Agenda of Great Barrier Local Board

No.	Title	Page
a ⇩	Senior biosecurity advisor general update April - May 2019	9
b ⇩	Biosecurity advisor report April - May 2019	15
c ⇩	Department of Conservation operations report - June 2019	21

Great Barrier Local Board

18 June 2019

Approval of the 2019/2020 Great Barrier local environment work programme

File No.: CP2019/09227

Te take mō te pūrongo

Purpose of the report

1. To approve the 2019/2020 Aotea Great Barrier local environment work programme, totalling $200,000 of locally driven initiatives operational expenditure.

Whakarāpopototanga matua

Executive summary

2. The Aotea Great Barrier Local Board has identified several aspirations in its 2017 local board plan, including ‘our environment is protected and enhanced’.

3. To give effect to these aspirations, staff developed a number of 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 12 March 2019 and 14 May 2019 workshops. The board indicated its support for the following projects:

· Argentine ant and plague skink surveillance - $24,000

· Rabbit control - $26,000

· Coastal weed survey - $10,000

· Okiwi pest coordinator - $15,000

· Pest pathways - $10,000

· a funding contribution towards a biodiversity/biosecurity advisor role - $35,000

· Ecology vision - $30,000

· Freshwater management programme - $50,000.

5. At the 14 May 2019 workshop the board agreed to carry forward $10,000 from the 2018/2019 financial year towards the board’s funding contribution for a biodiversity/biosecurity advisor role, bringing the total project budget to $45,000 for the 2019/2020 financial year.

6. At this workshop the board further agreed to carry forward $15,000 from the 2018/2019 financial year towards the freshwater management programme to improve water quality and stream environments, bringing the total project budget to $65,000 for the 2019/2020 financial year.

7. 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 noting that it does not included any carry forwards from the 2018/2019 financial year).

8. The draft work programme has a total value of $200,000 which can be funded from the board’s existing budgets for local environmental programmes.

Ngā tūtohunga

Recommendations

That the Great Barrier Local Board:

a) approve the Infrastructure and Environmental Services directorate 2019/2020 local environment work programme (Attachment A to the agenda report) as summarised in the table below:

Project	Budget
Argentine ant and plague skink surveillance	$24,000
Rabbit control	$26,000
Coastal weed survey	$10,000
Okiwi pest coordinator	$15,000
Pest pathways	$10,000
Biodiversity/biosecurity advisor	$35,000
Ecology vision	$30,000
Freshwater management programme	$50,000
Total	$200,000

b) note that the board has agreed to carry forward $10,000 of its locally driven initiatives budget from the 2018/2019 financial year towards the board’s funding contribution for a biodiversity/biosecurity advisor role, bringing the total project budget to $45,000 for the 2019/2020 financial year.

c) note that the board has agreed to carry forward $15,000 of its locally driven initiatives budget from the 2018/2019 financial year towards the freshwater management programme to improve water quality and stream environments, bringing the total project budget to $65,000 for the 2019/2020 financial year.

Horopaki

Context

9. In late 2018, in alignment to its local board plan outcomes, the Aotea Great Barrier Local Board provided strategic direction to staff in regard to the projects it would like to fund in the 2019/2020 financial year. The board reaffirmed its strong commitment to the environment, and noted its:

· support for animal and plant biodiversity through pest management initiatives

· support for initiatives that improve water quality and stream environments

· interest in increasing funding support to progress the ecology vision

· continued support for co-funding a biodiversity/biosecurity advisor.

10. 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 workshops on 12 March 2019 and 14 May 2019.

11. Based on these workshop discussions, a total of eight local environmental projects to be funded from the board’s locally driven initiatives operational budget are proposed. 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 is included as Attachment A to this report.

Tātaritanga me ngā tohutohu

Analysis and advice

12. 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.

Argentine ant and plague skink surveillance – $24,000

13. To achieve the local board plan objective ‘we lead our region in ecological health’, the board has indicated it would like to continue to support ongoing surveillance of settlement areas for Argentine ant, Darwin ant and plague skink populations in the 2019/2020 financial year. The board has supported this project since 2016 and allocated $24,000 towards this project in the Great Barrier local environment work programme in the 2018/2019 financial year (resolution GBI/2018/67).

14. This surveillance work will inform decisions on the targeted control and management of these pest species and will support regionally-funded monitoring and control work occurring in high-risk sites. It is recommended that the board allocate $24,000 towards the continuation of this project in the 2019/2020 financial year.

Rabbit control – $26,000

15. To achieve the local board plan objective ‘we lead our region in ecological health’, the board has indicated it would like to continue to support the reduction and elimination of rabbit densities in targeted areas in the 2019/2020 financial year. The board has supported this project since 2014 and allocated $26,000 towards this project in the 2018/2019 financial year.

16. This project will enable continued rabbit control at Claris, Awana, Whangapoua and Okiwi settlement, and will support regionally-funded rabbit control work. It is recommended that the board allocate a further $26,000 towards this project in the 2019/2020 financial year.

Coastal weed survey – $10,000

17. To achieve the local board plan objective ‘we lead our region in ecological health’, the board has indicated it would like to continue to support a coastal pest plant survey initiative in the 2019/2020 financial year. The board has supported weed survey initiatives for several years and allocated $10,000 towards this project in the 2018/2019 financial year.

18. This survey work will inform decisions on targeted pest plant control and enable the removal or control of low incidence coastal weeds. It is recommended that the board allocate $10,000 towards this project in the 2019/2020 financial year.

Okiwi pest coordinator – $15,000

19. To achieve the local board plan objective ‘we lead our region in ecological health’, the board has indicated it would like to continue to support an Okiwi pest coordinator in the 2019/2020 financial year. The board has supported this project for several years and allocated $15,000 towards this project in the 2018/2019 financial year.

20. This project enables the engagement of a coordinator to facilitate a community pest control programme in Okiwi. It is recommended that the board allocate $15,000 towards this project in the 2019/2020 financial year.

Pest pathways – $10,000

21. To achieve the local board plan objective ‘we lead our region in ecological health’, the board has indicated it would like to continue to support the management of pest pathways in the 2019/2020 financial year. The board has supported treasure island ambassador initiatives for several years and allocated $15,000 (inclusive of a $5,000 carry forward) towards this project in the 2018/2019 financial year.

22. This project will enable pest pathway ambassadors based on Aotea Great Barrier Island to help increase visitor, resident and transport operator awareness of pest pathways from the mainland. It is recommended that the board allocate $10,000 towards this project in the 2019/2020 financial year.

Biodiversity/biosecurity advisor – $45,000 (including a $10,000 carry forward from 2018/2019)

23. To achieve the local board plan objective ‘we lead our region in ecological health’, the board has indicated it would like to continue to contribute funding towards the engagement of a biodiversity/biosecurity advisor for Aotea Great Barrier Island in the 2019/2020 financial year. The board established a part-time advisor position in 2017 and allocated $45,000 towards this project in the 2018/2019 financial year. This position is also supported by regional funding to enable a full-time biodiversity/biosecurity advisor resource.

24. The purpose of this project is to ensure the provision of specialist biodiversity advice and to support biodiversity projects and community education on Aotea Great Barrier Island. This advisor position has been vacant since January 2019 and is unable to be filled in the 2018/2019 financial year. As a result of this vacancy, an underspend of approximately $10,000 of the board’s project funding has been identified. The board have indicated they will support the underspend being carried forward for allocation in the 2019/2020 financial year.

25. At a workshop on 14 May 2019 the board indicated it would like to continue contributing $45,000 toward this project, inclusive of the $10,000 carry forward. The total funding contribution of $45,000 for the 2019/2020 biodiversity/biosecurity advisor will be comprised of $10,000 carried forward from the 2018/2019 financial year and $35,000 from the board’s 2019/2020 locally driven initiatives budget.

Ecology vision – $30,000

26. To achieve the local board plan objective ‘we lead our region in ecological health’, the board has indicated it would like to increase its funding support for the progression of the ecology vision project in the 2019/2020 financial year. The board has supported the ecology vision since its development in 2016 and allocated $20,000 towards this project in the 2018/2019 financial year.

27. This project will enable the engagement of a part-time ecology vision facilitator to identify community interest in forming an ecological oasis or project, with the aim of establishing ecological oases on Aotea Great Barrier Island. The facilitator will also coordinate ecology vision meetings and activities and help with the formation of a community governance group to lead the ongoing implementation of the ecology vision.

28. At a workshop on 14 May 2019 the board indicated it would like to increase investment in this project to help support initiatives developed by the community through ecology vision activities. Ecology vision initiatives will require a feasibility study to be developed prior to endorsement by the board. It is recommended that the board allocate $30,000 towards this project in the 2019/2020 financial year.

Freshwater management programme – $65,000 (including a $15,000 carry forward from 2018/2019)

29. To achieve the local board plan objective ‘all our freshwater streams will be healthy’, the board has indicated it would like to continue to support water quality improvement in rivers, streams and harbours in the 2019/2020 financial year. The board has supported freshwater management initiatives for the past three financial years and allocated $50,000 towards this project in the 2018/2019 financial year.

30. Freshwater management programme initiatives will be agreed with the board at a workshop early in quarter one prior to implementation in the 2019/2020 financial year. Key focus areas for these initiatives include:

· checking and maintaining onsite wastewater systems

· promoting riparian planting and stock exclusion from waterways

· investigating other issues effecting the health and functioning of streams and wetlands.

31. At its 14 May 2019 workshop, the board expressed concern around riparian fencing projects on Aotea Great Barrier Island and requested further information about these initiatives. A workshop is scheduled with the board on 4 June 2019 to discuss the feasibility of riparian fencing initiatives on Aotea Great Barrier Island.

32. At this workshop, the board indicated it would like to defer the riparian fencing project being delivered as part of the 2018/2019 freshwater management project and carry forward the allocated funding of $15,000 towards freshwater management programme initiatives in 2019/2020.

33. This will bring the total funding for the 2019/2020 freshwater management programme to $65,000, which is comprised of $15,000 carried forward from the 2018/2019 financial year and $50,000 from the board’s 2019/2020 locally driven initiatives budget.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

34. 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.

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

Local impacts and local board views

Local impacts

35. The projects proposed for inclusion in the board’s 2019/2020 local environment work programme will have positive environmental outcomes across the Aotea Great Barrier Local Board area. Particular focus areas for the 2019/2020 work programme include the Tryphena, Medlands and Okiwi catchments.

Local board views

36. The projects noted above align with the local board plan outcome ‘our environment is protected and enhanced’.

37. The proposed local environment work programme was discussed with the board at workshops on 12 March 2019 and 14 May 2019. The board indicated its support of the proposed projects outlined in this report at its 14 May 2019 workshop, subject to further discussion and agreement of freshwater management initiatives.

Tauākī whakaaweawe Māori

Māori impact statement

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

39. 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 Aotea Great Barrier Local Board’s local environment work programme

Project	Māori impact assessment
Biosecurity focused projects: · Argentine ant and plague skink surveillance · rabbit control · coastal weed survey · Okiwi pest coordinator · pest pathways	These projects will help enhance the cultural values of the local environment through the preservation of native plant and animal species via pest control. These initiatives align with the Ngāti Rehua Ngātiwai ki Aotea Trust Hapū Management Plan 2013, as they work towards the protection of indigenous flora and fauna and/or encourage kaitiakitanga in the community.
Biodiversity/biosecurity advisor	This advisor position aims to encourage kaitiakitanga in the community and to increase capability across Aotea Great Barrier Island to protect indigenous biodiversity. The advisor will seek opportunities to work with Ngāti Rehua Ngātiwai ki Aotea landowners on biodiversity and biosecurity projects.
Ecology vision	A meeting was held with Ngāti Rehua Ngātiwai ki Aotea as part of the development of the ecology vision. Input will be sought from Ngāti Rehua Ngātiwai ki Aotea prior to the establishment of ecological oases.
Freshwater management programme	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 have integral links with the mauri of the environment and concepts of kaitiakitanga.

Ngā ritenga ā-pūtea

Financial implications

40. The proposed 2019/2020 local environment work programme requires the allocation of $200,000 of the board’s locally driven initiatives operational budget. 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

41. 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.

42. If initiatives for delivery as part of the freshwater management programme are not agreed with the board early in quarter one, there is a risk that this programme may not be able to be delivered within the 2019/2020 financial year.

43. 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

44. 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.

45. A workshop with the board and staff will be scheduled in quarter one to develop and agree the projects within the freshwater management programme.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Draft 2019/2020 local environment work programme	31
b ⇩	Risks and proposed mitigation measures for 2019/2020 Great Barrier local environmental projects	35

Ngā kaihaina

Signatories

Author

Miriana Knox - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Helgard Wagener - Relationship Manager - Great Barrier and Waiheke

Great Barrier Local Board

18 June 2019

Aotea Great Barrier Local Board Community Facilities Work Programme 2019 – 2022

File No.: CP2019/09824

Te take mō te pūrongo

Purpose of the report

1. To approve the 2019 – 2022 Community Facilities Work Programme for the Aotea Great 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 Aotea Great 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 local board, and with the inclusion of projects proposed to be funded from regional programmes.

5. This report recommends that the local 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 the subsequent two years.

6. The work programme may include 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 local board delegate decision making for amendments to the approved programme to the chair.

Ngā tūtohunga

Recommendations

That the Great Barrier 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 Work Programme (years two and three) as detailed in Attachment A – Build, Maintain, Renew and Attachment B – Community Leases to the agenda report.

c) approve the 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 approval of budget allocation in the 2019/2020 year for multi-year projects may commit the local board to the allocation of subsequent years budgets.

e) note that the inclusion in the 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.

f) 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.

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

h) delegate to the chairperson authority to approve minor amendments to the 2019 – 2022 Community Facilities Work Programme, following receipt of written advice from staff.

i) delegate to the Manager Community Leases authority to use the agreed streamlined renewal process for lease renewals without variations.

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 local board in the development of the work programme through a number of workshops, including:

· 6 November 2018 where the local board discussed their priorities for the future work programme.

· 12 March 2019 where the local board reviewed the first draft work programme and provided feedback.

· 14 May 2019 where staff provided any further information requested in workshop two 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 Aotea Great Local Board remain valuable and well-maintained community assets.

16. The overall capital works programme includes projects for which the local 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 local board can allocate its renewals budget towards the renewal of any council owned asset.

· Local Improvement Projects (LIPs)

The local board has the discretion to allocate its LIPs 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.

· Locally Driven Initiative (LDI)

The local 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 Aotea Great Local Board Plan priorities:

· Our people thrive and life is good

· Our environment is protected and enhanced

· Our infrastructure is future-proofed

· Our economy is sustainable and prosperous.

23. Other strategic documents of particular relevance have included

· Reserves Activation Plan (in progress)

· Accessway and linkages plan (in progress)

· Tryphena Coastal Trail

· GBI Interpretation Plan.

24. These have influenced recommendations in the work programme by providing strategic guidance for the prioritisation of the programme.

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

· Mulberry Grove skate ramp replacement

Replacement of the skate ramp (either as a skate ramp or other play items) at Mulberry Grove (or at a more appropriate location), which has failed with ongoing water tightness issues impacting the structural integrity.

· General park assets renewals

Identification of assets to be renewed working in partnership with the local board.

· View Shaft maintenance

Maintaining view shafts across the island for views and safety views.

26. It is proposed in principal to allocate the full available FY19/20 and FY20/21 LIPs / LDI capex budget to Claris Cemetery – physical works stage in FY19/20. The scope of works for the Cemetery physical works stage is under review to ensure it is fit for purpose and cost efficient within the available discretionary capex budget. A report will be brought back to the local board by September 2019 to outline the revised scope of works and seek formal approval for the allocation of the budget.

27. The phasing of projects over various years is recommended to meet budget requirements. In this regard careful consideration has been given to the delivery timing of the general asset’s renewals across financial years, to enable thorough investigation of assets to be renewed and planning financially for those renewals.

28. The proposed work programme in Attachment A contains:

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

· Indicative cost for proposed projects in the 2019/2020 financial year: $205,000.

Regional Programme

29. The Long-term Plan 2018 - 2028 includes budgets which support the delivery of regional programmes. These budgets are allocated to specific projects within a regional programme by the governing body.

30. 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.

31. Regional budgets include:

· Local parks and sports field development (growth)

· Coastal renewals

· Slips prevention and remediation.

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

33. 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.

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

· Asset condition

· Relative hazard and risk

· Available budget

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

36. The local 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

37. 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.

38. 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

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

40. 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.

41. 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.

42. Approval is sought from the local 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

43. 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.

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

45. 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 local 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.

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

Leasing work programme

47. 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.

48. 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.

49. 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.

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

Operational maintenance work programme

51. 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.

52. In the 2019 - 2022 Community Facilities Work Programme, there is one line item 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. As well arboriculture and ecological restoration maintenance. This will include for all tree management and maintenance, pest plant management within ecologically significant areas and animal pest management across all parks and reserves. From 1 July 2017 council is responsible for streetscapes maintenance from Auckland Transport.

53. 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

54. 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.

55. In particular the council’s Parks Sport and Recreation department have been involved in the development of:

· Strategic assessments for the service level requirements in open spaces across the island.

· The community spaces and reserves activation plan which provides direction for services and asset solution to meet those services needs in community spaces and reserves.

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

Local impacts and local board views

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

57. 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

58. 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.

59. 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.

60. Staff are 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

61. 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	$343,000	$ 77,595	$91,589
Renewals - Proposed Allocation	$200,000	$75,000	$80,000
Renewals - Unallocated budget	$143,000	$2,595	$11,589

Growth and Development - Allocation	$0	$0	$0
Coastal Renewals - Allocation	$0	$0	$40,000
Slips Prevention – Allocation	$0	$0	$0

LIPs capex - available budget	$281,000
LDI capex - available budget	$106,158	$113,525
LDI / LIPs Capex – Proposed (Claris Cemetery – physical works)	$387,158	$113,525

LDI Opex - Proposed Allocation	$5,000

62. The local board has $281,000 LIPs capex and $219,683 LDI capex budget available for allocation within the FY19/20 and FY20/21 financial years.

63. It is proposed to allocate the full available $281,000 LIPs capex and $219,683 LDI capex budget to Claris Cemetery – physical works stage. The scope of works for the Cemetery physical works stage is under review to ensure it is fit for purpose and cost efficient within the available discretionary capex budget. A report will be brought back to the local board by September 2019 to outline the revise

64. 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.

65. Regular updates on the delivery of the programme will be provided to the local 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

66. 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.

67. 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

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

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

70. 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 ⇩	Aotea Great Barrier Local Board Community Facilities 2019 - 2022 Work Programme – Build, Maintain, Renew	47
b ⇩	Aotea Great Barrier Local Board Community Facilities 2019 - 2022 Work Programme – Leases	49

Ngā kaihaina

Signatories

Author

Katrina Morgan - Senior Project Manager

Authorisers

Rod Sheridan - General Manager Community Facilities

Helgard Wagener - Relationship Manager - Great Barrier and Waiheke

Great Barrier Local Board

18 June 2019

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

File No.: CP2019/09950

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 Aotea Great 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

That the Great Barrier 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

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: Our infrastructure is future-proofed
1194 (New)	Housing	Progress potential solutions to Great Barrier Island's housing issues as discussed at the 2019 housing expert’s roundtable, taking into account past work done in this area, in particular the 2015 Affordable Housing Feasibility Study.	$0	$25,000
Local board plan outcome: Our economy is sustainable and prosperous
1514 (New)	Dark Sky Sanctuary Leverage	Work alongside Destination Great Barrier Island and Dark Sky Advisory Group to leverage a successful Dark Sky Sanctuary accreditation. The funding will be used for activities such as provision of capability workshop, promotion and meeting compliance costs for having Dark Sky Sanctuary status.	$0	$20,000
Local board plan outcome: Our people thrive, and life is good
824 (New)	Accessway and linkages plan	Community and mana whenua consultation will be undertaken on the Great Barrier Island Accessway and Linkages Plan developed in FY18, in order to assess the level of support for those linkages that the board consider to be a priority.	$0	$15,000
1290 (New)	Great Barrier Island Community spaces and reserves activation plan	Continuing on from 2018/2019, this is the implementation of the plan. This may include: the development of a vision for each settlement area in map form; a prioritized action-plan for the next 5-10 years for each area.	$0	$10,000

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.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

19. 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

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

21. 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.

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

Tauākī whakaaweawe Māori

Māori impact statement

23. 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.

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

25. 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

Iwi responsiveness - Respond to Maori aspirations: Ngāti Rehua Ngatiwai ki Aotea coordinator

Increased Māori participation in democratic processes and local decision-making.

Increased levels of trust and confidence from Māori. Increased understanding of Māori aspirations and how these relate to the local board work programme. Improved community cultural understanding.

Ngā ritenga ā-pūtea

Financial implications

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

27. 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.

28. The community services LDI budget for the local board for the 2019/2020 financial year is $447,400.

29. 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

30. 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.

31. 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.

32. 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

33. 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.

34. 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 ⇩	Great Barrier community services 2019/2020 work programme	57

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

Helgard Wagener - Relationship Manager - Great Barrier and Waiheke

Great Barrier Local Board

18 June 2019

Approval of the 2019/2020 Great Barrier local economic development work programme

File No.: CP2019/10246

Te take mō te pūrongo

Purpose of the report

1. To approve the Aotea Great Barrier local economic development work programme for the 2019/2020 financial year, totaling $25,000 of locally driven initiatives operational expenditure.

Whakarāpopototanga matua

Executive summary

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

3. The proposed work programme comprises of one initiative to implement the Great Barrier Island Visitor Strategy ($25,000)

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

Ngā tūtohunga

Recommendation

That the Great Barrier Local Board:

a) approve the 2019/2020 Aotea Great Barrier local economic development work programme as presented in attachment A to the agenda report.

Horopaki

Context

5. This report provides the local board with the proposed 2019/2020 local economic development work programme for the coming financial year.

6. The 2019/2020 local economic development work programme has been developed having regard to the local board’s priorities for local economic development set out in the Aotea Great Barrier Local Board Plan 2017.

Tātaritanga me ngā tohutohu

Analysis and advice

7. The 2019/2020 local economic development work programme consists of one proposed initiative as outlined below. Further detail is proved in Attachment A.

Great Barrier Visitor Strategy Implementation ($25,000)

8. The local board has supported the development of visitor strategy since 2017. The Great Barrier Island Visitor Strategy 2018-2023 was finalized in August 2018. The board allocated $25,000 towards implementation of the strategy in the 2018/2019 local economic work programme and has indicated it would like to continue to support its implementation in financial year 2019/2020.

9. The initiative will also continue the delivery of tourism sector support in conjunction with Arts, Tourism, Events and Economic Development (ATEED), the local tourism operators, and local board. The successes to date include the International Dark Sky Sanctuary initiative and the subsequent launch of two operators:

· Stars on Aotea (a Māori group not in the tourism cluster) and

· Good Heavens – Barrier Tourism Cluster,

10. Although there are only +/-940 residents on the island, the development and implementation of the visitor strategy has proven a significant draw card and would benefit from ongoing support from the local board.

11. The key focus will be the development of on island tourism in a way that strengthens and empowers our communities, stimulates our economy, and protects our environmental and cultural taonga; and deliver a unique tourism experience in a way that celebrates our local distinctiveness.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

12. The implementation of the strategy is supported by ATEED who will bring the project under the auspices of the Tourism Innovation Team that looks after the North, West and Islands, especially in connection with the far north initiatives. This team will work with the community tourism group DGBI (Destination Great Barrier Island).

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

Local impacts and local board views

13. The proposed local economic development work programme was workshopped with the local board on Tuesday 14 May 2019. Edits have been made to reflect the direction received at the workshops.

Tauākī whakaaweawe Māori

Māori impact statement

14. There are no direct impacts as a result of this report 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. This is especially relevant to the islands recent status as a Dark Sky Sanctuary and the new tourism product “Stars of Aotea” developed by the local Iwi.

Ngā ritenga ā-pūtea

Financial implications

15. The proposed 2019/2020 local economic development work programme will see the allocation of $25,000 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.

16. 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

17. There is a risk that the budget remains unspent as a result of the fact that initiatives supported in the financial year do not require the full amount allocated or following the agreement of the programme external partners do not in turn proceed with the project.

Ngā koringa ā-muri

Next steps

18. Following approval by the local board the Tourism 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 as required.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Great Barrier local economic development work programme FY2019/2020	67

Ngā kaihaina

Signatories

Author

Chris Lock – Senior Strategic Advisor - Tourism

Authorisers

John Norman – Strategic Planning Manager-Local Economic Development ATEED

Helgard Wagener - Relationship Manager - Great Barrier and Waiheke

Great Barrier Local Board

18 June 2019

Plans and Places Draft Work Programme 2019/20: Aotea Great Barrier Area Plan

File No.: CP2019/09101

Te take mō te pūrongo

Purpose of the report

1. To inform the board of the continued work lead by the Plans and Places department to prepare an area plan for Aotea Great Barrier Island during 2019/20.

Whakarāpopototanga matua

Executive summary

2. The Plans and Places department commenced work in quarter three of 2018 on the preparation of an area plan for Aotea Great Barrier Island. This was in accordance with a Planning Committee resolution in June 2018, endorsing the preparation of the area plan as the preparatory step in a plan change to bring the Hauraki Gulf Islands within the ambit of the Auckland Unitary Plan.

3. Area plan preparation has always been anticipated over part of the 2018/19 and 2019/20 years.

4. The project is funded by the Plans and Places and other contributing departments’ budgets.

5. Local board members will continue to form part of the working party which will endorse the Aotea Great Barrier Area Plan for final adoption by the Planning Committee in late 2019/early 2020.

Ngā tūtohunga

Recommendations

That the Great Barrier Local Board:

a) note the continuation of the preparation of the Aotea Great Barrier Area Plan by the Plans and Places department into the 2019/20 financial year.

b) continue its involvement in the working party established by the Planning Committee including endorsement of the Aotea Great Barrier Area Plan for final adoption by the Planning Committee.

Horopaki

Context

6. The Hauraki Gulf Islands are not included in the District Plan level provisions in the Auckland Unitary Plan, operative in part. This is because the Hauraki Gulf Island section of the Auckland Council District Plan was only made operative in 2013 as the Auckland Unitary Plan was going through its initial statutory steps and the council considered there was no need to relitigate the issues dealt with.

7. After the Auckland Unitary Plan was made operative, in part, the council’s Planning Committee considered how to incorporate the Hauraki Gulf Islands into the Auckland Unitary Plan’s district plan provisions.

8. At its 5 June 2018 meeting, the Planning Committee approved a two-stage approach to incorporating the Hauraki Gulf Islands into the Auckland Unitary Plan, being:

a) Stage 1: the development of area plans for Waiheke island and Aotea Great Barrier Island.

b) Stage 2: a plan change to the Auckland Unitary Plan (operative in part).

9. The committee also established a working party for each of the two area plans, consisting of the Local Board members, the ward councillor and a member of the Independent Māori Statutory Board.

Tātaritanga me ngā tohutohu

Analysis and advice

10. The structure planning process commenced in late 2018 and the programme always anticipated a process that ran from the 2018/19 year into the 2019/20 year.

11. The working party has had several meetings and that process will continue, and ultimately the local board will have the task of endorsing the Aotea Great Barrier Area Plan for final adoption by the Planning Committee in late 2019/early 2020.

12. The costs of preparation of the Aotea Great Barrier Area Plan is being borne by the Plans and Places department along with the other contributing departments of the council.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

13. Specific Council-Controlled Organisations (CCOs) such as Watercare, Auckland Transport and ATEED have been part of the project team for the Aotea Great Barrier Area Plan and have contributed views and information accordingly.

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

Local impacts and local board views

14. The project supports the local boards work to achieve the outcomes set out in the local board plan.

Tauākī whakaaweawe Māori

Māori impact statement

15. The area plan process incorporates direct consultation with relevant iwi. This process is ongoing and is a factor in the current timing of the Aotea Great Barrier Area Plan production.

Ngā ritenga ā-pūtea

Financial implications

16. The project is funded in the Plans and Places budget and those of contributing departments for 2019/20. No direct local board contribution is required.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

17. The potential risks to the project are:

a) The forthcoming local body elections affecting the timing of the delivery of the area plan.

b) The ability of stakeholders to participate in the development of the plan.

18. In terms of the first risk, any delay of short duration to accommodate the election process will not materially affect the timing of the Plan Change to incorporate the Hauraki Gulf Islands into the Auckland Unitary Plan.

19. In terms of the second risk, a specific consultation process tailored to the circumstances of the population on Aotea Great Barrier Island can be developed.

Ngā koringa ā-muri

Next steps

20. The Area Plan preparation process is ongoing and will continue until an area plan is adopted by the Planning Committee.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Great Barrier Plans and Places Work Programme 19_20	73

Ngā kaihaina

Signatories

Author

Peter Vari - Team Leader Planning

Authorisers

John Duguid - General Manager - Plans and Places

Helgard Wagener - Relationship Manager - Great Barrier and Waiheke

Great Barrier Local Board

18 June 2019

Changes to Local Board Standing Orders

File No.: CP2019/10241

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 Aotea Great Barrier 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 makes changes to various statutes, including the Local Government Act 2002, Local Government Official Information and Meetings Act 1987, the Local Electoral Act 2001, the Dog Control Act 1996, the Local Government (Rating) Act 2002 and the Rates Rebate Act 1973.

3. Prior to the legislation change, the Local Government Act 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.

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

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

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

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

8. As detailed in the Local Government Act 2002 Schedule 7 clause 27 (3), a change to standing orders requires a 75 percent majority vote. The Aotea Great Barrier Local Board’s standing orders need to be changed to reflect the changes in the law.

Ngā tūtohunga

Recommendations

That the Great Barrier 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 mayor or 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 7.2.3 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 local board

with:

Meeting means:

(a) any first or ordinary or extraordinary or emergency meeting of the local board

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.

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

iii) SOs 1.1.3, 2.4.1, 2.4.2, 7.3.2:

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 local board 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.

d) 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

9. The Local Government Regulatory Systems Amendment Act 2019 (LGRSAA) came into force on 21 March 2019. The LGRSAA is an omnibus Act in that it makes minor amendments to several pieces of legislation.

10. 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 Local Government Act 2002 (LGA) section 42(2)(d):

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

11. It amends the definition of “public notice” and “publicly notified” under the LGA and the Local Government Official Information and Meetings Act 1987 (LGOIMA) to require notification both on the council’s website and in newspapers.

12. 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.

13. 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”.

14. It makes minor amendments to The Dog Control Act 1996, the Local Electoral Act 2001, the Rates Rebates Act 1973 and makes changes to the LGA by specifying timeframes for making certain documents publicly available. These legislative changes are minor in nature and do not impact on local board standing orders.

Tātaritanga me ngā tohutohu

Analysis and advice

15. The changes made by the LGRSAA are minor in nature, nevertheless it is necessary to amend the Aotea Great Barrier Local Board’s standing orders to align the language to reflect current legislation.

16. The Aotea Great Barrier Local Board may also wish to consider a change to standing orders which is not related to LGRSAA. Standing order 3.3.3 provides conditions for attending a meeting by electronic link:

Conditions for attending by electronic link

The local board 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.

17. This standing order was adopted in 2015. Since that time the technology has improved, and remote attendance to most local board business meetings is now possible. However, the conditions in the standing order are very limiting and do not allow attendance by a member who is out of Auckland for non-council reasons.

18. 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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

19. 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

20. This is a report to 21 local boards. All local boards need to make changes to align their standing orders to LGRSAA.

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

23. LGA Schedule 7 clause 27 (2) states that the standing orders of a local authority must not contravene the LGA or any other Act. If local board standing orders are not aligned to changes in the legislation, there is a risk that the local board may act inconsistently with the legislation by relying on standing orders that are not up to date.

Ngā koringa ā-muri

Next steps

24. Following the Aotea Great Barrier Local Board 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 Process Manager

Authorisers

Kerri Foote, Operations and Improvements Manager, Local Board Services

Louise Mason, General Manager, Local Board Services

Helgard Wagener - Relationship Manager - Great Barrier and Waiheke

Great Barrier Local Board

18 June 2019

Auckland Transport June 2019 update to the Great Barrier Local Board

File No.: CP2019/09441

Te take mō te pūrongo

Purpose of the report

1. To provide an update to the Aotea Great Barrier Local Board on transport related matters in their area including the Local Board Transport Capital Fund (LBTCF) and to seek direction on projects which might be funded by the local board’s Community Safety Fund.

Whakarāpopototanga matua

Executive summary

2. This report covers:

a) general summary of operational projects and activities of interest to the board

b) update on the board’s transport capital fund

c) other Auckland Transport news of interest to the board.

Te tūtohunga

Recommendation

That the Great Barrier Local Board:

a) receive the Auckland Transport June 2019 update report.

Horopaki

Context

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

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

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

6. The Community Safety Fund is a capital budget established by Auckland Transport for use by local boards to fund local road safety initiatives. The purpose of this fund is to allow elected members to address long-standing local road safety issues that are not regional priorities and are therefore not being addressed by the Auckland Transport programme.

Tātaritanga me ngā tohutohu

Analysis and advice

Report on Auckland Transport projects and activities:

7. Please see below for information on Auckland Transport’s activities:

Activity	Update
Airfields	Claris - perimeter drain cleaning during May & June. 662 flight movements at Claris recorded for May 2019
Wharves	Shoal Bay - as consented, contractor (STF) to install new mooring pile for Coastguard, new fenders, ladder and bracing for this berth. Works to be completed by end June. Whangaparapara – assessment of current pontoon location and dredging options undertaken in by Tonkin & Taylor in May. Report due mid-June.
Cowshed Bridge	Auckland Transport’s Assets Team are considering long term options. A Bailey Bridge was installed primarily to provide for crushing plant to be moved in October. The bailey bridge has been retained to allow safe access underneath the original bridge. Contractors will determine if the original assessment of damage and proposed repairs is still valid. If the damage is greater than originally determined it may be necessary for further investigation.
Karaka Bay Road	No update this month, previous update: Potential new passing bays have been marked out and our contractor Downers has engaged to deliver these improvements. Delivery of works are being agreed with contractor.
Slips on Puriri Bay Road	4 Puriri Bay Road – works substantially complete and retrospective consent being progressed. A pre-application meeting with Auckland Council is being arranged. In addition, the projects listed below require consents and pre-application meetings are being scheduled. Designs in progress and will be confirmed during consenting phase. · 24 Puriri Bay Road · 86 Puriri Bay Road (site is opposite driveway) · 36 Puriri Bay Road (Tipi & Bobs)
Slips on Aotea Road	No update this month, previous update: Aotea Rd (Okiwi Culvert) Slip – Design has been completed by contractor. Consents required due to impact on stream. Aotea Rd (Awana) Slip – Design has been completed by contractor. Aotea Rd (Fitzroy) Slip – Contractor has produced a recommendation which is being evaluated for approval by AT.
Activity	Update
Subsidence on Shoal Bay Road at Pah Beach	Holding remedial works are being priced by contractor. Long term coastal erosion engineers have investigated and advised Auckland Transport that “retreat” is required, which will involve removing the historic stone wall where koiwi have been exposed in the past. It needs to be monitored/measured to establish just how much it is moving and if it’s going to affect the road. Proposed to monitor to quantify extent of movement and whether it is going to affect the road. Downer have been requested to provide a plan for consideration by AT Planners.

Local Board Transport Capital Fund

8. As of the new electoral term Aotea Great Barrier Local Board had $328,104 in their Local Board Transport Capital Fund (LBTCF).

9. Following the proposal to increase the Local Board Transport Capital Fund, the allocation to the board has increased by $189,732 and is now $517,836.

10. From this the board has committed:

· $68,000 for a dust seal on Sandhills Road.

· $20,000 for remediation of fish passages in the culverts on the island.

· $350,196 for road sealing on Kaiaraara Road

This leaves $79,640 unallocated.

11. Auckland Transport has completed investigations into rough orders of costs for the following projects:

· To provide a walkway on Whangaparapara Road from the Cross Road to the Hot Pool access, for a cost of $63,000

· To complete the remaining sections of the Hector Sanderson from Claris Café to the Cross Roads for $287,624

· Sealing of Puriri Bay Road for $409,450

· Sealing of Whangaparapara Road for $852,425

The board asked if Auckland Transport would be able to contribute to any of the costs for these sealing projects and unfortunately at this point there is not the funding available to do so.

12. Auckland Transport has also been requested to investigate a rough order of cost for:

· Traffic calmers at Claris settlement

13. Auckland Transport has also been requested to investigate into rough orders of costs for the following projects, but at the board’s request has suspended them to focus on other projects:

· For solutions in the road corridor to address Claris shopping centre carparking safety and congestion issues.

· Shoal Bay footpath (from Mulberry Grove School to Shoal Bay wharf).

Community Safety Fund

14. Aotea Great Barrier Local Board’s allocation is $252,758.

15. The local board has proved the following priority list for consideration for the Community Safety Fund:

Ranking	Project	Cost
A	Complete the remaining section of the Hector Sanderson walkway from My Fat Puku to the Cross Roads	$287,624
B	Seal the revised section of Puriri Bay Rd (Lady Isla to bridge) Traffic calmers at Claris settlement	$233,000 $80,000
C	Make the shared road safer for pedestrians and cyclists between Mulberry Grove to Shoal Bay	to be scoped
D	Make the shared road safer for pedestrians and cyclists between Medlands to Tryphena	to be scoped

Fish Passage remediation on Aotea Great Barrier

16. Following site visits from Auckland Transport, Environmental Services and Healthy Waters, a prioritised list of sites for fish passage remediation is being developed.

17. This list will take into account the number and type of species, amount of habitat being blocked and likely cost of remediation.

18. Preliminary information from Environmental Services and Healthy Waters has been received and this is being used to develop an initial plan for remediation. This will be discussed with the board at the next available workshop.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

19. The impact of the information in this report is confined to Auckland Transport and does not impact on other parts of the council group. Any engagement with other parts of the council group will be carried out on an individual project basis.

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

Local impacts and local board views

20. The proposed decision of receiving the report has no local, sub-regional or regional impacts.

21. Auckland Transport attended a workshop on the 14^th and 28^th of May with the local board.

Traffic Control Committee resolutions

22. There were no Traffic Control Committee resolutions pertaining to this local board area.

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

25. The proposed decision of receiving the report has no risks. Auckland Transport has risk management strategies in place for all their projects.

Ngā koringa ā-muri

Next steps

26. Auckland Transport will provide another update report to the local board next month.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author	Ben Halliwell - Elected Member Relationship Manager
Authorisers	Jonathan Anyon - Team Leader, Elected Member Relationship Management Team Helgard Wagener - Relationship Manager - Great Barrier and Waiheke

Chairperson	Izzy Fordham
Deputy Chairperson	Luke Coles
Members	Jeff Cleave
	Susan Daly
	Shirley Johnson

No.	Title	Page
a ⇩	Great Barrier Local Board Workshop Record - 6 May 2019	107
b ⇩	Great Barrier Local Board Workshop Record - 7 May 2019	109
c ⇩	Great Barrier Local Board Workshop Record - 14 May 2019	111
d ⇩	Great Barrier Local Board Workshop Record - 28 May 2019	113

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