Agenda of Whau Local Board

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

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

Specifically members are asked to identify any new interests they have not previously disclosed, an interest that might be considered as a conflict of interest with a matter on the agenda.

The following are declared interests of the Whau Local Board.

Board Member	Organisation / Position
Tracy Mulholland	· New Lynn Business Association – Business Associate/Contractor
Susan Zhu	· Chinese Oral History Foundation – Committee member · The Chinese Garden Steering Committee of Auckland – Board Member
Derek Battersby	· New Lynn Tennis Club – Patron · West Lynn Gardens – Patron · Tag Out Trust – Deputy Chairman · New Lynn Bowling Club - Patron · New Lynn RSA - Member
Catherine Farmer	· Avondale-Waterview Historical Society – Member · Blockhouse Bay Historical Society – Member · Portage Licensing Trust – Trustee · Blockhouse Bay Bowls – Patron · Forest and Bird organisation – Member · Grey Power - Member
Duncan Macdonald	· Avondale Community Society – Chairman · Avondale-Waterview Historical Society - Member · Avondale Jockey Club – Member
Te’eva Matafai	· Pacific Events and Entertainment Trust - Co-Founder · Miss Samoa NZ - Director · Malu Measina Samoan Dance Group - Director/Founder · Pasifika Festival Village Coordinators Trust ATEED - Chairperson · Aspire Events – Director
David Whitley	· Rosebank Business Association - Member · REINZ - Member · Chamber of Trade - Mentor · Lopdell House - Trustee · Amalgamated Hardware Merchants (AHM) Apprenticeship Trust – Trustee · Rotary New Lynn – Head director of Public Relations New Lynn

4 Confirmation of Minutes

That the Whau Local Board:

a) confirm the ordinary minutes of its meeting, held on Wednesday, 27 February 2019, as a true and correct.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

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

8 Deputations

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

8.1 Deputation – Recycling Household Waste by Auckland Council

Te take mō te pūrongo

Purpose of the report

1. Kay Schnepel will be in attendance to present an issue on recycling household waste by Auckland Council.

Whakarāpopototanga matua

Executive summary

2. Kay Schnepel wishes to raise concerns around the lack of progress by Auckland Council in recycling household waste.

3. Both supermarkets in New Lynn have removed their soft plastic recycle bins and Council does not provide this service.

4. An online query was registered via Auckland Council’s website regarding the above issue on or around 26 January. Apart from an acknowledgement of receipt, a formal response has not yet been provided to the query.

5. The issue is now brought to the attention of the local board.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) receive the presentation on the issue of recycling household waste by Auckland Council and thank Kay Schnepel for her attendance.

9 Public Forum

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

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

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

Whau Local Board

27 March 2019

Whau Local Board Grants Programme 2019/2020

File No.: CP2019/01815

Te take mō te pūrongo

Purpose of the report

1. To adopt the Whau Local Board Grants Programme 2019/2020

Whakarāpopototanga matua

Executive summary

2. The Auckland Council Community Grants Policy guides the allocation of local, multi-board and regional grant programmes to groups and organisations delivering projects, activities and services that benefit Aucklanders.

3. The Community Grants Policy supports each local board to review and adopt their own local grants programme for the next financial year.

4. This report presents the Whau Local Board Grants Programme 2019/2020 for adoption (see Attachment A).

Ngā tūtohunga

Recommendation

That the Whau Local Board:

a) adopt the Whau Local Board Grants Programme 2019/2020.

Horopaki

Context

5. The Auckland Council Community Grants Policy guides the allocation of local, multi-board and regional grant programmes to groups and organisations delivering projects, activities and services that benefit Aucklanders.

6. The Community Grants Policy supports each local board to review and adopt their own local grants programme for the next financial year. The local board grants programme guides community groups and individuals when making applications to the local board.

7. The local board community grants programme includes:

· outcomes as identified in the local board plan

· specific local board grant priorities

· which grant types will operate, the number of grant rounds and opening and closing dates

· any additional criteria or exclusions that will apply

· other factors the local board consider to be significant to their decision-making.

8. Once the local board grants programme 2019/2020 has been adopted, the types of grants, grant rounds, criteria and eligibility with be advertised through an integrated communication and marketing approach which includes utilising the local board channels.

Tātaritanga me ngā tohutohu

Analysis and advice

9. The aim of the local board grant programme is to deliver projects and activities which align with the outcomes identified in the local board plan. The new Whau Grants Programme has been workshopped with the local board and feedback incorporated into the grants programme for 2019/2020.

10. The new grant programme includes:

· grant round dates which exclude decision dates coinciding with the local government elections in October 2019

· a higher priority for resident-led projects that strengthen and connect neighbourhoods.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

11. The grants programme has no identified impacts on council-controlled organisations and therefore their views are not required.

12. Based on the main focus of an application, a subject matter expert from the relevant department, will provide input and advice. The main focus of an application is identified as arts, community, events, sport and recreation, environment or heritage.

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

Local impacts and local board views

13. The grants programme has been developed by the local board to set the direction of their grants programme. This programme is reviewed on an annual basis.

Tauākī whakaaweawe Māori

Māori impact statement

14. All grant programmes respond to Auckland Council’s commitment to improving Māori wellbeing by providing grants to organisations delivering positive outcomes for Māori. Applicants are asked how their project aims to increase Māori outcomes in the application process.

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

16. The allocation of grants occurs within the guidelines and criteria of the Community Grants Policy. Therefore, there is minimal risk associated with the adoption of the grants programme.

Ngā koringa ā-muri

Next steps

17. An implementation plan is underway and the local board grants programme will be locally advertised through the local board and council channels, including the council website, local board facebook page and communication with past recipients of grants.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Whau Local Board Grants Programme 2019/2020	15

Ngā kaihaina

Signatories

Authors

Marion Davies - Grant Operations Manager

Authorisers

Shane King - Head of Operations Support

Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Whau Local Board

27 March 2019

Brains and Archibald Park Concept Plan Adoption

File No.: CP2019/02807

Te take mō te pūrongo

Purpose of the report

1. To seek adoption of the final concept plan for Brains Park and Archibald Park in Kelston and allocation of additional budget for the development of the playground at Archibald Park.

Whakarāpopototanga matua

Executive summary

2. Archibald Park and Brains Park are two of the most significant parks in Kelston and provide numerous parks services including walking and cycling paths, formal and informal sports, club rooms and community buildings, playgrounds, and access to the Whau River.

3. A number of projects are planned for delivery in the next few years which will impact Archibald Park in particular, including completion of Te Whau Pathway, development of a new playground, upgrades to the boat ramp and a possible waka ama storage facility.

4. The attached concept plan provides a vision to guide how both Archibald Park and Brains Park could be improved over the short, medium and long term. It will consolidate projects as well as identify future opportunities and ensure a holistic approach to development in these two parks which meets the aims of the local community and mana whenua.

5. The Whau Local Board allocated $50,000 Locally Driven Initiative Opex to the delivery of a number of parks planning projects across the local board area in financial year 2017/2018. This included production of concept plans for Brains Park and Archibald Park.

6. Significant consultation with mana whenua groups, the local community, local schools, the Whau Local Board, and other council departments has been undertaken to shape the development of this plan. All those engaged in this process are supportive of the final attached plan.

7. Outcomes identified in the plan will benefit the local community through provision of improved facilities for active and passive recreation including play, biking, boating, walking, and cycling, opportunities for relaxation and socialisation, as well as fostering an increased connection with nature.

8. Several developments outlined in the concept plan will be delivered with budgets already allocated, including stage one of the proposed playground, and outcomes linked to the boating zone at Archibald Park.

9. In July 2018, $580,000 Locally Driven Initiative Capex was allocated to the development of the playground at Archibald Park. On completion of a detailed concept design the cost is now estimated at $770,000 to complete all works. Therefore, an additional $190,000 is required for this project.

10. Other priority projects in the concept plan will be discussed with the Whau Local Board and Locally Driven Initiative Capex will be requested to progress these projects.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) adopt the Brains and Archibald Park Concept Plan, dated June 2018 as presented in Attachment A to this report

b) note that the board made an initial commitment in July 2018 of $580,000 Locally Driven Initiative Capex towards to development of the playground at Archibald Park

c) allocate an additional $190,000 of Locally Driven Initiative Capex to fully deliver the Archibald Park playground development project which, following detailed concept design (Attachment B), has a quantity surveyed price estimate of $770,000.

Horopaki

Context

11. Kelston lies near the western border of the Whau Local Board area, and has a population of approximately 4,400 residents. The suburb is bordered by the Whau River, a significant catchment for the region, on its north, east and western edges.

12. Archibald Park and Brains Park are two of the most significant parks in Kelston, providing rich historical context to the area, and serving the Kelston community as public open space.

13. Brains Park is an important sports complex, providing infrastructure to enable football and softball clubs to base themselves at the park. A recently upgraded set of multi-use courts accommodates netball, tennis and football.

13 The park provides limited environmental outcomes as it is mostly grassed fields, with some native and exotic trees found on the northern and southern boundaries. An overland flow path is piped through the center of the park and emerges in the south in mixed vegetation.

14 The park provides an important walkway connection across the suburb, which is part of the wider greenways network. In addition, a playground with features designed for older children is present in the park.

15. Archibald Park is an important landscape feature for the area, encompassing nearly 13 hectares of open space. This area was used as a stopover by early Māori when traversing the portage through the Whau River between the Waitematā and Manukau harbours. The area was used by Europeans for farming and brickmaking due to its beneficial access to the harbour. The majority of the park was reclaimed from the river for use as a landfill in the 1960’s.

16. Today the park provides a number of sports fields used for rugby and kilikiti, as well as access to the Whau River for boats at the southern carpark. Te Whau Pathway runs through the middle of the park, and in the future will provide walking and cycling connections through to Te Atatū and New Lynn. A circuit of walkways provide passive recreation opportunities including walking, dog walking and cycling. The park has a boat ramp and a recently installed pontoon. Medium sized events are held regularly at the park.

17. The park provides environmental outcomes through storm water treatment swales, and native plantings at the interface with the river. The close connection and sweeping views to the Whau River deliver opportunities for the public to connect with nature.

18. Future projects identified and funded for delivery at Archibald Park include the development of a new playground and a waka ama storage facility.

19. In financial year 2017/2018, the Whau Local Board allocated $50,000 Locally Drive Initiatives Opex towards the delivery of a number of parks planning projects across the local board area. This included production of a concept plan for both Brains and Archibald Parks.

20. In July 2018, $580,000 of Locally Driven Initiative Capex (LDI Capex) was allocated for the development of the playground at Archibald Park. This cost was based on the high level concept.

21. On completion of a detailed concept design the quantity surveyor’s estimate has determined that the true cost of the project is now estimated at $770,000 to complete all works. Therefore, an additional $190,000 is required for the full delivery of the concept design.

Tātaritanga me ngā tohutohu

Analysis and advice

Concept Plan Development

22. Parks Services staff identified possible improvements to park services within each park which could be undertaken in the short, medium and long term. Themes considered at this stage included connections, accessibility, passive and active recreation, sustainability, community spaces, connection with nature and safety and security.

23. Community Facilities Investigation and Design team helped to shape the identified improvements to parks services into a concept plan, considering upgrades to existing assets and development of new assets on the site. Mana whenua engagement and public consultation at this stage helped to further shape the opportunities and park service improvements identified.

24. Initial concept design of the proposed playground at Archibald Park was packaged together with this piece of work, to ensure holistic design and integration into the wider park plan. This resulted in the production of a draft concept plan, which upon consultation was met widely with support from all stakeholders, including mana whenua and the public.

25. The final concept plan provides benefits to the local community including:

· amenity improvements – new or improved locations for picnicking, relaxing and appreciating views over the Whau River at Archibald Park;

· walkway improvements – new or improved path connections to enable walking and cycling within and between parks;

· recreation improvements – new or improved play features to cater for various age groups, as well as learn-to-ride facilities and enhancement of sports fields;

· community improvements – establishment of community spaces to facilitate socialisation, events and creativity; and

· environmental improvements – additional native planting and repair of streams/storm water management through the sites.

26. The final concept plan details a number of specific improvements to assets within the park, which will require further investigation and design prior to delivery. These include:

Brains Park:

· new picnic and amenity areas, as well as improved path connections around the park perimeter;

· establishment of a community garden and space, in collaboration with community stakeholders;

· additions to the existing hard court and play facilities to create a space appropriate for older children and young teenagers; and

· environmental improvements – additional native planting and repair of the streams/storm water management through the site.

Archibald Park:

· development of a new multi-age playground to cater to both toddlers and children;

· amenity improvements including seating and a shelter, as well as dedicated event spaces;

· improvements to the ‘boating zone’, including carpark alterations, waka ama storage and a pontoon;

· learn-to-ride facilities, including both on road (concrete) and off road (pump track) experiences;

· fitness stations along the path network; and

· environmental improvements – additional planting of swales throughout the site and planting of amenity trees within tree pits.

27. Funding has been allocated to deliver some of these improvements, including development of stage one of the proposed playground, and outcomes linked to the boating zone at Archibald Park.

28. In future years, prioritised unfunded projects from the concept plan will be discussed with the Whau Local Board and appropriate budget sought for their delivery.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

29. The development of the Brains and Archibald Parks Concept Plan was undertaken in collaboration with Community Services and Community Facilities and the outcomes agreed by both departments.

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

Local impacts and local board views

30. Investment into Brains and Archibald Parks through this concept plan provides numerous benefits to the local community, and also to the sensitive and important environment of the Whau River.

31. This also helps to meet a number of objectives identified within the Whau Local Board Plan 2017, including “great neighbourhoods with strong community connections, capacity and voices”, “it’s 20 minutes to all we need by walking, cycling and public transport”, “enhanced natural environment”, “celebrating our creative edge in our streets, neighbourhoods and communities” and “our heritage is known, protected and our stories are shared”.

32. Workshops were held with the local board to discuss this project in August 2017, March 2018 and June 2018.

33. Feedback from the local board throughout this process emphasised the need to balance both environmental and recreational improvements. They also suggested the delivery of the playground and other improvements at Archibald Park could be staged.

34. Initial public feedback was sought via consultation ran from the Kelston Community Hub in September 2017. This was used to help inform the initial concept plan draft. Thorough consultation was run via Shape Auckland and Have Your Say websites over May 2018. Feedback for the final concept plan was positive, with support for all identified actions. Concerns around noise from the pump track were raised and will be considered during detailed design of this component.

35. The final draft was workshopped with the local board on 20 June 2018. The Whau Local Board was supportive of the final concept plan.

36. LDI Capex funding of $580,000 was approved for the development of a playground at Archibald Park July 2018. At the completion of the detailed concept design phase it was determined that the cost of the project is estimated at $770,000. This leaves a shortfall of $190,000. This was discussed with the board at a workshop on 6 March 2019 where board members indicated support toward the allocation of additional budget to the project.

Tauākī whakaaweawe Māori

Māori impact statement

37. Mana Whenua were engaged throughout the development of the concept plan at several Park, Sports and Recreation Kaitiaki Forums. The final draft of the plan was endorsed by all representatives present at the forum in early June 2018.

38. Mana Whenua were invited to two site walkovers on 9 and 10 October 2017, which representatives from five groups attended and provided feedback around relevant cultural considerations this helped to shape the finer details of the concept plan.

39. Mana Whenua will be engaged to provide input when future projects are identified and initiated. Specific opportunities for artistic input have already been identified within the Archibald Park playground project.

40. The concept plan references the importance of Mana Whenua as kaitiaki (guardians) of the whenua (land), and reflects Auckland Council’s desire to deliver the vision of a world class city, including a Māori identity that is Auckland’s point of difference in the world.

Ngā ritenga ā-pūtea

Financial implications

41. On 25 July 2018 the board allocated $580,000 of LDI Capex for the development of the playground at Archibald Park. At the completion of the detailed concept design phase it was determined that the cost of the project is estimated at $770,000. This leaves a shortfall of $190,000. This was discussed with the board at a workshop on 6 March 2019 where board members indicated support to allocate the additional budget to the project.

42. Funding is also in place for the construction of a waka ama storage facility which compliments the recently constructed pontoon.

43. In future years, unfunded candidate projects from the concept plan for potential Locally Driven Initiative Capex or Opex allocation will be identified by staff.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

44. This concept plan may require amendment in the future should new projects be put forward or required for the parks. This could include closed landfill remediation works or alterations to the sports field layout. Collaboration between departments will ensure that the identified high level improvements to park services will not be impacted by any such changes.

Ngā koringa ā-muri

Next steps

45. Projects which have been allocated funding will be progressed through detailed design and delivery. Updates will be brought back to the local board for approval.

46. In future years, unfunded candidate projects from the concept plan for potential Locally Driven Initiative Capex or Opex allocation will be identified by staff.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Brains and Archibald Park Concept Plan, June 2018 (Under Separate Cover)
b ⇩	Archibald Park Playground Detailed Concept Design	25

Ngā kaihaina

Signatories

Authors

Helen Biffin - Work Programme Lead

Thomas Dixon - Parks & Places Specialist

Authorisers

Rod Sheridan - General Manager Community Facilities

Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Whau Local Board

27 March 2019

Green Bay Parks – Adoption of Concept Plans

File No.: CP2019/02839

Te take mō te pūrongo

Purpose of the report

1. To seek adoption of final concept plans for Crum Park, Green Bay Domain, Godley Green, Barron Green and Green Bay Community Corner.

Whakarāpopototanga matua

Executive summary

2. The Whau Local Board allocated $50,000 of Locally Driven Initiative Opex for the delivery of a number concept plans for park upgrade projects in the Green Bay area, in financial year 2017/2018. Parks selected were Crum Park, Green Bay Domain, Godley Green, Barron Green and Green Bay Community Corner.

3. The purpose of each concept plan is to provide a clear design framework to guide how these parks could be improved over the short, medium and long term. This will consolidate any planned projects as well as identify future opportunities, to ensure a holistic approach to development in these parks that meets the aims of the local community and mana whenua.

4. Parks services were assessed across each park, including environmental management, physical and community connections, recreational and amenity opportunities and safety and security. Specific opportunities for improvements were identified using these principles to produce concept plans for the future development of each park.

5. Significant consultation with mana whenua groups, the local community, local school networks, the Whau Local Board and other council departments has been undertaken to shape the development of each plan. All those engaged in this process are supportive of the final attached plans.

6. Outcomes identified in the concept plans will benefit the local community through provision of improved facilities for active and passive recreation including play, biking, walking, sports, opportunities for relaxation, socialisation and community connection, as well as fostering a connection with nature.

7. Several actions outlined in these concept plans will be delivered with budgets already allocated in the financial year 2018/2019 Community Facilities work programme. This includes further investigation into development of the old depot site at Crum Park and a minor development project at Green Bay Community Corner.

8. In future years, priority projects from each concept plan will be identified by staff and communicated to the Whau Local Board. Budget will be sought for the implementation of these projects.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) adopt the Crum Park Concept Plan dated July 2018 as presented in Attachment A to this report

b) adopt the Green Bay Domain Concept Plan dated July 2018 as presented in Attachment B to this report

c) adopt the Green Bay Parks Activation Plan dated July 2018, for Godley Green, Barron Green and Green Bay Community Corner as presented in Attachment C to this report.

Horopaki

Context

9. Green Bay, located within the Whau Local Board area, is a suburb with a significant amount of public open space, including regionally important parks such as Craigavon Park and Crum Park, and local favourites such as La Rosa Garden Reserve and Barron Green.

10. Many of the smaller local parks within Green Bay are underdeveloped and do not currently serve the local community as well as they could. This includes parks such as Godley Green, Green Bay Domain and Green Bay Community Corner.

11. Continued development of key parks within Green Bay will help to increase use and enjoyment of open space, leading to numerous benefits for the public.

12. In financial year 2017/2018, the Whau Local Board allocated $50,000 Locally Driven Iniatives OPEX towards the delivery of a number of parks planning projects across the local board area. This included production of full concept plans for Crum Park and Green Bay Domain.

13. Smaller activation plans were developed for the three smaller parks of Godley Green, Barron Green and Green Bay Community Corner; however these were later expanded to include full concept designs for each park upon the request of the local board.

Tātaritanga me ngā tohutohu

Analysis and advice

14. Parks Services staff identified possible improvements to park services within each park which could be enabled in the short, medium and long term. Themes considered at this stage included connections, accessibility, passive and active recreation, sustainability, community spaces, connection with nature, amenity values and safety and security.

15. The Community Facilities Investigation and Design team helped to shape the identified improvements into a concept plan, considering upgrades to existing assets and development of new assets on the site.

16. Input was sought from other departments, including working with the Contaminated Land team, Community Facilities Renewals team, the Arts, Culture and Events department, and staff at the Green Bay Community Hub at Barron Green. This ensured that the plans were feasible, aligned with existing projects and helped to meet wider council aims where possible.

17. Mana whenua engagement and public consultation at this stage helped to further shape the opportunities and high level park service improvements identified.

18. This resulted in the production of a draft concept plan, which upon consultation was met widely with support from all stakeholders, including mana whenua and the public.

19. The final concept plans provide benefits to the Green Bay community, including:

· Amenity improvements – new or improved locations for picnicking, relaxing and socialisation. Improved interface with neighboring properties

· Safety improvements – improved sightlines and reinstatement of unsafe areas such as the Crum Park depot

· Recreation improvements – improved play features in several parks, as well as establishment of activities such as biking, disc golf, basketball and calisthenics

· Access improvements – new or improved path connections resulting in improved park access and path circuits

· Community opportunities – establishment of community spaces to enable education, community partnerships, events and creativity

· Environmental improvements – additional native planting and repair of streams/storm water management.

20. The final concept plan details a number of specific improvements to assets within each park, which will require further investigation and design prior to delivery. These include:

Crum Park:

· new active recreation at the site of the previous depot. e.g. BMX pump track

· upgrade of the existing playground and surrounding area

· new path connections around the northeastern sports fields

· establishment of a nine-hole disc golf course

· upgrade of selected paths to greenways width upon renewal

· swale planting alongside path, and naturalisation of channelised stream sections

· establishment of a community orchard in partnership with local schools; and

· upgrades to amenity including new seats and signs.

Green Bay Domain:

· improve pedestrian/cycle access with creation of a new shared path as outlined in the Whau Neighbourhood Greenways Plan

· enhance planting of swales and boundary planting

· diversify and extend play including youth play/recreation upon renewal e.g. basketball

· amenity improvements including seating, upgraded signage and furniture; and

· replacement of the toilet facility with a much reduced footprint upon renewal.

Godley Green:

· safety fencing to improve separation from road

· reconfigured path maze area into a bee friendly garden and orchard, including seating

· new informal path linking the upper to lower areas with eco-trail or educational features

· additional planting in existing wetland and boundary planting areas; and

· amenity improvements including upgraded signage and furniture.

Barron Green:

· upgrade and expansion of playground area upon renewal, including nature play

· installation of a new timber deck for use in conjunction with the community house

· improved pedestrian linkage to Godley Road

· additional planting in existing boundary planting areas; and

· amenity improvements including upgraded signage and furniture.

Green Bay Community Corner:

· crown lifting of planted park frontage to improve sightlines. Additional planting within existing mulched areas; and

· investigation into installation of mana whenua designed art on the site.

21. Funding has been allocated in the financial year 2018/2019 Community Facilities work programme for further investigation into development of the old depot site at Crum Park and implementation of a minor upgrade Green Bay Community Corner.

22. In future years, prioritised unfunded projects from these concept plans for potential Locally Driven Imitative Capex allocation will be identified by staff and communicated to the Whau Local Board for their consideration.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

23. The development of the concept plans was undertaken in collaboration with Community Services, Community Facilities, the Contaminated Land team and the Arts, Culture and Events department.

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

Local impacts and local board views

24. Investment into parks within Green Bay would provide numerous benefits to the local community.

25. This also helps to meet a number of objectives identified within the Whau Local Board Plan 2017, including “great neighbourhoods with strong community connections, capacity and voices”, “it’s 20 minutes to all we need by walking, cycling and public transport”, “enhanced natural environment” and “our heritage is known, protected and our stories are shared”.

26. Workshops were held with the local board to discuss this project in August 2017, March 2018 and June 2018.

27. Feedback from the local board throughout this process focused on ensuring the improvements suggested for these parks were responding to the desires voiced by the local community. Particular importance was placed on engagement with the community hub and local schools.

28. Initial public feedback was sought via a consultation evening at the Green Bay Street Foods event on 8 December 2017. Follow up meetings with both the Green Bay Community Hub and Green Bay Schools was held to seek their input specifically. This was used to help inform the initial concept plan drafts.

29. Thorough consultation was later run via Shape Auckland and Have Your Say websites over June 2018. Feedback for the final concept plans was positive, with wide support for all identified actions. Several additional suggestions from the community at this stage had to be ruled out due to impracticality.

30. The final draft was workshopped with the local board on 20 June 2018. Board members present were supportive of the final concept plans for each of the five parks.

Tauākī whakaaweawe Māori

Māori impact statement

31. Mana Whenua were engaged throughout the development of the concept plan at several Park, Sports and Recreation Kaitiaki Forums in September 2017 and again in March 2019.

32. Ensuring that the natural environment was improved, was highlighted as a priority, particularly for the existing native forest at Crum Park, existing streams, and any changes which might impact the coast.

33. Mana Whenua will be engaged to provide input when future projects are identified and initiated.

34. The concept plan references the importance of Mana Whenua as kaitiaki (guardians) of the whenua (land), and reflects Auckland Council’s desire to deliver the vision of a world class city, including a Māori identity that is Auckland’s point of difference in the world.

Ngā ritenga ā-pūtea

Financial implications

35. Funding has been allocated in the financial year 2018/2019 Community Facilities work programme for further investigation into development of the old depot site at Crum Park, and implementation of minor upgrades at Green Bay Community Corner.

36. In future years, staff will identify priority projects from the concept plans for the potential allocation of Locally Driven Initiative Capex, with a focus on alignment with renewals projects as they occur.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

37. Further investigation may identify issues with some of the potential improvement. If these issues are unable to be overcome then the concept plan may have to be altered at a later date.

Ngā koringa ā-muri

Next steps

38. Projects which have already been allocated funding will be progressed through detailed design and delivery. Updates will be brought back to the local board for approval.

39. Priority projects will be identified from the concept plan and discussed with the local board and budget allocation sought.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Crum Park Concept Plan, July 2018	33
b ⇩	Green Bay Domain Concept Plan, July 2018	45
c ⇩	Green Bay Parks Activation, July 2018	55

Ngā kaihaina

Signatories

Authors

Helen Biffin - Work Programme Lead

Thomas Dixon - Parks & Places Specialist

Authorisers

Rod Sheridan - General Manager Community Facilities

Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Whau Local Board

27 March 2019

Re-allocation of Whau Local Board 2018/19 LDI Opex from the Town Centre Revitalisation budget line

File No.: CP2019/03193

Te take mō te pūrongo

Purpose of the report

1. To seek the approval for the re-allocation of $80,000 of LDI Opex in the Whau Local Board’s 2018/19 Work Programme from the Town Centre Revitalisation budget line to alternative activities.

Whakarāpopototanga matua

Executive summary

2. $80,000 of LDI Opex is currently sitting in the Town Centre Revitalisation budget line in the local board’s 2018/19 Work Programme and is unable to be spent by Community Facilities for its original intended purpose in this financial year.

3. A portion of this $80,000 (final cost still to be confirmed at the time of writing this report) has already been committed to the disestablishment of the former New Lynn Friendship Garden. The final cost for disestablishment (clearing of the site) is expected to be less than $10,000. This report recommends allocating $17,000 to cover the disestablishment of the Garden, and to also (subject to further advice) contribute to the permanent reinstatement of that site.

4. This report requests approval for the re-allocation of $48,000 of LDI Opex in the Whau Local Board’s 2018/19 Work Programme from the Town Centre Revitalisation budget line to alternative activities to be administered by the Community Empowerment Unit.

5. A further $15,000 is recommended to be allocated to three local business associations.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) approve the re-allocation of $17,000 of LDI Opex in the Whau Local Board’s 2018/19 Work Programme from the Town Centre Revitalisation budget line to the disestablishment and permanent reinstatement of the former New Lynn Friendship Garden, noting that:

i) the Chair and Deputy Chair previously authorised under urgency the expenditure associated with disestablishment of the site by Community Facilities but final costs for this are not yet known

ii) further advice will be provided to the Local Board regarding options for the permanent reinstatement of the site, and any remaining portion of the $17,000 can contribute to this

b) approve the re-allocation of $48,000 of LDI Opex in the Whau Local Board’s 2018/19 Work Programme from the Town Centre Revitalisation budget line to the Community Empowerment Unit to implement the following initiatives:

i) $10,000 to the Greenbay Hub to increase activation

ii) $5,000 to the Kelston Hub to increase locally led initiatives

iii) $3,000 to the Glen Avon Hub to increase locally led initiatives

iv) $10,000 for the launch events and early implementation initiatives associated with the Whau Ethnic Peoples Plan, Pacific People Plan, and Waitākere ki tua

v) $3,000 Generation Ignite for capacity building

vi) $5,000 activation initiatives in New Windsor

vii) $12,000 to Matariki celebrations in Hubs and Houses

c) approve the re-allocation of $15,000 of LDI Opex in the Whau Local Board’s 2018/19 Work Programme from the Town Centre Revitalisation budget line for the allocation of $5,000 each to the Blockhouse Bay, New Lynn and Rosebank Business Associations for town centre or local improvement initiatives with the following conditions:

i) initiatives must be aligned with the outcomes set out in the Whau Local Board Plan

ii) the Business Associations must report back to the Whau Local Board on the outcomes of these initiatives.

Horopaki

Context

6. $80,000 of LDI Opex is currently sitting in the Town Centre Revitalisation budget line in the local board’s 2018/19 Work Programme. This is comprised of $25,000 of budget for this financial year and $55,000 of rolled over budget from previous years.

7. The activity description for the Town Centre Redevelopment activity was to:

· work with Panuku on initiatives supporting the Avondale Unlock Project

· support New Lynn development in the Memorial Drive area, Totara Avenue demolition, the Crown Lynn development and the Memorial connection to Crown Lynn site, and

· operational support for activation initiatives in Green Bay.

8. The activity has never been clearly defined from the perspective of Community Facilities, which currently own this work programme line. Staff in Community Facilities have indicated that they are unable to spend this amount of Opex on initiatives aligned with the above activity description in this financial year. The money therefore needs to be re-allocated. This report seeks the re-allocation this budget line.

9. A portion of this $80,000 (final cost still to be confirmed at the time of writing this report) has already been committed to the disestablishment of the former New Lynn Friendship Garden, and this report recommends allocating a total $17,000 to the disestablishment (clearing) and permanent reinstatement of the site.

10. The Friendship Garden was formally closed in late-2018, but delays in its physical disestablishment had led to the site becoming home to illegal and antisocial behaviour by rough sleepers and others in recent months. After an incident involving serious violence, an urgent decision was taken by the Local Board Chair and Deputy Chair on 28 February to make additional budget available from the Town Centre Revitalisation budget line to implement the immediate clearing of the site. The site was cleared by Community Facilities contractors over several days from 28 February.

Tātaritanga me ngā tohutohu

Analysis and advice

11. Following discussions with the Chair of the Whau Local Board, staff from the Community Empowerment Unit have prepared a proposal for re-allocation of part of this budget line. This proposal would see $48,000 of the existing Town Centre Revitalisation budget line shift into community hub activation, activation of community spaces in New Windsor, capacity building, Matariki celebrations and launch events and early implementation initiatives for the Ethnic, Pacific, and Waitakere ki tua Plans.

12. The proposed re-allocation was presented to the local board for discussion and feedback at its workshop of 13 March 2019. Members in attendance at that workshop were generally supportive of the proposal. As a result of feedback, increases in the allocated budget have been proposed for the plan launches and the New Windsor activation, and an additional allocation of $3,000 to the Glen Avon Hub was introduced.

13. There was some discussion among members and staff present at the workshop about ensuring a degree of consistency with the original intent of the Town Centre Redevelopment budget line. As a result of this discussion, further direction was given in support of an allocation of $5,000 each to the to Blockhouse Bay, New Lynn and Rosebank Business Associations for town centre or local improvement initiatives aligned with the outcomes set out in the Whau Local Board Plan.

14. The final cost for disestablishment of the former Friendship Garden is expected to be less than $10,000. The Local Board indicated that it favours allocating any remaining budget (following the payment of disestablishment costs and the allocations to the Community Empowerment initiatives and the business associations) to contribute to the permanent reinstatement of this site. Staff will provide further advice on this in due course, including options around replanting of vegetation and/or re-purposing of the site, once the full cost of disestablishment is known.

15. Details of proposed activities and a break-down of costs are shown in Table 1 below. It is noted that details of the individual activities will be fully developed with further advice to be provided to the Local Board post-allocation.

Table 1

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

16. Informal discussions have taken place with Auckland Transport around the future of the former New Lynn Friendship Garden site. Auckland Transport will be involved in any further discussions on this, as one of the potential options to be considered for this site would be to re-purpose it as a carpark.

17. Panuku Development Auckland is the lead agency for the Avondale Unlock programme. Town centre revitalisation and activation activities are already underway in Avondale, with more planned particularly in the Avondale Central (Bai) site for this calendar year. The Community Empowerment is working in close collaboration with Panuku in this space and several of the activities proposed as part of this re-allocation would provide additional opportunities for Council and Panuku to work together on complementary initiatives in Avondale. Panuku Development Auckland have not been specifically consulted in the development of this report.

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

Local impacts and local board views

18. The purpose of this report is to enable LDI funds in the Whau Local Board’s 2018/19 Work Programme to be spent for the benefit of local communities. The proposed re-allocation would be aligned to the following Local Board Plan outcomes:

· Great neighbourhoods with strong community connections, capacity and voices

· Strong local businesses and more quality local jobs

· Celebrating our creative edge in our streets, neighbourhoods and communities

· Our heritage is known, protected and our stories are shared.

19. The recommendations of this report have been developed in response to the direction of the Local Board following a workshop and several informal discussions.

Tauākī whakaaweawe Māori

Māori impact statement

20. The Whau Local Board recognises its legal obligations and commitments to Maori and to Te Tiriti o Waitangi as a founding document of Aotearoa New Zealand.

21. Two of the activities within the proposed re-allocation – Matariki celebrations and Waitākere ki tua – relate specifically to Maori development, participation and culture.

22. The allocation of funds to Matariki celebrations will enable the Whau to celebrate and increase awareness around Matariki in the Local Board area. Interest and participation in Matariki has been increasing in recent years.

23. Events related to Matariki are not only a celebration of Maori culture but also an opportunity to enable people – both Maori and non-Maori – to develop and enhanced understanding of Maori culture, history and identity. Investing in Matariki celebrations in local hubs and community houses will enable communities to realise these benefits locally, rather than through large regionally focused events.

24. The allocation of funds to the draft Waitakere ki tua is an action plan that sits across the three western local board areas and is intended to influence and drive future business planning in the areas of engagement and relationships, decision-making, systems and processes, design, capability and capacity-building and provision of services. The recommendations and actions it proposes have been developed in response to the identified aspirations of West Auckland Maori.

25. Waitakere ki tua will be reported to the Whau Local Board in March 2019 for approval of the plan, and its implementation will be integrated into future work programmes.

Ngā ritenga ā-pūtea

Financial implications

26. The $80,000 of budget sitting currently in a Community Facilities LDI Opex line includes $55,000 of rolled over budget from previous years. No funds have been spent from this budget line for their intended purpose in this financial year.

27. Given the advice of staff in Community Facilities that they are unable to spend this amount of Opex on initiatives aligned with the activity description in this financial year, the recommended option is to re-allocate these funds to other activities rather than continuing to roll them over.

28. The likelihood is that any money currently sitting in this budget line that is not re-allocated at this time or in the near future will remain unspent and will be reported as savings.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

29. Given the timing, there is a risk that any delay in the progress of the proposed activities could lead to funds not being spent. Funds must be committed by 30 June 2019 in order to proceed.

Ngā koringa ā-muri

Next steps

30. Staff will report back to the Local Board on the full cost of disestablishment of the former New Lynn Friendship Garden and on options for its permanent reinstatement.

31. Staff from the Community Empowerment Unit will report back to the Local Board with further advice around the details and implementation of the proposed activities and will work to ensure that the re-allocated funds are committed as soon as possible.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors	Mary Binney - Senior Local Board Advisor - Whau
Authorisers	Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Whau Local Board

27 March 2019

Panuku Development Auckland Local Board Six-Monthly Update 1 August 2018 – 31 January 2019

File No.: CP2019/03041

Te take mō te pūrongo

Purpose of the report

1. To update the Whau Local Board on Panuku Development Auckland (Panuku) activities within the local board area and the region for the six months from 1 August 2018 to 31 January 2019.

Whakarāpopototanga matua

Executive summary

2. Panuku is charged with balancing financial and non-financial outcomes in order to create and manage sustainable and resilient places where people want to live, work, invest, learn and visit. The activities of Panuku cover four broad areas:

· redevelopment of urban locations, leveraging off council owned land assets, mostly within existing suburbs

· review of, and where appropriate, redevelopment of council non-service property

· management of council property assets including commercial, residential, and marina infrastructure

· other property related services such as redevelopment incorporating a service delivery function, strategic property advice, acquisitions and disposals.

3. Panuku currently manages 41 commercial and residential interests in the Whau Local Board area.

4. The Panuku Unlock Avondale programme and development of sites in New Lynn are progressing.

5. One property is currently under review as part of our rationalisation process.

6. One property was purchased in the Whau Local Board area during the last six months.

7. Panuku leads a multi-year redevelopment programme of the council’s Housing for Older People (HfOP) portfolio (Haumaru). There are six HfOP villages in the Whau Local Board area.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) receive the Panuku Development Auckland Local Board update for 1 August 2018 to 31 January 2019.

Horopaki

Context

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

9. The Auckland Plan is the roadmap to deliver on Auckland’s vision to be a world class city, Panuku will play a significant role in achieving the Homes and Places and Belonging and Participation outcomes.

10. Panuku is leading urban redevelopment in Manukau, Onehunga, Wynyard Quarter, Waterfront, Northcote, Avondale, Takapuna, Henderson, Papatoetoe, Ormiston and Flat Bush, Panmure, Pukekohe, City Centre and redevelopment of the Haumaru Portfolio.

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

12. As at 30 December 2018, the property portfolio comprises 1636 properties, containing 1062 leases. The current portfolio includes vacant land, industrial buildings, warehouses, retail shops, cafes, offices, medical centres, and a large portfolio of residential rental homes.

13. The net surplus for the council and Auckland Transport (AT) property portfolio for the period ending 31 December 2018 was $13.8m. This provided an additional YTD return of $1.178m against the budgeted figure.

Tātaritanga me ngā tohutohu

Analysis and advice

Ngā Mahi ā-Hapori / Local Activities

Development

14. Unlock Avondale – Panuku were recently approached to partner with the Housing and Urban Development Authority (HUDA) in the wider Avondale area and work is underway to scope what this might look like. This collaboration could lead to a positive outcome for Avondale given the potential to leverage the combined focus, resources and investment.

15. The Avondale Central site (Bai site) on Great North Road is a strategic development opportunity in the heart of the town centre. Due to HUDA conversations Panuku have deferred the sale of this site to ensure sufficient time to allow for discussions.

16. The Panuku Unlock Programme is supporting the council led Community Services project to upgrade the community centre and library in Avondale by providing specialist development expertise. This project is currently at a very early stage with much work to be clarified and understood by several teams within council and across CCO’s.

17. Panuku are leading the planned streetscape upgrade for Crayford Street West. This opportunity was proposed as a cornerstone to signal the overall integrated design and development with Unlock Avondale.

18. The Ockham SET apartment buildings at 24 - 26 Racecourse Parade almost completed the three builds. Of the 72 units 10 per cent are classified as affordable housing.

19. The New Zealand Housing Foundation completed the Special Housing Area at 1 Trent Street and the homes provided affordable mixed housing.

20. 10 Ambrico Place, New Lynn is a support site that was cleared for sale in February 2016. Resource Consent has been obtained for a 10-home residential development – a mix of four three and two-bedroom homes. The sale of the site is on hold, subject to Healthy Waters completing works in the wider area, until July 2020.

21. New Lynn Town Centre – Development sites C and D are currently being subdivided from the Library, Certificates of Title are expected to be available early 2019. Panuku are working with our development partner to agree a residential / mixed use proposal for both sites, whilst retaining the façade of the heritage OAG’s building located on the site. Panuku are also looking at options to activate the site in the short term whilst the development planning progresses and will consult with the Local Board on this over the next few months.

22. 83B Godley Road – The property was sold to the neighbouring property owner to facilitate a 13-lot residential subdivision. Civil works are progressing on site, due for completion June 2019, with completion of the residential dwellings by 2022.

Properties managed in the Whau Local Board Area

23. Panuku currently manages 37 commercial and 4 residential interests within the local board area.

Portfolio strategy

Optimisation

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

25. Using optimisation, underperforming assets will have increased utility and efficiency, lower maintenance and operating costs, as well as improved service delivery benefiting from co-location of other complimentary services or commercial activities. Optimisation will free up a range of undercapitalised development opportunities such as air space, full sites, or part sites.

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

Portfolio review and rationalisation

Overview

27. Panuku is required to undertake ongoing rationalisation of the council’s non-service assets. This includes identifying properties from within the council’s portfolio that may be suitable for potential sale and development if appropriate. Panuku has a focus on achieving housing and urban regeneration outcomes.

28. Identifying potential sale properties contributes to the Auckland Plan focus of accommodating the significant growth projected for the region over the coming decades, by providing the council with an efficient use of capital and prioritisation of funds to achieve its activities and projects.

Performance

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

30. Target for July 2018 to June 2019:

Unit	Target	Achieved
Portfolio review	$30 million disposal recommendations	$8.6 million as at 31 January 2019.

Process

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

Under review

32. Properties currently under review in the Whau Local Board area are listed below. The list includes any properties that may have recently been approved for sale or development and sale by the Governing Body.

Property

Details

37 New Windsor Road, Avondale (Arthur Currey Reserve)

The residential dwelling occupying approximately 1055m² of the site is included in the optimisation programme.

The remainder of Arthur Currey Reserve will remain as open space. The entire site is encumbered by a historic heritage overlay and listed as a category B historic heritage place.

The optimisation process commenced in July 2017 with support from council departments and the board.

Disposal of the residential dwelling portion of the site was approved by the Finance and Performance Committee on 27 February 2018.

Under the optimisation policy the proceeds will be reinvested towards eligible Whau Local Board area projects.

The 1055m² residential portion of the site is due to go on the market with the heritage listing intact. The long standing residential tenant has been relocated to another Auckland Council owned property.

Acquisitions and disposals

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

Acquisitions

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

35. Panuku purchased 12 properties for open space across Auckland in the 2018-19 financial year at a cost of $35 million and bought one property for stormwater use at a value of $188,000.

36. The property bought for stormwater use is located in the Whau Local Board area.

37. All land acquisition committee resolutions contain a confidentiality clause due to the commercially sensitive nature of ongoing transactions, and thus cannot be reported on while in process.

Disposals

38. The disposals team has sold 13 properties, realising $40.9 million of unconditional net sales proceeds, in the current financial year. The Panuku 2018/19 disposals target is $24 million for the year. The disposals target is agreed with the council and is reviewed on an annual basis.

39. None of the properties sold were in the Whau Local Board area.

Housing for Older People

40. The council owns 1412 units located in 62 villages across Auckland, which provide rental housing to low income older people in Auckland.

41. The Housing for Older People (HfOP) project involved the council partnering with a third-party organisation, The Selwyn Foundation, to deliver social rental housing services for older people across Auckland.

42. The joint venture business, named Haumaru Housing, took over the tenancy, facilities and asset management of the portfolio, under a long-term lease arrangement from 1 July 2017.

43. Haumaru Housing was granted community housing provider (CHP) status in April 2017. Having CHP registration enables Haumaru to access the government’s Income Related Rent Subsidy (IRRS) scheme.

44. Auckland Council has delegated Panuku to lead a new multi-year residential development programme.

45. The first new development project is a 40-unit apartment building on the former Wilsher Village site on 33 Henderson Valley Road, Henderson. Once completed in mid-2019, this development will increase the council’s portfolio to 1452 units.

46. The following HfOP villages are located within the Whau Local Board area:

Village	Address	Number of units	Capital upgrades in FY19
Karaka Village East	10 Karaka Street, New Lynn	8	Partial fence replacement as identified as required by asset inspections.
Godley Court	73 Godley Road, Green Bay	29	Full refurbishment of 2 units and 6 partial refurbishments.
Karaka Village West	19 Karaka Street, New Lynn	14
Harmony Village	44 West Coast Road, Glen Eden	40	Partial fence replacement, re-surface carpark and internal street upgrade as identified by asset inspections.
Hutchinson Village	6 Hutchinson Avenue, New Lynn	16	Full refurbishment of one unit, one partial refurbishment, and minor exterior works.
Tane Village	4 Tane Street, New Lynn	6

47. 81A Godley Road, Green Bay – Panuku have identified an opportunity to redevelop the vacant land to provide 40 new homes for older people to increase the supply of quality units in the Housing for Older People portfolio. The concept scheme was presented to the local board on 19 September 2018 and received positive support. Further investigations are underway to assess development costs and the outcomes will be presented to the local board when completed.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

48. The proposed decision has no impacts on the council group. The views of the council group are incorporated on a project by project basis.

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

Local impacts and local board views

49. The proposed decision of receiving this report has no impacts. Any local or sub-regional impacts related to local activities are considered on a project by project basis.

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

Tauākī whakaaweawe Māori

Māori impact statement

51. The proposed decision of receiving the report has no significant impacts on Māori.

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

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

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

55. The proposed decision of receiving the report has no risks.

Ngā koringa ā-muri

Next steps

56. The next six-monthly update is scheduled for September 2019.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Sven Mol - Corporate Affairs Advisor, Panuku Development Auckland

Authorisers

Helga Sonier - Senior Engagement Advisor, Panuku Development Auckland

Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Whau Local Board

27 March 2019

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

File No.: CP2019/03300

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

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

Horopaki

Context

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

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

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

10. The plan will:

· target communities of greatest need and address disparities

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

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

11. The draft plan has three main sections:

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

Adoption of the plan will contribute to multiple strategic outcomes

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

Belonging and Participation

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

· Direction 1 – Foster an inclusive Auckland where everyone belongs

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Figure 1: Key shifts

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

Figure 2: Intervention logic map

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

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

Local impacts and local board views

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

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

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

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

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

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

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

- local recreation and sports programmes

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

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

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

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

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

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

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

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

Formal local board feedback is sought between February and March 2019

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

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

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

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

Māori Identity and Wellbeing

· Direction 1 – ‘Advance Māori wellbeing’

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

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

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

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

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Type

Risk

Mitigation

Reputational

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

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

Operational

The transition to the new investment approach will be operationally complex. It impacts multiple teams across the council, and new business processes, guidance and forms will need to be designed to support it.

Detailed implementation planning will be required to ensure the transition is as smooth as possible. Changes will be phased in over the next three to five years.

Ngā koringa ā-muri

Next steps

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

45. The consultation will be conducted in various forms:

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

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

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

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

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

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

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

Figure 3: Next steps

This plan will inform the development of other investment plans

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Draft Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039	99

Ngā kaihaina

Signatories

Authors

Nancy Chu - Principal Policy Analyst

Authorisers

Kataraina Maki - GM - Community & Social Policy

Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Whau Local Board

27 March 2019

2019 Local Government New Zealand Conference and Annual General Meeting

File No.: CP2019/02706

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

Recommendation/s

That the Whau 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 (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 includes 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 includes 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	143

Ngā kaihaina

Signatories

Authors

Linda Gifford, Programme Manager Kura Kawana

Authorisers

Louise Mason, General Manager Local Board Services

Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Whau Local Board

27 March 2019

Allocation of funding to Citizens Advice Bureaux

File No.: CP2019/03427

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, 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 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/s

That the Whau Local Board:

a) endorse and provide any 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. ACABx was established in 2012 to provide a support structure for funding from council and other bodies and 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 (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.

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.

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	155
b ⇩	Map of bureaux locations by local board	157
c ⇩	Comparative overview of funding models	159

Ngā kaihaina

Signatories

Authors

Sibyl Mandow - Advisor - ACE

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Whau Local Board

27 March 2019

Waitākere ki tua - An action plan in response to aspirations of west Auckland Māori

File No.: CP2019/03649

Te take mō te pūrongo

Purpose of the report

1. To endorse Waitākere ki tua – An action plan in response to aspirations of west Auckland Māori to support Henderson-Massey, Waitākere Ranges and Whau local boards to deliver on improved outcomes for Māori.

1. Whakarāpopototanga matua

Executive summary

2. Waitākere ki tua (Waitākere going forward) (Attachment A) is an action plan is intended to influence and drive future business planning, engagement and relationships, decision-making, systems and processes design, capability and capacity building, and general provision of services.

3. The action plan draws on two key reports that were developed following robust engagement processes with Māori; the Toitū Waitākere report 2017 (Attachment B) and the West Auckland Mataawaka Report from 2014. Both of these engagement processes were undertaken by Māori leaders in west Auckland who applied a kaupapa Māori methodology. The Toitū Waitākere report in particular, was developed following three hui hosted on Hoani Waititi Marae as well as more than 50 face-to-face interviews with local Māori.

4. Waitākere ki tua aims to honour the process and kōrero by bringing the recommendations of both reports together so local board decision-making and advocacy reflects Māori community aspirations.

5. Whakawhanaungatanga growing respectful and reciprocal relationships is the key principle of the action plan. A key new proposal is the establishment of a three-year local community-based Māori broker project. A broker would be established to take a lead role in strengthening connections and capacity across west Auckland Māori communities, as well as fostering the relationship between west Auckland Māori communities and individuals and Auckland Council at elected member governance and staff operational levels.

6. Currently regional funding of $60,000 per annum for the next three year has been secured from for the Māori broker role. Each of the three local boards are being requested to allocate a further $15,000 each per annum for the next three years to act as a local match funding to enable a three-year full time project to be funded. Discussions have been initiated around the Māori broker project being facilitated through a three-year funding agreement with Hoani Waititi Marae.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) approve Waitākere ki tua – An action plan in response to aspirations of west Auckland Māori (Attachment A) as the basis of whakawhanaungatanga between the local boards and local Māori and its commitment to responding to Māori aspiration and working alongside local Māori.

b) receive the Toitū Waitākere report 2017 (Attachment B), thank participants for their contributions, and acknowledge Hauā Partnerships for their leadership around the kaupapa Māori methodology.

c) support the establishment of a three-year west Auckland Māori broker project, and allocate $15,000 annually for 2018/19, 2019/20 and 2020/21 years; with 2018/19 $4,000 funded from the LDI opex Māori Responsiveness allocation and $11,000 reallocated from the LDI Community Grants allocation, and the subsequent two years being integrated into future work programmes.

Tātaritanga me ngā tohutohu

Analysis and advice

7. As identified in Waitākere ki tua, under the principle of Whakawhanaungatanga (grow respectful and reciprocal relationships), the following three focus areas reflect the aspirations of west Auckland Māori and support the recommendations and actions it contains:

· Rangatiratanga (enhancing leadership and participation): west Auckland Māori aspire to lead and achieve in their priority areas of placemaking, design, decision-making and Māori development.

· Taonga tuku iho (ancestral Māori culture and practices): west Auckland Māori seek facilities and services that reflect Māori culture and identity through te reo Māori, tikanga and mātauranga which are to be valued, validated and normalised.

· Rangatira mō āpōpō (ensuring sustainable futures): highlights that west Auckland Māori want to invest in rangatahi, mātua, pakeke and kaumātua to grow, develop and sustain taonga tuku iho.

8. Henderson-Massey, Whau and Waitākere Ranges local boards workshopped Waitākere ki tua in November 2018, with robust discussions on the recommendations, with actions and feedback incorporated into the document found in Attachment one.

Maori Broker Project

9. A key action within the action plan that will be most enabling for Council and empowering for the community was the idea of a specific role that can take forward to on the ground mahi / work. Through the hui and associated engagement, it was also strongly and frequently stated the need for Māori to be working with Māori. To this end regional funding has been secured and indications of supportive funding allocations have been given by the three local boards to establish a Māori Broker Project based primarily around a three-year full-time role. The role is proposed to be based within Hoani Waititi Marae in recognition of Hoani Waititi Marae’s relationship with council, its position in the community and existing skill base, and in alignment with the three local boards endorsed empowered communities approach.

10. The current Māori Broker project brief is:

· To provide for dedicated engagement support and capacity development across Māori communities and organisations of Waitākere through a Māori broker project.

· Three-year funding will enable the appointment of a fixed term full time role managed through Hoani Waititi Marae with the responsibility of co-ordination of shared communications, event and strategic initiatives, including development and delivery of an engagement, capability and capacity building work-programme in partnership between Te Kaunihera o Tāmaki Makaurau (Auckland Council), Henderson-Massey, Waitākere Ranges and Whau Local Boards and Hoani Waititi Marae.

· The shared intent is to foster and bring forward shared aspirations of Mataawaka communities and organisations across Waitākere west Auckland in a collaborative and empowering way whilst also lifting the relationship between Council, Hoani Waititi Marae and Māori. Local boards will also be assisted in growing their capacity and understanding of kaupapapa Māori methods and Te Ao Māori perspectives.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

11. This approach to Māori responsiveness is in line with the Auckland Plan 2050 and Whiria Te Muka Tangata 2014 (Māori responsiveness framework).

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

Local impacts and local board views

12. All three west 2017-2020 Local Board plans hold a commitment to building strong and meaningful relationships with Māori to ensure that Māori aspirations are understood and a commitment to developing partnerships of mutual respect and openness. This includes a commitment to partner with Māori on shared goals as the local boards develop their work programmes and plans.

13. The following tables identify specific items specifically identified in the three local board plans that identify a responsiveness specifically to Māori.

Henderson Massey	A thriving local economy that supports quality of life	Local business collectives and hubs drive identity and success.	Support local Māori to explore establishing free enterprise/entrepreneurship ideas and points of difference for west Auckland.
Henderson Massey	Communities know each other and work together on common interests	Diversity and difference is embraced and valued.	Support rangatahi/youth in growing their confidence and leadership through projects that build on their interests and challenge them.
Henderson Massey	Communities know each other and work together on common interests	Mana whenua and mataawaka rights are acknowledged and their needs and aspirations widely known.	Develop relationships and agree shared goals with mana whenua, local Māori and key Māori organisations.
Henderson Massey	Communities know each other and work together on common interests	Mana whenua and mataawaka rights are acknowledged and their needs and aspirations widely known.	Support Matariki and other significant Māori events as a source of insight to kaupapa Māori.
Henderson Massey	Natural spaces are valued and restored	People are central to maintaining our environment.	Support Māori as kaitiaki of the environment when developing community and council projects.
Henderson Massey	Natural spaces are valued and restored	Biodiversity is increasing.	Promote private native planting to help restore indigenous ecosystems.

Waitākere Ranges	People actively protect the Waitākere Ranges Heritage Area	The heritage area’s special character is celebrated and enhanced.	Work with mana whenua and local communities to protect, and tell the stories of, cultural and historic sites of importance.
Waitākere Ranges	Local communities feel good about where they live	Communities are skilled, well informed and engaged.	Support Hoani Waititi Marae-based programmes, activities and events.
Waitākere Ranges	Local communities feel good about where they live	Community events and activities celebrate diverse local identities.	Fund Waitangi Day celebrations.
Waitākere Ranges	Local communities feel good about where they live	Mana whenua and mātāwaka are acknowledged and their needs and aspirations are widely known.	Develop relationships and agree shared goals with Te Kawerau a Maki and other mana whenua, Hoani Waititi Marae, and other key Maori organisations and local Maori residents.
Waitākere Ranges	People experience local arts and culture, and recognise our heritage	Historic and cultural heritage is recognised, celebrated and understood.	Protect key local sites of cultural and historical importance and tell their stories.
Waitākere Ranges	People experience local arts and culture, and recognise our heritage	Historic and cultural heritage is recognised, celebrated and understood.	Celebrate Matariki at key sites.

Whau	Great neighbourhoods with strong community connections, capacity and voices	Our many voices contribute to making our future.	Encourage and support our Māori leaders, Pasifika, Chinese, Indian and other ethnic and resettled communities to contribute to the Whau’s future.
Whau	Great neighbourhoods with strong community connections, capacity and voices	Mana whenua and mātāwaka are acknowledged and their needs and aspirations are widely known.	Develop relationships and agree shared goals with mana whenua, local Māori and key Māori organisations.
Whau	Celebrating our creative edge in our streets, neighbourhoods and communities	Art and culture is celebrated in our place-making.	Support/work with manā whenua on place-making projects that honour their stories and significant sites.
Whau	Celebrating our creative edge in our streets, neighbourhoods and communities	Art and culture is celebrated in our place-making.	Champion architecture and landscaping that reflects our unique Māori and Pasifika influences.
Whau	Our heritage is known, protected and our stories are shared	We celebrate and support protection from a strong research foundation.	Refresh Māori heritage sites list.
Whau	Our heritage is known, protected and our stories are shared	Gather and share historical knowledge.	Deliver a programme of heritage activities that acknowledges our Maori, colonial and recent heritage.
Whau	Our heritage is known, protected and our stories are shared	Preservation of our places and stories.	Promote the protection of Māori heritage sites.

14. Local board members and Ward Councillors were invited to the three Marae based hui held over 2017, subsequent workshops were held with each board presenting the Toitū Waitākere report to members.

15. Building upon the insights gained and through the lens of local government noting what Auckland Council local boards have decision making or influence over Waitākere ki tua – An action plan in response to aspirations of west Auckland Māori was developed.

16. A presentation and draft action plan were workshopped with all three local boards in November 2018. There was general endorsement over the overall action plan and an acknowledgement of the process and work to date.

17. The concept of a Maori coordinator was specifically flagged as a key opportunity and indicative support was obtained from each local board individually around contributing to a joint role noting that regional funding had been secured already.

Tauākī whakaaweawe Māori

Māori impact statement

18. West Auckland has a strong Māori community and its Māori population ranks second in size out of the 21 local boards in Auckland.

19. Mana whenua were not directly engaged in the process of developing the action plan with focus on Māori who reside in the west local board areas. A separate project is underway with local boards and mana whenua of west Auckland to progress council’s legal and Te Tiriti o Waitangi commitments through Mana Whenua Relationship Agreements.

20. The three west local boards of Henderson-Massey, Waitākere Ranges and Whau recognise their legal obligations and commitments to Maori and to Te Tiriti o Waitangi as a founding document of Aotearoa New Zealand.

21. Council influences outcomes with Māori through policies, plans and funding, and the various activities it delivers. The Waitākere ki tua action plan is intended to increase opportunities and drive change in council culture and practice to respond to Māori aspirations.

Ngā ritenga ā-pūtea

Financial implications

22. The actions of Waitākere ki tua are a mix of activities that involve both; an adjustment in Council processes or methodologies, along with the development of new activities or the direction of funding to better respond to identified needs and aspirations across west Auckland.

23. Whilst there will likely be a more explicit explanation along with supporting advice through annual work programming process the plan can be progressed from within local board discretionary budgets with some opportunity to leverage off associated regional budgets and programmes.

24. A key new proposal is the establishment of a three-year local community-based Māori broker project. The broker would take a lead role in strengthening connections and capacity across west Auckland Māori communities, as well as fostering the relationship between west Auckland Māori communities and individuals and Auckland Council at elected member governance and staff operational levels.

25. Regional funding of $60,000 per annum for the next three years has been secured to assist the establishment of the proposed Māori broker project and local boards are being asked to consider the allocation of $15,000 each annually for the next three years.

26. It is proposed that the $15,000 2018/19 be based upon $4,000 funded from the Whau Local Board LDI opex Māori Responsiveness allocation and $11,000 reallocated from the current LDI Community Grants allocation noting that there is more than $100,000 balance still to be allocated over the round, and the subsequent two years being integrated into future work programmes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

27. Auckland Council recognises its legal obligations and commitments to Māori and to Te Tiriti o Waitangi as a founding document of Aotearoa New Zealand.

Ngā koringa ā-muri

Next steps

28. Reconnect with local Māori at hui for feedback on the recommendations and actions contained in the document. Following this, local board services staff will work with Māori and council departments to progress the delivery of actions.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Waitākere ki tua – An action plan in response to aspirations of west Auckland Māori	167
b ⇩	Toitū Waitākere Report 2017	189

Ngā kaihaina

Signatories

Authors

Tracey Wisnewski - Local Board Advisor

Authorisers

Louise Mason Local Board Services

Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Whau Local Board

27 March 2019

Auckland Transport Update Report for the Whau Local Board March 2019

File No.: CP2019/03630

Te take mō te pūrongo

Purpose of the report

1. To respond to requests on transport-related matters, provide an update on the current status of the Local Board Transport Capital Fund (LBTCF), provide a summary of consultation material sent to the board and provide transport related information on matters of specific application and interest to the Whau Local Board and its community.

Whakarāpopototanga matua

Executive summary

2. In particular, this report:

· recommends an allocation of funding to progress Avondale paver replacement and streetscape items based upon a rough order of costs provided in response to local board resolution

· provides quarterly report material covering Auckland Transport’s activities over the September to December 2018 period

· notes consultation information sent to the Board for feedback and decisions of the Traffic Control Committee as they affect the Board area.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) receive Auckland Transport’s update for March 2019.

b) allocate $1,959,047 from their Local Board Capital Fund for

i) replacement of the clay pavers in Avondale Town Centre with exposed aggregate concrete, including continency to allow for risks associated with underground services

ii) delivery of associated street furniture replacements and any additional streetscape improvements in the Avondale Town Centre that can be accommodated within the remainder of that allocation

iii) noting the need progress i) and ii) whilst giving consideration to collaboration and alignment with projects being planned and progressed by Panuku Development Auckland, Auckland Council’s Service Planning and Integration team, and investigations by Auckland Transport’s Integrated Corridor Delivery Team.

Horopaki

Context

3. This report updates the board on Auckland Transport (AT) projects and operations in the local board area, it updates the board on their advocacy and consultations, and includes information on the status of the Local Board Transport Capital Fund.

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

Tātaritanga me ngā tohutohu

Analysis and advice

5. The Local Board Transport Capital Fund (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).

6. The Whau Local Board’s funding allocation under the LBTCF was $5,160,346 for the current political term which includes the 19/20 budget. The remaining budget left to allocate is 1,959,047. Below table demonstrates the current status of the fund and projects:

Whau Local Board Transport Capital Fund Financial Summary
Total Funds Available in current political term	$5,160,346
Amount committed to date on projects approved for design and/or construction	$3,201,299
Remaining Budget left	$1,959,047

Response to Resolution WH/2018/109 – Rough Order of Costs for upgrade of pavers in Great North Road, Avondale

7. On 24 June 2018, the Whau Local Board Resolution requested Auckland Transport investigate and provide advice on a number of projects, including “Improvements to Avondale town centre’s streetscape” (Resolution number WH/2018/73)

8. The Local Board made a second resolution on 24 October, that Auckland Transport “prepare a Rough Order of Cost for renewal and replacement of the Avondale town centre footpath pavers and streetscape items on the main road (Great North Road) as part of an overall streetscape improvement project”. (Resolution number WH/2018/109)

9. There are approximately 3500 m² of clay pavers within the Avondale precinct. The Local Board requested a rough order of costs for replacement of these pavers and also identified a desire for consideration of wider streetscapes improvement opportunities aligned with other projects.

10. There have been a number of reports of safety issues associated with slippery clay pavers in Avondale, as has been the case in other parts of Auckland. Testing of the Avondale pavers coefficient of friction or “slipperiness” was carried out in 2016, and while most areas in the town centre showed that pavers were generally above the minimum standard, this is not consistent with anecdotal evidence of ongoing issues with slipperiness which have regularly come to the attention of the board.

11. Further testing on the Avondale pavers is to take place in March 2019 and one of the options is a paver treatment which has shown to be effective in reducing slipperiness in many cases.

Associated Avondale projects

12. Panuku has identified Avondale as an area of major opportunity and they plan to revitalise and intensify Avondale over the next 15 years. Town centre works will improve public spaces and connections, but the detail of such projects is not yet known. Future Panuku streetscape upgrade activities will positively contribute to the overall town centre improvements.

13. An Integrated Corridor Delivery Programme seeks to provide better travel choice by delivering improved bus, walking and cycling options on 11 of Auckland’s Transport corridors. The programme will seek to improve the street environments to make them safe and more attractive and will be delivered over 2-10 years. The Integrated Corridor Delivery team are expected to have confirmed the needs and requirements of Great North Road within the next 12 months. The team provided the Whau Local Board with a programme introduction and overview in November 2018 and are expected to provide an update in April/May 2019. It is not anticipated that any capital works will occur within the next 3 years.

14. There is an expectation that, alongside the Avondale Unlock project and other major projects in Avondale, there will be significant streetscape improvements in the town centre. Panuku is leading these improvements in Crayford Street West but is not expected to lead any such improvements in this particular section of Great North Road. This presents an opportunity to make future improvements in addition to the replacement of pavers.

Options for allocation of Local Board Transport Capital Fund

15. Three options have been considered in response to this request. It is noted that the areas of footpath on the west side of Great North Road adjacent to the Avondale Central (Bai) site and the properties at 1971-1987 Great North Road which has been identified as the proposed site for the new multipurpose facility are excluded from the following options.

16. Option 1 – an interim solution which could be effective in addressing the immediate safety concerns associated with the pavers would be to waterblast off the top coating and re-sand the pavers. This would avoid any risks associated with construction occurring that may not align with future development of plans for Great North Road as part of the Integrated Corridor Delivery Programme. It would not address any of the Local Board’s concerns around the need for streetscape improvement in the Avondale town centre. The expected cost of this option is $220,000.

17. Option 2 – Auckland Transport have provided a rough order of costs for replacement of all pavers with an exposed aggregate concrete. This option would address the local board’s request for replacement of the pavers but would not cover the reinstatement or replacement of any street furniture or any other streetscape improvements, and nor would it allow contingency or management of risks associated with underground services. The expected cost of this option is $650,000.

18. Option 3 – In order to deliver streetscape improvements to the Avondale Town Centre as part of this activity. A larger capital allocation from the Local Board would enable not only the replacement of pavers with exposed aggregate concrete but also the replacement and potential upgrade of street furniture and possible other improvements to amenity – noting that further advice would need to be developed around any such potential improvements in collaboration with the team leading the development of the future Avondale multipurpose centre, Panuku and the Auckland Transport Integrated Corridors Delivery Team. It would also address issues around risk and contingency. This is the preferred option, and it is recommended that the board allocate $1,959,047, being the remainder of its Local Board Transport Capital Fund, to enable the project to progress.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

19. The above options have been developed by Auckland Transport in response to requests by the Whau Local Board. Ongoing discussions are taking place within Auckland Transport and with relevant teams within of Auckland Council and with Panuku.

Quarterly report for September to December 2018

20. The following quarterly report material is attached to this monthly report:

i. attachment A – report from Auckland Transport departments on their activities in the Whau Local Board area and regionally over the last quarter.

ii. attachment B – report on Travelwise Schools activities in the Whau Local Board area over the last quarter.

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

Local impacts and local board views

Local Board Issues Being Investigated

21. Auckland Transport has high volumes of requests for service at this time. This has made our standard timeframe to process requests longer than usual. The Local board have requested the following issues be investigated and they have been recorded, entered and are in the initial investigation stage:

· Avondale maintenance of footpaths

· Trent Street, Whakawhiti Loop, Avondale roading issues

· Bollards on Totara Avenue request

· Cars parking on Cliff View Drive

· Pedestrian crossing request near the roundabout on St Georges Road, Avondale

Portage Road parking issues

22. Auckland Transport Parking Compliance are aware of the illegally parked large vehicles on Portage Road and try to be on site as often as possible to manage the situation. The matter of transports parking illegally on the roadside is an Auckland-wide issue that Auckland Transport (AT) are currently trying to rectify.

23. Between 1 August 2018 and 7 March this year, 51 infringements have been issued to large vehicles on Portage Road. These offences include parking in a cycle lane, parked on the footpath, parking on broken yellow lines and parked on the median strip.

24. Parking officers will continue to monitor Portage Road and enforce large vehicles parking illegally.

Safety Improvements on Blockhouse Bay Roundabout

25. Our Road Safety team is investigating safety improvements at this roundabout. The scheme design is due to be completed very soon, and Auckland Transport should be able to present it to the Local Board in April.

New Lynn to Avondale Shared Use Path Timeline Update

26. Tendering and Award milestones

· March 2019: Tender release for construction of all stages

· End April 2019: Tender close

· June 2019: Tender award

27. Consents milestones

· Early March 2019: Planned lodgement; Resource Consents for Stage 3;

· End March 2019: Planned lodgement; Resource Consents for Stage 1

· April 2019: Planned lodgment Resource Consents for Stages 2a and 2b;

Consultation documents on proposed improvements

28. Consultation documents for the following proposals have been provided to the Whau Local Board for its feedback and are summarised here for information purposes only.

29. Following consultation, Auckland Transport considers the feedback received and determines whether to proceed further with the proposal as consulted on or amend the proposal if changes are considered necessary:

Consultation documents Sent to Local Board for Comments/Endorsement	Date sent
Automatic Safety Rail Gates	28/11/18
Proposal to improve pedestrian amenities in South Lynn Road, Titirangi	29/11/18
Consultation for some bus infrastructure in the Whau Local Board as part of Bus Route 191	29/11/18
Proposal to improve safety and efficiency at the Great North Rd and Larch Street intersection, Avondale	5/12/18
Proposal to improve road safety by introducing new pedestrian refuges in Rosebank Road, Avondale	14/01/19
Relocating a bus stop, new bus stop, and signalised mid-block crossing outside 110 Ash Street, Avondale	31/01/19

Auckland Transport’s Traffic Control Committee (TCC) report

30. Decisions of the TCC during the month of January and February 2019 affecting the Whau Local Board area are listed below.

Date	Street (Suburb)	Type of Report	Nature of Restriction	Decision
1-January-18	Donovan Street, Rathlin Street, Lewis Street, Blockhouse Bay	Permanent Traffic and Parking changes Combined	Clearway, Bus Lane, Ambulance Service, Removal of Bus Stop, Bus Stop, No Stopping at All Times, Flush Median, Keep Clear, Stop Control, Give-Way Control	CARRIED
1-February-19	Caspian Close, New Lynn	Permanent Traffic and Parking changes Combined	No Stopping at All Times, Angle Parking, Give-Way Control, Traffic Island	CARRIED
1-February-19	Riversdale Road, Wairau Road, Canal Road, Ash Street, Rosebank Road, Community Lane, Avondale	Permanent Traffic and Parking changes Combined	No Stopping at All Times, Clearway, Bus Stop, Bus Shelter, Removal of No Stopping at All Times, Removal of Bus Shelter, Give-Way Control, Stop Control, Traffic Signal Control, Road Hump, Flush Median, Edge Line, Keep Clear	CARRIED

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

34. The forward works programme in the Whau Local Board area could change from the advice provided here if circumstances change.

35. Auckland Transport has risk management strategies in place for the transport projects undertaken in the local board area.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Auckland Transport activities over the October - December 2018 Quarter	249
b ⇩	Travelwise Schools activities Oct-Dec 2018	263

Ngā kaihaina

Signatories

Authors

Owena Schuster – Elected Members Relationship Manager (Western Boards

Authorisers

Jonathan Anyon – Manager Elected Member Relationship Unit, Auckland Transport

Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Whau Local Board

27 March 2019

ATEED Six-Monthly Report (1 July 2018 to 31 December 2018)

File No.: CP2019/03602

Te take mō te pūrongo

Purpose of the report

1. This report provides the Whau Local Board with highlights of ATEED’s activities in the Whau Local Board area as well as ATEED’s regional activities for the six months 1 July 2018 to 31 December 2018.

2. This report should be read in conjunction with ATEED’s 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 2018). Although these reports focus primarily on the breadth of ATEED’s work at a regional level, much of the work highlighted has significant local impact.

Whakarāpopototanga matua

Executive summary

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

· locally-driven initiatives: LED work programme, Pop-up business school, Young Enterprise Scheme (YES)

· supporting local business growth

· filming activity

· youth connections

· local and regional destination management and marketing

· delivered, funded and facilitated events.

4. Further details on these activities are listed under Analysis and advice.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) receive ATEED’s six-monthly update from 1 July – 31 December 2018.

Horopaki

Context

5. 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.

6. 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.

7. ATEED works with local boards, 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.

8. In addition, ATEED’s 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^{^[1]}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.

9. 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.

10. 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

Locally Driven Initiatives:

11. LED work programme: An action plan identifying opportunities that align with the new Western Initiative and ATEED’s 2018–2021 Statement of Intent was developed during the period. This will ensure that Local Board funds can be supported by other resources to develop initiatives capable of delivering greater impact.

12. Pop-up business school: A Pop-up business school was run in Henderson in August 2018. Given the proximity of that event to the Whau Local Board area, it was recommended that the Whau Pop-up business school is run later in the financial year. It is possible to run this event in May/June 2019 in partnership with the Henderson-Massey and Puketapapa local boards and the Ministry of Social Development.

13. Young Enterprise Scheme (YES): The Auckland Chamber of Commerce invoiced for the allocated funds from Local Boards and payment was made during Q2. During the period, there were 56 schools participating in the Auckland YES programme, representing 1,334 students completing the programme. Avondale College, Kelston Girls’ College and the International College are the three schools from the Whau Local Board area participating in the YES programme.

Supporting Local Business Growth

14. This area is serviced by the Business and Enterprise team in the West hub, based in the Henderson Service Centre. The team comprises 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.

15. 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.

16. ATEED’s 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.

17. 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 (http://workshop.exportessentials.nz/register/)

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

18. During the reporting period, ATEED Business and Innovation Advisors met with 20 businesses in the Whau Local Board area, six for innovation advice and services and 14 for business growth and capability advice and services (one was a returning client). From these engagements:

· Seven connections were made to Callaghan Innovation services and programmes

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

· Twelve referrals were made to Business Mentors New Zealand

· Thirteen connections were made to ATEED staff and programmes

· Sixty-six connections were made to other businesses or programmes.

Other support for new businesses

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

· Starting off Right workshop – 2

· Business clinic – 3

· Innovation clinic – 3.

Filming activity within the Whau Local Board area

20. ATEED’s 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.

21. Between 1 July and 31 December 2018, a total of 312 film permits^{^[2]} were issued in the Auckland region, five of these permits were issued in the Whau Local Board area. 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.

22. The Whau Local Board area’s share of film permit revenue was $278.26^{^[3]} for the period (total for all boards combined was $46,729.13).

23. Some of the key film productions that were issued permits to film in the Whau Local Board area were:

· Power Rangers

· Shortland Street

· Runaway Millionaires

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

24. 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

25. During the period, the Tourism team worked with the Local Board on the Journey North project. This is a co-operative marketing effort to encourage visitors to explore the wider Auckland/Northland regions via a touring route option. The initiative provides a framework for tourism partners to work collaboratively to develop an offering for visitors to explore the region, encouraging visitors to drive the western route via Titirangi Village and major western beaches (eg. Piha and Bethels) en route to Arataki Visitor Centre, before then making their way north through Rodney.

Regional destination management and marketing activity

26. Regional dispersal continues to be a priority for ATEED. During the period, ATEED’s Winter Campaign, Made for Winter showcased Auckland’s food and beverage stories from across the Auckland region, targeting domestic visitors. Traditionally, this campaign focused 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.

27. 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.

28. 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

29. 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 seven 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.

30. During the period, residents of the Whau 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.

31. 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

32. 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

33. 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

34. 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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

36. 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

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

Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

[1] This activity is subject to local boards prioritising local economic development, and subsequently allocating funding to local economic development through their local board agreements.

[2] This does not reflect all filming that takes place in studio, private property or low impact activity that wouldn’t have required a permit.

[3] This includes Local Board fees only, other permit fees directed to Auckland Transport (Special Events) and Regional Parks. Figures exclude GST and are as per the month the permit was invoiced, not necessarily when the activity took place.

Chairperson	Tracy Mulholland
Deputy Chairperson	Susan Zhu
Members	Derek Battersby, QSM, JP
	Catherine Farmer
	Duncan Macdonald, JP
	Te'eva Matafai
	David Whitley

Authors	Vera Ganason - Democracy Advisor - Whau
Authorisers	Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau