Agenda of Manurewa Local Board

A board member will lead the meeting in prayer.

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

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

4 Confirmation of Minutes

That the Manurewa Local Board:

a) confirm the ordinary minutes of its meeting, held on Thursday, 9 July 2020, as true and correct.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

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

8 Deputations

Standing Order 7.7 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Manurewa Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

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

9 Public Forum

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

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

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

No.	Title	Page
a ⇩	8 July 2020, Manurewa Local Board - Members' Update - Melissa Atama	11

No.	Title	Page
a ⇩	Auckland Transport monthly update report to the Manurewa Local Board - July 2020	17

Manurewa Local Board

16 July 2020

Panuku and Auckland Transport integrated asset redevelopment programme

File No.: CP2020/09126

Te take mō te pūrongo

Purpose of the report

1. To seek the Manurewa Local Board’s support for the proposed Panuku Development Auckland (Panuku) and Auckland Transport (AT) Park and Ride Integrated Development strategy, and its endorsement to utilise the Manurewa Station Park and Ride located at 33 Station Road, Manurewa, the Selwyn Road car park located 8 Selwyn Road, Manurewa and the Homai Station Park and Ride located at 2R Dalgety Drive, Manukau for integrated transport orientated redevelopment.

Whakarāpopototanga matua

Executive summary

2. An Auckland Plan transformational shift is to ‘radically improve the quality of urban living’. A key aspect of this is improving the quality of urban living by delivering high-quality integrated development. AT and Panuku have the ability to partner and collaborate to deliver transport infrastructure that is integrated with high-quality development on properties in the AT fixed asset register.

3. A number of credible development companies have enquired with AT and Panuku about the prospect of partnering to progress opportunities. Potentially significant opportunities have remained untapped to date. AT and Panuku have worked together to scope the opportunities which exist in the AT managed portfolio and develop a framework to progress the opportunities. Our proposed strategy seeks to integrate transport service requirements at designated council owned park and ride sites with mixed use development. The focus is on current park and ride sites which have the potential for the airspace above the site to be sold for development or another disposal component, while the underlying transport asset is retained in council ownership.

4. The Panuku and AT Park and Ride Integrated Development strategy seeks to achieve increased public transport patronage and strong urban regeneration and urban design outcomes at selected park and ride sites. It also seeks to increase density and intensification around transport nodes and provide the Auckland region with additional housing supply and a range of housing typologies.

5. The net proceeds generated from the redevelopment of selected park and rides sites are intended to be optimised and reinvested back into regional transport priorities, in line with the existing service property optimisation policy for Auckland Council’s service property assets. Service property optimisation previously applied to Auckland Council’s community assets; not properties on the AT fixed asset register. The Finance and Performance Committee resolved the extension of the optimisation of service property approach to Auckland Transport managed assets in March 2018 to enable reinvestment of net proceeds from AT managed assets into transport priorities arising from the commercial development of service property undertaken in partnership with Panuku as part of an urban development project where airspace is being sold above a transport service site

6. Ten sites have been selected as the first batch of opportunities to progress. Subject to the Finance and Performance Committee approving the Panuku and AT Park and Ride Integrated Development strategy, the functional and commercial requirements for the transport component and the potential development envelope for each site will be confirmed and necessary due diligence and planning assessments will be completed. This will inform the site specific design and development briefs which will be taken to the market. AT and Panuku will form a joint panel to review tender proposals received and select the preferred development partner. Final terms and conditions of the disposal of any component of the site to enable development will be approved under the appropriate delegations.

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

a) supports the Panuku Development Auckland and Auckland Transport Park and Ride Integrated Development strategy

b) endorses the following properties being utilised as part of an integrated transport orientated development:

i) Manurewa Station Park and Ride located at 33 Station Road, Manurewa

ii) Selwyn Road car park located 8 Selwyn Road, Manurewa

iii) Homai Station Park and Ride located at 2R Dalgety Drive, Manukau

c) notes that specified current and future transport operations at the Manurewa Station Park and Ride, the Selwyn Road car and the Homai Station Park and Ride will remain in council ownership and continue to be maintained and controlled by Auckland Transport.

Horopaki

Context

7. An Auckland Plan transformational shift is to ‘radically improve the quality of urban living’. A key aspect of this is improving the quality of urban living by delivering high-quality integrated development. The Auckland Plan states:

“Integrating land use and transport is particularly important for rapid transit. Unlocking growth around rapid transport corridors and stations is essential to address Auckland’s housing and transport challenges. It will also maximise the benefits from the large investment required to build and operate rapid transport.”

8. AT and Panuku have complimentary roles to play in this area, with many properties in the AT fixed asset register presenting opportunities to deliver transport infrastructure that is integrated with high-quality development.

9. Potentially significant opportunities have remained untapped to date. A number of credible development companies have enquired with AT and Panuku about the prospect of partnering to progress opportunities.

10. The Park and Ride Integrated Development strategy is a joint initiative between Panuku and AT and provides a framework for facilitating such opportunities. It seeks to utilise Panuku’s mandate and delegation to progress development opportunities, while AT will ensure the necessary transport requirements are achieved on a site by site basis.

11. As part of the Park and Ride Integrated Development strategy, net proceeds generated from the redevelopment of selected park and rides facilities will be reinvested back into regional transport priorities. This is in accordance with the service property optimisation framework, which is a policy tool that aims to deliver improved community outcomes with no impact on rates. It previously only applied to Auckland Council’s community assets; not properties on the AT fixed asset register. On 20 March 2018, the Finance and Performance Committee resolved (resolution number FIN/2018/40):

“the extension of the Optimisation of Service Property approach to Auckland Transport noting that this will enable reinvestment of net proceeds by Auckland Transport in transport priorities arising from the commercial development of service property undertaken in partnership with Panuku as part of an urban development project where airspace is being sold above a transport service site”.

Tātaritanga me ngā tohutohu

Analysis and advice

Background

12. The proposed Park and Ride Integrated Development strategy seeks to integrate transport service requirements at designated council owned park and ride sites with mixed use development. As a starting point the land development potential in existing single use transport service assets across the regional transport network was identified. Sites were assessed to ascertain if any development potential can be realised (i.e. some part of the asset such as the airspace above the transport component of the site is sold to enable redevelopment). Sites with latent development potential can be optimised, unlocking the value to provide funding for reinvestment back into the transport network, providing improved access, service delivery and a mixture of additional uses.

13. AT and Panuku have been working together to scope the opportunities. The focus is on current Park and Ride sites, with the potential to sell the airspace above each site or another disposal component based on the development strategy, while retaining the underlying transport asset in council ownership. Prospective opportunities have been identified and assessed by utilising current and past investigations undertaken by both AT and Panuku.

14. Eight Auckland Council owned and AT managed Park and Ride sites, one asset held by the New Zealand Transport Agency (NZTA) and one asset jointly owned by both NZTA and Auckland Council have been selected as the first batch of opportunities to progress. A full schedule of the sites across the region proposed for the Panuku and AT Park and Ride Integrated Development strategy is contained in Attachment A to this report.

Objectives

15. The objectives of the Panuku and AT Park and Ride Integrated Development strategy are:

· increased public transport patronage, active modes and safe access

· strong urban regeneration and urban design outcomes

· increasing density and intensification around transport nodes

· increasing housing supply and delivery of a range of housing typologies as a priority

· the ability to partner with developers capable of delivery

· the release of capital / latent value from park and ride sites

· future proofing for imminent strategic transport requirements.

Anticipated programme of works

16. It is anticipated that completion of the full programme of works will take a number of years.

17. Subject to the Finance and Performance Committee approving the Park and Ride Integrated Development strategy, AT will confirm the functional and commercial requirements for the transport component and the potential development envelope for each site. Panuku will undertake all necessary due diligence to understand all relevant legal, technical and historical information and council’s statutory obligations in respect of each site. Panuku will also complete a planning assessment of each site. The collated information will inform the site-specific design and development briefs which will be taken to the market.

18. Final terms and conditions of the disposal of any component of the site to enable development will be approved under the appropriate delegations. Elected members and key stakeholders will be made aware of the appointment of the development partner for each site, the agreed transport requirements and development outcomes and the timeline for delivery.

Tauākī whakaaweawe āhuarangi

Climate impact statement

19. The Panuku and AT Park and Ride Integrated Development strategy seeks to integrate transport service requirements at designated council owned park and ride sites with mixed use development. This strategy is intended to help address the some of the issues the Auckland region faces due to climate change by:

· creating density in and around transport nodes

· helping to create walkable communities

· increasing public transport accessibility

· providing communities with more options to be less reliant on traditional forms of transport such as cars

· reducing transport related emissions.

20. Subject to Finance and Performance Committee approval, analysis will be undertaken on a site by site basis of the climate change impact, with potential risks such as if the site is in flood plains and the potential for coastal inundation considered and mitigation strategies formed if necessary.

21. Any form of construction and development can increase emissions. Emissions associated with any potential redevelopment could be reduced through development standards agreed through a future development agreement. Panuku has a policy that all residential developments are rated a minimum of Homestar 6 and also includes requirements to reduce carbon emissions in commercial developments.

22. The long term benefits of there being a reduced reliance on private motor vehicles is also anticipated to offset construction related emissions by the creation of density in and around transport nodes. This will contribute to helping to create walkable communities, improving access to public transport and reducing transport related emissions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

23. An Auckland Plan transformational shift is to ‘radically improve the quality of urban living’. A key aspect of this is improving the quality of urban living by delivering high-quality integrated development. AT and Panuku have worked together in the development of the Panuku and AT Integrated Development strategy.

24. Should this strategy be approved by the Finance and Performance Committee, engagement will take place with the council group on a site by site basis to identify any potential issues and any opportunities for collaboration and input from other parts of the council group.

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

Local impacts and local board views

25. Informal engagement was undertaken with the previous Manurewa Local Board in 2019 regarding this proposal. The feedback received was supportive with the board raising the following:

· If iwi engagement will be undertaken? Staff attending advised that iwi engagement will initially be undertaken on the proposed Panuku and AT Park and Ride Integrated Development strategy. Should this strategy be approved by the Finance and Performance Committee, further iwi engagement will be undertaken on a site by site basis.

· If engagement will be undertaken with the Manurewa Town Centre Steering Group? Staff advised that engagement will be undertaken with the Manurewa Town Centre Steering Group on the Manurewa sites, subject to the Finance and Performance Committee approving the Panuku and AT Park and Ride Integrated Development strategy.

· The Manurewa Local Board noted that it would like to see any potential development integrated with South Mall. Staff attending advised that this can be explored subject to the Finance and Performance Committee approving the Panuku and AT Park and Ride Integrated Development strategy.

26. Panuku and AT also provided an update to the board by way of an information memorandum in March 2020.

27. Subject to Finance and Performance Committee approval, Panuku will engage further with the Manurewa Local Board on the Manurewa Station Park and Ride, the Selwyn Road car park and the Homai Station Park and Ride regarding any development and design outcomes to be achieved for viable transport orientated development opportunities.

Tauākī whakaaweawe Māori

Māori impact statement

28. The importance of effective communication and engagement with Māori on the subject of land is understood. As a first step, AT and Panuku are jointly attending four hui with mana whenua to discuss the proposed Park and Ride Integrated Development strategy. The purpose of attending the hui is to engage early with mana whenua so that they are informed about the proposed strategy.

29. At the hui we will also seek feedback on our proposed framework for working with mana whenua on site specific opportunities, should the Park and Ride Integrated Development strategy be approved. Our proposed approach is to firstly undertake full due diligence of the property titles and acquisition history, so that we are aware of any historical issues of significance for mana whenua for any of the sites. Following this, we propose contacting each mana whenua group independently and requesting feedback on the specific proposal.

30. This engagement will seek to understand any potential issues of cultural significance the group would like to formally express and any preferred outcomes that the group would like considered. We will also invite mana whenua to express potential commercial interest in the subject properties. We will also seek input into, and collaboration on, any related public realm design.

31. Our proposed approach is subject to change based on the feedback we receive from mana whenua on our proposed framework for working with them on the Park and Ride Integrated Development sites.

Ngā ritenga ā-pūtea

Financial implications

32. Service property optimisation is a tool that aims to deliver improved community outcomes with no impact on rates. It involves the sale or redevelopment of under-performing service property, with proceeds reinvested into eligible projects. It previously only applied to Auckland Council’s community assets; not properties on the AT fixed asset register. On 20 March 2018, the Finance and Performance Committee resolved the extension of the optimisation of service property approach to Auckland Transport assets. This enables the net proceeds from the redevelopment of the selected park and ride sites to be reinvested into regional transport priorities.

33. The delivery of the Park and Ride Integrated Development strategy will provide an additional funding stream for reinvesting into regional transport priorities which is not derived from rates.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

34. There may be insufficient appetite from the development community for new development opportunities, particularly given the potential post Covid-19 impacts on the property market. There may also be an oversupply of development sites on the market. The Panuku and AT Park and Ride Integrated Development strategy enables the marketing of sites to be sequenced to mitigate any potential downturn in the property market or lack of demand.

35. Given the interest AT and Panuku have received from a number of credible development companies which have enquired about the prospect of partnering to progress opportunities, a delay in taking these sites to the market may erode private sector interest. Should the Panuku and AT Park and Ride Integrated Development strategy be approved by the Finance and Performance Committee, the development community will be kept appraised about progress. Feedback received and property market expertise will be utilised in forming the sequencing of these sites to the market.

36. There are risks associated with undertaking any form of development in and around transport functions. These will need to be carefully managed, with current and future transport requirements and operations continuing to be maintained and controlled by Auckland Transport.

Ngā koringa ā-muri

Next steps

37. The Panuku and AT Park and Ride Integrated Development strategy will be recommended to the Finance and Performance Committee in July 2020.

38. Subject to Finance and Performance Committee approval of the strategy, site specific due diligence will be undertaken on each site. AT will confirm the functional requirements for the transport component. Further due diligence and planning assessments will be undertaken which will inform the site specific design and development briefs that will be taken to the market.

39. Final terms and conditions of the disposal of any component of the site to enable development will be approved under the appropriate delegations.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Schedule of sites	33

Ngā kaihaina

Signatories

Authors

Letitia Edwards - Head of Strategic Asset Optimisation (acting), Panuku Development Auckland

Kevin Jones - Manager Strategic Projects (North & West), Auckland Transport

Authorisers

Marian Webb - General Manager, Assets and Delivery (acting) – Panuku Development Auckland

Chris Morgan - Group Manager, Strategic Projects – Auckland Transport

Manoj Ragupathy - Relationship Manager Manurewa & Papakura

Manurewa Local Board

16 July 2020

Statement of proposal to amend the Alcohol Control Bylaw

File No.: CP2020/08708

Te take mō te pūrongo

Purpose of the report

1. To seek support on the statement of proposal to amend the Te Kaunihera o Tāmaki Makaurau Te Ture a Rohe Whakararata Waipiro 2014 / Auckland Council Alcohol Control Bylaw 2014 before it is finalised for public consultation.

Whakarāpopototanga matua

Executive summary

2. To enable the Manurewa Local Board to provide its views on the statement of proposal to amend the Te Kaunihera o Tāmaki Makaurau Te Ture a Rohe Whakararata Waipiro 2014 / Auckland Council Alcohol Control Bylaw 2014, staff have prepared a draft proposal.

3. The draft proposal would continue to enable council to make alcohol bans in certain public places to reduce crime and disorder caused or made worse by alcohol consumed there.

4. The main proposals are to include new temporary alcohol bans for major events at Mount Smart Stadium, Western Springs Stadium, Eden Park and Auckland Domain, and to make the Bylaw easier to read and understand.

5. Staff recommend that the local board provide its views on the draft proposal.

6. There is a reputational risk that the draft proposal or the local board’s views do not reflect the views of people in the local board area. This risk would be partly mitigated by future public consultation processes. The local board will have an opportunity to consider any public feedback and provide formal views to a Bylaw Panel prior to the final decision.

7. The local board’s views will be provided to the Regulatory Committee on 1 September 2020 who will recommend a statement of proposal for public consultation to the 24 September Governing Body meeting. Public consultation is scheduled for October 2020, Bylaw Panel deliberations for March 2021, and a final decision by the Governing Body for April 2021.

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

a) support the draft statement of proposal in Attachment A of this agenda report to amend the Auckland Council Alcohol Control Bylaw 2014 for public consultation.

Horopaki

Context

The Alcohol Control Bylaw enables council to make alcohol bans in public places

8. The Te Kaunihera o Tāmaki Makaurau Te Ture a Rohe Whakararata Waipiro 2014 / Auckland Council Alcohol Control Bylaw 2014 (Bylaw) aims to reduce crime or disorder in certain public places caused or made worse by alcohol consumed there.

9. The Bylaw achieves this by providing a framework that enables alcohol bans to be made by resolution of the relevant delegated authorities – the Regulatory Committee, Auckland Domain Committee or local boards. Alcohol bans are enforced by the New Zealand Police.

The Regulatory Committee have decided to amend the Alcohol Control Bylaw

10. The Regulatory Committee requested staff commence the process to amend the Bylaw on 9 May 2019 (REG/2019/28). The process leading to this decision is summarised below.

11 April 2019

(REG/2019/19)

Regulatory Committee endorsed the statutory bylaw review findings that:

· a bylaw about the consumption or possession of alcohol in public places is still the most appropriate way to address crime or disorder in certain public places caused or made worse by alcohol consumed there

· the current Bylaw does not give rise to any implications under, and is not inconsistent with, the New Zealand Bill of Rights Act 1990

· the current Bylaw structure and wording could be improved.

9 May 2019

(REG/2019/28)

Regulatory Committee instructed staff to draft an amended Bylaw (Option two) after considering four options:

· Option one: status quo – retain Bylaw that makes alcohol bans by resolution

· Option two: amend the current Bylaw – improve the status quo

· Option three: replace the current Bylaw – new bylaw that contains all alcohol bans

· Option four: revoke Bylaw – no bylaw and instead rely on other existing methods.

Staff prepared a proposal in line with decisions of the Regulatory Committee

11. Staff have prepared a draft statement of proposal (draft proposal) to implement the decision of the Regulatory Committee to amend the Bylaw as provided in Attachment A.

12. The draft proposal includes the reasons and decisions leading to the proposed amendments and a comparison between the existing and amended bylaws.

The local board has an opportunity to provide its views on the proposal

13. The local board now has an opportunity to provide its views on the draft proposal in Attachment A by resolution to the Regulatory Committee before it is finalised for public consultation.

14. For example, the local board could support the draft proposal for public consultation, recommend changes before it is finalised, or defer comment until after it has considered public feedback on the proposal.

Tātaritanga me ngā tohutohu

Analysis and advice

The draft proposal makes improvements to the current alcohol control bylaw

15. The draft proposal seeks to improve the use of alcohol bans for major events^{^[1]} and make the Bylaw easier to read and understand. The table below summarises the proposed changes.

Summary of proposed changes to the Alcohol Control Bylaw 2014

Proposals	Reasons for proposals
· Make new event-based temporary alcohol bans for all major events at Mount Smart Stadium, Western Springs Stadium, Eden Park and Auckland Domain in the Bylaw.: · The new event-based temporary alcohol bans will replace existing event-based temporary alcohol bans made by resolution^{^[2]}for Mount Smart Stadium, Eden Park and Auckland Domain for ‘Christmas in the Park’ and the Lantern Festival. Changes to these existing resolutions would: o for Mount Smart Stadium extend the ban to apply to all major events, not just concerts o for Eden Park extend the ban to include Eden Park stadium, and two fan trails if they are activated as part of the event^{^[3]} o for Auckland Domain extend the ban to all major events (not just the Lantern Festival) and extend the times of the ban to start one hour earlier and finish one hour later. The ban for the Auckland Domain ‘Christmas in the Park’ event would remain unchanged. · Replace with a related information note clauses about alcohol ban signage, and clauses about legislative decision-making criteria. · Clarify exceptions to alcohol bans for licensed premises and the transport of alcohol, council’s ability to make temporary alcohol bans and Bylaw wording.	Including new event-based temporary alcohol bans made in the Bylaw: · more easily enables a preventative approach to alcohol-related crime or disorder at or near event venues used for major events · removes time and cost to process individual requests for event-based temporary alcohol bans where: o the event venue has in the past, is currently, and will in the future be used for major events o a ban has been used in the past for major events at the event venue. · creates more consistent event-based temporary alcohol ban times and application. Replacing some clauses with related information notes and providing clarifications: · removes provisions that are unnecessary to state in the Bylaw but are useful as extra information · provides rules that are easier to read and understand.

Proposals

Reasons for proposals

· Make new event-based temporary alcohol bans for all major events at Mount Smart Stadium, Western Springs Stadium, Eden Park and Auckland Domain in the Bylaw.:

· The new event-based temporary alcohol bans will replace existing event-based temporary alcohol bans made by resolution^{^[2]}for Mount Smart Stadium, Eden Park and Auckland Domain for ‘Christmas in the Park’ and the Lantern Festival. Changes to these existing resolutions would:

o for Mount Smart Stadium extend the ban to apply to all major events, not just concerts

o for Eden Park extend the ban to include Eden Park stadium, and two fan trails if they are activated as part of the event^{^[3]}

o for Auckland Domain extend the ban to all major events (not just the Lantern Festival) and extend the times of the ban to start one hour earlier and finish one hour later.

The ban for the Auckland Domain ‘Christmas in the Park’ event would remain unchanged.

· Replace with a related information note clauses about alcohol ban signage, and clauses about legislative decision-making criteria.

· Clarify exceptions to alcohol bans for licensed premises and the transport of alcohol, council’s ability to make temporary alcohol bans and Bylaw wording.

Including new event-based temporary alcohol bans made in the Bylaw:

· more easily enables a preventative approach to alcohol-related crime or disorder at or near event venues used for major events

· removes time and cost to process individual requests for event-based temporary alcohol bans where:

o the event venue has in the past, is currently, and will in the future be used for major events

o a ban has been used in the past for major events at the event venue.

· creates more consistent event-based temporary alcohol ban times and application.

Replacing some clauses with related information notes and providing clarifications:

· removes provisions that are unnecessary to state in the Bylaw but are useful as extra information

· provides rules that are easier to read and understand.

The draft proposal complies with statutory requirements

16. The draft proposal has been prepared in accordance with statutory requirements and best practice drafting guidelines:

· The proposed inclusion of event-based temporary alcohol bans for major events at certain venues in the Bylaw is a reasonable limitation on people’s rights and freedoms because the bans only apply temporarily to a limited area for large scale events.

· The amended Bylaw is a more appropriate form of bylaw because the inclusion of event-based temporary alcohol bans for major events at certain venues enables a preventative approach to alcohol-related crime or disorder.^{^[4]} The amended Bylaw would also be easier to read and understand.

· The amended Bylaw has no implications under, and is not inconsistent with, the New Zealand Bill of Rights Act 1990 (the Act). There are potential limitations to freedoms protected by the Act of expression, peaceful assembly, movement, security against unreasonable search and seizure, and to not be arbitrarily arrested. These limitations are justified because alcohol bans help prevent harm to the public, and because council’s ability to make alcohol bans is subject to legislative criteria which ensures any ban is justified, appropriate and proportionate.

Staff recommend the local board consider providing its views on the proposal

17. Staff recommend that the local board consider the draft proposal and whether it wishes to provide its views to the Regulatory Committee.

Tauākī whakaaweawe āhuarangi

Climate impact statement

18. There are no implications for climate change arising from this decision.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

19. The draft proposal impacts the operation of units across the council group involved in events, processing alcohol ban requests and alcohol ban signage. Those units are aware of the impacts of the proposal and their implementation role.

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

Local impacts and local board views

20. The Bylaw is important to local boards as they have the delegated authority to make local alcohol bans, and because alcohol bans help to improve public safety in their local areas.

21. The main view of local board members during the bylaw review was to retain local board decision-making authority for local alcohol bans. The proposal supports this by retaining the current decision-making authority. The process for the local board to make alcohol bans by resolution will remain the same.

22. The local board has an opportunity in this report to provide its views on the proposal to the Regulatory Committee.

23. The local board will also have further opportunity to provide its views to a Bylaw Panel on any public feedback to the proposal from people in the local board area.

Tauākī whakaaweawe Māori

Māori impact statement

24. The Bylaw has significance for Māori as users and kaitiaki / guardians of public space. Māori are also over-represented in alcohol-related hospital visits, the criminal justice system and as victims of crime.

25. Māori health advocacy organisations, Te Puni Kōkiri and the Maunga Authority support the use of alcohol bans as a tool to reduce alcohol-related harm.

26. The draft proposal supports this view by retaining the ability for council to use alcohol bans.

Ngā ritenga ā-pūtea

Financial implications

27. There are no financial implications to the local board for any decision to support the draft proposal for public consultation. The Governing Body at a later date will consider any financial implications associated with public notification and signage.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

28. There is a reputational risk that the draft proposal or the local board’s views do not reflect the views of people in the local board area. This risk would be partly mitigated by future public consultation processes. The local board will have an opportunity to consider any public feedback and provide its formal views to a Bylaw Panel prior to the final decision.

Ngā koringa ā-muri

Next steps

29. Staff will present a proposal and any local board views to the Regulatory Committee on 1 September 2020. The next steps are shown in the diagram below.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Statement of proposal to amend the Alcohol Control Bylaw (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Elizabeth Osborne - Policy Analyst

Authorisers

Paul Wilson - Team Leader Bylaws

Manoj Ragupathy - Relationship Manager Manurewa & Papakura

Manurewa Local Board

16 July 2020

ATEED six- monthly report to the Manurewa Local Board

File No.: CP2020/09202

Te take mō te pūrongo

Purpose of the report

1. This report provides the Manurewa Local Board with highlights of ATEED’s activities in the Manurewa Local Board area as well as ATEED’s regional activities for the six months 1 July to 31 December 2019.

2. This report should be read in conjunction with ATEED’s Quarter 1 and Quarter 2 reports to Auckland Council (available at www.aucklandnz.com). Although these reports focus primarily on the breadth of ATEED’s work at a regional level, much of the work highlighted has significant local impact.

Whakarāpopototanga matua

Executive summary

3. This report provides the Manurewa Local Board with relevant information on the following ATEED activities:

· Locally driven initiatives: Pop-Up Business School, Town Centre Revitalisation Implementation

· Supporting local business growth

· Filming activity

· Young Enterprise Scheme

· Youth connections

· Local and regional destination management and marketing

· Delivered, funded and facilitated events.

4. Further detail on these activities is listed under Analysis and advice.

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

a) receive ATEED’s update to the Manurewa Local Board – March 2020.

Horopaki

Context

5. ATEED has two areas of focus:

Economic Development – including business support, business attraction and investment, local economic development, trade and industry development, skills employment and talent and innovation and entrepreneurship.

Destination - supporting sustainable growth of the visitor economy with a focus on destination marketing and management, major events, business events (meetings and conventions) and international student attraction and retention.

6. These two portfolios also share a common platform relating to the promotion of the city globally to ensure that Auckland competes effectively with other mid-tier high quality of life cities.

7. ATEED works with local boards, Council and CCOs to support decision-making on local economic growth, and facilitates or co-ordinates the delivery of local economic development activity. ATEED ensures that the regional activities that ATEED leads or delivers are fully leveraged to support local economic growth and employment.

8. In addition, ATEED’s dedicated Local Economic Development (LED) team works with local boards who allocate locally driven initiatives (LDI) budget to economic development activities. The LED team delivers a range of services[5] such as the development of proposals, including feasibility studies that enable local boards to directly fund or otherwise advocate for the implementation of local initiatives.

9. ATEED delivers its services at the local level through business hubs based in the north, west and south of the region, as well as its central office at 167B Victoria Street West.

10. Additional information about ATEED’s role and activities can be found at www.aucklandnz.com/ateed

Tātaritanga me ngā tohutohu

Analysis and advice

11. As at 31 December 2019^{^[6]}, 1876 businesses had been through an ATEED intervention or programme. Of these, 28 businesses were in the Manurewa Local Board area – 11 businesses went through Destination-related programmes and 17 businesses went through Economic Development-related programmes.

Economic Development

Locally Driven Initiatives:

12. Pop-Up Business School: Event successfully delivered in Q2 with around 50 attendees. It was held from November 25th to December 6th at Te Haa O Manukau, with the event listed on the ATEED website. A report of the event will be available in Q3.

13. Town Centre Revitalisation Implementation: Following the local elections in October 2019 the new local board has agreed to continue with the town centre steering group. The survey work for 286 Great South Road has been completed and the report received. Richard Knott Ltd has been provided with the report to be considered in the work programme for the town centre steering group. The group has met to reconfirm its focus for the remainder of the year.

Supporting Local Business Growth

14. This area is serviced by the Business and Enterprise team in the South hub, based in Te Haa o Manukau. The team comprises of two Business and Innovation Advisors and administration support. The role of this team is to support the growth of Auckland’s key internationally competitive sectors and to support to provide quality jobs.

15. A key programme in achieving this is central government’s Regional Business Partnership Network (RBPN). This is delivered by ATEED’s nine Business and Innovation Advisors (BIA), whose role is to connect local businesses to resources, experts and services in innovation, R&D, business growth and management.

16. ATEED’s BIAs engage 1:1 with businesses through a discovery meeting to understand their challenges, gather key data, and provide connections / recommendations via an action plan.

17. Where businesses qualify (meet the programme criteria and/or align to ATEED’s purpose as defined in the SOI) the advisors facilitate government support to qualifying businesses, in the form of:

· Callaghan Innovation R&D grants (including Getting Started, project and student grants (https://www.callaghaninnovation.govt.nz/grants).

· Callaghan Innovation subsidised innovation programmes

o (https://www.callaghaninnovation.govt.nz/innovation-skills).

· RBPN business capability vouchers (NZTE), where the business owner may be issued co-funding up to $5,000 per annum for business training via registered service providers. Voucher co-funding is prioritised to businesses accessing this service for the first time, in order to encourage more businesses to engage with experts to assist their management and growth.

· NZTE services such as Export Essentials (https://workshop.exportessentials.nz/register/).

· Referrals to NZ Business Mentors via The Chamber of Commerce.

18. During the reporting period, ATEED Business and Innovation Advisors engaged with 24 businesses and individuals in the Manurewa Local Board area, 0 for innovation advice and services and 11 for business growth and capability advice and services. From these engagements:

· 0 connections were made to Callaghan Innovation services and programmes

· 3 RBPN vouchers were issued to assist with business capability training

· 2 referrals were made to Business Mentors New Zealand

· 1 connection was made to ATEED staff and programmes

· 11 connections were made to other businesses or programmes.

Other support for new businesses

19. During the period, ATEED also ran workshops and events aimed at establishing or growing a new business and building capability. Three people from the Manurewa Local Board area attended an event below:

· Starting off Right workshop - 0

· Business clinic – 1

· Innovation clinic – 2.

Filming activity within the Manurewa Local Board area

20. ATEED’s Screen Auckland team facilitates, processes and issues film permits for filming activity in public open space. This activity supports local businesses and employment, as well as providing a revenue stream to local boards for the use of local parks.

21. Between 1 July and 31 December 2019, a total of 310 film permits^{^[7]} were issued in the Auckland region, with 13 of these permits issued in the Manurewa Local Board area.

22. The Manurewa Local Board area’s share of film permit revenue was $973.91^{^[8]} for the period (total for all boards combined was $38,208.55).

Some of the key film productions that were issued permits to film in the Manurewa Local Board area were:

· The Justice of Bunny King

· Brokenwood Mysteries

· The Bachelorette

· Married at First Sight.

Young Enterprise Scheme (YES)

23. The Auckland Chamber of Commerce has delivered the Lion Foundation Young Enterprise Scheme (YES) since January 2018. ATEED maintains a strategic role. During the period, there were 58 schools participating in the Auckland YES programme, representing 1364 students completing the programme. There are currently 2 schools from the Manurewa Local Board area participating in the YES programme.

Local Jobs and Skills Hubs

24. ATEED is the regional partner for the network of Auckland Jobs and Skills Hubs. These multi-agency hubs support employers at developments where there is a high and sustained demand for local labour and skills development. The Auckland network includes Ara (Auckland Airport development), CBD (Wynyard Quarter and city centre development), and Tāmaki hubs. The new Manukau and Northern hubs launched in August 2019 with new initiatives underway. The ATEED-established City Centre Hub reports a total of 480 people supported into employment, 2,092 training outcomes and 14 apprenticeships facilitated as at 28 February 2020. ATEED is the backbone organisation for the CBD Jobs and Skills Hub, where Māori represented over a third (36 percent) of job placements towards a 40 percent target.

25. ATEED provided funding to CRL Progressive Employment programme for at risk youth supporting training and developing capability within businesses. Five of six youth graduated the 18-week programme in October into jobs. The evaluation report received shows that the programme delivered excellent results.

Offshore talent attraction

26. The Auckland Smart Move Q1-Q2 campaign, launched in July with Immigration New Zealand resulted in 2,126 tech and construction job applications from high-skilled offshore migrants, reaching more than 121,000 offshore high-skilled professionals.

Destination

North, West, South East and Gulf area destination management and marketing activity

27. Over the period, the ATEED Tourism Innovation Team has cemented its highly effective regional cluster and program development. The city is managed on a North/West and Great Barrier area and South/East/Central and Waiheke area. This is a proactive programme that is generating success and clustering of businesses capability, skills and delivery across the entire city. Results are visible and reported, including:

· East/South and North/West visitor maps.

· A Tourism Innovation Partnership Fund which identifies and focuses on capability building and content and product development.

· Groups include the Franklin Tourism Group, now closely aligned with East Auckland Tourism, the Waiheke Tourism Cluster, the Matakana Cluster and the Waitakere Ranges Cluster as well as more bespoke groups on Great Barrier and specific territories.

· Project & opportunity awareness for operators.

· Regional showcase days, product awareness and updates, site familiarity visits (Famils), and opportunity discussions.

· Innovation sessions with topics such as capability building for smaller operators, common issues and themes, key takeaways, and networking opportunities.

28. The Auckland Visitor Survey Insights Report is the culmination of significant development in qualitative and quantitative data capture across all of Auckland. The report identifies the region by main areas, north, south, east, west, and gulf islands, and delivers a valuable and timely insight into visitors’ characteristics, behaviour, experience and perceptions of the Auckland region. This report will be available for local board access in the new year.

Regional destination management and marketing activity

29. Auckland cruise ship activity for the year 2018/19 reported growth for Auckland with visitor expenditure of $192.5m (note: this is not the GDP figure previously taken from Cruise NZ as it is no longer available). This is up from $145m in 2017/18. Passenger numbers in 2018/19 were up to 238,000 from 211,000 in 2017/18.

30. It was a strong six months of highly visible activities designed to attract visitors from overseas and around New Zealand to Auckland using various platforms:

· Social media including Instagram @Visitauckland.

· Media and PR including Auckland Insider article. Best escapes for a long weekend and Appetite for Auckland. Online Food stories.

· Marketing Programs such as the Australian ‘Short Break to Auckland’ campaign in October 2019.

· Collateral to continue in the AA Auckland Visitor Summer Guide 2019 -2020.

· Creating a B-roll of striking footage and images of Tāmaki Makaurau for free use by tourism operators and promoters across the Auckland region and the gulf.

· Focus was also given to Trade and Content development including Elemental AKL 2020.

31. ATEED continued to support and advocate for the development of new Māori tourism experiences and unique marketing opportunities in support of the priorities contained in the Destination AKL 2025 strategy.

Maori Tourism Innovation Partnership Programme – Pilot

32. In alignment to the Destination AKL Strategy, ATEED has development a new Tourism Innovation Partnership fund to enable and support sustainable growth of Maori Tourism in Tāmaki Makaurau. Funding is available to Iwi, Hapū, Marae, Urban Māori Authorities and Māori Tourism collectives to apply for during the 19/20 financial year. So far, we have supported the following two initiatives:

1. Ngai Tai ki Tamaki/Te Haerenga have been awarded $25,000 to develop and promote day tours to Rangitoto and Motutapu through walking and e-bike tours.

2. Te Manu Taupua (with support from the Tupuna Maunga Authority & Nuu Limited) have been awarded $20,000 to grow digital capacity and capability to amplify the cultural narratives of Tāmaki Makaurau. These resources will then be used to educate and develop cultural competency within Auckland’s tourism industry.

33. Examples of separate local board area activity includes:

· Waitematā - Feasibility study for a Māori Cultural Centre

RFA, ATEED and Panuku in partnership with mana whenua (in particular, Ngāti Whātua Ōrākei, Ngāti Pāoa and Te Kawerau a Maki) are in the final stages of finalising a feasibility study for a Māori Cultural Centre, with a penultimate draft being circulated internally. The cultural centre is closely linked to the City centre work being undertaken by the Auckland Design Office.

· Ōtara-Papatoetoe - Elemental – Te Ahi Kōmau Event

ATEED, in collaboration with Panuku are supporting The Cause Collective and Papatūānuku Marae in the delivery and marketing of an indigenous food and cultural storytelling event as apart of Elemental 2020 programme.

· Albert-Eden – Whau Café

In collaboration with the Tūpuna Maunga Authority, ATEED supported the marketing and promotion of a new Māori centred café and visitor centre called Whau Café located in the historic kiosk on Maungawhau. Whau Café officially opened to the public in December 2019 and has been successfully operating since.

· Rodney - Capability Development

ATEED is supporting Te Hana Community Development Charitable Trust with the re-prioritising of their commercial tourism aspirations and product development. ATEED is also involved in the Auckland Council working group, to support Te Hana with renewing and re-accessing the lease model as well and supporting further community engagement focused initiatives.

Delivered, funded and facilitated events

34. During the period, the inaugural Elemental AKL winter festival was held 1-31 July. There were 67 events across the region, and 120 restaurants that took part through Elemental Feast. The new festival generated more than 1000 media stories.

35. ATEED delivered the Auckland Diwali Festival which was held at Aotea Square and Upper Queen Street from 12-13 October 2019. Approximately 65,000 people attended, up 9% from an estimated 59,990 in 2018. The festival had more than 40 food stallholders, more than 50 hours’ live entertainment and over 200 performances.

36. ATEED led the cross-council communications and programme implementation of the 2019 New Year’s Eve coverage to alert Aucklanders and visitors to the road closures, extra public transport options, event highlights and TV viewing options, with positive feedback received.

37. During the period, residents of the Albert-Eden Local Board area were also able to enjoy events funded or facilitated by ATEED across the Auckland region, including the New Zealand International Film Festival, ASB Auckland Marathon, the Virgin Australia Supercars Championship, The Food Show, New Zealand Fashion Week, the ITM Auckland SuperSprint, Taste of Auckland, EQUITANA Auckland, 19/20 Nacra/49ers Class Sailing World Champs, Wondergarden, Auckland On Water Boat Show.

38. A full schedule of major events is available on ATEED’s website, aucklandnz.com

Go With Tourism

39. Go with Tourism (GWT) is a jobs-matching platform that targets young people (18-30 years) and encourages them to consider a career in Tourism. In 2019, Go with Tourism was rolled out nationally with launches in Queenstown and Wanaka. The platform signed over 300 businesses for the first time in the 6 months between July and December 2019.

40. The most popular industries in the GWT programme in Auckland (as classified by ANZSIC code) were Accommodation and Food Services (61%), Arts and Recreation Services (19%), Transport, Postal and Warehousing (5%), and Administrative and Support Services (5%).

41. In Manurewa Local Board, no businesses have signed up to use the platform out of a total of 165 in the Auckland region.

Tauākī whakaaweawe āhuarangi

Climate impact statement

42. ATEED is currently considering how we respond to climate impacts in our projects and programmes. In the interim, ATEED assesses and responds to any impact that our initiatives may have on the climate on a case-by-case basis.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

43. ATEED assesses and manages our initiatives on a case-by-case basis and engages with the Council group where required.

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

Local impacts and local board views

44. Local Board views are not sought for the purposes of this report. Local Board views were sought for some of the initiatives described in this report.

Tauākī whakaaweawe Māori

Māori impact statement

45. The proposed decision to receive the six-monthly report has no impact on Māori. ATEED assesses and responds to any impact that our initiatives may have on Māori on a case-by-case basis.

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

47. The proposed decision to receive the six-monthly report has no risk. ATEED assesses and manages any risk associated with our initiatives on a case-by-case basis.

Ngā koringa ā-muri

Next steps

48. ATEED will provide the next six-monthly report to the Local Board in August 2020 and will cover the period 1 January to 30 June 2020.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Stephanie Sole - Strategy and Planning (ATEED)

Authorisers

Quanita Khan - Manager Operational Strategy and Planning (ATEED)

Manoj Ragupathy - Relationship Manager Manurewa & Papakura

No.	Title	Page
a ⇩	Manurewa Local Board Governance Forward Work Calendar July 2020	51

No.	Title	Page
a ⇩	4 June 2020, Manurewa Local Board Workshop Record	55
b ⇩	11 June 2020, Manurewa Local Board Workshop Record	57
c ⇩	25 June 2020, Manurewa Local Board Workshop Record	59

[1] Council’s Events Policy refers to major events as events having a regional, national and international profile.

[2] MT/2017/144 (Mt Smart); AE/2015/119 (Eden Park); RBC/2015/41 and WTM/2016/110 (Christmas in the Park); ADC/2017/43 (Lantern Festival).

[3] There are two Eden Park Fan Trails designed for fans to walk to Eden Park. One starts at Ponsonby Road (activated on ‘match days’) and one starts from Queen Elizabeth Square (last used during the 2011 Rugby World Cup).

[4] Section 147A of the Local Government Act 2002.

[5] This activity is subject to local boards prioritising local economic development, and subsequently allocating funding to local economic development through their local board agreements.

[6] Q2 FY 2019/20 result for ATEED’s SOI KPI2

[7] This does not reflect all filming that takes place in studio, private property or low impact activity that wouldn’t have required a permit.

[8] This includes Local Board fees only, other permit fees directed to Auckland Transport (Special Events) and Regional Parks. Figures exclude GST and are as per the month the permit was invoiced, not necessarily when the activity took place.

Chairperson	Joseph Allan
Deputy Chairperson	Melissa Atama
Members	Anne Candy
	Tabetha Gorrie
	Rangi McLean
	Glenn Murphy
	Ken Penney
	Dave Pizzini

Author	Rohin Patel - Democracy Advisor - Manurewa
Authoriser	Manoj Ragupathy - Relationship Manager Manurewa & Papakura