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

 

Date:

Time:

Meeting Room:

Venue:

 

Wednesday, 26 August 2020

5.15pm

This meeting will proceed via Skype for

Business. Either a recording or written

summary will be uploaded on the Auckland

Council website

 

Waiheke Local Board

 

OPEN AGENDA

 

 

 

 

MEMBERSHIP

 

Chairperson

Cath Handley

 

Deputy Chairperson

Bob Upchurch

 

Members

Kylee Matthews

 

 

Robin Tucker

 

 

Paul Walden

 

 

(Quorum 3 members)

 

 

 

Dileeka Senewiratne

Democracy Advisor

 

21 August 2020

 

Contact Telephone: 021 840 914

Email: dileeka.senewiratne@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

 

 


 

 


Waiheke Local Board

26 August 2020

 

 

ITEM   TABLE OF CONTENTS                                                                                         PAGE

1          Welcome                                                                                                                         5

2          Apologies                                                                                                                        5

3          Declaration of Interest                                                                                                   5

4          Confirmation of Minutes                                                                                               5

5          Leave of Absence                                                                                                          5

6          Acknowledgements                                                                                                       5

7          Petitions                                                                                                                          5

8          Deputations                                                                                                                    5

8.1     Deputation - Anne Bailey - Senior Housing Needs                                          5

9          Public Forum                                                                                                                  6

9.1     Public Forum - Carys Templer and Kayleigh Appleton -  Good to Go reusable takeaway packaging service on Waiheke                                                          6

9.2     Public Forum - Sophie Poelman and Emily King - Application for the Old Surfdale Post Office Lease                                                                                  6

9.3     Public Forum - Rob Leaupepe-Hansell and Raewynne Jacobs - Warmer Kiwi Homes Initiative                                                                                                    7

10        Extraordinary Business                                                                                                7

11        Councillor's Update                                                                                                       9

12        Minutes of the Waiheke Local Board meeting held Wednesday, 22 July 2020    29

13        Herbicide Dispensation Request for Mary Wilson Reserve                                    51

14        New community lease to Waiheke Connect Incorporated at 6 Hamilton Road, Surfdale                                                                                                                         59

15        Auckland Transport Report - August 2020                                                               71

16        Mātiatia Traffic Trial Report and Next Steps                                                             79

17        Minutes of the Waiheke Transport Forum 5 August 2020                                      85

18        Completion of the Waiheke Governance Pilot                                                         97

19        Asset Recycling - 7 Waitai Road, Ostend, Waiheke Island                                   103

20        Wharetana Bay planting plan not proceeding                                                        105

21        CCO Review report feedback                                                                                   109

22        Approval of the Waiheke Local Board's environment work programme 2020/2021                                                                                                                                     115

23        Approval of the Waiheke Local Board Community Facilities work programme 2020 - 2023                                                                                                                             129

24        Approval of the Waiheke Local Board community services work programme 2020/2021                                                                                                                    153

25        Piritahi Marae Trust - Kaiwhakahaere Marae Pilot Project                                   173

26        Chairperson's report                                                                                                 177

27        List of Resource Consents Applications                                                                185

28        Waiheke Local Board Governance Forward Work Calendar 2019 - 2022           191

29        Waiheke Local Board Workshop Record of Proceedings                                    195  

30        Consideration of Extraordinary Items 

 

 


1          Welcome

 

Kua uru mai a hau kaha, a hau maia, a hau ora, a hau nui,

Ki runga, ki raro, ki roto, ki waho

Rire, rire hau…pai marire

 

Translation (non-literal) - Rama Ormsby

Let the winds bring us inspiration from beyond,

Invigorate us with determination and courage to achieve our aspirations for abundance and

sustainability

Bring the calm, bring all things good, bring peace… good peace.

 

2          Apologies

 

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

 

3          Declaration of Interest

 

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

 

4          Confirmation of Minutes

 

That the Waiheke Local Board:

a)         confirm the ordinary minutes of its meeting, held on Wednesday, 22 July 2020, as a true and correct record.

 

 

5          Leave of Absence

 

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

 

6          Acknowledgements

 

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

 

7          Petitions

 

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

 

8          Deputations

 

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

 

8.1       Deputation - Anne Bailey - Senior Housing Needs

Te take mō te pūrongo

Purpose of the report

1.       Anne Bailey would like the opportunity to update the board on the various activities in progress on housing for the elderly.

Whakarāpopototanga matua

Executive summary

2.       As a result of a meeting called in December 2019, a series of activities are underway looking at housing and support options for seniors including the following: 

·    A group looking at policy change in relation to housing and also land availability in Waiheke.

·    A group focusing on In-Home Care Options for seniors.

·    A resource booklet for seniors

·    A group considering rest-home and hospital level care options.

 

Te tūtohunga

Recommendation

That the Waiheke Local Board:

a)      thank Anne Bailey for her attendance and presentation.

 

Attachments

a          Deputation - Anne Bailey - Senior Housing Needs...................................... 209

 

 

9          Public Forum

 

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

 

9.1       Public Forum - Carys Templer and Kayleigh Appleton -  Good to Go reusable takeaway packaging service on Waiheke

Whakarāpopototanga matua

Executive summary

1.       Carys Templer and Kayleigh Appleton of Good to Go, will be in attendance to speak under Public Forum regarding the reusable takeaway packaging service on Waiheke.

 

Ngā tūtohunga

Recommendation

That the Waiheke Local Board:

a)      thank Carys Templer and Kayleigh Appleton of Good to Go, for their attendance.

 

Attachments

a          Public Forum - Good to Go reusable takeaway packaging service on Waiheke - Presentation.................................................................................................. 213

 

 

9.2       Public Forum - Sophie Poelman and Emily King - Application for the Old Surfdale Post Office Lease

Whakarāpopototanga matua

Executive summary

1.       Sophie Poelman and Emily King from Waiheke Connect, will be in attendance to speak under Public Forum regarding their application for the Old Surfdale Post Office lease.

 

Ngā tūtohunga

Recommendation

That the Waiheke Local Board:

a)      thank Sophie Poelman and Emily King for their attendance.

 

 

 

9.3       Public Forum - Rob Leaupepe-Hansell and Raewynne Jacobs - Warmer Kiwi Homes Initiative

Whakarāpopototanga matua

Executive summary

1.       Rob Leaupepe-Hansell from GreenSide Energy Solutions and Raewynne Jacobs from ECCA will be in attendance to speak under Public Forum regarding Warmer Kiwi Homes Initiative.

 

Ngā tūtohunga

Recommendation

That the Waiheke Local Board:

a)      thank Rob Leaupepe-Hansell and Raewynne Jacobs for their attendance and presentation.

 

Attachments

a          Public Forum - Warmer Kiwi Homes Initiative - Presentation...................... 221

 

 

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.”


Waiheke Local Board

26 August 2020

 

 

Councillor's Update

File No.: CP2020/10544

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide Councillor Pippa Coom with an opportunity to update the Waiheke Local Board on Governing Body issues.

 

Ngā tūtohunga

Recommendation

That the Waiheke Local Board:

a)         receive Waitemata and Gulf Ward Councillor, Pippa Coom’s update.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Councillor's Update August 2020

11

      

Ngā kaihaina

Signatories

Author

Dileeka Senewiratne - Democracy Advisor Waiheke Local Board

Authorisers

Louise Mason – General Manager - Local Board Services

Janine Geddes - Acting Relationship Manager: Aotea / Great Barrier and Waiheke Local Boards

 


Waiheke Local Board

26 August 2020

 

 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


Waiheke Local Board

26 August 2020

 

 

Minutes of the Waiheke Local Board meeting held Wednesday, 22 July 2020

File No.: CP2020/10546

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       The open unconfirmed minutes of the Waiheke Local Board ordinary meeting held on Wednesday 22 July 2020 is attached at item 12 of the agenda for the information of the board only.

 

Ngā tūtohunga

Recommendation/s

That the Waiheke Local Board:

a)      note that the open unconfirmed minutes of the Waiheke Local Board ordinary meeting held on Wednesday, 22 July 2020, attached at item 12 of the agenda for the information of the board only and will be confirmed under item 4 of the agenda.

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Waiheke Local Board open unconfirmed ordinary meeting minutes - 22 July 2020

31

b

Waiheke Local Board open unconfirmed ordinary meeting minute attachments - 22 July 2020

39

     

Ngā kaihaina

Signatories

Author

Dileeka Senewiratne - Democracy Advisor Waiheke Local Board

Authorisers

Louise Mason – General Manager - Local Board Services

Janine Geddes - Acting Relationship Manager: Aotea / Great Barrier and Waiheke Local Boards

 


Waiheke Local Board

26 August 2020

 

 


 


 


 


 


 


 


 


Waiheke Local Board

26 August 2020

 

 


 


 


 


 


 


 


 


 


 


 


 


Waiheke Local Board

26 August 2020

 

 

Herbicide Dispensation Request for Mary Wilson Reserve

File No.: CP2020/11268

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To seek dispensation from the Waiheke Local Board for the targeted and limited use of two herbicides for pest plant control in identified ecological areas within Mary Wilson Reserve on Waiheke Island from 1 August 2020 to June 30 2023.

2.       To provide confidence to the Waiheke Local Board that the supporting information to justify the above dispensation has adequately considered non-herbicide alternatives as well as the wishes of the community for limited herbicide use on Waiheke Island.

Whakarāpopototanga matua

Executive summary

3.      Dispensation for herbicide use in reserves may be obtained on application by council staff to the local board as per Waiheke LB resolution number WHK/2017/150.

4.      Waiheke Island is recognised for its unique position in the Hauraki Gulf, its diverse social atmosphere and natural environment that differs from the mainland. A Waiheke specific methodology and approach to pest plant control has been developed to reflect this. The proposal is for the use of two herbicides: Glyphosate and Metsulfuron for which dispensation is being requested. 

5.      The methodology, planning and proposals within this report have been developed in consultation with councils Biodiversity, Biosecurity, Weed Free Waiheke and key community volunteer groups: Wild Omiha and the Hauraki Gulf Conservation Trust.

6.      Methodologies have been designed around the most appropriate method to target a number of pest plant species. For most pest plants listed, the use of herbicide is generally the second option with a manual non-herbicide means as the preferred option. Herbicide use will only be utilized after other treatments that are not considered to be effective. Targeted foliar treatment, weed wiping, ringbarking/painting, stump cut/paste, will only be used in conjunction with mechanical methods to minimize both herbicide volume and off-target application.

 

 

Ngā tūtohunga

Recommendation/s

That the Waiheke Local Board:

a)      approve the dispensation for the use of Glyphosate and Metsulfuron in Mary Wilson Reserve from 1st September 2020 to June 30th, 2023.

b)      limit the use of Glyphosate and Metsulfuron to the Waiheke specific methodologies as specified within this report and as outlined on the attachment (A) to this report.

 

 

 

Horopaki

Context

A Pest Plant Problem

7.      Waiheke Island has significant pest plant challenges. The management of pest plants has been difficult for various reasons including the size and scale of the pest plant problem, the inputs required to control pest plants, budget limitations and current methodologies being employed.

8.      It is widely acknowledged that key pest plant species (moth plant and climbing asparagus) are affecting the long-term ecological potential of a number of Waiheke sites. As herbicide control is the only effective control methodology for these species, and there is a strong commitment to a herbicide free environment where possible, a fresh and unique approach has been used to develop a programme of works for the island (reference: Treescape Environmental Ltd). The cost of weed control through non-herbicide methods would be significantly more expensive and damaging to the environment especially in stream bed areas.

Methodology Principals

9.      Successful pest plant control for ecological restoration purposes is most effective when a variety of techniques are utilized. The techniques are a series of methods suitable for the species being targeted and the environment they are located in.

10.    Waiheke Island has a strong commitment to a herbicide free environment where possible. In line with this philosophy, a methodology has been developed to provide a programme of work that will have maximum benefit whilst using the minimum volume of herbicide. These methodologies will be used when undertaking ecological restoration work on Mary Wilson Reserve. The methodology, planning and proposals have been developed in cooperation with councils Biodiversity, Biosecurity, Treescape Environmental and key community volunteer groups: Wild Omiha and the Hauraki Gulf Conservation Trust (see Wild Omiha project proposal attachment A)

11.    A dispensation is being sought to use selected herbicides based specific methodologies as follows:

Pest Plant Control Methodology

12.    The practicality and success of non-herbicide control measures is considered first e.g. hand pull small plants, digging out isolated plants, removal of pods such as moth plant. If this is not practical, e.g. too dense an infestation, or potential for erosion on stream sides by digging weeds out, only then is limited herbicide use considered. It is restricted to two herbicides chosen on the basis of levels of effectiveness on a range of species and reduced overall volumes required to achieve effective control. The two herbicides are: Glyphosate and Metsulfuron (see attachment for methodologies, utilization and target species).

13.    Herbicide will only be used after other treatments are not considered effective. Targeted foliar treatment will only be used in conjunction with mechanical methods to minimize both herbicide volume and off-target application.

14.    Care will be taken to ensure the best practice methodology is undertaken to ensure efficacy and minimizing the requirement for future follow up treatment. Examples of such best practices are:

·  cutting woody weed species as low as possible to the ground to reduce likelihood of epicormic bud regrowth, as well as cutting and applying to any exposed roots;

·  ensuring herbicide is covering the entire cambium layer or live section of trunk encompassing the vascular system; and

·  removal of cut material that may re-sprout and root, such as willow branches.

 

15.    Pest plant species will have targeted foliar treatment where infestations are too dense or extensive to allow for effective manual control. This will be through a combination of small 2L pump action hand-held spray bottles or 15L spray back packs with spray reducing cones, fine nozzles and low pressure to reduce drift and application volume. All contractors to be used will be trained and experienced in ecological herbicide control. Species include pampas grass, jasmine, climbing asparagus, moth plant, Japanese honeysuckle and Tradescantia. Any natives in proximity will be hand released prior to application.

16.    Additionally young plants at a certain growth stage become very difficult to hand pull and risks not controlling the entire plant. Actual volumes of herbicides applied using the proposed techniques are at a very low level. The herbicide strengths and quantities have been selected to provide the least environmental impact at each site over the life of the programme. This includes selection of the lowest strength mix that will effectively do the job, without using a strength so low that it will not adequately control the pest plants. This avoids re-work which would otherwise result in a greater total quantity of herbicide being used on a particular site than would have been used if the correct and slightly higher rate was initially applied.

17.    The Attachment identifies the species listed for long term management on Mary Wilson Reserve and their proposed control measures.

Tātaritanga me ngā tohutohu

Analysis and advice

Reducing Herbicide Use

18.    It is acknowledged that there are concerns around the use of herbicides on Waiheke Island. However, cautious and targeted use as proposed, using an experienced local contractor using methods that are compatible with minimizing herbicide use will provide an effective programme using best practice methodology. The programme would largely use techniques that do not rely heavily on conventional repeated treatments. Additionally, a limited range of herbicides is compatible with the community's desire to reduce herbicide use but at the same time collectively achieve long lasting recovery of ecologically biodiverse environments.

19.    A significant proportion of the herbicides used will be Cut 'n' Paste products designed specifically by a long-time Waiheke resident in direct response to increasing concerns about the unnecessary broad scale use of conventional broadcast spray application techniques.

20.    Cut 'n' Paste products are gel based ready mixed products that are contained in brush on applicator bottles. This effectively limits both the volume of herbicide that is used on an individual pest plant as well as minimizing the potential for non-target effects on both the soil, and surrounding plants at the application site.

21.    The progressive removal of weed species and revegetating bare areas with locally sourced native species is indicated at the beginning of the planting season. This work is a community initiative by Wild Omiha who will with the assistance of a Council contractor undertake effective weed control prior to revegetation of previously weed infested areas.

22.    These techniques both effectively cover bare ground and speed up natural regeneration processes particularly when revegetation species that include those that attract seed dispersing and pollinating birds (e.g. flax, cabbage tree).

Tauākī whakaaweawe āhuarangi

Climate impact statement

23     There will be a net zero increase in carbon emmisions for this decision as the project seeks to remove weeds currently present on Mary Wilson Reserve and replace them with native vegetation of a similar prportions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

24.     The project is fully supported by Councils Biodiversity section.

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

Local impacts and local board views

25.    Dispensations for herbicide use in individual reserves have previously been granted by the Waiheke Local Board on a limited basis.

26.    The proposed Waiheke specific methodology and anticipated outcomes are in keeping with the 2017 Waiheke Local Board Plan, Outcome three:

·     Restore and protect our natural environment in partnership with our community - Develop and deliver animal and plant pest management plans and ensure a coordinated approach of all agencies involved in these programs.

Tauākī whakaaweawe Māori

Māori impact statement

27.    Parks and open spaces contribute significantly to Māori well-being, values, culture and traditions.  Where any aspects of the proposed work programme are anticipated to have a significant impact of importance to Tangata Whenua, appropriate consultation will follow.

Ngā ritenga ā-pūtea

Financial implications

    28    There are no financial implications for this decision. Wild Omiha is seeking external funding

                  for this project.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

Herbicide Use Monitoring and Reporting

29.    Recording and reporting on herbicide use must be undertaken in line with industry best practice and New Zealand standards. Reporting will be undertaken per site, per visit and recorded in a daily works diary. The report will include:

·  methodologies used on the reserve, e.g. manual, cut and paste etc

·  the amount of herbicide used on the reserve, what species it was used on and how it was applied

·  the number of hours used per methodology

·  weather conditions during control

·  personnel on site

 

30.     Additionally site auditing is undertaken by council to ensure that standards and specifications are consistently adhered to.

Ngā koringa ā-muri

Next steps

31.    The decision will allow Wild Omiha to seek further funding to carry out its restoration plan. The funding requested will cover the costs of approved contractors to carry out the weed control works envisaged by the group of the next three years.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Chemical application methods - Mary Wilson Reserve

57

     

Ngā kaihaina

Signatories

Author

Huw Hill-Male - Community Park Ranger

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Janine Geddes - Acting Relationship Manager: Aotea / Great Barrier and Waiheke Local Boards

 


Waiheke Local Board

26 August 2020

 

 


Waiheke Local Board

26 August 2020

 

 

New community lease to Waiheke Connect Incorporated at 6 Hamilton Road, Surfdale

File No.: CP2020/11161

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To grant a new community lease to Waiheke Connect Incorporated at 6 Hamilton Road, Surfdale.

Whakarāpopototanga matua

Executive summary

2.       An expressions of interest process has been undertaken to lease the facility known as Surfdale Post Office, situated at 6 Hamilton Road, Surfdale.

3.       During the process, Waiheke Connect Incorporated applied to lease the premises and its application was assessed favourably by staff.

4.       The building is currently managed as a Venue for Hire. The local board has expressed their preference to have this asset managed as a lease to increase utilisation.

5.       This report recommends the Waiheke Local Board grant a new community lease to Waiheke Connect Incorporated. The recommendation aligns with the Waiheke Local Board Plan 2017 outcome: thriving, strong and engaged communities

 

Ngā tūtohunga

Recommendation/s

That the Waiheke Local Board:

a)      Direct staff to transfer the management of the asset known as the Surfdale Post Office from Community Places to Community Leasing.

b)      grant, a new community lease to Waiheke Connect Incorporated comprising 100m2 (more or less) at 6 Hamilton Road, Surfdale described as Lot 1 DP 123689 (outlined in red on Attachment A) subject to the following terms and conditions:

i.    term:  five years, commencing on 1 September 2020, with one five-year right of renewal

ii.    rent:  $1.00 plus GST per annum if requested

iii.   maintenance fee: $250.00 plus GST per annum

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

c)      approve Waiheke Connect Incorporated’s community outcomes plan as attached (Attachment B), subject to operational changes.

 

 

 

Horopaki

Context

6.       This report considers the new community lease to Waiheke Connect Incorporated.

7.       The Waiheke Local Board holds delegated authority relating to local recreation and community facilities, including community leasing matters

Land and Buildings

8.       The land, described as Lot 1 DP 123689, is held by Auckland Council in fee simple under the Local Government Act 2002.

9.       The building is known as the Old Post Office and is currently managed as a Venue for Hire by Community Places.

10.     The local board has expressed their preference for the building to be managed as a community lease.

Waiheke Connect Incorporated

11.     Waiheke Connect Incorporated is a newly formed community group which aims to empower local businesses, professionals and the wider community on Waiheke; to make living and working remotely from Waiheke a sustainable option.

12.     It proposes to use the leased premises to:

i.    Encourage Waiheke businesses and professionals to connect and collaborate

ii.    Run a central hub for regular co-working, workshops, and events

iii.   Undertake public awareness, education and professional training programmes

iv.  Create employment options through their activities.

13.     A community outcomes plan, to measure the impact of this service in the local community, has been formulated and agreed to (Attachment B).

14.     The community outcomes plan is part of a pilot being run under the review of Auckland Council’s Community Occupancy Guidelines 2012, with an aim to increase monitoring, data collection, asset management capability and community impact of council’s community leaseholders.

Tātaritanga me ngā tohutohu

Analysis and advice

15.     Auckland Council’s Community Occupancy Guidelines 2012 sets out the criteria for community occupancy agreements. The procedure for a new lease of council-owned buildings is to call for expressions of interest from community groups. This allows an assessment of proposals to ensure the best community outcomes are delivered.

16.     Waiheke Connect Incorporated applied to lease the premises through the expressions of interest process. Three other applications were received; however, these did not fully align to the local board’s priorities for the premises.

17.     Waiheke Connect Incorporated satisfies the required criteria specified in the guidelines in the following ways:

i.    it is an incorporated society

ii.    it has a history of delivering its services to the local community

iii.   it is managed appropriately, as evidenced by its business plans for the premises

iv.  the trust has provided a breakdown of its key outputs, captured in the outcomes plan, indicating clear social benefit to the community.

18.     Under the guidelines, it is recommended that for leases over council-owned buildings the standard term be for five years with one five year right of renewal, providing a total term of 10 years.

19.     For new groups, the recommended term is normally 1 year with one right of renewal for 1 year. However, Waiheke Connect Incorporated has been in operating for three years and has successfully run pilots on increased service offerings, with a strong membership base. Staff therefore recommend the longer 5-year term, with a right of renewal for another 5 years. The security of tenure also increases funding capacity which should lead to greater activation of the space.

20.     The local board has discretion to vary the term of the lease if it wishes. However, the guidelines suggest that where the term is varied, it aligns to one of the recommended terms within the Community Occupancy Guidelines 2012.

21.     Where community groups have exclusive occupancy of council-owned buildings, the guidelines state that such groups are required to pay an annual subsidised maintenance fee of $250 (plus GST) per annum for buildings between 0m2 and 100m2. The current building is approximately 95m2.

Public Notification

22.     Under section 138 of the Local Government Act 2002, all leases longer than six months require public notification.

23.     Public notification is not required for this particular lease as it does not substantially interfere with the public’s access or use of the park, the land parcel is in fact adjacent to the general park which is a local purpose reserve and the existing access-ways will be maintained.

24.     Additionally, the land is not defined as a park based on;

i.    Its historic use as a post office, not a park offering public amenity; and

ii.    The existing building which is not generally open to the public on a long-term basis.

Tauākī whakaaweawe āhuarangi

Climate impact statement

25.     The designated impact level of the recommended decision on Green House Gas emissions is “potential increase” as the activation of the space will result in more users being attracted to the facility.

26.     Climate change has an unlikely potential to impact the lease as no part of the leased area is located in a flood-sensitive or coastal inundation zone.

 

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

27.     In compiling the advice in this report staff obtained feedback from Community Empowerment, Asset Management and Intelligence Support, Community Places and Financial Strategy and Planning.

28.     The local board’s role in making service decisions are affirmed by changes in service lines and targets set in the Long-Term Plan. The proposed management transfer is in line with the LTP’s “Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities”.

29.     Although there might be some impact on Venue for Hire’s provision, the proposed transfer is in line with recent precedents on Waiheke, the LTP and the local board’s direction.

30.     Some concerns were raised regarding the removal of a venue for hire from the Waiheke portfolio, however, one of the regular users is moving to another location, mitigating potential impacts regarding availability of space.

31.     No other concerns regarding the proposed lease was raised.

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

Local impacts and local board views

32.     At its workshop held on 4 April 2019, the local board indicated their preliminary support for the Old Post Office to be transferred to community leasing. The local board expressed its support to lease the premises to Waiheke Connect Incorporated.

33.     The activities offered by Waiheke Connect Incorporated align with the Waiheke Local Board Plan 2017 outcome: thriving, strong and engaged communities.

Tauākī whakaaweawe Māori

Māori impact statement

34.     There is a change in activities and operational use taking place on the land.

35.     Section 81 of the Local Government Act 2002 requires engagement with iwi.

36.     Formal iwi engagement was initiated on 20 August 2019 and concluded on 17 September 2019.

37.     Due to a change regarding the proposed leaseholder, iwi engagement was reinitiated on 21 July 2020, the period for submissions conclude on 20 August 2020. The engagement provides detailed information regarding the nature of the group, leased area and land, inviting iwi representatives to hui and/or a site visit.

38.     The contents of this report will be updated prior to the business meeting with any submissions made.

39.     As at 11 August 2020, no concerns regarding the proposed lease have been submitted and one submission in support has been received.

Ngā ritenga ā-pūtea

Financial implications

40.     All costs relating to the granting of the lease will be borne by Community Facilities.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

41.     Transferring the management of the asset to community leasing will negatively impact the portfolio of venue for hire.

42.     This is mitigated by the fact that the facility is generally under-utilised, and one of the regular users has obtained landowner consent to establish an alternative premise, adjacent to the post office building.

43.     The benefits of having the asset activated as a full-time community service outweighs any risks associated with venue for hire’s service provision on Waiheke.

Ngā koringa ā-muri

Next steps

44.     Staff will work with Waiheke Connect Incorporated to formalise the occupancy arrangement.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Attachment A Waiheke Connect Inc lease area

65

b

Attachment B Waiheke Connect Incorporated COP pilot

67

     

Ngā kaihaina

Signatories

Author

Gert van Staden - Community Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Janine Geddes - Acting Relationship Manager: Aotea / Great Barrier and Waiheke Local Boards

 


Waiheke Local Board

26 August 2020

 

 


Waiheke Local Board

26 August 2020

 

 


 


 


 


Waiheke Local Board

26 August 2020

 

 

Auckland Transport Report - August 2020

File No.: CP2020/10550

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide an update to the Waiheke Local Board on transport related matters in their area including the Local Board Transport Capital Fund (LBTCF) and Community Safety Fund (CSF).

Whakarāpopototanga matua

Executive summary

This report covers:

2.       A general summary of operational projects and activities of interest to the board.

3.       An update on Auckland Transport projects identified in the Waiheke 10 Year Transport Plan.

4.       An update on the board’s Transport Capital Fund and Community Safety Fund.

 

Ngā tūtohunga

Recommendation/s

That the Waiheke Local Board:

a)      receive the Auckland Transport August 2020 update report.

 

 

Horopaki

Context

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Transport Capital Fund (LBTCF)

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

8.       With the Auckland Council’s emergency budget now confirmed, the LBTCF for the 20/21 financial year has been set at $5.0 million for allocation across the 21 local boards. Allocation will still be based on the Local Board Funding Policy. Decisions about the 21/22 and 22/23 financial years will form part of the Long-Term Plan/Regional Land Transport Plan (LTP/RLTP) discussions but early indications are that these years will also see a more constrained capital programme than prior to the COVID crisis.

9.       The specific budget available for the LBTCF in 21/22 and 22/23 will be determined by the prioritization of the capital programme through the RLTP and will be subject to the usual consultation and submission process.

10.     Auckland Transport is analysing and considering the effects of COVID-19 on LBTCF budgets and local board work programmes. Auckland Transport will attend a workshop with the Waiheke Local Board in early September to discuss and advise on the best use of the limited budget.

Community Safety Fund (CSF)

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

12.     The CSF is funded from Auckland Transport’s safety budget and is dependent on the level of funding Auckland Transport receives from Council. Current indications are that this level of funding will be significantly constrained. Public consultation and design work is progressing so that projects are designed and ready to go when the money becomes available.

Update on Auckland Transport operations:

13.     The table below has a general summary of projects and activities of interest to the local board with their current status. Please note that:

·    All timings are indicative and are subject to change.

·    Budgets may be subject to further review due to recent return to Level 3 lockdown.

 

Activity

Update

Wharves

Kennedy Point

The Portacom buildings are being upgraded with a new woodgrain external cladding. Brackets are installed, the cladding material is currently being fabricated.

 

New wayfinding signage is currently being made for installation once cladding complete.

 

The consent for fendering alteration has been approved. Auckland Transport is waiting on materials from overseas to complete these works.

 

The remaining lighting items will be complete by end August.

 

A request for a new windsock has been installed on the edge of the breakwater.

 

New lighting strips to be installed on the edge of the berthing fenders to be completed by end August.

 

Matiatia Main Wharf

Concept engineering design to replace the old gangways, pontoon and hydraulic lifting system at the northern and southern berths agreed 29 July.

 

Project now in preliminary design phase. Project team to update the board at a workshop within next month or so.

 

Matiatia old Wharf

The engineering design to reconfigure the gangway and use of the inner berth pontoon is complete.

 

Auckland Transport meeting with Fullers in August to confirm configuration before bringing proposed design and scope details to local board for update.

 

Intending to commence on site within next three months.

 

Works are intended to provide this berth as a back-up and provide future contingency for the main berth.

 

This facility will be required for use during installation of the proposed replacement gangways and pontoon on the main wharf.

 

It is not currently envisaged to use this berth regularly but will be available if additional summer services are run, or vessels are using both berths on the main wharf.

 

Road Maintenance

Programmed works - August

August includes preseal repairs, grading and metaling of various unsealed roads, cleaning of water tables, and other routine cyclic maintenance.

 

Draft chipseal programme – FY20/21

The delivery month is still to be confirmed and this will be

forwarded to the board once received.

 

Road

Length (m)

Burrell Rd

313

Coromandel Rd

856

Donald Bruce Rd

1734

Frank St

815

Great Barrier Rd

701

Hartley Ave

130

Karaka Rd

411

Lannan Rd

412

McIntosh Rd

78

Newton Rd

381

O’Brien Rd

173

Ocean View Rd

1198

Shelly Beach Rd

48

Totara Rd

91

Trig Hill Rd

252

Woollams Rd

102

 

7965

Parking Enforcement

Parking enforcement officers are patrolling the island regularly with coverage expected to broaden and increase over the next couple of months.

 

Parking enforcement now includes weekends.

 

Bus Patronage

Overall patronage on the island is around 75% of 2019 levels.

 

Matiatia carpark

buildings

The two buildings within the Matiatia carpark have been removed, including foundations.

 

The new carpark layout for this space has been approved, and the resolution is in place.

 

Auckland Transport has approved a quote to install 165.5m of post and rail fencing required to demarcate this new parking area.

 

Delivery is expected by late August (weather dependent), with the parking spaces signage being installed immediately after.

 

 

Update on Auckland Transport projects:

14.     This list is initially an update on the projects outlined in the “Waiheke 10 Year Transport Plan: Project Lists draft for consultation June 2019”. The Operations Manager will update this list as projects are delivered and new projects developed.

15.     Progress on these projects are subject to the outcomes from the Emergency Budget 2020/2021, and/or review following the recent return to Level 3 lockdown in Auckland.

 

Activity

Summary

Update

Matiatia landside transport improvements

Development of a strategic business case for the master redevelopment of the Matiatia precinct, including carparking, footpaths, surrounding streets and modal access arrangements

The short list of investment options, which have been discussed with the Local Board and mana whenua, have been progressed further in preparation for key stakeholder engagement commencing 17 August 2020.

 

Key Stakeholder engagement will be followed by public consultation with feedback from both being used in the process to identify/develop a preferred option and configuration.

 

New bus network infrastructure

Investigate extension of the new Waiheke bus network, including a service to Kennedy Point

Kennedy Point 501 service launched 31 May 2020.

 

Averaging 650 people per week are making use of this service.

 

New bus network to Kennedy Point

 

Provision of infrastructure to support the new Waiheke bus network, which will require new bus stops and the removal of redundant bus stops

New bus stops and upgrading existing bus stops along Donald Bruce Road in Surfdale, Waiheke.

 

There are three new bus stop pairs being proposed, and one bus stop pair being upgraded.

 

Consultation on these is commencing internally initially, in July / August 2020.

 

Regulated parking – Belgium St

Modification and upgrade of the bus stops, pedestrian crossings and footpaths on Belgium Street, as well as implementation of regulated parking

 

The Traffic Control Committee (TCC) has approved the officer recommendations proposed for these various works.

 

Coordination of the works is to be commenced once budgets for FY21 have been confirmed.

 

Design work for future bus stop improvements is progressing.

 

Auckland Transport is now waiting on a quote for these works to be undertaken.

 

Roadway maintenance - Moa Rd

Rehabilitation of roadway surfacing on Moa Road

Auckland Transport is waiting on an Auckland Council Healthy Waters project to be completed first before the road pavement rehabilitation can be completed.

No further update available.

 

Pedestrian crossing - Alison Rd

Investigation of a new pedestrian crossing on Alison Road

There is a crossing point with a central island at the intersection with Jellicoe Parade.

 

Further assessment for an additional crossing to be discussed with the local board at the September workshop.

 

Crossing improvement - Sea View Rd

Upgrade of the crossing on Sea View Road to high friction surfacing

Considered for upgrade in new financial year (1 July 2020 – 30 June 2021).

 

To be discussed with the local board at the September workshop.

 

Matiatia Renewal 2

Upgrade of the gangway lift and installation of steel plates and hydraulics at the new Matiatia wharf

 

The engineering design to replace the old gangways, pontoon and hydraulics at the northern and southern berths is underway.

 

Updated infrastructure will enable vessels to safely utilize both these berths in future.

 

Matiatia Renewal 3

Refurbishment of existing toilet facilities at Matiatia ferry terminal and provision of additional toilets

Design complete, building consent awarded.

 

Tender evaluation is complete. Tender award is currently on hold pending budget confirmation.

 

Downtown Ferry Terminal redevelopment

Relocation of Pier 3 and 4 at the Downtown Ferry Terminal (city centre) to Queens Wharf West wharf

 

Stage One of the Downtown Ferry Basin Redevelopment Project will see Pier 3 decommissioned and the creation six new of berths on the western side of Queens Wharf.

 

The project commenced in mid-2019 and is scheduled to be complete in time for the 2021 America’s Cup.

 

Intersection upgrade - Moa Road / Oceanview Rd

Upgrade of the Moa Road / Oceanview Road intersection to improve road safety and allow for pedestrian access to Little Oneroa

 

Investigation complete – being considered for detailed design stage.

 

To be discussed with the local board at the September workshop.

 

Regulated parking - Putiki Road

Implementation of time restricted parking on Putiki Road

Waiting on signs for installation.

 

The time restrictions are:

P30 - 6 spaces

P120 – mobility parking 1 space.

 

Auckland Transport received a quote for the installation and road marking but due to high cost for work requested is exploring other alternatives.

 

High costs are due to the need to bring specialised line marking equipment over to the island.

 

Recommended waiting until other works require similar equipment.

Regulated parking - Palm Road and Mako Street.

 

Implementation of time restricted parking on Palm Road and Mako Road.

P180 – mobility parking spaces have been installed at these locations.

 

Mako Street complete.

Palm Road sign incorrectly installed and requires relocating.

 

 

Community Safety Fund

16.     The CSF is funded from Auckland Transport’s safety budget and is dependent on the level of funding Auckland Transport receives from Council. Current indications are that this level of funding will be significantly constrained.

17.     Now that Auckland Council’s emergency budget is confirmed, Auckland Transport is reviewing all CSF projects. It is possible that some projects are delayed or even stopped. When more detail is available it will be provided to the board.

18.     The local board resolved for Auckland Transport to construct an improved and dedicated pedestrian and cycle facility along Causeway Road. This is project 103 from the Waiheke 10 Year Transport Plan.

 

 

 

Project

Approved funding

Update

The Causeway – from Shelley Beach Rd to the Boating Club

Community Safety Fund (CSF)

The scheme plan and rough order of cost for this project have been completed.

 

Internal consultation was completed in late July.  Responses have been prepared and communicated to the internal stakeholders.  This will now progress to the ELT for approval to go to external consultation.

 

The plan will be provided to the Local Board for review & comment upon approval from the ELT.  It is anticipated that this will be available for the Board in mid to late August.

 

 

Tauākī whakaaweawe āhuarangi

Climate impact statement

19.     Auckland Transport engages closely with Council on developing strategy, actions and measures to support the outcomes sought by the Auckland Plan 2050, the Auckland Climate Action Plan and Council’s priorities.

20.     Auckland Transport’s core role is in providing attractive alternatives to private vehicle travel, reducing the carbon footprint of its own operations and, to the extent feasible, that of the contracted public transport network.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

24.     There are no financial implications of receiving this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

25.     Auckland Transport is reviewing our Programme in response to Auckland Council’s emergency budget adopted at the end of July.

26.       Auckland Transport’s capital and operating budgets have been reduced through this process, so we can expect that some projects planned for 2020/21 may not able to be delivered.

27.     Both the Community Safety Fund and the Local Board Transport Capital Fund are impacted by these budget reductions.

28.     Auckland Transport will attend workshops in September 2020 to discuss with local boards how to get best value from their 20/21 LBTCF allocations.

Ngā koringa ā-muri

Next steps

29.     Auckland Transport will provide another update report to the local board at their next business meeting in September

Ngā tāpirihanga

Attachments

There are no attachments for this report.     

Ngā kaihaina

Signatories

Author

Richard La Ville, Operations Manager Waiheke & Gulf Islands Airfields

Authorisers

John Strawbridge, Group Manager Parking Services & Compliance

Janine Geddes - Acting Relationship Manager: Aotea / Great Barrier and Waiheke Local Boards

 


Waiheke Local Board

26 August 2020

 

 

Mātiatia Traffic Trial Report and Next Steps

File No.: CP2020/11754

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide the Waiheke Local Board with Auckland Transport’s proposed short-medium term options for the management of transport operators at the Mātiatia ferry terminal precinct on Waiheke Island.

Whakarāpopototanga matua

Executive summary

2.       Since December 2019 Auckland Transport and the Waiheke Local Board (the board) have been trialling a new way to manage traffic at the Mātiatia ferry terminal to reduce congestion and improve safety for everyone who uses the area. The trial aimed to provide information to support the long-term outcomes sought under the Mātiatia Plan.

3.       The trial period ended 31 May 2020 and Auckland Transport agreed to the board’s June business meeting request to allow small passenger service vehicles (taxis) back into the area beside the terminal known as the keyhole while further options for a more durable solution were looked at.

4.       The trial layout has however remained in place due to conflicting views between transport operators and Auckland Transport as to the appropriate and available level of reinstatement parking in the keyhole, and the added safety features required to approve this change.

5.       A strategic business case for the master development covering transport and non-transport activities of the Mātiatia precinct is being developed and consulted upon presently, and any infrastructural changes made now will likely be superseded by the outcomes of this process.

6.       Auckland Transport is committed to providing a safer and more efficient environment for all users, meeting improved accessibility needs, and optimisation of the new Auckland Transport Metro bus network at this location.

7.       Auckland Transport is proposing two options for the board to consider. Both are interim solutions to the current situation as the long-term plans for Mātiatia are consulted upon and developed.

 

 

Ngā tūtohunga

Recommendation/s

That the Waiheke Local Board:

a)      receive the Auckland Transport report on the Mātiatia Traffic Trial.

b)      provide Auckland Transport with its preferred option for the management and operation of taxis occupying either a new facility in the outer turnaround area, or at the purpose-built rank in the main carpark, or a combination of both.

c)      support Auckland Transport’s intention to retain the current layout for buses in the keyhole.

 

 

Horopaki

Context

Background

 

8.       The Mātiatia Traffic Trial commenced in December 2019 (although there were also earlier short summer trials), with the objective to improve safety and relieve congestion at Mātiatia during the peak summer season. It also aimed to assess how well a range of options would work to support the wider Mātiatia plan work which is currently underway.

9.       The trial was initiated because of a request by the Waiheke Transport Forum to trial a different way of traffic operating in and around the Mātiatia Wharf, and as the result of representations from a number of transport operators about issues with existing arrangements.

10.     Originally the trial plan proposed public buses and large passenger service vehicles in the keyhole, taxis in the turnaround area on the seaside immediately in the front of the keyhole, and public pick-up and drop-off on both sides of a raised platform in the lower carpark.

11.     A public petition protested that this trial arrangement would unfairly impact on locals, and only benefit visitors to the island. Because of the petition the board requested that Auckland Transport amend the trial and swap the public pick-up and drop-off areas with the taxis.

12.     The change was made but resulted in significant numbers of complaints from taxis and the operators of small tour vehicles no longer able to use the keyhole or the seaside waiting area in the landward turnaround area.

13.     The implementation of the new bus network required revision of the keyhole layout to provide additional space necessary for the increased number of public buses, and some parking areas previously occupied by taxis and shuttles were removed. This allowed several tour buses to operate from a departure point opposite the dedicated public bus area.

14.     The keyhole includes a space for mobility drop-off and a loading zone. The original mobility drop-off zone in the landward turnaround remains but with improved configuration parallel to the footpath.

15.     Taxis and shuttles now occupy the dedicated raised platform constructed in the lower carpark.

16.     Part of the lower carpark is scheduled as a site of significance to Maori under the Hauraki Gulf Islands District Plan, and the future use of this area will be considered in the formal public engagement and plans currently being developed as part of the wider long-term project for Mātiatia.

Local Board request and Auckland Transport response

17.     Auckland Transport recommended to the board at their May 2020 business meeting to retain the summer 2019/20 keyhole trial layout with further improvements to be made.

18.     The improvements in the lower carpark area for consideration were, amongst others, to remove the temporary fencing and replace with proper fencing, install a more aesthetically acceptable shelter on the platform, and review and upgrade temporary directional signage and road markings.

19.     The board requested that Auckland Transport reinstate taxis and shuttles into the keyhole, whilst planning for a more durable solution considering public feedback from the trial and the Mātiatia Plan transport workstream. This request was seen as short term, pending further consideration.

20.     Auckland Transport agreed at the June 2020 business meeting to allow the taxis and shuttles back into the keyhole but conditional on a reduced layout to accommodate the space required for the additional public buses, the mobility and loading zones, and the removal of some parking spaces to allow the effective tracking of larger buses through the keyhole and around the central platform.

21.     The proposed reduced layout allowed for one tour bus space, and a further allocation for up to four taxis. Auckland Transport agreed to retain the raised platform in the lower carpark used during the trial for use by taxis not able to access the keyhole if full.

22.     The taxis and transport operators however do not agree with Auckland Transport’s intention to reduce the amount of parking available to them in the keyhole.

23.     Additionally, several safety issues in the keyhole regarding taxis and their customers have been raised again recently by Auckland Transport Metro due to the increased number and frequency of public buses using this space.

24.     Auckland Transport is committed to providing a safe environment for all users and working with transport operators to ensure the safety for themselves and their passengers in any space allocated to them to occupy. Auckland Transport is also obliged to take into consideration reports of unofficial use of the keyhole by taxis and shuttles after hours.

25.     Auckland Transport have met with transport operator representatives from Mātiatia and agreed to provide a workable solution for the safe and continued use of the facility whilst the details of the long-term plans are consulted upon and developed.

26.     The board also requested Auckland Transport investigate a permit system for taxis such as adopted by the Queenstown District Council. Initial investigations have identified administrative issues with this proposal which require further consideration.

27.     Auckland Transport has further investigated this matter and proposes two options for consideration by the board. Option 1 is Auckland Transport’s preferred option as it provides some advantages for both operators and public who provided feedback to the trial.

Tātaritanga me ngā tohutohu

Analysis and advice

Options for consideration

Option 1 – taxis in outer keyhole, cliffside only

 

28.    Auckland Transport is committed to increasing safety and alleviating pedestrian and vehicle congestion in the keyhole, and consistent with these priorities under this option, no small passenger service vehicles (taxis) would be allowed back into the seaward keyhole.

29.    Instead, or to enable some taxis to remain within a moderate distance of the terminal, Auckland Transport proposes to replace the P2 drop-off area on the cliff side of the outer turnaround area with a small passenger service vehicle (taxi) waiting area.

30.    This option is Auckland Transport’s preferred option, as it retains a reasonable amount of the drop-off pick-up facility and will satisfy a large contingent of people who provided feedback to the 2019/20 summer trial.

31.    There are currently two P2 public drop-off and pick-up areas – the one closest to the seawall and terminal to be retained for public use, preferably as drop-off only. It is important to note that there are carpark spaces in the lower carpark for use by those wanting a nearby pick-up point.

32.    Auckland Transport intends to install a pedestrian crossing across the entrance to the seaward keyhole, creating a safe crossing point for passengers over to the far side of the turnaround to waiting taxis facing up Ocean View Road, and for those people wanting to walk up the footpath on that side of the road.

33.    Taxi operators have previously advised Auckland Transport that people do not necessarily pick the first taxi in a queue as their customers generally have a preferred company supplier. Thus, customers coming across the pedestrian crossing and approaching from the rear of the line would have a limited effect on their patronage.

34.    There remains a limited amount of space for taxis in this proposed waiting area, and thus it is intended to retain the raised platform in the lower carpark for those taxis to wait at as they do now for their customers.

35.    In addition to the pedestrian crossing, Auckland Transport will provide improved taxi wayfinding signage from the terminal and intends to install a suitable passenger shelter on the raised platform.

36.    The increased number and frequency of buses to and from Mātiatia means more people can make use of the service, however more buses also carry an increased risk for conflict with any pedestrians within the keyhole area.

37.    Auckland Transport is thus proposing to retain the use of the keyhole by buses only and preserve the loading zone and mobility drop-off bay.

Option 2 – taxis in the lower carpark only

38.     The small passenger service vehicles (taxis) remain in the lower carpark at the dedicated raised platform created for the 2019/20 summer trial.

39.     Both current keyhole area layouts are retained for use as regulated now.

40.    As previously recommended, Auckland Transport undertakes various improvements in the lower carpark area such as removing the temporary fencing and replace with proper fencing, install an acceptable passenger shelter on the platform, and review and upgrade the wayfinding directional signage and road markings.

41.     Both sides of the raised platform are made available for waiting taxis.

42.     It is considered that removal of the temporary fencing (to restrict vehicle access into the lower part of the carpark) will enhance visibility from the terminal building for the taxis.

43.     The regulatory requirements for the enforcement of all areas is already in place, and the requirement for applying this option is thus to deliver the recommended improvements only.

44.     Notwithstanding commencing Option 2, Auckland Transport aims to provide the pedestrian crossing at the entrance to the keyhole to increase pedestrian safety at the terminal entrance.

45.     Option 2 addresses many of the present safety concerns and congestion issues around use of the keyhole area and aligns with Auckland Transport’s facilitation of a transformational shift to public transport.

46.     It is not intended to unfairly disadvantage one group of commercial operators over another, and several improvements are planned to support provision and management of good outcomes for the operators not able to return to the keyhole

47.     Retention of the keyhole for buses and the turnaround area for pick-up drop-off achieves the primary aim of improving manageable traffic flow and increasing overall safety within the busiest areas around the Mātiatia terminal.

Tauākī whakaaweawe āhuarangi

Climate impact statement

48.     Auckland Transport engages closely with Council on developing strategy, actions and measures to support the outcomes sought by the Auckland Plan 2050, the Auckland Climate Action Plan and Council’s priorities.

49.     Auckland Transport’s core role is in providing attractive alternatives to private vehicle travel, reducing the carbon footprint of its own operations and, to the extent feasible, that of the contracted public transport network.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

51.     This report responds to the board’s request to allow taxis back into the keyhole in the short term and provides options to address issues within the keyhole. It recognizes that Auckland Transport and the board are working collaboratively under the MoU to provide solutions at Mātiatia. The proposed decision of receiving the report has no sub-regional or regional impacts.

Tauākī whakaaweawe Māori

Māori impact statement

52.     The proposed decision of receiving the report has no impacts or opportunities for Māori. Any engagement with Māori, or consideration of impacts and opportunities, will be carried out on an individual project basis and is a central component of the wider Mātiatia Plan process.

Ngā ritenga ā-pūtea

Financial implications

53.     The proposed decision of receiving the report has no financial implications for the board.

54.     Any proposed enhancements are subject to budget approval particularly considering the revised budgets made available to Auckland Transport because of the Covid-19 pandemic.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

55.     Auckland Transport had hoped to have resolutions in place by now for transport operators. As noted above the options for these operators has been delayed due to additional safety concerns which have been raised since the trial ended on 31 May.

56.     Auckland Transport’s decision to allow the taxis and shuttles back into the keyhole with conditions has resulted in a complex impasse between Auckland Transport and transport operators, and thus two options are presented here.

57.     Each option will enhance the current situation, however the associated timeline for implementation will depend on budget availability and the option adopted to provide timeline agreement.

58.     The upcoming stakeholder and public engagement on the Mātiatia Plan transport workstream is intended to provide an enduring solution to these issues that is widely consulted on, supported by the board, and hopefully has wide community support.

Ngā koringa ā-muri

Next steps

59.     The key next steps are:

·   The Waiheke Local Board provide Auckland Transport with their preferred option for management of the transport operator parking at Mātiatia.

·   Auckland Transport implement changes to parking resolutions under urgency to accommodate the preferred option.

·   Auckland Transport progress the installation of the pedestrian crossing as indicated at the entrance to the keyhole.

·   Auckland Transport undertake installation of the various improvements suggested for taxi operators such as enhanced signage, and removal and replacement of the temporary fencing structures.

 

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.    

Ngā kaihaina

Signatories

Author

Richard La Ville, Operations Manager Waiheke & Gulf Islands Airfields

Authorisers

John Strawbridge, Group Manager Parking Services & Compliance

Janine Geddes - Acting Relationship Manager: Aotea / Great Barrier and Waiheke Local Boards

 


Waiheke Local Board

26 August 2020

 

 

Minutes of the Waiheke Transport Forum 5 August 2020

File No.: CP2020/10553

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To make recommendations to the Waiheke Local Board from the business meeting of the Waiheke Transport Forum (the forum) held on 5 August 2020.

Whakarāpopototanga matua

Executive summary

2.       Local resident Briar Ross gave a presentation on the safety of Segways and requested that the forum inquire if landowner consent is required for commercial operators crossing parks and reserves on Waiheke. The request has been made and a response is currently being prepared by council officers.

3.      The forum requested a written response from Auckland Transport detailing the reason that the wheel stops on The Causeway and Wharf Road cannot be removed.

4.      Forum members requested an invitation to the Landside Matiatia Stakeholder Engagement Meeting scheduled for 17 August 2020. The invitation was extended to forum members however due to lockdown restrictions this meeting will now be rescheduled.

5.      A inquiry was made to Auckland Transport if all-day bus passes could be re-instated via ATHOP cards due to visitor requests for this type of ticketing.

 

 

Ngā tūtohunga

Recommendations

That the Waiheke Local Board:

a)     note the actions from the Waiheke Transport Forum business meeting dated 5 August

        2020.      

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Waiheke Transport Forum Minutes - 5 August 2020

87

b

Waiheke Transport Forum Minute Attachment - 5 August 2020

93

     

Ngā kaihaina

Signatories

Authors

Mark Inglis - Local Board Advisor

Authorisers

Louise Mason - GM Local Board Services

Janine Geddes - Acting Relationship Manager: Aotea / Great Barrier and Waiheke Local Boards

 


Waiheke Local Board

26 August 2020

 

 


 


 


 


 


Waiheke Local Board

26 August 2020

 

 


 


 


 


Waiheke Local Board

26 August 2020

 

 

Completion of the Waiheke Governance Pilot

File No.: CP2020/10968

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide an update on the Waiheke Governance Pilot and to outline next steps as the pilot nears its end.

Whakarāpopototanga matua

Executive summary

2.       The three-year Waiheke governance pilot to test the effectiveness of different ways of working on Waiheke, is due to end in 2020.

3.       Council’s Research and Evaluation unit will shortly commence work to report on the effectiveness of the pilot and recommendations for the future, including the applicability of pilot learnings to other local board areas. This report will be prepared in consultation with the Waiheke Local Board and formally reported to the board.

4.       Although the pilot manager’s role formally ends on 30 September 2020, he will retain leadership of key pilot projects past that date and work with staff on the evaluation.

5.       A number of key aspirations have been achieved since the last formal pilot update and a range of issues continue to be worked through.

6.       This report provides an update and outlines next steps which will be confirmed as part of the coming formal evaluation.

 

Ngā tūtohunga

Recommendation/s

That the Waiheke Local Board:

a)      note that:

i.   the three-year Waiheke governance pilot is set to conclude by the end of 2020

ii.  Council’s Research and Evaluation unit will undertake a formal pilot evaluation including its effectiveness and recommendations for next steps and options to extend pilot learnings to other local board areas. The evaluation will be conducted in consultation with the Waiheke Local Board and formally reported to the board

iii. the pilot manager will continue with key projects by agreement with the Waiheke Local Board until the evaluation process is completed.

 

 

Horopaki

Context

Waiheke Governance Pilot background

7.       At its September 2017 meeting the Governing Body approved a three-year Waiheke Governance Pilot as part of Council’s Governance Framework Review which in part resulted from the unsuccessful attempts by North Rodney and Waiheke to separate from Auckland Council.

8.       The pilot included the appointment of a pilot manager who commenced work on 1 November 2017. Since that time the pilot manager has worked closely with the Waiheke Local Board to address agreed issues and advance agreed priorities and projects and has reported on progress informally and formally at regular intervals. Formal reports to the Waiheke Local Board have been subsequently reported to the Joint Governance Working Party established as the political vehicle to lead on the Governance Framework Review.

9.       Council’s Research and Evaluation unit is formally evaluating the Waiheke pilot. Its pre-pilot baseline report resulting from a community survey and staff/elected member interviews was released in June 2018 and followed by a mid-point update in September 2019. The post pilot final report is due later in 2020.

Update on pilot activities

10.     Since the Waiheke Governance Pilot managers last formal update, the following key activities have occurred:

i.          Council’s Research and Evaluation Unit has conducted a mid-pilot evaluation

ii.          A review of the Waiheke Local Board/Auckland Transport Memorandum of Understanding has been undertaken

iii.         Auckland Transport has appointed a Waiheke Operations Manager and the Waiheke 10-year Transport Plan has been formally completed

iv.        Consultants have been engaged to advance the business cases needed to complete the Mātiatia Plan and access funding for implementation

v.         The Waiheke Local Board has granted its swimming pool budget to the Waiheke Community Pool Society to enable it to pursue the redevelopment of the Te Huruhi school pool into a community pool

vi.        COVID-19 has had a small impact on the pilot work programme and a number of budgets not yet ready for expenditure have been deferred

Tātaritanga me ngā tohutohu

Analysis and advice

Pilot evaluation

11.     Council’s Research and Evaluation unit’s mid-point formal pilot evaluation report was completed in September 2019 and received coverage in the September and October issues of the Gulf News at that time.

 

12.    The report noted that there had been significant improvements, particularly in relationships with organisations like Auckland Transport which had been poor. It said that the Waiheke Local Board had increased its influence under the pilot and while there is much still to do, board members’ satisfaction with council’s performance had increased markedly.

 

13.      The report also noted that council staff have supported the intent of the pilot and that progress has been made on a range of outstanding issues. It said that challenges still remain with regard to working through some resistance to change, and the time required to deal with very complex issues.

 

14.     The mid-point evaluation report also included a number of recommendations including investigating additional governance, managerial and staff delegations which the local board felt had been lacking.

 

15.     Council’s Research and Evaluation unit is about to embark on a final pilot evaluation. This will re-survey Waiheke community attitudes towards Auckland Council, Auckland Transport and the Waiheke Local Board and re-interview key elected members and staff that have been involved in the pilot.

 

16.     The final report will include recommendations, including for extending pilot learnings to other local board areas given that one of the key reasons for trialing different ways of working on Waiheke was to test what might work well there, and elsewhere.

Progress on addressing issues and advancing priorities

17.     Good progress made on resolving issues at Mātiatia results from the delegation the Waiheke Local Board obtained to make land use and development decisions at Mātiatia, and from the enhanced working relationship with Auckland Transport under its Memorandum of Understanding with the Waiheke Local Board, both part of the governance pilot.

 

18.     The MoU has also been the catalyst for the recent appointment of a Waiheke specific transport operations manager. This role is charged with implementing the Waiheke 10-year transport plan recently endorsed by the Auckland Transport Board and providing direct local leadership of local transport matters. The operations manager works closely with the Waiheke Local Board.

 

19.     A range of other issues such as development of a swimming pool have advanced as a result of dedicated effort and organizational support enabled by the governance pilot. In a number of areas such as options to address visitor impacts, little progress has been made. Where budget and/or an agreed work programme are not in place, challenges still remain to advance priority Waiheke Local Board issues. In some cases this can be addressed by re-prioritising budgets or work priorities.

 

20.     All key matters on the pilot manager’s work programme agreed with the Waiheke Local Board have been explored and the record of these investigations is available to pick up options identified when the time is right. The recent establishment by Community Facilities of local board facing area-based teams (one team looks after Waiheke, Aotea Great Barrier and Whau local board areas) provides a more dedicated resource for these matters to be considered.

 

21.     The pilot manager has also been involved in a range of matters not specifically included in his work programme agreed with the Waiheke Local Board. These are mostly matters that “come up” where there is either no other resource to pursue them or because the pilot managers experience and relationships make his involvement desirable.

 

22.     This report does not seek to outline progress with the pilot in detail as this will be fully explored as part of the final pilot evaluation.

Tauākī whakaaweawe āhuarangi

Climate impact statement

23.     This report itself has no climate change impact. All projects and issues investigated as part of the pilot address climate change matters as appropriate.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

24.     The pilot manager works closely with all parts of Auckland Council, Auckland Transport and others CCO’s as appropriate that manage Waiheke facing activities. The Waiheke Governance Pilot feeds into the wider governance review implementation project and reports both to the Waiheke Local Board and the Joint Governance Political Working Party.

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

Local impacts and local board views

25.   The pilot manager reports to the Waiheke Local Board and his priorities are decided by the board. The pilot manager attends weekly board workshops and updates the Waiheke Local Board on progress and issues on a continuous basis.

Tauākī whakaaweawe Māori

Māori impact statement

26.   Mana whenua and mataawaka continue to be engaged in specific issues and projects where an interest is identified. The pilot manager regularly engages with Ngāti Paoa on a number of matters in particularly the Mātiatia Plan given the known importance of Mātiatia Bay to Ngati Paoa.

Ngā ritenga ā-pūtea

Financial implications

27.   This report has no specific financial implications as it is not seeking budget or proposing expenditure.

 

28.   As the pilot manager is seeking to advance matters being prioritised by the Waiheke Local Board these will not always be matters with assigned budget or work programme. While this can constrain delivery, investigation and identifying how to proceed can often be undertaken without budget.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

29.   Project and issue specific risks and mitigations are identified against relevant matters.

 

30.   With the Waiheke Governance Pilot concluding this year, the question of where to next for Waiheke needs to be addressed. Whether, how and where pilot learnings can be expanded to other local board areas also needs to be addressed. These will form part of the final pilot evaluation report due out later this year.

Ngā koringa ā-muri

Next steps

31.     The Waiheke Governance pilot manager will discuss areas which the Waiheke Local Board wishes him to retain leadership over at coming workshops.

32.     The final pilot evaluation report will provide recommendations on where to from here on all key matters identified in this report.

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.    

Ngā kaihaina

Signatories

Author

John Nash - Programme Manager,Waiheke & Gulf Islands

Authoriser

Janine Geddes - Acting Relationship Manager: Aotea / Great Barrier and Waiheke Local Boards

 


Waiheke Local Board

26 August 2020

 

 

Asset Recycling - 7 Waitai Road, Ostend, Waiheke Island

File No.: CP2020/11342

 

  

Te take mō te pūrongo

Purpose of the report

1.       To provide an opportunity for the Waiheke Local Board to provide formal feedback on the proposed sale of 7 Waitai Road.

Whakarāpopototanga matua

Executive summary

2.       As part of its Emergency Budget 2020/2021, Auckland Council identified a list of properties which could be sold to release funds for other priority activities (asset recycling). 7 Waitai Road was included on this list.

3.       The Waiheke Local Board resolved as part of its feedback on this proposed Emergency Budget that 7 Waitai Road be retained in Council ownership as it had been identified as a possible community housing site, to be advanced in collaboration with mana whenua.

4.       The Council’s decisions on the Emergency Budget saw a decision on asset recycling of 7 Waitai Road (and other properties elsewhere in Auckland) deferred for further consideration at the 17 September Finance and Performance Committee meeting. Local boards have been asked to provide feedback in writing for consideration at a workshop of that committee to be held on 2 September. Feedback needs to be received by 26 August.

5.       Staff are working with the Waiheke Local Board and other parties to prepare information to support that feedback and this report enables the board to formally adopt its feedback at its 26 August business meeting. Given the timeframes and agenda close, it is expected that feedback will be tabled at the business meeting.

6.       7 Waitai Road is a 4047m2 commercially zoned property occupied by Downers with a CV of $2.45m. It physically adjoins the 2024m2 council owned site at 6 Belgium St. Initial assessments suggest between 10 and 14 housing units could be located on 7 Waitai Road.

 

Ngā tūtohunga

Recommendation/s

That the Waiheke Local Board:

a)      provide formal feedback to the 17 September 2020 Finance and Performance Committee outlining its proposals for the provision of community housing at 7 Waitai Road, Ostend Waiheke Island, and requesting that 7 Waitai Road be removed from the asset recycling list to enable the housing proposal to be developed further.

 

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.    

Ngā kaihaina

Signatories

Author

John Nash - Programme Manager,Waiheke & Gulf Islands

Authoriser

Janine Geddes - Acting Relationship Manager: Aotea / Great Barrier and Waiheke Local Boards

 


Waiheke Local Board

26 August 2020

 

 

Wharetana Bay planting plan not proceeding

File No.: CP2020/10966

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To recommend that the proposed planting plan for Wharetana Bay reserve no longer proceeds.

Whakarāpopototanga matua

Executive summary

2.       Staff have been progressing a planting plan for Wharetana Bay reserve since 2018 to address concerns about privatisation and dominance of the reserve relating to an adjoining development. A planting plan was agreed by locals and the Waiheke Local Board in May 2019.

3.       Since then formal support needed to obtain resource consent without notification and to minimise delivery costs within the already tight budget hasn’t been achieved and additional budget would be needed for this.

4.       With no project ready to go, the budget has been deferred under Council’s emergency budget until 2021. Staff consider that in this context increasing the budget to address these issues cannot be justified and they recommend the project be cancelled.

5.       Other options to address the issues that resulted in the planting plan being developed can be considered in due course if the Waiheke Local Board wishes to. These include the board’s previous resolution to build a fence which was superseded by the planting plan.

 

Ngā tūtohunga

Recommendation/s

That the Waiheke Local Board:

a)      agree with the staff recommendation that that planting plan for Wharetana Bay reserve not proceed as efforts to obtain resource consent have been unsuccessful, that the available budget is inadequate to deliver on the proposal and has been deferred until the 2021/22 financial year, and that given the issues faced in progressing the proposal, increasing this budget and continuing with this project cannot be justified.

b)      note that other options to address the issues that resulted in the planting plan being          developed can be considered by the Waiheke Local Board including the board’s          previous resolution to build a fence which was superseded by the planting plan.

 

 

Horopaki

Context

6.       Previous reports which led to the planting plan being progressed chart the history leading up to this proposal, options pursued, and the issues associated with it. The planting plan arose from efforts to address perceived issues of dominance of the Wharetana Bay Reserve by an adjoining development and to enable users of the reserve and the adjoining property to each go about their business, screened by a planted barrier.

7.       In May 2019, the Waiheke Local Board approved a planting plan post wide community consultation which showed strong support for the proposal. The plan consisted of planting in raised earth bunds to avoid disturbing the ground surface as the land is a scheduled archaeological site. The board allocated $20,000 to implement the plan.

8.       As the planting plan constitutes earthworks within the coastal protection yard, it required resource consent. Some changes to the species identified in the planting plan were also needed. Cabbage trees were replaced by Manuka which has shallower roots which wouldn’t penetrate below the proposed raised earth bunds into the natural ground level of the archaeological site.

Tātaritanga me ngā tohutohu

Analysis and advice

9.       Given the limited budget, full support from affected parties and mana whenua was needed and a construction methodology which minimised costs was also critical. These matters were investigated by Council’s project manager appointed to pursue the planting plan post the local board’s decision to proceed.

10.     Insufficient progress has been made to enable a resource consent application to be lodged or the planting plan to be delivered without significantly increasing the budget. Local disagreements also contributed to mana whenua and affected party approval not being obtained as required to lodge the resource consent application and avoid the costs of further notification.

11.     Of the available $20,000 budget, around $4,500 was spent on preliminary consent processes and to design and install signage on the foreshore to clarify for visitors that the reserve is public land. The signs aimed to address one of the key issues identified by some locals that it was unclear to visitors whether the reserve was public or part of the adjoining property’s front lawn.

12.     Local agreement and cooperation in both implementing and maintaining the planting plan is also critical as there is no public legal vehicle access to the reserve. Transporting the soil to site, planting and subsequent weeding and watering all rely on the goodwill of neighbours.

13.     In the absence of certainty about all these matters, staff assessed that the available budget would be inadequate to deliver the project. Budget constraints under Covid-19 have meant key Waiheke Local Board projects are at risk and in this context increasing the already stretched planting plan budget is considered to be unrealistic.

14.     Prior to the planting plan being approved by the Waiheke Local Board, its predecessor board had resolved to build a fence on the boundary to address the issues the planting plan has sought to resolve. Given the site’s archaeological status, a fence would need to be built above ground, e.g. posts in concrete containers sitting on the surface.

15.     While a fence would demarcate the boundary, it is unlikely to be able to address the dominance and overlooking issues that the planting plan fundamentally sought to resolve, unless it was very high and solid. Building such a fence above ground is not realistic.

16.     A lesser fence drawing was previously suggested but hasn’t been designed or costed so it is unclear whether it could be built within the available budget. The access issues identified above would also need to be addressed to enable a fence to be constructed.

17.     If the board wishes to pursue a fence option that can be investigated further by Council’s Community Facilities Waiheke team.

Tauākī whakaaweawe āhuarangi

Climate impact statement

18.     Any climate change impacts from planting near the foreshore would be addressed in the resource consent application.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

19.     Addressing the longstanding issues resulting from a development being consented right on the boundary of the Wharetana Bay Reserve is a project identified for progression under the Waiheke Governance Pilot. Although considerable effort has gone into resolving these matters, this has yet to be achieved.

20.     One of Council’s Community Facilities project managers would be responsible for delivering the planting plan if it proceeds. The maintenance team from that same unit would be responsible for maintaining the planting.

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

Local impacts and local board views

21.     The Wharetana Bay planting plan was approved and funded by the Waiheke Local Board which is the decision-maker over this local reserve. The board supported the planting plan as a means of addressing the issues identified in this report provided local support was also achieved.

22.     In the context of other matters, the Waiheke Local Board is seeking to progress, allocating additional budget to this project, with no certainty that even that would enable progress, is considered to be a low priority.

Tauākī whakaaweawe Māori

Māori impact statement

23.     The Ngati Paoa Iwi Trust withdrew its earlier support for the planting plan based on new information coming to light and as the proposed earth bunds would cover the surface of part of this scheduled archaeological site. The trust supports not proceeding.

Ngā ritenga ā-pūtea

Financial implications

24.     The remaining $15,500 from the $20,000 budget allocated from the Waiheke Local Board’s LDI budget has been deferred to the coming financial year. If the planting plan doesn’t proceed it will be available for allocation elsewhere.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

25.     The planting plan was intended to resolve issues resulting from the barging of buildings across the Wharetana Bay Reserve to adjoining private land in 2012. Not proceeding with the planting plan may exacerbate these issues in the minds of some parties.

26.     It is also anticipated that calls to install a boundary fence will continue. This can be investigated further if the Waiheke Local Board considers this is a priority use of the remaining budget.

27.     The new signage which clearly identifies the land as a public reserve is considered to be adequate to clarify for visitors that this is a public reserve although some parties have expressed doubts about this.

Ngā koringa ā-muri

Next steps

28.     If the planting plan doesn’t proceed it is unlikely this matter will be revisited in the foreseeable future.

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.    

Ngā kaihaina

Signatories

Author

John Nash - Programme Manager,Waiheke & Gulf Islands

Authoriser

Janine Geddes - Acting Relationship Manager: Aotea / Great Barrier and Waiheke Local Boards

 


Waiheke Local Board

26 August 2020

 

 

CCO Review report feedback

File No.: CP2020/11757

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To formalise local board feedback on the report of the independent panel’s review of Auckland Council’s council-controlled organisations (CCO).

Whakarāpopototanga matua

Executive summary

2.       The independent panel that was set up to conduct a review of CCOs concluded its review at the end of July 2020 and has now submitted its findings (hereafter Review).

3.         The Review is available online at:

https://ourauckland.aucklandcouncil.govt.nz/media/35576/cco-review-final.pdf

4.       The Review investigated how effective the CCO model is and whether there were any viable alternatives; whether the council has adequate accountability measures and is using them effectively; and the CCO culture.

5.       The Review found that the CCO model is the right one and clear benefits are evident but there is room for improvement. It found that the lack of strategic direction to CCOs is a key failing and that the council has available mechanisms to ensure accountability but is not using these effectively. The Review highlighted the need for strategic planning and direction, effective use of accountability mechanisms and increased monitoring of CCO performance. In terms of culture, the Review found little evidence of a group culture and highlighted a need for greater collaboration across CCOs (and with the council), especially when working with and responding to the public.

6.       The Review proposes a package of 64 recommendations. One of these recommendations is for a proposed merger of RFA and ATEED.

7.       The Governing Body will be considering the Review at its meeting on 27 August 2020 and has had informal discussions in workshops on its findings and recommendations. Local board chairs were invited to attend one of these workshops (19 August 2020).

8.       The Governing Body is expected to give some direction and make decisions on the package of recommendations from the Review at its meeting on 27 August.

9.       The Governing Body will also be receiving another report at its meeting on 27 August seeking a decision on the proposed merger of RFA and ATEED and outlining an implementation process for that work.

10.     Local boards are invited to share their views, if any, on this issue in addition to general views about the Review. 

 

Ngā tūtohunga

Recommendation/s

That the Waiheke Local Board:

a)      welcome the findings and recommendations in the review of CCOs by the independent panel.

b)      welcome the proposal in recommendation 34 on how to address CCO-local board engagement and request that this work be started as soon as possible.

c)      identify any views and preferences on the recommendation to approve a merger of two CCOs (namely Auckland Tourism, Events and Economic Development and Regional Facilities Auckland Limited).

d)      note that local boards will be able to provide input on the other relevant CCO review recommendations as they are further developed for implementation.

e)      identify views and preferences, if any, on the other findings and recommendations in the CCO review.

 

 

Horopaki

Context

11.     In late 2019, the Governing Body requested a review of CCOs by an independent panel and directed the panel to focus on three key areas:

·    the effectiveness of the CCO model, roles and responsibilities – how effective it is and whether there are viable alternatives

·    the accountability mechanisms between CCOs and the council – are the mechanisms adequate

·    the culture of CCOs – how do CCOs engage with and respond to the council and public concerns?

12.     In conducting the review, the independent panel consulted CCOs, local boards, the Independent Māori Statutory Board, key stakeholders and requested public feedback. The panel received 2250 submissions and considered a wide range of written material (e.g. statement of intents, annual reports, local board and Māori engagement plans, council policies and plans). The panel also held workshops with councillors, local board chairs, CCO chief executives and chairs, and iwi as well as drop-in sessions with the public.

Tātaritanga me ngā tohutohu

Analysis and advice

13.     The Review concludes that the CCO model remains the right one for Auckland, as it strongly brings together business discipline, agile decision-making, a streamlined administrative structure, operational efficiencies and specialist skills and expertise that would not be possible if the council assumed direct control of CCO functions. The panel notes that most interviewees agree with this conclusion but also acknowledges that some submitters thought CCOs should be brought in-house.

14.     The Review is divided into four parts – introduction, CCO model, CCO accountability and CCO culture. Each part is divided into three parts: the relevant facts and feedback, an assessment of current problems and the proposed improvements.

Part Two: CCO model

15.     The Review concluded there were sound reasons why Auckland Tourism, Events and Economic Development (ATEED) and Regional Facilities Auckland Limited (RFAL) should remain as CCOs. However, given the similarities in the outcomes and potential duplication in some services, the Review recommends a merger of these entities. (recommendation 1)

16.     Key recommendations relating to Auckland Transport (AT) that may be of interest to local boards include a recommendation to jointly prepare the regional land transport plan (recommendation 4) and reviews how AT designs, consults on, funds and implements minor capital works including how it involves local boards in the design of its annual work programme. (recommendation 6)

17.     Key recommendations relating to Panuku that may be of interest to local boards are outlined in recommendations 8-14 and includes a recommendation that the council assumes responsibility from Panuku for identifying and deciding which non-service properties to sell (excluding Panuku project location areas (recommendation 11). This recommendation is highlighted because it addresses an area that has been of significant interest to some local boards (for example decisions to classify service properties as non-service).

18.     The Review acknowledges the need for a property strategy as well as several other strategies on key issues that CCOs work on – water (specifically a three waters strategy), economic development and stadiums. (recommendation 14 and 15)

19.     The panel also concluded that the council should review the way it requires CCOs to monitor and report on risks and risk mitigation measures. (recommendation 19)

Part Three: Accountability

 

20.     The Review also highlighted the absence of strategic direction to CCOs and recommends the council draws up detailed, implementable strategies that give CCOs more strategic direction (recommendation 20) and establishes a strategic planning process to facilitate the necessary conversations between Governing Body and CCOs.

21.     The panel also reviewed current accountability mechanisms and concluded that the council has available to it all the mechanisms it needs to hold CCOs accountable – both to the council and to the public. However, the Review concluded that in many instances the council was not using these levers as effectively as it could and in one important instance accountability powers are not used at all – referring to Sec 92 of the Local Government Auckland Council Act (LG(AC)A) which gives the council the power to direct a CCO to act in accordance with a plan or strategy.

22.     Some concrete suggestions that address these issues include supporting the use of statement of expectations (recommendation 22), developing templates for statements of intent and a set of common key performance measures (recommendation 23), rewrite the governance manual to focus squarely on expectations of CCOs and removing policies to a separate document (recommendation 29) and exercising the statutory powers under Sec 92 of LG(AC)A if there are any concerns that a CCO is not acting consistently with any strategy (recommendation 33).

CCO/Local board relationship

23.     The Review looked at the role of local board plans and local board engagement plans that are developed by CCOs to cement CCO-local board relationships and ensure CCO accountability (pages 60-61) and noted that the engagement plans were not particularly effective as an accountability mechanism. It also noted that there does not appear to be a recognised or consistent process in place so local boards can have a say about how elements of their local board plans can be included in a CCO’s statement of intent.

24.     The Review concludes that the CCO-local board relationship is not working as it should and proposes a series of practical suggestions on how this can be reset. These are outlined in recommendation 34 and reads as follows:

Recommendation 34: CCOs and local boards reset how they engage with one another, by means of:

·    a workshop to develop a more meaningful way for CCOs and local boards to work together

·    the preparation of joint CCO engagement plans for each local board

·    more initiative by local boards in integrating their own planning with CCO planning

·    liaison between CCOs and local boards at a more senior level so CCOs can quickly remedy local board concerns

·    the preparation of joint CCO six-monthly reports for each local board

·    the communication of clear, up-to-date information from CCOs to local boards on projects in their area.

25.     The Review also outlined some practical recommendations that could improve the experience for local boards:

·    development of joint engagement plans for each local board (reducing the number of plans from 105 to 21)

·    combined CCO 6-monthly report

·    recommend local boards present and share their plans with CCOs – to help improve engagement and to help CCOs understand local board aspirations and identify future work opportunities in the local board area

·    liaison between CCO and local boards to be at a more senior level

·    make better use of technology so boards and communities have up-to-date information

·    CCOs to actively work with local boards at the planning stage of local projects so they can have meaningful input into their design, and also so boards can have a commitment to the projects and publicly support them.

26.     The monitoring of CCOs is acknowledged as inadequate and under-resourced and recommends more resourcing towards this.

Community responsiveness

27.     The Review also concluded that CCOs are not responsive enough to wider community concerns and recommends some improvements. (recommendation 41-43)

28.     Recommendation 42 is for the council to give CCOs direction about what it considers the meaning of “commercial interest and public interest”, and how to balance these objectives.

Part Four: Culture

 

29.     There are various recommendations to address issues that relate to the culture of CCOs. Included in these are recommendations that the CCO board membership should be more ethnically diverse, and include more mana whenua appointments.

30.     The Review touched on practical issues such as branding, job descriptions, shared services including procurement, reporting to the council on complaints received and various others. The range of recommendations aimed at addressing these issues are contained in recommendations 44-64.

31.     The Review highlighted that the public feedback on CCO culture-related issues was not overwhelmingly positive. It is noted that the public unquestionably regards CCOs and the council as not taking sufficient account of their views and recommends that the council and CCOs explore options to give ratepayers a more effective voice in what happens in Auckland.

Tauākī whakaaweawe āhuarangi

Climate impact statement

32.     Climate impacts were not considered for this report on procedural matters, however the impact of implementing individual recommendations, if any, will be considered as part of the programme of implementation.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

33.     The panel met with representatives of the council group including CCOs during its Review.

34.     A joint submission by CCOs to the Review can be found online at:

https://www.aucklandcouncil.govt.nz/about-auckland-council/how-auckland-council-works/council-controlled-organisations/stakeholderupdates/cco-joint-submission.pdf

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

Local impacts and local board views

35.     the review, the panel engaged with local board chairs, holding two workshops and meeting with some chairs individually and collectively following requests by these members to understand their views on the model and how engagement between local boards and CCOs could be improved.

36.     Sixteen local boards also provided written submissions to the panel, three local boards reserved the right to provide further comment when the recommendations of the Independent Panel were released and two local boards did not provide feedback due to COVID-19 or other reasons.

37.     Local board chairs were invited to the Governing Body workshop on 19 August where the panel presented their findings.

38.     Local board views on these findings are not known as local boards have yet to formally consider the Review.

Tauākī whakaaweawe Māori

Māori impact statement

39.     The Review elaborates on issues and recommendations relating to Māori responsiveness and relationships between CCOs and the Independent Māori Statutory Board and the Mana Whenua Kaitiaki Forum.

40.     The panel found that there are adequate mechanisms to ensure CCOs comply with their obligations to Māori at governance and senior management levels.  However, the use of the mechanisms requires attention.  The panel received feedback that there is confusion about roles and relationships, lack of clear direction and collaboration. Recommendations 35-40 address their findings in this area.

Ngā ritenga ā-pūtea

Financial implications

41.     Implementing the review will have financial implications. Some recommendations will provide cost savings (including merger of ATEED and RFAL) with more accruing over time.

42.     The detail of financial implications will be presented in a report to the Governing Body.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

43.     We have not undertaken a risk assessment for this procedural report. The risks associated with the Review findings and recommendations will be outlined to the Governing Body.

Ngā koringa ā-muri

Next steps

44.     Governing Body will receive the report on 27 August and will give direction to staff and the CCO Oversight Committee on the implementation of the Review.

45.     An update on the process for establishing an implementation work programme will be provided to the 22 September CCO Oversight Committee.

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.    

Ngā kaihaina

Signatories

Author

Helgard Wagener - Relationship Manager - Aotea / Great Barrier and Waiheke Local Boards

Authorisers

Louise Mason – General Manager - Local Board Services

Janine Geddes - Acting Relationship Manager: Aotea / Great Barrier and Waiheke Local Boards

 


Waiheke Local Board

26 August 2020

 

 

Approval of the Waiheke Local Board's environment work programme 2020/2021

File No.: CP2020/10538

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To approve the Waiheke Local Board’s environment work programme 2020/2021.

Whakarāpopototanga matua

Executive summary

2.       This report presents the board’s environment work programme and associated budgets for approval for delivery within the 2020/2021 financial year (see Attachment A).

3.       The work programme responds to the following outcomes and objectives that the local board identified in the Waiheke Local Board Plan 2017, in particular ‘Waiheke’s environment is treasured’ and increasing ‘active and safe transport options and facilities’.

4.       The COVID-19 pandemic has exerted considerable pressure on the council’s financial position. In July 2020, the Governing Body adopted the council’s Emergency Budget 2020/2021, which has reduced both capital and operating budgets. However, locally driven initiatives (LDI) operational funding has not been reduced.

5.       The board provided feedback to Infrastructure and Environmental Services staff on the projects it would like to fund in a series of workshops. The board indicated its support for the following projects, with budgets as listed below:

·        Awaawaroa wetland management – $12,000

·        Waiheke Environmental Fund – $33, 000

·        Bike hub $10,000

·        Waiheke Low Carbon Action Plan – $10,000

·        Sustainable Schools Waiheke marine project – $35,000

·        Waiheke water quality project – $30,000

6.       The proposed work programme has a total value of $130,000, which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2020/2021 financial year.

7.       Updates on the delivery of this work programme will be provided through the board’s quarterly performance reports.

 

Ngā tūtohunga

Recommendation/s

That the Waiheke Local Board:

a)      approve its environment work programme 2020/2021 (Attachment A to the agenda report) including associated budget as summarised in the table below:

Activity name

2020/2021

Awaawaroa wetland management

$12,000

Waiheke Environmental Grant

$33,000

Bike hub

$10,000

Waiheke Low Carbon Action Plan

$10,000

Sustainable Schools Waiheke marine project

$35,000

Waiheke water quality project

$30,000

Total

$130,000

 

Horopaki

Context

8.       Each year, the local board decides which activities to allocate its annual budget toward, through a series of workshops. The local board feedback in these workshops have informed the work programme.

9.       The COVID-19 pandemic has exerted considerable pressure on the council’s financial position, which has had flow on effects for budgets available in the 2020/2021 financial year. Given the new financial realities facing Auckland, the council has adopted an Emergency Budget 2020/2021, which has reduced both capital and operating budgets from those anticipated prior to the COVID-19 pandemic. However, this does not include a reduction of locally driven initiatives (LDI) operational funding.

10.     The COVID-19 pandemic occurred part way through the planning cycle for the development of the 2020/2021 local board work programmes. This led to local boards undertaking a reprioritisation exercise for all proposed activity.

11.     The proposed environment work programme responds to the outcomes and objectives that the local board identified in the Waiheke Local Board Plan 2017. The specific outcomes and objectives that are reflected in the work programme are ‘Waiheke's environment is treasured’, ‘a water sensitive community’, and ‘increase active and safe transport options and facilities’.

12.     The following adopted strategies and plans also guided the development of the work programme:

·        Auckland’s Low Carbon Strategic Action Plan

·        National Policy Statement on Freshwater Management

·        Tīkapa Moana – Hauraki Gulf Islands Waste Plan

·        Regional Pest Management Plan.

Tātaritanga me ngā tohutohu

Analysis and advice

13.     The proposed work programme is made up of activities continuing from previous financial years, including annually occurring events or projects and ongoing programmes. It also includes new initiatives supported by the local board.

14.     The proposed activities for delivery as part of the board’s environment work programme 2020/2021 are detailed below. See Attachment A for further detail.

Awaawaroa wetland management - $12,000

15.     To achieve the local board plan objective ‘restore and protect our natural environment in partnership with our community’, the board has indicated it would like to continue to support the Awaawaroa wetland management project in the 2020/2021 financial year.

The board has supported this project since 2017/2018 and allocated $12,000 towards this initiative in the 2019/2020 financial year. This budget will support the continued protection and restoration of the Awaawaroa wetland, the only identified breeding site for the nationally threatened giant kōkopu on Waiheke, and one of two known sites nation-wide. This area is also home to other threatened species such as the Australasian bittern and spotless crake which will also benefit from a reduction in predation.

16.     The pest animal control funded through this project will be complemented by the community’s work on enhancing the wetland habitat through planting and fencing the reserve boundaries. The Friends of Awaawaroa (in partnership with Conservation Volunteers New Zealand) received funding from Auckland Council’s Regional Environment and Natural Heritage Fund towards planting and fencing costs in 2018 and 2019.

Waiheke Environmental Fund - $33,000

17.     To achieve the local board plan objective ‘restore and protect our natural environment in partnership with our community’, the board has indicated it would like to continue to fund Waiheke environmental grants in the 2020/2021 financial year. The board contributed $33,000 towards this fund in 2019/2020, and has indicated that it would like to continue this funding in 2020/2021.

18.     This fund supports projects with ecological restoration and management outcomes which are aligned with the local board's environmental priorities. It supports and grows community and landowner environmental restoration and management initiatives which create safe, healthy, and connected habitat in priority areas within the Waiheke Local Board area.

19.     This budget will cover a once-yearly funding round, administered by the council’s grants team alongside other Waiheke community grants. Environmental Services will coordinate assessment and grant allocation following the local board's grant funding guidelines.

New project: Bike hub - $10,000

20.     The board has indicated it would like to contribute funding towards a new project to support the establishment of a bike hub on Waiheke in the 2020/2021 financial year. This project will work to achieve the following local board plan objectives: ‘minimise the impact of climate change’, ‘help our communities to lead active and healthy lifestyles’, and ‘increase active and safe transport options and facilities’.

21.     This budget will support the Waiheke Cycle Action group to develop and operate a bicycle repair and cycling education and advocacy centre at the Tawaipareira skate park on Waiheke.

22.     The local board’s funding will contribute towards the establishment of the bike hub in a second-hand shipping container located at the Tawaipareira skate park. Cycle Action Waiheke has already obtained council consent for this purpose.

23.     This funding will also support the development of a sustainable operational model for the bike hub, and support Cycle Action Waiheke to apply for funding from other sources to support future operations.

New project: Waiheke Low Carbon Action Plan - $10,000

24.     To achieve the local board plan objective ‘minimise the impact of climate change’, the board has indicated it would like to contribute funding towards the development of a new low carbon action plan for Waiheke in the 2020/2021 financial year.

25.     The action plan will provide a road map for Waiheke to continue working towards becoming a low carbon community. The Waiheke Low Carbon Plan will be aligned with the regional Auckland’s Climate Action Framework and will create a plan for local action within this regional context. 

26.     The plan will bring together a range of existing initiatives under one cohesive umbrella that clearly illustrates how Waiheke is working to reduce its carbon footprint and provide strategic guidance for future local board investment in community low carbon projects and initiatives. A series of targets relating to carbon emissions reduction will be set within the resulting plan.

27.     The proposed process to develop this plan will incorporate learnings from the development of plans for several local boards including Waitematā, Puketāpapa and Whau. A working group comprising community members, iwi, and key tourism and commercial stakeholder group representatives will identify and prioritise strategic community based low carbon outcomes and initiatives. A draft low carbon plan detailing targets, actions and a supporting monitoring framework will be developed with this budget in the 2019/2020 financial year.

Sustainable Schools Waiheke marine project - $35,000

28.     This project works to achieve the local board plan objective ‘restore and protect our natural environment in partnership with our community’, and key initiative, to ‘partner with our schools to support the Sustainable Schools programmes on Waiheke’. The board contributed $13,500 towards this project in the 2019/2020 financial year to deliver the programme over school terms one and two 2020, and has indicated that it would like to contribute a further $35,000 in the 2020/2021 financial year.

29.     In the 2019/2020 financial year this project received high uptake from schools including Te Huruhi School, Waiheke High School, Waiheke Primary School, and Waiheke Steiner School (Fossil Bay School).

30.     The focus of this project for 2020/2021 will remain on experiential learning and citizen science leading to student-led action to restore and protect the marine environment. Educational sessions will focus on identifying local issues and exploring potential solutions, whilst local experiences will connect students to the marine environment and surrounding catchment. This will include activities such as snorkel surveys, shellfish monitoring, freshwater quality and fish monitoring, rocky shore studies, beach clean-ups, and bird or pest surveys.

31.     Each school term in 2020 will include:

·        a Sustainable Schools cluster meeting to provide training, support and resources for teachers

·        a student day outside the classroom, including experiential learning, citizen science, taking action, reflecting, and sharing with the wider community

·        a student action group meeting where leaders from each school share stories, ideas and projects with other schools whilst taking new learning and ideas back to their own school.

Waiheke water quality project - $30,000

32.     To achieve the local board plan key objective to ‘improve conservation of our coastal environment, including the marine area’, the board has indicated it would like to continue supporting the Waiheke water quality project in the 2020/2021 financial year (previously known as Project Little Oneroa).

33.     This project will build upon existing education and civic engagement around waterway health on Waiheke. Other benefits of this initiative include working towards recreational water contact standards to avoid risks to public health, and restoring the mauri, cultural and community values of waterways.

34.     This project will support communities to protect and restore waterways, with a focus on the management of onsite wastewater systems. Key catchments for this project are Little Oneroa, Omiha, Palm Beach, and Onetangi. Healthy Waters will supplement the local board budget by enabling Wai Care monitoring of streams in the catchments.

35.     Activities for 2020/2021 will include community workshops, further surveys with local residents to raise awareness around water quality, and discounted septic tank inspections.

Tauākī whakaaweawe āhuarangi

Climate impact statement

36.     Table 1 outlines the activities in the 2020/2021 work programme that have an impact on greenhouse gas emissions or contribute towards climate change adaptation.

 

 

Table 1: Climate impact assessment of proposed activities

Activity name

Climate impact

Bike hub

This project aims to reduce carbon emissions and increase community resilience to climate impacts, using currently available solutions for immediate progress. Community climate action involves local residents reducing or responding to climate change in personal lifestyle or local community-based ways, creating new social norms. This project aims to reduce emissions by increasing access to active transport. It also aims to increase community resilience by reduced reliance on fossil-fuel transport and increased community connections.

Waiheke Low Carbon Action Plan

This project also aims to reduce carbon emissions and increase community resilience to climate impacts. This project aims to reduce carbon emissions by identifying gaps and strategic opportunities and collaborations that will build on existing local activity and strengthen community resilience and hasten a transition away from fossil-fuel use.

Sustainable Schools Waiheke marine project

This project will increase students' understanding of environmental issues and encourage behavioural change required to protect the marine environment. This project will encourage students to take action to recognise and take steps to mitigate the effects of climate change on the marine environment.

Waiheke water quality project

This project will increase community resilience by improving protection of waterways. Freshwater ecosystems provide many ecosystem services such as flood mitigation, habitat for native biodiversity, and carbon sequestration. These services are enhanced when the ecosystems are restored.

Awaawaroa wetland management

Enhancing biodiversity and ecosystem resilience plays a key role in climate change, especially wetland areas such as Awaawaroa which are important buffers for storm events. These are predicted to become more frequent and severe with climate change. Therefore, protection and enhancement of habitat values for species such as giant kōkopu will become increasingly more important.

Waiheke Environmental Fund

These grants aim to support and grow community and landowner conservation efforts and environmental initiatives within the Waiheke Local Board area. Grant outcome four identifies that a project must ‘contribute towards resolving global environmental issues’. This may include reducing greenhouse gas emissions which contribute to climate change.

 

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

37.     The work programme was developed through a collaborative approach by operational council departments, with each department represented in the integrated team that presented the draft work programme to the local board at a series of workshops.

38.     In particular, the council’s grants team and Environmental Services staff have worked together to develop and refine the guidelines for the Waiheke Environmental Fund, with support from the local board.

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

Local impacts and local board views

39.     The projects proposed for inclusion in the board’s environment work programme will have positive environmental outcomes across the Waiheke Local Board area. Particular focus areas for the 2020/2021 work programme include the Awaawaroa wetland, Little Oneroa, Blackpool, Palm Beach and Onetangi.

40.     The projects noted above align with the local board plan outcomes, ‘Waiheke's environment is treasured’, ‘a water sensitive community’, and ‘increase active and safe transport options and facilities’

41.     The proposed environment work programme has been considered by the local board in a series of workshops from November 2019 to July 2020. The views expressed by local board members during the workshops have informed the recommended work programme.

Tauākī whakaaweawe Māori

Māori impact statement

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

43.     Table 2 outlines the activities in the 2020/2021 work programme that contribute towards the delivery of specific Māori outcomes.

Table 2: Māori impact assessment of proposed activities

Activity name

Māori impact

Awaawaroa wetland management

A meeting between Environmental Services staff and the Ngāti Pāoa Trust Board was held in November 2019 to discuss the opportunity of fencing key waterways and wetland areas on the Waiheke Station property. This will play an important role in improving water quality and habitat condition for giant kōkopu at Awaawaroa.

Bike hub

This project may involve rangatahi Māori by providing them training in bike repair and maintenance skills and encouraging their involvement in the development and operation of the bike hub.

Waiheke Low Carbon Action Plan

Mana whenua and mataawaka representatives will be invited to participate in the working group that develops the plan. Low carbon outcomes closely align with the obligations and aspirations held by mana whenua as kaitiaiki in Tāmaki Makaurau, and will support the local board in understanding and addressing mana whenua concerns, interests and solutions required in relation to climate change.

Sustainable Schools Waiheke marine project

Collaboration and Māori engagement is growing through the Waiheke Collective, the Waiheke Marine Protection project, and Te Korowai o Waiheke with Piritahi Marae and Ngāti Paoa. Further collaboration with Piritahi Marae and Ngāti Paoa, facilitators and schools will support a range of Māori outcomes including increased use of te reo Māori, education on connection to place and stories (Purākau) and Maramataka.

Waiheke Environmental Fund

The criteria for Waiheke grants include priority where a project ‘collaborates with mana whenua and mataawaka’.

44.     Where aspects of the proposed work programme are anticipated to have a significant impact on activity of importance to Māori then appropriate engagement will be undertaken.

Ngā ritenga ā-pūtea

Financial implications

45.     The proposed environment work programme budget for 2020/2021 is $130,000 of the boards locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total draft budget for 2020/2021.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

46.     The COVID-19 pandemic could have a further negative impact on the delivery local board work programmes if the COVID-19 Alert Level changes (New Zealand’s 4-level Alert System specifies measures to be taken against COVID-19 at each level). The deliverability of some activities will decrease if there is an increase to the COVID-19 Alert Level.

47.     Table 3 shows the identified significant risks associated with activities in the proposed 2020/2021 work programme.

Table 3: Significant risks and mitigations for activities

Activity name

Risk

Mitigation

Rating after mitigation

Awaawaroa wetland management

Landowners and community may not want to be engaged to own and manage the project in the long-term.

Relationships have been successfully established with landowners in past years, so this risk is considered low.

Low

Bike hub

There is a risk of insufficient community support to enable the cost-effective establishment and sustainable operating model that will result in predictable operating hours for users of the bike hub.

This will be mitigated through investment in community engagement, and utilising staff learnings from supporting establishment of bike hubs in other local board areas. 

 

Low

Waiheke Low Carbon Action Plan

Key stakeholders may not be willing and available to participate in working group meetings and invest their time in helping to develop the plan.

Key stakeholders have been identified and some of them have already agreed to contribute time towards the development of the plan.

Low

Sustainable Schools marine project

There is a risk that schools do not commit to being involved in the project for a whole year in 2021.


If local board funding is not received for 2020/2021 there is a risk that students who started this project in quarters three and four of the 2019/2020 financial year are not able to complete the programme.

In the 2019/2020 financial year some schools paid to have more students involved in the project. Considering this expression of interest to the project, this is considered a low risk.

This is a low risk, however the first two terms are the most important for students’ learning, therefore this would have has a medium-to-low impact.

Low

 

 

 

 

Low

Waiheke water quality project

There is a risk that residents are unwilling to change behaviour, or are not living on Waiheke most of the time.

This project has been successful in engaging residents and landowners in past years, so this risk is considered low.

Low

Waiheke Environmental Fund

There is a risk that no or few suitable applicants apply for these grants.

This fund is well promoted, and has received sufficient applicants in past years, therefore this risk is considered low.

Low

48.     Resourcing of the proposed work programme is based on current staff capacity within departments. If changes to staff capacity have an impact on work programme delivery, this will be signalled to the local board at the earliest opportunity. Staff will also signal if any other unforeseen circumstances may impact on the delivery of the activities outlined in this report, alongside options to address such challenges.

Ngā koringa ā-muri

Next steps

49.     Delivery of the activity in the approved work programme will commence once approved and continue until 30 June 2021. Activity progress will be reported to the local board on a quarterly basis.

50.     Where the work programme identifies further decisions and milestones for each activity, these will be brought to the local board when appropriate.

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Waiheke Infrastructure and Environmental Services work programme 2020/2021

125

 

Ngā kaihaina

Signatories

Author

Prasanthi Cottingham - Relationship Coordinator

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Janine Geddes - Acting Relationship Manager: Aotea / Great Barrier and Waiheke Local Boards

 



Waiheke Local Board

26 August 2020

 

 


Waiheke Local Board

26 August 2020

 

 


Waiheke Local Board

26 August 2020

 

 



Waiheke Local Board

26 August 2020

 

 

Approval of the Waiheke Local Board Community Facilities work programme 2020 - 2023

File No.: CP2020/10692

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To approve the Waiheke Local Board Community Facilities work programme 2020/2021 and approve the 2021/2022 and 2022/2023 work programmes in principle.

Whakarāpopototanga matua

Executive summary

2.       The Community Facilities department is responsible for the building, maintaining and renewing of all open spaces and community buildings. This includes the community leasing and licensing of council-owned premises.

3.       This report presents the Waiheke local board’s Community Facilities work programme and associated budgets for approval for the 2020/2021 financial year and for approval in principle for the subsequent two financial years, 2021/2022 and 2022/2023 (see Attachment A).

4.       The work programme responds to the following outcomes and objectives that the local board identified in the Waiheke Local Board Plan 2017:

·    Inclusive planning and placemaking

·    A sustainable economy and positive visitor experience

·    Waiheke's environment is treasured

·    Thriving, strong and engaged communities

·    Vibrant places for people

·    Transport and infrastructure

5.       The council’s financial position has been severely impacted by the COVID-19 pandemic. Council’s Emergency Budget for 2020/2021 has reduced both capital and operating budgets from those anticipated prior to the COVID-19 pandemic. 

6.       The reduction in anticipated budgets has required the reprioritisation of projects and activities that can be accommodated within the local board’s revised budget.

7.       The local board provided feedback to staff on the projects it would like to fund in anticipation of its reduced budgets in a series of workshops between November 2019 and July 2020.

8.       A number of projects in the work programme for the 2021/2022 or 2022/2023 financial years have been identified as part of the Risk Adjusted Programme (RAP). Approval is sought for these projects to commence at the beginning of the 2020/2021 year so that they can be delivered early in the event that projects approved for delivery in 2020/2021 are delayed for any unforeseen reason. 

9.       The work programme includes projects proposed to be funded from regional programmes, including local and sports field development (growth), coastal renewals, slips prevention and the Natural Environment Targeted Rate programmes. Inclusion of these projects in the local board work programme is subject to approval by the relevant Governing Body committees. 

10.     It is recommended that the local board approve the inclusion of these projects in the work programme and provide feedback for consideration by the relevant Governing Body committees.

11.     Additionally, there are some external sources of funding not held by council that contribute to projects such as Panuku and Auckland Transport funding.

12.     Updates on the delivery of this work programme will be provided through the local board’s quarterly performance reports.

 

Ngā tūtohunga

Recommendation/s

That the Waiheke Local Board:

a)      approve the Community Facilities work programme 2020/2021 and associated budget. (Attachment A – Build, Maintain, Renew and Attachment B – Community Leases to the agenda report).

b)      approve in principle the Community Facilities work programme 2021/2022 and 2022/2023. (Attachment A – Build, Maintain, Renew and Attachment B – Community Leases to the agenda report).

c)      approve the Risk Adjusted Programme (RAP) projects identified in the work programme (Attachment A to the agenda report) as projects that will commence and may be delivered in advance of the expected delivery year, if required to meet expected financial expenditure for the 2020/2021 financial year.

d)      note that approval of budget allocation in the 2020/2021 year for multi-year projects implies the local board’s support for the projects in their entirety.

e)      note that the inclusion in the work programme of projects that are funded from the Coastal Renewals, Slips Prevention, Local Parks and Sports Field Development and Natural Environment Targeted Rate budgets are subject to approval of the identified budget allocation by the relevant Governing Body committees.

f)       provide feedback for consideration by the relevant Governing Body committees in relation to the projects funded from the Coastal Renewals, Slips Prevention and Local Parks and Sports Field Development budgets.

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

h)      note the cancellation of Locally Driven Initiative (LDI) capex for work programme activity ‘Picnic Bay Reserve - drainage infrastructure improvements’, resolved in the 2018/2019 financial year (Resolution WHK/2017/215) as the required renewal works are to be funded with Asset Based Services (ABS) capex - Slips Prevention (regional) renewals through work programme activity ‘Esslin Road, Picnic Bay - install storm water system’. Locally Driven Initiative (LDI) capex funding of $40,000 to be returned for reallocation.

 

 

Horopaki

Context

13.     Work programmes are presented to local boards for approval each year. The 2020 – 2023 Community Facilities Work Programme, detailed in the attachments, contains information on all proposed projects to be delivered by Community Facilities, including capital works projects, leasing and operational maintenance. The projects identified in the work programme have been prioritised for investment based on a combination of local board feedback through a series of workshops, staff assessments of assets and key stakeholder input.

14.     The COVID-19 pandemic has exerted considerable pressure on the council’s financial position, which has had flow on effects for the budget for the 2020/2021 financial year. Given the new financial realities facing Auckland, council has adopted an Emergency Budget 2020/2021, which has reduced both capital and operating budgets from those anticipated prior to the COVID-19 pandemic.

15.     The COVID-19 pandemic occurred part way through the planning cycle for the development of the 2020/2021 work programme. This resulted in a disruption to the work programme development process, including requiring a reprioritisation exercise for all proposed activity. 

16.     The work programme responds to the outcomes and objectives that the local board identified in the Waiheke Local Board Plan 2017. The specific outcomes that are reflected in the work programme are:

·    Inclusive planning and placemaking

·    A sustainable economy and positive visitor experience

·    Waiheke's environment is treasured

·    Thriving, strong and engaged communities

·    Vibrant places for people

·    Transport and infrastructure

17.     The following adopted strategies and plans also guided the development of the work programme:

·    Essentially Waiheke 2015

·    Waiheke Paths Plan 2019

·    Te Ara Hura walkway development and promotion

Concept and Action plans:

·    Tawaipareira Masterplan and Skate Park concept plan

·    Little Oneroa Action Plan

·    Little Oneroa Concept Plan

·    Alison Park concept plan

·    Tawaipareira Park Concept Plan

18.     The Community Facilities work programme is a three-year programme, this clearly demonstrates the phasing of project delivery and enables the organisation to prepare for delivery.  The local board is asked to approve a new three-year work programme each year (approve year one and approve in principle years two and three).

Tātaritanga me ngā tohutohu

Analysis and advice

19.     The proposed work programme is made up of activities continuing from previous financial years and new initiatives supported by the local board.

20.     Due to COVID-19 impacts, the Emergency Budget means that the budgets available to the local board are reduced from those previously anticipated and as a result, some activity that was previously proposed for 2020/2021 has been deferred or removed from the draft work programme through a reprioritisation exercise.

Capital works programme

21.     Investment in the capital works programme will ensure that council facilities and open spaces in Waiheke Local Board area remain valuable and well-maintained community assets.

22.     The overall capital works programme includes projects for which the local board has discretion to allocate budget, referred to as the local programme, and projects from regional programmes. 

23.     Specific projects within the work programme may have budget allocated from two or more budget sources, including budgets from both local and regional programmes.

24.     The work programme includes both new projects and existing projects that have been continued from the previous financial year where those projects require multiple years for delivery (multi-year projects). All projects include actual anticipated spend as there will be no carry forward of capital funding from the 2019/2020 financial year.

Local Programme

25.     The local programme includes those projects that the local board is funding from its discretionary capex budgets, including:

·    Renewals
The local board can allocate its renewals budget towards the renewal of any council owned asset.

·    Locally Driven Initiative (LDI)
The local board has the discretion to allocate its LDI capex budget to any projects that deliver a council asset or as a capital grant to a third party to deliver an asset made available for public use. The Emergency Budget includes a reduction in the LDI budget available for each local board from that anticipated prior to the COVID emergency.

26.     In preparing recommendations for the local programme, a number of matters have been considered, including:

·    strategies and plans

·    service assessment input from Community Services

·    asset condition assessments

·    input from operational maintenance teams and staff working within facilities

·    budget availability.

27.     Table 1 shows key projects included in the work programme.

Table 1: Key projects in the work programme

ID number

Activity name

Activity description

FY21 Budget

Total Budget

Line item 25

Tawaipareira Reserve - replacement of skate park, play space, bike track, new flying fox

Tawaipareira Reserve renewal of skate park, furniture and park amenities, bike track and surrounding play space amenities.

FY18/19 - investigation and design

FY19/20 - completion of concept design (public consultation, resource consent)

FY20/21 to FY22/23 - physical works

Budget contribution

FY21/22 - LDI capex $200,000 for flying fox and play space extension

 

$450,000

$1,150,000

Line item 16

Onetangi Sports Park - install lighting & upgrade to sand carpet on field 3

Installation of lighting and field upgrade at the Domain to meet the demands of usage growth and allow for other sports codes to be played at the site.

Works include the upgrade of the existing field number three to a sand carpet construction with sports lighting to provide for the 15 hours shortfall in provision.

FY18/19 - FY20/21 - investigation and design (including consultation)

FY23/24 - physical works

$41,725

$1,000,708

Line item 12

Island Bay Track, 80 Korora Road, Oneroa - remediate major slip

Works involve rerouting the track down the ridge line and reinstating the box steps, including steps further up the track that have slumped due to the slip. Extensive re planting of the site to be undertaken.

FY18/19 - Investigation and design.

FY19/20 - complete concept design (public consultation, undertake resource consent)

FY20/21 - physical works

$140,000

$216,960

Line item 17

Onetangi Sports Park pavilion - renew - roof

Renewal of the roof including for the fastenings to ensure roof water tightness.

FY19/20 - investigation and design

FY20/21 - concept design (resource consent if required)

FY21/22 - physical works

 

$95,660

$311,823

Line item 22

Rangihoua / Onetangi Reserve - Golf Club - renew - driveway and culvert

Waiheke Golf Club renewal of the damaged section of driveway and underlying stormwater culvert to increase stormwater capacity and reduce on site flooding. Healthy Waters own the culvert as a stormwater asset, as such they are contributing to the increase of the culvert size.

FY18/19 - investigation and design

FY19/20 to FY20/21 - detailed design (obtain resource consents)

FY21/22 - physical works

 

Budget contribution - Healthy Waters $100,000)

Risk Adjusted Programme (RAP) project.

$40,000

$150,644

Line item 28

Tracks and pathways - renew - 2019/2020 - Waiheke

Renewal of park walkways and paths.

Sites include for: Design only (Glenbrook Reserve, Omiha Beach Reserve, Matiatia to Owhanake side-track, Te Aroha Walkway, Wharetana Bay)

Design and build (Sandy Bay to Hekerua, Island Bay (Fossil Bay to Owhanake Bay).

Build only (Newton Reserve, Onetangi Sports Park to Tennis Club, Church Bay Side-track)

FY19/20 - Investigation and design (public consultation, obtain any required consents)

FY20/21- physical works

 

$140,000

$250,000

 

28.     Of particular note in the work programme is return of the LDI capex budget of $40,000 resolved for Esslin Road, Picnic Bay – installation of a storm water system [WHK/2019/126]. Natural measures have been undertaken through planting to provide drainage support in the Reserve. A further project ‘Esslin Road, Picnic Bay - install storm water system’ has been funded through Asset Based Services (ABS) capex - Slips Prevention (regional) renewals and is planned to be delivered in 2021/2022.

29.     Prioritising the delivery of one project may mean other projects have to be phased into later years in order to meet budget requirements. For example, the delivery timing of Tawaipareira Reserve - replacement of skate park, play space, bike track, new flying fox has meant that general track renewals across Waiheke Island as a programme of works will be deferred across into 2021/2022 to complete stage one of physical works. Stage two and three physical works will continue thereafter.

30.     The proposed work programme in Attachment A contains:

·    Number of projects (excluding leases and contract lines) over three years: 33

·    Indicative cost for proposed projects in the 2020/2021 financial year: $1,161,735

Regional Programme

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

32.     Where budget is allocated to a project in the regional programme that falls within a local board decision making allocation (e.g. a local park), that project is included in the local board work programme. The local board then has decision making responsibility for that project, within the parameters set by the governing body, namely location, scope and budget. For Natural Environment Targeted Rate (NETR) projects, the local board has decision making responsibility within the parameters of the targeted rate framework and the national kauri dieback programme standards for protection of kauri.

33.     Regional budgets include:

·    Local parks and sports field development (growth)

·    Coastal renewals

·    Slips prevention and remediation

·    Natural Environment Targeted Rate funding (NETR).

34.     Projects in the local parks and sports field development programme are identified and prioritised based on consideration of a number of factors, including:

·    Extent to which residential growth is generating demand for the project

·    Current levels of provision

·    Available budget.

35.     Projects in the coastal renewals and slips prevention and remediation programme are identified and prioritised based on consideration of a number of factors, including:

·    Asset condition

·    Relative hazard and risk

·    Available budget.

36.     The allocation of budget to specific projects will be approved by the relevant Governing Body committee post local board work programme adoption.

37.     The local board has an opportunity to provide formal feedback on the growth, coastal and slips allocations, through resolution to this report, for consideration by the relevant Governing Body committee prior to approval of the regional programmes.

38.     The Natural Environment Targeted Rate programme is a regional budget under the decision making of the Environment and Climate Change Committee and reported to individual local boards.

Capital Programme Delivery

Cost estimates subject to change

39.     Budget allocations within the work programme are best estimates only. Project costings are subject to change and refinement as projects progress through the design and delivery process. Greater clarity will be determined around the specific work required and the cost of delivery of that work once the details are defined.

40.     The delivery of individual projects is managed within the overall work programme budget for each local board. Where significant changes to project budgets may need to be considered, or if new projects are added to the work programme, changes may be required to the programme to accommodate final project costs as the year progresses.

Risk adjusted programme

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

42.     Approval is sought for these projects to commence at the beginning of the 2020/2021 year so that they can be delivered early in the event that projects approved for delivery in 2020/2021 are delayed for any unforeseen reason

Changes to the work programme

43.   Local boards have given a general delegation to the Chief Executive subject to terms and conditions contained in the local board delegation protocols.

44.   In relation to work programmes, the delegation protocols require local boards to approve work programmes annually and require staff to seek a decision from the board for “any proposed variations to the approved work programme that may result in an overspend.” The protocols also include a range of more general requirements for reporting to boards, including “decisions of a politically sensitive nature”, “any other matters specified by the Local Board Chair”, and to report other matters on request of the Chair.

45.   Staff propose that in addition to proposed work programme variations “that may result in an overspend”, other proposed variations that impact on the agreed outcomes of approved projects or the delivery of the overall approved work programme should also be referred to the board for a decision. Such changes include:

·   changes to an approved projects activity description or activity benefit

·   changes to project budget or timing that impact other approved projects in the programme

·   cancellation of a project

·   addition of a new project.

46.   More minor changes that do not substantially alter the approved work programmes will be made by staff under general delegation, following discussion with the board, and noted in the quarterly reports.  

Operational maintenance work programme

47.   The regular maintenance of all council-owned built and open space assets plays an important part in:

·   increasing the long-term durability of Community Facilities assets

·   improving the safety of Community Facilities assets

·   ensuring the enjoyment of Community Facilities assets by the users.

48.   In the Community Facilities Work Programme, there are three-line items dedicated to all maintenance in the local board area:

·       Full Facilities Maintenance Contracts – these contracts include all buildings, parks and open space assets, sports fields, coastal management, storm damage response and streetscapes maintenance

·       Arboriculture Maintenance Contracts – these contracts include all tree management and maintenance

·       Ecological Restoration Maintenance Contracts – these contracts include pest plant management within ecologically significant areas and animal pest management across all parks and reserves

49.   Staff will be able to provide regular reporting on maintenance through monthly updates to the local boards and through the quarterly report. Community Facilities is also providing additional regular updates to all elected members on contractor performance.

Leasing work programme

50.   Community leases are a valuable way in which the council provides support to not-for-profit community organisations across the region. These groups provide a wide range of community activities and services aligned with recognised local priorities and are a key part of the mosaic of community activity and infrastructure in Auckland.

51.   The detailed list of the community leases and licences that will expire or are due for renewal over the 2020/2021 financial year is provided in Attachment B. Following approval of the work programme staff will proceed with review and renewal of these leases and licences as appropriate during the course of the financial year.

52.   Two additional project lines include those leases and licences proposed to be progressed in the 2021/2022 and 2022/2023 financial years respectively.

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

Locally Driven Initiatives (LDI) operational activities

54.   There are no projects in the 2019/2020 Community Facilities Work Programme that had budget allocated from the Waiheke Local Board locally driven initiatives (LDI) operational budget 2019/2020 and are being carried forward to the new financial year. Additionally, there are no new LDI Opex projects in the 2020/2021 programme.

Tauākī whakaaweawe āhuarangi

Climate impact statement

55.   Many of the activities in the 2020/201 work programme will have impact on greenhouse gas emissions and contribute towards climate change adaptation. These impacts will be considered as projects progress and will be reported to the local board at future reporting opportunities. The sorts of impacts to be considered include:

·    Maximum upcycling and recycling of old material

·    Installation of energy efficiency measures

·    Building design to ensure the maximum lifetime and efficiency of the building is obtained

·    Lifecycle impacts of construction materials (embodied emissions)

·    Exposure of building location to climate change hazards (sea level rise, flooding (floodplains), drought, heat island effect)

·    Anticipated increase in carbon emissions from construction, including contractor emissions

·    Lifecycle impacts of construction materials.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

56.   The work programme was developed through a collaborative approach by operational council departments, with each department represented in the integrated team that presented the draft work programme to the local board at a series of workshops.

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

Local impacts and local board views

57.   The Community Facilities work programme has been considered by the local board in a series of workshops from November 2019 to July 2020. The views expressed by local board members during the workshops have informed the recommended work programme.

58.   Community facilities and open spaces provide important community services to the people of the local board area. They contribute to building strong, healthy and vibrant communities by providing spaces where Aucklanders can participate in a wide range of social, cultural, art and recreational activities. These activities improve lifestyles and a sense of belonging and pride amongst residents.

59.   The activities in the proposed work programme align with the Waiheke Local Board Plan 2017 outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

60.   The Community Facilities Work Programme ensures that all facilities and open space assets continue to be well-maintained assets that benefit the local community, including Māori. When developing and delivering work programmes consideration is given to how the activities can contribute to Māori well-being, values, culture and traditions. Table 2 outlines the activities in the 2020/2021 work programme that contribute towards the delivery of specific Māori outcomes.

61.   Karanga Atu! Karanga Mai! relationship approach responds to Māori aspirations and delivers on council’s statutory obligations and relationship commitments to Māori. It guides staff to deliver on agreed work programme activities and support the local board to achieve the outcomes in its local board plan.

62.   Where aspects of the proposed work programme are anticipated to have a significant impact on activity of importance to Māori then appropriate engagement will be undertaken.

Ngā ritenga ā-pūtea

Financial implications

63.   Financial implications of COVID-19/Emergency Budget have resulted in a reduced renewals budget per local board and significantly reduced development budgets such as growth.

64.   Table 3 summarises the relevant budgets, proposed allocation and the balance of unallocated budget available.

Table 3: Budget allocation

Local Budgets

2020/2021

2021/2022

2022/2023

Renewals - Budget

$1,097,660

$1,286,155

$1,284,926

Renewals - Proposed Allocation

$1,097,660

$1,286,155

$1,284,926

Renewals - Unallocated budget

$0

$0

$0

 

 

 

 

Growth and Development - Allocation

$41,725

$0

$0

Coastal Renewals - Allocation

$0

$0

$0

Slips Prevention - Allocation

$22,350

$169,069

$203,130

 

 

 

 

LDI Capex - Proposed Allocation

$0

$672,264

$0

 

 

 

 

LDI Opex - Proposed Allocation (including carry forwards)

$0

 

 

 

 

 

 

One Local Initiative (OLI) Allocation

$0

$0

$0

 

 

 

 

LTP Specific Projects

$0

$0

$0

 

 

 

 

External Funding

$0

$0

$0

 

 

 

 

Kauri Dieback (NETR) Funding

$0

$0

$0

 

65.   The proposed work programme can be accommodated within the available local board budgets. Approval of the work programme does not have significant financial implications, unless projects experience a significant overspend or underspend.

66.   Regular updates on the delivery of the programme will be provided to the local board. These updates will identify progress of all projects and potential amendments to the approved programme including changes to budget allocation and timing.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

67.   Where a work programme activity cannot be completed on time, due to unforeseen circumstances, this will be signalled to the local board at the earliest opportunity.  This risk is mitigated by utilising the risk adjusted programme (RAP) to progress those projects identified as ready to proceed under the RAP at the beginning of the financial year.

68.   If the proposed Community Facilities work programme is not approved at the business meeting, there is a risk that the proposed projects may not be delivered within the 2020/2021 financial year.

69.   The COVID-19 pandemic could have a further negative impact on the delivery local board work programmes if the COVID-19 Alert Level changes (New Zealand’s 4-level Alert System specifies measures to be taken against COVID-19 at each level). The deliverability of some activities will decrease if there is an increase to the COVID-19 Alert Level.

70.   Staff believe that the proposed work programme is deliverable within existing resources. Delivery progress will be monitored through the year. Any resourcing challenges arising will be brought to the local board’s attention alongside consideration of implications and options to address challenges.

71.   Table 4 shows the identified significant risks associated with activities in the proposed 2020/2021 work programme.

Table 4: Significant risks and mitigations for activities

ID number

Activity

Risk

Mitigation

Rating after mitigation

20690

Tawaipareira skate park replacement

Any revisions to the current skate park design may potentially delay the physical works stage from commencing in 2020/2021.

Partnering with key stakeholders early in 2020/2021 to reach agreement on the skate park design and identify potential increases in costs to accommodate design changes. Any impact upon the delivery timeframe and required capex budget can then be reviewed with the Local Board in a workshop, seeking their direction on the next steps.

Medium

Ngā koringa ā-muri

Next steps

72.   Delivery of the activity in the approved work programme will commence once approved and continue until 30 June 2021. Activity progress will be reported to the local board on a quarterly basis.

73.   Where the work programme identifies further decisions and milestones for each activity, these will be brought to the local board when appropriate.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Waiheke Local Board Community Facilities 2021 - 2023 Work Programme – Build, Maintain, Renew

141

b

Waiheke Local Board Community Facilities 2021 - 2023 Work Programme – Leases

151

     

Ngā kaihaina

Signatories

Author

Katrina Morgan – Work Programme Lead

Authorisers

Rod Sheridan - General Manager - Community Facilities

Janine Geddes - Acting Relationship Manager: Aotea / Great Barrier and Waiheke Local Boards

 


Waiheke Local Board

26 August 2020

 

 


Waiheke Local Board

26 August 2020

 

 


Waiheke Local Board

26 August 2020

 

 


Waiheke Local Board

26 August 2020

 

 


Waiheke Local Board

26 August 2020

 

 


Waiheke Local Board

26 August 2020

 

 


Waiheke Local Board

26 August 2020

 

 


Waiheke Local Board

26 August 2020

 

 


Waiheke Local Board

26 August 2020

 

 


Waiheke Local Board

26 August 2020

 

 



Waiheke Local Board

26 August 2020

 

 

Approval of the Waiheke Local Board community services work programme 2020/2021

File No.: CP2020/11101

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To approve the community services work programme 2020/2021.

Whakarāpopototanga matua

Executive summary

2.       This report presents the local board’s community services work programme and associated budgets for approval for delivery within the 2020/2021 financial year (see Attachment A).

3.       The community services work programme includes activities to be delivered by the following departments:

·    Arts, Community and Events.

·    Libraries.

·    Parks, Sport and Recreation.

·    Service, Strategy and Integration.

4.       The work programme responds to the following outcomes and objectives that the local board identified in the Waiheke Local Board Plan 2017:

·    Inclusive planning and placemaking.

·    A sustainable economy and positive visitor experience.

·    Waiheke’s environment is treasured.

·    Thriving, strong and engaged communities.

·    Vibrant places for people.

5.       COVID-19 put significant pressure on Auckland Council’s finances. The Emergency Budget 2020/2021 was adopted by Governing Body in July 2020 (GB/2020/76).

6.       While the budget has reduced capital and asset based services (ABS) operating budgets, locally driven initiatives (LDI) operational funding has not been reduced.

7.       The local board provided feedback to staff on the activities it would like to fund in anticipation of its reduced budgets in a series of workshops.

8.       The proposed work programme has a total locally driven initiatives (LDI) operational budget value of $626,221, which can be funded from within the local board’s draft locally driven initiatives (LDI) operational budget for the 2020/2021 financial year.

9.       ABS budgets were reduced due to the Emergency Budget and specific reductions have been detailed in the Analysis and Advice section of this report. The local board Customer and Community ABS operational budget for 2020/2021 is $5,309,252. This budget is direct operational expenditure only and does not include revenue and excludes depreciation and finance costs if applicable.

10.     Identified projects from 2019/2020 LDI budget have been carried forward, where there was an agreed scope and cost which were not delivered. These are shown as separate activity lines in the work programme.

11.     Updates on the delivery of this work programme will be provided through the local board’s quarterly performance reports.

 

Ngā tūtohunga

Recommendation/s

That the Waiheke Local Board:

a)      approve the community services work programme 2020/2021 and associated budget (Attachment A to the agenda report).

b)      note that activities with locally driven initiatives (LDI) operational budget carried forward from 2019/2020 are included in the work programme (Attachment A to the agenda report).

 

Horopaki

Context

12.     Each year, the local board decides which activities to allocate its annual budget toward, through a series of workshops. Local board feedback from these workshops have informed the work programme.

13.     The work programme responds to local boards priorities as expressed in its local board plan.

14.     The COVID-19 pandemic has exerted considerable pressure on council’s financial position, which has had flow on effects for the budgets available in the 2020/2021 financial year.

15.     Given the new financial realities facing Auckland, council has adopted an Emergency Budget 2020/2021.

16.     The budget reduced both capital and operating budgets from those anticipated prior to the COVID-19 pandemic. This does not include a reduction of locally driven initiatives (LDI) operational funding.

17.     COVID-19 occurred part way through the planning cycle for the development of the 2020/2021 local board work programmes. This led to local boards undertaking a reprioritisation exercise for all proposed activity.

18.     Table 1 shows the business objectives and strategic alignment for community services departments. These also guided the development of the work programme.

Table 1: Adopted community-based strategies and plans

Department

Business objectives

Strategies and plans

Arts, Community and Events

Provision of services, programmes, events and facilities that strengthen and connect communities and create a sense of belonging and pride

·  Hire Fee Framework

·  Events Policy

·  Toi Whītiki

·  Thriving Communities

Libraries

Provision of library services and programmes that support Aucklanders with reading and literacy, and opportunities to participate in community and civic life

·  Auckland Libraries Strategy 2020

 

Parks, Sport and Recreation

Provision of services to actively engage Aucklanders to lead healthy lives, connect with nature and value our cultural identity

·  Parks and Open Space Strategic Action Plan

·  Sport and Recreation Strategic Action Plan

·  Auckland Growing greener framework

·  Urban Ngāhere Strategy

Service, Strategy and Integration

Provision of service and asset planning advice and support more integrated delivery of community outcomes

·  Community Facilities Network Plan

·  Parks and Open Space Strategic Action Plan

 

Tātaritanga me ngā tohutohu

Analysis and advice

19.     The proposed work programme is made up of activities continuing from previous financial years, including annually occurring events or projects and ongoing programmes. It also includes new initiatives supported by the local board.

Asset Based Services (ABS) operational activities

20.     The Emergency Budget reduced the anticipated asset based services (ABS) operational budgets across all 21 local boards. This has required a reduction in asset based services (ABS) operational budgets in the local board’s community venues, libraries and facilities.

21.       Staff provided advice about how services delivered from community facilities could be adjusted to achieve the savings of the Emergency Budget. Staff discussed proposed changes at workshops with the local board in July 2020.

22.     Proposed changes to community venues, facility programming and opening hours in response to budget constraints are:

Libraries: Waiheke Library

23.     Libraries will have no reductions to approved standard opening hours: 56 hours per week across one library.

24.     Efficiencies will still be required and will be managed across the library network. Analysis of staffing resource vs customer use has shown where efficiencies can be achieved by optimising staffing levels within the local board area.

25.     The local programming budget has been reduced. There will be a reduction in the number of external partners coming in to support programming, however, programmes will continue to be run by staff within libraries for 2020/2021.

Locally Driven Initiatives (LDI) operational activities

26.     LDI operational activities in the work programme respond to the local board plan and local board feedback. Community services LDI activities are detailed at Attachment A.

27.     The proposed work programme has a total LDI operational budget value of $626,221, which can be funded from within the local board’s draft LDI operational budget for the 2020/2021 financial year

28.     The Corporate and Local Board Performance team have identified projects from the LDI operational budget 2019/2020 where there was an agreed scope and cost which were not been delivered. Carry-forwards are expressed as separate activity lines in the work programme.

COVID-19 impacts on the community were considered while developing the work programme

29.     Staff acknowledge that our communities have faced significant challenges during the COVID-19 pandemic lock down.

30.     In preparing recommendations for the 2020/2021 work programme, a number of COVID-19 related matters have been considered. The 2020/2021 work programme seeks to prioritise activity that responds to these needs:

·        newly vulnerable communities

·        financial constraints

·        accessibility restrictions

·        community resilience

·        community response and recovery.

Tauākī whakaaweawe āhuarangi

Climate impact statement

31.     Table 2 outlines the activities in the 2020/2021 work programme that have an impact on greenhouse gas emissions or contribute towards climate change adaptation.

Table 2: Climate impact assessment of proposed activities

ID number

Activity name

Climate impact

 

 

145

149

 

201

Ecological Programmes:

Waiheke volunteers

Local parks volunteers and environmental

Ecological restoration community partnership

 

Integrating nature into urban environments:

• Increase in native forest/ urban cooling.

• Offset carbon emissions.

• Protect water quality by planting along rivers and coastlines.

• Improve our living environment.

• Soil retention, erosion control and flood mitigation and coastal protection.

• Nitrogen sequestration.

1161

Build Capacity: Sustainable community and tourism

Fund Project Forever Waiheke to implement, research and monitor tourism impacts, visitor experience, community satisfaction and concerns, tourism industry well-being and environmental impacts in line with the actions and objectives within the Waiheke Island Sustainable Community and Tourism Strategy 2019-2024.

2014

Ngahere (Urban Forest) – Knowing phase

Increase in urban forest cover helps:

•    Build greater ecological connectivity.

•    Improves biodiversity in local parks and open spaces.

•    Reduce heating in urban areas.

•    Offset carbon emissions.

•    Improve air quality, reduce UV exposure.

•    Improve water quality, reduce the load on stormwater infrastructure system through rainfall interception.

2303

Dark Sky Park - Eastern Waiheke

Fund Dark-Sky Waiheke Island to complete a lighting management plan for Eastern Waiheke and apply to International Dark-Sky Association (IDA) for Dark Sky Park status for Eastern Waiheke.

 

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

32.     The work programme was developed through a collaborative approach by operational council departments, with each department represented in the integrated team that presented the draft work programme to the local board at a series of workshops.

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

Local impacts and local board views

33.     The activities in the proposed work programme provide important community services to the people of the local board area. Work programme activities support the outcomes and objectives outlined in the Waiheke Local Board Plan 2017.

34.     They contribute to building strong, healthy, and vibrant communities by providing services and spaces where Aucklanders can participate in a wide range of social, cultural, art and recreational activities.

35.     These activities improve lifestyles and a sense of belonging and pride amongst residents.

36.     The community services work programme has been considered by the local board in a series of workshops from November 2019 to July 2020. The feedback received from the workshops has informed the proposed work programme.

Tauākī whakaaweawe Māori

Māori impact statement

37.     Table 3 outlines the activities in the 2020/2021 work programme that contribute towards the delivery of specific Māori outcomes.

Table 3: Māori impact assessment of proposed activities

ID number

Activity name

Activity description

1143

Māori Responsiveness Waiheke

Work with mana whenua and mataawaka to identify and respond to the needs and aspirations for local Māori with Māori-led initiatives that support social and economic outcomes.

1341

(Libraries) Whakatipu i te reo Māori - we grow the Māori language

Celebrating te ao Māori and strengthening responsiveness to Māori - Waiheke

Champion and embed te reo Māori in everyday communication.

 

Celebrate and promote te ao Māori through events and programmes including regionally coordinated and promoted programmes: Te Tiriti o Waitangi, Matariki and Te Wiki o te Reo Māori

 

Seek opportunities to engage with local iwi and mana whenua to collaborate on initiatives.

 

38.     Karanga Atu! Karanga Mai! relationship approach responds to Māori aspirations and delivers on council’s statutory obligations and relationship commitments to Māori. It guides staff to deliver on agreed work programme activities and support the local board to achieve the outcomes in its local board plan.

39.     Where aspects of the proposed work programme are anticipated to have a significant interest or impact on activity of importance to Māori then appropriate engagement will be undertaken.

Ngā ritenga ā-pūtea

Financial implications

40.     Activities are funded from one or multiple budget sources which include: ABS operational expenditure and LDI operational expenditure.

41.     The total community services work programme LDI operational budget for 2020/2021 is $626,221. This budget was unaffected by the Emergency Budget.

42.     ABS budgets were reduced due to the Emergency Budget and specific reductions have been detailed in the Analysis and Advice section of this report. The local board Customer and Community ABS operational budget for 2020/2021 is $5,309,252. This budget is direct operational expenditure only and does not include revenue and excludes depreciation and finance costs if applicable.

43.     Each activity line has a budget allocation, which covers the delivery for the 2020/2021 period. Where activity lines show a zero-dollar budget, this reflects that the implementation costs are met through staff salary or other funding sources.

44.     Where activities are cancelled or no longer required during the financial year, the local board can reallocate the budget to an existing work programme activity or to create a new activity.

45.     Project where budget has been carried-forward from 2019/2020 are shown expressed as separate activity lines in the work programme.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

46.     The COVID-19 pandemic could have a further negative impact on the delivery local board work programmes if the COVID-19 Alert Level changes. New Zealand’s 4-level Alert System specifies measures to be taken against COVID-19 at each level.

47.     The deliverability of some activities will decrease if there is an increase to the COVID-19 Alert Level. Some activities can be adapted to be delivered at different COVID-19 Alert Levels.

48.     Resourcing of the work programmes is based on current staff capacity within departments. If changes to staff capacity have an impact on work programme delivery, this will be signalled to the local board at the earliest opportunity.

49.     The key risks for activities that are managed through the work programme are non-delivery, time delays and budget overspend.

50.     Where a work programme activity cannot be completed on time, due to unforeseen circumstances, this will be signalled to the local board at the earliest opportunity.

51.     As the work programme includes ongoing activity and annually occurring events or projects, the associated risks have been identified and managed in previous years. Additional risk management for these activities is ongoing and can be reported quarterly.

52.     Risks and mitigations for new activity lines were considered during the scoping phase. There may be risks associated with trialling a new activity for the first year. These will be continually assessed and reported to the local board through quarterly reporting when required.

Ngā koringa ā-muri

Next steps

53.     Delivery of the activity in the approved work programme will commence once approved and continue until 30 June 2021. Activity progress will be reported to the local board on a quarterly basis.

54.     Where the work programme identifies further decisions and milestones for each activity, these will be brought to the local board when appropriate.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Waiheke Community services work programme 2020/2021

161

     

Ngā kaihaina

Signatories

Authors

Graham Bodman - General Manager Arts, Community and Events

Mirla Edmundson - General Manager Libraries & Information

Mace Ward - General Manager Parks, Sports and Recreation

Justine Haves - General Manager Service Strategy and Integration

Authorisers

Claudia Wyss - Director Customer and Community Services

Janine Geddes - Acting Relationship Manager: Aotea / Great Barrier and Waiheke Local Boards

 



Waiheke Local Board

26 August 2020

 

 

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Waiheke Local Board

26 August 2020

 

 

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Waiheke Local Board

26 August 2020

 

 

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Waiheke Local Board

26 August 2020

 

 

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Waiheke Local Board

26 August 2020

 

 

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Waiheke Local Board

26 August 2020

 

 

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Waiheke Local Board

26 August 2020

 

 

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Waiheke Local Board

26 August 2020

 

 

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Waiheke Local Board

26 August 2020

 

 

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Waiheke Local Board

26 August 2020

 

 

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Waiheke Local Board

26 August 2020

 

 

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Waiheke Local Board

26 August 2020

 

 

Piritahi Marae Trust - Kaiwhakahaere Marae Pilot Project

File No.: CP2020/11487

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To approve a grant of $15,000 to the Piritahi Marae Trust from the Waiheke Local Board’s 2020/2021 Māori Responsiveness work programme.

Whakarāpopototanga matua

Executive summary

2.       The Waiheke Local Board has $15,000 available in the draft 2020/2021 Māori Responsiveness work programme to respond to key aspirations and priorities for Māori in the local area.

3.       The Piritahi Marae Trust has proposed to establish and pilot the new role of Kaiwhakahaere Marae (Marae Operations Manager) to progress the marae’s strategic goals and develop as a community and cultural hub for the island.

4.       A local person will be employed in the role to engage with Māori and coordinate marae-based programmes to support community education and wellbeing.

5.       Piritahi Marae will pilot the role for three months, which will enable marae to evaluate the impact of the role and build a strong case for ongoing funding from the Department of Internal Affairs.

6.       Staff recommend that the local board allocate the entire $15,000 to Piritahi Marae for the Kaiwhakahaere Marae pilot project to support local Māori community development. 

 

Ngā tūtohunga

Recommendation/s

That the Waiheke Local Board:

a)   approve a grant of $15,000 to the Piritahi Marae Trust from the 2020/2021 Māori Responsiveness work programme to pilot the role of Kaiwhakahaere Marae (Marae Operations Manager) to engage with local Māori and advance the marae’s strategic goals.

 

Horopaki

Context

7.       The Waiheke Local Board has $15,000 available within its draft 2020/2021 Work Programme for Local Māori Responsiveness.

8.       The purpose of Māori Responsiveness is to engage with mana whenua and mataawaka, build strong relationships with Māori in the local area, and identify and respond to the needs and aspirations for local Māori with Māori-led initiatives that support social and economic outcomes.

9.       Piritahi Marae is located at 53 Tahatai Road and is the only marae on Waiheke Island. It is a community marae, welcoming people of all iwi and cultural backgrounds. It is governed by the Piritahi Marae Trust and is currently run entirely by volunteers.

10.     The local board met with Piritahi Marae Komiti on 11 March 2020 to better understand the Marae’s strategic plans and priorities, and to discuss how the board can respond to these.

11.     At the meeting, the komiti outlined its plans to expand its community services and develop further as a cultural and community hub for the whole island.

12.     To progress this goal, the Marae komiti proposed to employ a Kaiwhakahaere Marae (Marae Operations Manager) to advance Marae initiatives and support the social and economic wellbeing of local Māori and the wider island community.

13.     Piritahi Marae has requested the board provide a grant to initiate and pilot the Kaiwhakahaere Marae role for three months commencing in October 2020.

Tātaritanga me ngā tohutohu

Analysis and advice

14.     Piritahi Marae is a key community and cultural centre for the island, hosting tangihanga, hui and events attended by up to 1500 people. Also onsite is Piritahi Hau Ora, one of the island’s major primary health providers, and Piritahi Childcare Centre.

15.     The Marae is a growing hub for local Māori and the wider Waiheke community. COVID-19 has also reinforced the role of the marae in supporting community response and resilience.

16.     Managing the marae is a significant task for the volunteer trustees and komiti. The Marae Komiti is responsible for day to day operations and is currently at full capacity managing marae bookings, welcoming manuhiri, preparing for tangihanga and community events, overseeing community workers from the Corrections Department, progressing marae improvements and maintaining marae buildings, grounds and assets.

17.     The proposed role of Kaiwhakahaere Marae will enable the marae to engage further with the community and proactively move towards implementing the marae’s vision. In particular, the role will create opportunities for supporting rangatahi, whānau and elders, and enable work towards progressing the marae’s development of a wananga for community education.

18.     The Kaiwhakahaere Marae will coordinate regular ongoing activities based at the marae, including health and wellbeing programmes and development of mara (gardens). The role will support volunteers and help build community capacity by upskilling local people.

19.     The Kaiwhakahaere Marae will directly engage with Māori in the communtiy to understand their needs and aspirations. This engagement will build on the marae’s existing relationships within the community. It is envisioned that the role will become a point of contact for the local board and provide regular updates to support local decision making.

20.     The Waiheke Local Board Plan 2017 states the local board will support Piritahi Marae to further develop as a local community centre and community agency. Piritahi Marae has proposed the Kaiwhakahaere Marae will assist in moving towards this objective.

21.     The Marae has requested that the local board support a three-month pilot project for the new role. The board’s investment in this pilot will enable the marae to evaluate the impact and build a strong case for ongoing funding from other sources, including the Department of Internal Affairs.

22.     The local board has previously funded Piritahi Marae over several years to support marae projects and deliver the annual Waitangi Day community event. The board has established a relationship with the Piritahi Marae Trust and the Trust has a strong track record of delivering on outcomes for the community.

23.     The Kaiwhakahaere Marae’s direct engagement with the community is a strategic way for the board to support Māori aspirations. The marae has existing relationships in the community to support this role and it will be able to access a variety of grants to support new programmes. In addition, community organisations will still be able to apply to the board’s community grants programme for Māori-led events and activities.

24.     Staff recommend that the local board allocate the full $15,000 available for Māori Responsiveness to Piritahi Marae for the Kaiwhakahaere Marae pilot project to support local Māori community development. 

25.     The entire budget will be allocated to Piritahi Marae, however community organisations will still be able to apply to the local board’s community grants programme for funding towards Māori-led events and projects.

Tauākī whakaaweawe āhuarangi

Climate impact statement

26.     Piritahi Marae has an Eco-strategy to prepare for environmental challenges and utilise mātauranga Māori (indigenous knowledge) to mitigate climate change. The marae has installed solar panels and other design features to reduce climate impact and ensure greater resilience and self-sufficiency.

27.     Increasing community connectedness through events and activities plays a role in increasing community resilience. The Kaiwhakahaere Marae will help to further progress these initiatives.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

28.     Ngā Mātārae (Māori Outcomes Department) supports Piritahi Marae to be a sustainable cultural hub for Māori and the wider community. Piritahi Marae has applied for additional Auckland Council funding for new programmes to support COVID-19 recovery.

29.     Budget in the Waiheke Local Board’s 2019/2020 Māori Responsiveness work programme is administered by staff from council’s Community Empowerment Unit.

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

Local impacts and local board views

30.     The Waiheke Local Board Plan 2017 outcome 5 is: “vibrant places for people”. The plan includes a key initiative to “support Piritahi Marae to further develop as a local community centre and community agency”.

31.     Supporting Piritahi Marae helps to meet outcome 5 by taking an empowered communities approach to supporting Māori-led priorities and initiatives on Waiheke. The Kaiwhakahaere Marae will also provide regular feedback to the board about the needs and aspirations of Māori on the island to inform local decision-making.

32.     The local board indicated support for the proposal during a workshop on 29 July 2020.

Tauākī whakaaweawe Māori

Māori impact statement

33.     Eleven per cent of Waiheke Local Board residents identified as Māori in the 2018 census. This is slightly higher than the regional average of 10 per cent.

34.     Piritahi Marae has identified the establishment of the Kaiwhakahaere Marae role as a priority that will assist the marae to meet its strategic goals and further engage with local Māori and the wider community. The project aligns with the board’s commitment to supporting Māori aspirations and initiatives.

Ngā ritenga ā-pūtea

Financial implications

35.     The 2020/2021 Māori Responsiveness work programme has a proposed budget of $15,000 to identify and respond to the needs and aspirations of local Māori with Māori-led initiatives that support social and economic outcomes. The entire budget will be allocated to Piritahi Marae.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

36.     Piritahi Marae will need to obtain alternative funding to continue the Kaiwhakahaere Marae role following the completion of the pilot project, and the Marae trust is investigating different funding options including Department of Internal Affairs. The pilot is likely to assist and enhance any future funding proposals by demonstrating the need for and impact of the role.

37.     The project can continue at COVID-19 alert levels 2 or 3 with modifications. There is some evidence that Māori communities are more susceptible to COVID-19 than non-Māori and so this will be taken into account at different alert levels.

38.     Investing the entire 2020/2021 Māori Responsiveness budget in the pilot project means other projects will not be able to request funding from this budget. However, community organisations will still be able to apply to the local board’s community grants programme for funding towards Māori-led events and projects.

Ngā koringa ā-muri

Next steps

39.     Staff will prepare a funding agreement for the Piritahi Marae Trust, which will include an agreement about regular reporting to the board.

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.    

Ngā kaihaina

Signatories

Author

Fiona Gregory – Strategic Broker -  Arts, Community and Events

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Janine Geddes - Acting Relationship Manager: Aotea / Great Barrier and Waiheke Local Boards

 


Waiheke Local Board

26 August 2020

 

 

Chairperson's report

File No.: CP2020/10555

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide Chairperson Cath Handley with an opportunity to update the local board on the projects and issues she has been involved with and to draw the board’s attention to any other matters of interest.

 

Ngā tūtohunga

Recommendation

That the Waiheke Local Board:

a)      receive the Chairperson, Cath Handley’s update.

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Chairperson's report

179

b

Chairperson's report - Letter of Support to Project Forever Waiheke

183

     

Ngā kaihaina

Signatories

Author

Dileeka Senewiratne - Democracy Advisor Waiheke Local Board

Authorisers

Louise Mason – General Manager - Local Board Services

Janine Geddes - Acting Relationship Manager: Aotea / Great Barrier and Waiheke Local Boards

 


Waiheke Local Board

26 August 2020

 

 


 


 


Waiheke Local Board

26 August 2020

 

 


Waiheke Local Board

26 August 2020

 

 

List of Resource Consents Applications

File No.: CP2020/10556

 

  

 

Whakarāpopototanga matua

Executive summary

Attached are the lists of resource consent applications related to Waiheke Island received from 5 July to 8 August 2020.

 

Te tūtohunga

Recommendation

That the Waiheke Local Board:

a)   note the lists of resource consents lodged related to Waiheke Island from 5 July to 8 August 2020.

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Resource Consent Applications

187

     

Ngā kaihaina

Signatories

Author

Dileeka Senewiratne - Democracy Advisor Waiheke Local Board

Authoriser

Janine Geddes - Acting Relationship Manager: Aotea / Great Barrier and Waiheke Local Boards

 


Waiheke Local Board

26 August 2020

 

 


 


 


Waiheke Local Board

26 August 2020

 

 

Waiheke Local Board Governance Forward Work Calendar 2019 - 2022

File No.: CP2020/10558

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To present the Waiheke Local Board with its updated governance forward work calendar.

Whakarāpopototanga matua

Executive summary

2.       The Waiheke Local Board Governance Forward Work Calendar 2019 - 2022 is appended to the report as Attachment A. The calendar is updated monthly, reported to business meetings and distributed to council staff for reference and information only.

3.       The governance forward work calendars were introduced in 2016 as part of Auckland Council’s quality advice programme and aim to support local boards’ governance role by:

·        ensuring advice on meeting agendas is driven by local board priorities

·        clarifying what advice is expected and when

·        clarifying the rationale for reports.

4.       The calendar also aims to provide guidance for staff supporting local boards and greater transparency for the public.

 

Te tūtohunga

Recommendation

That the Waiheke Local Board:

a)      receive its Governance Forward Work Calendar for the political term 2019 - 2022 dated September 2020.

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Governance Forward Work Calendar

193

     

Ngā kaihaina

Signatories

Author

Dileeka Senewiratne - Democracy Advisor Waiheke Local Board

Authoriser

Janine Geddes - Acting Relationship Manager: Aotea / Great Barrier and Waiheke Local Boards

 


Waiheke Local Board

26 August 2020

 

 


Waiheke Local Board

26 August 2020

 

 

Waiheke Local Board Workshop Record of Proceedings

File No.: CP2020/10560

 

  

Te take mō te pūrongo

Purpose of the report

1.       To note the Waiheke Local Board proceedings taken at the workshops held on 15, 22, 29 July and 12 August 2020.

Whakarāpopototanga matua

Executive summary

2.       Under section 12.1 of the current Standing Orders of the Waiheke Local Board, workshops convened by the local board shall be closed to the public. However, the proceedings of every workshop shall record the names of members attending and a statement summarising the nature of the information received, and nature of matters discussed.

3.       The purpose of the local board’s workshops is for the provision of information and local board members discussion.  No resolutions or formal decisions are made during the local board’s workshops.

4.       The record of proceedings for the local board’s workshops held on 15, 22, 29 July and 12 August 2020 are appended to the report.

5.       These can also be viewed, together with workshop agendas, at this link https://www.aucklandcouncil.govt.nz/about-auckland-council/how-auckland-council-works/local-boards/all-local-boards/waiheke-local-board/Pages/waiheke-local-board-public-and-business-meetings.aspx

 

Te tūtohunga

Recommendation

That the Waiheke Local Board:

a)         note the record of proceedings for the local board workshops held on 15, 22, 29             July and 12 August 2020.

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Workshop proceedings of 15 July 2020

197

b

Workshop proceedings of 22 July 2020

199

c

Workshop proceedings of 29 July 2020

201

d

Workshop proceedings of 12 August 2020

203

 

Ngā kaihaina

Signatories

Author

Dileeka Senewiratne - Democracy Advisor Waiheke Local Board

Authoriser

Janine Geddes - Acting Relationship Manager: Aotea / Great Barrier and Waiheke Local Boards

 


Waiheke Local Board

26 August 2020

 

 


 


Waiheke Local Board

26 August 2020

 

 


 


Waiheke Local Board

26 August 2020

 

 


 


Waiheke Local Board

26 August 2020

 

 


 


 

    

  


Waiheke Local Board

26 August 2020

 

 

 

 

 

 

 

 

ATTACHMENTS

 

Item 8.1      Attachment a    Deputation - Anne Bailey - Senior Housing Needs Page 209

Item 9.1      Attachment a    Public Forum - Good to Go reusable takeaway packaging service on Waiheke - Presentation Page 213

Item 9.3      Attachment a    Public Forum - Warmer Kiwi Homes Initiative - Presentation                                                   Page 221


Waiheke Local Board

26 August 2020

 

 


 


 


Waiheke Local Board

26 August 2020

 

 


 


 


 


 


 


 


 


Waiheke Local Board

26 August 2020