED) team works with local boards who allocate locally-driven initiatives (LDI) budget to economic development activities. The LED team delivers a range of services such as the development of proposals, including feasibility studies that enable local boards to directly fund or otherwise advocate for the implementation of local initiatives.

8. ATEED delivers its services at the local level through business hubs based in the north, west and south of the region, as well as its central office at 167B Victoria Street West.

9. Additional information about ATEED’s role and activities can be found at www.aucklandnz.com/ateed.

Tātaritanga me ngā tohutohu

Analysis and advice

Economic Development

Supporting Local Business Growth

10. This area is serviced by the Business and Enterprise team in the ATEED central office, located at 167B Victoria Street West. The team comprises of two Business and Innovation Advisors and administration support. The role of this team is to support the growth of Auckland’s key internationally competitive sectors and to support to provide quality jobs.

11. A key programme in achieving this is central government’s Regional Business Partnership Network (RBPN). This is delivered by ATEED’s nine Business and Innovation Advisors (BIA), whose role is to connect local businesses to resources, experts and services in innovation, R&D, business growth and management.

12. ATEED BIAs engage 1:1 with businesses through a discovery meeting to understand their challenges, gather key data, and provide connections / recommendations via an action plan.

13. Where businesses qualify (meet the programme criteria and/or align to ATEED’s purpose as defined in the SOI) the advisors facilitate government support to qualifying businesses, in the form of:

· Callaghan Innovation R&D grants (including Getting Started, project and student grants (https://www.callaghaninnovation.govt.nz/grants)

· Callaghan Innovation subsidised innovation programmes (https://www.callaghaninnovation.govt.nz/innovation-skills)

· RBPN business capability vouchers (NZTE), where the business owner may be issued co-funding up to $5,000 per annum for business training via registered service providers. Voucher co-funding is prioritised to businesses accessing this service for the first time, in order to encourage more businesses to engage with experts to assist their management and growth.

· NZTE services such as Export Essentials (https://workshop.exportessentials.nz/register/)

· Referrals to NZ Business Mentors via The Chamber of Commerce.

14. During the reporting period, ATEED Business and Innovation Advisors met with seven businesses in the Waiheke Local Board area for business growth and capability advice and services (one was a returning client). From these engagements:

· Six RBPN vouchers were issued to assist with business capability training

· One referral was made to Business Mentors New Zealand

· Three connections were made to ATEED staff and programmes

· Twenty-nine connections were made to other businesses or programmes.

Other support for new businesses

15. During the period, ATEED also ran workshops and events aimed at establishing or growing a new business and building capability. Two people from the Waiheke Local Board area attended an event as below:

· Business clinic – 2

Filming activity within the Waiheke Local Board area

16. ATEED Screen Auckland team facilitates, processes and issues film permits for filming activity in public open space. This activity supports local businesses and employment, as well as providing a revenue stream to local boards for the use of local parks.

17. Between 1 July and 31 December 2018, a total of 312 film permits were issued in the Auckland region, five of these permits were issued in the Waiheke Local Board area. The Gulf was filmed in the Waiheke Local Board area.

18. During the period, 75 permits were issued for TV commercials in the Auckland region, making up 32 per cent of permits issued. A third of total TVCs are destined for an international market. The Waiheke Local Board area’s share of film permit revenue was $2,269.57 for the period (total for all boards combined was $46,729.13).

Young Enterprise Scheme (YES)

19. The Auckland Chamber of Commerce has delivered the Lion Foundation Young Enterprise Scheme (YES) since January 2018. ATEED maintains a strategic role. During the period, there were 56 schools participating in the Auckland YES programme, representing 1,334 students completing the programme. There are currently no schools from the Waiheke Local Board area participating in the YES programme.

Youth Connections – transfer to The Southern Initiative (TSI) / Western Initiative (WI)

20. Following an independent review, and with support from the major philanthropic funder, the Youth Connections programme transferred to TSI in November 2018. This transfer reflects the high numbers and concentrations of Auckland youth who are not in education, training or employment (NEET) in the southern and western initiative areas. ATEED supported the independent review, and is now working with the TSI/TWI team to support the transfer. In 2019, we will partner to evolve the ATEED-led Youth Employer Pledge with Auckland-region employers.

Destination

Local destination management and marketing activity

21. The tourism team presented an update to the Waiheke Tourism Forum in December with more than 50 members in attendance. ATEED gave an overview of media results for the 2017-18 financial year and provided the opportunity for 1:1 discussion with members of the group after the event.

22. A member of the tourism team attended the launch of the Electric Island Waiheke initiative on 30 November. This is a local Waiheke Island initiative that aligns with ATEED’s sustainability plan, as set out in the Statement of Intent 2018-21 and Destination AKL 2025 strategy.

23. The team also attended the Ostend Markets briefing and strategy planning sessions as a possible enhancement to both community and visitor experiences on the island.

24. The tourism team undertook a site visit of public facilities on the island during the period, and considered the wider impacts of tourists and Aucklanders visiting the island and how these can be factored into longer term plans. ATEED is also working with the Matiatia planning group and cross-council teams as well as other Waiheke stakeholders to look at transport and infrastructure requirements for the island. ATEED continues to gather visitor traffic data, including working with the Waiheke Area Plan project team, which will assist with understanding tourism trends and how they may best align with the Island’s goals.

Regional destination management and marketing activity

25. Regional dispersal continues to be a priority for ATEED. During the period, ATEED Winter Campaign, Made for Winter showcased Auckland’s food and beverage stories from across the Auckland region, targeting domestic visitors. Traditionally, this campaign focussed on CBD restaurants, however for the past two years, it has extended to the wider Auckland region. There were six videos in total, each one highlighting a specific Auckland F&B theme.

26. The videos all feature Sir John Kirwan talking to the creators of Auckland’s F&B industry, getting to the heart of who they are, their story, their product and what makes Auckland’s F&B proposition unique and special. The following businesses were featured in the videos:

· Gourmet Hāngi video – featuring Rewi Spraggon, Hāngi Master

· HIPGROUP – featuring Mike de Vries (Executive Chef)

· Matakana Markets and Village - featuring stallholders, Nico from Honest Chocolat

· Sawmill Brewery – featuring Mike Sutherland and Kirsty McKay (owners)

· Ben Bayley at The Grounds

· Kai Pasifika.

27. As part of the spring media programme, ATEED partnered with travel, foodie and leisure influencers, bloggers and media personalities to create high-end, inspirational and visually impactful content illustrating Auckland as a top spring/summer destination. The core narrative was Auckland’s unique food and beverage offering, complimented further by entertainment experiences. Influencers took their audience on a journey as they explored some of the greater Auckland region’s food experience and offerings, such as the Ōtara markets, Auckland Airport region, Chelsea Bay, Takapuna, Matakana, Kumeu, Kingsland, Mission Bay and a number of other Auckland areas. The influencer content were supported with an editorial partnership with Fairfax and NZME highlighting the wider region’s experiences.

Delivered, funded and facilitated events

28. During the period, ATEED delivered the Auckland Diwali Festival which was held at Aotea Square and Upper Queen Street from 20-21 October 2018. There was an attendance of 59,900 down by 7 per cent from the 2017 festival, due mainly to the event being held on Labour Weekend. Results from the customer survey showed an overall customer satisfaction score of 87 per cent, with 89 per cent of people surveyed agreeing that the festival increased pride in Auckland and 95 per cent agreeing that the festival makes Auckland a more enjoyable place to live.

29. During the period, residents of the Waiheke Local Board area were also able to enjoy events funded or facilitated by ATEED across the Auckland region, including the FIBA Basketball World Cup 2019 Asian Qualifier, Pan Pacific Youth Water Polo Festival, New Zealand International Film Festival, Auckland On Water Boat Show, Rugby League New Zealand vs Australia and Australia vs Tonga games, Auckland Diwali Festival, ASB Auckland Marathon, Auckland Tuatara Baseball home games, the ITM Auckland SuperSprint, Monster Energy S-X Open Auckland, Farmers Santa Parade, and the Wondergarden.

30. A full schedule of major events is available on ATEED’s website, www.aucklandnz.com.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

31. ATEED assesses and manages our initiatives on a case-by-case basis and engages with the Council group where required.

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

36. ATEED will provide the next six-monthly report to the Local Board in August 2019 and will cover the period 1 January to 30 June 2019.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors	Samantha-Jane Miranda, Operational Strategy Advisor (ATEED)
Authorisers	James Robinson, Head of Strategy and Planning (ATEED)

Chairperson	Cath Handley
Deputy Chairperson	Paul Walden
Members	Shirin Brown
	John Meeuwsen
	Bob Upchurch

No.	Title	Page
a ⇩	Resource consent applications received from 18 to 24 February 2019	121
b ⇩	Resource consent applications received from 25 February to 3 March 2019	123
c ⇩	Resource consent applications received from 4 to 9 March 2019	125
d ⇩	Resource consent applications received from 10 to 16 March 2019	127