Agenda of Extraordinary Meeting of the Rodney Local Board

Rodney Local Board

13 May 2020

Attendance at local board meetings during the Epidemic Preparedness (COVID-19) Notice period

File No.: CP2020/04558

Te take mō te pūrongo

Purpose of the report

1. To recommend an amendment to the local board’s standing orders in order to provide for attendance of non-members at local board meetings via audio or audio-visual link.

Whakarāpopototanga matua

Executive summary

2. This report updates the local board on the temporary arrangements for local board meetings enabled by the COVID-19 Response (Urgent Management Measures) Act 2020 and provides options for implementing similar arrangements for non-members.

3. The COVID-19 Response (Urgent Management Measures) Act 2020 temporarily amends the existing legislative restrictions for local government on remote attendance for elected members and minimum quorum at local board meetings. This now enables meetings to proceed by audio-visual link, changes how meetings can be open to the public and how members of the public receive the agenda and minutes.

4. The current local board standing orders (Attachment A to the agenda report) do not provide for non-members, specifically members of the public and Māori, to give input via audio or audio-visual link.

5. The Local Government Act 2002 (LGA) requires that a person other than a member of the local board may participate by means of audio link or audio-visual link if the standing orders of the local authority permit this and if the chair is satisfied that all conditions and requirements in the standing orders are met. (Clause 25A(2), Schedule 7, LGA). Local board standing orders do not currently allow for this.

6. Auckland Council will be using Skype for Business for local board meetings. Attendance by members and non-members (if approved) will be facilitated by phone (audio only) or Skype video (audio-visual) via Skype for Business app.

7. An amendment to Standing Orders to enable electronic attendance can either be reversed at a future date or maintained to support that attendance in the future, where it is available.

Ngā tūtohunga

Recommendation/s

That the Rodney Local Board:

a) note the temporary amendments pursuant to the COVID-19 Response (Urgent Management Measures) Act 2020 which allows members to attend meetings by audio-visual link, as of right and despite anything to the contrary in standing orders and to be counted for the purposes of quorum

b) amend its standing orders by including a new Standing Order 3.3.10 that reads as follows:

Attendance of non-members by electronic link

A person other than a member of the local board may participate in a meeting of the local board by means of audio link or audio-visual link if the person is otherwise approved to participate in accordance with Standing Orders Sections 6 and 7

c) amend its Standing Order 7.8.5 to provide discretion to the chair of the meeting to decline Public Forum requests via audio or audio-visual link.

Horopaki

Context

COVID-19 Response (Urgent Management Measures) Act 2020

8. In late March 2020, central government enacted an omnibus bill that amended various acts of parliament including the LGA and the Local Government Official Information and Meetings Act 1987 (LGOIMA).

9. The amendments to the LGA and LGOIMA enable local authorities to have meetings by audio-visual link (given the restrictions regarding physical distancing and Alert Level 4) and support the effective operation of those meetings by removing conditions associated with the right to attend meetings by audio or audio-visual link.

10. These amendments only apply while the Epidemic Preparedness (COVID-19) Notice 2020 is in force and will be repealed when that notice expires or is revoked.

Amendments to LGA

11. The amendments to the LGA modify Clause 25A, Schedule 7 so that a member of a local authority has the right to attend any meeting by audio or audio-visual link, regardless of what is provided for in the local authority’s standing orders. It also modifies clause 25A so that a member attending by audio link or audio-visual link is counted for the purposes of quorum.

Amendments to LGOIMA

12. The amendments to LGOIMA include modifying s 47 so that the requirement for meetings of local authorities to be ‘open to the public’ may be met during Alert Level 4 and other restrictions on physical distancing. The amendment redefines ‘open to the public’ to mean that the local authority:

a) if it is reasonably practicable, enables access to the meeting by broadcasting live the audio or video of the meeting (for example, by broadcasting it on an Internet site); and

b) does one or both of the following as soon as practicable after the meeting ends:

i. makes an audio or a video recording of the meeting available on its Internet site

ii. makes a written summary of the business of the meeting available on its Internet site.

13. This amendment does not anticipate public involvement as part of the meeting itself but ensures the public can access or view meeting proceedings online (either live or after the meeting) or through reviewing the summary.

14. Other amendments to LGOIMA include:

· Modifying s 46A so that agendas and reports for the meetings may be made available on the local authority’s internet site instead of at offices and other physical locations.

· Modifying s 51 so that minutes of meetings may be made available on the local authority’s internet site instead of at offices and other physical locations.

· The changes made by the COVID-19 Response (Urgent Management Measures) Act 2020 now supersede some of the provisions in the local board standing orders and the restrictions on physical distancing and from Alert Level 4 now limit the opportunity for public input.

Local Board Standing Orders

15. The LGA requires local authorities to adopt a set of standing orders for the conduct of its meetings and those of its committees (Clause 27, Sch 7). Each local board has adopted its standing orders which have been developed from a template.

16. As a result of the statutory amendments listed in this report, the follow standing orders have been temporarily superseded:

· 3.3.2 Member’s status – quorum and vote

· 3.3.3 Conditions for attending by electronic link

· 3.3.4 Request to attend by electronic link

· 7.3.1 Information to be available to the public

· 7.3.2 Availability of agendas and reports

· 8.2.1 Inspection of minute books

17. There are additional provisions in standing orders that may require further consideration if the local board wishes to enable these to continue during the Epidemic Preparedness (COVID-19) Notice period. These relate to input and participation by Māori and the public.

18. Clause 25A(2), Schedule 7 of the LGA requires that a person other than a member of the local authority may participate by audio link or audio-visual link if the standing orders of the local authority permit this and if the chair is satisfied that all conditions and requirements in the standing orders are met.

19. The current standing orders do not currently provide for non-members, if required and approved to do so, to give input by means of audio link or audio-visual link.

20. Other participants at local board meetings include Governing Body members and staff. The LGA and the recent amendment provide the right for any member of a local authority or committee to attend any meeting of a local authority by audio-visual link (unless lawfully excluded). This can be interpreted broadly to extend to meetings where the elected member may not be a decision-maker or be participating in the decision at all. As such, Governing Body members participation may be by audio or audio-visual link and the process for providing them with speaking rights remains under standing orders.

Tātaritanga me ngā tohutohu

Analysis and advice

21. In performing their role, local boards are required to act in accordance with the principles contained in s 14(1) of the LGA including the requirement for the council to conduct its business in an open, transparent and democratically accountable manner and make itself aware of and have regard to the views of all of its communities.

22. While the LGA does not specifically require public input to be provided for at local board meetings, the standing orders approved by the local board reflects the principles in s 14 LGA by providing for public attendance and enabling public input at meetings.

23. In order to continue to provide this opportunity as well as facilitate input by Māori and the public, the standing orders require amending.

Standing Orders Section 6 Māori Input

24. Speaking rights for Māori organisations or their nominees are granted under standing orders for the purpose of enabling Māori input, if any, to any item on the agenda of a meeting.

25. To ensure this right can be exercised during the Epidemic Preparedness (COVID-19) Notice period, provision needs to be made enabling any input to be given by audio or audio-visual link.

Standing Orders 7.7 Deputations and 7.8 Public Forum

26. The provisions for public input in standing orders are one of the ways that local boards give effect to the requirements of the LGA (s 78 and s 79).

27. The LGA provides that in the course of its decision-making, a local authority must consider the views and preferences of persons likely to be affected by or have an interest in the matter. The LGA does not specify how those views are to be obtained or what form that consideration should take. It does not require a public forum at meetings.

28. However, the LGA gives local authorities discretion as to how to comply with s 78 and what to consider. Through their standing orders, local boards and the Governing Body have chosen to enable public input through deputations and public forum at their meetings as one way to obtain community views, among other things.

29. To ensure this opportunity can continue to be made available during the Epidemic Preparedness (COVID-19) Notice period, provision must be made in standing orders to receive this by audio or audio-visual link.

Proposed amendment

30. This report recommends that input from non-members continue to be enabled during the Epidemic Preparedness (COVID-19) Notice period. This requires an amendment to the standing orders.

31. An amendment to standing orders requires a 75% majority vote.

32. A similar amendment has been made by the Governing Body to their standing orders. It is desirable to ensure consistency across the governance arms of Auckland Council. The Governing Body resolutions are as follows:

Resolution GB/2020/33 (n) That the Governing Body amend standing orders by inserting a new Standing Order 3.3.10 as follows:

Attendance of non-members by electronic link A person other than a member of the Governing Body, or the relevant committee, may participate in a meeting of the Governing Body or committee by means of audio link or audio-visual link in emergencies if the person is otherwise approved to participate under these standing orders (such as under Standing Order 6.2 “Local board input” or 7.7 “Public input”.)

Resolution GB/2020/33 (p) That the Governing Body agree to change Auckland Council’s Standing Orders to provide full discretion to the chair of the Emergency Committee to decline public input requests

33. The local board’s standing orders currently gives discretion to the chair to decline deputations but not public forum requests. Giving discretion to the chair to manage requests for public forum during this time can ensure the requirements of the LGA regarding the provision of the technology requirements, can be supported.

Technology options available

34. Where attendance by audio or audio-visual link is permitted, the LGA requires that the chair of the meeting ensures:

· that the technology for the audio link or audio-visual link is available and of suitable quality

· that the procedure for use of the technology will ensure that participants can hear and be heard by each other.

35. The chair’s discretion will need to be exercised where the technology and quality cannot be guaranteed.

36. The audio and audio-visual link options available for non-member input are provided by Auckland Council through Skype for Business:

Option	Ability
Audio link only Attend Skype for Business meeting via phone.	· No ability to see presentations being shared or to see and be seen by local board members attending the meeting · Only technical equipment required is a landline or mobile telephone
Audio-visual link Video and audio attend Skype for Business meeting	· Allows non-member to see both presentations being shared and to see and be seen by the local board members attending · Requires a mobile phone or a computer device with an internet connection

Option

Ability

Audio link only

Attend Skype for Business meeting via phone.

· No ability to see presentations being shared or to see and be seen by local board members attending the meeting

· Only technical equipment required is a landline or mobile telephone

Audio-visual link

Video and audio attend Skype for Business meeting

· Allows non-member to see both presentations being shared and to see and be seen by the local board members attending

· Requires a mobile phone or a computer device with an internet connection

37. If enabled under standing orders, non-members who wish to give input would need to contact the local board with a request to attend. If approved by the chair, information on how to join the meeting using audio and audio-visual link options above will be sent out to the attendee by staff.

Summary of meeting

38. Where it is not reasonably practicable for the public to attend the meeting through a broadcast and/or peruse a recording after it has happened, a summary of the meeting will need to be provided by staff.

39. A summary in this context would be different from the content of agendas, reports and minutes which are all separately required to be publicly available. It should contain the thrust or key points of the discussion or debate at the meeting keeping in mind that its purpose is to provide an alternative to an audio or video recording of the meeting, in a situation where the public is not able to attend and hear this discussion themselves.

40. The ordinary definition of a summary is a brief statement or account of the main points of something. While the appropriate level of detail is likely to vary depending on what is being discussed at meetings, a summary is not expected to include verbatim notes.

Tauākī whakaaweawe āhuarangi

Climate impact statement

41. This decision is procedural in nature and any climate impacts will be negligible. The decision is unlikely to result in any identifiable changes to greenhouse gas emissions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

42. Staff attendance at meetings, while not specifically provided for, is a necessary part of local board meetings and as such is expected to take place using audio-visual link.

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

Local impacts and local board views

43. This report seeks to amend the local boards standing orders to enable public input and Māori input at meetings.

Tauākī whakaaweawe Māori

Māori impact statement

44. This report seeks a decision that will ensure Māori input can continue to be given during the Epidemic Preparedness (COVID-19) Notice period.

45. This will ensure Māori are not prevented from giving input at a meeting on any matter that may be of interest to them.

Ngā ritenga ā-pūtea

Financial implications

46. The decision to amend standing orders is of a procedural nature and is not considered to have financial implications on Auckland Council.

47. The scaling up of technology to ensure compliance with COVID-19 Response (Urgent Management Measures) Act 2020 is being done at a cost to the council. The costs are not known at this stage and will be factored into operational budgets.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

48. The objective of the recent legislative changes is to reduce public health risks and ensure compliance with social distancing measures and other restrictions in New Zealand’s COVID-19 alert levels response plan.

49. While this is not specifically required by legislation, permitting public input by audio or audio-visual link, if practicable, can ensure the local board can receive and consider views of its constituents on decisions that they are making.

50. There is a risk that the audio-visual option would only be taken up by a small number of constituents as this would only be available to those who have the technical devices and internet access. The software that will be used for meetings is Skype for Business which is free to download and use. However, the internet access costs or availability of technology/devices can be a limiting factor for some constituents. Constituents who do not have internet access can participate, if approved, by phone.

51. The report is seeking discretion for the local board chair to decline public forum requests. This delegation should be exercised with caution so as to not undermine the intention of standing orders (which currently provided some limited grounds to decline public input). There will be instances where it is reasonable to decline (noting these examples are not intended to be exhaustive), such as:

· where the technology cannot be provided or quality cannot be assured

· a need to manage time allocations for the agenda

· the matter is neither urgent nor the subject of a decision to be made at the meeting

· the request is offensive, repetitious or vexatious.

Ngā koringa ā-muri

Next steps

52. If approved, the amendments to standing orders can, if the local board chooses, continue beyond the Epidemic Preparedness (COVID-19) Notice period. Enabling these changes gives maximum flexibility for attendance of non-members at future meetings, including those with underlying health issues or compromised immune systems that may need to take extra precaution even after the Epidemic Preparedness (COVID-19) Notice period has ended.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Rodney Local Board Standing Orders	15

Ngā kaihaina

Signatories

Authors

Polly Kenrick - Business Manager, Local Board Services

Shirley Coutts - Principal Advisor - Governance Strategy

Authorisers

Louise Mason - GM Local Board Services

Lesley Jenkins - Relationship Manager

Rodney Local Board

13 May 2020

Endorsing the establishment of the Warkworth Business Improvement District (BID) Programme and targeted rate 2020/2021

File No.: CP2020/05132

Te take mō te pūrongo

Purpose of the report

1. To approve the establishment of the new Warkworth Business Improvement District programme and boundary area.

2. To seek endorsement to recommend that the Governing Body sets the targeted rate for the Warkworth Business Improvement District programme for the 2020/2021 financial year.

Whakarāpopototanga matua

Executive summary

3. Business Improvement Districts are areas within Auckland where local business and property owners have agreed to work together to improve their business environment and attract new businesses and customers.

4. Auckland Council supports business associations operating Business Improvement District programmes by collecting a targeted rate from commercial properties within a defined geographical area. The funds from the targeted rate are then provided by way of a Business Improvement District grant to the relevant business association.

5. Under the Auckland Council shared governance arrangements, local boards are allocated several decision-making responsibilities in relation to BIDs. This includes:

a. The establishment of new Business Improvement District programmes,

b. Changes to existing Business Improvement District programme maps; and

c. Recommends the Business Improvement District programmes targeted rate to the governing body

6. The business associations operating Business Improvement District programmes are incorporated societies that are independent of council.

7. Auckland Council Business Improvement District (BID) Policy 2016 (Hōtaka ā-Rohe Whakapiki Pakihi), known as the BID Policy, sets out the requirements to establish a new BID programme and boundary area, and the governance and reporting requirements of an operational BID programme.

8. Since the unsuccessful Warkworth BID ballot (March 2016), the One Warkworth Business Association has worked positively to build membership and support for a Business Improvement District programme.

9. The Rodney Local Board approved the proposed Warkworth BID establishment map, identified as version 1 (V1), (Attachment A to the agenda report), at its business meeting held on 11 December 2019, (resolution number RD/2019/157). However, subsequently during the voting process (March 2020), the Business Improvement District establishment map was amended. This amended Warkworth Business Improvement District map (V2), (Attachment B) is included in this report for board approval.

10. The council draft annual budget 2020/2021 and local board agreement consultation documents included the proposal to establish a new Warkworth Business Improvement District programme and targeted rate. This gave members of the public the opportunity to provide feedback on the proposal.

11. The Warkworth Business Improvement District programme will represent 593 business ratepayers and owners, with a proposed Business Improvement District targeted flat rate collection mechanism set at $500.00 + GST per rateable property, which will equate to a BID grant sum of approx. $135,000, effective from 1 July 2020.

12. Staff propose the local board approves establishment of the of the new Warkworth Business Improvement District programme and amended boundary map (V2), (Attachment B to the agenda report), and recommends the striking of the targeted rate. Staff are satisfied the One Warkworth Business Association has complied with the BID Policy to establish the new Business Improvement District programme.

13. Staff will advise the Governing Body of the local board’s decision as part of the Annual Budget 2020/2021 deliberations in June 2020.

14. After the Annual Budget is approved, the council collects the targeted rate funds and distributes them in quarterly Business Improvement District grant payments, effective from 1 July 2020, to allow the One Warkworth Business Association to implement programmes that improve the local business environment.

15. If the establishment of the Business Improvement District programme is approved, council staff will regularly monitor BID Policy compliance, and provide assistance to the One Warkworth Business Association as part of an active risk management programme to minimise the risk of inappropriate use of funds.

16. The One Warkworth Business Association, like all Business Improvement District -operating business associations, will play an important role in helping local businesses recover from the economic impact created by the COVID-19 pandemic.

Ngā tūtohunga

Recommendation/s

That the Rodney Local Board:

a) approves the establishment of the Warkworth Business Improvement District programme and amended boundary map (V2), as shown in Attachment B.

b) recommends to the Governing Body to set the Warkworth Business Improvement District targeted rate as shown in the Annual Budget 2020/2021.

c) at a flat rate of $500 + GST per rateable property, equating to a Business Improvement District grant sum of approx. $135,000 for the One Warkworth Business Association Incorporated.

Horopaki

Context

17. Tāmaki Makaurau is projected to attract another one million people in the next 30 years. This level of growth will present challenges and opportunities for Auckland town centres and commercial precincts.

18. Business Improvement Districts (BID) are areas within Auckland where local businesses and property owners have agreed to work together, with support from the council, to improve their business environment and attract new businesses and customers.

19. BID programmes are operated by independent business associations (incorporated societies), their programmes and services are provided according to their members’ stated priorities. In recognition of their independent status, the BID Policy does not prescribe standards for programme effectiveness. That is a matter for the business association members to determine. Staff, therefore, have no view on these factors. Staff assess whether the BID programme meets the BID Policy’s requirements.

20. BID programmes provide the opportunity for the council family to partner with business associations to seize on the opportunities from Auckland’s growth and respond locally to changing economic conditions.

21. BID programmes encourage collaboration to achieve greater local outcomes. They provide a mechanism to enable local boards to engage with the business sector in local town centres and business areas in a co-ordinated way.

22. If the One Warkworth Business Association Inc (OWBA) has its BID programme approved, they will be required to approve and sign the BID programme agreement. This agreement, signed by both the council and the business association, requires the parties to follow the responsibilities, processes and reporting requirements outlined in the BID Policy.

The BID Policy sets out the process for establishing a new BID programme

23. The BID Policy outlines the principles behind the council’s BID programme; creates the process for establishing new programmes, expanding, amalgamating and disestablishing existing BIDs; determines rating mechanisms; prescribes operating standards and guidelines; and sets accountability requirements.

24. Included in the BID establishment process the business association must develop and agree on:

· a list of eligible BID voters

· a BID business plan and operating budget, including the annual BID grant income needed to deliver the BID programmes to BID area and BID members,

· the BID boundary map area,

· the rating mechanism to be used to calculate the targeted rate

· host at least three public meetings encouraging eligible voters to attend and take part in an information briefing and question-and-answer session.

· hold an independent postal ballot to determine the level of support for the BID programme and targeted rate.

25. The BID Policy sets out the mandate for a successful ballot; ballots must achieve a threshold of at least 25% of the total voting forms returned. Of the returned votes, at least 51% of the voters must support the proposition raised on the voting form.

BIDs are funded by a targeted rate on commercial ratepayers

26. BID programmes are funded by a targeted rate applied to all commercial rated properties within a designated area around a town centre or commercial precinct.

27. Auckland Council supports business associations operating BID programmes by collecting the targeted rates and providing these funds, in their entirety, by way of a BID grant to the business association.

28. This revenue is paid to the business associations every quarter to provide a regular and sustainable income stream to implement an agreed work programme.

The Governing Body sets the targeted rate when it approves the Annual Budget

29. The recommendation in this report is to put into effect the Governing Body’s approval of the Annual Budget 2020/2021 and its setting (striking) of the targeted rates.

30. In accordance with the provisions of the Local Government Act 2002 and the Local Government (Rating) Act 2002, the Governing Body is authorised to make the final decisions on BID programme targeted rates.

One Warkworth Business Association Inc progress towards BID status

31. In October 2016 the new One Warkworth Business Association Inc was launched on the back of the unsuccessful 2016 BID ballot. The OWBA reviewed the 2016/2017 establishment project and identified a number of lessons for any future BID establishment.

32. Between 2017 and early 2019 the OWBA focused on identifying what needed to be done to strengthen the establishment project to ensure there was a strong foundation for a successful ballot before March 31, 2020.

33. The OWBA Annual General Meeting (AGM) held on 21 August 2019 provided the forum for members to vote to approve the proposed BID establishment map, identified as version 1 (V1), (Attachment A).

Local boards have allocated authority

34. Under the Auckland Council shared governance arrangements, local boards are allocated several decision-making responsibilities in relation to BIDs. In the case of a new BID programme the local board.

a) Approves the establishment of new BID programmes, including BID programme boundary maps

b) Recommends the BID programmes targeted rate to the Governing Body

35. The Rodney Local Board approved the proposed BID establishment map (V1) at its meeting held on 11 December 2019 (resolution number RD/2019/157).

36. The table below shows the reporting path for a BID expansion project and indicates in green where this project currently sits in that process.

37. This report provides a summary of the completed OWBA BID establishment process, provides information on any subsequent changes to the BID ballot documents and confirms if all aspects of the BID Policy have been successfully completed.

Tātaritanga me ngā tohutohu

Analysis and advice

The One Warkworth Business Association BID establishment project

38. The OWBA will play a significant role in facilitating and creating local economic development in the Rodney Local Board area and in particular will provide essential support in the post COVID-19 recovery.

39. The decision to progress a BID establishment followed growing interest from the Warkworth business community including business owners keen to be part of a collective group.

40. The OWBA successfully executed a comprehensive project plan to engage with all eligible voters. The plan included:

· A communications programme to highlight the opportunities, and benefits of a BID programme to the Warkworth business community

· A detailed database of eligible voters (business owners and property ratepayers) located within the proposed BID programme boundary

· Consultation with council staff regarding the approach to the establishment project and ballot

· Holding the required number of public meetings, encouraging eligible voters to attend and take part in an information briefing and question-and-answer session

41. Full details of the project are outlined in the OWBA report (Attachments C and D) to the agenda report).

The OWBA sets the BID boundary map, BID targeted rate mechanism and the BID grant amount needed to deliver its work programme

42. The OWBA board (executive committee) prepares the information for the new BID boundary map, the inaugural BID plan and operating budget for the following financial year, based on the feedback collected from those local businesses and property owners who qualify as eligible BID voters.

43. Staff worked within the BID Policy to help OWBA to identify the new BID establishment boundary map (V1) (Attachment A) which defines the BID programme and targeted rate area at the time of establishment. The purpose of the BID map is to capture:

· the geographical area council that defines the collection of the BID targeted rate

· the ratable properties for striking the BID targeted rate – these are the properties currently zoned business/industrial who will be paying a business rate at the time of the BID ballot

· the BID eligible voter – being business/industrial zoned ratepayer and business owner only

· the delivery area of the BID programme

44. Once the map (V1) was agreed staff provided OWBA with a rate modelling spreadsheet to help with their budget decision-making and identify the BID grant amount needed to deliver its work programme. The spreadsheet models the BID targeted rate collection, it includes options for changing the rating mechanism to see how each option influence the BID targeted rate for the BID ratepayer who will pay it. When considering a BID grant amount and rating mechanism, the OWBA must take into account:

· a fair and reasonable share of the targeted rate

· the benefit each BID member will receive from the BID programme spend

· what the local business and property owners can reasonably afford

45. The OWBA BID programme will represent 593 business ratepayers and owners, made up of 273 rateable properties and 566 business owners. The proposed BID flat rate mechanism of $500 + GST per rateable property (273) was agreed by members so as to set the maximum amount each BID rateable property will pay per annum. The flat rate will collect a BID grant of approximately $135,000 excluding GST, effective from 1 July 2020.

Deciding on the flat rate mechanism

45. The BID Policy provides three targeted rate mechanisms for setting the BID targeted rate:

a) Flat rate – up to a maximum of $500 per BID rateable property

b) Percentage against capital value of the commercial rated property – a calculation that identifies the rate in the dollar required to raise the BID grant amount.

c) Hybrid – a combination of the flat rate and percentage options – this is the preferred mechanism chosen by BID-operating business associations. This method manages the variances across property sizes/capital value and balances out the larger and smaller property BID targeted rates.

Option b and c above, allows the BID operating business associations to adjust (as per the BID Policy) their BID grant amount each year to better manage any increased costs to implementing and delivering their business plan and work programme.

46. Staff advised the OWBA of the financial limitations of using the flat rate mechanism, including the added pressure on the OWBA to develop additional income streams needed to supplement the BID grant in order to deliver programme benefits to BID members. However, despite the staff recommendation the OWBA membership were adamant they wanted to stay with the ($500) flat rate.

47. Staff will work with the OWBA when the time comes to reconsider this BID targeted rate mechanism.

The voting results achieved the required mandate supporting the establishment of the new BID programme and targeted rate

48. The OWBA association was responsible for distributing, sharing all relevant BID information and manage the engagement process with all eligible voters to ensure they have the information to make an informed voting decision.

49. Election Services Ltd, the independent polling service provider, was commissioned by the OWBA to undertake the ballot. The ballot was held between 16 February and 16 March 2020.

50. A total of 593 envelopes, representing all eligible voters, were lodged with NZ Post on 13 February 2020.

51. Each envelope contained the following:

· an OWBA BID programme information booklet (Attachment E to the agenda report) highlighting:

o the purpose of the ballot and the benefits of being part of the BID programme

o BID programme targeted rate information, the rating mechanism (a flat rate of $500 + GST per rateable property) and draft 2020/2021 budget

o original map of the Warkworth BID establishment area (V1)

· voting form

· information on voting online and a prepaid envelope for returning the ballot form

· contact details for eligible voters to seek further information.

52. The question on the OWBA voting form asked: Do you support the establishment of the Warkworth Business Improvement District (BID) programme delivered by the One Warkworth Business Association Inc and accordingly support the paying of a targeted rate?

53. During the balloting process, a property was identified that was located outside the proposed BID boundary map (V1) (Attachment A). On investigation, it was concluded this property should be part of the BID establishment process. A ballot envelope containing a voting form was sent to the eligible voter and the BID boundary map was amended and updated, identified as version 2 (V2), (Attachment B).

54. The result of the BID establishment ballot when voting closed at midday on 16 March 2020 showed that of a total of 583 eligible voters, 253 (42.7%) returned their vote. 88.14% (223) voted yes to the question. 11.07% (28) voted no.

55. Election Services Ltd has provided a report (Attachment F) outlining the ballot process, results and voting documents.

OWBA member approval

56. Following the close of the ballot, OWBA arranged to hold a Special General Meeting (SGM)
on 38 April 2020 to present to the OWBA members, for their approval, the ballot results and any amendments to the BID programme, the budget and the updated BID boundary map (V2) (Attachment B).

57. Due to the COVID-19 lockdown, the OWBA was permitted under its current constitution, to hold its SGM via SKYPE. The SGM agenda included the required special resolutions to approve the Warkworth BID establishment, the ballot result, all supporting documents including the updated BID boundary map (V2).

58. The SGM agenda included special resolutions approving:

· the updated BID boundary map (V2) and now includes the additional property identified during the ballot (Attachment B)

· the 2020/2021 budget

· the BID rating mechanism of $500 + GST per rateable property

· the ballot results

· the BID programme supporting documents

· approved a revised OWBA constitution – which staff confirm is not inconsistent with the BID Policy

· approve the signing of the council BID programme agreement.

59. The OWBA members passed the special resolutions and a copy of the SGM minutes are attached as Attachment G to the agenda report.

60. The results of the OWBA BID establishment ballot has identified there is a sufficient level of support from local businesses and property owners to establish this new BID programme and targeted rate.

61. Staff are satisfied OWBA has sufficiently met the requirements of the BID Policy, including achieving both the required mandate and an overwhelming BID ballot result, and advise the local board to recommend to the Governing Body the setting of the targeted rate.

Tauākī whakaaweawe āhuarangi

Climate impact statement

62. There are no impacts on emissions or increase resilience of communities to climate change resulting from the decision to establish this new BID programme and recommend to the Governing Body to set the BID targeted rate.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

63. Advocacy is a key service provided by business associations and those with BID programme-funded personnel are at an advantage. OWBA BID programme will ensure the views of its members are provided to council teams, including CCOs, on those plans and programmes that impact them.

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

Local impacts and local board views

64. The new BID programme supports the Rodney Local Board Plan 2017 and will contribute, specifically Outcome: Communities are influential and empowered.

65. The proposed Warkworth BID establishment information was included in the annual budget 2020/2021 consultation documents and the Rodney Local Board Agreement.

66. The Rodney Local Board approved the original proposed Warkworth BID establishment map at its business meeting on 11 December 2019 (resolution number RD/2019/157).

67. The amended updated Warkworth BID establishment map (Attachment B to the agenda report), post BID ballot is included in this report for local board approval.

68. Recommending that the Governing Body strikes the targeted rates for the establishment of the Warkworth BID programme and targeted rate operated by the OWBA, means the new BID programme will be funded from targeted rates on commercial properties in their district, and provide services in accordance with their members’ priorities as stated in their BID programme plan.

69. The local board’s views will be expressed by its appointed representative on the board (executive committee) of the OWBA. This liaison board member attends BID board meetings to ensure there is a direct link between the council and the operation of the BID programme.

70. Rodney Local Board has previously supported BID programmes, as it brings together local businesses to invest collectively in improvements that enhance the local business environment, such as improved security for business centres. A BID can also advocate to, and collaborate with, the council on behalf of local businesses.

Tauākī whakaaweawe Māori

Māori impact statement

71. Approving the new BID programme will have no adverse effects on, or particular benefits to, the Māori population.

72. At the 2018 Census, Māori make up more than 11.4% of the population living in the Rodney Local Board area, compared to 11.5% of Auckland. Individual business associations may, through operating their BID programme, identify opportunities for niche support or development of any Māori business sector in their role.

Ngā ritenga ā-pūtea

Financial implications

73. There are no financial implications for the local board. Targeted rates for BID-operating business associations are raised directly from commercial ratepayers in the district and used by the business association for improvements within that area. The council’s financial role is to collect the BID targeted rates and pass them directly to the association every quarter.

74. The targeted rate is payable by the owners of the commercial properties within the geographic area of the individual BID programme. In practice, this cost is often passed on to the business owners who occupy these properties. This cost may be harder to meet at a time when businesses are financially impacted by the Covid-19 pandemic. Council may be considering extending the rates remission policy to commercial property owners as part of the 2020/2021 annual plan. If approved, this would help mitigate impact of the targeted rate on ratepayers who are struggling financially.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

75. There are no direct financial risks to the local board or council that could result from this recommendation to endorse the BID targeted rate for OWBA.

76. The governance and operation of the OWBA BID programme will be subject to the BID Policy. The annual requirements of the BID Policy are intended to help minimise the potential for BIDs to misuse funds, by requiring each BID to plan for the intended use of funds, report on its activities to its members and to have its account audited.

77. The council staff will regularly monitor compliance with the BID Policy and provide an annual report to the local board as part of an active risk management programme to minimise inappropriate use of funds.

Ngā koringa ā-muri

Next steps

78. If the board support this report, it will recommend to the Governing Body that the BID targeted rate be set as part of the Annual Budget 2020/2021.

79. After the Annual Budget is approved, the council collects the targeted rate funds and distributes them in quarterly BID grant payments, effective from 1 July 2020, to the OWBA. This allows the OWBA to implement programmes that improve the local business environment and support businesses to recover from the COVID-19 pandemic.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	One Warkworth BID establishment map V1 Feb 2020	85
b ⇩	One Warkworth BID establishment map V2 Mar 2020	87
c ⇩	One Warkworth BID establishment report to Council 6 May 2020	89
d ⇩	One Warkworth BID establishment report to Council 6 May 2020 attachments	97
e ⇩	One Warkworth BID programme information booklet FINAL	129
f ⇩	Election Services Ltd One Warkworth ballot report	133
g ⇩	One Warkworth SGM minutes 28 April 2020 FINAL	143

Ngā kaihaina

Signatories

Author

Claire Siddens - BID Partnership Advisor

Authorisers

Alastair Cameron - Manager - CCO Governance & External Partnerships

Lesley Jenkins - Relationship Manager

Rodney Local Board

13 May 2020

Kumeū-Huapai Local Indoor Court Facility Service Requirements

File No.: CP2020/05549

Te take mō te pūrongo

Purpose of the report

1. To endorse the community and stakeholder engagement findings.

2. To approve the local indoor court facility service requirements.

3. To endorse progressing a potential facility partnership with the Kumeū Racquets Club.

4. To approve the location and facility options on Huapai Domain for consideration in the detailed business case.

Whakarāpopototanga matua

Executive summary

5. Rodney Local Board resolved an indoor court facility to be built in Kumeū – Huapai as its One Local Initiative project, part of the Long-term Plan (LTP) 2018-2028 [RD/2018/25].

6. We engaged with the Kumeū – Huapai community and sport club and code stakeholders between December 2019 and March 2020, to inform the service requirements and ensure the indoor court facility is fit-for-purpose to meet community needs (see Attachment A to the agenda report).

7. We received 359 responses to the online surveys through Have Your Say and People’s Panel and 125 sticker dot responses.

8. We also had more in-depth conversations with sport codes and club stakeholders to understand their needs and requirements for the proposed new facility and engaged with mana whenua at the Parks and Recreation – Mana Whenua North/West Iwi Forum. A number of iwi are interested in on-going involvement in the project.

9. The key findings from the community engagement support the functions of a local facility to provide opportunities to participate regularly and locally in indoor sports, physical fitness and wellness activities. Top responses to the survey included:

· indoor sports and activities – basketball, netball, badminton, indoor cricket (training), gymnastics for adults and futsal and trampolining for school aged children

· physical fitness and wellness activities – exercise machines, Pilates/yoga and weight training

· recreation programmes for school aged children – school holiday programmes.

10. Feedback aligns with activities anticipated for local facilities in the Community Facilities Network Plan (2015), with the exception of indoor cricket training, which requires bespoke facilities.

11. We received online survey feedback on other activities respondents would like to see at the facility. Swimming was the most popular activity mentioned but is out of scope for this facility.

12. All the sport stakeholders are supportive of the provision of indoor court facilities at Huapai Domain and indicate a high level of unmet demand for their sports that can be provided for at the new facility. Further validation of demand will be required through the detailed business case to understand the long-term impact of the Covid-19 situation on sport and recreation provision and activity levels.

13. The baseline service requirements focus on a local facility for the local community and are supported by the community engagement findings. The service requirements include:

· indoor sports leagues and casual-play (leisure) – two indoor courts with wooden floor, court divider, storage and portable scoreboard

· sport and recreation programmes – multipurpose room, maximising opportunities to utilise Huapai Domain facilities

· accessibility – suitable changing and toilet facilities, parking.

14. A level of fitness provision is signalled in the Community Facilities Network Plan (2015) and was supported through community engagement. Further analysis is recommended during the DBC phase to assess the appropriate level and viability of fitness provision in the facility.

15. The cricket community advocated for indoor cricket net training facilities. Indoor cricket net training facilities are not part of council’s core provision for local sports facilities and as Kumeū Cricket Club cannot contribute financially, they are not included in the baseline service requirements. The facility design could be future proofed for indoor cricket net training facilities to enable Kumeū Cricket Club to contribute to their development in the future.

16. Kumeū Racquets Club are a potential facility partner. They have confirmed their interest in exiting their existing facility in Kumeū and contributing capital funding to realise squash courts within the new facility. We recommend continuing negotiations with KRC during the DBC phase to confirm viability for both parties.

17. Four locations in Huapai Domain, within the vicinity of the existing netball courts, general training field and playground were assessed for their suitability to accommodate the proposed new facility. Two preferred location options were identified to take through the DBC. No competition sports fields will be displaced.

18. Indicative funding of $22.4 million was earmarked for the Rodney Local Board OLI in the Long-term Plan 2018-2028. Updated cost estimates show the baseline facility can be built within budget, although there will be an ongoing need to manage this through the design process and consideration of options.

19. Project risks include uncertainty around cost, time and sport demand and delivery implications of the COVID 19 situation, cost escalations, stakeholder and community expectations not being met and project delays. These risks will be managed through detailed investigations early in the design process, project management and communication.

Ngā tūtohunga

Recommendation/s

That the Rodney Local Board:

a) endorse the findings of the community and stakeholder engagement process

b) approve the baseline service requirements for the proposed Kumeū – Huapai local indoor court facility on Huapai Domain for inclusion in the detailed business case:

i) Indoor sports leagues and casual play requiring two indoor courts, wooden floor and 7-10m height, court dividers (dropdown/pull back), light levels suitable for recreational badminton, equipment storage and portable scoreboard

ii) Sport and recreation programmes requiring multipurpose room and indoor-outdoor flow

iii) Accessibility for full range of disabilities requiring suitable changing and toilet facilities and parking.

c) endorse further analysis during the detailed business case phase to assess the appropriate level and viability of fitness provision within the new facility

d) endorse future proofing the design of the Kumeū – Huapai local indoor court facility to accommodate an indoor cricket training facility should the Kumeū Cricket Club raise capital funds towards this additional facility in the future

e) endorse inclusion of an option for a potential facility partnership with Kumeū Racquets Club in the detailed business case to enable provision of a maximum of four squash courts, with associated online booking and access system and gallery seating, in addition to the baseline service requirements.

f) approve development of concept options in Huapai Domain for:

i) A two court indoor facility in Location A, adjacent winter football field 3 (refer Slide 24, Attachment A) and location D, adjacent winter football field 1 (refer Slide 25, Attachment A).

g) A two court indoor facility plus squash courts on Location A.

Horopaki

Context

20. The One Local Initiative (OLI) 10 Year Programme process was initiated through the 2018-2028 Long-term Plan in order to improve the local board advocacy process, including providing more comprehensive advice on local board advocacy projects. Whilst there was no guarantee of funding, the process was designed to give local board projects a better opportunity to be progressed through investigation, business cases and to be considered for funding.

21. Through the development of the OLI programme local boards submitted their key advocacy project for inclusion. Rodney Local Board’s key advocacy project is a local indoor court facility on Huapai Domain [RD/2018/25].

22. The proposal for an indoor court facility was initiated by existing clubs on Huapai Domain and the Kumeu Rackets Club (KRC) who had been working together over several years to progress a multi-sport development, including an indoor recreation space.

23. The local board supported the project by commissioning:

· a needs assessment in 2016 which confirmed the need for indoor courts and optimal location in the Kumeū – Huapai area

· a feasibility study in 2017 which confirmed Huapai Domain as the preferred site and identified a location and multisport development option for the partner organisations to focus on within the Domain.

24. The Auckland Indoor Court Plan (2019) outlines the need for indoor court facilities in the north west of Auckland. Sport preferences in the surrounding area are changing with an increase of 4300 indoor court users forecast by 2033. This is in addition to increased demand driven by local population growth which is projected to grow 35 per cent from 16,880 to 22,908 people between 2016 and 2031.

25. The KRC building is the only dedicated community indoor recreation facility for formal or informal sport within the Kumeū – Huapai area. The KRC service offer is limited to badminton, squash and pickleball and the building requires significant capital investment.

26. The Community Facilities Network Plan (2015) provides guidance on the provision of community facilities. The functions, provision approach and the ideal schedule of spaces for local facilities is outlined in table one below.

Table 1: Leisure facility provision

Functions

Provision approach

Rural

Ideal Schedule of Space

· Free-play

· Fitness

· Learning

· Relaxation

· Casual play

· Community programmes

Network to serve local catchments of up to 5 km

Rural -within 30 minute drive-time of a satellite town

Use affordable facility design as a base and customised in accordance with needs assessment.

Leisure base includes:

· At least two standard sized basketball courts

· Programme rooms

· Fitness space

27. The Community Facilities Network Action Plan (2019) includes a priority action to develop an indicative business case (IBC) for investment in indoor court provision in Rodney.

28. An IBC was prepared in 2019 based on three options:

· option one: indoor court provision of one-to-two courts in Rodney by 2026 (status quo)

· option two: two full-sized indoor courts with indoor cricket nets and squash courts in Kumeū – Huapai (One Local Board Initiative)

· option Three: two full sized indoor courts in Kumeū – Huapai.

29. The IBC noted there is a shortage of four indoor courts in the local board area, estimating a current gap of one indoor court in Kumeū – Huapai and surrounding rural areas, increasing to two by 2021.

30. In July 2019 the Environment and Community Committee approved the development of a detailed business case commencing in 2019-2020 for this project [ ENV/2019/10].

31. This phase of the project informs the detailed business case (DBC) and is focused on:

· defining the service requirements for two options:

a) two full sized indoor courts

b) two full sized indoor courts with cricket nets and squash courts

· undertaking community and stakeholder engagement to ensure that the facility is fit-for-purpose and meets the community’s needs

· exploring the partnership opportunities to develop the facility

· confirming the facility’s location on the Huapai Domain.

Tātaritanga me ngā tohutohu

Analysis and advice

32. Community and stakeholder engagement was undertaken between December 2019 and March 2020 to inform the service requirements for the indoor court facility and ensure the facility is fit-for-purpose and meets community needs.

Key findings from the community and stakeholder engagement

33. During February and March 2020, we engaged with the community through an online survey on the Have Your Say website and People’s Panel, sticker dot voting at Kumeū New World, meeting with Kumeū Youth group and a hui with mana whenua.

34. We received 204 responses to the Have Your Say online survey, 155 responses to the People’s Panel and 125 sticker dot responses.

35. The largest proportion of survey respondents were females (60%). The age profile of respondents is markedly different to the 2018 Census data for Rodney Local Board with higher proportions of respondents in the 35-54 and 65-74 age brackets, and lower proportions aged under 34 years. However, the feedback aligns with the activities anticipated for local facilities within the Community Facilities Network Plan (2015), with the exception of indoor cricket training, which requires bespoke facilities.

36. Table two shows the services and activities that received the highest number of responses in the online survey questions. Half the respondents say they want to do activities once or twice per week and a further 25 percent most days or every second day indicating a potential regularity of use of the new facility.

Table 2: Top responses to online survey questions
	Respondents	School aged children
Indoor sports and activities	· Basketball · Netball · Badminton · Indoor cricket (training) · Gymnastics · Squash	· Basketball · Netball · Indoor cricket (training) · Gymnastics · Trampolining · Futsal (indoor football)
Personal fitness and wellness activities	· Pilates/Yoga · Exercise machines · Weight training	· Exercise machines · Weight training · Pilates/Yoga
Recreation activities		· School holiday programmes

37. There is a significant difference between the number of activities respondents say they want to do and the activities they currently do at least once per week, some of which may be addressed by the proposed provision of a new facility.

38. The main barriers for respondents doing more activities now are:

· distance and time to travel to facilities

· cost of either transport to get to facilities and/or the cost of activities

· time

· suitable facilities e.g. not run down, suit older people, not enough indoor courts

· no nearby facilities or desired activities offered locally.

39. We received online survey feedback on other activities respondents would like to see at the facility. Swimming was the most popular activity mentioned but is out of scope for this facility.

40. Most respondents are travelling more than 10 km to undertake indoor sports activities. This aligns with the feedback that time and distance are barriers to participation and may also explain the lower level of current activity compared to what they would like to do.

41. We engaged with sport codes and club stakeholders between December 2019 and March 2020 to understand their needs and requirements for the proposed new facility including:

· seven regional sport organisations covering Auckland’s north-west area

· Gym Kids based at Hobsonville Point

· Kumeū Racquets Club

· sports clubs based at Huapai Domain including Western United Netball Club, Kumeū Cricket Club and Norwest United Football Club.

42. All the sport stakeholders are supportive of the provision of indoor court facilities at Huapai Domain. Basketball, volleyball and futsal (indoor football) indicate that there is a high level of unmet demand for their sports that can be provided for at the new facility. This is supported by the Auckland Indoor Court Plan (2019). Further validation of demand will be required through the DBC to understand the long-term impact of the Covid-19 situation on sport and recreation provision and activity levels.

43. The clubs identified their preferences for use of the facility, as outlined in slide 13, Attachment A.

Service requirements focus on local services for the local community

44. The service requirements for the local indoor court facility will be used to inform the design brief and concept design for the new facility and set local board and community expectations for what will be delivered. They respond to what we heard from the community and sport stakeholders and are in line with council’s strategic direction.

45. Table three outlines the baseline service and facility requirements.

Table 3: Baseline service and facility requirements
Service requirement	Description	Facility requirements
Indoor sports leagues	Sports leagues for basketball, volleyball, badminton, table tennis, netball	· two indoor courts · Wooden floor and 7-10m height · Court dividers (dropdown/pull back) · Light levels suitable for recreational badminton · Equipment storage · Portable scoreboard
Casual play	Unstructured play, informal, drop-in or semi-structured
Programmes
Sport and recreation programmes for children, youth and adults	· Multipurpose room · Indoor/outdoor flow
Accessibility	Accessible for full range of disabilities	· Suitable changing and toilet facilities, parking

46. Local leisure facility provision within the Community Facilities Network Plan (2015) provides for the function of fitness and fitness space. There was strong support from respondents to the online surveys for personal fitness and wellness activities in the new facility. There is some private provision of gym facilities within the catchment of the proposed indoor court facility.

47. Further analysis is recommended during the DBC phase to assess the appropriate level and viability of fitness provision within the new facility.

48. Provision of up to four squash courts and associated facilities is contingent on a facility partnership with KRC.

49. The cricket community has advocated for indoor cricket net training facilities. The IBC indicated a small positive benefit over 60 years recognising indoor nets can generate good operating revenue for clubs. We do not recommend their inclusion in the baseline service requirements for a local community facility given:

· the Community Facility Network Plan (2015) indicates bespoke facilities in regional facility provision, not local

· indoor cricket nets are not part of council’s core sports facility provision

· benefits derive mainly to individual cricket players

· Kumeū Cricket Club is not able to contribute financially

· provision in Kumeū is not a priority in the Auckland Cricket Facility Plan (2017)

· indoor nets have fluctuating use with high levels of demand in the cricket off-season and at peak times but otherwise relatively low levels of use

· the cost estimate for providing three lanes has increased to $2.7 million from $1.2 million in the IBC.

50. We recommend that the design of the proposed indoor court facility be future proofed for indoor cricket net training facilities should the Kumeū Cricket Club raise funds in the future to develop these facilities.

Progressing a potential partnership

51. Discussions recommenced in December 2019 with clubs based on Huapai Domain and KRC to explore opportunities for a facility partnership. They were facilitated by an independent facilitator and included the form a partnership might take, which parties were interested and what financial capacity potential partners had to contribute.

52. KRC, which umbrellas Kumeū Badminton and Kumeū Squash Club, confirmed their interest as a potential partner. The club operates from a building in Access Rd, Kumeū which needs urgent repairs. They will need to relocate if these repairs are unaffordable.

53. KRC have indicated their interest in selling their site and buildings to make a financial contribution to the proposed indoor court facility and the provision of squash courts and associated facilities including gallery seating and online booking and access system.

54. The opportunity to operate from a council owned and maintained facility is appealing to their membership (80 paying members) and Pickleball Club hirers. The club anticipates increasing membership and the move would enable their club activities to continue without the ongoing financial pressure of maintaining a standalone facility.

55. We recommend that a partnership with KRC is progressed as an option through the DBC. The next phase of negotiation will need to resolve:

· basis and structure for ongoing partnership discussions

· expected completion date of the new facility

· interim maintenance of Kumeū Racquets club/buildings and opportunities for council/local board OPEX funding assistance

· minimum capital contribution required from KRC and ongoing operating contributions

· number of squash courts provided and access to council-managed clubroom (bar) facilities.

Location assessment

56. Four locations within Huapai Domain were assessed for their suitability to accommodate the proposed new facility, carparking and outdoor multi-use courts. All locations are in close proximity to each other in the vicinity of the existing netball courts, general training field and playground. This aligns to the area identified in the 2017 feasibility study. A key factor in identifying location options was no displacement of competition sports fields.

57. The locations were assessed using a modified version of the Community Facilities Network Plan site location assessment tool and consideration of updated cost estimates. The criteria are:

· interface with and impact on existing uses

· integration with and impact on existing infrastructure

· positioned to attract more user groups to share facilities

· sufficient capacity for carparking and safe vehicle access

· contributes to the amenity of its surrounds

· highly visible and serves as a navigational landmark

· no perceived barriers or CPTED issues

· aligns with community preferences

· reverse sensitivity issues

· cost

58. Two preferred locations were identified - Location A, adjacent to winter football field 3 and location D adjacent to winter football field 1 (see Slide 24 and Slide 25 Attachment A). Location D performs slightly better overall in terms of the integration of sports facilities within the Domain and reduced dominance of carparking, while Location A has a lower cost.

59. Staff members involved in the assessment represented various council teams including Parks, Sport and Recreation, Service and Asset Planning and Auckland Design Office.

Tauākī whakaaweawe āhuarangi

Climate impact statement

60. Subject to funding approval, the facility design and development will include consideration of a carbon neutral building, water sensitive design, use of sustainable and ethical products, use of healthy products and construction waste.

61. Procurement processes for the design team will include environmentally sustainable design experience as a key requirement. In other recent procurements this has included examples of experience designing buildings that meet Greenstar or Living Building Challenge requirements.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

62. Parks, Sport and Recreation have been involved through the community engagement, service requirements and location assessment. Active Recreation will manage the services delivered from the new facility and Community Facilities will manage the DBC process, design, construction and ongoing building maintenance. Collaboration will continue to ensure that the facility will be developed and integrated into operational maintenance and asset management systems once completed.

63. Community Facilities manages the council’s OLI programme and will continue to maintain an overview of this project and provide regular updates to the local board and governing body as the project progresses.

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

Local impacts and local board views

64. The OLI is the Rodney Local Board’s key advocacy project identified through the 2018-2028 Long-term Plan and the development will deliver multiple benefits for the Kumeū-Huapai community.

65. Development of indoor courts will address a shortfall in indoor court provision in the local Kumeū-Huapai and surrounding rural areas and meet the needs of local sports clubs and sport codes for access to indoor court facilities to provide sport and recreation activities to the community.

66. We received over 350 responses to the online surveys. The community engagement findings support the functions of a local facility to provide opportunities to participate regularly and locally in indoor sports and physical fitness and wellness activities. The aspiration of many respondents in the online surveys for a swimming pool will not be met within the scope of this project.

67. Squash courts are not included in the recommended baseline facility. If a partnership does not eventuate with KRC for the provision of new squash courts, the club will need to address the long-term maintenance issues of their current facility or move to alternate premises.

68. The proposed service requirements were presented at a workshop with the local board in March 2020 where it was acknowledged they align with community and stakeholder aspirations, with the exception of the squash courts and indoor cricket net training facility.

69. The local board are supportive of:

a) continuing to pursue a potential partnership with KRC, noting that squash courts will only be provided if the facility partnership comes to fruition

b) future proofing the design of the facility to accommodate an indoor cricket net training facility.

Tauākī whakaaweawe Māori

Māori impact statement

70. Sport and leisure contribute to outcomes under three directions in the Māori Plan for Tāmaki Makaurau (2017). The plan, published by the Independent Māori Statutory Board (IMSB), provides a framework to Auckland Council for implementing desired cultural, economic, environmental and social outcomes for Māori:

· Direction – Whanaungatanga: social outcome, Māori communities are connected and safe; action, wellbeing of tamariki through provision of facilities and services such as libraries, community centres, swimming pools

· Direction – Manaakitanga: social outcome, Māori enjoy a high quality of life

· Direction – Wairuatanga: social outcome, Māori social institutions and networks thrive

71. IMSB’s plan provides the following key performance indicator for sport and recreation: ‘per cent of Māori who can access at least three public council facilities, such as a library, pool or sports facility within 10-15 minutes travel time.’ Provision of the planned local indoor court facilities in Huapai will help meet this key performance indicator.

72. A presentation was made to the 4 March 2020 meeting of the Parks and Recreation – Mana Whenua North/West Iwi Forum. Iwi who have expressed an interest in this project to date are:

· Te Kawerau ā Maki

· Ngāti Whātua o Kaipara

· Ngaati Whanaunga.

73. Feedback from the forum is included in Slide 12 in Attachment A. Eight per cent of online survey respondents identified as Māori which is slightly lower than 11 per cent in the Rodney Local Board 2018 census data.

74. There are five marae in the local area and the likelihood is the proposed indoor court facility will have high use by local Māori.

75. A future site visit is planned and early engagement with mana whenua should occur during the initial stages of preliminary design.

76. The indoor court facility will be designed in accordance with the Te Aranga design principles. This will require mana whenua input and involvement during the design process and enable Māori cultural expression within the building form and exterior.

77. There is potential for the indoor court facility to meet Māori outcomes through:

· services provided – mana whenua involvement in service requirements to ensure services that meet the needs of the Māori community

· contribution to sense of place and identity through early involvement in the design of the facility.

Ngā ritenga ā-pūtea

Financial implications

78. Indicative funding of $22.4 million was earmarked for the Rodney Local Board One Local Initiative (OLI) as part of $170 million included for local community One Local Initiatives in the Long-term Plan 2018-2028.

79. A quantity surveyor was engaged to update cost estimates on four options in the two preferred locations. As no designs exist for the options considered there is a high level of contingency included in the estimates. These are set out in table four.

Table 4: Cost estimates of four options
Options	Location A Capital Cost ($000)	Location D Capital Cost ($000)
Baseline facility	20,700	23,000
Baseline facility + Squash (partnership*)	21,700	24,000
Baseline facility + indoor cricket nets (council funded)	23,400	25,700
Baseline facility + Squash (partnership*) and indoor cricket nets (council funded)	24,700	27,100

*No provision in the cost estimates has been made for a financial contribution from KRC as part of a facility partnership.

80. Three options are financially viable to progress to DBC based on the cost estimates and indicative budget of $22.4 million. These are:

· Baseline facility in location A and D

· Baseline facility + Squash (partnership*) option in location A.

81. Requirements for operating expenditure will be identified in the DBC.

82. The timing of funding for each OLI project is considered as part of the wider OLI programme across the 10 years of the Long-term Plan and is subject to approval by the Finance and Performance Committee when considering each project’s DBC.

83. Subject to ongoing COVD-19 response requirements, funding is available in 2019-2020 to commence the DBC.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

84. Table five provides an overview of the main risks, impacts and mitigations for the project at this phase in the project.

Table 5: Project Risks
Risks Identified	Impact	Mitigation
Uncertainty of impact on sport and recreation organisations and activity levels post COVID 19 situation	Demand for indoor court sport may change based on a change to population growth forecasts and how sport may function in the future	Validate demand to confirm scope and timing of delivery during DBC
Uncertainty regarding post-COVID 19 situation	Cost and time – there could be cost escalation due to fewer suppliers or delayed delivery timeframes; timelines could be extended to help manage immediate essential services funding requirements	Regular updates to the board through One Local Initiative programme reporting
Cost escalations as a result of budget allocation prior to developed design	Available budget is insufficient to complete project	Management through design and project delivery Appoint a QS to review costs at each stage of the design process
Stakeholder and community expectations not completely met	Delays in responses to stakeholder and community concerns Negative publicity may arise	Develop a communication strategy to engage with stakeholders and the community Maintain regular communication at key points in the project Engage with resident clubs based on Huapai Domain throughout the project
Delays to the project occur	Reputational risk Time to respond to any concerns raised Loss of momentum on partnership negotiations	Management through project delivery Ensure there is transparency in communication with KRC, stakeholders and the community as to why delays have occurred
As a result of undefined OPEX costs, the ongoing OPEX costs are greater than anticipated	Loss of support for the project Components of the service requirements may need to change	Ensure operational costs are fully assessed during the DBC phase of the project
Surrounding residents are unsupportive of the project	Time to respond to resident concerns Negative publicity may arise	Understand and manage their expectations Communication of when further consultation will occur Maintain regular communication at key points in the project

Ngā koringa ā-muri

Next steps

85. Share the findings of the community and stakeholder engagement and how it has influenced the service requirements with the community:

· through council’s Have your Say website

· emails with the link to the above website will be sent to stakeholders and all those who indicated that they would like to be kept informed about the project

· the link will be available on the board’s Facebook page.

86. Complete procurement for a supplier to deliver the DBC, subject to any response requirements to COVID 19.

87. Subject to the Finance and Performance Committee approving funding and timing for delivery, the design team will be procured through a multi-stage process and published widely on the New Zealand Government Electronic Tenders Service (GETS). Concept design will start once the design team is contracted.

88. Engagement with mana whenua will continue through the project.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Rodney Local Board workshop slides 25 March 2020	159

Ngā kaihaina

Signatories

Author

Jo Wiggins – Project Manager

Authorisers

Mark Bowater - Manager Parks

Lisa Tocker - Head of Service Strategy and Integration

Lesley Jenkins - Relationship Manager

Rodney Local Board

13 May 2020

Rodney Local Board decisions and input into the Annual Budget 2020/2021

File No.: CP2020/05703

Te take mō te pūrongo

Purpose of the report

1. To seek approval for local financial matters for the Rodney Local Board Agreement 2020/2021, which need to be considered by the Governing Body in the Annual Budget 2020/2021 process.

2. To seek feedback on the proposed regional topics in the Annual Budget 2020/2021.

Whakarāpopototanga matua

Executive summary

3. Our Annual Budget contains 21 local board agreements which are the responsibility of local boards to agree with the Governing Body. These agreements set out local funding priorities, budgets, levels of service and performance measures.

4. Auckland Council consulted with the public from 21 February to 22 March 2020, to seek community views on the proposed Annual Budget 2020/2021 and local board priorities to be included in the local board agreements (consultation part 1).

5. Since this consultation was undertaken, the COVID-19 pandemic has exerted significant pressure on the council’s financial position, which will have flow on effects for the proposed budget for the 2020/2021 financial year. The council is now considering what those impacts are likely to be, and plans to ask Aucklanders for their views on certain aspects of Auckland Council’s proposed ‘emergency budget’ in response to the financial impacts of COVID-19 (consultation part 2).

6. Local boards are required to receive the feedback on the proposals in consultation part 1, which are not affected by the changes being considered by the council and therefore will not be subject to further consultation and to make decisions on them. This must be done before consultation part 2 can get underway, so the scope of consultation part 2 is clear.

7. This report seeks decisions on local financial matters for the local board agreement, including:

a) any new/amended business improvement district (BID) targeted rates

b) any new/amended local targeted rate proposals

c) proposed locally driven initiative (LDI) capital projects outside local boards’ decision-making responsibility

d) release of local board-specific reserve funds.

8. The council received feedback in person at community engagement events and through written forms, including online and hard copy forms, emails and letters.

9. This report summarises consultation feedback on the proposed Annual Budget 2020/2021, including on local board priorities for 2020/2021.

Feedback on Rodney Local Board priorities for 2020/2021

10. The local board consulted on the following priorities:

· Priority 1: Access to new bus services will be improved further by park and ride facilities at Warkworth and Kumeū-Huapai. Design work is near completion. New footpaths are being funded directly from the transport targeted rate.

· Priority 2: The One Warkworth Business Association Inc (OWBA) is proposing a new business improvement district (BID) in our local board area, the Warkworth BID programme. If the council approves the Warkworth BID programme, it will represent 593 business ratepayers and owners, with a proposed BID targeted rate of $135,000 as of 1 July 2020.

· Priority 3: New parks and reserves in Milldale and Riverhead will be planned as a result of new development. Growth is also making the future library needs of Warkworth a priority.

· Priority 4: A masterplan for Green Road (Rangitopuni) Park in Dairy Flat.

· Priority 5: Continuing key initiatives to fund and improve drainage areas in the north and greater emphasis on environmental projects to improve water quality, waterways and harbours.

11. A total of 246 submissions were received on the local board’s priorities for 2020/2021, showing that the majority of people either support most (43 per cent) or support all (25 per cent) of the local board’s priorities.

Feedback on regional proposals in the proposed Annual Budget 2020/2021 from the Rodney Local Board area

12. This report seeks local board views on the proposed regional Annual Budget topics including:

· the changes to rates and fees. Key proposals are:

o waste management targeted rate

o refuse collection in former the Auckland City and Manukau City areas

o Waitākere rural sewerage service and targeted rate

· the draft Tūpuna Maunga o Tamaki Makaurau Authority – Operational Plan 2020/2021

· other budget information.

13. Local board views on these regional matters will be considered by the Governing Body (or relevant committee) before making final decisions on the Annual Budget 2020/2021.

14. Out of the 4,765 submissions received on the regional proposals in the Annual Budget 2020/2021, 246 submissions were from people living in the Rodney Local Board area.

15. 111 submissions were in support of the waste management targeted rate and 43 did not support this proposal.

16. 101 submissions were in support of the refuse collection in former Auckland City and Manukau City and 19 did not support this proposal.

17. 71 submissions were in support of the Waitākere rural sewerage service and targeted rate and 53 did not support this proposal.

18. No feedback was received on the draft Tūpuna Maunga o Tamaki Makaurau Authority – Operational Plan 2020/2021.

19. Auckland Council also consulted on the Council-Controlled Organisations (CCO) Review at the same time. The feedback received on this will be presented at a later date.

Ngā tūtohunga

Recommendation/s

That the Rodney Local Board:

a) receives consultation feedback on the proposed local board priorities and regional proposals for on the proposed Annual Budget 2020/2021 (Part 1) from people and organisations in the Rodney Local Board area

b) provides the following feedback to the Governing Body:

i) supports the waste management targeted rate

ii) supports the refuse collection in the former Auckland City and Manukau City areas

iii) supports the Waitākere rural sewerage service and targeted rate

iv) supports the draft Tūpuna Maunga o Tamaki Makaurau Authority – Operational Plan 2020/2021

c) requests that the Governing Body establish the Warkworth Business Improvement District programme according to the amended boundary map (V2), as shown in Attachment A to the agenda report

d) requests the Governing Body set the Warkworth Business Improvement District targeted rate at a flat rate of $500 + GST per rateable property, equating to a business improvement district grant sum of approximately $135,000 for the One Warkworth Business Association Incorporated and as shown in the proposed Annual Budget 2020/2021

e) defers providing feedback on the proposed Annual Budget (Part 2 – Emergency Budget) until consultation is completed and the consultation feedback (Part 2) is reported back to the local board for its consideration

f) delegates authority to the local board chairperson to provide formal local board feedback on the proposed Annual Budget 2020/2021 (Part 2) in response to the COVID-19 pandemic

a) receives the Annual Budget 2020/2021 Part 1 submissions in Volumes 1 and 2 shown in Attachment B and C to the agenda report.

Horopaki

Context

20. Local board agreements form part of the Auckland Council’s Annual Budget and set out local funding priorities, budgets, levels of service and performance measures.

21. Auckland Council publicly consulted from 21 February to 22 March 2020 to seek community views on the proposed Annual Budget 2020/2021 and local board priorities to be included in the local board agreements. This is now referred to as consultation part 1.

22. Since this consultation was undertaken, the COVID-19 pandemic has exerted significant pressure on the council’s financial position, which will have flow on effects for the proposed budget for the 2020/2021 financial year. Work to date on the proposed Annual Budget will need to be adjusted to consider the new financial realities facing Auckland.

23. The financial report presented to the Emergency Committee during April 2020 indicated potential reductions in cash revenue of $350-650m for financial year 2020/2021, depending on the length and extent of the disruption caused by COVID-19. The Emergency Committee requested staff provide further information to the Governing Body on the impacts of the various scenarios modelled against a rates increase of between 0 per cent and 3.5 per cent. They also resolved that further public consultation on the Annual Budget would include considering whether to adopt a 2.5 per cent rather than 3.5 per cent general rates increase for the 2020/2021 financial year, among a suite of other measures aimed at offering support to all ratepayers, including businesses, facing hardship due to the impacts of COVID-19.

24. The council is planning to ask Aucklanders for their views on certain aspects of Auckland Council’s proposed ‘emergency budget’ in response to the financial impacts of COVID-19. It is anticipated this will be carried out from late May until mid-June 2020. This is referred to as consultation part 2. This will be in addition to the Annual Budget 2020/2021 consultation we have already carried out from February to March 2020.

25. Consultation part 2 is unlikely to revisit any of the specific proposals in consultation part 1. Therefore, the local boards and the Governing Body are required to receive the feedback on these proposals and make decisions on them. This must be done before consultation part 2 can get underway so it is clear what decisions have already been made, and what decisions will be made after consultation part 2.

26. Further, some of the proposed changes to fees and charges required a special consultative procedure (SCP) and the requirements for this were met in consultation part 1. It is important to complete this statutory process, especially where consultation part 2 will not be relevant to the decisions on these fees and charges.

27. This report includes analysis of the consultation feedback on the Rodney Local Board priorities for 2020/2021, and on the regional proposals in the Annual Budget 2020/2021 from people and organisations based in the Rodney Local Board area.

Local financial matters for the local board agreement

28. This report allows the local board to agree its input and recommend other local financial matters to the Governing Body in May 2020. This is to allow time for the Governing Body to consider these items in the Annual Budget process.

Local targeted rate and business improvement district (BID) targeted rate proposals

29. Local boards are required to endorse any new local targeted rate proposals or BID targeted rate proposals in their local board area (noting that any new local targeted rates and/or BIDs must have been consulted on before they can be implemented).

30. The One Warkworth Business Association Inc (OWBA) is proposing a new Business Improvement District (BID) in the Rodney Local Board area, the Warkworth BID programme. If the council approves the Warkworth BID programme, it will represent 593 business ratepayers and owners, with a proposed BID targeted rate of $135,000 as of 1 July 2020.

Funding for locally driven initiatives (LDI)

31. Local boards are allocated funding annually to spend on local projects or programmes that are important to their communities. Local boards can approve LDI capital projects up to $1 million. Projects over that amount require approval from the Governing Body.

32. Local boards can recommend to the Governing Body to convert LDI operational funding to capital expenditure for 2020/2021 if there is a specific need to do so. Governing Body approval may be needed for the release of local board specific reserve funds, which are funds being held by the council for a specific purpose.

Local board input on regional plans

33. Local boards have a statutory responsibility for identifying and communicating the interests and preferences of the people in its local board area in relation to the context of the strategies, policies, plans, and bylaws of Auckland Council. This report provides an opportunity for the local board to provide input on the proposed Annual Budget.

34. Local Board Plans reflect community priorities and preferences and are key documents that guide both the development of local board agreements and input into regional plans.

Council-controlled organisation (CCO) review

35. An independent panel was appointed by Auckland Council to examine three areas: (1) the CCO model, roles and responsibilities, (2) the accountability of CCOs, and (3) CCO culture. Local boards had the opportunity to provide input into this in March 2020.

36. Auckland Council also consulted on the review of CCOs during the same period as the Annual Budget, from 21 February to 22 March 2020.

37. After receiving feedback, the panel will report on key issues, and community and stakeholder feedback to the council in May 2020.

38. The panel will provide a final report and recommendations to the council in July 2020.

Types of feedback

39. Overall Auckland Council received feedback from 4,765 people in the consultation period. This feedback was received through:

· Written feedback: 3,820 submission in hardcopy and online forms, emails and letters

· In-person feedback: 793 submissions at Have Your Say events and 152 at community events.

Tātaritanga me ngā tohutohu

Analysis and advice

40. The Rodney Local Board consulted on the following priorities:

· Priority 3: New parks and reserves in Milldale and Riverhead will be planned as a result of new development. Growth is also making the future library needs of Warkworth a priority.

· Priority 4: A masterplan for Green Road (Rangitopuni) Park in Dairy Flat.

· Priority 5: Continuing key initiatives to fund and improve drainage areas in the north and greater emphasis on environmental projects to improve water quality, waterways and harbours.

41. Key themes across all feedback received (through written and in person channels) were:

· Public transport, especially in the Kumeū area, was well supported, and there were requests for more bus services with more frequency. Also, a few mentions for the rail to be re-instated.

· Many submitters were pleased to see Green Road (Rangitopuni) Park moving to the master plan phase.

· Environmental initiatives, including the Healthy Harbours work and weed eradication, were well supported.

Feedback received

42. A total of 246 submissions were received on the local board’s priorities for 2020/2021, showing that the majority of people either support most (43 per cent) or support all (25 per cent) of the local board’s priorities.

43. The Rodney Local Board attended two community events, the Helensville A&P show and the Coatesville Market. They also had drop-in events outside New World supermarkets at Kumeū and Warkworth.

Feedback on other local topics

44. Key themes across feedback received on other local topics include:

· Theme 1: The state of Rodney’s roads, and the need for more road sealing

· Theme 2: The need for footpaths, especially around schools

· Theme 3: Requests to develop cycleways and walkways

45. There were 98 pieces of feedback received from the Rodney Local Board area on transport proposals. The graph below shows the areas covered by this feedback.

Transport Proposals (6)	Feedback numbers
6.1-Roads and footpaths - existing	72
6.2-Roads and footpaths - new	7
6.3-Roads and footpaths - other	2
6.4-Road safety	5
6.5-Public transport infrastructure - existing	3
6.6-Public transport infrastructure - new	3
6.7-Public transport services - existing	3
6.8-Public transport services - new	8
6.9-Public transport - other	1
6.10-Walking and cycling improvements	4
6.11-Parking and enforcement	4
6.12-Other transport comments	6
Total amount of feedback	98

Requests for local funding

46. Requests for local funding included:

· request one: Friends of Awa Matakanakana (FOAM) requested $55,000 for initial scoping work to undertake a GIS analysis of the Glen Eden and Matakana catchments and to install a site-specific rain gauge

· request two: Kumeū Arts Centre requested continued support and funding for arts generally, and in particular Kumeū Arts Centre.

Information on submitters

47. The tables below indicate what demographic categories people identified with. This information only relates to those submitters who provided demographic information.

Age	Male	Female	Gender Diverse
< 15	0	3	0
15-24	1	3	0
25-34	5	8	0
35-44	15	21	0
45-54	24	31	1
55-64	13	24	0
65-74	28	19	0
75 +	16	6	0
Total	102	115	1

Ethnicity		#	%
European		200	93%
	Pakeha/NZ European	180	84%
	Other European	20	9%
Maori		7	3%
Pacific		6	3%
	Samoan	3	1%
	Tongan	1	0%
	Other Pacific	2	1%
Asian		11	5%
	Chinese	7	3%
	Indian	1	0%
	Other Asian	3	1%
African/Middle Eastern/Latin		4	2%
Other		7	3%
Total people providing ethnicity		214	110%

Overview of feedback received on the Annual Budget from Rodney Local Board area

48. The proposed Annual Budget 2020/2021 sets out our priorities and how we're going to pay for them. The regional consultation on the proposed Annual Budget focused on changes to rates and fees, the key proposals were:

· waste management targeted rate

· refuse collection in former Auckland City and Manukau City

· Waitākere rural sewerage service and targeted rate.

49. The submissions received from the Rodney Local Board area on these key issues is summarised below, along with an overview of any other areas of feedback on regional proposals with a local impact.

Waste management targeted rate

50. Aucklanders were asked about a proposal to increase the waste management targeted rate.

Question 1: Waste management targeted rate

The cost of responsibly dealing with our kerbside recycling (paper, cardboard and plastics) has increased due to international market conditions.

To pay for this we propose to charge only those who use the service by increasing the targeted rate by $19.97 a year or $0.38 a week (the total cost changing from $121.06 to $141.03 incl. GST).

If we do not do this, we would have to fund the shortfall by increasing general rates for all ratepayers, including those who don’t get a kerbside collection service.

51. The graphs below give an overview of the responses from the Rodney Local Board area

1-Q1 Waste management targeted rate	Code	Count	%
Do you support our proposal?
	Support	111	66%
	Do not support	43	26%
	Other	14	8%

Refuse collection in former Auckland City and Manukau City

52. Aucklanders were asked about a proposal to increase the refuse collection in former Auckland City and Manukau City targeted rate.

Question 2: Refuse collection in former Auckland City and Manukau City

In the old Auckland City and Manukau City Council areas, households pay for rubbish through a targeted rate. In other parts of the city, residents pay for their collection via Pay As You Throw. The targeted rate for the Auckland City and Manukau City Council areas no longer meets the cost of collection.

To cover this extra cost we propose increasing the targeted rate in these areas by $14.23 a year or $0.27 a week for a 120 litre bin (the total cost changing from $129.93 to $144.16 incl. GST), and an additional $6.68 a year or $0.13 a week for a large 240 litre bin (the total cost changing from $191 to $211.91 incl. GST).

If we do not do this, we would have to increase general rates for all ratepayers, including those living outside these two areas who would subsidise residents of old Auckland and Manukau cities.

53. The graphs below give an overview of the responses from the Rodney Local Board area.

2-Q2 Refuse collection in former Auckland City and Manukau City	Code	Count	%
Do you support our proposal?
	Support	101	69%
	Do not support	19	13%
	Other	26	18%

Waitākere rural sewerage service and targeted rate

54. Aucklanders were asked about a proposal to increase the Waitākere rural sewerage service and targeted rate.

Question 3: Waitākere rural sewerage service and targeted rate

Last year we consulted on removing the septic tank pumpout service funded by a targeted rate. While feedback indicated a willingness to go ahead with the removal of this service in the Henderson-Massey and Upper Harbour local board areas, residents of the Waitākere Ranges Local Board area said they wanted to keep the service. The cost of delivering this service is higher than the current targeted rate of $198.43.

Our proposal, for those in the Waitākere Ranges Local Board area who want the service, is to recover the full cost by increasing the targeted rate to between $260 and $320 a year (incl. GST). This increase would apply from July 2021.

If we do not do this, the council could end the service, or continue to subsidise the cost of the service to septic tank users in the Waitākere Ranges Local Board area from all general ratepayers, including those who don’t use the service.

55. The graphs below give an overview of the responses from the Rodney Local Board area.

3-Q3 Waitakere rural sewerage service and targeted rate	Code	Count	%
Do you support our proposal?
	Support - continue the service	71	54%
	Do not support - end the service	53	40%
	Do not support - continue the Waitākere septic tank service subsidised by all general ratepayers	8	6%

Other feedback

56. Aucklanders were asked what is important to them and if they had any feedback on any other issues. This could include the key topics of how we charge for pool fencing inspections and adjusting our fees and charges.

Feedback on the draft Tūpuna Maunga o Tamaki Makaurau Authority – Operational Plan 2020/2021

57. No feedback was received from the Rodney Local Board area on the draft Tūpuna Maunga o Tamaki Makaurau Authority – Operational Plan 2020/2021.

Tauākī whakaaweawe āhuarangi

Climate impact statement

58. The decisions recommended in this report are procedural in nature. New targeted rates and the release of reserve funds will not have any climate impacts themselves.

59. Some of the proposed projects these would fund may have climate impacts. The climate impacts of any projects Auckland Council chooses to progress as a result of this will be assessed as part of the relevant reporting requirements.

60. Some of the proposed projects these would fund will be specifically designed to mitigate climate change effects, build resilience to climate impacts, and restore the natural environment

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

61. The Annual Budget is an Auckland Council group document and will include budgets at a consolidated group level. Consultation items and updates to budgets to reflect decisions and new information may include items from across the group.

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

Local impacts and local board views

62. Local board decisions and feedback are being sought in this report. Local boards have a statutory role in providing local board feedback on regional plans.

63. Local boards play an important role in the development of the Annual Budget. Local board agreements form part of the Annual Budget. Local board nominees have also attended Finance and Performance Committee workshops on the Annual Budget.

Tauākī whakaaweawe Māori

Māori impact statement

64. Many local board decisions are of importance to and affect Māori. Local board agreements and the Annual Budget are important tools that enable and can demonstrate council’s responsiveness to Māori.

65. Local board plans, which were developed in 2017 through engagement with the community, including Māori, form the basis of local priorities. There is a need to continue to build relationships between local boards and iwi, and the wider Māori community.

66. The analysis included submissions made by mana whenua and the wider Māori community who have interests in the rohe/local board area.

67. Ongoing conversations between local boards and Māori will assist in understanding each other’s priorities and issues. This in turn can influence and encourage Māori participation in council’s decision-making processes.

68. Some of the proposed projects these would fund may have impacts on Māori. The impacts on Māori of any projects Auckland Council chooses to progress as a result of this will be assessed as part of the relevant reporting requirements.

Ngā ritenga ā-pūtea

Financial implications

69. This report is seeking local board decisions on financial matters in local board agreements that need to then be considered by the Governing Body.

70. Local boards are also providing input to regional plans. There is information in the consultation material for each plan with the financial implications of different options.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

71. Local boards are required to make recommendations on these local financial matters for the Annual Budget by 15 May 2020 to enable the Governing Body to make decisions on them when considering the Annual Budget in May.

Ngā koringa ā-muri

Next steps

72. Local boards will approve their local board agreements and corresponding work programmes.

73. Recommendations and feedback from local boards will be provided to the relevant Governing Body committees for consideration during decision making.

74. The dates of these meetings are yet to be determined as the impacts of the COVID-19 pandemic and lockdown are considered.

NOTE: CHANGE AUTHOR TO Justin Kary

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	One Warkworth BID establishment map V2 March 2020	201
b ⇨	Rodney written feedback Vol 1 (Under Separate Cover)
c ⇨	Rodney written feedback Vol 2 (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Justin Kary – Local Board Advisor Rodney

Authorisers

Louise Mason - GM Local Board Services

Lesley Jenkins - Relationship Manager

Chairperson	Phelan Pirrie
Deputy Chairperson	Beth Houlbrooke
Members	Brent Bailey
	Steve Garner
	Danielle Hancock
	Tim Holdgate
	Louise Johnston
	Vicki Kenny
	Colin Smith