Agenda of Franklin Local Board

The Chair will open the meeting and welcome everyone present.

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

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

4 Confirmation of Minutes

That the Franklin Local Board:

a) confirm the ordinary minutes of its meeting, held on Tuesday, 4 June 2019 as true and correct.

5 Leave of Absence

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

6 Acknowledgements

6.1 Acknowledgement - the passing of Jennifer Kelly

Te take mō te pūrongo

Purpose of the report

1. The board wish to acknowledge the passing of Jenny Kelly.

Whakarāpopototanga matua

Executive summary

2. The board wish to acknowledge the passing of Jenny Kelly, patron of the Clevedon Plunket Society, co-founder of the long running community newsletter The Round Up, volunteer and supporter of community and Clevedon Presbyterian Church projects.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) acknowledge the passing of Jenny Kelly, patron of Clevedon Plunket Society, co-founder of the community newsletter The Round Up; volunteer and supporter of community and Clevedon Presbyterian Church projects.

6.2 Acknowledgement: Queens Service Medals

Te take mō te pūrongo

Purpose of the report

1. To acknowledge two recipients of Queens Service Medals.

Whakarāpopototanga matua

Executive summary

2. The board wish to acknowledge two recipients of Queens Service Medals in the Franklin Local Board area in the recent Queens Birthday Honours list.

3. Mrs Maree Bernasconi of Auckland has been recognised for her services to netball, holding many governance and administrative roles with the Pukekohe Netball Centre over a number of years. She has been an Executive Member from 1995 to 2004, and Executive President from 1998 to 2002.

4. Mrs Bernasconi has also been on the board for Netball Counties Manukau, assisted with fundraising and sponsorship, been a coach coordinator, and assisted many other sporting organisations in the Pukekohe community.

5. Mr Roy James Buckley of Auckland has been recognised for his services to the craft of wood-turning. Mr Buckley has been involved for 35 years, helping found the West Auckland Woodturners Guild in 1983, and has served as President. He was involved in meetings and night classes, constructed lathes and demonstrated them; been a judge at Kawerau National Woodskills Festival for 16 years and Chief Judge for 10 years.

6. Mr Buckley is also a member and President of the Matakawau Boat Club Committee and has been a caring caller for St Johns for the past 17 years.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) acknowledge Mrs Maree Bernasconi, Queens Service Medal for services to netball, and Mr Roy Buckley, Queens Service Medal for services to the craft of wood-turning.

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 Franklin 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 - Judy Donovan, Pukekohe Tramping Club

Te take mō te pūrongo

Purpose of the report

1. Judy Donovan on behalf of the Pukekohe Tramping Club will be in attendance to present a project idea to the board.

Whakarāpopototanga matua

Executive summary

2. Judy Donovan, on behalf of the Pukekohe Tramping Club, will be presenting ideas for an urban trail in the Pukekohe area.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) thank Judy Donovan, from the Pukekohe Tramping Club, for her presentation and 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.”

Franklin Local Board

25 June 2019

Indicative business case: Multi-sport facility and upgrade of Karaka Sports Park

File No.: CP2019/10451

Te take mō te pūrongo

Purpose of the report

1. To endorse an indicative business case for a multi-sport facility and upgrades at Karaka Sports Park.

Whakarāpopototanga matua

Executive summary

2. Development of a multi-sport facility and wider park upgrades at Karaka Sports Park was selected by the Franklin Local Board as their One Local Initiative for funding as part of the Long-term Plan 2018-2028. Funding of up to $30 million was earmarked for the multi-sport facility and wider sports park upgrades, following indicative and detailed business cases processes.

3. Staff have developed an indicative business case to inform decision-making. Preparation of the business case entailed an investigation of need, an assessment of strategic alignment and an economic analysis.

4. The needs assessment found a current and future need for ancillary infrastructure, such as toilets and changing rooms, and sport field upgrades. There was no need for the full multi-sport facility, including the gym, multifunction/lounge space, bar and kitchen components of the Karaka Sports Park master plan. Upgrades to tennis and netball courts were also not needed in the medium-term.

5. The strategic assessment shows moderate alignment with council’s plans and strategic objectives. This was largely due to weak alignment for the multi-sport facility.

6. Three options were assessed as part of the indicative business case.

· Option one: No changes to services or facilities (status quo)

· Option two: Full implementation of the Karaka Sports Park master plan alongside sport field and park upgrades (One Local Initiative)

· Option three: Partial implementation of the Karaka Sports Park master plan alongside sport field and park upgrades (preferred option).

7. The economic case identified that option three delivers community benefits above the capital and operational costs. A cost-benefit analysis indicates the benefits are 1.1 times the costs.

8. Option two performed poorly against criteria and economic analysis. It has a negative net present value of $14.4 million.

9. Staff recommend that the local board endorse development of a detailed business case based on option three. This option has a strong case for change, alignment with council’s plans and strategic objectives, and is based on a sound economic case.

10. There is a medium partnership risk that the Karaka Sports Park Trust may not be able to secure the expected level of funding to assist with the development of the facility. If it is able to mobilise investment, the trust could provide the funding required for the multi-sport facility.

11. The next steps are for staff to report back to the Environment and Community Committee on 10 July 2019. The report will include feedback from the Franklin Local Board.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) endorse the findings of an indicative business case for the development of multi-sport facility and upgrades to Karaka Sports Park which found that:

i) growth projected in the Franklin Local Board area will increase demand for sport and recreation services and facilities - the population is forecast to grow by 58 per cent (172,288) over the next 30-years

ii) the population in the catchment of Karaka Sports Park is more active when compared to all Aucklanders

iii) there are a number of neighbouring council sports facilities, including four multi-sport facilities

iv) there is a current and future need for ancillary infrastructure, such as toilets and changing rooms, and sport field upgrades

v) there is a current shortfall of lit weekday field time for winter sports of 40 hours per week, which is forecast to grow to a shortfall of 105 hours per week by 2028

vi) the provision of sand-carpeting and lighting of fields at Karaka Park would help address the current and projected shortage of lit field hours

vii) there is no need for the proposed gym space, bar, kitchen and multi-function space

viii) upgrades to tennis and netball courts are not needed in the medium-term

ix) the quantifiable benefits of the One Local Initiative do not exceed costs and have a net cost of $14.4 million

x) the quantifiable benefits of the partial implementation option exceed the costs required for development and have net benefits of $2.1 million.

b) endorse that the development of a multi-sport facility at Karaka Sports Park and wider park upgrades (One Local Initiative) has a mixed case for change and strategic alignment with council objectives and would not deliver community benefits comparable to the capital and operational investment required.

EITHER

c) endorse the development of a detailed business case for the partial implementation of the Karaka Sports Park master plan alongside sports field and park upgrades commencing in 2019/20 based on:

i) development of Part A (1400m²) of the multi-sport facility alongside park upgrades

ii) indicative funding of $20.2 million of up to $30 million earmarked as part of the Long-term Plan 2018-2028. (Recommended)

endorse the development of a detailed business case for the full implementation of the Karaka Sports Park master plan alongside sport field and park upgrades (One Local Initiative) commencing in 2019/20 based on:

i) a multi-sport facility entailing Parts A (1400m²) and B (1560m²) of the Karaka Sports Park master plan alongside sport field and park upgrades

ii) indicative funding of $30 million earmarked as part of the Long-term Plan 2018-2028.

Horopaki

Context

Development of a multi-sport facility is a priority for the Franklin Local Board

12. Development of a multi-sport facility at Karaka Sports Park and wider park upgrades was selected by the Franklin Local Board as their One Local Initiative for funding as part of the Long-term Plan 2018-2028.

13. The local board worked with the Karaka Sports Park Trust to prepare the Karaka Sports Park master plan in 2014. This plan formed the basis of the Franklin One Local Initiative.

14. The proposed multi-use facility and park upgrades caters for a wide variety of sports codes such as rugby, cricket, netball, tennis, baseball and bowls.

15. The proposal covers a catchment area that includes parts of four local boards – Franklin, Manurewa, Papakura and Otara–Papatoetoe.

16. The Finance and Performance Committee approved provisional funding for One Local Initiative projects [FIN/2018/85 refers].

17. A total of $0.1 million was allocated to the Franklin Local Board for a business case. The business case is developed in two parts - indicative and detailed business cases.

18. Funding of up to $30 million was earmarked for the Franklin One Local Initiative, following the indicative and detailed business case processes.

Indicative business cases are a tool to support decision-making

19. Auckland Council uses a three-stage process to investigate large-scale capital projects and new investment in community services or facilities. This approach is based on the better business case model developed by the Treasury.

20. The first phase begins with a needs assessment. This entails:

· research into the profile of the community, including projected growth data

· a summary of recent social research and any relevant community engagement surveys

· a community facility stocktake (both council and non-council facilities)

· a gap analysis which assesses current provision against council policy.

21. An indictive business case considers the merits of a proposed investment. It helps ensure that there is a robust case for change before resources are committed to a project.

22. The indicative business case considers strategic alignment with council objectives, including the Auckland Plan. It also includes an economic case which considers the costs and benefits of various options that may achieve council’s investment goals.

23. A detailed business case can be built upon:

· a needs assessment which demonstrates a robust case for change

· a strategic assessment which shows alignment with council objectives

· an economic case that identifies a preferred option(s) that delivers community benefits and value for money.

Tātaritanga me ngā tohutohu

Analysis and advice

24. Staff have prepared an indicative business case for the Franklin One Local Board Initiative that follows council’s three-stage process. The key findings are outlined below. Attachment A provides a more detailed overview.

25. Growth projected in the Franklin Local Board area will increase demand for sport and recreation services and facilities. Population in the study area is forecast to grow by 58 per cent (172,288) over the next 30 years, compared to Auckland’s at 48 per cent.

26. The population in the catchment of Karaka Sports Park is expected to grow significantly over the next 30 years from around 6000 in 2016 to 63,000 in 2046. Most population growth is expected in Opaheke-Drury and Pukekohe-Paerata.

· The age profile of the catchment population is slightly younger than the Auckland average, with more people under 15 years of age (25 per cent compared to 21 per cent for Auckland).

· The ethnicity profile is of the catchment is higher in Māori (20 per cent) and Pacific peoples (27 per cent) when compared to the Auckland average (11 per cent and 15 per cent respectively) with fewer New Zealand Europeans (44 per cent versus 59 per cent in Auckland).

27. The population in the catchment of Karaka Sports Park, which covers parts of the Franklin, Manurewa, Papakura and Otara–Papatoetoe local boards, is more active when compared to all Aucklanders.

Figure 1: Frequency of physical activity in 2016

28. There are a number of neighbouring council sport facilities, including four multi-sport facilities:

· Franklin Pool and Leisure Centre

· Bledisloe Park

· Papakura Leisure Centre

· Bruce Pullman Park

· Te Matariki Clendon Community Centre Reserve

· Manurewa Recreation Centre

· Papatoetoe Stadium Reserve.

29. The needs assessment found a current and future need for ancillary infrastructure, such as toilets and changing rooms, car parking and sport field upgrades.

30. The Franklin Local Board has a current shortfall of lit weekday field time for winter sports of 40 hours per week, which is forecast to grow to a shortfall of 105 hours per week by 2028.

31. There is varied need for other components of the Karaka Sports Park master plan.

Table 1: Assessment of the master plan components against need, council and sport code plans

Component	Gap in provision or need	Alignment with council plans	Alignment with code plans	Priority
Park upgrades
Sport field sand carpeting and upgrades	✔	✔	✔	High
Multiuse tennis/netball courts and lights	Some need	Some alignment	Some alignment	Medium
Bowling green	✖	✖	Some alignment	Low
Multi-sport hub
Toilets/Changing rooms showers/equipment storage (Stage A)	✔	✔	N/A	High
Indoor training arena (Stage B)	✔	✖	✔	Low/ Medium
Multifunction space/ lounge (Stage A)	✖	✖	Some alignment	Low
Central lounge space/ Bar and kitchen (Stage A)	✖	✖	N/A	Low
Gym space (Stage B)	✖	✖	✖	Low
Physio/first aid room/office (Stage A)	N/A	N/A	N/A	Dependent on use

· There is no need for the full multi-sport facility. Gym and indoor court facilities are already available in the catchment and have spare capacity.

· Upgrades to tennis and netball courts are not needed in the medium-term. Additional tennis courts and netball courts may be required by 2031 according to the sport codes’ strategic plans.

· Bruce Pullman Park provides for netball competition. Karaka Sports Park is used for training or social games.

· Membership of the bowling club is declining. There were only 25 members in 2018.

32. The strategic assessment shows moderate alignment with council’s plans and strategic objectives. This was largely due to weak alignment for the multi-sport facility, in particular the multifunction/lounge space and bar.

· Increased health and social benefits brought by increased sport participation aligns with the Auckland Plan 2050 and local board plans.

· Alignment with the Auckland Sport and Recreation Strategic Action Plan vision: ‘Aucklanders, more active, more often.’

· Weak alignment with the Community Facilities Network Plan.

· The multi-sport facility features components that are classified as incidental infrastructure or high-performance infrastructure which would not deliver the community sport outcomes sought under the draft Sport Investment Plan.

There is a mixed strategic case for change

33. The needs assessment found a current and future need for ancillary infrastructure, such as toilets and changing rooms, and sport field upgrades.

34. There was no need for the full multi-sport facility, including the gym, multifunction/lounge space, bar and kitchen components of the Karaka Sports Park master plan.

35. Upgrades to tennis and netball courts were not needed in the medium-term.

36. The strategic assessment shows moderate alignment with council’s plans and strategic objectives.

There are three options for decision-makers to consider

37. The options considered in response to the findings include:

· Option one: No changes to services or facilities (status quo)

· Option two: Full implementation of the Karaka Sports Park master plan alongside sport field and park upgrades (One Local Initiative)

· Option three: Partial implementation of the Karaka Sports Park master plan alongside sport field and park upgrades (preferred option).

Option one: No changes to services or facilities (status quo)

38. This option would see no new investment into the development at Karaka Park.

39. This option does not address the identified immediate needs for the park. It will constrain use and will not enable the facilities to meet future demand.

40. This option is discounted because there are some areas where the facilities are in immediate need of development:

· six of the eight sports fields have had drainage issues

· changing rooms and equipment storage are insufficient and are currently being supplemented by two portacom shipping container units

· car parking is insufficient and overloaded for some events.

Option 2: Full implementation of the Karaka Sports Park master plan alongside sport field and park upgrades (One Local Initiative)

41. This option entails development of a multi-sport facility entailing Parts A (1400m²) and B (1560m²) of the Karaka Sports Park master plan alongside sports field park upgrades and carparking. The full option details are:

Initial sports park and field upgrades

Multisport facility building

Other additional developments

Sand carpeting for six playing fields

All weather playing/practice surface

Cricket nets and score-keeping pavilion

New netball and tennis courts

Cycle and pedestrian routes

Lighting for courts and five additional fields

42. Car parking

Part A of building: 1400m²

· 4 changing rooms

· Multifunction space

· Kitchen and bar

· Kiosk

· Storage areas

· Outdoor play area

Part B of building: Additional 1560m²

· Multi-sport indoor training area

· Fitness gym

· Additional storage

· Additional changing rooms

Additional work on playing surfaces

Additional groundwork

Additional multi-use courts

Demolition of some of the existing buildings

43. The benefits of this option are that it would address issues with the state of the playing fields, as well as insufficient changing rooms and parking. Upgrades to sand carpet fields and lighting would respond to lit field hours shortages. Sport cancellations could be reduced to the target of 10 percent. It would provide infrastructure for increased and improved utilisation of the park and facilities into the future.

44. However, there is no need for the full multi-sport facility, including the gym, multifunction/lounge space, bar and kitchen components of the Karaka Sports Park master plan. There is no need for Part B of the building.

45. Economic analysis of the costs and benefits of this option suggest that the quantifiable economic and social benefits of this option would be significantly below costs. The proposal has an estimated total cost of $40.4 million and estimated benefits of $26 million for a net cost of $14.4 million.

Option three: Partial implementation of the Karaka Sports Park master plan alongside sport field and park upgrades (preferred option).

46. This option would entail development of ancillary infrastructure, including the toilet and changing room components of part A (1400m²) of the Karaka Sports Park master plan alongside sport field and park upgrades:

Initial sports park and field upgrades

Multisport facility building

Sand carpeting for six playing fields

All weather playing/practice surface

Cricket nets and score keeping pavilion

New netball and tennis courts

Cycle and pedestrian routes

Lighting for courts and 5 additional fields

47. Car parking

Part A of building: 1400 square meters

· 4 changing rooms

· Multifunction space

· Kitchen and bar

· Kiosk

· Storage areas

· Outdoor play area

48. This option best responds to the identified needs as well as current issues with the park.

49. Economic analysis of the costs and benefits of this option suggest that the quantifiable economic and social benefits of this option would be slightly above costs. The proposal has an estimated total cost of $20.2 million and estimated benefits of $22.3 million for a net benefit of $2.1 million.

Staff have developed criteria to assess the three options

50. Staff developed the following assessment criteria to enable the comparison of the options:

· Current need: Does a demonstrable need currently exist?

· Future growth: Is the scale of the option proportionate to future population growth?

· Strategic alignment: Is this something we should be doing?

· Value for money: Do the benefits associated with an option exceed its costs?

51. These criteria are unweighted and allow for objective assessment.

52. A summary of the options against the assessment criteria is provided in Table 2 below.

Staff recommend the development of a detailed business case based on option three

53. When the criteria are applied, option three (partial implementation of the master plan) scores the highest. It is well aligned to relevant council strategies for sport field provision. It is a proportionate response to need and expected growth pressures. There is a strategic case for change and a sound economic case. Economic analysis suggests that it would deliver sufficient additional benefit to justify these costs. The ratio of benefits to costs are at least 1.1.

Table 2: Assessment of options against criteria

	Current needs	Future growth	Strategic alignment	Value for money
Option one (status quo) No new facility and service improvements change				✓✓
Option two (One Local Initiative) Full implementation of the master plan	✓	✓	✓
Option three Partial implementation of the master plan	✓✓	✓✓	✓✓	✓✓

Rating scale key

Ticks	Level to which option meets criteria
No tick	Does not meet
✓	Low
✓✓	Fair
✓✓✓	High

54. Option two aligns with community expectations. However, it is the least aligned to local need or the council’s strategies and practices. It is the costliest option and is not expected to generate sufficient social or economic benefits to justify investment.

55. Option one does not score favourably. It does not address the immediate existing need in Franklin and the surrounding area.

There are some limitations with the data, but these are not material

56. Some research and survey data lacked enough detail to aggregate at the level of the study area. Where data could not be separated, it is presented at local board level or at Auckland level.

57. Population growth is based on projections. There is a risk of growth being significantly higher or lower than forecasted. This would result in increased demand or underutilisation of the facility.

58. The cost-benefit analysis required the use of some assumptions. A key assumption was that demand was a mixture of new demand, current demand increased through closer service provision and current demand switching from other facilities. Only the first two provide quantifiable benefits to council.

59. Other assumptions were made on inflation, the deadweight loss of council investment and consumer surplus. If these assumptions are incorrect it could weaken the economic case for investment. This financial risk has been mitigated by sensitivity analysis.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

60. If approved, council staff will develop the detailed business case.

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

Local impacts and local board views

61. Developments to upgrade Karaka Park and build a sub-regional multi-sport facility will enhance sport and recreation opportunities in Franklin and neighbouring areas.

62. People in Franklin and neighbouring areas are active when compared to all Aucklanders suggesting any facility will have good usage.

63. The Karaka Sports Park Trust is actively involved in the development and operation of Karaka Park. There is a willingness to work with council in partnership to facilitate development.

64. Development of a multi-sport facility at Karaka Sports Park and wider park upgrades was selected by the Franklin Local Board as their One Local Initiative for funding as part of the Long-term Plan 2018-2028.

65. The views of the local board on the findings of the indicative business case are sought through this report.

Tauākī whakaaweawe Māori

Māori impact statement

66. The Karaka Sports Park catchment area has a higher percentage of Māori (20 per cent) compared to the Auckland average (11 percent).

67. 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’

68. According to Sport New Zealand data, weekly sport and recreation participation of Māori in Auckland (73.7 per cent) is lower than European (83.0 per cent) and Pacific people (74.0 per cent), but higher than Asian (67.1 per cent).

69. Research shows pockets of sedentary Māori who do not have adequate opportunities to participate in sport. It also shows Māori have different preferences for sport and recreational activities compared to other ethnic groups.

Ngā ritenga ā-pūtea

Financial implications

70. Each local board identified one priority project through the Long-term Plan 2018-2028 process. The Finance and Performance Committee then approved provisional funding for these local board projects [FIN/2018/85 refers].

71. The Franklin Local Board proposed a multi-sport facility and upgrades at Karaka Sports Park (the Karaka Sports Park master plan). A total of $0.01 million was allocated to develop the business case. A total of $0.025 million remains for the development of the detailed business case.

72. Funding of up to $30 million was earmarked for the Franklin One Local Initiative, following the indicative and detailed business case processes.

73. The detailed business case will determine if option three is: (1) viable (the financial case); affordable (the commercial case); and (3) achievable (the management case).

74. A partnership with the Karaka Sports Park Trust, which can be investigated as part of a detailed business case presents an opportunity to reduce costs or increase revenue. If it is able to mobilise investment, the trust could provide the funding required for the multi-sport facility.

75. There is sufficient One Local Initiative funding available to deliver the multi-sport facility and upgrades at Karaka Sports Park.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

76. There are three main risk areas with options two and three as outlined in Table 3 below.

Table 3: Risk identification and mitigation

Type of risk

Risk Level

Mitigation

Partnership risk

IF the Karaka Sports Park Trust is unable to secure expected funding to invest in the proposed multi-sport facility

THEN the costs to council will increase

Medium

This can be mitigated by capping council investment at $20.2 million

Financial risk

IF costs of the project exceed initial estimates

THEN the costs will further exceed the benefits and weaken the economic case for investment

Low

This risk can be mitigated by obtaining detailed costing from a quantity surveyor and are assessed through sensitivity analysis

All council projects are subject to financial policy decisions on cost escalation and treatment of inflation

Delivery risk

IF projected growth rates slow and expected growth does not eventuate

THEN the facility may be underutilised

Low

Staff can update the business case when new growth modelling or new census information becomes available

Ngā koringa ā-muri

Next steps

77. The next steps are outlined in Figure 1 below, subject to the decisions of the Environment and Community Committee. If approved, work will commence on the development of a detailed business case in 2019/2020. This will include development of the financial, commercial and management cases.^{^[1]}

78. The timeframe for delivering the new facilities will depend on a range of factors including:

· how long it takes to develop and obtain approval for the detailed business case

· the time required to negotiate any partnership or commercial development opportunities.

Figure 2: Project timing

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Karaka Sports Park Indicative Business Case Summary (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Adam Eggleton - Principal Policy Analyst

Authorisers

Emma Golightly - Team Leader - Parks and Recreation Policy

Paul Marriott-Lloyd - Senior Policy Manager

Kataraina Maki - GM - Community & Social Policy

Nina Siers - Relationship Manager

Franklin Local Board

25 June 2019

Franklin Quick Response, Round Three 2018/2019 grant allocations

File No.: CP2019/10249

Te take mō te pūrongo

Purpose of the report

1. To fund, part-fund or decline applications received for Franklin Local Board Quick Response Round Three 2018/2019.

Whakarāpopototanga matua

Executive summary

2. The Franklin Local Board adopted the Franklin Local Grants Programme 2018/2019 on 24 April 2018 (refer to Attachment A). The document sets application guidelines for contestable community grants submitted to the local board.

3. This report presents 14 applications received in Franklin Local Board Quick Response, Round Three 2018/2019 requesting a total of $21,881.00 (refer to Attachment B).

4. The Franklin Local Board has set a total community grants budget of $181,000.00 for the 2018/2019 financial year. In addition, there is a further $19,000 underspend from the ‘access and activation of third-party sport and recreation facilities’ project budget (FR/2019/64); $11,000 from the community response fund; and $2,000 from the event partnership fund (FR/2019/59) which have been reallocated to the community grants budget

5. Furthermore, a refund from “Beachlands Maraetai ANZAC Celebrations” (LG1903-141) totaling $3,025 was returned as the event was cancelled due to security reasons. A total of $2,504.20 was refunded by the Puni Rugby Football and Sports Club (LG1903-121) and a total of $3,500 was underspent from the School Swimming Pool Fund budget. These amounts have been added back into the 2018/2019 community grants budget and allocated in previous grant rounds. A total of $222,641.20 has been allocated for two local grant and two quick response rounds.

6. An underspend from the community empowerment unit can be reallocated to increase the community grants budget to balance the previous and current quick grant round.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) agree to reallocate the underspend from the community empowerment unit budget to be used for the allocation of grants for quick response round three.

b) agree to fund, part-fund or decline each application in Franklin Local Grants Round Two listed in the following table:

Application ID	Organisation	Requesting funding for	Amount requested	Eligibility
QR1903-301	Simon Huggett	Towards "It's our region Franklin" costs including filming, editing, poster design and music.	$1,000.00	Eligible
QR1903-310	Show Me Shorts Film Festival Trust Board	Towards designing, printing advertising and programming costs for staging “Show Me Shorts” at Pukekohe Cinemas	$2,000.00	Eligible
QR1903-303	Marama Hou Ministries Charitable Trust	Towards internet connection costs and part time receptionist wages.	$2,000.00	Eligible
QR1903-305	Spud Union Singing Group	Towards the "Positive Ageing Expo 2019" stand costs, including advertising and instruments.	$972.00	Eligible
QR1903-307	Royal New Zealand Plunket Trust	Towards the purchase of toys to support the Waiuku music group and Pokeno coffee club.	$1,320.00	Eligible
QR1903-309	Life Education Trust Counties Manukau	Towards workbook costs to deliver "Life Education" programme in the Franklin area.	$2,000.00	Eligible
QR1903-312	Parenting Place Charitable Trust	Towards costs of delivering "Attitude" programmes in Franklin schools including staff costs, communications, materials and travel.	$2,000.00	Eligible
QR1903-313	Kawakawa Bay-Orere Health Clinic Incorporated	Towards "Wellness Day" costs, including venue hire, stationery, cholesterol monitor strips and molemap skin checks.	$955.00	Eligible
QR1903-314	The Upside Downs Education Trust	Towards speech and language therapy sessions for children in the Franklin area.	$2,000.00	Eligible
QR1903-315	Waiuku Toy Library Incorporated	Towards relocation costs including shelving adaptation and transport.	$2,000.00	Eligible
QR1903-316	Blue Light Ventures Incorporated	Towards "Rainbows End Fun Day" entry fees for 75 youth from the Franklin area.	$1,890.00	Eligible
QR1903-306	Plastic Free Pohutukawa Coast under the umbrella of Pohutukawa Coast Community Association Incorporated	Towards the purchase of plants and the "Beautiful Beachlands" contest costs including advertising, judges and prizes.	$1,894.00	Eligible
QR1903-304	Yorkshire Society of New Zealand Incorporated	Towards costs related to the "Yorkshire Day 2019" event, including marketing, advertising, band and technician fees for the Skype link.	$850.00	Eligible
QR1903-308	Keith Willis	Towards the "Branded Country and Variety Music Festival" costs including advertising, accommodation, travel and artists fees.	$1,000.00	Eligible
Total			$21,881.00

Horopaki

Context

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

8. The local board grants programme sets out:

· local board priorities;

· lower priorities for funding;

· exclusions;

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

· any additional accountability requirements.

9. Franklin Local Board adopted their grants programme for 2018/2019 on 24 April 2018. The document sets application guidelines for community contestable grants.

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

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

15. The board is requested to note that section 50 of the Community Grants Policy states:
“We will also provide feedback to unsuccessful grant applicants about why they have been declined, so they will know what they can do to increase their chances of success next time”.

16. A summary of each application received through 2018/2019 Franklin Local Grants Round Two is provided (refer to Attachment B).

Tauākī whakaaweawe Māori

Māori impact statement

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

18. No organisations applying in this round identified themselves to be a Māori organisation, and six organisations applying in this round have indicated that their project targets Māori or Māori outcomes.

Ngā ritenga ā-pūtea

Financial implications

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

20. The Franklin Local Board has set a total community grants budget of $181,000.00 for the 2018/2019 financial year.

21. The Franklin Local Board has set a total community grants budget of $181,000.00 for the 2018/2019 financial year. A total of $222,641.20 has been allocated for two local grant and two quick response rounds.

22. In addition, there is a further $19,000 underspend from the ‘access and activation of third-party sport and recreation facilities’ project budget (FR/2019/64), $11,000 from the community response fund and $2,000 from the event partnership fund to be reallocated to increase the community grants budget (FR/2019/59).

23. Furthermore, a refund from “Beachlands Maraetai ANZAC Celebrations” (LG1903-141) totaling $3,025 was returned as the event was cancelled due to security reasons. A total of $2,504.20 was refunded by the Puni Rugby Football and Sports Club (LG1903-121) and a total of $3,500 was underspent from the School Swimming Pool Fund budget. These amounts have been added back into the 2018/2019 community grants budget and allocated in previous grant rounds. A total of $222,641.20 has been allocated for two local grant and two quick response rounds.

24. An underspend from the community empowerment unit can be reallocated to increase the community grants budget to balance the previous and current quick grant round.

25. Fourteen applications were received for Franklin Local Board Quick Response Round Three 2018/2019, requesting a total of $21,881.00.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

26. The allocation of grants occurs within the guidelines and criteria of the Community Grants Policy and the local board grants programme. The assessment process has identified a low risk associated with funding the applications in this round.

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Franklin Local Board Community Grants Programme 2018/2019	29
b ⇨	Franklin Quick Response Round Three applications (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Agus Castro Pons - Grants Advisor

Authorisers

Marion Davies - Grants and Incentives Manager

Shane King - Head of Service Support

Nina Siers - Relationship Manager

Franklin Local Board

25 June 2019

Franklin Local Board Coastal Rescue Services Fund 2018/2019 grant applications.

File No.: CP2019/10359

Te take mō te pūrongo

Purpose of the report

1. To fund, part-fund or decline applications received for Franklin Coastal Rescue Services Fund 2018/2019 grant round.

Whakarāpopototanga matua

Executive summary

2. This report presents applications received in Franklin Coastal Rescue Services Fund 2018/2019 grant round (see Attachment B).

3. The Franklin Local Board adopted the Franklin Local Board Grants Programme 2018/2019 on 24 April 2018. The document sets application guidelines for contestable community grants submitted to the local board (see Attachment A).

4. The Franklin Local Board has set a Coastal Sea Rescue Services budget of $45,000.00 for the 2018/2019 financial year.

5. Three applications were received for the Franklin Local Board Coastal Rescue Services Fund 2018/2019 grant round requesting a total of $94,949.41.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) agree to fund, part-fund or decline each application in Franklin Local Board Coastal Rescue Services Fund 2018/2019, listed in Table One.

Application ID	Organisation	Requesting funding for	Amount requested	Eligibility
CR1903-101	Coastguard Maraetai Incorporated	Towards the purchase of two new engines and annual operating costs including tractor and rescue vessel expenses.	$69,000.00	Eligible
CR1903-102	Surf Life Saving Kariaotahi Incorporated	Towards the replacement of rescue and safety equipment including emergency flares, pelican cases, torches, lifejackets and a scout camera.	$5,849.41	Eligible
CR1903-103	Waiuku Search and Rescue Association Incorporated	Towards classroom electronics and search equipment upgrade including television, sound bar, laptop, wall mount bracket, night vision goggles and a helmet system.	$20,100.00	Eligible
Total			$94,949.41

Horopaki

Context

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

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

8. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

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

any additional accountability requirements.

9. The Franklin Local Board will operate a single Coastal Rescue Services Fund grant round on 2018/2019 financial year.

Tātaritanga me ngā tohutohu

Analysis and advice

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

14. The board is requested to note that section 50 of the Community Grants Policy states “We will also provide feedback to unsuccessful grant applicants about why they have been declined, so they will know what they can do to increase their chances of success next time.”

15. A summary of each application received through Franklin Local Board Coastal Rescue Services Fund 2017/2018 grant round is provided in Attachment B.

Tauākī whakaaweawe Māori

Māori impact statement

16. The local board grants programme aims to respond to Auckland Council’s commitment to improving Maori wellbeing by providing grants to individuals and groups who deliver positive outcomes for Maori. Auckland Council’s Maori Responsiveness Unit has provided input and support towards the development of the community grant processes. One applicant in this round has indicated that their project targets Maori or Maori outcomes.

Ngā ritenga ā-pūtea

Financial implications

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

18. The Franklin Local Board has set a Coastal Rescue Services Fund budget of $45,000.00 for the 2018/2019 financial year.

19. Three applications were received for the Franklin Local Board Coastal Rescue Services Fund 2018/2019 grant round requesting a total of $94,949.41.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

20. The allocation of grants occurs within the guidelines and criteria of the Community Grants Policy and the local board grants programme. The assessment process has identified a low risk associated with funding the applications in this round.

Ngā koringa ā-muri

Next steps

21. Following the Franklin Local Board allocating funding for Franklin Local Board Coastal Rescue Services Fund 2018/2019 grant round, Commercial and Finance staff will notify the applicants of the local board’s decision

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Franklin Grant Programme 2018/2019	39
b ⇩	Franklin Coastal Rescue Services Fund 2018/2019 grant applications	45

Ngā kaihaina

Signatories

Author

Agus Castro Pons - Grants Advisor

Authorisers

Marion Davies - Grants and Incentives Manager

Shane King - Head of Service Support

Nina Siers - Relationship Manager

Franklin Local Board

25 June 2019

Approval of the Franklin Local Board 2019/2020 ATEED work programme

File No.: CP2019/10307

Te take mō te pūrongo

Purpose of the report

1. To approve the Franklin Local Board local economic development programme for the 2019/2020 financial year.

Whakarāpopototanga matua

Executive summary

2. This report introduces the proposed 2019/2020 financial year local economic development work programme for the Franklin Local Board as set out in attachment A.

3. The proposed work programme comprises:

· Hunua Trail ($80,000)

· Tourism Development ($20,000)

· Young Enterprise Scheme ($2,000).

4. The total value of the Local Economic Development programme is $102,000.

5. The board is being asked to approve the 2019/2020 local economic development programme.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) approve 2019/2020 local economic development work programme as presented in Attachment A to this report:

Horopaki

Context

6. This report provides the local board with the proposed local economic development work programme for the next financial year.

Tātaritanga me ngā tohutohu

Analysis and advice

7. The 2018/2019 local economic development work programme has been developed with regard to the local board’s priorities for local economic development set out in the Franklin Local Board Plan 2017.

Hunua Trail Development ($80,000)

8. The Franklin Local Board has supported development of the Hunua Trail which has received Heartland Trail status from NZTA. Work is ongoing to progress the trail towards a launch later in 2019.

9. This project will appoint a part-time manager (20 hours per week) of the Hunua trail to take over finalisation of arrangements for launch of the trail and management thereafter through to 30 June 2020. This will involve day to day management of the trail as well as liaising with others to develop the longer-term economic development potential of the trail for the area.

10. A small operational budget is also included to allow for the trail manager to undertake any marketing as required.

11. A high calibre individual with strong relationship management skills is envisaged for this role.

Franklin Tourism Sector Development ($20,000)

12. This initiative continues delivery of tourism sector support identified in the refreshed LED Action Plan. A key focus will be the development of a plan to support further development of the area’s tourism offer. This can be done alongside the development of collateral and promotional material associated with the Hunua Trail and other visitor sector activity in that part of the Franklin ward. This area has potential to develop Franklin’s tourism offering significantly but currently research undertaken for the local board identifies it as poorly served in terms of visitor information and on-line presence.

13. A marketing and communications plan developed alongside the proposed soft launch of the trail in 2019/20 will help meet visitor information needs with regards to the available activities in the wider Hunua and Pohutukawa Coast area and support promotional efforts as the trail moves towards full launch. This work will be undertaken once a trail manager has been appointed so that they can be fully engaged in how the trail will be promoted and ensure the wider tourism offering is also promoted.

14. There is also provision for supporting the Franklin Tourism group to develop and promote the Franklin tourism offer, subject to the group identifying actions and suitable outcomes.

Young Enterprise Scheme ($2,000)

15. Auckland Business Chamber, on behalf of the Young Enterprise Trust, delivers the Young Enterprise Scheme (YES) in Auckland. YES is a practical, year-long programme for year 12 and 13 students.

16. Fostering youth entrepreneurship is a key requirement for developing an innovative economy and creating employment pathways for our young people. Through the programme, students develop creative ideas into actual businesses, complete with real products and services and real profit and loss. Students learn key work skills and business knowledge including: business fundamentals, planning, interpersonal relations, financial, decision making, reporting, risk management and team work. YES helps create a culture of innovation and entrepreneurship amongst Auckland’s young people.

17. The funding from the local board will support the delivery of the overall YES programme, including the Kick Start days in February 2020 where we will specifically acknowledge local board support. The Kick start days are held in sub-regions (North, South, East, Central/West) and are the first day students get to meet the Young Enterprise team, and find out about their 2020 year, what YES is about, and what is in store for them. All schools in the local board area that have shown an interest in YES are invited. In addition, the invitation is extended to those schools who have not shown an interest, to enable them to decide whether to participate.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

18. The Local Economic Development Work Programme will be managed on behalf of the local board by ATEED.

19. The Hunua Trail route passes through the Hunua Ranges Regional Park, which is an asset of Auckland Council managed by the Parks, Sport and Recreation Department. Parts of the route crosses land leased by Watercare, a council-controlled organisation. Endorsement from Watercare for the development of the Trail was confirmed by email on 1 May 2019, and endorsement by the Governing Body is being sought in July 2019. This further development of the Hunua Trail will only proceed once the concept has this endorsement and the Trail becomes is added to the Parks, Sports and Recreation work programme.

20. The Franklin Tourism development has implications for ATEED who are responsible for the development and promotion of Auckland as a tourist destination at the regional level. Relevant ATEED staff are aware of the proposed support for the tourism sector in Franklin.

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

Local impacts and local board views

21. The projects noted above align with the local board plan Outcome 2, “A thriving local economy‘’ and the local board’s objectives of increasing tourist numbers and visitor spend in Franklin, as well as supporting young people with career pathways from school’. The Hunua Trail initiative also supports Outcome 1 “A well-cared for natural environment” and the objective of improving access to open spaces in Franklin.

22. The proposed local economic development work programme was workshopped with the local board on 19 March 2019, and a final draft was presented at a workshop on 7 May 2019. Edits have been made to reflect the direction received at the workshops.

Tauākī whakaaweawe Māori

Māori impact statement

23. The Hunua Trail will have significant impact on Iwi in the area and will provide opportunities for economic enterprises and provide a platform to educate visitors of the historical significance of the area for Iwi. As a result a strong partnership based approach to the development of the trail with Iwi will be required. Opportunities for appropriate involvement in the governance of the trail will be another important discussion to have.

24. In implementing the YES, Māori students at participating schools will be able to benefit from the experience and learnings from the YES.

25. There are no direct impacts as a result of the tourism strategy on Māori. However, in implementing the programme, consideration will be given to the need to consult with Iwi and consider any impacts on Māori arising from the specific projects being undertaken.

Ngā ritenga ā-pūtea

Financial implications

26. The proposed 2019/2020 local economic development work programme will see the allocation of $102,000 of the board’s locally driven initiatives operating expenditure budget. This amount can be accommodated within the board’s total draft budget for 2019/2020.

27. The local economic development work programme progress will be reported directly to the local board as part of the quarterly local board work programme report produced by Local Board Services.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

28. There is a risk that the budget remains unspent as a result of projects not requiring the full amount allocated or external partners not proceeding the project after the work programme has been finalised.

29. Within this work programme the key risk is that the governing body do not support the development of the Hunua Trail. Governing Body elected members have been briefed on the trail by the Franklin Local Board chair and indicated support.

30. Any adverse developments regarding the spread of Kauri Dieback and its management also pose a risk to the Hunua Trail. All practical steps to mitigate the risk will be implemented in partnership with Auckland Council’s Parks, Sport and Recreation Department.

Ngā koringa ā-muri

Next steps

31. Following approval by the local board the Local Economic Development team at ATEED will begin to implement the programme from 1 July 2019. Where there is a need for further scoping of activities this will be undertaken and presented back to the local board.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Franklin Local Board ATEED Work Programme 2019-2010 (Under Separate Cover)

Ngā kaihaina

Signatories

Author	Jonathan Sudworth – Local Economic Development Advisor
Authorisers	John Norman - Strategic Planning Manager, Local Economic Development - ATEED Nina Siers - Relationship Manager

Franklin Local Board

25 June 2019

Approval of the Franklin Local Board 2019/2020 TSI Youth Connection work programme

File No.: CP2019/10761

Te take mō te pūrongo

Purpose of the report

1. To approve the 2019/2020 TSI Youth Connection work programme for the Franklin Local Board.

Whakarāpopototanga matua

Executive summary

2. This report introduces the proposed 2019/2020 financial year Youth Connections work programme for the Franklin Local Board.

3. The total value of the Youth Connection programme is $50,000.

4. The board is being asked to approve the 2019/2020 Youth Connection programme.

5. Staff report to the local board on work programme activities quarterly to provide an update on progress and highlight risks. Along with any insights and learnings at the end of the programme.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) approve the allocation of $50,000 for the Youth Connections projects to be delivered by The Southern Initiative (TSI) for 2019/2020.

Horopaki

Context

6. This report provides the local board with the proposed Youth Connections work programme for the coming financial year.

Tātaritanga me ngā tohutohu

Analysis and advice

7. The 2019/2020 Youth Connections work programme has been developed to reflect local board’s priorities set out in the Franklin Local Board Plan 2017; in particular:

a) Encourage major employers to locate in Franklin and provide local jobs.

b) Use council networks to connect local schools with regional career and employment events.

8. The Southern Initiative (TSI) staff have been engaging with the local community groups, businesses and with connections identified by TSI staff to identify employment pathway opportunities that will benefit the young people in Franklin Local Board area.

9. A workshop to inform the development of 19/20 work programme was held with the local board in April to test proposed strategic direction to discuss possible deliverables. Further refinement of specific activities will be brought to the local board in August/September 2019 for further feedback. Some of the options that have been discussed include:

Option One:

Keeping students engaged in secondary education through support and guidance by local community group, and the inclusion of support to achieve in mathematics.

Options Two:

Deliver training, licensing, qualifications and placement into quality jobs in the construction industry.

Options Three:

Working closely with community organisations and large construction organisations to provide quality employment opportunities for the young people in the Franklin Local Board area.

Options Four:

Commission quantitative research on young people in Franklin Local Board area to inform decision-making and strategic thinking.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

10. TSI is working with the Community Empowerment unit and ATEED to transition delivery of the Youth Connections programme in the Franklin Local Board area

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

Local impacts and local board views

11. The projects noted above align with the local board plan outcome ‘A thriving local economy’.

12. The proposed work programme was workshopped with the local board on Tuesday, 30 April 2019.

Tauākī whakaaweawe Māori

Māori impact statement

13. TSI have developed strong relationships with local Māori community organizations and iwi.

14. All our programmes will include Māori community to provide training, quality employment outcomes and wellbeing.

15. Some of the Youth Connections funding will be directed to Māori organisations, such as Te Ara Rangatahi, to improve Māori outcomes in terms of education and employment.

Ngā ritenga ā-pūtea

Financial implications

16. The proposed 2019/2020 Youth Connections work programme will see the allocation of $50,000 directly to the community organisations to deliver youth outcomes.

17. The Youth Connections work programme progress will be reported directly to the local board as part of the quarterly local board work programme report produced by Local Board Services.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

18. There is a risk that the activities in the work programme will not be delivered within indicative timeframes and budget. Where unforeseen delays occur, this will be communicated to the local board through quarterly reporting and where appropriate emails, memos or meetings.

Ngā koringa ā-muri

Next steps

19. Following approval by the local board, the TSI team will come back to the local board in August/September 2019 to finalise the detail of this work programme with the local community groups.

20. Quarterly reports will be provided to the local boards, as well as regular updates and insights as the programme progresses.

21. At the end of the programme delivery learnings and insights gained from the programme will be shared to the local board.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Franklin Local Board TSI 2019 - 2020 work programme (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Dhaya Haran – Specialist Advisor, Youth Employment

Authorisers

Sue Travaglia, Manager – Shared Prosperity, The Southern Initiative /West

Nina Siers - Relationship Manager

Franklin Local Board

25 June 2019

Approval of the Franklin Local Board Plans and Places 2019/2020 work programme

File No.: CP2019/09923

Te take mō te pūrongo

Purpose of the report

1. To approve the 2019/2020 Plans and Places work programme, which comprises the planning scoping for Waiuku, a wider southern local settlements planning scoping study and the ongoing monitoring of the implementation of the Pukekohe Area Plan.

Whakarāpopototanga matua

Executive summary

2. This report presents the draft 2019/2020 Plans and Places work programme, which comprises the planning scoping for Waiuku, a wider southern local settlements planning scoping study and the ongoing monitoring of the implementation of the Pukekohe Area Plan

3. Delivery of activities in the Plans and Places work programme for the 2019/2020 financial year will begin {continue} from 1 July 2019.

4. Staff will report to the local board on work programme activities on a six-monthly basis to provide an update on progress and highlight risks.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) approve the 2019/2020 Plans and Places work programme which comprises the planning scoping for Waiuku, a wider southern local settlements planning scoping study and the ongoing monitoring of the implementation of the Pukekohe area plan.

Horopaki

Context

5. Work programmes are presented to local boards for approval each year. They outline the local activities to be delivered in each local board area for the next financial year.

6. In preparation for work programme development, an overview group was created from relevant operational council departments to establish and navigate an agreed approach. The development of draft work programmes was supported by a series of workshops with the local board over the past few months.

7. The Pukekohe Area Plan project was adopted by the board in 2014. The implementation of the plan has continued since adoption. The planning scoping for Waiuku commenced in part in 2018, continuing on into this calendar year. A planning scoping study for southern local settlements will be commencing shortly with staff from Plans and Places and Auckland Plan Strategy & Research jointly progressing this work.

Tātaritanga me ngā tohutohu

Analysis and advice

8. The effective implementation of the Pukekohe Area Plan will enable the delivery of the key moves set out in the plan that shape how the area will grow and change over the next 30 years, while protecting and improving its best qualities.

9. The planning scoping for Waiuku will enable consideration to be given to the capacity for growth for the area whilst the wider southern local settlements planning scoping study will enable consideration of the pressures for growth within a wider geographical basis covering areas such as Beachlands, Whitford, Maraetai, Kawakawa Bay, Orere Point, Clevedon, Bombay, Kingseat, Clarks Beach, Glenbrook, Awhitu and Patumahoe.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

10. Wide interdepartmental connections were developed through the development of the Pukekohe Area Plan - including Auckland Transport, ATEED, Watercare, Community Facilities, Arts, Community and Events, Open Space and Recreation and Local Board Services. The monitoring of the plan will provide continued opportunity for liaison with these groups on an ongoing basis

11. Many of the above interdepartmental connections have been utilised for the progression of the Waiuku planning scoping study and will be further utilised with the progression of the wider southern local settlements planning scoping study.

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

Local impacts and local board views

12. The implementation of the Pukekohe Area Plan contributes to achieving the board’s outcomes of:

· a well-cared for natural environment,

· a thriving local economy,

· an improved transport system,

· growth is dealt with effectively, and

· communities feel ownership and connection to their area

13. Plans and Places has reported regularly to the local board on the monitoring of the implementation of the Pukekohe Area Plan and will regularly update the board on the two planning studies.

Tauākī whakaaweawe Māori

Māori impact statement

14. It is recognised that local planning and actions are integral to the interests and activities of Māori. In developing the area plan, engagement was undertaken with local iwi who were supportive of the project.

15. Engagement with local iwi will be undertaken for the planning scoping work for Waiuku and will be undertaken for the wider southern local settlements planning scoping study.

Ngā ritenga ā-pūtea

Financial implications

16. There is no local board budget allocated for the planning scoping for Waiuku, the wider southern local settlements planning scoping study and the ongoing monitoring of the implementation of the Pukekohe area plan.

17. The monitoring of the implementation of the area plan has been underway for several years now. Progression of the planning scoping work for Waiuku and for the wider southern local settlements planning scoping study is similarly underway and will continue during the upcoming financial year.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

18. The main risks relate to the level of resourcing available within departments and council controlled organisations to provide input into the ongoing implementation of the area plan and the planning scoping work. Significant risk issues can be reported to the board.

Ngā koringa ā-muri

Next steps

19. The ongoing monitoring of the implementation of the Pukekohe Area Plan by Plans and Places will continue.

20. The progression of the planning scoping studies for Waiuku and wider southern local settlements planning scoping study will continue into the upcoming financial year.

21. Progress will be regularly reported to the local board on a six-monthly basis.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Franklin Plans and Places Work Programme 19_20 (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Craig Cairncross - Lead Planner

Authorisers

John Duguid - General Manager - Plans and Places

Nina Siers - Relationship Manager

Franklin Local Board

25 June 2019

Approval of theFranklin Local Board 2019/2020 local environment work programme

File No.: CP2019/10092

Te take mō te pūrongo

Purpose of the report

1. To approve the 2019/2020 Franklin local environment work programme, totalling $230,000 locally driven initiatives operational expenditure.

Whakarāpopototanga matua

Executive summary

2. The Franklin Local Board has identified several aspirations in its 2017 local board plan, including ‘a well-cared for natural environment’.

3. To give effect to these aspirations, staff developed a number of options for projects for the board to consider funding through its 2019/2020 local environment work programme.

4. The board provided feedback to Infrastructure and Environmental Services staff on the locally driven initiative projects it would like to fund at its 19 March 2019 and 7 May 2019 workshops. The board requested changes to the funding amounts of several proposed projects, and also request that two projects focused on litter and illegal dumping be combined into one project. The board did not support the proposed circular economy project and the proposed Mauku water quality event project, due to other environmental priorities for 2019/2020.

5. The 11 projects supported by the board are focused on improving water quality and stream environments, controlling pest plants and pest animals, and supporting communities and businesses to reduce and reuse waste.

6. This report recommends that the board approve this local environment work programme and associated budgets for delivery within the 2019/2020 financial year (see Attachment A).

7. The draft work programme has a total value of $230,000 which can be funded from the board’s existing budgets for local environmental programmes and represents a 68 per cent increase on the local environmental investment in 2018/2019.

Ngā tūtohunga

Recommendation

That the Franklin Local Board:

a) approve the allocation of $230,000 for environmental projects to be delivered by the Infrastructure and Environmental Services directorate in 2019/2020 as summarised in the table below:

Project	Budget
Water quality monitoring – Waiuku Town Basin	$4,000
Awakura restoration project	$15,000
Biodiversity management plan implementation – Maintenance of plantings at Hunua Domain Recreation Reserve	$15,000
Shell barrier management	$15,000
Pest free Franklin	$20,000
Beachlands waste minimisation	$20,000
Waiuku waste minimisation – Developing zero waste capability	$60,000
Waterways Protection Fund – Mauku Stream catchment	$30,000
Wairoa River restoration	$30,000
Litter free Franklin	$15,000
Manukau Harbour Forum	$6,000
Total	$230,000

Horopaki

Context

8. In late 2018, in alignment to its local board plan outcomes, the Franklin Local Board provided strategic direction to staff in regards to the projects it would like to fund in the 2019/2020 financial year. The board noted its strong commitment to the environment, and in particular noted its support for:

· improving water quality and stream environments

· community recycling services, particularly in Beachlands and Pukekohe

· reducing the impact of waste on the environment

· encouraging a circular economy

· protecting habitat and improving biodiversity through restoration activities and pest management.

9. In response to the direction set by the board, Infrastructure and Environmental Services staff provided a draft local environment work programme for the board’s feedback at a workshop on 19 March 2019.

10. The board requested that staff:

· combine the proposed stream clean-up event project with the litter prevention plan project and requested that funding is primarily used for delivering clean-up activities

· integrate circular economy principles into the Waiuku waste minimisation project and remove the proposed circular economy project from the draft work programme, due to budgetary constraints

· investigate expanding the Beachlands waste minimisation project to include more support for initiatives led by the Beachlands Community Trust

· reduce the requested funding for the proposed shell barrier management project from $20,000 to $15,000 which is the same level of investment as the 2018/2019 shell barrier management project

· remove the proposed Mauku water quality event from the work programme, due to budgetary constraints.

11. In response to this, staff actioned the board’s requests and presented an updated draft work programme for the board’s consideration at its 7 May 2019 workshop. The board indicated its support in principle for all of the proposed projects, with the exception of the Manukau Harbour Forum and the Beachlands waste minimisation project.

12. The board indicated it would like to reduce its funding contribution towards the Manukau Harbour Forum’s work programme from $8,000 to $6,000. The board also indicated it would like to increase its funding contribution towards the Beachlands waste minimisation project from $10,000 to $20,000.

13. Based on these workshop discussions, a total of 11 local environmental projects are proposed to be funded from the board’s locally driven initiatives operational budget. These will be delivered by the Infrastructure and Environmental Services directorate as part of the board’s 2019/2020 local environment work programme. The draft work programme has been amended to reflect local board feedback and is included as Attachment A to this report.

Tātaritanga me ngā tohutohu

Analysis and advice

14. A brief description of each of the proposed projects for delivery as part of the board’s 2019/2020 local environment work programme is provided below. Further detail on these projects is provided in Attachment A.

Water quality monitoring – Waiuku Town Basin – $4,000

15. To achieve the local board plan objective ‘improve water quality in waterways, along the coastline and on beaches’, the board has indicated it would like to continue to fund monthly water quality monitoring of a site in the Waiuku Town Basin in the 2019/2020 financial year. The board has supported this project since 2015 and allocated $4,000 towards this initiative in the Franklin local environment work programme in the 2018/2019 financial year (resolution FR/2018/98).

16. This monitoring programme provides data on nutrient, physical and contaminant levels for the Waiuku Town Basin. It also contributes to a wider Manukau Harbour state of the environment monitoring programme and associated reporting.

17. Upon completion of this year’s monitoring programme, staff from the council's Research and Evaluation unit and Healthy Waters will review all monitoring data for this site to help identify opportunities for water quality improvement. Any recommended initiatives will be discussed with the board ahead of the 2020/2021 financial year. It is recommended that the board allocate $4,000 towards the continuation of this project in 2019/2020.

Awakura restoration project – $15,000

18. To achieve the local board plan objectives ‘reduce weeds and animal pests in our natural environment’ and ‘improve water quality in waterways, along the coastline and on beaches’, the board has indicated it would like to continue supporting biodiversity and water quality improvements along the Awakura stream in the 2019/2020 financial year. The board has supported this project since 2017 and allocated $15,000 towards this initiative in the 2018/2019 financial year.

19. This project will continue the ecological restoration of the Awakura stream through pest control, fencing and planting. Funding for the 2019/2020 financial year will be used to enable further weed control and plantings along the lower reaches of the Awakura Stream. It is recommended that the board allocate $15,000 towards the continuation of this project in 2019/2020.

Biodiversity management plan implementation – Maintenance of plantings at Hunua Domain Recreation Reserve – $15,000

20. To achieve the local board plan objectives ‘reduce weeds and animal pests in our natural environment’ and ‘improve water quality in waterways, along the coastline and on beaches’, the board has indicated it would like to continue supporting biodiversity management at the Hunua Domain Recreation Reserve in the 2019/2020 financial year.

21. The board allocated $10,000 of funding in the 2018/2019 financial year towards a fencing and planting project at Hunua Domain Reserve. The project was also supported through regional funding and the Mayor’s Million Trees project.

22. Funding for the 2019/2020 financial year will be used to support infill planting (replacement of any plants that have not survived) of the area that was fenced and planted in the previous financial year. It is recommended that the board allocate $15,000 towards the continuation of this project in 2019/2020.

Shell barrier management – $15,000

23. To achieve the local board plan objective ‘reduce weeds and animal pests in our natural environment’, the board has indicated it would like to continue supporting the protection of high priority shell barrier ecosystems along Franklin’s coastlines in the 2019/2020 financial year. This will be the second year of board support for this project, which the board allocated $15,000 towards in the 2018/2019 financial year.

24. This project will enable the continued protection of threatened wading birds and their shell barrier habitat (rare coastal ecosystems along the southern Manukau Harbour) from pest animals and weed species. Funding for the 2019/2020 financial year will support an expansion of the pest control network to include more landowners across a wider area and to provide additional tools to target more pest species.

25. Staff requested that the board allocate $20,000 towards this project in the 2018/2019 financial year. At a workshop on 7 May 2019, the board requested this budget be reduced from $20,000 to $15,000 which is the same level of investment as the 2018/2019 shell barrier management project. This reduced funding will result in a slightly scaled back expansion of the pest control network.

26. It is recommended that the board allocate $15,000 towards the continuation of this project in 2019/2020. This project also receives $20,000 of funding from regional budgets and is supported with additional materials (traps and lures) funded through the natural environment targeted rate.

Pest free Franklin – $20,000

27. To achieve the local board plan objective ‘reduce weeds and animal pests in our natural environment’, the board has indicated it would like to continue supporting community-led pest control across Franklin in the 2019/2020 financial year. This will be the second year of board support for this project to which the board allocated $30,000 towards in the 2018/2019 financial year, including a $10,000 reallocation from the board’s community response fund in June 2019 (resolution FR/2019/59).

28. Funding for the 2019/2020 financial year will enable the provision of pest control equipment, such as rat traps and possum traps, to community conservation groups. The project will also sponsor initiatives to support training for the community around pest control. It is recommended that the board allocate $20,000 towards the continuation of this project in 2019/2020.

New project - Beachlands waste minimisation – $20,000

29. To achieve the local board plan objective ‘reduce waste to landfill’, the board has indicated it would like to support community recycling services at Beachlands in order to reduce the impact of residential and business waste on the environment in the 2019/2020 financial year.

30. This newly developed project will support the Beachlands Community Trust to expand their waste education programme so that more Beachlands businesses and residents take action to reduce and reuse waste. Funding will also help the trust to establish a reuse and repair shop and a green waste depository. It is recommended that the board allocate $20,000 towards this project in 2019/2020.

New project - Waiuku waste minimisation – Developing zero waste capability – $60,000

31. To achieve the local board plan objective ‘reduce waste to landfill’, the board has indicated it would like to support waste minimisation initiatives that encourage a circular economy and support local industry and communities to proactively reduce waste in the 2019/2020 financial year.

32. This newly developed project will help to develop greater zero waste capability of local business, residents and community organisations. Waiuku Zero Waste will be engaged to deliver an inorganic collection trial with Waiuku and Pukekohe businesses, and to deliver a comprehensive zero waste education programme which focuses on the circular economy.

33. The inorganic collection trial will engage with 100 local business (70 in Waiuku and 30 in Pukekohe), and will involve educating those businesses on how to reduce and reuse waste. The education programme aims to grow a network of local zero waste champions and will promote best practice (focusing on the circular economy) to businesses, residents, schools and community organisations.

34. It is recommended that the board allocate $60,000 towards this project in 2019/2020.

Waterways Protection Fund – Mauku Stream catchment – $30,000

35. To achieve the local board plan objective ‘improve water quality in waterways, along the coastline and on beaches’, the board has indicated it would like to continue supporting a Mauku Stream water protection fund in the 2019/2020 financial year. The board has supported this project since 2016 and allocated $30,000 towards this fund in the 2018/2019 financial year.

36. The purpose of the fund is to support landowners in the Mauku Stream catchment to undertake fencing and planting in order to protect waterways and reduce the potential for erosion and water contamination. It is recommended that the board allocate $30,000 towards the continuation of this fund in 2019/2020.

37. This budget will support a once-yearly funding round, administered by the council’s funding team alongside other Franklin community grants, with the support of Healthy Waters staff who will coordinate the assessment and allocation of funding, subject to decisions of the local board.

Wairoa River restoration – $30,000

38. To achieve the local board plan objective ‘improve water quality in waterways, along the coastline and on beaches’, the board has indicated it would like to continue supporting the implementation of the Wairoa River Action Plan in the 2019/2020 financial year. The board has supported this project since 2017 and allocated $30,000 towards this initiative in the 2018/2019 financial year.

39. The Wairoa River Action Plan responds to community interest in working together to improve the water quality and biodiversity values in the Wairoa River catchment. Funding for the 2019/2020 financial year will support the engagement of a project coordinator to lead the implementation of the plan. It is recommended that the board allocate $30,000 towards the continuation of this project in 2019/2020.

Litter free Franklin – $15,000

40. To achieve the local board plan objective ‘improve water quality in waterways, along the coastline and on beaches’, the board has indicated it would like to support an initiative aimed and reducing littering and illegal dumping in Franklin waterways in the 2019/2020 financial year. This project builds on the work undertaken through the litter prevention plan project, which the local board allocated $5,000 towards in 2018/2019.

41. Funding for the 2019/2020 financial year will enable a stream clean-up event to help address illegal dumping and littering in local waterways. The local community will be engaged to help with the clean-up event and encouraged to take the pledge to Be a Tidy Kiwi pledge and put litter in its place.

42. Staff will identify a priority site along a local waterway to hold the clean-up event and will discuss this with the board in quarter one of the 2019/2020 financial year. It is recommended that the board allocate $15,000 towards this project in 2019/2020.

Manukau Harbour Forum – $6,000

43. To achieve the local board plan objective ‘improve water quality in waterways, along the coastline and on beaches’, the board has indicated that it would like to continue to fund the Manukau Harbour Forum in the 2019/2020 financial year. The board is one of nine local boards who make up the Manukau Harbour Forum (Franklin, Māngere-Ōtāhuhu, Manurewa, Maungakiekie-Tāmaki, Ōtara-Papatoetoe, Papakura, Puketāpapa, Waitākere Ranges, and Whau Local Boards).

44. The board provided $5,000 towards the Manukau Harbour Forum’s work programme in the 2018/2019 financial year. Staff proposed that the board allocate $8,000 of its locally driven initiatives operational budget towards the Manukau Harbour Forum in the 2019/2020 financial year.

45. This budget will deliver several initiatives as recommended by the forum and detailed below. In February 2018 the forum provided direction to staff to host a symposium every second year as opposed to annually. Staff have recommended a slightly reduced budget for 2019/2020 as funding for that activity is not needed next year.

46. At a workshop in May 2019, the forum indicated it would like to consider supporting the following initiatives in 2019/2020:

· youth leadership programme

· industry education programme

· communications campaign

· mana whenua engagement and support programme

· a part-time community and stakeholder liaison resource.

47. Detailed project options are being investigated by staff and will be presented to the forum for consideration early in the 2019/2020 financial year.

48. The forum funded a governance and management support review as part of its 2018/2019 work programme. At the time of writing this report, the review was still underway with findings due to be presented to the forum in July 2019. The findings of the review are expected to assist in making the forum’s work programme more strategic and governance oriented. These recommendations will have implications for the types of projects and initiatives to be funded by the member local boards in future financial years.

49. At a workshop on 7 May 2019, the Franklin Local Board suggested that $6,000 would be a sufficient contribution towards this project as the forum’s 2019/2020 work programme has not yet been confirmed. The board indicated its preference to reduce the budget from $8,000 to $6,000.

50. The board noted its support in principle for industry education initiatives such as a flagship site event in Pukekohe. It is recommended that the board allocate $6,000 towards the continuation of this project in 2019/2020.

Additional project option (not supported): Going circular in Franklin – $25,000

51. To achieve the local board plan outcome ‘a well-cared for natural environment’, the board has indicated its interest in the circular economy which is an economic system aimed at minimising waste and making the most of resources. The board indicated that it would like fund a circular economy project in order to inform the development of the 2020 local board plan and future work programmes.

52. In response, staff proposed the going circular in Franklin project, which aimed to provide an overview of circular economy activity currently happening in Franklin and to identify opportunities for new circular economy activity across Franklin. It was recommended that the board allocate $25,000 towards this project during the 2019/2020 financial year.

53. At its 19 March 2019 workshop, the board indicated it would prefer to have circular economy principles incorporated into the existing Waiuku waste minimisation project, due to budgetary constraints. The board requested that staff remove the proposed circular economy project from the draft work programme.

Additional project option (not supported): Mauku water quality event with local produce growers – $5,000

54. To achieve the local board plan objective ‘improve water quality in waterways, along the coastline and on beaches’, staff proposed the Mauku water quality event with local produce growers project for delivery in the 2019/2020 financial year.

55. The aim of this project was to deliver a water quality event within the Mauku Stream catchment area with local growers to enable the identification of practical solutions for improving the health of the waterways in the catchment.

56. It was recommended that the board allocate $5,000 towards this project during the 2019/2020 financial year. At its 19 March 2019 workshop, the board indicated that it did not support the Mauku water quality event with local produce growers project due to other environmental priorities.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

57. The draft 2019/2020 work programme has been developed in consultation with other council departments as part of the council’s integrated local board work programme approach. This approach aimed to improve the quality of advice for the local board through collaboration and understanding across departments.

58. In particular, the council’s Research and Evaluation unit were involved in the development of the water quality monitoring programme for the Waiuku Town Basin. If approved, they will deliver the project in the 2019/2020 financial year and collaborate with Healthy Waters to identify opportunities for water quality improvement.

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

Local impacts and local board views

Local impacts

59. The projects proposed for inclusion in the board’s 2019/2020 local environment work programme will have positive environmental outcomes across the Franklin Local Board area. Particular focus areas for the 2019/2020 work programme include Beachlands, Waiuku, Mauku and the Wairoa River.

Local board views

60. The projects noted above align with the local board plan outcome ‘a well-cared for natural environment’’.

61. The proposed local environment work programme was discussed with the board at workshops on 19 March 2019 and 7 May 2019. The board indicated its support of the proposed projects outlined in this report at its 7 May 2019 workshop, subject to the inclusion of additional initiatives as part of the expansion of the Beachlands waste minimisation project, as well as amending the board’s funding contribution towards the Manukau Harbour Forum.

Tauākī whakaaweawe Māori

Māori impact statement

62. It is recognised that environmental management, water quality and land management has integral links with the mauri of the environment and concepts of kaitiakitanga.

63. Table 1 below outlines how each of the projects contributes towards Māori outcomes.

Table 1. Māori impact assessment of proposed projects for inclusion in the Franklin Local Board’s local environment work programme

Project	Māori impact assessment
Water quality monitoring – Waiuku Town Basin	This programme works to improve the mauri of waterways, so healthy ecosystems and biodiversity can be sustained. While this programme does not specifically engage with Māori, it is recognised that environmental management, water quality and land management has integral links with the mauri of the environment and concepts of kaitiakitanga.
Awakura restoration project	This project is being delivered with local iwi Ngāti Te Ata directly. The project site is immediately adjacent to Tahuna Pā and the awa is of great cultural significance to Ngāti Te Ata iwi.
Biodiversity management plan implementation – Maintenance of plantings at Hunua Domain Recreation Reserve	This project will help enhance the cultural values of the local environment through the preservation of native plant species via planting maintenance. While these restoration initiatives do not specifically engage with Māori, it is recognised that environmental management and restoration has integral links to concepts of kaitiakitanga.
Shell barrier management	This project will help enhance the cultural values of the local environment through the preservation of native animal species via pest animal and weed control. While these restoration initiatives do not specifically engage with Māori, it is recognised that environmental management and restoration has integral links to concepts of kaitiakitanga.
Pest free Franklin	There is potential for mana whenua to advocate for better environmental outcomes and in some instances to actively be involved in this work. Staff are already working with Ngāti Te Ata and Ngai Tai ki Tāmaki on other projects and will engage with these iwi as part of this work.
Beachlands waste minimisation	No specific engagement with Māori has been undertaken for this project. However, the outcomes of this project align with priorities for waste identified through consultation with mana whenua and mataawaka for the Waste Management and Minimisation Plan 2018.
Waiuku waste minimisation – Developing zero waste capability	No specific engagement with Māori has been undertaken for this project. However, the outcomes of this project align with priorities for waste identified through consultation with mana whenua and mataawaka for the Waste Management and Minimisation Plan 2018.
Waterways Protection Fund – Mauku Stream catchment	This project will enhance cultural values of the local environment through the preservation of native plant species via fencing, pest plant control and riparian planting. While these restoration initiatives do not specifically engage with Māori, it is recognised that waterway protection and restoration has integral links to concepts of kaitiakitanga.
Wairoa River restoration	Staff and the Friends of Te Wairoa have worked with mana whenua on the implementation of the Wairoa River Action Plan since the project first began in 2017, and will continue to do so.
Litter free Franklin	No specific engagement with Māori has been undertaken for this project. However, the outcomes of this project align with priorities for waste identified through consultation with mana whenua and mataawaka for the Waste Management and Minimisation Plan 2018.
Manukau Harbour Forum	Mana whenua have expressed particular interest in improving the Manukau Harbour. In May 2019, the Manukau Harbour Forum indicated that it would like to fund a potential mana whenua engagement and support project to be delivered within the 2019/2020 financial year. This is being investigated by staff as part of the development of project options to be considered by the forum in early 2019/2020.

Ngā ritenga ā-pūtea

Financial implications

64. The proposed 2019/2020 local environment work programme requires the allocation of $230,000 of the board’s locally driven initiatives operational budget. This is a significant increase in investment from the previous financial year where the board contributed $137,000 towards the delivery of the 2018/2019 local environment work programme.

65. This amount can be accommodated within the board’s total draft budget for 2019/2020. As such, the board’s approval will not have significant financial implications unless projects experience a significant overspend or underspend. Regular quarterly updates on projects will be provided to the board tracking expenditure and identifying any projects at risk of non-delivery, over or underspend.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

66. If the proposed local environment work programme is not approved at the board’s June 2019 business meeting, there is a risk that the proposed projects may not be able to be delivered within the 2019/2020 financial year.

67. The risks and proposed mitigation measures associated with each of the proposed projects have been outlined in Attachment B to this report.

Ngā koringa ā-muri

Next steps

68. Subject to the board’s approval, the delivery of this work programme will commence in the new financial year (1 July 2019). Regular reporting on project delivery will be provided through the board’s quarterly performance report.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Draft 2019/2020 local environment work programme (Under Separate Cover)
b ⇩	Risks and proposed mitigation measures for 2019/2020 Franklin local environmental projects	75

Ngā kaihaina

Signatories

Author

Miriana Knox - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Nina Siers - Relationship Manager

Franklin Local Board

25 June 2019

Approval of the Franklin Local Board 2019/2020 community services work programme

File No.: CP2019/10434

Te take mō te pūrongo

Purpose of the report

1. To approve the 2019/2020 community services work programme (Attachment A).

Whakarāpopototanga matua

Executive summary

2. Each financial year, a work programme is developed that details the activities to be delivered in the local board area. The development process is supported by a series of workshops with the local board.

3. To prepare for the 2019/2020 work programme staff representing relevant operational council departments worked together to ensure an integrated approach.

4. This report presents the draft 2019/2020 community services work programme, which responds to Franklin Local Board Plan 2017 outcomes and reflects the priorities that have been agreed by departments across council.

5. Delivery of new activities in the work programme will commence from 1 July 2019. The local board will be updated quarterly on delivery progress, highlights, potential delays and budget implications.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) approve the 2019/2020 community services work programme (Attachment A to the agenda report).

Horopaki

Context

6. The local board decides which activities to allocate its annual work programme budget to in order to achieve the outcomes set out in its 2017 local board plan.

7. The development of the 2019/2020 work programme has built on the approach piloted for 2018/2019, which enabled staff to work in a more integrated way across departments to improve local outcomes.

8. In preparation for the 2019/2020 work programme process, an overview group was created from the following council departments to develop an agreed approach to achieve improved integration:

· Arts, Community and Events

· Community Facilities

· Libraries

· Infrastructure and Environmental Services

· Parks, Sports and Recreation

· Community Services - Service, Strategy and Integration.

9. Teams made up of representatives from these departments were established to explore shared priorities and objectives for each local board area, and to develop the work programme in a collaborative way in response to local board plan outcomes.

10. Table one shows the business objectives and strategic alignment for community services departments.

Table 1: Adopted community-based strategies and plans

Department	Business objectives	Strategies and plans
Arts, Community and Events	Provision of services, programmes, events and facilities that strengthen and connect communities and create a sense of belonging and pride	· Hire Fee Framework · Events Policy · Toi Whītiki · Thriving Communities
Libraries	Provision of library services and programmes that support Aucklanders with reading and literacy, and opportunities to participate in community and civic life	· Te Kauroa
Parks, Sports and Recreation	Provision of services to actively engage Aucklanders to lead healthy lives, connect with nature and value our cultural identity	· Parks and Open Space Strategic Action Plan · Sport and Recreation Strategic Action Plan · Auckland Growing greener framework · Urban Ngāhere Strategy
Service, Strategy and Integration	Provision of service and asset planning advice and support more integrated delivery of community outcomes	· Community Facilities Network Plan · Parks and Open Space Strategic Action Plan

Tātaritanga me ngā tohutohu

Analysis and advice

11. The local board provided feedback on proposed activities for the new financial year at a series of workshops between September 2018 and May 2019.

12. Initial workshops were an opportunity for the local board to communicate to staff its strategic direction. At subsequent workshops, the local board discussed its priorities for budget allocation and requested further scoping for existing and new activities.

13. The activities in the work programme responds to the outcomes and objectives that the local board identified in its 2017 local board plan.

14. The work programme is made up of approved activities from previous financial years, including annually occurring events or projects and ongoing programmes. It also includes new initiatives supported by the local board.

15. Budget is allocated to activities for the 2019/2020 financial year. If zero-dollars is shown this reflects that the project is able to be delivered in-house with no additional external technical advice and support.

16. Table two shows activities and allocated budget that are new in 2019/2020 or are significantly different to the 2018/2019 work programme.

Table 2: New and significant changes activities

Line number	Activity	Activity description	FY19 budget	FY20 budget
Local board plan outcome: Communities feel ownership and connection
358 (new)	Te Kete Rukuruku (Māori naming of parks and places)	Māori naming (and associated story telling) of parks and places in partnership with mana whenua to value and promote Auckland’s Māori identity and use of te reo Māori.	$0	$23,000
783 (new)	Activation of parks, places and open spaces	Enable and coordinate a range of ‘free to attend’ events, including encouraging people to use paths and trails	$10,000	$20,000
1256 (change)	Sport and Active Recreation Facilities Plan - grants for implementation	Provide grants to groups providing facilities which are identified as high or medium-high priority in the Franklin Sport and Active Recreation Facilities Plan. Budget reduced as the local board prioritised other initiatives.	$150,000	$100,000
1257 (new)	Clarks Beach parks service assessment	Undertake a service assessment within the Clarks Beach area to determine the service outcomes which need to be planned for and prioritised within local parks.	$0	$0
1295 (new)	Karaka Sports Park operational grant	Provide an operational grant to the Karaka Sports Ground Society to contribute to the costs of running the multisport facility at Karaka Sports Park.	Legacy arrangement	$48,705
Local board plan outcome: A well-cared for natural environment
575 (change)	Franklin Trails Plan	Develop a map of existing and proposed paths/trails throughout Franklin and identify possible connection points. The local board reprioritised to other initiatives and the scope has been amended accordingly.	$50,000 (adjusted to $25,000 during 2018/2019)	$15,000
Local board plan outcome: Growth is dealt with effectively
645 (new)	Clevedon parks: local play service assessment	Undertake a service assessment of playspaces in the Clevedon.	$0	$0
1126	Te Puru Park service assessment	Undertake a service assessment of Te Puru Park to identify the outcomes which will guide and inform future development of the park.	$0	$0

17. The way in which Community Places activities are presented in the work programme has changed for 2019/2020. Work related to the operation of venues for hire, community centres, houses, hubs and rural halls will now be reported by the following levels of service: Access, Activation and Intervention Programming.

18. Service, Strategy and Integration does not have any activities in the 2019/2020 work programme for the Franklin area.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

19. The work programme has been developed by a collective of operational council departments.

20. The interdepartmental connections made throughout the process will enable an integrated approach to delivery of the activities and allow for further collaboration throughout the year. These working relationships will also support an integrated approach to work programme development in future years.

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

Local impacts and local board views

21. The local board provided direction and feedback on the draft work programme at a series of workshops.

22. These workshops provided an opportunity for staff to gain an understanding of local board strategic direction and priorities. Budget allocation, activity content and scoping were discussed and refined.

23. The activities in the final work programme support achieving local board plan outcomes and objectives.

Tauākī whakaaweawe Māori

Māori impact statement

24. Community services and Community Facilities have developed Karanga Atu! Karanga Mai!, a relationship approach which guides staff to deliver on agreed work programme activities and support the local board to achieve outcomes in its local board plan.

25. The approach responds to Māori aspirations and delivers on council’s statutory obligations and relationship commitments to Māori.

26. Table three outlines the activities in the 2019/2020 work programme where Māori responsiveness is the primary outcome.

Table 3: Māori impact of proposed activities

Line number	Activity	Māori impact
55	Local Māori Responsiveness Action Plan	The local board meets its statutory obligations to Māori. Increased understanding of Māori aspirations and how these relate to the local boards work programme. Increased Māori participation in democratic processes. Increased levels of trust and confidence from Māori. Improved community cultural understanding.
358	Te Kete Rukuruku (Māori naming of parks and places)	Māori naming (and associated story telling) of parks and places in partnership with mana whenua to value and promote Auckland’s Māori identity and use of te reo Māori. This will contribute to the implementation of the Maori Responsiveness Plan.
980	Celebrating Te Ao Māori and strengthening responsiveness to Māori. Whakatipu i te reo Māori – Franklin	Celebrating te ao Māori with events and programmes including: · Te Tiriti o Waitangi, Matariki and Māori Language Week · engaging with local Iwi and Māori · Whakatipu i te reo Māori - champion and embed te reo Māori in our libraries and communities.
1125	Waiaumanu Reserve development plan	Develop a plan to manage/develop the Waiaumanu Reserve and Wai-o-Maru Pā as part of the co-management agreement with Ngai Tai ki Tamaki to protect the site.

Ngā ritenga ā-pūtea

Financial implications

27. Activities are funded from one or multiple budget sources which include: Asset Based Services (ABS) Opex; Locally Driven Initiatives (LDI) Capex and Opex.

28. Each activity line has a budget allocation, which covers the delivery for the 2019/2020 period. Where activity lines show a zero-dollar budget, this reflects that the implementation costs are met through staff salary or other funding sources.

29. The community services LDI budget for the local board for the 2019/2020 financial year is $1,247,000.

30. Where activities are cancelled or no longer required, the local board can reallocate the budget to an existing work programme activity or to create a new activity.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

31. The key risks for activities that are managed through the work programme are non-delivery, time delays and budget overrun. The local board will be updated quarterly on delivery including highlighting any potential delays and budget implications.

32. As the work programme includes ongoing activity and annually occurring events or projects, the associated risks have been identified and managed in previous years. Additional risk management for these activities is ongoing and can be reported quarterly.

33. Risks and mitigations for new activity lines were considered during the scoping phase. There may be risks associated with trialling a new activity for the first year. These will be continually assessed and reported to the local board through quarterly reporting when required.

Ngā koringa ā-muri

Next steps

34. Delivery of approved activities will commence at the beginning of the financial year, 1 July 2019 and progress will be reported to the local board for each quarter.

35. The work programme identifies further decisions and milestones for each activity. These will be brought to the local board when appropriate.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Franklin community services 2019/2020 work programme (Under Separate Cover)

Ngā kaihaina

Signatories

Authors

Graham Bodman - General Manager Arts, Community and Events

Mirla Edmundson - General Manager Libraries & Information

Mace Ward - General Manager Parks, Sports and Recreation

Lisa Tocker - Head of Service Strategy and Integration

Authorisers

Ian Maxwell - Director Community Services

Nina Siers - Relationship Manager

Franklin Local Board

25 June 2019

Approval of the Franklin Local Board 2019 - 2022 Community Facilities Work Programme

File No.: CP2019/09147

Te take mō te pūrongo

Purpose of the report

1. To approve the 2019 – 2022 Community Facilities Work Programme for the Franklin Local Board.

Whakarāpopototanga matua

Executive summary

2. The Community Facilities department is responsible for the building, maintaining and renewing of all open spaces and community buildings. This includes the community leasing and licensing of council-owned premises.

3. The Franklin Local Board 2019/2020 Community Facilities Work Programme was developed through a series of iterative workshops between key staff and local boards since October 2018. The projects identified in the work programme have been prioritised for investment based on a combination of local board feedback, staff assessments of assets and key stakeholder input.

4. The work programme provided in Attachments A and B to this report reflect the projects that were presented in the last local board workshop with modifications based on feedback from the board, and with the inclusion of projects proposed to be funded from regional programmes.

5. This report recommends that the board approves the 2019 - 2022 Community Facilities Work Programme and associated budget in full for projects commencing in the first year of the programme and in principle for subsequent two years.

6. The work programme includes projects proposed to be funded from regional programmes, including local and sports field development (growth), coastal and slips prevention programmes. Inclusion of these projects in the local board work programme is subject to approval by the Environment and Community Committee in July 2019.

7. It is recommended that the local board approve the inclusion of these projects in the work programme and provide feedback for consideration by the Environment and Community Committee.

8. A number of projects have been identified in the work programme as “risk adjusted programme (RAP)” projects. These are projects that have budget allocated in the 2020/2021 financial year.

9. Approval is sought for staff to commence work on these projects in the 2019/2020 year so that they can be delivered early in the event that other approved projects are delayed for any reason.

10. In order to expedite delivery of the work programme, and to manage changes that may be required in a timely way, staff recommend that the board delegate decision making for amendments to the approved programme to the chair.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) approve the 2019/2020 Community Facilities Work Programme as detailed in Attachment A – Build, Maintain, Renew and Attachment B – Community Leases to the agenda report.

b) approve in principle the 2020 – 2022 Community Facilities Indicative Work Programme (years 2 and 3) as detailed in Attachment A – Build, Maintain, Renew and Attachment B – Community Leases to the agenda report.

c) approve the Community Facilities Work Programme risk adjusted programme (RAP) projects identified in Attachment A to the agenda report as projects that may be delivered in advance of the expected delivery year, if required to meet expected financial expenditure for the 2019/2020 financial year.

d) note that the inclusion in the 2019/2020 Community Facilities Work Programme of projects that are funded from the Coastal Renewals, Slips Prevention and Local Parks and Sports Field Development budgets are subject to approval of the identified budget allocation by the Environment and Community Committee in July 2019.

e) provide feedback for consideration by the Environment and Community Committee in relation to the projects funded from the Coastal Renewals, Slips Prevention and Local Parks and Sports Field Development budgets:

f) note that budget allocation for all projects in the 2019/2020 Community Facilities Work Programme and the 2020 – 2022 Community Facilities Indicative Work Programme are best current estimates, and amendments may be required to the work programme to accommodate final costs as the year progresses.

g) request the Manager Community Leases to follow the process outlined in the Local Board Delegation Protocols for all lease renewals and note that as there are no appointed portfolio holders all consultation must be done through local board workshops.

h) delegate to the chairperson authority to approve minor capital works projects, following receipt of written advice from staff, in accordance with work programme item SharePoint identification SPID 2355 activity name LDI Initiatives - investigate potential projects Franklin.

Horopaki

Context

11. Community facilities and open spaces provide important community services to the people of Auckland. They contribute to building strong, healthy, and vibrant communities by providing spaces where Aucklanders can participate in a wide range of social, cultural, art and recreational activities. These activities improve lifestyles and a sense of belonging and pride amongst residents.

12. Work programmes are presented to local boards for approval each year. The 2019 – 2022 Community Facilities Work Programme, detailed in the attachments, contains information on all proposed projects to be delivered by Community Facilities, including capital works projects, leasing and operational maintenance.

13. Staff have engaged with the board in the development of the work programme through a number of workshops, including:

· 30 October 2018 where the board discussed their priorities for the future work programme

· 19 March 2019 where the board reviewed the first draft work programme and provided feedback

· 7 May 2019 where staff provided any further information requested in workshop 2 and reviewed the revised draft work programme.

14. This year’s work programme is a three year programme to clearly demonstrate the phasing of project delivery and to enable the organisation to prepare for delivery. The work programme is subject to a rolling review and each year the local board will be asked to approve a new three year work programme.

Tātaritanga me ngā tohutohu

Analysis and advice

Capital works programme

15. Investment in the capital works programme will ensure that council facilities and open spaces in Franklin Local Board remain valuable and well-maintained community assets.

16. The overall capital works programme includes projects for which the board has discretion to allocate budget, referred to as the local programme, and projects from regional programmes.

17. Specific projects within the work programme may have budget allocated from two or more budget sources, including budgets from both local and regional programmes.

18. The work programme includes both new projects and existing projects that have been continued from the previous financial year where those projects require multiple years for delivery (multi-year projects).

19. Any projects that have budget approved in the current 2018/2019 financial year, but are unable to be delivered this year, will be deferred. Deferred budgets will be added to the work programme at a later date.

Local Programme

20. The local programme includes those projects that the board is funding from its discretionary capex budgets, including:

· Renewals
The board can allocate its renewals budget towards the renewal of any council owned asset.

· Locally Driven Initiative (LDI)
The board has the discretion to allocate its LDI budget to any projects that deliver a council asset or as a capital grant to a third party to deliver an asset made available for public use.

21. In preparing recommendations for the local programme a number of matters have been considered, including:

· strategic documents (e.g. local board plan)

· service assessment input from Community Services

· asset condition assessments

· input from operational maintenance teams and staff working within facilities

· budget availability.

22. The Community Facilities work programme supports the achievement of the following 2017 Franklin Local Board Plan priorities:

· A thriving local economy

· A well-cared for natural environment

· An improved transport system

· Communities feel ownership and connection

· Growth is dealt with effectively

23. The Franklin Local Board Plan and other strategic documents of particular relevance such as the Auckland Plan have influenced recommendations in the work programme through reflecting on community priorities; Outdoor spaces and community facilities that support growth through the implementation of the Kahawairahi Drive Reserve - develop playground.

24. Some of the key projects to be accommodated in the work programme include:

· Waiuku, Pohutukawa and Hunua Trails

· Sports Parks lighting and field upgrades (Te Puru, Bledisloe, Pukekohe)

· Clevedon Scenic Reserve - renew tracks (western and eastern)

· Kahawairahi Drive Reserve - develop playground

· Multiple playground renewals (Rosa Birch Reserve, McShane Street Reserve, Orere Point Beach Reserve, Massey Park, Kevan Lawrence Park, Centennial Park and Clevedon)

· Sunkist Bay Reserve – seawall renewal and enhancements

· Glenbrook Beach Beachfront - renew coastal assets

· Karioitahi Reserve – renew park assets

25. The phasing of projects over various years has been recommended to meet budget requirements. In this regard careful consideration has been given to the delivery timing of multiple renewal projects which has meant that Franklin Pool and Leisure Centre - extensive renewal will be phased in later years.

26. The proposed work programme in Attachment A contains:

· Number of projects excluding leases and contract lines over three years: 89

· Indicative cost for proposed projects in the 2019/2020 financial year: $6,894,056

Regional Programme

27. The Long-term Plan 2015 - 2025 includes budgets which support the delivery of regional programmes. These budgets are allocated to specific projects within a regional programme by the governing body.

28. Where budget is allocated to a project in the regional programme that falls within a local board decision making allocation (e.g. a local park), that project is included in the local board work programme. The local board then has decision making responsibility for that project, within the parameters set by the governing body; namely location, scope and budget.

29. Regional budgets include:

· Local parks and sports field development (growth)

· Coastal renewals

· Slips prevention and remediation.

30. Projects in these regional programmes are identified and prioritised based on consideration of a number of factors.

31. For the local parks and sports field development programme, this includes:

· Extent to which residential growth is generating demand for the project

· Current levels of provision

· Available budget.

32. For coastal renewals and slips prevention and remediation this includes:

· Asset condition

· Relative hazard and risk

· Available budget

33. The allocation of budget to specific projects will be approved by the Environment and Community Committee in July 2019.

34. The board has an opportunity to provide formal feedback, through resolution to this report, for consideration by the Environment and Community Committee prior to approval of the regional programmes.

Capital Programme Delivery

Cost estimates subject to change

35. Budget allocations within the work programme are best estimates only. Project costings are subject to change and refinement as projects progress through the design and delivery process. Greater clarity will be determined around the specific work required and the cost of delivery of that work once the details are defined.

36. The delivery of individual projects is managed within the overall work programme budget for each local board. Where significant changes to project budgets may need to be considered, or if new projects are added to the work programme, changes may be required to the programme to accommodate final project costs as the year progresses.

Risk adjusted programme

37. A number of projects have been identified in the work programme as “risk adjusted programme (RAP)” projects.

38. These are projects that have budget allocated in the 2020/2021 financial year (i.e. year two of the three year programme). Staff propose to commence work in the 2019/2020 year on the delivery of these risk adjusted projects.

39. By progressing these identified projects alongside the 2019/2020 projects in the programme, it is intended that, should projects identified for delivery in year one of the work programme be delayed for any reason, staff will be able to proceed with agreed alternative projects to ensure that the full annual budget is delivered each year.

40. Approval is sought from the board for staff to commence work on those projects identified in the work programme as risk adjusted programme projects in the 2019/2020 year.

Delegation for approval of changes to the work programme

41. The delivery of the proposed work programme in an efficient and timely manner may require amendments to be made to the agreed work programme during the course of the year. Such amendments could include:

· changes to project scope, budgets, timing

· addition of new projects within available budget

· cancelling or putting approved projects on hold.

42. Any changes to the approved work programme require approval from the board. Approval will normally be sought through resolution at a business meeting.

43. Local boards are also able to delegate authority to approve some or all amendments to the work programme to the chair, to another member of the board, or to staff. Such delegation would allow changes to be made without the timeframes required to provide formal reports and would support the efficient delivery of the work programme.

44. Should the board choose to delegate authority to approve changes to the work programme, it is anticipated that any changes would be workshopped with the board prior to any delegated decision being taken. Any changes made under delegation would be reported back to the board in their quarterly report.

Leasing work programme

45. Community leases, commonly on public parks and reserves, are a valuable way in which the council provides support to community organisations across the region. These groups provide a wide range of community activities and services aligned with recognised local priorities and are a key part of the mosaic of community activity and infrastructure in Auckland.

46. Attachment B – Community Leases provides a detailed list of the community leases and licences that will expire or are due for renewal over the 2019/2020 financial year. Following approval of the work programme staff will proceed with review and renewal of these leases and licences as appropriate during the course of the financial year.

47. Two additional project lines include those leases and licences proposed to be progressed in the 2020/2021 and 2021/2022 financial years respectively. It also includes the additional leases and licences that will be deferred from the 2018/2019 financial year to the 2019/2020 financial year.

48. Straight forward lease renewals without variations will be processed in accordance with agreed delegations with a written memo to the board providing the opportunity for the board to request further information or a formal report. More complex community leases will be reported to the board at a business meeting.

Operational maintenance work programme

49. The regular maintenance of all council-owned built and open space assets plays an important part in:

· increasing the long-term durability of Community Facilities assets

· improving the safety of Community Facilities assets

· ensuring the enjoyment of Community Facilities assets by the users.

50. In the 2019 - 2022 Community Facilities Work Programme, there are three line items dedicated to all maintenance in the local board area:

· Full Facilities Maintenance Contracts – these contracts include all buildings, parks and open space assets, sports fields, coastal management and storm damage response. From 1 July 2019 council is responsible for streetscapes maintenance from Auckland Transport

· Arboriculture Maintenance Contracts – these contracts include all tree management and maintenance

· Ecological Restoration Maintenance Contracts – these contracts include pest plant management within ecologically significant areas and animal pest management across all parks and reserves.

51. Staff will be able to provide regular reporting on maintenance through monthly updates to the local boards and through the quarterly report. Community Facilities is also providing additional weekly updates to all elected members on contractor performance.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

52. The 2019 - 2022 work programme has been developed in consultation with other council departments as part of the council’s integrated local board work programme approach. This approach aimed to improve the quality of advice for the local board through collaboration and understanding across departments. In particular, the council’s Engineering & Technical Services department were involved in the development of the Sunkist Bay Reserve – renew seawall project scope.

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

Local impacts and local board views

53. The Community Facilities Work Programme has been created through a combination of local board feedback, asset condition assessments and agreed levels of service.

54. The 2019 - 2022 Community Facilities Work Programme has been considered by the local board in a series of workshops from October 2018 to May 2019. The views expressed by local board members during the workshops have informed the recommended work programmes.

Tauākī whakaaweawe Māori

Māori impact statement

55. The 2019 - 2022 Community Facilities Work Programme ensures that all facilities and open space assets continue to be well-maintained assets that benefit the local community, including Māori. When developing and delivering work programmes consideration is given to how the activities can contribute to Māori well-being, values, culture and traditions.

56. Where any aspects of the proposed work programme are anticipated to have a significant impact on sites of importance to mana whenua then appropriate engagement will be undertaken.

57. Staff will be also attending mana whenua forum’s monthly to receive feedback on specific projects within the 2019 - 2022 Community Facilities Work Programme.

Ngā ritenga ā-pūtea

Financial implications

58. Table 1 below summarises the relevant budgets, proposed allocation and the balance of unallocated budget available.

Local Budgets	2019/2020	2020/2021	2021/2022
Renewals - Budget	$3,639,873	$7,036,113	$1,777,591
Renewals - Proposed Allocation	$3,639,000	$7,036,000	$1,777,000
Renewals - Unallocated budget	$873	$113	$591

Growth and Development - Allocation	$250,000	$860,000	$800,000
Coastal Renewals - Allocation	$1,899,524	$3,847,000	$2,900,000
Slips Prevention - Allocation	$95,000	$0	$0

LDI Capex - Proposed Allocation	$885,532	$980,000	$400,000

LDI Opex - Proposed Allocation	$125,000	$0	$0

59. The proposed work programme can be accommodated within the available local board budgets. Approval of the work programme does not have significant financial implications, unless projects experience a significant overspend or underspend.

60. Regular updates on the delivery of the programme will be provided to the board. These updates will identify progress of all projects and potential amendments to the approved programme including changes to budget allocation and timing.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

61. Where a work programme activity cannot be completed on time, due to unforeseen circumstances, this will be signalled to the local board at the earliest opportunity. The risk adjusted programme (RAP) will be used to progress those projects identified as ready to proceed under the RAP.

62. If the proposed Community Facilities work programme is not approved at the business meeting, there is a risk that the proposed projects may not be delivered within the 2019/2020 financial year.

Ngā koringa ā-muri

Next steps

63. Once approved, delivery of activities identified in the Community Facilities work programme will commence from 1 July 2019.

64. The work programmes identify if further decisions are required for each activity. These will be brought to the local board when appropriate.

65. Progress and updates on work programmes will be reported to the local board for each quarter of the financial year.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Franklin Local Board Community Facilities 2019 – 2022 Work Programme – Build, Maintain, Renew (Under Separate Cover)
b ⇨	Franklin Local Board Community Facilities 2019 – 2022 Work Programme – Leases (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Rodrigo Pizarro – Manager Project Delivery, Community Facilitie3s

Authorisers

Rod Sheridan - General Manager Community Facilities

Nina Siers - Relationship Manager

Franklin Local Board

25 June 2019

Disposal recommendations report - 15R First View Avenue, Beachlands

File No.: CP2019/03465

Te take mō te pūrongo

Purpose of the report

1. This report seeks the Franklin Local Board’s endorsement for Panuku Development Auckland (Panuku) to recommend to the Finance and Performance Committee the disposal of one council owned property in the Franklin Local Board area.

Whakarāpopototanga matua

Executive summary

2. 15R First View Avenue, Beachlands is a narrow 123m² strip of land that has been identified as potentially surplus to council requirements following a purchaser enquiry from the neighbouring property owner. The rationalisation process commenced in November 2017. Consultation with council departments and its Council Controlled Organisations (CCOs), iwi authorities and the Franklin Local Board has now taken place. No current or future council service use has been identified for the site through the rationalisation process and the feedback received has been supportive. As such, Panuku recommends it be divested.

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

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) endorse Panuku Development Auckland’s recommendation to the Finance and Performance Committee to dispose of 15R First View Avenue, Beachlands.

Horopaki

Context

4. Panuku is required to undertake ongoing review of council’s property assets. This includes identifying properties in the council portfolio that are no longer required for service use purposes and may be suitable for sale, and development if appropriate.

5. Once a property has been identified as no longer being required for current service purposes, Panuku engages with the council and its CCOs to establish whether the property must be retained for a strategic purpose or is required for a future funded service use. After a property is internally cleared of any service requirements, Panuku then consults with local boards, mana whenua and relevant ward councillors.

6. All sale recommendations must be approved by the Panuku Board before a final recommendation is made to Auckland Council’s Finance and Performance Committee. The committee has the delegated authority to approve any proposed disposal.

Tātaritanga me ngā tohutohu

Analysis and advice

Property Information

7. 15R First View Avenue is a narrow 123m² strip of land remaining from land vested in the Crown in 1925 as a reserve upon subdivision. The site was later vested with the former Manukau County Council in 1963 as an access way reserve.

8. The reserve status of 15R First View Avenue was revoked by the former Manukau City Council in 1977 for the purposes of sale but no disposal was ever completed.

9. A review was undertaken by Panuku following a purchaser enquiry from the adjoining landowner. It was found that both adjoining landowners have encroached on this site.

10. Council’s Parks and Recreation Policy team undertook a review of 15R First View Avenue against council’s open space acquisition policy and open space provision policy and assessed that this site does not contribute to meeting community open space needs, does not connect to existing open space, nor is there any potential for it to provide a connection. There are no known heritage, cultural or natural values, and the site is not suitable for open space purposes. The rationalisation process subsequently commenced.

11. The Auckland Unitary Plan (AUP) zoning is public open space-informal recreation. It has a 2019 desktop valuation of $10,000.

12. 15R First View Avenue is not subject to offer back obligations to the former owners in accordance with section 40 of the Public Works Act 1981.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

Internal consultation

13. The internal consultation process for the site commenced in November 2017.

14. Council’s Heritage Team advised there are no built heritage issues associated with the site. Council’s Geotechnical and Geological team (previously the Contaminated Land and Closed Landfill team) advised there are no known pollution incidents associated with the site.

15. No alternative planned or funded public work requirement for 15R First View Avenue was identified through the internal consultation process. Accordingly, the site is now recommended for disposal.

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

Local impacts and local board views

16. Panuku provided an information memorandum regarding the rationalisation of 15R First View Avenue to the Franklin Local Board in January 2018. Informal advice received from the board is supportive of a proposed disposal.

17. Prior to this, informal information about the rationalisation of this site had been provided to the Franklin Local Board via six monthly updates and as part of other briefings via Local Board Services staff.

18. This report provides the board with an opportunity to formalise its views regarding the site.

Tauākī whakaaweawe Māori

Māori impact statement

19. 10 mana whenua iwi authorities were contacted regarding the potential sale of 15R First View Avenue, Beachlands. The following feedback was received:

a) Ngāi Tai ki Tāmaki

No feedback received for this site.

b) Ngāti Tamaoho

No feedback received for this site.

c) Te ākitai - Waiohua

No feedback received for this site.

d) Ngāti Te Ata - Waiohua

No feedback received for this site.

e) Te Ahiwaru

No feedback received for this site.

f) Ngāti Paoa

No feedback received for this site.

g) Ngaati Whanaunga

Ngaati Whanaunga advised that it has a commercial interest in the site, specifically that the site could be an opportunity for a future “Kokiri” development.

Panuku replied to Ngaati Whanaunga confirming its interests had been noted on the property file and advised that the subject site has limited development potential due its size. No further response has been received. If approved for disposal, Panuku will follow up with Ngaati Whanaunga.

h) Ngāti Maru

No feedback received for this site.

i) Ngāti Tamatera

No feedback received for this site.

j) Waikato-Tainui

No feedback received for this site.

Ngā ritenga ā-pūtea

Financial implications

20. Capital receipts from the sale of properties contribute to Auckland Plan outcomes and the 10-year budget (long term plan) by providing the council with an efficient use of capital and prioritisation of funds to achieve its activities and projects. In the 2018/2019 financial year, the 10-year budget (long term plan) has forecast the disposal of non-strategic assets to the value of of $24 million.

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

22. No risks associated with the recommendation contained in this report have been identified.

Ngā koringa ā-muri

Next steps

23. Following receipt of the Franklin Local Board’s resolutions, 15R First View Avenue will be presented to the Finance and Performance Committee with a recommendation to divest.

24. Should the Finance and Performance Committee approve the proposed disposal, Panuku will undertake a plan change seeking to change the AUP Zoning of 15R First View Avenue from public open space-informal recreation to residential – single house.

25. Both adjoining landowners have expressed interest in purchasing 15R First View Avenue should it be approved for sale. This will be explored further should the Finance and Performance Committee approve the proposed disposal.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Images of 15R First View Avenue, Beachlands	97

Ngā kaihaina

Signatories

Authors

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

Authorisers

Letitia Edwards - Team Leader Portfolio Review, Panuku Development Auckland

Nina Siers - Relationship Manager

Franklin Local Board

25 June 2019

Roulston Park Concept Design

File No.: CP2019/09244

Te take mō te pūrongo

Purpose of the report

1. To seek adoption of the Roulston Park Concept Design by the Franklin Local Board (Attachment A).

Whakarāpopototanga matua

Executive summary

2. A concept design has been completed for the future development of Roulston Park (Attachment A).

3. The concept addresses the needs of the Franklin Historic Society who manage the Pioneer Cottage onsite as well as general park and playground users.

4. Funding of $1 million is required to achieve all the outcomes proposed in the concept plan.

5. A potential staging plan has been developed alongside the concept suggesting how this development could proceed in stages as budget becomes available (Attachment B).

6. No funding is currently allocated to this project beyond this concept design stage and the Franklin Local Board will need to allocate funding for some or all of the development proposals in future years to progress this project.

7. This report seeks Franklin Local Board approval of the concept design.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) approve the Roulston Park Concept Design (Attachment A)

Horopaki

Context

8. In 2014 the Franklin Local Board funded a preliminary heritage assessment and feasibility study for the future development of Roulston Park, Pukekohe.

9. Recommendations from this report focussed on the need to develop a concept plan for the park to address:

§ the future development of the park

§ the development of conservation objectives for the historical elements within the park

§ a maintenance plan for existing assets within the park.

10. The report recommendations were endorsed by the board and $25,000 Locally Driven Initiative (LDI) capex was allocated in FY18/19 to develop a concept plan.

Tātaritanga me ngā tohutohu

Analysis and advice

Franklin Historic Society input into concept design development

11. The Franklin Historic Society (FHS) manage the day to day operations of the pioneer cottage at Roulston Park and as such are key stakeholders in the development of the concept design.

12. Council staff met with FHS to discuss their specific requirements and views with respect to future development of the park. These included:

· provision of suitable parking area for visitors including a bus stop

· vehicular access to the cottage and storeroom for FHS staff

· additional storage space for existing and future collections

· creation of courtyard space suitable for external display of items (eg: mobile coal range)

· removal of Magnolia tree immediately to the north of the cottage to improve sun and light penetration to cottage.

Local board input into concept design development

13. A draft concept design was presented to the local board at a workshop in September 2018 for consideration. This was met with general approval and staff were instructed to proceed with the final concept design.

Final concept design for approval

14. The final concept design was presented to the board at a workshop in March 2019 where agreement in principle was reached.

15. This concept design has now been finalised and is attached to this report: Roulston Park Concept Design (Attachment A).

16. Key features of the concept design include:

· provision of visitor and bus parking by an indented parking bay on East Street

· provision of a suitably scaled driveway from Stadium Drive to the pioneer cottage for FHS staff

· removal of existing storage building and development of courtyard area at rear of cottage

· removal of Magnolia tree to the north of the cottage and development of a new larger storage building opening on to the new courtyard

· reinstatement of original park entrance aligned to Auckland Transport’s proposals to signalise the intersection of Stadium Drive and East Street

· development of new pathways providing pedestrian circulation around the park

· renewal of existing playground with larger ‘Victorian music room themed’ playground

· revision of existing park furniture.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

17. The proposal to create an indented bus bay on East Street has been discussed with Auckland Transport and agreement in principle for this provision has been given. This is subject to a more formal review and resource consent process which would be part of a future developed design process.

18. The concept plan has been shared with Panuku who are looking at opportunities in Pukekohe through their ‘Unlock’ programme. There is a possibility that this project could tie into other proposed works so dialogue between Community Facilities and Panuku will continue as this project develops to enable shared outcomes to be realised.

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

Local impacts and local board views

19. Redevelopment of this reserve will provide a significant improvement to this key ‘gateway’ reserve at Pukekohe.

20. Proposals include a number of measures to improve both access and day to day operations of the pioneer cottage for staff and visitors. Additionally, improvements to storage and display areas will better allow the FHS to exhibit their collections.

21. Suggested upgrades to the existing playground and to pedestrian routes through the park will improve the ability of the public to access and enjoy this reserve.

22. This proposal supports the following Franklin Local Board Plan outcomes:

Outcome 1: A well-cared for natural environment

· Enhance, protect and maintain our diverse natural environment and make sure it’s able to be enjoyed

Outcome 4: Growth is dealt with effectively

· Make full use of existing outdoor space and community facilities before developing new.

Tauākī whakaaweawe Māori

Māori impact statement

23. Parks and heritage is of fundamental importance to mana whenua and their culture and traditions. The reserve development discussed in this report will benefit Māori and the wider community through the provision of improved recreational opportunities leading to more active and healthy communities.

Ngā ritenga ā-pūtea

Financial implications

24. Costs have been estimated by Coummunity Facility quantity surveyors as being in the order of $1million to achive all of the outcomes proposed in the concept plan.

25. A potential staging plan has been developed alongside the concept plan suggesting how this development could proceed in stages as budget becomes available.

26. To date no budget has been allocated to this project beyond the current concept design phase as shown in the table below.

27. It is anticipated that the Franklin Local Board will review the staging plan and allocate funding for some or all of the development proposals in future years as budget allows.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

28. Discussions with the Franklin Historic Society have raised expectations that some park improvements may be coming. Delay in proceeding with any of the concept design proposals may lead to disappointment from their members.

29. Auckland Transport are to begin work on the signalisation of the intersection of Stadium Drive and East Street in FY 2019/2020. It would be sensible to address some of the park circulation proposals in conjunction with this work as mitigation for the Auckland Transport project.

Ngā koringa ā-muri

Next steps

30. Following local board approval of the concept design, additional discretionary budget will need to be allocated to allow for further work to get underway.

31. The concept design proposals have been broken up into a number of stages to allow for a phased approach to development.

32. Next steps could include developed design, consenting and construction of all or some of the stages as budget allows.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Roulston Park Concept Plan (Under Separate Cover)
b ⇨	Roulston Park Staging Plan (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Tim Keat – Senior Growth Development Specialist, Community Facilities

Authorisers

Rod Sheridan - General Manager Community Facilities

Nina Siers - Relationship Manager

Franklin Local Board

25 June 2019

Auckland Transport monthly report to Franklin Local Board - June 2019

File No.: CP2019/10222

Te take mō te pūrongo

Purpose of the report

1. To update the Franklin Local Board (FLB) about transport related matters in its area including the Local Board Transport Capital Fund.

Whakarāpopototanga matua

Executive summary

2. A decision is not required this month but the report contains information about the following matters:

· Update of Tourist/ Monument Road intersection electronic warning signage

· Update on community meeting to address illegal street racing in Brookby area

· New ‘Love being a local’ Pukekohe – Community speed awareness campaign

· Milestone achieved -100 million public transport trips for Aucklanders

3. This report also provides an update on Local Board Transport Capital Fund (LBTCF) projects.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) receive the report entitled ‘Auckland Transport update to the Franklin Local Board June 2019’.

Horopaki

Context

4. This report addresses transport related matters in the local board area and includes information on the progress of the LBTCF projects.

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

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

· be safe

· not impede network efficiency

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

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Transport Capital Fund (LBTCF)

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

8. The allocation for the FLB has also increased, with the updated figures for the remainder of this electoral term reflected in Table 1 below:

Table 1: FLB Transport Capital Fund Financial Summary

Franklin Local Board Transport Capital Fund Financial Summary
Total Funds Available in current political term	$2,856,450
Amount committed to date on projects approved for design and/or construction	$2,855,965
Remaining Budget left	$485.00

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

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

Project	Description	Current status	Status change	Funds allocated
Upgrade of Beachlands town centre gardens		Completed	No	$263,063
First View Avenue, Beachlands	Installation of new kerb and channel between Sunkist Bay and Wakelin Roads (both sides)	Completed	No	$315,339
Second View Avenue, Beachlands	Installation of new kerb and channel between Puriri and Cherrie Roads (north side)	Completed	No	$331,265
Station Road parking and pedestrian improvements	A project to formalise and improve parking on Station and Birch Roads, and improve pedestrian safety by providing new footpath on Station Road, Pukekohe. On 25 September 2018, the FLB approved $181,104	A firm order of costs has been completed and presented to the local board at a workshop on 9 April 2019. A funding shortfall has been identified and the local board requested that AT seek alternative funding to complete this project. AT is currently awaiting decisions in June that will determine whether additional funding can be confirmed for this project.	No	$181,104
Beachlands Kerb and Channel	Improvements Project to install kerb and channel in Beachlands on following roads: · Shelley Bay Road · Karaka Road · First View Ave · Second View Ave	The local board approved project ROC estimate up to $1.18m to progress to detailed design and report back with Firm Estimate of Cost. Project manager appointed, currently working on documentation for procurement of services.	No	$1.18m
Tourist Road-Monument Road intersection electronic warning signage	Installation of electronic warning signage on each and smart studs on the Tourist Road.	The local board approved project ROC estimate up to $80,000 to progress to detailed design and report back with Firm Estimate of Cost. Follow up with NZTA has been required and have advised that their trial is not accepting further sites at this time – see below for more information.	Yes	$80,000

Tourist/ Monument Road Intersection Electronic warning signage

10. NZTA have advised that the trial for the electronic signage is not accepting new sites, and recommended that AT explore other more traditional signage and marking proposals at this location.

11. AT did explore the implementation of the signage using the local board’s LBTCF allocation, but are unable to progress at this time without NZTA approval.

12. This is because the signage is not standardised and their effectiveness is being assessed through the current trial.

13. The trial is due to be completed by the end of the year, with the results to be released at a later date.

14. Therefore, this project can either be put on hold until such time the results of trial determine whether this project can proceed or reallocate the funding to another project as per the local boards priorities.

15. In terms of the local board’s allocation for this project ($80,000), the local board can reallocate this amount to another project.

Responses to resolutions

16. At the FLB April 2019 business meeting the local board passed the following resolution

Resolution number FR/2019/50

That the Franklin Local Board:

b) request that AT investigate options for partnership approach to funding the Station Road parking and pedestrian safety improvements project noting the community safety outcomes anticipated.

17. This item will be reported in next month’s report as to the funding options being explored for the local board to consider.

Local projects and activities

Community meeting to address illegal street racing in Brookby area

18. A meeting organised by the local community, facilitated by the Franklin Local Board Chair and attended by the local MP for Hunua and Police staff was held on 6 June at the Clevedon Community Hall at 6.30pm

19. Representatives from both the local community and car club community attended and were able to present their perspectives on the illegal street racing issue.

20. The meeting concluded with the Franklin Local Board Chair and Local MP committing to undertaking several actions to progress possible solutions for the two groups.

21. A number of issues were raised for AT to follow up, including roading maintenance and possible increase in road markings, to be investigated and reported back to the local board.

22. One issue that was also raised was the Light Motor Vehicle Restrictions bylaw. AT advice on this matter is that this bylaw would not be appropriate for a through-road or rural road, where restriction of access by the general public would be problematic.

‘Love being a local’ Pukekohe – Community speed awareness campaign

23. Speeding was a contributing factor in 25 per cent of serious accidents on Auckland's roads between 2011 and 2015.

24. A community speed awareness campaign has launched in Pukekohe that will be in market until the end of June. Due to the large project area, Pukekohe has been split into two (mostly rural) focus areas:

1. Pukekohe/Drury

2. Waiuku/Glenbrook

25. By engaging with the community and working in collaboration with local families, representatives from the steel mill, Volunteer Fire Brigade and St John Ambulance, AT seek to influence driver behaviour to slow down, because the locals live in the local area.

26. Pukekohe has been prioritised based on a number of factors:

· Safety concerns raised by local residents

· Local crash data indicating most crashes are from single occupant vehicle or car vs tree, car vs car, rather than around schools or vulnerable road users

· AT research into speeds and risk factors, especially on rural roads

27. Rural roads often have higher speeds than urban areas and present their own challenges. Navigating around livestock or winding roads means vehicles need to be travelling at safe speeds and to the condition of the roads.

28. For a one month period form the 27 May, AT will be delivering this project throughout the target areas The campaign will be delivered on the following channels:

· Outdoor billboards on high risk rural roads and intersections

· Digital webtiles - Community & School Facebook pages, webpages and E‐newsletters

· Community newspapers ‐ Franklin Country News & Districts Post

· Rural Mail drops – postcards

· Printed resources as fence banners & bumper stickers

· Coffee mugs and Paper cups for distribution in local cafes

29. For more information, go to https://at.govt.nz/slowdown

Pukekohe Travel Demand proposal

30. The Franklin Local Board requested Auckland Transport to support a project within the Pukekohe area to promote a change in travel behaviour and encourage more people to use the public transport options available; particularly local bus services but also the train.

31. An update on this project and its timeframes will be provided to the local board next month.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

32. The impact of information (or decisions) in this report is confined to Auckland Transport and does not impact on other parts of the Council group.

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

Local impacts and local board views

Auckland Transport consultations

Local Board consultations

33. Auckland Transport provides the FLB with the opportunity to comment on transport projects being delivered in the local board area.

34. The local board’s views on any proposed schemes are taken into account during consultation on those proposals.

35. In the reporting period from April/ May 2019, one proposal was put forward for comment by the Franklin Local Board. The local board transport representatives views and ongoing liaison are recorded in the table below.

Table 3: Local Board Consultations

Location

Proposal

Details and Local Board Feedback

Beachlands & Maraetai Bus Stops – specifically Maraetai Drive bus stop

Proposed bus stop and shelters and pedestrian crossings.

This was circulated to the FLB transport representatives on the 26 April. The local board representatives have concerns about the proposed bus stop on Maraetai Drive and objected to its location. The representatives are concerned about maintaining existing parking which is used by cars and trailers who use the nearby boat ramp, and requested that the bus stop be relocated.

A response is still being considered and will be included in next month’s report to the local board.

Traffic Control Committee resolutions

36. Traffic Control Committee decisions within the Franklin Local Board area are reported on a monthly basis. The decisions within the local board area in the period of May 2019 are reflected in table below:

Table 4: Traffic Control Committee Decisions

STREET	AREA	WORK	DECISION
Seddon Street	Pukekohe	P120 Parking, No Stopping At All Times	Carried
Great South Road, Waimanu Awa Road	Ramarama	Lane Arrow Markings, Flush Median, Stop Control	Approved in Principle

Other regional AT activities

100 million public transport trips for Aucklanders

37. Auckland is undergoing a quiet public transport revolution. This week, Auckland will reach an annual 100 million boardings across its bus, train and ferry network for the first time since 1951.

38. When more people use public transport there are simply fewer cars on the road, helping to manage congestion on our roads and making it easier for those that need to use private vehicles, and for small goods and services providers to get around.

39. Everyday 270,000 customer trips are taken on Auckland public transport; reducing traffic, congestion and emissions. 400,000 people use Auckland’s buses, trains and ferries. Perhaps for Auckland, public transport is becoming a ‘normal’ transport choice?

40. Use of public transport in Auckland continues to increase; 38.5 million boardings in 1999, 58.7 million in 2009 and 100 million by June 2019. The average growth each year since 2010 was 5.5 per cent, compounded to 70 per cent over that time. In the 11 months to June 2019, growth is 9-10 per cent per annum.

41. The previous highest annual public transport use was in 1951 at 105 million, and the highest ever in 1945 at 118 million, when the Auckland tram system was at its peak.

Joh

42. Growth in use is above the significant population growth with 62 annual boardings per person in the general population in 2019, compared to 45 in 2009 and 35 in 1999.

43. Auckland’s increasing use of public transport put New Zealand third in the world in terms of growth in average public transport use.

44. Getting the massive increase in numbers of people using buses, trains and ferries has come from years of strategy, planning and effective delivery, focused on enhancing the quality of the customer experience.

45. The New Network brings a completely new transport philosophy to Auckland. Instead of long, direct routes, there are shorter, more frequent routes which connect with other bus, train and ferry services at interchanges.

46. Planning continues on how we can continue to maintain and build the network over the next 10, 20 and 30 years. AT and central Government have major improvements well underway as outlined in the Auckland Transport Alignment Project.

47. There is a lot of work still to do; however, over the last decade Auckland has made the first step towards a public transport system that it deserves; contributing to placemaking and improving the city and becoming an increasingly recognised normal transport choice for more people.

Tauākī whakaaweawe Māori

Māori impact statement

48. The proposed decision of receiving the report or requesting cost estimates 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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

51. AT will provide another update report to the board at the next monthly meeting.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Kenneth Tuai, Elected Member Relatiionship Manager,Auckland Transport

Authorisers

Jonathan Anyon, Manager Elected Member RelationshipManager Unit, Auckland Transport.

Nina Siers - Relationship Manager

Franklin Local Board

25 June 2019

New road names in the subdivision at Awhitu Road, Awhitu by Ian & Kiri Robertson.

File No.: CP2019/09729

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Franklin Local Board for names of two new private ways to be created in a subdivision at Kirian Farm, Awhitu Road, Awhitu Peninsula by I & K Robertson.

Whakarāpopototanga matua

Executive summary

2. Auckland Council has road naming guidelines that set out the requirements and criteria of the Council for proposed road names. These requirements and criteria have been applied in this situation to ensure consistency of road naming across the Auckland Region.

3. The Applicants, Ian & Kiri Robertson, have submitted the following names for consideration for two new private ways at Kirian Farm, Awhitu Road, Awhitu Peninsula:

Table 1: Kirian Farm Proposed Road Names
Private Way 1 Proposed Road Names
Preferred name	Chelsea Lee	Lane
First alternative	Shona Ann	Lane
Private Way 2 Proposed Road Names
Preferred name	Kirian	Lane
First alternative	Kiri	Lane
Pool of Alternative Names:
These alternative names can be used for either of the two private ways listed above.	Heather Betty	Heights
	Marion Amelia	Heights

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) approve the new road name ‘Chelsea Lee Lane’ for Private way One (Stages 1 & 2); and the new road name “Kirian Lane’ for Private way Two (Stages 3 & 4) in the subdivision at Kirian Farm, Awhitu Road, Awhitu Peninsula, in accordance with section 319(1)(j) of the Local Government Act 1974.

Horopaki

Context

4. The subdivision of Kirian Farm (SUB60226718 / Legacy S163039) is being undertaken in four stages with one private way provided to serve each of the two stages. Private way One will serve stages 1 & 2 (Lots 5, 6, & 10-15), and private way Two will serve stages 3 & 4 (Lots 1-4, & 7-9).

5. Private way One will utilise an existing farm access point off the Awhitu Road frontage. Private way Two will incorporate a narrow partly formed legal road which currently provides shared access to the applicants residential site to the north at 1266 Awhitu Road and their Kirian Farm property to the east and south.

6. Each private way will serve seven (7) lots.

7. The road is required to be named in accordance with the national addressing standard as it serves more than 5 lots.

Tātaritanga me ngā tohutohu

Analysis and advice

8. Auckland Council’s road naming criteria typically require that road names reflect:

· A historical or ancestral linkage to an area;

· A particular landscape, environment or biodiversity theme or feature; or

· An existing (or introduced) thematic identity in the area.

9. The Auckland Council Road Naming Guidelines allow that where a new road needs to be named as a result of a subdivision or development, the subdivider/developer shall be given the opportunity of suggesting their preferred new road name for the Local Board’s approval.

10. The Applicant has proposed the following names for consideration for the two new private ways created as part of the subdivision at Awhitu Road, Awhitu.

Table 2: Kirian Farm Preferred and first alternative Names and Meaning
Road number	Proposed Name	Meaning
Private Way One:	Chelsea Lee Lane (Applicant Preferred)	Named after applicant’s daughter. Chelsea has endured health issues since birth and we would like to acknowledge her ongoing personal battle by using her name on our private driveway.
Private Way One:	Shona Ann Lane (First Alternative)	Named after applicant Ian Robertson's only sister. Shona was tragically killed 43 years ago in a car accident at the age of 16 and using her name would be a memorial gesture to a much loved family member.
Private Way Two:	Kirian Lane (Applicant Preferred)	Combined names of owners Kiri and Ian, and the name of the farm property. There is an existing ‘Kirian Farm’ sign at the gate.
Private Way Two:	Kiri Lane (First Alternative)	Name of owner Kiri Robertson.

11. The Applicant has also provided a pool of names that can be use as alternatives at Awhitu Road, Awhitu.

Table 3: Kirian Farm Pool of Alternative Names
Pool of alternatives	Meaning (as described by applicant)
Chelsea Lee Lane	Named after applicant’s daughter. Chelsea has endured health issues since birth and we would like to acknowledge her ongoing personal battle by using her name on our private driveway.
Shona Ann Lane	Named after applicant Ian Robertson's only sister. Shona was tragically killed 43 years ago in a car accident at the age of 16 and using her name would be a memorial gesture to a much loved family member.

12. Land Information New Zealand has confirmed that the above names are acceptable to use.

13. The proposed suffix of ‘Lane’ or ‘Heights’ is deemed acceptable as it accurately describes the characteristics of the road and elevation of the land.

14. The name proposed by the Applicant is deemed to meet the road naming guidelines.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

16. The decision sought for this report does not trigger any significant policy and is not considered to have any immediate impact beyond those outlined in this report.

Tauākī whakaaweawe Māori

Māori impact statement

17. The applicant has consulted with local iwi and no response was received.

Ngā ritenga ā-pūtea

Financial implications

18. The applicant has responsibility for ensuring that appropriate signage will be installed accordingly once approval is obtained for the new road name.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

19. There are no significant risks to council as road naming is a routine part of the subdivision development process with consultation being a key part of the process.

Ngā koringa ā-muri

Next steps

20. Approved road names are notified to Land Information New Zealand who records them on their New Zealand wide land information database which includes street addresses issued by councils.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Attachment A - Site locality plan	115
b ⇩	Attachment B - Scheme Plan	117

Ngā kaihaina

Signatories

Author

Lesley Wood, Subdivision Advisor

Authorisers

David Snowdon - Team Leader Subdivision

Nina Siers - Relationship Manager

Franklin Local Board

25 June 2019

Changes to Local Board Standing Orders

File No.: CP2019/10028

Te take mō te pūrongo

Purpose of the report

1. To provide information about the implications of the Local Government Regulatory Systems Amendment Act 2019 and to recommend changes to the Franklin Local Board’s standing orders to align with the change in the legislation.

Whakarāpopototanga matua

Executive summary

2. The Local Government Regulatory Systems Amendment Act 2019 (LGRSAA) makes changes to various statutes, including the Local Government 2002 Act (LGA), Local Government Official Information and Meetings Act 1987 (LGOIMA), the Local Electoral Act 2001, the Dog Control Act 1996, the Local Government (Rating) Act 2002 and the Rates Rebate Act 1973.

3. The LGRSAA amends the Local Electoral Act 2001 to include a new principle for “representative and substantial electoral participation in local elections and polls”, and imposes a new responsibility on the Chief Executive of the council by amending the Chief Executive’s responsibilities in the LGA s 42(2)(d):

(da) facilitating and fostering representative and substantial elector participation in elections and polls held under the Local Electoral Act 2001;

4. Prior to the change, the LGA provided for an extraordinary meeting where:

(a) It could be called by resolution, or by requisition by the mayor or one third of the members

(b) The notice period was three days (unless it was called by resolution in which case the notice period could be not less than 24 hours)

(c) If it needed to be called earlier it could be called by the mayor, or, if the mayor was unavailable, the chief executive. The notice period could be not less than 24 hours.

5. As a result of the change, the meeting called under (c) above is referred to as an ‘emergency meeting’ rather than an’ extraordinary meeting’.

6. There is a change to the definition of public notice – which requires notification on a council’s website in addition to a newspaper.

7. There is a change to the definition of ‘working day’ to exclude a province’s anniversary.

8. Staff are taking the opportunity, while considering changes to standing orders, to propose an unrelated change to the rules in the current standing orders regarding attendance by electronic link. The current rule requires a member to be representing the council and unable to attend. The proposed change removes the requirement to be representing the council.

9. The Governing Body’s standing orders need to be changed to reflect the changes in the law. A change to standing orders requires a 75 percent majority vote.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) Note the new statutory responsibility of the chief executive:

facilitating and fostering representative and substantial elector participation in elections and polls held under the Local Electoral Act 2001;

b) Amend standing order 2.3.3 by replacing:

Calling an extraordinary meeting at earlier time

The mayor or chairperson, or if they are unavailable, the chief executive, may call a meeting for an earlier time if this is necessary to deal with the business.

The person calling such a meeting must give each member and the chief executive notice of the time and place of the meeting and the matters in respect of which the meeting is being called, by whatever means is reasonable in the circumstances, at least 24 hours before the meeting.

with:

Calling an emergency meeting

The chairperson, or if they are unavailable, the chief executive, may call an emergency meeting for an earlier time than is provided in Standing Order 2.3.2 if this is necessary to deal with the business.

c) Amend standing order 7.2.2 by replacing:

Notification of extraordinary meetings

Where the council calls an extraordinary meeting, but cannot give public notice to the extent required in Standing Order 7.2.1, the council must publicly notify the meeting, and the general nature of business to be considered at it, as soon as reasonably practicable before the meeting.

with:

Notification of extraordinary / emergency meetings

Where the council calls an extraordinary or emergency meeting, but cannot give public notice to the extent required in Standing Order 7.2.1, the council must publicly notify the meeting, and the general nature of business to be considered at it, as soon as reasonably practicable before the meeting. If it is not practicable to publish a notice in newspapers before the meeting, the council must publicly notify the meeting as soon as practicable on the council’s website and in any other manner that is reasonable in the circumstances.

d) Amend standing order 9.4 (Definitions) by replacing:

Extraordinary meeting has the meaning defined in clause 22 of Schedule 7 of the Local Government Act 2002.

with:

Emergency meeting has the meaning defined in clause 22A of Schedule 7 of the Local Government Act 2002.

Extraordinary meeting has the meaning defined in clause 22 of Schedule 7 of the Local Government Act 2002.

e) Amend standing order 9.4 (Definitions) by replacing:

Meeting means:

(a) any first or ordinary or extraordinary meeting of the governing body

with:

Meeting means:

(a) any first or ordinary or extraordinary or emergency meeting of the governing body

f) Amend standing order 9.4 (Definitions) by replacing:

Publicly notified means notified to members of the public by a notice printed in appropriate newspapers circulating in the Auckland region.

with:

Publicly notified means made known to members of the public by a notice on the council’s website, until any opportunity for review or appeal has lapsed, and by a notice printed in appropriate newspapers circulating in the Auckland region.

g) Amend standing order 9.4 (Definitions) by replacing:

Working day means any day of the week other than:

(a) Saturday, Sunday, Waitangi Day, Good Friday, Easter Monday, ANZAC Day, the sovereign’s birthday and Labour Day

(b) a day in the period commencing with 25 December in any year and ending with 15 January in the following year.

with:

Working day means any day of the week other than:

(a) Saturday, Sunday, Waitangi Day, Good Friday, Easter Monday, ANZAC Day, the sovereign’s birthday and Labour Day

(b) Where Waitangi Day or ANZAC Day falls on a weekend, the following Monday

(c) Auckland Anniversary Day

(d) a day in the period commencing with 20 December in any year and ending with 10 January in the following year.

h) Amend the following standing orders:

i) SO 2.3:

replace the heading “Extraordinary meetings” with “Extraordinary and emergency meetings”

ii) SO 7.2.4:

replace the heading “Extraordinary meetings” with “Extraordinary and emergency meetings”

iii) SOs 1.1.3, 2.4.1, 2.4.2, 7.3.1:

replace the words “extraordinary meeting” with “extraordinary or emergency meeting”

i) Amend standing order 3.3.3 to remove the requirement to be representing the council:

Conditions for attending by electronic link

The governing body or its committees may give approval for a member to attend meetings by electronic link, either generally or for a specific meeting. Situations where approval can be given are:

a) where the member is ~~representing the council~~ at a place that makes their physical presence at the meeting impossible or impracticable

b) to accommodate the member’s illness or infirmity

c) in emergencies.

The member who is seeking to attend by electronic link may not take part in the vote to give approval. The only exception is where there is an emergency, in which case the member seeking to attend by electronic link can take part in the vote.

Horopaki

Context

10. The LGRSAA came into force on 21 March 2019. The Act is an omnibus Act in that it makes minor amendments to several pieces of legislation.

11. The LGRSAA amends the Local Electoral Act 2001 to include a new principle for “representative and substantial electoral participation in local elections and polls”, and imposes a new responsibility on the Chief Executive of the council by amending the Chief Executive’s responsibilities in the LGA s 42(2)(d):

(da) facilitating and fostering representative and substantial elector participation in elections and polls held under the Local Electoral Act 2001;

12. It amends the definition of “public notice” and “publicly notified” under the LGA and the LGOIMA to require notification both on the council’s website and in newspapers.

13. It creates a new category of council meeting called an “emergency meeting”, separate from “extraordinary meeting”. Previously, extraordinary meetings had two types of notice requirements. Where the more urgent form of notice is used, the meeting is now referred to as an emergency meeting. This applies to giving notice to members under the LGA and to public notices under LGOIMA.

14. It amends the definition of working day under the LGA and LGOIMA to exclude a province’s anniversary day being counted as a “working day”.

15. It amends the Dog Control Act 1996 by:

(i) moving, with regard to disability assist dogs, the list of certifying organisations to a schedule which can be changed by regulation

(ii) applying the new public notice requirements in the LGA to the annual report on the administration of the dog control policy.

16. It amends the Local Electoral Act 2001 by adding to the principles in section 4:

(aa) representative and substantial electoral participation in local elections and polls:

17. It amends the LGA by specifying timeframes for making certain documents publicly available, including the long-term plan, annual plan and annual report. It also adds requirements for placing these on the council’s website.

18. It amends the LGA by adding a provision for the Secretary of Local Government to specify forms for making documents available.

19. It amends the Rates Rebates Act 1973 by making changes to the definition of income in regard to payments under the Veterans Support Act 2014 and winter energy payments under the Social Security Act 2018. There is a minor change in relation to rates paid on a residential unit in a retirement village.

Tātaritanga me ngā tohutohu

Analysis and advice

20. The changes made by the LGRSAA are minor in nature, nevertheless it is necessary to amend the Governing Body’s standing orders in line with the changes so they reflect current legislation.

21. The Governing Body may also wish to consider an unrelated change to standing orders while it is considering these changes. Standing order 3.3.3 provides conditions for attending a meeting by electronic link:

Conditions for attending by electronic link

The governing body or its committees may give approval for a member to attend meetings by electronic link, either generally or for a specific meeting. Situations where approval can be given are:

a) where the member is representing the council at a place that makes their physical presence at the meeting impossible or impracticable

b) to accommodate the member’s illness or infirmity

c) in emergencies.

22. This standing order was adopted in 2015. Since that time the technology has improved and remote attendance is now possible in the Town Hall. However, the conditions in the standing order are very limiting and do not allow attendance by a member who is out of Auckland but not representing the council.

23. Staff recommend amending the standing order by removing the requirement to represent the council in SO 3.3.3 (a):

a) where the member is ~~representing the council~~ at a place that makes their physical presence at the meeting impossible or impracticable

24. The proposed change would allow, for example, an appointed member of the Audit and Risk Committee living outside Auckland to attend by electronic link.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

25. The changes to the standing orders do not impact on the wider council group.

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

Local impacts and local board views

26. Local boards will need to make similar changes to their standing orders.

Tauākī whakaaweawe Māori

Māori impact statement

27. The changes to standing orders brought about through the LGRSAA do not impact on the Māori community.

Ngā ritenga ā-pūtea

Financial implications

28. There are no financial implications to making these changes to standing orders.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

29. The law applies regardless of standing orders. If standing orders are not aligned to changes in the law there is a risk that the council may act inconsistently with the legislation by relying on standing orders that are not up to date with the law.

Ngā koringa ā-muri

Next steps

30. Following the Governing Body resolution to amend the standing orders, staff will make the appropriate changes and recirculate the updated standing orders.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Polly Kenrick, Business Manager Local Board Services

Authorisers

Kerri Foote, Operations and Improvements Manager, Local Board Services

Loouise Mason, General Manager, Local Board Services

Nina Siers - Relationship Manager

Franklin Local Board

25 June 2019

Franklin Local Board vacancy

File No.: CP2019/10687

Te take mō te pūrongo

Purpose of the report

1. For the Franklin Local Board to respond to the vacancy of a local board member in the Waiuku subdivision.

Whakarāpopototanga matua

Executive summary

2. On 2June 2019 Franklin Local Board Member Brendon Crompton provided the Chief Executive of Auckland Council with his resignation from the Franklin Local Board, (Waiuku subdisivion), which took immediate effect. As a result, a vacancy on the Franklin Local Board now exists.

3. According to Section 117(3) of the Local Electoral Act 2001, on receiving notice under subsection (2) the local board must, at its next meeting (other than an extraordinary meeting) or, if that is not practicable, at its next subsequent meeting (other than an extraordinary meeting), determine by resolution that either (a) that the vacancy will be filled by the appointment by the local board of a person named in the resolution who is qualified to be elected as a member; or (b) that the vacancy is not to be filled.

4. The Franklin Local Board must therefore decide at this business meeting to resolve to appoint someone to the position or determine to leave the position vacant.

5. A person is eligible to be nominated if they are over 18 years of age, a New Zealand citizen, and on the electoral roll. The board may take other criteria into consideration.

6. If, under section 117 (3) (b) the board resolves at this business meeting not to fill the vacancy, it must immediately give public notice of its decision.

7. If under section 117(3) the board resolves to appoint to the vacancy it must immediately give public notice of its decision and its selection process. The board confirms the appointment at its next business meeting on 23 July 2019 and the appointed member will make their statutory declaration.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) resolve to appoint <<person nominated>> to fill the vacancy until the next triennial election, which takes place on 12 October 2019, pursuant to section 117 (3) of the Local Electoral Act, and that <<person nominated>> be sworn in as a Member at the local board’s business meeting on July 23 2019.

b) note that the board have selected <<person appointed>> because of <<criteria met>>.

c) resolve that the outcome of the appointment be publicly advertised after the report and resolutions have been restated.

d) resolve to not fill the vacancy created on the Franklin Local Board by Member Brendon Crompton’s resignation from the board on 2 June 2019, pursuant to section 117 (3) of the Local Electoral Act.

Horopaki

Context

8. On 2 June 2019, Franklin Local Board Member Brendon Crompton provided the Chief Executive of Auckland Council with a letter of resignation from the Franklin Local Board, which took immediate effect.

8. As the resignation has taken place within the 12 month period prior to the next local body election, which is on 12 October 2019, the local board has discretion about what it will do. The two options available to the board are:

i) Not to fill the vacancy and run one member short until the next election in October 2019.

ii) Appoint an eligible person to fill the vacancy. There is no requirement or convention that indicates the board must appoint the highest polling, or any candidate from a previous election.

Tātaritanga me ngā tohutohu

Analysis and advice

9. According to Section 117(3) of the Local Electoral Act 2001, on receiving notice under subsection (2) the local board must, at its next meeting (other than an extraordinary meeting) or, if that is not practicable, at its next subsequent meeting (other than an extraordinary meeting), determine by resolution (a) that the vacancy will be filled by the appointment by the local board of a person named in the resolution who is qualified to be elected as a member; or (b) that the vacancy is not to be filled.

10. Following the formal notification of the vacancy to the Chief Executive to the Franklin Local Board on 2 June 2019, section 117 (3) of the Local Electoral Act applies. The Franklin Local Board must at the next meeting (other than an extraordinary meeting), or next subsequent meeting, determines by resolution either:

(a) that the vacancy is filled by an appointment by the local board of a person named in the resolution who is qualified to be elected, or

(b) that the vacancy is not to be filled.

11. The process commences at the time the board decides on the preferred option.

12. If it is agreed not to fill the vacancy the only action required is to pass a resolution to this effect at the next ordinary meeting. This would be on 25 June 2019.

13. If the Franklin Local Board agrees to appoint an eligible person, then criteria apply.

14. The criteria for eligibility for serving as an elected representative on a local board are provided in legislation and are:

i) Applicants must be:

a. Over eighteen years of age

b. A New Zealand citizen

c. On the electoral roll.

ii) Additionally no member of the governing body may also be a member of a local board. If a person is an un-discharged bankrupt they must disclose this fact to the Chief Executive (Auckland Council’s Code of Conduct).

15. The board may wish to consider other criteria, for example:

· Experience of community leadership within the Franklin Local Board area

· An empathy with the cultural diversity of the Franklin Local Board area

· Has operated in a governance role

· Experience or knowledge of local government

· Is an excellent communicator

· Has an ability to evaluate and interpret information.

16. Proposed timeline:

25 June 2019 Board meets at scheduled ordinary meeting to make a decision. Resolution made to appoint or leave vacant, under section 117(3) of Local Electoral Act.

25 June 2019 If appointment is made, candidate(s) informed of the board’s decision by nominated elected representative.

26 June 2019 Provide public notice via the next available publication of local newspapers and minutes, providing the resolution and the process and/or criteria by which the person named in the resolution was selected for appointment.

If no appointment is made, the resolution will also be publicised.

23 July 2019 Confirm appointment at the next scheduled business meeting; new member to make their Statutory Declaration. Section 118 (2) of the Local Electoral Act provides that the person appointed is for all purposes to be treated as having been elected to fill the vacancy on the date at which the appointment is confirmed. Term of office does not start until there has been a resolution confirming the appointment

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

10. The short term change to one elected member’s position would maintain the status quo of the Franklin Local Board.

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

Local impacts and local board views

11. The recommendations contained within this report fall within the local boards legislative responsibilities to respond to an elected member vacancy on the local board.

Tauākī whakaaweawe Māori

Māori impact statement

12. The short term change to one elected member’s position would maintain the status quo of the Franklin Local Board. As of Friday 19 July nominations open for the 12 October 2019 triennium elections, which are open to all.

Ngā ritenga ā-pūtea

Financial implications

13. There are no financial implications of this decision as it falls within existing operational and governance budgets.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

14. The local board would be at risk of not meeting its legislative obligations if it fails to make a decision on this matter.

Ngā koringa ā-muri

Next steps

15. Subsequent to the decision Local Board Services will operationalise and manage next steps.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author	Denise Gunn - Democracy Advisor - Franklin
Authoriser	Nina Siers - Relationship Manager

[1] One of the key objectives of the detailed business case will be to identify opportunities to deliver the facilities at lower cost to council. Opportunities to increase revenue, undertake partnerships or obtain sponsorship will be investigated.

Chairperson	Angela Fulljames
Deputy Chairperson	Andrew Baker
Members	Malcolm Bell
	Alan Cole
	Sharlene Druyven
	Amanda Hopkins
	Murray Kay
	Niko Kloeten