I hereby give notice that an ordinary meeting of the Ōrākei Local Board will be held on:

 

Date:

Time:

Meeting Room:

Venue:

 

Thursday, 20 February 2020

3.00pm

St Chads Church and Community Centre
38 St Johns Road
Meadowbank

 

Ōrākei Local Board

 

OPEN AGENDA

 

 

 

 

MEMBERSHIP

 

Chairperson

Mr Scott Milne, JP

 

Deputy Chairperson

Sarah Powrie

 

Members

Troy Churton

 

 

Colin Davis, JP

 

 

Troy Elliott

 

 

Margaret Voyce

 

 

David Wong, JP

 

 

(Quorum 4 members)

 

 

 

Kim  Lawgun

Democracy Advisor

 

12 February 2020

 

Contact Telephone: 021 302 163

Email: Kim.lawgun@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

 

 


 

 


Ōrākei Local Board

20 February 2020

 

 

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 - Tāmaki Estuary Environment Forum                                           5

8.2     Deputation - From the Deck - Newmarket Stream restoration                        6

9          Public Forum                                                                                                                  6

9.1     Public Forum - Margot Nicholson - Hapua Thrive                                            6

9.2     Public Forum - Dion Gosling - Hockey Turf Development                              7

9.3     Public Forum - Megan Darrow - Ellerslie Business Association                    7

9.4     Public Forum - Ensiyeh Ghavampour - Urban/Social Planning for Better Communities                                                                                                         7

9.5     Public Forum - Christine Foley - Towai Street Tree Replacement                 8

10        Extraordinary Business                                                                                                8

11        The Landing - Operational Management Model                                                       11

12        New Community Lease to Royal New Zealand Plunket                                          31

13        City Centre Masterplan refresh response                                                                 37

14        Regional Facilities Auckland Quarterly Performance Report for the period ending 30 September 2019                                                                                                           47

15        Auckland Transport February 2020 report to the Ōrākei Local Board                  59

16        Auckland Council’s Quarterly Performance Report: Ōrākei Local Board for quarter two 2019/2020                                                                                                               65

17        Appointment of LGNZ Lead and nominee for LGNZ Conference 2020                 71

18        Chairman and Board Member February 2020 report                                               77

19        Governance Forward Work Calendar                                                                        95

20        Resolutions Pending Action                                                                                     105

21        Ōrākei Local Board Workshop Proceedings                                                          109  

22        Consideration of Extraordinary Items 

PUBLIC EXCLUDED

23        Procedural Motion to Exclude the Public                                                               117

16        Auckland Council’s Quarterly Performance Report: Ōrākei Local Board for quarter two 2019/2020

b.      Ōrākei Quarterly Performance Report December 2019 - Financial Appendix 117  

 


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 minutes of the Ōrākei Local Board meeting, held on Thursday, 5 December 2019, be confirmed as true and correct.

 

5          Leave of Absence

 

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

 

6          Acknowledgements

 

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 Ōrākei 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 - Tāmaki Estuary Environment Forum

Te take mō te pūrongo

Purpose of the report

1.       To deliver a presentation to the Board during the deputation segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2.       Dr Julie Chambers PhD, Chairperson of the Tāmaki Estuary Environment Forum (TEEF) will be in attendance to present TEEF’s work this term to the new Board.

 

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a)      receive the presentation and thank Dr Julie Chambers for her attendance.

 

 

 

8.2       Deputation - From the Deck - Newmarket Stream restoration

Te take mō te pūrongo

Purpose of the report

1.       To deliver a presentation to the Board during the deputation segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2.       Carole Davies and Penny Hansen of the From the Deck community group will be in attendance to provide an update on the Newmarket stream restoration project.

 

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a)      receive the presentation and thank Carole Davies and Penny Hansen for their attendance.

 

 

 

9          Public Forum

 

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

 

9.1       Public Forum - Margot Nicholson - Hapua Thrive

Te take mō te pūrongo

Purpose of the report

1.       To deliver a presentation to the Board during the public forum segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2.       Margot Nicholson from Hapua Thrive community group will be in attendance to introduce the group to the Board and provide an overview of what work the group has been doing in the community, further work the group would like to do, important issues and to express the group’s desire to work more closely with the Board.

 

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a)      receive the presentation and thank Margot Nicholson for her attendance.

 

 

 

9.2       Public Forum - Dion Gosling - Hockey Turf Development

Te take mō te pūrongo

Purpose of the report

1.       To deliver a presentation to the Board during the public forum segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2.       Dion Gosling will be in attendance to update the Board on the proposed hockey turf development at Colin Maiden Park.

 

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a)      receive the presentation and thank Dion Gosling for his attendance.

 

 

 

9.3       Public Forum - Megan Darrow - Ellerslie Business Association

Te take mō te pūrongo

Purpose of the report

1.       To deliver a presentation to the Board during the public forum segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2.       Megan Darrow, Town Centre Manager for the Ellerslie Business Association will be in attendance to present on the future plans for Ellerslie to the Board.

 

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a)      receive the presentation and thank Megan Darrow for her attendance.

 

 

 

9.4       Public Forum - Ensiyeh Ghavampour - Urban/Social Planning for Better Communities

Te take mō te pūrongo

Purpose of the report

1.       To deliver a presentation to the Board during the public forum segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2.       Ensiyeh Ghavampour will be in attendance to present to the Board on a proposed community wellbeing and local economy project that Ensiyeh would like to trial in the local board area.

 

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a)      receive the presentation and thank Ensiyeh Ghavampour for her attendance.

 

 

 

9.5       Public Forum - Christine Foley - Towai Street Tree Replacement

Te take mō te pūrongo

Purpose of the report

1.       To deliver a presentation to the Board during the public forum segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2.       Christine Foley, resident of Towai Street, St Heliers will be in attendance to address the Board on her concerns regarding the dead street trees on the north side of Towai Street between Long Drive and Edmund Street.

 

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a)      receive the presentation and thank Christine Foley for her attendance.

 

Attachments

a          Public Forum presentation supporting documents...................................... 121

 

 

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.”


Ōrākei Local Board

20 February 2020

 

 

The Landing - Operational Management Model

File No.: CP2020/01005

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To seek approval of an operational management model for The Landing, Okahu Bay. 

Whakarāpopototanga matua

Executive summary

2.       The Landing is a multi-use and multi-stakeholder park in the Ōrākei Local Board area. The site is used by a number of community and commercial groups for a diverse range of marine-related activities.

3.       There are several drivers for change at the site, including increased demand for events.  There is also a lack of coordination and communication amongst stakeholders which has put strain on the effective operation of the site. Elected members, who have a governance role for the site, are regularly being drawn into operational issues.

4.       There is no dedicated forum for stakeholders to address risks, issues and opportunities, or a dedicated forum for elected members to steer strategic thinking and service planning for the site. 

5.       Staff have developed a three-tier operational management model (Attachment A) to achieve a cohesive operational and governance structure for this complex site.

6.       As per the board’s resolution (OR/2018/174), staff have completed a consultation process with stakeholders and mana whenua (Ngāti Whātua Ōrākei). The model is generally well supported. The feedback from stakeholders and mana whenua is included in full (Attachments B and C).  

7.       The model has been revised based on the feedback. The primary change is that there is no formalised Operations Manager.

 

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a)      approve Option 2, an operational management model for The Landing (Attachment A).

 

Horopaki

Context

8.       The Landing is a park classified for recreational purposes, pursuant to the Local Government Act 1974.

9.       The Landing occupies a compact space which is important both locally and regionally. The site is used by several community and commercial groups for a diverse range of marine-related activities.

10.     There are several risks, issues and opportunities at the site which are dealt with in an ad-hoc way. For example, there is a growing number of events being held at the site, which require stakeholder collaboration and collective problem solving. Stakeholders, council staff and mana whenua do not have a forum for discussion.

11.     Currently, lines of communication between stakeholders, mana whenua, council staff and  elected members are not well defined. Operational issues are regularly raised with elected members.

12.     Stakeholders have also raised concerns that the current direction of The Landing is moving away from what was originally agreed by all stakeholders and endorsed by Ōrākei Local Board in the Pathways to the Sea concept plan (2013).

13.     Before 2015 there was a stakeholder discussion group and a Landing sub-committee made up of elected members. The proposed model would effectively reinstate these and formalise them into a cohesive management model. 

Tātaritanga me ngā tohutohu

Analysis and advice

Operational management model

14.     The operational management model detailed in Attachment A has three levels:

The Landing Operations Working Group

·    A forum for stakeholders and key staff to deal with operational issues.

·    Meetings will be held monthly and focus on any risks, issues or opportunities which require discussion or subject matter expert advice from Community Facilities (CF) or Parks, Sports and Recreation (PSR).

·    Key issues will be escalated from the Operations Working Group to the Steering Group if necessary. 

The Landing Steering Group

·    A forum made up of three delegated local board members who will work with key council staff to focus on future planning, setting service outcomes and strategic delivery.

·    A representative of Ngāti Whātua Ōrākei Trust (NWOT) will sit on the steering group.

The Ōrākei Local Board

·    The Ōrākei Local Board is responsible for the overall governance of the site.

·    Certain issues such as the model’s terms of reference, land-owner approval and leasing issues will be dealt with at this level.

·    Issues which could not be resolved at the lower levels of the model may need to be escalated to the full board for direction or decision-making.

 

15.     The model is designed to ensure the park operates effectively and efficiently, to promote equity of access, minimal conflict, environmental best practice and excellence in health and safety practices.

16.     The model will formalise the communication flow for all stakeholders at The Landing to ensure everyone has the opportunity to raise any risks, issues and opportunities.

17.     Any park user or member of the public can still raise maintenance or operational issues in the usual way by contacting the Auckland Council service centre. These issues are usually directed to Ventia, the council’s maintenance contractor (see Attachment A).

Engagement process

18.     As per the board’s resolution (OR/2018/174) staff have completed an engagement process on the proposed model with stakeholders and mana whenua (Ngāti Whātua Ōrākei).

19.     A stakeholder information meeting was held at The Landing in February 2019.

20.     At the stakeholders’ request, a follow-up meeting was held in April 2019.

21.     The stakeholders were invited to submit written feedback on the model. 

22.     The model is generally supported. The feedback from stakeholders is included in full (Attachment B).

Mana whenua consultation 

23.     Ngāti Whātua Ōrākei are mana whenua of the area and have ties to some recreational groups that use the site.

24.     Staff took direction from Ngāti Whātua Ōrākei Trust (NWOT) as to how they would like to be consulted.

25.     A meeting was held between council staff and NWOT elected representatives in March 2019.

26.     A NWOT representative also attended the first stakeholder meeting in February 2019.

27.     Details of the engagement are provided in Attachment C.

Summary of feedback

28.     Generally, both stakeholders and mana whenua recognised the need for a management structure at The Landing.

29.     Some stakeholders and mana whenua raised concerns about the role of the Operations Manager and a perceived conflict of interest if fulfilled by the contractor of the hardstand. The model has been revised to not formalise this role.

30.     The stakeholders generally underlined their commitment to the Pathways to the Sea Concept Plan completed in 2013.

31.     The stakeholders and mana whenua also emphasised the importance of the terms of reference for the Working and Steering Groups. They would like to be closely involved in the drafting of these terms.

Options

Option one - status quo

32.     This option is not recommended by staff. Staff consider the status quo on the site does not provide a cohesive approach to the management of The Landing or to implementing the concept plan. Further, there is an expectation among stakeholders and mana whenua that a model will be established.

Option two - implement an operational model (Attachment A).

33.     This option aims to achieve a cohesive operational and governance structure for this complex site.

34.     The Landing has significant issues and risks to monitor and manage for the overlapping community and commercial user groups. There is a strong need for a management model for this site which has multiple stakeholders and important health and safety obligations.

35.     Staff recommend option two as the best mechanism to allow the effective and safe operation of the site and to achieve the best future outcomes

36.     The model will also provide a vehicle for any future refresh of the concept plan.

Tauākī whakaaweawe āhuarangi

Climate impact statement

37.     There is no anticipated climate impact.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

38.     Parks, Sports and Recreation staff work closely with Community Facilities staff on the management of The Landing.

39.     PSR staff have worked collaboratively with Commercial Leasing and Businesses on the creation of the model and associated consultation process.

40.     Community Facilities have emphasised the need for this model to address Health and Safety issues.

41.     A cohesive management and governance structure with clear lines of communication will place less demand on staff time.

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

Local impacts and local board views

42.     The establishment of the operational management model will give improved channels of communication between stakeholders, mana whenua, council staff, and the local board. This will help to ensure that the local board is informed and consulted on relevant risks, issues and opportunities at the appropriate time.

43.     In previous workshops the local board has been supportive of the proposed operational management model and has given feedback that has shaped the current model.

44.     This is a key site in the local board area, particularly for marine recreation and events. The model will help drive short-term and long-term outcomes for the benefit of local board residents and Aucklanders.

Tauākī whakaaweawe Māori

Māori impact statement

45.     Okahu Bay is an important area for Ngāti Whātua Ōrākei. They have aspirations to improve the ecology of the bay and allow more people to access the water, particularly through waka ama.

46.     The operational model will formalise a place on the Steering Group for an elected member of NWOT. This will provide an important mechanism for mana whenua to shape the future direction of the site.

Ngā ritenga ā-pūtea

Financial implications

47.     There are no anticipated financial implications.

48.     Staff will facilitate the implementation of the model as part of baseline budgets.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

49.     The risk of not implementing the proposed model are continued operational issues not being dealt with in a cohesive way.

50.     There is also risk that the positive community outcomes detailed in the concept plan may not be realised, and a reputational risk for all those involved in the development of the plan if it is not delivered.

51.     Further, there is an expectation among stakeholders and mana whenua that a model will be implemented.

Ngā koringa ā-muri

Next steps

52.     If the local board supports the recommendation, this will initiate the implementation of the model as described.

53.     Terms of reference for the Operations Working Group and Steering Group will be developed for the local board to endorse. 

54.     The model will be reviewed after six months and a report tabled at the local board’s September business meeting.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Attachment  A - The Landing Operational Model

17

b

Attachment B - Submissions on Operational Model

19

c

Attachment C - NWOT feedback

29

      

Ngā kaihaina

Signatories

Author

Rob Gear - PSR Portfolio Manager

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

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

 


Ōrākei Local Board

20 February 2020

 

 


Ōrākei Local Board

20 February 2020

 

 


 


 


 


 


 


 


 


 


 


Ōrākei Local Board

20 February 2020

 

 


Ōrākei Local Board

20 February 2020

 

 

New Community Lease to Royal New Zealand Plunket

File No.: CP2020/00378

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To grant a new community lease to Royal New Zealand Plunket Trust, for rooms within the Ellerslie War Memorial Hall, 138 Main Highway, Ellerslie.

Whakarāpopototanga matua

Executive summary

2.       The Royal New Zealand Plunket Society Incorporated, holds a community lease in Ellerslie War Memorial Hall building with Auckland Council, commencing 1 January 1999 with a final expiry 31 December 2013.

3.       The premises situated at 138 Main Highway, Ellerslie are held by the Auckland Council in fee simple under the Local Government Act 2002.

4.       In 2017, all leases for Plunket sites were assigned to a new entity, the Royal New Zealand Plunket Trust (Plunket).

5.       The current lease is holding over on a monthly basis. 

6.       The proposed lease was workshopped with the local board in 2019.  Staff recommended that the local board not call for expressions of interest as the group’s activities are regarded as being the best use of the premises, offering various services beneficial to a significant number of families and children within the community. 

7.       The proposed Plunket lease is on the north western side of the hall building (Attachment A).

8.       Sections 138 and 81(1) of the Local Government Act 2002 requires council to consult with the community and iwi before granting a lease.  Iwi were consulted in 2019 and were supportive of granting a new lease to the group. Public notification will be undertaken once the local board has considered and resolved on this report.

 

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a)      agree not to call for expressions of interest for the proposed lease for the rooms within the Ellerslie War Memorial Hall, 138 Main Highway, Ellerslie.

b)      subject to one month’s public notification and there being no adverse submissions, approve a new community lease to Royal New Zealand Plunket Trust, within the council owned Ellerslie War Memorial Hall at 138 Main Highway Ellerslie, described as being Part Lot 84 Deeds Plan - 607m2 - NA877/36 and Part Lot 85 Deeds Plan 1397 - 607 m2 - NA877/37 (both limited as to Parcels), shown in Attachment A, on the following terms and conditions: 

i)        term – five years commencing 1 March 2019 with one (1) five (5) year right of renewal;

ii)       rent – One dollar ($1) plus GST per annum if demanded;

iii)      payment of an operational charge of $250 plus GST per annum

iv)      all other terms and conditions in accordance with the Local Government Act 2002 and the Auckland Council Community Occupancy Guidelines July 2012.

v)      the approved Royal New Zealand Plunket Trust Community Outcomes Plan being attached to the lease document.

c)      appoint a hearings panel to consider any submissions received following the public notification, and delegate the panel to make a decision on behalf of the local board.

d)      delegate authority to the Chair and Deputy Chair to approve the Community Outcomes Plan to be attached to the lease as a schedule.

 

 

Horopaki

Context

9.       Plunket holds a community lease space in the Ellerslie War Memorial Hall with Auckland Council, which commenced on 1 January 1999 and reached its final expiry on 31 December 2013.

10.     The current lease is holding over on a monthly basis.  Plunket have applied for a new lease to authorise their occupation in the community hall building.

11.     The leased space includes: a waiting and play area, a clinic used for examination of clients and doubles as an office which also has tea/coffee making facilities and sink.

12.     Plunket has shared use of the bathroom and entrance into their leased area.

Tātaritanga me ngā tohutohu

Analysis and advice

The Land

13.     The land at 138 Main Highway, Ellerslie is legally described as Part Lot 84 Deeds Plan - 607m2 - NA877/36 (Limited as to Parcels) and Part Lot 85 Deeds Plan 1397 - 607 m2 - NA877/37 (Limited as to Parcels), both held by the Auckland Council in fee simple under the Local Government Act 2002.

The Building

14.     Plunket is already occupying the space in the north western side of the Hall. The proposed leased area is 35 square meters more or less and includes exclusive use of one (1) clinic/office used to see clients with tea/coffee facilities and sink; and a waiting and play area.

Royal New Zealand Plunket Trust

15.     Plunket is a national not-for-profit organisation, that is community owned and governed.  Plunket provides a caring, professional well child and whanau service committed to providing access to services for all children and families regardless of ethnicity, location or financial situation.

16.     Programmes have been designed to support whanau with young children and offer a range of activities including support and developmental assessments of children at varying stages between birth and five years.

17.     Plunket visits can take place at pre-schools, marae and other community facilities.  Each visit gives parents the opportunity to discuss parenting and whanau issues and children’s health and development. 

18.     Whanau have access to Plunket services at the Ellerslie clinic two days per week.  For other days, it is used by staff as an office base to complete administrative work related to home visits to whanau in the community.

19.     Plunket has submitted a comprehensive application and is able to demonstrate its viability to deliver services.  A site visit has been undertaken and the Plunket clinic is well managed and maintained. 

20.     A community outcomes plan is being negotiated with Plunket that identifies the benefits it will provide to the community.  This will be attached as a schedule to the lease document, when completed. This report recommends this be approved by the Chair and Deputy Chair.

21.     Plunket is financially viable and audited accounts show proper accounting records have been kept.

22.     Community groups occupying rooms within larger council owned buildings are required to pay an operational charge at a rate of $25 per square metre.  The amount charged to groups is a contribution towards the direct costs council incurs for the occupation of the building by the group.

23.     This report recommends the Ōrākei Local Board grant a new community lease to Plunket for a term of five (5) years with one (1) five (5) year right of renewal.

Tauākī whakaaweawe āhuarangi

Climate impact statement

24.     There is no impact on Green House Gas emissions as the proposal does not introduce any new source of emissions.

25.     Climate change is unlikely to impact the lease as the site does not sit within a flooding zone or near the coast.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

26.     Staff have obtained input from colleagues in Operational Management and Maintenance.  No concerns were raised regarding the new community lease to the club. 

27.     The proposed new community lease has no identified impact on other parts of the council group.

28.     The views of council-controlled organisations were not required for the preparation of this report’s advice.

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

Local impacts and local board views

29.     The proposed new community lease was workshopped in 2019 with the Ōrākei Local Board.  The Ōrākei Local Board is supportive of a new community lease without the need for an expression of interest process.

30.     An expression of interest process is usually undertaken when a new lease is available to ensure the highest and best use is accommodated.  Staff recommend that the local board forego this process, as the activities of the group are the best use of the premises, offering services which are beneficial to a significant number within the community.

31.     Before granting a lease of longer than six months, section 138 of the Local Government Act 2002 requires council to consult with the community on the proposal. This is done by way of advertising in the local newspaper and on the council website. 

32.     The Ōrākei Local Board is the allocated authority to approve the granting of a new community lease.  The board should also appoint a hearings panel in case any submitters to the public notification call, request to be heard in relation to their submission.

33.     The recommendations within this report support the Ōrākei Local Board Plan 2017 outcome of ‘Our residents are proud of their community facilities and public spaces.’

Tauākī whakaaweawe Māori

Māori impact statement

34.     Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations to Māori.  The council recognises these responsibilities are distinct from the Crown’s Treaty obligations and fall within a local government Tāmaki Makaurau context. These commitments are articulated in the council’s key strategic planning documents, the Auckland Plan, the Long-term Plan 2012-2022, the Unitary Plan and Local Board Plans.

35.     The proposal has been presented to a Mana Whenua forum.  Iwi groups supported the proposed new lease to Plunket.

36.     Plunket actively supports whanau Māori to achieve and maintain their maximum health and wellbeing.  Plunket do this by providing a quality health service, and by working closely with others in the health sector.

Ngā ritenga ā-pūtea

Financial implications

37.     There are no financial implications for council in granting this lease. The cost of advertising is borne by the Community Facilities department.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

38.     If a new community lease is not granted to Plunket the lease will continue to hold over on a month by month basis.  This will inhibit Plunket’s ability to:

·   Plan and develop programmes specifically designed for the local community.

·   Continue to deliver its services to the community with surety.

Ngā koringa ā-muri

Next steps

39.     Subject to the grant of a new community lease, staff will work with Plunket to finalise the community lease arrangement.     

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Attachment A_Site Plan of Leased Premises

35

     

Ngā kaihaina

Signatories

Author

Valerie Vui - Community Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

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

 


Ōrākei Local Board

20 February 2020

 

 


Ōrākei Local Board

20 February 2020

 

 

City Centre Masterplan refresh response

File No.: CP2020/01310

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To request formal feedback on the draft City Centre Masterplan 2020 from Ōrākei Local Board.

Whakarāpopototanga matua

Executive summary

2.       This report is an overview of an eight-month period of consultation and targeted engagement, undertaken with the council group and the public. This in turn represents the culmination of almost three years of City Centre Masterplan (CCMP) and Waterfront Plan refresh work.

3.       On 2 July 2019, the Planning Committee unanimously approved a plan to seek public input on the high-level outcomes, transformational moves and content of the CCMP.

4.       Between July 2019 and February 2020, more than 50 presentations, workshops, targeted meetings and other engagements were undertaken across the council family and with external audiences. This informed the subsequent public consultation. 

5.       During public consultation, 542 public submissions were made on the CCMP from individuals and organisations. 76 per cent of the submissions supported the CCMP. Themes arising from this feedback, along with that already gathered, have helped to refine the masterplan.

6.       A detailed submission on the CCMP was provided by Auckland Transport (AT). It identifies that Access for Everyone (A4E) – a fundamentally different way of managing transport within the city centre - aligns with AT’s existing mode shift plans and can be achieved if new enabling programmes are funded and implemented. The New Zealand Transport Agency (NZTA) also identified A4E as a flagship opportunity to shape travel within the city centre.

7.       Two workshops took place with the Ōrākei Local Board in 2019 to develop and refine the revised vision for the city centre and waterfront.

8.       A summary of the public feedback has been communicated widely to all submitters and stakeholder groups involved in the process. The full feedback report is available on request.

9.       The CCMP engagement process, results and changes will be presented and discussed at a Planning Committee Workshop on 19 February 2020 to provide Planning Committee with an update, prior to the following month’s Planning Committee meeting. 

10.     The intention is to seek an endorsement of the refreshed CCMP at the 5 March 2020 Planning Committee, thus marking the completion of the 2012 CCMP refresh.

11.     The CCMP is a high-level vision. The completion of the CCMP refresh will enable and inform subsequent projects, programmes and interventions to deliver the vision for Auckland city centre and waterfront.

 

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a)      provide formal feedback on the draft City Centre Masterplan 2020 by 21 February 2020.

 

Horopaki

Context

12.     Since July 2019, the CCMP refresh team has acted on the instructions of Planning Committee to undertake engagement on the CCMP refresh. The purpose of this report is to show:

a)    how we have engaged with subject matter experts (SMEs), stakeholders and partners via targeted and public consultation

b)    the themes emerging from the consultation and how this material has informed and refined the CCMP material

c)    how completion of the CCMP refresh will inform the council group’s actions to continue to deliver the vision for Auckland city centre.

Progress of update

13.     At a Planning Committee meeting on 28 March 2017, elected members reiterated support for the CCMP vision and resolved (PLA/2017/31) to support a refresh to the CCMP implementation strategy. The targeted refresh of the Waterfront Plan was also noted (PLA/2017/32).

14.     At the Planning Committee meeting on 27 November 2018, elected members gave unanimous support to the CCMP refresh as a light-touch digital document, integrating the Waterfront Plan into the CCMP and incorporating rolling updates. (PLA/2018/121).

15.     At the above meeting, the key focus areas for rolling updates were agreed to be:

·   Māori Outcomes

·   Grafton Gully Boulevard

·   Queen Street - Access for Everyone.

16.     The resolution (PLA/2018/121) also emphasised the importance of collaboration in the CCMP refresh and instructed Auckland Council to develop material for public consultation, to begin in mid-2019.

17.     A series of workshops with the Planning Committee on 26 March, 16 May and 12 June 2019 informed the development of a consultation approach that incorporated these new updates into a light-touch update of the 2012 CCMP’s guiding factors and transformational moves.

18.     At a Planning Committee meeting on 2 July 2019, staff were instructed (PLA/2019/62) to develop consultation material, undertake targeted and public engagement, and report back to the Planning Committee in early 2020. 

Overview of CCMP consultation and engagement

19.     From March 2019, the CCMP refresh team worked closely with Auckland Council’s Citizen and Customer Engagement representatives to develop a consultation and engagement plan. The Planning Committee approved this plan at its meeting on 2 July 2019. The plan was developed to be consistent with equivalent non-statutory consultations.

Targeted engagement

20.     The first stage of the CCMP consultation occurred between July and August 2019. It centred on a programme of targeted engagement. This included, but was not limited to engagement with:

i. Elected members

ii.     Partners

iii.    Council internal audiences

iv.    Council-Controlled Organisations (CCOs)

v.     Advisory panels

vi.    City centre reference groups

vii.   Parties directly affected by upcoming changes.

21.     This targeted engagement was intended to update partners and stakeholders with the Planning Committee decision. It provided consistent knowledge of the CCMP refresh process across the council whanau and enabled the CCMP refresh team to develop and refine the public consultation material.

22.     Targeted engagement ensured that the consultation material was consistent with statutory planning guidance for the whole city: the Auckland Plan 2050, the Auckland Unitary Plan and also the Auckland Transport Alignment Plan.

23.     A city centre reference group ran throughout 2019, consisting of membership organisations, such as the NZ Automobile Association (NZAA) and Heart of the City. During the targeted engagement, the refence group members were also invited to shape the consultation material and to canvass opinions from their members in providing feedback to the public consultation.

24.     Targeted engagement was completed in the first half of August 2019. Findings from this process helped to shape the public consultation material.

 Public engagement

25.     The second stage of CCMP engagement was public consultation. Members of the public were invited to review the city centre proposals and provide feedback online via the council’s ‘Have Your Say’ website. This ran from 9 September to 18 October 2019.

26.     All relevant information and documentation was available on-line at https://www.aucklandcouncil.govt.nz/have-your-say. Hard copies of the relevant information were made available in libraries, local board offices and service centres. Written feedback was gathered through forms (online and hard copy), emails, letters and proformas.

27.     The decision to consult on the revised CCMP received widespread coverage in the national press, including Scoop, Stuff and the New Zealand Herald. In order to raise awareness of the engagement process and opportunity to participate, the CCMP consultation was advertised via Auckland Council digital platforms, with articles published on OurAuckland and the Auckland Council Facebook and Twitter pages.

28.     E-mails were sent to the stakeholders and partners who had already contributed, as well as the thousands of members of the Auckland Council People’s Panel, via the People’s Panel Newsletter.

29.     The consultation was also picked up by membership groups, including (but not limited to) Architecture Now, Property Council NZ, the City Centre Residents’ Group (CCRG) and Greater Auckland. All of these resources provided links to the CCMP consultation and urged people to respond.

30.     Public feedback was independently assessed by the consultancy Buzz Channel. The results and the subsequent changes are set out in the next section.

 

Public engagement v2

31.     A second round of targeted engagement took place in December 2019 and January 2020 in response to detailed submissions from major city centre stakeholders. These included Auckland Museum and Art Gallery, Ports of Auckland Ltd, Cooper & Co and others. This allowed their submissions and the CCMP to be discussed in greater detail.

32.     The CCMP has thus been subject to an extensive programme of consultation and engagement, designed to develop a coordinated high-level vision for the heart of Auckland. The next section summarises the themes emerging in the public consultation and how this has shaped the CCMP.

Tātaritanga me ngā tohutohu

Analysis and advice

33.     Public consultation on the CCMP refresh ended on 18 October 2019, attracting 542 submissions from individuals and organisations. Feedback was sought on five documents – all of which had been refined and finalised in July and August 2019 via targeted engagement.

1

Outcomes

2 & 3

Transformational Moves (summary and full text)

4 & 5

Access for Everyone (summary and full text)

 

 

 

 

 

34.     Every submission on the CCMP was read and recorded by the Auckland Design Office. Responses requiring further advice were forwarded to subject matter experts. Over 3,000 line items were entered into the consultation database for record-keeping and further consideration. Submissions were received from every local board area.

35.     Independent analysis provided further insight. A public consultation feedback report was produced by Buzz Channel. This report analysed the responses to determine the levels of support for the CCMP vision and identify the main themes emerging from the consultation.

Themes – overall CCMP vision.

36.     Among the 542 respondents, 76 per cent supported the general direction of the CCMP, with 10 per cent opposing and 14 per cent neutral. Throughout the feedback there was a general desire for urgency, tangible action and progress towards the goals and direction expressed in the CCMP.

37.     Among the 76 per cent of responses in support of the CCMP, the most frequently mentioned theme was its direction towards greater pedestrian friendliness in the city centre.

38.     The plan’s environmental focus was also well-received, with participants supporting moves to make the city centre a more human-focused and environmentally friendly space. Improved air quality and plans to combat the effects of climate change were a particular focus.

39.     The need to improve Auckland’s public transport was also mentioned throughout the feedback, and many felt this would be essential to deliver the CCMP’s goals.

40.     Among those who did not support the CCMP, the primary reasons related to a general dislike of the direction or potential costs of the proposals, a desire to focus on other areas of Auckland rather than the city centre, and a sense that the plan under-emphasised vehicular access.

41.     There were no fundamental or overwhelming issues arising from the CCMP consultation. The general direction, outcomes and transformational moves outlined in the CCMP were generally supported by a large majority of respondents. This feedback has allowed us to make improvements to the CCMP material while having confidence in the overall vision.

42.     When considering comments for inclusion, the scope of the CCMP (i.e. as a high-level urban design vision) was used to determine the extent to which they were appropriate for incorporation.


 

Themes emerging – Outcomes

43.     Ten city centre-wide outcomes were consulted on:

 

44.     All ten Outcomes were supported by at least two thirds of the participants. The highest support was for Accessible City Centre (90 per cent), Green City Centre (88 per cent) and Liveable City Centre (87 per cent).

45.     While people talked in detail about various additions and requirements for the CCMP, the main general theme about the outcomes was that they covered the important aspirations for the city centre and were important goals to focus on.

46.     Some felt that the plans sounded good but wanted to see progress on actual tangible outcomes and improvement to the city centre. Others asked what, specifically, the outcomes meant and what actions and proposals they would trigger. They felt the outcomes were too vague / open to interpretation and possibly overlapped.

47.     Some felt the CCMP could have more focus on creating a city that values people and the public, with amenities and facilities for public, cultural and recreational use (as well as commercial). This related to a theme of inclusivity: to make the city centre welcoming and accessible for people on lower incomes and from all Auckland suburbs.

48.     A small proportion of participants felt the CCMP proposals went too far in prioritising pedestrian access over vehicle / driver access. They felt that prioritisation of car access was critical for the city centre.

Changes in emphasis to Outcomes

49.     Based on these themes, alterations were made to emphasise the following four Outcomes to make them clearer and more focused.

Outcome 2: Accessible City Centre was renamed as Connected City Centre. This was because the term "accessible" led respondents to expect this Outcome to address universal design. This was and is covered in Outcome 3. The new title "Connected" emphasises this move’s focus on transport at a local, regional and national scale, particularly the city centre's relationship with the rest of Auckland.

Cities are places of connectivity and this is particularly so in the city centre. It also addresses the use of urban design to create streets and public spaces that enable people to connect with one another, enabling connectivity at a person-to-person level.

The messaging on this Outcome emphasises that the city centre is well-connected within itself, with the rest of Auckland, to the rest of the country and the rest of the world.

Outcome 3: Inclusive, Engaging and Child-Friendly City Centre was renamed to be: Accessible and Inclusive City Centre. This centred the outcome on universal design and diversity. Sub-sections cover child-friendliness and healthy ageing. Content on cultural activation was moved to Outcome 5: Public Life.

The messaging with outcome 3 is one of inclusivity. Everyone is invited to Auckland city centre. All are welcome and it will work for everyone.

Outcome 5: Public Life now contains the “engaging” material previously in Outcome 3. As a whole, this Outcome covers the contribution that public buildings and spaces make to public life. Urban design can help enhance public life through better streets, better spaces, new connections and new destinations.

Outcome 6: Liveable City Centre was renamed Residential City Centre Neighbourhoods. The new title emphasises that this Outcome is specifically about improving the experience of living in the city centre. It focuses on the importance of safe streets, well-defined neighbourhoods and the ‘good ordinary’ streets that are essential for successful residential neighbourhoods, plus the associated design of buildings and their relationship with the street.

50.     Feedback on the Outcomes also shaped the Transformational Moves and A4E text, particularly around inclusion, accessibility and safety.

Themes emerging – Transformational Moves

51.     CCMP Transformational Moves as consulted: August – September 2019
1)	Māori Outcomes
2)	East and West Stitch
3)	Waihorotiu Queen Street Valley 
4)	Innovation Cradle
5)	Rapid Transit-Oriented Development
6)	Green Link
7)	City to the Villages
8)	Harbour Edge Stitch
Eight Transformational Moves were consulted on:

52.     All eight Transformational Moves were supported by the majority of respondents. The highest support was for Move 5 - Rapid Transit Oriented Development (86 per cent) and Move 6 - Green Link (86 per cent). There was relatively less support for Moves 4 (Innovation Cradle) and 1 (Māori Outcomes).

53.     Among the highest-supported moves, the most consistent theme was one of impatience. Respondents overwhelmingly support the idea of a pedestrian-priority Queen Street, a Victoria Street Linear Park, with people able to access the whole city through well-connected rapid transit.

54.     The responses to Move 4 highlighted confusion around its purpose. As consulted, it was the only non-spatial Move, with a specific emphasis on supporting start-up businesses. Responses highlighted support for the spatial elements: integrating the universities into the fabric of the city centre and enriching the city’s social, economic and cultural offer. 

Changes in emphasis to Transformational Moves

55.     Based on these themes, changes were made to one Transformational Move:

Transformational Move 4: Learning Quarter was renamed City as Campus. It has been edited with input from the University of Auckland and Auckland University of Technology, plus Regional Facilities Auckland (RFA) and other city centre stakeholders and partners. It now has a purely spatial focus, consistent with the other seven Moves and will strengthen the relationship between the city centre and the universities. 

Themes emerging – Access for Everyone (A4E)

56.     A4E received 82 per cent support. In line with feedback on move 5 (Rapid Transit Oriented Development), a significant theme for the A4E proposal was that this was critical for Auckland’s future, and should be an urgent priority. A4E enables a pedestrian-priority Queen Street. Some expressed frustration that this plan had seemingly been so long in the making, and that the council needed to fully support it, quickly.

57.     A4E submissions included a detailed and supportive submission from Auckland Transport (AT). This noted that A4E aligns with AT’s existing mode shift plans and could be achieved if new enabling programmes are funded and implemented. It also acknowledged that “a greater modal balance in the way people across the region” would be fundamental in achieving the CCMP’s goals.

58.     The New Zealand Transport Agency (NZTA) also supported A4E in its submission and cited A4E as a flagship programme in traffic management in its submission: Keeping Cities Moving, published in December 2019.

59.     A submission from the New Zealand Automobile Association (NZAA) contained results of a membership survey. From 762 respondents 64 per cent supported or strongly supported the vision of Queen Street as a transit street, as envisaged by A4E.

60.     A common theme among supporters and detractors of A4E was the need for deep and meaningful engagement with city centre stakeholders, particularly those involved with movement of people and goods in the city centre.

Changes in emphasis to A4E

61.    In light of this feedback, the A4E material was changed to emphasise that the next stage is to develop the A4E concept into a detailed plan. This will require a well-resourced, long-term process for engagement, analysis and design. The text also places more emphasis on the use of transition planning to create early wins in support of a longer term-vision for A4E.

Summary of consultation themes and changes

62.     The public consultation identified themes to inform the CCMP, while showing a majority consensus among respondents in favour of the overall vision. This work is thus the latest step in a continuous thread of Planning Committee-endorsed engagement over the past three years. It has received considerable input from around 50 representative bodies via targeted engagement and 542 public submissions.

63.     With endorsement from the Planning Committee of the changes, the council whanau will be able to proceed with delivering the plans, programmes and projects that make up the CCMP vision. 

Tauākī whakaaweawe āhuarangi

Climate impact statement

64.     The direction of the CCMP with regard to climate change has been welcomed by respondents. The plan’s environmental focus was also well-received. 19 per cent of participants supported the CCMP based on the vision of a more human-focused and environmentally friendly space. 17 per cent of responses supported the CCMP’s focus on improved air quality and plans to combat the effects of climate change.

65.     The largest greenhouse gas emitting sector in the Auckland region is road transport (30 per cent). To address carbon emissions from transport, Auckland Council has committed to the C40 Fossil Fuel Free Streets Declaration to procure only zero-emission buses from 2025; and crucially creating a Zero-Emissions Area (ZEA) in the city centre by 2030.

66.     This would be principally delivered via Access for Everyone (A4E) which plays a key role in delivering a ZEA by establishing the physical street changes required to reduce the impacts of road transport on the city centre.

67.     The CCMP aims to reduce emissions by enabling mode shift towards public transport and active travel as part of the city centre vision. The CCMP envisages the delivery of a ZEA in the Waihorotiu Queen Street valley. This delivers an expansive pedestrian priority zone through the heart of the city centre, significantly reducing motorised through-traffic. It is consistent with CCMP Transformational Moves 3 and 5 as well as A4E.

68.     The need for mode shift is also identified by AT in their submission which stipulated a requirement for a 30 per cent reduction in private motor vehicle traffic. NZTA also supports A4E as a flagship traffic management programme.

69.     The CCMP also addresses climate change adaptation. Transformational Move 6 (TM6) envisages green links through the city centre, concentrated in Victoria Street Linear Park. As well as providing high-quality amenity space, this intervention would provide shade and shelter, enabling city centre streets to cope with projected hotter temperatures and heavier rainfall.  Climate change adaptation is also addressed in CCMP Outcome 4 (Green City Centre) and Outcome 9 (Sustainable City Centre).

70.     The CCMP enables activity to be concentrated in the area of Auckland that is most accessible by foot, cycle or public transport. This addresses the single biggest cause of carbon emissions in Auckland. Mode shift, as part of A4E, is expected to reduce emissions further.

71.     The CCMP is thus consistent with Auckland’s high-level vision for climate action. Working within its remit, it sets out a clear vision addressing climate mitigation and adaptation within the city centre.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

72.     This work has entailed constant input from CCOs, particularly Panuku and AT.

73.     Panuku’s input has delivered a consistent high-level vision for the City Centre and Waterfront. The 2012 Waterfront Plan goals and ideas for delivery were captured in Transformational Move 8 Waterfront and Harbour Edge Stitch. This summarised future moves along the waterfront such as the updated Wynyard Point planning and Central Wharves Strategy. This was supported by 82 per cent of submitters, many of whom commented on the waterfront as Auckland’s greatest asset and the need to improve connections and public access.

74.     The work currently underway to update planning for Wynyard Point, based on the council’s decisions in 2017, will be discussed with this Committee later this year.  This will form an update to the Wynyard Precinct of the Waterfront Plan and a pre-cursor to a plan change.  This work will be reported back to the Panuku board later this year

75.     AT’s submission on the CCMP identified a series of workstreams necessary to deliver the transport outcomes of the new city centre vision. In particular, AT identified that the full implementation of the Access for Everyone concept would likely require a 30 per cent reduction in general traffic during the two-hour morning peak and an increase in peak public transport capacity of 11,000 over that which is already planned for. It also identified the need for:

a)    A well-resourced and clear communications plan around the city centre transition to a new transport system.

b)    significant ongoing stakeholder engagement (led by the council) on the changes

c)    LTP and RLTP bids for new projects and initiatives to support the necessary mode shift 

d)    significant ongoing work on developing, assessing and implementing the new projects and initiatives

e)    a range of travel behaviour change efforts to support and enable the mode shift.

76.     Delivery of the CCMP vision will entail close working with AT. A staff working group with cross-AT disciplines relevant to city centre matters was established in October 2019. It includes representatives from across the council and several teams from the NZTA. This group, led by AT’s Planning and Investment team, will report through established city centre governance mechanisms and progress will also be reported to the Planning Committee. The group will provide input into established budgeting processes, business case development and ongoing operational programmes.

77.     This group is now commencing a comprehensive investigation into the implementation of the A4E concept, including the opportunity to develop pilot projects as part of a transition plan.  AT has noted that substantial future funding for A4E initiatives and projects will be required (e.g. additional public transport capacity, modifications to the strategic network, etc.) and this upcoming work will identify this in more detail.

78.     Regional Facilities Auckland (RFA) has been involved throughout the CCMP development. In its submission to the consultation, RFA commended the work done to date on the CCMP and is very keen to be involved in assisting Auckland Council to achieve the outcomes of the CCMP. Particular areas of interest include:

a)    Aotea Quarter - entrenching the Aotea Quarter as the civic, arts and cultural heart of the City.

b)    The Harbour Edge Stitch - RFA is very keen to be involved in understanding how we can contribute to improving the experiences of visitors to the waterfront

c)    The East West Stitch - RFA supports the concept of the boulevard for the Grafton Gully/The Strand as an important part of activating the eastern part of the City Centre

d)    Maori Outcomes – RFA fully supports the inclusion of the Maori outcomes in the refresh.

79.     A policy mapping exercise in 2019 identified the considerable synergies between the CCMP and the Auckland Plan 2050. The CCMP is thus in effect the non-statutory area-based plan for delivering the Auckland Plan Outcomes in the city centre.

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

Local impacts and local board views

80.     In November 2018, a memo was sent to local boards which provided information on the Auckland Design Office (ADO) work programme for updating the 2012 CCMP. Local boards were invited to provide their feedback on the concepts through workshops and business meetings. The Ōrākei and Waitematā Local Boards provided feedback on the concepts. A further update was circulated to all local boards in July 2019.

81.     Two CCMP refresh workshops took place with the Ōrākei Local Board in 2019. A workshop on 10 February 2019 provided an update on the CCMP refresh process and components. The second workshop occurred on 10 December. It provided a high-level summary of the CCMP consultation results and invited the board to provide formal feedback

82.     The Ōrākei Local Board provided informal feedback in February 2020.

Tauākī whakaaweawe Māori

Māori impact statement

83.     The CCMP refresh team has actively supported the Mana Whenua Kaitiaki Forum (MWKF) Culture and Identity pou over the past year in developing this content.

84.     The Auckland Plan Māori Identity and Wellbeing outcome identifies that: “A thriving Māori identity is Auckland’s point of difference in the world – it advances prosperity for Māori and benefits all Aucklanders.” The objective is that the city centre reflects this aspiration. This has shaped the CCMP refresh.

85.     The greatest changes around the CCMP are centred on the Māori Identify and Wellbeing outcome in the Auckland Plan 2050. This resulted in both a new outcome and a new transformational move in the CCMP.

86.     Outcome 1 Tāmaki Makaurau: Our place in the world envisages contemporary Māori life and culture and mana whenua having a prominent, authentic and active presence in the city centre.

87.     Transformational Move 1 Māori Outcomes: This new move proposes a series of place-based interventions through the city centre and waterfront.

88.     In support of the goals expressed above, the MWKF has approved text and mapped preliminary concepts for further development over the next six months

89.     The CCMP refresh team has also engaged with non-mana whenua iwi. Mataawaka were invited to participate as part of the targeted engagement. Ngāti Whātua Orākei contributed to the development of transformational move 2 and provided a detailed submission on the CCMP.

90.     CCMP content will continue to be developed in partnership with the MWKF. It will also be informed by the Independent Māori Statutory Board’s Schedule of Issues of Significance. Additional advice has been provided by Auckland Council Māori Design subject matter experts and by the Māori Outcomes Advisor.

Ngā ritenga ā-pūtea

Financial implications

91.     The CCMP will shape future inputs and submissions to the Long-Term Plan (LTP) and Regional Land Transport Plan (RLTP) starting from March 2020.

92.     AT has noted that substantial future funding for A4E initiatives and projects will be required (e.g. additional public transport capacity, modifications to the strategic network, etc).

93.     The CCMP will provide the high-level vision and inform the strategic case for future projects and initiatives in the city centre and waterfront.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

94.     Timing: The CCMP refresh has been intended for sign-off by 5 March 2020 in order to inform the 2021-24 LTP process. A delay to the CCMP refresh process would thus have knock-on effects on the funding of city centre and waterfront programmes and projects.

Ngā koringa ā-muri

Next steps

95.     Planning Committee workshop 19 February - discuss CCMP content

96.     Planning Committee Meeting 5 March – endorse CCMP content

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

CCMP Transformational Moves - Summary (Under Separate Cover)

 

b

CCMP A4E and ZEA - Summary (Under Separate Cover)

 

c

CCMP Outcomes (Under Separate Cover)

 

     

Ngā kaihaina

Signatories

Author

George Weeks - Principal Urban Design

Authorisers

Megan Tyler - Chief of Strategy

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

 


Ōrākei Local Board

20 February 2020

 

 

Regional Facilities Auckland Quarterly Performance Report for the period ending 30 September 2019

File No.: CP2020/00043

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To update the Ōrākei Local Board on the performance of Regional Facilities Auckland for the quarter ending 30 September 2019.

 

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a)      receive the Regional Facilities Auckland Quarterly Performance Report for the quarter ending 30 September 2019.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Regional Facilities Auckland Quarterly Performance Report for quarter ending 30 September 2019

49

     

Ngā kaihaina

Signatories

Author

Kim  Lawgun - Democracy Advisor

Authorisers

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

 


Ōrākei Local Board

20 February 2020

 

 


 


 


 


 


 


 


 


 


Ōrākei Local Board

20 February 2020

 

 

Auckland Transport February 2020 report to the Ōrākei Local Board

File No.: CP2020/01207

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To receive the Auckland Transport report to the Ōrākei Local Board for February 2020.

Whakarāpopototanga matua

Executive summary

2.       Each month, Auckland Transport provides an update to the Ōrākei Local Board on transport-related matters and relevant consultations in its area, Local Board Transport Capital Fund (LBTCF) projects and decisions of Auckland Transport’s Traffic Control Committee.

3.       The Auckland Transport update for February 2020 report is attached to this report.

 

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a)      receive the Auckland Transport February 2020 update report.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Auckland Transport monthly report - February 2020

61

     

Ngā kaihaina

Signatories

Author

Kim  Lawgun - Democracy Advisor

Authorisers

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

 


Ōrākei Local Board

20 February 2020

 

 

 


 

 


 

 


 

 


Ōrākei Local Board

20 February 2020

 

 

Auckland Council’s Quarterly Performance Report: Ōrākei Local Board for quarter two 2019/2020

File No.: CP2020/00890

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide the Ōrākei Local Board with an integrated quarterly performance report for quarter two, 1 October – 31 December 2019.

Whakarāpopototanga matua

Executive summary

2.       This report includes financial performance, progress against work programmes, key challenges the board should be aware of and any risks to delivery against the 2019/2020 work programme.

3.       The work programme is produced annually and aligns with the Ōrākei Local Board Plan outcomes.

4.       The key activity updates from this quarter are:

·   (ID 1978) Andersons Beach – renew retaining seawall: This project is scheduled to be completed in February/March 2020

·   (ID 3647) Tahapa Reserve East/West Improvements: This project was conditionally completed in December 2019

·   (ID 3724) Ladies Bay Steps: This project was completed in December 2019.

5.       All operating departments with agreed work programmes have provided a quarterly update against their work programme delivery. Activities are reported with a status of green (on track), amber (some risk or issues, which are being managed) or grey (cancelled, deferred or merged). The following activities are reported with a status of red (behind delivery, significant risk):

·   (ID 2067) Colin Maiden Park – develop site - stage 2: This project has been deferred until Financial Year 2023/2024

·   (ID 3785) The Landing Reserve – develop dinghy access ramp: Findings from the strategic assessment will be shared with the local board at a workshop on 13 February 2020.

6.       The financial performance report for the quarter is attached but is excluded from the public. This is due to restrictions on the release of half-year financial information until the Auckland Council Group results are released to the New Zealand Stock Exchange (NZX) on 28 February 2020.

 

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a)      receive the performance report for quarter two ending 31 December 2019.

b)      note the financial performance report in Attachment B of the report will remain confidential until after the Auckland Council Group half year results are released to the NZX which are expected to be made public on 28 February 2020.

 

Horopaki

Context

7.       The Ōrākei Local Board has an approved 2019/2020 work programme for the following operating departments:

·   Arts, Community & Events;

·   Auckland Tourism, Events, & Economic Development (ATEED);

·   Community Facilities: Build, Maintain & Renew;

·   Community Services: Service, Strategy & Integration;

·   Infrastructure and Environmental Services;

·   Libraries;

·   Parks, Sports & Recreation;

·   Community Leases.

8.       Work programmes are produced annually, to meet the Ōrākei Local Board outcomes identified in the three-year Ōrākei Local Board Plan. The local board plan outcomes are:

·   Our local parks and open spaces are valued and enjoyed;

·   Our residents are proud of their community facilities and public places;

·   People can move around our area easily and safely;

·   The natural environment is valued, protected and enhanced by our communities;

·   A thriving economy which supports local businesses and town centres.

9.       The graph below shows how the work programme activities meet Local Board Plan outcomes. Activities that are not part of the approved work programme but contribute towards the local board outcomes, such as advocacy by the local board, are not captured in this graph.

Graph 1: Work programme activities by outcome

Tātaritanga me ngā tohutohu

Analysis and advice

Ōrākei Local Board Work Programme Snapshot

10.     The graph below identifies work programme activity by RAG status (red, amber, green and grey) which measures the performance of the activity. It shows the percentage of work programme activities that are on track (green), in progress but with issues that are being managed (amber), activities that have significant issues (red) and activities that have been cancelled/deferred/merged (grey).

Graph 2: Work programme performance by RAG status

 

11.     The graph below shows the stage of the activities in each department’s work programmes. The number of activity lines differ by department as approved in the local board work programmes.

Graph 3: Work programme performance by activity status and department

Key activity updates from quarter two

12.     The following are progress updates and achievements of key activities in the local board work programmes for the second quarter:

·   (ID 1978) Andersons Beach – renew retaining seawall: The foundation and seawall are nearing 90 per cent completion. Physical works and stairway revetment will continue into 2020 and are scheduled for February/March 2020 completion

·   (ID 3647) Tahapa Reserve East/West Improvements: Feeder links for the Glen Innes to Tamaki Drive Shared Path have been progressed within Tahapa Reserve to meet the future connection of Section 2 of the Shared Path. The playground in Tahapa Reserve West has been upgraded with new facilities and additional play assets. Overall this project is completed to the extent that its feeder links still require eventual connection to Section 2 of the Glen Innes to Tamaki Shared Path

·   (ID 3724) Ladies Bay Steps: This project is complete as of December 2019 and provides renewed and safer access to the beach.

Activities with significant issues

13.     The following projects are delayed due to significant issues or challenges:

·   (ID 2067) Colin Maiden Park – develop site - stage 2: this project is awaiting the findings from the transport and circulation analysis which will inform the wider transport infrastructure needs of the Colin Maiden Precinct and subsequent redevelopment. This project has been deferred to Financial Year 2023/2024 as regional growth funding has been reprioritised towards other regional priorities

·   (ID 3785) The Landing Reserve – develop dinghy access ramp: a comprehensive strategic assessment has been completed which included engagement with mooring owners and boat users to determine viability for this facility. The findings of this assessment will be presented to the local board at a workshop on 13 February 2020. The results should determine whether the local board has enough information to either progress with a detailed design and delivery, or to stop the project completely.

Activities on hold

14.     The following work programme activities have been identified by operating departments as on hold:

·   (ID 1443) 4 Victoria Avenue, Remuera – Lease to the Royal New Zealand Plunket Trust: This lease project is subject to an optimisation programme and is deferred until the existing lease is terminated and the group relocated to a new site. This lease has been varied to allow early termination of the existing lease prior to 1 July 2020.

·   (ID 1444) 4 Victoria Avenue, Remuera – Lease to Citizens Advice Bureau (CAB): This lease project is subject to an optimisation programme and Citizen’s Advice Bureau's relocation plans to Ōrākei Community Centre. Community Places staff are working with Citizens Advice Bureau on occupation agreement options for new premises at Ōrākei Community Centre. The outcome of these negotiations will determine if a community lease is required.

Tauākī whakaaweawe āhuarangi

Climate impact statement

15.     Receiving performance monitoring reports will not result in any identifiable changes to greenhouse gas emissions.

16.     Work programmes were approved in June 2019 and delivery is already underway. Should significant changes to any projects be required, climate impacts will be assessed as part of the relevant reporting requirements.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

17.     When developing the work programmes council group impacts and views are presented to the boards.

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

Local impacts and local board views

18.     This report informs the Ōrākei Local Board of the performance for quarter two ending 31 December 2019.

Tauākī whakaaweawe Māori

Māori impact statement

19.     The following activities are identified as contributing positively to Māori outcomes:

·   (ID 955) Celebrating Te Ao Māori and strengthening responsiveness to Māori: Whakatipu i te reo Māori – Ōrākei: Māori story time and learning waiata with ukuleles continues to take place at both St Heliers and Remuera libraries. Bilingual Te Reo story sessions are held on Mondays at St Heliers library and are popular.

20.     The following activities have been identified as partnership activities with mana whenua:

·   (ID 539) Pourewa Valley Integrated Plan: this project involves the development and delivery of a masterplan for the Pourewa Valley. It will involve extensive community, stakeholder and partner engagement, and collaboration with Ngāti Whātua Ōrākei, and is tied to the May 2019 Ōrākei Visual Framework.

Financial Performance

21.     Auckland Council currently has several bonds quoted on the NZX as a result, the council is subject to obligations under the NZX Main Board & Debt Market Listing Rules and the Financial Markets Conduct Act 2013 sections 97 and 461H. These obligations restrict the release of half-year financial reports and results until the Auckland Council Group results are released to the NZX on 28 February. Due to these obligations, the financial performance attached to the quarterly report is excluded from the public and is under confidential cover.

Ngā ritenga ā-pūtea

Financial implications

22.     This report is for information only and has no associated financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

23.     While the risk of non-delivery of the entire work programme is rare, the likelihood for risk relating to individual activities does vary. Capital projects, for instance, are susceptible to more risk as on-time and on-budget delivery is dependent on weather conditions, approvals (e.g. building consents) and is susceptible to market conditions.

24.     The approved Community Facilities 2019/2020 work programme and 2020-2022 indicative work programme include projects identified as part of the Risk Adjusted Programme (RAP).  These are projects that the Community Facilities delivery team will progress, if possible, in advance of the programmed delivery year. This flexibility in delivery timing will help to achieve 100 per cent financial delivery for the 2019/2020 financial year, by ensuring that if projects intended for delivery in the 2019/2020 financial year are delayed due to unforeseen circumstances, other projects can be progressed while the causes for delays are addressed.

25.     Information about any significant risks and how they are being managed and/or mitigated is addressed in the ‘Activities with significant issues’ section.

Ngā koringa ā-muri

Next steps

26.     The local board will receive the next performance update following the end of quarter three (31 March 2020).

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Ōrākei Quarterly Performance Report December 2019 Local Board Work Programme Update 2019/2020 Q2 (Under Separate Cover)

 

b

Ōrākei Quarterly Performance Report December 2019 - Financial Appendix - Confidential

 

     

Ngā kaihaina

Signatories

Author

Nick Palmisano - Local Board Advisor - Ōrākei

Authoriser

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

 


Ōrākei Local Board

20 February 2020

 

 

Appointment of LGNZ Lead and nominee for LGNZ Conference 2020

File No.: CP2020/01018

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To appoint a lead for Local Government New Zealand (LGNZ) matters and nominate a representative to attend the 2020 LGNZ Annual Conference and General Meeting.

Whakarāpopototanga matua

Executive summary

2.       Local boards are invited to appoint a lead (and alternate) on Local Government New Zealand (LGNZ) matters. The lead will be the main contact for all LGNZ issues and will represent the local board at meetings of Auckland/LGNZ zone and any related meetings.

3.       The LGNZ Annual Conference and General Meeting (AGM) takes place at the ASB Theatre Marlborough in Waiharakeke Blenheim from 8am Thursday 16 July to 3pm Saturday 18 July 2020.

4.       Local boards are invited to nominate a representative to attend the LGNZ conference. This can be the local board appointed LGNZ lead or another member of the local board. Given the cost of and overall numbers of elected member attendance, staff recommend that one member per local board attend.

5.       In addition to the official delegates, LGNZ requires prior notice of which local board members plan to attend the AGM. Members wishing to attend are asked to register their intention with the Kura Kāwana programme by Friday 17 April 2020 so that this information can be provided to LGNZ.

 

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a)      appoint a lead and alternate for LGNZ related matters for the 2019-2022 triennium and task these members with representing the local board at Auckland/LGNZ meetings.

b)      nominate one elected member per local board to attend the Local Government New Zealand 2020 Conference and Annual General Meeting in Waiharakeke Blenheim, Thursday 16 July to Saturday 18 July 2020.

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

d)      note that any members who wish to attend the AGM must provide their names to the Democracy Services Business Hub team by Friday 17 April 2020 to ensure that they are registered with Local Government New Zealand.

 

 

Horopaki

Context

6.       LGNZ is an incorporated society of local government organisations whose primary objective is to represent and advocate for the interests of local authorities in New Zealand. LGNZ champions policy positions on key issues that are of interest to local government and holds regular meetings and events throughout the year for members. The schedule of meetings includes an annual conference and meetings of local government geographical clusters (known as LGNZ zones) and sectors.

7.       LGNZ is governed by a National Council made up of representatives from member authorities as outlined in the constitution. Some of its work is conducted through committees and working groups which include representatives from member auhorities.

8.       Elected members who have been formally appointed to LGNZ roles are:

Elected Member

Appointed role

Mayor Phil Goff

National Council representative for Auckland

Auckland Council representative on the Metropolitan Sector Group

Councillor Pippa Coom

Local Board Member Richard Northey

National Council representative for Auckland (appointed by Governing Body)

National Council representative for Auckland (appointed by local boards)

Deputy Mayor Bill Cashmore

Auckland Council representative on Regional Sector

 

Meetings of Auckland/LGNZ (Auckland Zone)

9.       As part of recent changes to the LGNZ Rules, Auckland Council is no longer part of LGNZ Zone 1 but is expected to organize itself, with its multiple local boards and Governing Body, as an informal LGNZ zone.

10.     Meetings of the Auckland/LGNZ zone have been scheduled on a biannual basis. These meetings will be co-chaired by the two Auckland representatives appointed to the LGNZ National Council by the Governing Body (Councillor Pippa Coom) and local boards’ (Member Richard Northey).

11.     Meetings of the Auckland/LGNZ zone will be open to all elected members but formal representation will sit with the nominated leads.

LGNZ Annual conference and AGM 2020

12.     This year the LGNZ conference and AGM will be held at the ASB Theatre Marlborough, Waiharakeke Blenheim, Thursday 16 July to Saturday 18 July 2020.

13.     The conference takes place over the first two days commencing at 9.30am on Thursday 16 July 2020 and closing with the LGNZ Excellence Awards on the evening of Friday 17 July 2020.

14.     The conference programme has the theme “Natural Capital”. The final programme will be publicly available at the end of February however we have had indication from LGNZ that the programme is expected to include addresses from the Prime Minister, various political leaders and President of LGNZ as well as sessions on the following topics

·   Natural capital - the Marlborough story

·   Fishes in the river, fishes in the sea (Water, aquaculture and the Resource Management Act)

·   Tourism – working together to care for people, place and culture

·   Building towards sustainable supply (housing)

·   Resilience in the face of natural hazards (infrastructure and communities)

·   Cultural wellbeing plenary session

·   Interactive workshops on cultural, economic, environmental and social well-being

·   Tours, showcases and dinners.

15.     The AGM takes place on the last day of the conference from 9.30am to 12.30pm.  The LGNZ constitution permits the Auckland Council to appoint four delegates to represent it at the AGM, with one of the delegates being appointed as presiding delegate.

16.     Traditionally the four AGM delegates have been the Mayor, the Chief Executive and two Governing Body members who hold LGNZ roles. Delegates in 2019 were Mayor Phil Goff, Deputy Mayor Bill Cashmore, Councillor Penny Hulse and Local board Chair Pippa Coom.

17.     The Governing Body will consider an item on AGM attendance at its meeting on 27 March 2020 which includes the recommendation that Mayor Phil Goff be the presiding delegate and the other three delegates be comprised of either:

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

b)         one member of the Governing Body who holds a formal representation role with LGNZ and the Chief Executive, and a local board member; or

c)         two members of the Governing Body who hold a formal representation role with LGNZ and a local board member.

18.     In addition to the official delegates, LGNZ requires prior notice of which local board members plan to attend the AGM. Attendance at the AGM is not compulsory for conference participants.

Pre-conference meetings

19.     On Wednesday 15 July 2020, there will be a pre-conference meeting of the National Council as well as a Te Maruata Hui. Elected members that are on these two groups and wish to attend these meetings would need to arrive earlier than other meeting participants.

Tātaritanga me ngā tohutohu

Analysis and advice

Meetings of Auckland/LGNZ (Auckland Zone)

20.     Local boards are requested to appoint a lead for the 2019-2022 triennium. The lead’s responsibilities include:

·   attend and represent the local board at meetings of Auckland/LGNZ zone and other LGNZ meetings, as appropriate

·   be the main contact for the local board on all LGNZ matters

·   share information from Auckland/LGNZ and other LGNZ-related meetings attended with the local board.

    LGNZ Annual conference and AGM 2020

21.     In 2020, with the venue in Waiharakeke, Blenheim and given the cost and overall numbers of elected member attendance, it is recommended that one member per local board attend. Having one attendee per local board means a maximum of 21 Auckland Council local board members would attend the conference.

22.     The annual conference and AGM are two separate meeting sessions.

23.     Local board members are invited to attend and take part in the conference.

24.     For the AGM, member authorities will be represented by officially appointed delegates. Members who are not appointed delegates can attend as observers provided they are included in the AGM registration form. Local board members who wish to attend the AGM as observers must register their intention with the Democracy Services Business Hub team by Friday 17 April 2020 so that their names can be included on the AGM registration form.

25.     Local board members who attend the conference and/or AGM are strongly encouraged to report back to their local boards on proceedings at the conference. This ensures members who do not attend can still benefit from this opportunity.

Tauākī whakaaweawe āhuarangi

Climate impact statement

26.     Conferences and events involving multiple participants especially those requiring long distance travel can generate a sizable carbon footprint. This is due to emissions associated with flights, car and taxi travel, hotel and event site emissions.

27.     Estimates for emissions associated with travel to Blenheim or travel within Auckland for local meetings have not been calculated at the time of writing this report. Emissions, when known, can be offset through a verified carbon offset programme at a small cost.

28.     Other opportunities to reduce emissions include:

a)      reducing the number of delegates to the Blenheim conference as recommended

b)      encouraging participants to opt for public transport options when attending meetings in Auckland

c)      encouraging delegates to provide updates to their local boards, including the option of daily updates from the conference and meetings via the local board facebook pages, so that non-attendance does not disadvantage other members

d)      ensuring elected members are aware of the session recordings that LGNZ will make available after the conference.  LGNZ have advised that they don’t webcast or live stream any parts of the conference as they try to encourage as many people as possible to attend in person.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

29.     There are no impacts for CCOs or departments of council as the focus is on elected members attendance at meetings including the LGNZ conference.

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

Local impacts and local board views

30.     LGNZ advocates for issues that are important to local government. Many of these issues are aligned with local board priorities e.g. climate change. As such, there is interest at local board level in staying across the work of LGNZ and in identifying and harnessing opportunities to progress other advocacy areas that local boards may have.

31.     Having a dedicated lead who can attend Auckland meetings on LGNZ matters and who can be part of future discussions about remits and other topics, will enable local boards and their communities to continue to be informed and give considered input to work being led by LGNZ.

32.     The LGNZ Annual conference is always of interest to local board members. They provide a unique networking opportunity for local government leaders from around the country and the agenda of these meetings are designed to support local leaders in their roles and responsibilities. This is in line with the purpose of the elected member development programme which is to support elected members as governors and decision-makers.

Tauākī whakaaweawe Māori

Māori impact statement

33.     The work of LGNZ is expected to impact positively on Māori. LGNZ advocates on a variety of issues that are important to Māori including Māori housing, various environmental issues and Council-Māori participation/relationship arrangements. In addition, LGNZ provides advice including published guidance to assist local authorities in understanding values, aspirations and interest of Māori.

34.     The LGNZ National Council has a sub-committee, Te Maruata, which has the role of promoting increased representation of Māori as elected members of local government, and of enhancing Māori participation in local government processes.  It also provides support for councils in building relationships with iwi, hapu and Māori groups.  Te Maruata provides Māori input on development of future policies or legislation relating to local government. In the previous term Councillor Alf Filipaina was a member of the sub-committee.  Te Maruata will hold a hui on Wednesday 15 July 2020 from 10am to 4.30pm.

Ngā ritenga ā-pūtea

Financial implications

Meetings of Auckland/LGNZ (Auckland Zone)

35.     Meetings of Auckland/LGNZ are a new initiative being introduced this triennium following amendments to LGNZ zones. The two meetings for 2020 are scheduled for 13 March 2020 and 11 September 2020 and are not currently budgeted for. Staff will use existing resources and liaise with Kura Kāwana to identify combined opportunities for these meetings dates.

36.     Managing attendance numbers by only requiring attendance of leads, with others as optional attendees if they wish, should contribute towards keeping meeting costs down.

Annual conference and AGM 2020

37.     The normal registration rate for the LGNZ Conference and AGM is $1,410 (early bird) or $1,510 (standard). The total cost for early bird registration for 21 local board members is $29,610, with flights and accommodation additional.

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

Meetings of Auckland/LGNZ (Auckland Zone)

39.     The inaugural meeting of the Auckland Zone is planned for 13 March 2020. If a local board has not chosen an LGNZ lead by this date, they would need to select a member to attend this meeting as their official representative.

Annual conference and AGM 2020

40.     The key risk is of delayed decision-making which can impact costs and registration choices. The sooner the registration for the nominated local board member can be made, the more likely it is that Auckland Council can take advantage of early bird pricing for the conference and flights, all done via bulk booking. Delayed information may also impact registration into preferred conference streams or events.

41.     There is always a level of reputational risk associated with any financial expenditure. Large delegations to conferences can be costly hence the advice that only one per local board attend.

Ngā koringa ā-muri

Next steps

Meetings of Auckland/LGNZ (Auckland Zone)

42.     There are two planned meetings for the Auckland Zone in 2020. The inaugural meeting is scheduled for 13 March 2020 and the second meeting is on 11 September 2020.

43.     Preparations for the inaugural meeting are being made by staff with guidance from the co-chairs. The agenda will include a report from LGNZ Executive and will also include an update on the Localism project. The agenda will be made available to members closer to the time of the meeting.

Annual conference and AGM 2020

44.     Once members are confirmed to attend, the Democracy Services Business Hub team will co-ordinate and book all conference registrations, as well as requests to attend the AGM.

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.     

Ngā kaihaina

Signatories

Authors

Shirley  Coutts - Principal Advisor - Governance Strategy

Linda Gifford - Programme Manager – Elected Member Development

Authorisers

Louise Mason - GM Local Board Services

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

 


Ōrākei Local Board

20 February 2020

 

 

Chairman and Board Member February 2020 report

File No.: CP2020/01328

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide the Ōrākei Local Board Chairman and Members with the opportunity to provide an update on projects, activities and issues in the local board area.

 

Ngā tūtohunga

Recommendation/s

a)      That this report be received.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Chairman and Board Member February 2020 report

79

b

Photographs

83

c

Aircraft Noise Community Consultative Group meeting minutes

87

     

Ngā kaihaina

Signatories

Author

Kim  Lawgun - Democracy Advisor

Authoriser

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

 


Ōrākei Local Board

20 February 2020

 

 


 


 


 


Ōrākei Local Board

20 February 2020

 

 


 


 


Ōrākei Local Board

20 February 2020

 

 


 


 


 


 


 


 


 


Ōrākei Local Board

20 February 2020

 

 

Governance Forward Work Calendar

File No.: CP2020/00874

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To present the Ōrākei Local Board with a governance forward work calendar.

Whakarāpopototanga matua

Executive summary

2.       This report contains the governance forward work calendar, a schedule of items that will come before the Ōrākei Local Board at business meetings and workshops over the coming months. The governance forward work calendar for the local board is included in Attachment A to the agenda report.

3.       The calendar aims to support local boards’ governance role by:

·   ensuring advice on agendas and workshop material is driven by local board priorities

·   clarifying what advice is required and when

·   clarifying the rationale for reports.

4.       The calendar will be updated every month. Each update will be reported back to business meetings and distributed to relevant council staff. It is recognised that at times items will arise that are not programmed. Local board members are welcome to discuss changes to the calendar.

 

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a)      note the draft governance forward work calendar as at February 2020.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Governance Forward Work Calendar - February 2020

97

     

Ngā kaihaina

Signatories

Authors

Kim  Lawgun - Democracy Advisor

Authorisers

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

 


Ōrākei Local Board

20 February 2020

 

 


 


 


 


 


 


 


 


Ōrākei Local Board

20 February 2020

 

 

Resolutions Pending Action

File No.: CP2020/01263

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide the Ōrākei Local Board with an opportunity to track reports that have been requested from staff.

 

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board resolutions pending action report be noted.

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Resolution pending action register - February 2020

107

     

Ngā kaihaina

Signatories

Author

Kim  Lawgun - Democracy Advisor

Authoriser

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

 



Ōrākei Local Board

20 February 2020

 

 


Ōrākei Local Board

20 February 2020

 

 

Ōrākei Local Board Workshop Proceedings

File No.: CP2020/00367

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To note the records for the Ōrākei Local Board workshops held following the previous business meeting.

Whakarāpopototanga matua

Executive summary

2.       Local Board workshops are an informal forum held primarily for information or discussion purposes, as the case may be, and at which no resolutions or decisions are made.

3.       Attached are copies of the records for the Ōrākei Local Board workshops held on 28 November 2019 and 12 December 2019.

 

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board records for the workshops held on 28 November 2019 and 12 December 2019 be noted.

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Workshop proceedings - 28 November 2019

111

b

Workshop proceedings - 12 December 2019

113

     

Ngā kaihaina

Signatories

Author

Kim  Lawgun - Democracy Advisor

Authoriser

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

 


Ōrākei Local Board

20 February 2020

 

 


 


Ōrākei Local Board

20 February 2020

 

 


 


 

    

 


Ōrākei Local Board

20 February 2020

 

 

Exclusion of the Public: Local Government Official Information and Meetings Act 1987

That the Ōrākei Local Board

a)      note the confidential status of Attachment B - Ōrākei Quarterly Performance Report December 2019 - Financial Appendix Report to item 16: Auckland Council’s Quarterly Performance Report: Ōrākei Local Board for quarter two 2019/2020.

 

16        Auckland Council’s Quarterly Performance Report: Ōrākei Local Board for quarter two 2019/2020 - Attachment b - Ōrākei Quarterly Performance Report December 2019 - Financial Appendix

Reason for passing this resolution in relation to each matter

Particular interest(s) protected (where applicable)

Ground(s) under section 48(1) for the passing of this resolution

The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.

s7(2)(j) - The withholding of the information is necessary to prevent the disclosure or use of official information for improper gain or improper advantage.

In particular, the report contains detailed financial information that have an impact on the financial results of the Auckland Council group as at 31 December 2019 that require release to the New Zealand Stock Exchange..

s48(1)(a)

The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.

 

 


Ōrākei Local Board

20 February 2020

 

 

 

 

 

 

 

 

ATTACHMENTS

 

Item 9.5      Attachment a    Public Forum presentation supporting documents Page 121


Ōrākei Local Board

20 February 2020