Agenda of Albert-Eden Local Board

Albert-Eden Local Board

24 July 2019

ITEM TABLE OF CONTENTS PAGE

1 Welcome 5

2 Apologies 5

3 Declaration of Interest 5

4 Confirmation of Minutes 5

5 Leave of Absence 5

6 Acknowledgements 5

7 Petitions 5

8 Deputations 5

8.1 Deputation - Sophie Todd - Wash Your Mouth Out Of Pollution 5

9 Public Forum 6

9.1 Public Forum - Gareth Teahan, Manager - Auckland Softball Association 6

9.2 Public Forum - Lorna Doogan, Deputy National and Auckland Coordinator - Experiencing Marine Reserves 6

10 Extraordinary Business 7

11 Fowlds Park demountable softball fence 9

12 Developing an Integrated Area Plan for a part of the Albert-Eden and Puketāpapa local board areas 25

13 Auckland Transport July 2019 Update 31

14 Local Board feedback on the Productivity Commission inquiry into local government funding and financing 41

15 Pathways to Preparedness: A Planning Framework for Recovery 81

16 Regional Facilities Auckland (RFA) 2018-2019 Quarter Three Performance Report 105

17 Governing Body Member's Update 115

18 Board Member's Reports 117

19 Chairperson's Report 127

20 Governance Forward Work Calendar 129

21 Albert-Eden Local Board Workshop Notes 133

22 Consideration of Extraordinary Items

1 Welcome

2 Apologies

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

3 Declaration of Interest

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

4 Confirmation of Minutes

That the Albert-Eden Local Board:

a) confirm the minutes of its ordinary meeting, held on Wednesday, 26 June 2019, as a true and correct record.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

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

8 Deputations

Standing Order 7.7 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Albert-Eden 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 - Sophie Todd - Wash Your Mouth Out Of Pollution

Te take mō te pūrongo

Purpose of the report

1. To deliver a presentation by Sophie Todd and members of the Wash Your Mouth Out Of Pollution community group during the Deputation segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2. Sophie Todd – Wash Your Mouth Of Pollution, will be in attendance to lead members of her community group in their Deputation presentation regarding the community group’s activities and advocacy areas, including the Dignan Street Community Garden and climate change mitigation through local composting.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) thank Sophie Todd – Wash Your Mouth Of Pollution, for her attendance and Deputation presentation.

9 Public Forum

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

9.1 Public Forum - Gareth Teahan, Manager - Auckland Softball Association

Te take mō te pūrongo

Purpose of the report

1. To deliver a presentation during the Public Forum segment of the business meeting, outlining Auckland Softball Association’s position regarding Auckland Council’s proposed alternative design for a demountable fence at Fowlds Park.

Whakarāpopototanga matua

Executive summary

2. Gareth Teahan, Manager – Auckland Softball Association, will be in attendance to deliver a Public Forum presentation, detailing the association’s position on the proposed alternative design for a demountable fence at Fowlds Park.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) thank Gareth Teahan, Manager – Auckland Softball Association, for his attendance and Public Forum presentation.

9.2 Public Forum - Lorna Doogan, Deputy National and Auckland Coordinator - Experiencing Marine Reserves

Te take mō te pūrongo

Purpose of the report

1. To deliver a presentation during the Public Forum segment of the business meeting to update the local board regarding Experiencing Marine Reserve’s recently completed work programme activities.

Whakarāpopototanga matua

Executive summary

2. Lorna Doogan, Deputy National and Auckland Coordinator - Experiencing Marine Reserves, will be in attendance to deliver a Public Forum presentation thanking the local board for its support to undertake the group’s work during the past summer and to provide a summary of proposed work for next summer.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) thank Lorna Doogan, Deputy National and Auckland Coordinator - Experiencing Marine Reserves, for her attendance and Public Forum presentation.

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

Albert-Eden Local Board

24 July 2019

Fowlds Park demountable softball fence

File No.: CP2019/13119

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Albert-Eden Local Board to install a demountable softball fence at Fowlds Park.

Whakarāpopototanga matua

Executive summary

2. In July 2018, the Albert-Eden Local Board passed a resolution to construct a permanent softball backstop fence at Fowlds Park (Attachment A).

3. If the permanent fence is installed, the number two rugby league field would no longer be suitable for senior competition games and only junior games and training could be played on this field.

4. The permanent fence design has been reviewed and has been redesigned to make it demountable. During the winter season the fence is able to be removed and stored onsite.

5. If a demountable fence is installed, softball will have the infrastructure required for senior competition games and the current dimensions of the number two rugby league field can be retained.

6. There is an additional capital expenditure (capex) cost of $159,000 to make the fence demountable, and additional annual operating expenditure (opex) costs of up to $44,500 to erect and dismantle the fence (the opex cost for 2019/2020 is $18,500 as the installation costs will be covered by the capex budget when the fence is being built).

7. Council staff consider the additional capex and opex costs high but based on feedback from the sporting codes that use the park, the local board and neighbouring residents support this option as a compromise to meet the requirements of all parties.

8. $59,000 could be paid for from the currently allocated project budget. However, an additional $100,000 would need to be funded by the local board’s local driven initiatives capex budget (LDI) as there is no unallocated growth funding available.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) agree pursuant to Standing Order 1.10.4 to rescind the following resolution of the Albert-Eden Local Board, adopted during its monthly meeting held on 25 July 2018:

~~AE/2018/248~~

c) approve Option 1 in Table One – installing a permanent softball backstop fence in the current configuration on the condition that the number one league field dimensions are not changed.

b) approve the installation of a demountable softball fence in the south eastern corner of Fowlds Park on the number two league field, noting that this commits up to $44,500 of its locally driven initiatives operating budget annually to erect and dismantle the fence.

c) allocate $100,000 of its locally driven initiatives capital expenditure budget towards the installation of a demountable softball fence in the south eastern corner of Fowlds Park on the number two league field for delivery as part of the 2019/2020 Community Facilities Work Programme.

d) reallocate $15,000 of its locally driven initiatives 2019/2020 Thriving Town Centre Programme budget to remove the demountable softball fence on the number two league field at Fowlds Park in 2019/2020.

e) reallocate $3,500 of its locally driven initiatives 2019/2020 Community Response Fund budget to remove the demountable softball fence on the number two league field at Fowlds Park in 2019/2020.

Horopaki

Context

9. In July 2018, the Albert-Eden Local Board passed a resolution (AE/2018/248) to install a permanent backstop fence on field two at Fowlds Park as part of the upgrades taking place at the park.

10. This would enable both major sports user groups of the park to be provided with one full sized regulation sports pitch with the required facilities.

11. Softball would have a full sized diamond with a back stop fence and dugouts in south east corner of the park, with additional diamonds located in other parts of the park.

12. Rugby league would have one full sized field for their number one field.

13. If the permanent fence was installed, the number two field would no longer be suitable for senior competition rugby league games and only junior games and training could be played on this field.

14. Resource consent was obtained, and the project was tendered and awarded to a lead contractor.

15. The construction of the works on site were broken into stages:

· stage one consisted of the installation of lights on all fields and the installation of a hybrid turf on field one

· stage two involved installing hybrid turf, drainage and irrigation on fields two and three and the installation of the permanent back stop fence.

16. Stage one works are now complete with stage two due to commence in October 2019.

Tātaritanga me ngā tohutohu

Analysis and advice

17. Following the local board’s decision, staff were approached by the Mt Albert Rugby League Club and the Friends of Fowlds Park, requesting further investigation to see if the softball fence could be made demountable, so that it could be removed at the end of the softball season, stored and then erected at the start of the next season.

18. The main benefits identified by the groups were:

· less visual impact on the park when the fence was not erected

· the number two rugby league field could remain at its current size if the fence was not in place, noting that it would still not be a regulation size field.

19. Because of the way the project was being staged, there was a window of time to further review the fence design to see if it was possible to make the poles and panels removable.

20. Four questions were asked during this review:

· was it possible to redesign the fence as previously approved to make it fully demountable?

· was there space on site to store the fence over the winter?

· what was the additional capex cost to fabricate and install the redesigned fence?

· what was the ongoing opex cost to erect and dismantle the fence each year?

Findings from Review

21. Engineers have been able to redesign the fence using panels and hinged poles that screw into a concrete slab rather than being cast. The design has been included in Attachment B.

22. Once the demountable fence is taken down at the end of the softball season, the current dimensions of the league field will be retained. There will be areas of concrete covered with a shock pad and artificial turf in the safety buffer zone surrounding the field and potentially on the field of play, as shown in Attachment C.

23. The artificial turf will be safe to play league on. Currently the softball home plates are constructed out of artificial turf on base course, and are located in the field of play as shown in Attachment D.

24. There is space on site next to the softball shed to store the fence during the winter. A new concrete pad would be required to store the fence on.

25. The new design and costs were presented to stakeholders at a meeting on 30 May 2019. In attendance were representatives from Friends of Fowlds Park, Mt Albert Rugby League, Auckland Softball, Albert-Eden Local Board and council staff. The views of the various stakeholders are summarised below.

Mt Albert Rugby League Club

26. The Mount Albert Rugby League Club Committee provided written feedback on 11 June 2019.

27. The club’s main priority is to retain the current dimensions of the number one and number two rugby league fields to accommodate senior competition games.

Friends of Fowlds Park

28. Friends of Fowlds Park (FOFP) provided written feedback on 11 June 2019.

29. Friends of Fowlds Park support the demountable fence but has requested a number of changes to the proposed design.

30. The main changes relate to the foundation design, FOFP do not want any concrete closer than 150mm beneath the rugby league surface and want to see the foundations more like rugby league goal posts with concrete sleeves in the ground rather than a concrete slab. They also have requested that the fence is painted green.

31. Staff do not support this foundation design for the following reasons:

· the current foundation slab design requires concrete to be 400mm deep. In ground sleeves would require deeper foundations needing to be dug in the underlying rock which is difficult and expensive

· there would need to be 40 in ground sleeves that would need to be found each time the fence was to be installed. Over time, there is a risk that these could fill up with soil, making it difficult to install the poles

· having to mow the grass inside the dugouts would be more difficult for contractors and there is a risk machinery could damage the fences whilst working in the confined spaces

· the same outcome can be achieved using the concrete slab design with an artificial surface on top. This is safe for rugby league players and reduces the visual effect of the bare concrete

· having the dugout areas in artificial turf will be much more resistant to wear and won’t have to be reseeded each year at the conclusion of the softball season.

32. Council staff also do not support painting the fence green for the following reasons:

· the cost estimate to paint the fence is $21,000

· the fence paint will scratch off through wear and tear during installing and dismantling and will require additional OPEX cost to keep them in good repair.

Auckland United Softball Club and Auckland Softball

33. The Auckland United Softball Club and Auckland Softball have steadfastly supported the installation of a permanent backstop fence with dugouts on the number one diamond in its current configuration.

34. They do not support the demountable option. They have concerns that it will not be installed and removed properly and believe it will restrict their play to only when the fence is installed and won’t not provide any flexibility to play softball during the fringes of the seasons.

35. They do not believe the benefits of the demountable fence outweigh the additional capex and opex costs.

36. Whilst this feedback is noted, the demountable fence is the same size and scale as the permanent fence. It achieves the same outcomes once installed and will meet the International Softball Federation rules allowing senior competition play.

37. Should the local board approve the demountable option it will commit up to $44,500 of its locally driven initiative budget being used annually to ensure that the fence is installed properly and in a timely manner at the start of each season.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

38. Council’s Operations and Maintenance team has been consulted with as well as the full facilities contractor that manage the park regarding the design of the fence and the methodology to install and remove.

39. The quotes received to install and dismantle the fence have been provided by AIM Services who will undertake the work. The quote of $44,500 is a worst-case scenario as it is difficult to gauge exactly how long it will take at this stage. As noted above, should the local board approve the demountable option $44,500 of its annual locally driven initiative budget will be committed in order to ensure that the fence is installed properly and in a timely manner at the start of each season.

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

Local impacts and local board views

40. The local board has the decision-making authority over recreation facilities and initiatives including the specific location, design, build and fit out of new local recreation and sports facilities within budget parameters agreed with the governing body and the use of local recreation facilities and initiatives including leasing and changes of use.

41. At a local board workshop on 12 June 2019 the demountable fence option was presented and discussed. The demountable fence was generally supported by board members and staff were requested to investigate what funding could be made available to cover the additional capex and ongoing opex costs.

42. Staff recommendations for funding are set out in the financial Implications section of this report.

Tauākī whakaaweawe Māori

Māori impact statement

43. Consultation was undertaken with Parks and Recreation – Central/ South Mana Whenua Engagement meeting held on 30 May 2018 and no major objections were raised.

Ngā ritenga ā-pūtea

Financial implications

44. The original capex cost to construct the permanent fence was $240,000. The estimated cost for the demountable fence is $399,000. Staff do not recommend allocating an additional $21,000 to paint the fence green.

45. This is an additional $159,000. The extra costs are mainly attributed to the additional galvanized steel required to make the panels.

46. $59,000 could be paid for from the currently allocated project budget. However, an additional $100,000 would need to be funded by the local board’s local driven initiatives capex budget (LDI) as there is no unallocated growth funding available.

47. An estimate was received from AIM Services to erect and dismantle the fence. It is difficult to estimate costs at this stage and AIM have provided a worst case estimate. To install they have estimated $26,000 and to dismantle $18,500. This includes all labour and machinery costs as well as track matting to protect the hybrid turf.

48. Therefore, should the local board approve the demountable option $44,500 of its annual locally driven initiatives budget will be committed in order to ensure that the fence is installed properly and in a timely manner at the start of each season.

49. The Board has approved 2019/2020 work programmes so some projects are required to be cancelled and funds re-allocated in order to source the opex funding required for the demountable fence.

50. In 2019/2020, only the cost to remove the fence ($18,500) needs to be allocated as the contractors will install the fence as part of their contract.

51. Staff have reviewed the locally driven initiatives opex funded work programmes and recommend the following projects for cancellation:

· Thriving Town Centre Programme (1160) - $15,000 (out of a total budget of $128,000)

· Community Response Fund (3307) - $3,500 (out of a total of $7,164).

52. The Thriving Town Centre implementation is recommended as $15,000 was not spent in 2018/2019 financial year and has been carried forward, to be used for a project in Mt Eden. The same amount of funding was allocated in the Thriving Town Centre 2019/2020 budget but this $15,000 is not required. It is therefore surplus and available for use.

53. The remaining budget is recommended to be drawn from the Community Response Fund as this is unallocated funds which are set aside to fund activities/items that come up during the year. Some budget will remain in this fund to respond to issues throughout the year.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

54. Cost to construct is more than budget allocated. This is mitigated by using a methodology that minimises the depth of the foundations which reduces the risk of encountering rock that needs to be broken through.

55. Installation and dismantling costs are higher than expected. This has been mitigated by the contractors being very conservative and allowing seven days to install and five days to remove the fence.

Ngā koringa ā-muri

Next steps

56. If the local board approve the demountable fence and allocate required budget, construction will commence from October 2019.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Original Resolution AE2018248	15
b ⇩	Demountable Fence Design	17
c ⇩	Visualisation of Fence	21
d ⇩	Existing situation	23

Ngā kaihaina

Signatories

Author

Kris Bird - Manager Sports Parks Design & Programme

Authorisers

Rod Sheridan - General Manager Community Facilities

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

Albert-Eden Local Board

24 July 2019

Developing an Integrated Area Plan for a part of the Albert-Eden and Puketāpapa local board areas

File No.: CP2019/11000

Te take mō te pūrongo

Purpose of the report

1. To seek Albert-Eden Local Board approval to develop the Integrated Area Plan for a part of the Albert-Eden and Puketāpapa local board areas.

Whakarāpopototanga matua

Executive summary

2. Over the next 10 to 15 years, the Urban Development Group (UDG), formerly Homes Land Community proposes to replace approximately 2,500 state houses with up to 10,000 new homes within the Mt Roskill redevelopment area (refer Attachment A).

3. The UDG is developing a draft spatial delivery strategy (SDS) for a part of Mt Roskill to support the increase in housing, alongside investments in infrastructure and community services to assist in delivering strong and resilient communities.

4. In response to the transformational changes proposed by the draft SDS for Mt Roskill, the Plans and Places Department intends to develop an Integrated Area Plan for part of the Albert-Eden and Puketāpapa local board areas.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) supports the development of an Integrated Area Plan for the Mt Roskill redevelopment area which is part of the Albert-Eden and Puketāpapa local board areas.

Horopaki

Context

5. The Mt Roskill redevelopment area as defined by UDG has been identified by the Government as a development area because it has significant state housing holdings, the need to renew the state housing assets, good transport links and community facilities.

6. The UDG is preparing a draft SDS for a part of the Mt Roskill area to support the Auckland Housing Programme, and to identify supporting actions for infrastructure and community services required to ensure their broader objective of providing quality homes and resilient communities.

7. The draft SDS is an aspirational document but is founded on previous Council documents, staff advice and key technical reports.

8. Central to the draft SDS is consideration of the broader environment and the context in which the UDG’s redevelopment area sits and includes:

· transport links, open spaces and community facilities

· the character and function of neighbourhood and town centres

· natural landscapes and heritage features

· biodiversity, ecology and water quality.

9. The UDG’s mandate to provide more homes and create greater places to live has led the draft SDS to identify potential future plan changes to rezone land to support better land use and transport outcomes. These may be undertaken at the same time as the development of the Integrated Area Plan.

10. To date, the UDG has engaged with the council, mana whenua, infrastructure providers (e.g. Auckland Transport and Watercare Services), and crown agencies (e.g. Ministry of Education) on its draft SDS. Further, the UDG is actively progressing detailed neighbourhood masterplanning in part of the wider precinct area covered by the draft SDS.

11. The process to develop an Integrated Area Plan will provide a number of opportunities for the community, mana whenua and stakeholders to share their thoughts and ideas on the UDG’s draft SDS, and the future of their area. Community feedback will help inform the development of the Plan for a part of the Albert-Eden and Puketāpapa local board areas.

Process for preparing the Integrated Area Plan

12. Development of the Integrated Area Plan is proposed to occur over a 15-month time frame from August 2019 to December 2020. The draft process to prepare the Plan is outlined below. The process for developing the plan will be discussed and confirmed at an August workshop, and reported to the board meeting in September 2019.

Phases	Indicative dates
Review existing relevant information	August 2019 to January 2020
First community consultation period	February 2020
Review of feedback and preparation of the draft Integrated Area Plan for part of the Albert-Eden and Puketāpapa local board areas	March to May 2020
Second community consultation period on the approved draft Integrated Area Plan for part of Albert-Eden and Puketāpapa local board areas	June to August 2020
Review of feedback received and plan amendments	September to October 2020
Preparation and approval of the final Integrated Area Plan by the Albert-Eden and Puketāpapa local boards, and adoption of the plan by the Planning Committee	November to December 2020

13. The development of the Integrated Area Plan could identify different land use opportunities, improvements to business centres, key infrastructure needs and opportunities to enhance landscape and heritage features. However, the Integrated Area Plan is a non-statutory planning document and cannot set rules for controlling development or directly approve the funding of projects.

14. This approach anticipates regular inputs and integration from other council departments (e.g. urban design, open space, heritage, community, cultural and environmental teams and economic development), council-controlled organisations including Auckland Transport and key external infrastructure providers and other government organisations.

Tātaritanga me ngā tohutohu

Analysis and advice

15. There is a need to prepare an Integrated Area Plan for a part of the Albert-Eden and Puketāpapa local board areas where UDG’s draft SDS has identified key proposals and actions, including potential future plan changes to rezone land in part of these local board areas to achieve better land use and transport outcomes, and to support a quality compact urban form.

16. The development of the Integrated Area Plan provides the opportunity for the Albert-Eden and Puketāpapa local boards, council staff, UDG, and the community to work collaboratively together to capitalise on the transformational actions and projects in the draft SDS for the benefit of the Albert-Eden and Puketāpapa local board areas.

17. The exact boundary for part of the Albert-Eden and Puketāpapa local board areas, that will be subject to review and a detailed work programme will be presented at a workshop with the local board in August 2019.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

18. The development of the Integrated Area Plan will involve relevant council departments, and agencies including Auckland Transport and Watercare Services.

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

Local impacts and local board views

19. The UDG’s draft SDS for Mt Roskill includes parts of the Albert-Eden, Puketāpapa, and Whau local board areas; with most relevance to the Albert-Eden and Puketāpapa local boards.

20. Partnering with the Albert-Eden and Puketāpapa local boards will be an integral part of developing an Integrated Area Plan for part of these local board areas. There will also be opportunities for the neighbouring Whau Local Board to provide comments to inform the development of the Plan.

Tauākī whakaaweawe Māori

Māori impact statement

21. Consultation on developing the Integrated Area Plan by council has not yet occurred with mana whenua or mataawaka. However, the UDG have worked actively with mana whenua for over a year on the preparation of the draft SDS.

22. If the recommendations of this report are adopted, the preparation of the Plan will include engagement with all mana whenua groups with an interest and kaitiakitanga obligations in this area, and mataawaka. Early and ongoing engagement will help grow relationships with mana whenua and mataawaka and establish key issues and matters to be considered during the development of the Plan.

Ngā ritenga ā-pūtea

Financial implications

23. The preparation of the Integrated Area Plan will be funded from existing Plans and Places Departmental budgets.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

24. There are risks that the Integrated Area Plan may raise expectations that the council will contribute resources to fund new actions and projects. Funding to support the actions and projects may be sought from the:

· Annual Plan

· Long-term Plan

· council-controlled organisations

· Central Government

· Community groups.

25. There is a reputational risk if the actions and projects in the Integrated Area Plan do not progress, and council may be criticised for raising community expectations. Staff will develop an implementation and monitoring programme for the Plan to provide guidance to key council stakeholders, the local board, and delivery partners.

26. It is also possible that the key moves and actions in the Integrated Area Plan will differ from the key proposals and actions in the UDG’s draft SDS. During the preparation of the Plan, there will be opportunities to discuss these matters with the UDG.

Ngā koringa ā-muri

Next steps

27. The next steps for preparing the Integrated Area Plan are matters for the Albert-Eden Local Board to consider. This report seeks the support of the local board for the development of the Plan. A report on developing the Plan will also be prepared for the council’s Planning Committee in August 2019.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Mt Roskill Redevelopment Area identified by the Urban Development Group	29

Ngā kaihaina

Signatories

Author

David Wong - Principal Planner

Authorisers

John Duguid - General Manager - Plans and Places

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

No.	Title	Page
a ⇩	Auckland Transport July 2019 Update	33

Albert-Eden Local Board

24 July 2019

Local Board feedback on the Productivity Commission inquiry into local government funding and financing

File No.: CP2019/13162

Te take mō te pūrongo

Purpose of the report

1. To provide an opportunity for local boards to formally provide feedback on the Productivity Commission’s (the commission) inquiry into local government funding and financing.

Whakarāpopototanga matua

Executive summary

2. On 4 July 2019, the Productivity Commission released its draft report relating to its local government funding and financing inquiry.

3. The inquiry’s key aim is establishing whether the existing funding and financing arrangements are suitable for enabling local authorities to meet current and future cost pressures.

4. The commission’s draft report:

· raises eight questions

· highlights 67 findings

· makes 30 recommendations.

5. Local boards are advised that their views and feedback for staff to consider when drafting the submission, need to be received by Monday, 29 July 2019.

6. Auckland Council will make a submission on the draft report. Staff will prepare a submission for the Finance and Performance Committee’s consideration at its meeting on 20 August 2019. Submissions on the inquiry close on 29 August 2019.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) provide formal feedback on the Productivity Commission inquiry into local government funding and financing.

Horopaki

Context

7. Central Government asked the Commission to conduct an inquiry into local government funding and financing in July 2018. The inquiry’s terms of reference require the commission to examine the adequacy and efficiency of the current local government funding and financing framework and, where shortcomings in the current system are identified, examine options and approaches for improving the system.

8. The inquiry’s terms of reference do not call for an assessment of, or changes to the current scope and responsibilities of local government.

9. The Commission’s issues paper was released on 6 November 2018. The council made a submission on the issues paper which was approved by the Finance and Performance Committee. The council’s submission to the issues paper can be found as Attachment A.

Tātaritanga me ngā tohutohu

Analysis and advice

10. The draft report is available on the commission’s website.

11. The commission’s ‘At a glance’ document can be found as Attachment B and its ‘A3 overview’ is at Attachment C.

12. The draft report states that:

· the current funding and financing framework is broadly sound but that councils need new tools to help them deal with some specific cost pressures

· if councils struggle to deal with rising costs, or are not incentivised to improve their performance, communities are unlikely to reach their potential

· the funding and financing framework for local government must incentivise good performance and enable local authorities to deliver quality amenities and services that reflect the preferences and aspirations of their communities.

13. The commission has found that the existing funding model is insufficient to address cost pressures in the following four areas and that new tools are required:

· supplying enough infrastructure to support rapid urban growth

· adapting to the impacts of climate change

· coping with the growth of tourism

· the accumulation of responsibilities placed on local government by central government.

14. The commission also considers the three-waters sector an important area for investigation.

15. The inquiry’s terms of reference have also been amended to require the commission to consider whether a tax on vacant land would be a useful mechanism to improve the supply of available housing. The addition is a result of the Tax Working Group’s final report to the government.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

16. The council group’s impact and views will be developed and presented for the Finance and Performance Committee’s consideration at its meeting on 20 August 2019.

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

Local impacts and local board views

17. Local boards are advised that their views and feedback for staff to consider when drafting the submission, need to be received by Monday, 29 July 2019.

18. Any formal feedback received after 29 July and before 19 August 2019 will be provided to the Finance and Performance Committee to seek their endorsement to incorporate in the council’s submission.

Tauākī whakaaweawe Māori

Māori impact statement

19. Staff will also seek input from the Independent Māori Statutory Board.

Ngā ritenga ā-pūtea

Financial implications

20. There are no financial implications in deciding to make a submission. However, there may be positive or negative financial implications if the government decides to implement any of the recommendations made by the Productivity Commission.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

21. If the local board does not contribute to the submission, then there is a risk that the Auckland Council family’s position on this inquiry will not reflect issues that are important to the local community.

Ngā koringa ā-muri

Next steps

22. The council will make a submission on the draft report. Staff will prepare a submission for the Finance and Performance Committee’s consideration at its meeting on 20 August 2019.

23. A workshop to discuss the draft council submission with the Finance and Performance Committee has been scheduled for 15 August 2019.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Council submission on the issues paper - approved by the Finance and Performance Committee on 6 November 2018	45
b ⇩	'At a glance' - Local government funding and financing	75
c ⇩	'At a glance' - A3 briefing	79

Ngā kaihaina

Signatories

Author

Ross Tucker – General Manager Financial Strategy and Planning

Authorisers

Louise Mason – General Manager Local Board Services

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

Albert-Eden Local Board

24 July 2019

Pathways to Preparedness: A Planning Framework for Recovery

File No.: CP2019/13168

Te take mō te pūrongo

Purpose of the report

1. To seek local board feedback on the draft Pathways to Preparedness: A Planning Framework for Recovery.

Whakarāpopototanga matua

Executive summary

2. The draft Pathways to Preparedness: A Planning Framework for Recovery has been developed to ensure Auckland is better prepared to recover from a disaster.

3. The planning framework set out in the document:

· identifies community values and priorities

· sets a vision for recovery

· focuses on the consequences to be addressed in recovery

· focuses on building capacity and capability and addressing barriers

· identifies actions to build momentum.

4. It has been developed with local board engagement over 2018 and local board feedback is now sought particularly on:

· community values

· community priorities

· the vision

· the way we will work in recovery

· the work to be done to be better prepared for recovery.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) review and provide feedback on the draft Pathways to Preparedness: A Planning Framework for Recovery.

Horopaki

Context

5. Following the Christchurch and Kaikoura earthquakes the Civil Defence Emergency Management Act 2002 was amended, and new guidelines were issued requiring better preparation for, and implementation of, recovery from a disaster.

6. Auckland Emergency Management began development of the Resilient Recovery Strategy to ensure Auckland is better prepared. This included:

· workshops on recovery with local boards between 24 May and 12 July 2018

· reporting back on the workshops in September 2018

· presentations to Local Board Cluster Meetings in March and November 2018

· updating local boards on the development of the Resilient Recovery Strategy in November 2018 and advising that a draft would go the Civil Defence Emergency Management Group Committee in February 2019.

7. At the beginning of this year the Resilient Recovery Strategy was renamed ‘Pathways to Preparedness: A Planning Framework to Recovery’ (refer Attachment A) as it better described the document’s intent and contents.

8. The Civil Defence Emergency Management Group Committee approved the draft Pathways document for targeted engagement in February 2019.

Tātaritanga me ngā tohutohu

Analysis and advice

9. The development of Pathways to Preparedness: A Planning Framework for Recovery followed the Ministry of Civil Defence and Emergency Management’s ‘Strategic Planning for Recovery’ guidelines [DGL 20/17].

10. The Pathways document is structured around this process as illustrated in the components of Figure 1 in the Pathways document (page 3):

i) Identifying community values and priorities

The planning framework set out in the Pathways document is described as community centric. Community values and priorities guide us in our preparations enabling recovery to be set up and implemented in a way that helps to meet community needs and aspirations.

An initial set of community values and priorities was derived from workshops with local boards and advisory panels. They will be refined through community engagement as a part of actions to build a better understanding of recovery.

ii) Setting the recovery vision

The Pathways document sets the vision whereby “Auckland’s people, communities, businesses and infrastructure are well-placed to recover from a disaster.”

Being well placed means being well-prepared.

iii) Anticipation of consequences and opportunities of Auckland hazards and risks

Anticipating potential consequences and opportunities from the impacts of Auckland’s hazards and risks provides insight into what might be required of a recovery. Auckland’s hazards and risks are identified in our Group Plan and some are the focus of the Natural Hazards Risk Management Action Plan. Building on previous work is part of the work programme resulting from the planning framework under the Pathways document.

iv) Building capacity and capability, addressing barriers to recovery

Another way in which the planning framework is community centric is in the way we will work in a recovery. Taking a collaborative, partnership approach means structuring and implementing recovery in a way that maintains its focus on community outcomes.

A significant recovery will require ‘big government’ structures and processes to effectively mobilise resources and coordinate large scale effort. Such approaches can seem remote from local communities. Effort is required to ensure good communication and community engagement are effectively maintained.

v) Identifying actions to build momentum

Another significant focus is the work we need to do to be better prepared. There are 43 actions identified under 5 focus areas: Recovery is communicated, Recovery is understood, Capacity and Capability is available, Collaboration is supported, and progress is monitored and evaluated.

The actions will form a work programme to be implemented in the lead up to the review of the Auckland Civil Defence Emergency Management Group Plan which is due by October 2021 unless delayed by events.

11. Against this background comments and views on the Pathways to Preparation: A Planning Framework for Recovery strategy is particularly required on:

· community values

· community priorities

· the vision

· the way we will work in recovery

· the work to be done to be better prepared for recovery.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

12. Many parts of the Auckland Council group potentially become involved in responding to a disaster and subsequent recovery. The planning framework in the Pathway’s document seeks to provide clarity about what will be required to support effective collaboration across the Council group in recovery.

13. Views from across the Council group are being sought during targeted engagement through June and July 2019.

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

Local impacts and local board views

14. Auckland’s hazards and risks may give rise to events with local, sub-regional or region-wide impacts. Their consequences will be influenced by the circumstances of the time and place in which the event took place.

15. Local board views on their community’s values and priorities are important in determining the way we will work together collaboratively in recovering from a disaster.

Tauākī whakaaweawe Māori

Māori impact statement

16. Recovery addresses the consequences of an emergency and their impacts across the natural, social, built and economic environments. The goals, objectives and execution of recovery holds implications for iwi, environmental guardianship, Māori communities (iwi, hapu and mataawaka), marae, assets and the Māori economy.

17. Building relationships amongst Auckland’s Māori communities to develop a deeper understanding of our potential collaboration across reduction, readiness, response, resilience and recovery is a goal of Auckland Emergency Management. It is also part of the workplan arising from the planning framework set out in the Pathways document.

Ngā ritenga ā-pūtea

Financial implications

18. There are no financial implications arising out of this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

19. Pathways to Preparedness: A Planning Framework for Recovery and the work programme it will establish are intended to address the risk of Auckland being unprepared to recover from a disaster.

20. Recovering from a disaster is complex, lengthy and costly. An absence or lack of preparation can:

· delay commencement of recovery efforts and lengthen the time taken to complete recovery

· inhibit multiagency collaboration

· lead to increased costs, disruption and distress for affected communities and individuals.

Ngā koringa ā-muri

Next steps

21. Local board feedback will be collated and considered for reporting to the Civil Defence Emergency Management Committee and incorporation into the final iteration of the Pathways document.

22. The Civil Defence Emergency Management Group Committee will receive the final iteration of Pathways to Preparedness: A Planning Framework for Recovery for approval in August 2019.

Ngā tāpirihanga

Attachments